Management Skills Midterm 1

Maslow's Hierarchy of Needs

(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization

strategies for improving self awareness

- Others' perceptions and feedback - Diverse experiences - Self-analysis -E.g., Drucker's article "Managing Oneself" •What are my strengths?•How do I work?•What are my values (will cover in depth in Week 5)•Where do I belong •What can I contribute? - Personality analysis/tests

Supportive Context

- does the reward system reward the team (and not individuals)? - does the team have access to reports, data and other helpful information? - is training available to help the team develop skills towards goal accomplishment? rewards, information, training, resources

Real Team

-Consists of members with complementary skills who are committed to a common purpose, mutual goals, and a well-defined working approach -Members have learned to trust each other and hold themselves mutually accountable for performance

heterogeneous

-Members have an array of backgrounds and traits -Members need time to understand what each member brings to the team -Members are creative in their problem solving and assignment completion

homogeneous

-Members have similar backgrounds/ traits -Members tend to "get along" well -Members "understand" each other -Members can attain short term goals quickly

Theory X and Theory Y

A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values.

Definition of values

Core beliefs or desires that guide or motivate attitudes and actions •Types: •Instrumental versus Terminal •(e.g., courage, honesty vs. prosperity, happy family) •Tangible versus Intangible•(e.g., car, income vs. freedom, love) •Ethical/Moral versus Non-ethical•(e.g., respect, justice vs. fame, pleasure)

feeler

Decides things by empathizing; looks at things "from the inside"Looks to achieve greatest harmony, consensus, fitValues kindness, tact, diplomacy"Soft-hearted"

thinker

Decides things from a more detached, impersonal mannerUses reason, logic, consistencyCost-benefit analysis"Hard-headed"

Compelling Direction

Does the team have direction about its performance and goals? This can energize, focus and engage team members. Clear, challenging, consequential.

Goleman's Research

EI = twice as important as technical skills and cognitive abilities, for jobs at all levels 90% of difference in profiles of "star" versus "average" performers was due to EI

Objectives and Key Results (OKR)

Google adopted use of OKRs in 2000•As of 2012, OKRs were public to all Google employees on the company directory Objectives - look forward Results - look backward Have goals that feel slightly out of reach, a little uncomfortable By setting goals, you generate consensus and shared understanding how to measure whether the goal has been reached Quarterly meetings (end of quarter and start of the quarter)

Harry and the Learning Team

Harry's difficulties in mastering finance cause some members of the team to feel frustrated, because they have to spend so much time helping him. When the members pressure the others to spend less time with Harry, other problems arise in the team dynamics, involving such issues as trust, participation, team performance, and quality of learning. Students need to explore alternative ways to improve the situation. They had a wrong start and didn't address the task and social dimensions which contributes to team building. The team members had a secret meeting without harry.

Right Work

Identifying and communicating tasks and objectives; Designing, implementing, monitoring and improving the flows of work of the organization; Creating an organization that is innovative and socially responsible

Cost of a bad boss

Included/Monetized: Short-term health cost, lost productivity at work, time away from work, turnover, lost training dollars. Not Included/monetized: long-term health cost, mental/happiness cost, lost creativity/innovation, stalled career growth, bad company image.

Sensor

Info should be tangible, concrete, specific, detailed, factual Trust experience, the present. Meaning is "in the data."

Intuitive

Interested in possibilities, the future. Trust information that is abstract or theoretical, inspirational and challenging Meaning is "in how the data relates to the theory"

Expert coaching

Is coaching available to help members by providing feedback, answering questions, and asking team members how they are doing?

How do you orient to the world?

Judger or perceiver

Importance of values

Knowing one's values will: •Help in making important decisions; •Influence one's goals and one's motivation to achieve those goals; •Provide a moral compass; •Influence one's effectiveness as a leader

What is leadership?

Leaders are not always managers and managers are not always leaders. Sharing a vision and engaging followers in that vision. The ability to move an organization to a higher level of performance by transforming vision into significant actions. The realization that what is effective in one situation may be ineffective in another

Poor management leads to

Lower trust Lower morale & job satisfaction Lower commitment Decreased employee productivity Decreased firm performance Decreased shareholder value Increased theft Increased turnover

introvert

Prefer "quality" (over frequent) interaction Private, reserved Learn by introspection, reflection Preferred communication: writing

Perceiver

Prefer flexibility Spontaneity Adaptability Energized by last minute pressures Keep options open

extravert

Prefer frequent interaction with others Talkative, sociable Learn by discussing and doing Preferred communication: talking

Judger

Prefer schedulesPlanning aheadControl, orderStructure, OrganizationClosure

What are the four team types?

Problem solving teams Self Managed Work Teams Cross Functional Teams Virtual Teams

"Done well"

Quality of work. Time, cost, and scope.

The Hackman model- Team Effectiveness Model

Real Team, Compelling Direction, Enabling Structure, Supportive Context, Expert Coaching

How Organizations can Cultivate a Diverse Workforce

Secure top management's leadership and commitment •Assess the organization's progress toward goals •Attract employees -Actively recruit diverse employees -Accommodate work and family needs -Support alternative work arrangements •Train employees in diversity -Awareness building -Skill building •Retain employees -Offer support groups (Employee Resource Groups, ERGs) -Offer mentorship programs -Provide avenues of career development and promotion -Systems accommodation -Accountability

How do you take in information?

Sensor and Intuitive

John Doerr's Deck

Some basic hygiene: Maximum 5 objective with 4 key results 60% of objectives from bottom up All must mutually agree One page best- 2 maximum Not a performance evaluation weapon

VALUES AND LEADERSHIP

Successful leaders act in ways that are consistent with their values. Therefore: Identify the values that guide your behaviors, attitudes, and decisions Act consistently with your values Appreciate that your decisions and actions affect others Strive to uphold basic principles of fairness

relationship between iq and leader effectiveness

The higher (or lower) a person's IQ is from that optimal score the less effective the leader is seen by others. High effective leaders are distinguished by a high degree of emotional intelligence: self awareness, self regulation, motivation, empathy, and social skill. Most effective leaders are alike in one crucial way: all have a high degree of what has come to be known as emotional intelligence.

Complexity of communication

The larger the project team, the greater the complexity and the more time spent communicating "Lack of communication" or "miscommunication" is frequently cited as an issue in lessons learned Spend the time to determine what information everyone on the project needs, how often they need it and the best way to get it to them N(N-1)/2

Goal Theory

Theoretical perspective that portrays human motivation as being directed toward particular goals; the nature of these goals determines the specific ways in which people think and behave. Limitations: Individualized goals create competition and reduce cooperation Single productivity goals interfere with other dimensions of performance

diversity

Today diversity refers to far more than skin color and gender, referring to all kinds of differences referring to all kinds of differences- -Religious affiliation -Age -Disability status- -Military experience -Sexual orientation -Economic class -Educational level -Lifestyle •Managing diversity involves being acutely aware of characteristics common to a group of employees while also managing these to a group of employees while also managing these employees as individuals

intrinsic motivation

a desire to perform a behavior effectively for its own sake. Internal rewards given to self; not perceived by others.

extrinsic motivation

a desire to perform a behavior to receive promised rewards or avoid threatened punishment. Rewards bestowed by others.

Myers-Briggs Type Indicator (MBTI)

a personality test that taps four characteristics and classifies people into 1 of 16 personality types. Psychometric questionnaire •Theories by Carl Jung •Developed by Katherine Briggs and Isabel Myers •16 possible types •Measures clarity of preference Does not measure aptitude There is no "right" or "wrong" type. Diversity in personality types are a source of strength for the team and organization. Knowledge of personality differences can help managers assign tasks, assemble teams, communicate, motivate, and manage conflict more effectively.

gender parity

a policy by which women have to make up either a certain number of the candidates in an election or a certain number of those elected

cross-functional team

a team composed of employees from different functional areas of the organization. Are effective means for allowing people from diverse areas within an organization to exchange information, develop new ideas and solve problems, and coordinate complex projects. It takes time to build trust and teamwork, especially among people from different backgrounds with different experiences and perspectives.

Equity Theory

a theory that states that people will be motivated when they perceive that they are being treated fairly

enabling structure

ability to complete the given task, clear set of group norms, and a good mix of people. Is the work design of the team motivating? What are the norms in the team for (un)acceptable behavior? How is the team comprised? Homogeneity is mistakenly assumed to be best!

self-regulation

ability to control or redirect disruptive impulses and moods. 1.The importance of regulating negative emotions 2. Tips on how to self-regulate 3. Managerial implications:If you understand the root causes of the problem, you can manage the problem better.Managing negative emotions is the joint responsibility of the individual and the manager/organization.Often times, emotions of multiple parties need to be managed.

empathy

ability to understand the emotional make-up of people

Theory X

assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and, thus, should be directed from above.

Theory Y

assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.

surface-level diversity

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

deep-level diversity

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others

Types of Justice

distributive, procedural, interactional

Motivation

forces that energize, direct, and sustain a person's efforts •addresses three perspectives on motivation taken by researchers -three factors determine motivation »internal (push) forces »external (pull) forces »characteristics of the work situation

self-managed work teams

groups of 10 to 15 people who take on responsibilities of their former supervisors. Are groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Typically involves planning and scheduling work, assigning tasks to members, making operating decisions, taking action on problems, and working with suppliers and customers. Fully self managed work teams even select their own members and have the members evaluate each other's performance.

Problem Solving Teams

groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Members share ideas or offer suggestions on how work processes and methods can be improved; they rarely have the authority to unilaterally implement any of their suggested actions.

self-awareness

having a deep understanding of one's emotions, needs, strengths, weaknesses, values, and goals. Knowing your motivations, preferences, and personality and understanding how these factors influence your judgment, decisions, and interactions with other people" Why is it important? -Managing yourself and your contributions to work and non -work domains -Improving relationships with others -Leading and managing others more effectively -Increasing productivity

Types of Groups

homogenous, heterogenous

Distributive Justice

perceived fairness of the amount and allocation of rewards among individuals. Judgments about the levels at which resources are distributed

procedural justice

perceived fairness of the process used to determine the distribution of rewards. Evaluations about whether the procedures used to make decisions are fair.

social skills

proficiency in managing relationships and networks

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors: Achievement, Recognition, Responsibility, Work itself, Personal growth and work dissatisfaction from so-called hygiene factors: Working conditions Pay and security, Company policies, Supervisors, Interpersonal relationships

team

shared leadership roles, individual and mutual accountability, specific team purpose that the team itself delivers, collective work products, encourages open ended discussion and active problem solving meetings, measures performance directly by accessing collective work products, discusses, decides and does real work together.

Working Group

strong, clearly focused leader, individual accountability, the group's purpose is the same as the broader organizational mission, individual work products, runs efficient meetings, measures its effectiveness indirectly by its influence on others, discusses, decides and delegates.

Virtual Teams

teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. They allow people to collaborate online- using communication links such as wide area networks, video conferencing, or email- whether they're only a room away or continents apart. They may suffer because there is less social rapport and less direct interaction among members. They aren't able to duplicate the normal give and take of face to face discussion. More task oriented and exchange less social emotional information than face to face teams.

emotional intelligence

the ability to perceive, express, understand, and regulate emotions. A primary driver of leadership success.

Management

the act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively.

Interactional Justice

the degree to which others are treated with dignity and respect. Employee's perceptions about the interpersonal treatment they receive -Informational: of the explanations offered -Interpersonal: being treated with dignity and respect

gender pay gap

the overall income difference between women and men in the workplace. "At current rates of progress, it may take another 202 years to close the economic gender gap globally." "failing to reap the returns from their investment in female education" In addition, too few countries are preparing to meet the challenges and harness the gender parity opportunities posed by the changing nature of work.

Faultlines

the perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education. •Sub-groups within an Organization •Positive when there's a crossover of information •Negative when the sub-groups form "us VS them" attitudes and behaviors2

Diversity Management

the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

What steps has google taken to ensure that it will indeed "build a better boss"

they interviewed managers to gather more data. Giving clear feedback to employees Managers often want to hire people who seem just like them. the company started teaching it in training programs and coaching and performance review sessions with individual employees. Improved manager quality for 75 percent of their worst performing managers

What was Google's approach to identifying the critical skills?

they looked at surveys, ratings, interviewed employees. It makes sense they took the time consuming, data intensive, and complex way because they are a data company. They have resources and that is their organizational culture.

How to make decisions?

thinker or feeler

What Google learned from its 'Quest to Build the Perfect Team'

understanding and influencing group norms were the keys to improving Google's teams on the good teams, members spoke in roughly the same proportion good teams all had high skill at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves creates psychological safety -Google's data indicated that psychological safety, more than anything else, was critical to making a team work

motivation

work for reasons beyond money or status; pursue goals with persistence

Justice

•Analyzing and Promoting Fairness 1. "A personal evaluation about the ethical and moral standing of managerial conduct" 2. The employee's perception on whether or not an organization's agents have acted fairly

Why study diversity?

•Changing demographics •Competitive advantage -For managers and organizations •Accountability from the business community and society

organizational culture

•Founders or important leaders can have a significant influence on it •Creating one is easier than changing an established one •The social culture of the country is an important influence •The history of the firm is an important influence on firm culture •High-performing decisions become institutionalized

value

•Identifying Your Core Values •Acting Consistently With Your Values

Costs of Unethical Behavior

•Losses in revenue •Revenue loss due to product recall •Operational expenses to correct past errors •Higher funding costs (increased credit risk premium) •Decreased ability to borrow money •Lower share price •Legal expenses •Consulting expenses •Fines, penalties, damages, settlement costs

self-efficacy

•The belief that one has the skills and abilities to accomplish a task or attain a goal •Lack of self-efficacy leads to poor motivation

Expectancy Theory

•motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards •based on the effort, performance, and desirability of outcomes