Welcome to MBA 510c Intro to Mgmt

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Welcome to MBA 510c Intro to Mgmt
Leadership and MBA Survival Skills

• Fall 2006
• Professor Kristi Lewis Tyran

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Professor Kristi Tyran

• Educational Experiences
• Pullman High School
• University of Washington
• Bachelor of Science (Psychology)
• MBA (Finance and Accounting)
• University of California, Irvine
• Ph.D. (Organizational Behavior)
• Work Experiences
• Social Worker Homeless youth and adults,
  Seattle, WA
• Vice President Public Finance Corporate
  Lending, Bank of America and Key Bank
• Professor, Instructor, Consultant 14 years, 5
  at WWU
• Research Leadership, virtual teams, emotion
• Hobbies Hiking, biking, traveling, reading,
  gardening, cooking

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Class Structure

• Questions and comments are welcome anytime.
• Your questions will inform the entire class.
• Take risks
• Our goal is to provide a supportive environment
  to each other.
• Discussion and Dialogue as a means of
  communicating.
• Readings from texts and articles
• Class Discussion and Discussion Quizzes
• Class Participation
• Developing knowledge of your colleagues

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Todays Agenda

• Introduction to MBA Management and Leadership
  curriculum
• What you will be learning throughout your MBA
  about Management and Leadership
• Preparing for Self-Assessment
• Getting to know each other.

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Class Objectives

• Have an understanding of your own attributes and
  skills and how these relate to effective
  management and leadership.
• Understand a personal learning model for skill
  development.
• Have a working knowledge of skills and techniques
  that enhance the effectiveness of teams.
• Enhance a working understanding of the personal
  social impact of managerial behavior.
• Have fun!

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How you will learnand demonstrate your learning

• Personal Assessment Profile
• Self-assessment Surveys
• Summary of strengths and weaknesses.
• Personal Mission Statement
• Time Management Tracking Log
• Class Participation
• Discussion Quizzes

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Format of Class

• Class discussion and lectures
• Discussion quizzes
• Experiential exercises
• Learning from each other
• Self-assessment and reflection

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Why Focus on Leadership and Management in an MBA
Program?
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Leadership ValuesPutting People First

• Pfeffer and Veiga AME article
• Background article for Management discipline.
• Primary take-aways from article
• Empirical data support our common sense about
  the financial effects of an organizations
  culture as reflected in valuing people.
• Principles and practices that value people pay
  off in organizational outcomes.

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Putting People FirstCritical Success Factors

• Secure employment
• Selective hiring
• Self-managed team design
• Good compensation
• Extensive training
• Minimal status differences
• Extensive information sharing

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Putting People FirstGeneral Implications

• There are a number of critical organizational
  practices through which management and leadership
  makes a difference.
• Style (how these are managed) may be as critical
  as substance (the formal rules) in creating a
  supportive culture.
• Paying attention to the people side requires
  taking a long-term perspective.
• Managers are constantly under short-term
  performance pressures .

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Putting People First Implications for Managers

• Managers are paid for results.
• Management Getting things done through people.
  (T. George Harris)
• Successful implementation takes more than
  cognitive understanding
• Emotional intelligence plays an important role,
  too.
• Being proactive means planning and understanding
  results in taking action!

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Journey to Success as a Manager

• Success requires mastery of multiple domains.
• Cognitive, technical, emotional, human skills.
• Two critical domains
• Managerial Skills
• Leadership skills

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Leadership vs. Management

• Effective management Effective leadership.
• A manager gets work done through the efforts of
  other people.
• Focuses on implementing a vision. Includes
  planning, organizing, motivating, and
  controlling. Task-focus.
• A leader creates a vision.
• Communicates that vision and moves the
  organization toward that vision. People-focus.
• Managers do things right.
• Leaders do the right thing

/
Bennis
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The Basic Managerial Skills

• Verbal communication listening.
• Self assessment, reflection, and awareness.
• Setting goals and articulating a vision.
• Managing meetings and team building.
• Managing conflict.
• Managing time and stress.
• Individual problem solving and decision-making.
• Delegating.
• Developing social capital.

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The Basic Leadership Skills

• How you manage!
• Style, approach, attitude, emotional
  intelligence.
• Motivating and inspiring others to high levels of
  performance.
• Effective leaders know how to lead in any given
  situation, with any given group of individuals.
• Effective Leadership is very rare and extremely
  valuable to organizations.

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Where are we going?

• Success how to define?
• Successful as managers
  and leaders
• Successful financially
• Personally successful
• Your definition is what matters!
• Managerial Skills Course next Fall (in one year).
• Management and Leadership Course next Winter (in
  15 months).

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Success Domains
Relationships
Personal Growth
Work
Spirituality
Material Wealth
Power
Integrity
Health

• Key is Balance

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The Right Stuff for Managers

• IQ Index of cognitive adaptability
• Analytical reasoning
• Creative problem solving
• Technical Skills
• Accounting skills
• Business planning skills
• EIQ Index of social and emotional adaptability
• Ability to manage ones own emotions
• Ability to understand social contexts

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What Do Employers Look For?

• National Association of Colleges Employers
  (NACE) 2005 skill list
• Written and verbal communication skills
• Honesty/Integrity
• Interpersonal skills
• Strong Work Ethic
• Teamwork ability to work well with others
• Analytical skills
• Motivation/flexibility
• Computer skills
• Leadership and organizational skills

Source NACE Job Outlook 2005 Survey of Employers
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Manager/Leader Unsuccess Domains

• Four enduring themes
• 1. Problems with interpersonal relationships.
• Insensitive, abrasive, intimidating style.
• Cold, aloof, arrogant.
• Overly ambitious, playing politics.
• 2. Failure to meet business objectives.
• Betray trust of others.
• Poor performance.

(Van Velsor and Leslie, 1995)
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Unsuccess Domains (Van Velsor and
Leslie, 1995)

• Four enduring themes (continued)
• 3. Inability to build and lead a team.
• Unable to staff effectively.
• 4. Inability to develop or adapt (lack of
  flexibility).
• Unable to adapt to boss or management team with
  different style.
• Poor strategic thinking.

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The Mortar Model of Leadership and Management
Leadership and Management
Finance
Information systems
Accounting
Strategy
Operations
Marketing
Human Resources
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The MBA Management and Leadership Journey

• Where are we going?
• Understanding of management and leadership as
  skills and concepts.
• A successful completion of the degree.
• Success (however you define it)
• Where are we now?
• First week of MBA
• First module of Management and Leadership
  coursework.
• How are we going to get there?
• The details.

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How Are We Going to Get There?

• This 8 credit course
• MBA Survival Skills
• Skill assessment
• Career and development planning
• Leadership and Management course
• This week Introduction survival skills
• Preparation for the MBA program.
• Self-assessment.
• Reflection and global thinking about the MBA and
  its role in your life and career.

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Management and Leadership Course Features

• Integration of many instructional approaches
• Values based orientation
• Focus on experience
• Opportunity to PLAN (within the MBA and beyond)
  your development into the manager and leader you
  want to be.
• Plans are very individualized
• A safe environment in which to experiment
• Better to make mistakes for correction here
  rather than in the real world
• Opportunity to explore, experiment, learn better
  ways
• Our central objective
• Improve your ability to continue to improve your
  management and leadership skills during and
  beyond the program.

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Self-Assessment Measures

• Values
• Rokeach Value Survey (in class or on website)
• Cognitive style
• Keirsey Temperament Sorter II (cost of 15)
• Fill out on-line at www.keirsey.com
• Assertiveness Personality Test
• Fill out on-line at www.queendom.com (free test)
• Orientation toward change
• Tolerance for Ambiguity (Handed out in class)
• Locus of Control Survey (on line at
  http//www.dushkin.com/connectext/psy/ch11/survey1
  1.mhtml
• Learning Style
• Learning Style Inventory (Handed out in class)
• Bring on Oct 3 for our AM session on learning!

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Personal Mission Statement

• Prepare your mission statement and submit during
  our last session on Friday (see handout).
• Time Management Data Log
• Keep track of how you spend your time over the
  next 48 hours.
• We will discuss the results on Thursday.
• Note the following
• What you do.
• How urgent the activity is.
• What domain your activities fall under.
• Who else is involved.

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October 3rd Agenda

• Personal Learning
• Insights into the value of learning
• Learning styles
• Cycle of learning
• Self-Assessment