Being a Manager and a Strategist session 1

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					  Being a Manager
  and a Strategist

           session 5

Associate Professor: Claude Beaudoin

       MBA Course 51-452-02
            Fall 2006
Being a Manager and a
Strategist: The session
1.   Introduction
        What is management?
2.   Managerial Activities and Competencies
        What do managers do?
3.   Mastering a new identity
        How does one become a manager?
4.   The evolution of management, major trends
        What are the various and new tools?
5.   Management philosophies, styles and practices
        Managerial practices, work organization and people
        management
6.   Conclusion
        Living in an ever-changing environment
Learning from the
ABC Insurance case
       What are the impacts
of new forms of work organization
 on the practice of management?
           Everything is linked together

           Business process
              The way the work gets done

           Jobs and structures
              People’s job and how the people who perform
               these jobs are grouped and organized
           Management and measurement systems
             How people are paid, measured performance and
              so on…
           Values and beliefs
              Issues and concerns that people think are
               important and to which they pay attention.

Source: Hammmer, M and J. Champy The New World of Work
               Everything is linked together

                         Business Processes



     Jobs and structures                          Values and Beliefs



                         Management and
                       Measurement Systems

Source: Hammmer, M and J. Champy The New World of Work
                OBJECTIVE REALITY



   My opinions with regard to that reality

                 my values
Life and work                                      This is my frame of
                 my beliefs
experiences                                                 reference or
                 my attitudes
contribute                                          the set of personal
                 my prejudices
to the                                                  predispositions
                 my personal philosophy
development                                           used to interpret
of:                                                reality the way I do.
                 my knowledge
                    integrated or non-integrated
             Manager’s craft:
             Orientations and Practices
       Management                    Management
       PHILOSOPHY                 STYLE & PRACTICES

 Manager’s views on             To which extent does the
  people at work:                 manager involve people
      Degree of people’s
       interest and integrity    How does the manager
                                  control
 Manager’s views on his
  role:                          Forms and style versus
      Relative importance of     content in management
       technical versus           practices
       management
       orientation


                                FEEDBACK
             Analysing the questionnaire:
             conceptual framework
       Management                    Management
       PHILOSOPHY                 STYLE & PRACTICES

 Manager’s views on             To which extent does the
  people at work:                 manager involve people
      Degree of people’s
       interest and integrity    How does the manager
                                  control
 Manager’s views on his
  role:                          Forms and style versus
      Relative inportance of     content in management
       technical versus           practices
       management
       orientation


                                FEEDBACK
             Analysing the questionnaire:
             conceptual framework
       Management                    Management
       PHILOSOPHY                 STYLE & PRACTICES

 Manager’s views on             Operating within a
  people at work:                 hierarchical organization
      Degree of people’s
       interest and integrity    The exercise of authority

 Manager’s views on his         Managing changes
  role:
      Relative inportance of
       technical versus
       management
       orientation


                                FEEDBACK
Manager’s craft:
Orientations and Practices
           Manager’s craft:
           Orientations and Practices
            The perception of people’s interest
              and their integrity at work

              # 1: The average employee essentially
              seeks job security in his work. (89%)

              # 19*: The average employee deeply
              whishes to learn through his work. (69%)

CATEGORY # 1: Questions 1, 4, 8, 19, 42, 45
            Manager’s craft:
            Orientations and Practices
             The perception of people’s interest
                 and their integrity at work

                       What’s motivate people?
(Instrumental)                                                        (Internal)
    Salary,                                                          Personnal
  Security…                                                         Developement
      6                                   33                               1

                 How important is the work for asserting its own identy?

CATEGORY # 1: Questions 1, 4, 8, 19, 42, 45
           Manager’s craft:
           Orientations and Practices
            The perception of people’s interest
              and their integrity at work

                  The higher the score, the higher the
                   probability that the person has a negative
                   image of the employee. Negative in the
                   sense of not recognizing much positive
                   inclination to work or much integrity at
                   work.

CATEGORY # 1: Questions 1, 4, 8, 19, 42, 45
          Manager’s craft:
          Orientations and Practices
           The conception of the manager’s role


          # 39: A good manager must take the necessary
             steps to make sure that he always stays on the
             leading edge of technical and professional
             knowledge related to his specific field. (75%)

          # 48: If he wants to be credible in the eyes of his
             employees, a good manager must be able to
             adequately do the work that he requires from
             them. (50%)

CATEGORY # 2: Questions 22,32,39,48
           Manager’s craft:
           Orientations and Practices
            The conception of the manager’s role



   Technical                                          Managerial
     skills                                             skills

       6                                                    1

                 … could depend on management level
                 … size of the organization
                 … organizational culture
                 … personnal career path and developement

CATEGORY # 2: Questions 22,32,39,48
          Manager’s craft:
          Orientations and Practices
           The conception of the manager’s role


                 The higher the score, the higher the
                  probability that the person has a
                  conception of management that favours
                  the mastery of technical skills (related to
                  the field of specialization) versus human
                  skills and conceptual skills (related to
                  manegrial competencies).

CATEGORY # 2: Questions 22,32,39,48
           Manager’s craft:
           Orientations and Practices
            INVOLVING PEOPLE


           # 21: When an important project comes up in his
              administrative unit, a good manager defines the
              plan of action he feels is appropriate, and then
              makes sure that he fully explains and sells this
              plan to his employees in order to ensure their
              collaboration. (89%)

           # 51: A good manager establishes a fairly detailed
              work plan for each of his employees (44%).

CATEGORY # 3: Questions 2, 3, 7, 9, 18, 21, 29, 34, 41, 47, 51
              Manager’s craft:
              Orientations and Practices
               Involving people through Information,
                  Consultation, Participation and
                  Delegation.


INFORMATION          CONSULTATION              PARTICIPATION        DELEGATION

     6                                                                   1




   CATEGORY # 3: Questions 2, 3, 7, 9, 18, 21, 29, 34, 41, 47, 51
           Manager’s craft:
           Orientations and Practices
            Involving people through Information,
               Consultation, Participation and
               Delegation.

                   The higher the score, the higher the
                    probability that the person has significant
                    reserves on really involving collaborators.




CATEGORY # 3: Questions 2, 3, 7, 9, 18, 21, 29, 34, 41, 47, 51
           Manager’s craft:
           Orientations and Practices
            Degree of pressure and nature of control.


           # 16: A good manager often reminds his
              employees of the quantity of work that they are
              supposed to accomplish.

           # 36: A good manager verifies the work of his
              employees in order to make sure that they have
              taken care of every detail. (56%)


CATEGIRY # 4: Questions 16, 28, 31, 36, 40, 44, 58
           Manager’s craft:
           Orientations and Practices
            Degree of pressure and nature of control.




       Controlling                                   Controlling
      ACTIVITIES                                     RESULTS
            6                                             1




CATEGIRY # 4: Questions 16, 28, 31, 36, 40, 44, 58
           Manager’s craft:
           Orientations and Practices
            Degree of pressure and nature of control.


                  The higher the score, the higher the
                   probability that the person, to obtain results,
                   favours a strong external pressure and a
                   tight control on people. Suspicious and
                   extreme prudence could characterize the
                   manager’s philosophy, style and practices.



CATEGIRY # 4: Questions 16, 28, 31, 36, 40, 44, 58
           Manager’s craft:
           Orientations and Practices
            Relative importance of the style & form.


           # 50: In order to increase the level of employees'
              motivation, the company's top managers should
              socialize with them as much as possible in the
              work place. (58%)
           # 5: In the relationship with the people that he
              manages, the first quality of a good manager
              should be friendliness (44%).


CATEGIRY # 5: Questions 5, 38, 50
           Manager’s craft:
           Orientations and Practices
            Relative importance of the style & form.




  NON-INTEGRATED                            INTEGRATED
    KNOWLEDGE                               KNOWLEDGE
    (incohérence)                            (coherence)
           6                                       1




CATEGIRY # 5: Questions 5, 38, 50
           Manager’s craft:
           Orientations and Practices
            Relative importance of the style & form.


                  The higher the score, the higher the
                   probability that the person favours
                   elements of form on its management
                   practices to the detriment of content.




CATEGIRY # 5: Questions 5, 38, 50
           Manager’s craft:
           Orientations and Practices
            Operating within a hierarchical organization.


           # 10: Top management should as frequently as
              possible initiate direct work-related contacts with
              rank and file employees. (75%)

           # 23: A company should strongly encourage an open
              door policy which provides each employee with the
              opportunity to go directly to top management in
              order to discuss problems concerning his work.
              (67%)

CATEGIRY # 6; Questions 10, 23, 56
           Manager’s craft:
           Orientations and Practices
            Operating within a hierarchical organization.


                            Senior Management



                             Middle Managemnt


                                 Employees




CATEGIRY # 6; Questions 10, 23, 56
           Manager’s craft:
           Orientations and Practices
            Operating within a hierarchical organization.


                  The higher the score, the higher the
                   probability that the person gives little
                   importance to the idea of by-passing
                   intermediate levels of management.




CATEGIRY # 6; Questions 10, 23, 56
           Manager’s craft:
           Orientations and Practices
            Exercising authority


           # 30: A good manager always acts as an equal
              with his employees. (42%)

           # 35: There has been real consultation even if,
              after discussions with his employees, a
              manager makes a decision which differs from
              their majority opinion. (61%)


CATEGIRY # 7: Questions 25, 30, 35, 46, 57
           Manager’s craft:
           Orientations and Practices
            Exercising authority


                  The higher the score, the higher the
                   probability that the person is not
                   completely at ease fulfilling a position of
                   authority.




CATEGIRY # 7: Questions 25, 30, 35, 46, 57
           Manager’s craft:
           Orientations and Practices
            Management of changes


           # 52: It is a part of human nature to resist
             any change.

           # 33: When a change is about to be
             introduced, the main objective in
             consulting people is to lower their
             resistance. (64%)

CATEGIRY # 8: Questions 11, 12, 24, 33, 52, 59, 62
           Manager’s craft:
           Orientations and Practices
            Management of changes


                   The higher the score, the higher the
                    probability that the person is characterized
                    by attitudes, beliefs and practices that will
                    make difficult managing changes.




CATEGIRY # 8: Questions 11, 12, 24, 33, 52, 59, 62
                              Situational leadership
                                                  A new boss or having to lead a new group
                                                              could require that
                                                    I need to adapt some of my practices

                                In managing his unit,
                             an experienced manager
                              takes into consideration
                        whatever is specific to the situation:
                        the employees, the boss… himself,
                   the organization and the overall environment.

Are my employees ready and willing to accept more responsibilities?

  Guy Archambault, Benoît Tremblay HEC Montréal
                        A good and experienced manager
                             is a pedagogue who…


                                 • … creates a work environment
                     that will foster employee’s efficiency and development.


                      • … allows people to increase their competencies
                    required to perform their work in an effective way and to
                          gradually move to more demanding challenges.




Guy Archambault, Benoît Tremblay HEC Montréal
             Helping role


              Effective managers behave in such a way
              that subordinates, pears and supervisors
                        get the help they need
                      in order to get things done
                   to succeed, to achieve the goals
                          that have been set.

Source: SCHEIN, Edgar H. Managers and Consultants as Helpers
For next week

 … last few texts to read.


 The case:
     Marcel’s career, Sophie’s choice.
     If you were a consultant, what would you
      recommend to sophie?
Marcel’s carreer, Sophie’s Choice

MARCEL’S CAREER:

 What are his motivations for the job? For the
    organization?
   What are his competencies?
   What does the organization expect form him?
   What does he expect from the organization?
   What are his problems? Challenges?
Marcel’s carrer, Sophie’s Choice

SOPHIE’S CHOICE:

 What are her motivations?
 Her competencies?
 Her expectations re: the organization?
 Her expectation from Marcel?
For next week

 … last few texts to read.
 The case:
     Marcel’s career, Sophie’s choice.

 Louis V. Gertner’s case:
    Who Says Elephants Can’t dance?



 And a general recap… to get you ready
  for the exam!

				
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