Get documents about "Being a Manager and a Strategist session 1
Shared by: wuyunyi
-
Stats
- views:
- 21
- posted:
- 1/13/2011
- language:
- English
- pages:
- 40
Document Sample
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!
