Introduction to Management

Transition to Management - Managers Initial Expectations

- Be the boss, formal authority, manage tasks, job is not managing people

Key Characteristics of Stars - Characteristics of "Stars"

- Build a bartering network - Born not made - Rely on luck - "lone guns" who take on risky work by themselves - Listen to their hearts

Key Characteristics of Stars (4)

- Characteristics of "stars" - How "stars" network - 4 Elements of Taking Initiative - 3 Rules of Initiative

Gaining Management Skills - Skills gains occur best through deliberately: (2 Bullets)

- Combining multiple sources - Self-management

Key Characteristics of Stars - 4 Elements of Taking Initiative

- Doing something above and beyond your job description - Helping other people - Involves risk-taking - Seeing an activity through to completion

Mintzberg - Decisional Roles (4)

- Entrepreneur - adapt themselves and subordinates to change - Disturbance Handler - Respond to severe problems - Resource Allocator - Decide who gets resources - Negotiator - Negotiate schedules, projects, goals, etc.

Mintzberg - Interpersonal Roles (3)

- Figurehead - Perform ceremonial duties - Leader - Motive and encourage workers - Liaison - Deal with people outside their units

Stages of Team Development (7)

- Forming - Storming - Norming - Performing - De-norming - De-storming - De-forming

Organizing

- Identifying jobs to be done - Hiring people to do them - Establishing departments - Establishing a chain of command - Delegating

Leading

- Influencing others to get the job done - Maintaining morale - Molding company culture - Managing conflict and communication

Transition to Management - After 6 Months

- Initial expectations were wrong, fast pace, heavy workload, job is to be problem solver and troubleshooter for subordinates

Mintzberg's 3 Main Managerial Roles

- Interpersonal Roles - Information Roles - Decisional Roles

Key Characteristics of Stars - 3 Rules of Initiative

- Make sure you're doing your assigned job well - Social initiative don't count for much - Initiative that matter to your career relate to your company's critical path

Transition to Management - After a Year as Manager

- No longer a doer, communication, listening, and positive reinforcement, learning to adapt to and control stress, job is people development

Team Leadership Responsibilities

- Primarily to help team activities toward accomplishing a goal - Promote good relationships and addressing problematic ones within their team - Managing external relationships

Gaining Management Skills - Sources of Learning (4 R's)

- Reading - Reflection - Relationships - Real experience

Self Management Process (4)

- Self Assessment and Planning - Goal Setting - Self-and-Environmental Control - Evaluating and Rewarding Process

Controlling

- Setting Standards - Comparing performance with standards - Taking corrective action

Planning

- Setting goals and deciding on action - Developing rules and procedures - Developing budgets and plants

Key Characteristics of Stars - How "stars" network

- Use networks to multiply their creativity - Economics of networking: have to barter your expertise for others. Be patient.

3 Managerial Skills - Human

Ability to work well with others

Top Managers - Examples

CEO, CFO

3 Managerial Skills

Conceptual, Human, Technical

Top Managers

Executives responsible for the overall direction of the organization

Forming

First Stage - Team members meet, form impressions, begin to establish norms

Management (Definition)

Getting work done through others, deals with efficiency and effectiveness in the work process.

Mintzberg - Information Roles (3)

Monitor - Scan their environment for information Disseminator - Share info with other within dept or company Spokesperson - Share info with others outside dept or company

First-line Managers - Examples

Office Manager, Shift Supervisor

Performing

Performance improves - team matured into full effective functioning team

4 Functions of Management

Planning, Organizing, Leading, Controlling

Middle Managers - Examples

Regional Manager, Divisional Manager

Middle Managers

Responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives

De-norming

Reversal of norming stage - team performance declines

Storming

Second stage of development, conflict and disagreement over who & how something's done

3 Managerial Skills - Conceptual

See organization as whole, how different parts affect each other, and recognize how company fits or is affected by it's environment

3 Managerial Skills - Technical

Specialized procedures, techniques, and knowledge required to get the job done

De-forming

Team members position themselves to control pieces of the team, avoid each other, isolate themselves from team leaders

De-storming

Team's comfort decreases, team cohesion weakens, and angry emotions conflict

Norming

Third Stage - Members begin to settle into roles, cohesion grows, and positive team norms develop

Self Management Process - Evaluating and Rewarding Process

Tips: Determine what you've accomplished and reward yourself accordingly. Mistakes: Rewarding yourself too early, too late, or too much. Punishing yourself it you fail.

Self Management Process - Goal Setting

Tips: What do I need to do in order to get where I want to do? Set S.M.A.R.T. Goals! Mistakes: Failing to get goals. Setting vague goals. failing to follow through with goals.

Self Management Process - Self-and-Environment Control

Tips: What is Important? What is urgent? Proactively structure work environment to increase likelihood of success. Mistakes: Allowing negative emotions or habits to derail us. Allowing others to control your time. Emotional control activity: "count your blessings" or autobiographical reflection. Time Management Tips: Not enough time? Delete, delay, diminish, delegate (Morgenstern's Time Management Skills).

Self Management Process - Self Assessment and Planning

Tips: ask: Who am I? Who do I want to be? What are my strengths? What do I want them to be? What do I want to be doing? Where am I now? Where do I want to go. Mistakes: Not having any standards. Ignoring important parts of our identities.

3 Types of Managers

Top Managers, Middle Managers, First-line Managers

First-line Managers

Train and supervise the performance of non-managerial employees who are directly responsible for producing the company's products or services