Organization Management An Introduction

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Organization Management - An Introduction
2
Agenda

• What is Organization Management?
• Why study Organization Management?
• What will we learn?
• What is leadership?
• What is management?
• What is the difference between leadership and
  management?
• What are current Leadership theories?

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What is Organization Management?

• Organization Management (OM) is a process of
  leading and controlling an enterprise.
• OM is similar to other definitions of management
  you may have experienced, but with a slant toward
  managing the entire enterprise.

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Why Study Organization Management?

• To gain a basic understanding of what is required
  to lead and control an enterprise.
• Gaining an exposure to management concepts will
  provide you with a starting point for learning
  how to manage.

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Engineers are likely to become managers

• A study by the Engineering Manpower Commission
  indicated that as many as 82 of all engineers in
  the United States have some form of engineering
  management responsibility.  
• According to a Carnegie Foundation report, 30
  years of surveys revealed that more than 60 of
  persons who earned engineering degrees either
  became managers of some kind within 15 years or
  left the profession to pursue business
  opportunities of other kinds.  
• 40 of industrial executives and 34 of all top
  corporate managers in the United States have
  engineering backgrounds.

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What Will We Learn?

• We will learn lead how to lead and manage an
  enterprise.
• You will leave this course with knowledge of
  management functions and tools, but you will not
  develop skills.

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What Are Current Leadership Theories?
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Research on Leadership

• Great Man Theory
• Big Bang Theory
• The Trait Theory
• Leadership Behavior

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Great Leader Theory
What are some examples of great leaders?

• Julius Caesar
• Napoleon Bonaparte
• Abraham Lincoln
• V.I. Lenin
• Susan B. Anthony
• Winston Churchill
• Mao Tse-Tung
• Martin Luther King

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Big Bang Theory

• Collapse of Roman Republic
• The French Revolution
• The Civil War
• The Russian Revolution
• Womens Suffrage
• World War II
• Chinese Revolution
• Civil Rights

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Trait Approach
Vigor
Intelligence
Courage
Confidence
Credibility

Popularity
Integrity
Creativity
Persuasiveness
Sincerity
Maturity
Decisiveness
Tact
Desire
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Leadership Behavior
Authoritarian
Self

Control
13
Leadership Behavior
Laissez-Faire
Paternalistic
Self
Authoritarian

Control
Autocratic
Consensus
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Managerial Grid
High
1,9 Country Club Thoughtful attention to needs
of people for satisfying relationships leads to a
comfortable, friendly organization atmosphere and
work tempo.
9,9 Team Builder Work accomplishment is from
committed people interdependence through a
common stake in organization purpose leads to
relationships of trust and respect.
5,5 Organization Adequate organization
performance is possible through balancing the
necessity to get out work with maintaining morale
of people at a satisfactory level.
1 2 3 4 5 6 7 8 9
Concern for People
1,1 Do Nothing Exertion of minimum effort to get
required work done is appropriate to sustain
organization membership.
9,1 Task Oriented Efficiency in operations
results from arranging conditions of work in such
a way that human elements interfere to a minimum
degree.
Low
1 2 3 4 5 6 7 8 9
Low Concern for Production High
Source The Managerial Grid Blake Mouton
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Assumptions About Human Nature
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What is Leadership?

• This doesnt really make you leader material,
  Murray.

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What is Leadership?

• To influence human
• behavior in the
• attainment of goals

"The person that figures out how to harness the
collective genius of his or her organization is
going to blow the competition away."
Walter Wriston Former Citibank CEO
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What is Leadership?

• Leadership is the ability to positively influence
  people and systems under one's authority to have
  a meaningful impact and achieve important
  results.
• Leaders create clear and visible quality values,
  and integrate these values into the
  organization's strategy.

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What is Management?
Planning
To influence human behavior in
the accomplishment of organizational goals
Improving
Communication
Through
Organizing
Motivating
Same definition as leadership, but accomplished
in different ways
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What is Management?
Management - the process of reaching
organizational goals by working with and through
people and other organizational resources," Certo
(1985) Management - the process of planning and
decision-making, organizing, leading and
controlling an organization's human, financial,
physical and information resources in an
efficient and effective manner." Griffin (1987)
Management - the process of acquiring and
combining human, financial, informational and
physical resources to attain the organization's
primary goal of producing a product or service
desired by some segment of society" (Pringle,
Jennings, and Longnecker, 1988). Management - To
manage is to forecast and plan, to organize, to
command, to coordinate and to control. To foresee
and provide means examining the future and
drawing up a plan of action. To organize means
building up the dual structure, material and
human, of the undertaking. To command means
maintaining activity among the personnel. To
coordinate means binding together, unifying and
harmonizing all activity and effort. To control
means seeing that everything occurs in conformity
with established rule and expressed command.
(1949 by Henri Fayol in General and Industrial
Management)  Although there are some
differences among these definitions, each calls
management a process.
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What is the difference between leadership and
management?

• Leader Manager
• Set Direction Plan Budget
• Align People Organize Staff
• Motivate Control
• Promote change Promote stability

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Responsibility Continuum
Traditional (Autocratic)
Participative (Semi-Autonomous)
Team Environment (Autonomous)
Area of Manager Responsibility
Area of Team Responsibility
Team is fully autonomous.
Manager decides and announces decision.
Team selects and organizes own work reports
results to manager.
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Leadership Skills

• Traditional
• Direct people
• Get groups to understand ideas
• Manage one-on-one
• Maximize departmental performance
• Implement change

Participative Involve people Get groups
to generate ideas Encourage
teamwork Build relationships with other
departments Initiate change
Team Environment Develop self- motivating
people Get diverse groups to carry out their own
ideas Build teams that manage more of their own
work Champion cross- functional process
improvements Sponsor innovation to meet customer
needs
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Leadership Skills

• Educator
• Develop an eye for real life learning
  laboratories.
• Articulate performance expectations clearly.
• Sponsor
• Let go of control, provide access to information
  / people.
• Provide the tools, training, trust then let
  people perform.
• Coach
• Listen and express genuine appreciation for
  effort.
• Counselor
• Listen and give clear and useful feedback.
• Confrontor
• Listen and dont over-emotionalize.

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Barriers to Leadership

• Fears
• Lack of Training
• Habits
• Poor Communications
• Lack of Trust
• Unclear Expectations

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Leadership Activities

• Model the desired behavior
• Communicate with employees
• Delegate authority
• Facilitate participation
• Motivate employees
• Discipline undesired behavior

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Leadership Activities - Model the desired
behavior
Model the type of behavior that you hope your
employees will copy. Your actions show people
what is really important to you more than your
words.

• Factors that determine your effectiveness as a
  role model
• Credibility
• 1. Sociability 5. Character
• 2. Competence 6. Principles
• 3. Extroversion 7. Values
• 4. Composure 8. Personal excellence
• Flexibility - Different situations require
  different responses.
• Versatility - Different techniques work for
  different people or situations.

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Leadership Activities - Communicate with
Employees

• Set Goals
• Challenging, yet attainable
• Clear
• Relevant
• Listen Actively
• Keep an open mind
• Show compassion
• Act on employee input
• Involve employees in decision process
• Seek information from employees
• Michael Deese (Santech Industries) Example
  talked with employees on a daily basis to
  determine their issues and concerns about new
  company direction and to determine their level of
  commitment to the new direction
• Leaders catch people doing things right.

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Leadership Activities - Communicate with
Employees

• Interact With Employees - Often
• Use management by walking around
• Be accessible
• Use methods that will enhance employee's
  self-esteem
• Use Reinforcement
• Provide exposure, latitude, challenge
• Pay attention to accomplishment
• Avoid punishment
• Use a 101 ratio of praise criticism
• Leaders catch people doing things right.

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Leadership Activities - Facilitate Participation

• Know your employees' abilities and experience
  levels
• Set goals
• Provide focus
• Assist group with communication
• Assist group with problem solving
• "Crowd Control"
• Provide training
• Provide resources
• Run interference
• Provide guidance

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Leadership Activities - Delegate Authority

• Delegation is the managerial act of assigning
  work to another and granting the authority to act
  or make decisions.
• 1. Assign the task
• 2. Gain an agreement and commitment
• 3. Grant authority
• 4. Provide required resources
• 5. Remember the Five "T's"
• Sharing responsibility does not mean abandoning
  responsibility.

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Leadership Activities - Delegate Authority - The
Five "T's"

• Think - be mindful of priorities, loading
  abilities -
• Who wants more responsibility?
• Who can do the job best?
• Who can do the job most economically?.....fastest?
  
• Who can spare the time?
• Who can gain the most in growth?
• Tell - specify exactly what you want (include
  degree of thoroughness, accuracy and quality) and
  ask for confirmation
• Train - provide any special training required by
  the task
• Test - from time to time, measure then give
  and get feedback
• Treat - give positive feedback

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Leadership Activities - Motivate Employees

• Eight Keys to High Performance
• 1. Maintain self-esteem
• 2. Ask for performance
• 3. Use personalized positive reinforcement
• 4. Build relationships
• 5. Understand your employee's point of view
• 6. Ask for help in solving problems
• 7. Refuse to accept poor performance
• 8. Apply standards consistently
• OFFER HELP WITHOUT TAKING RESPONSIBILITY

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Leadership Activities - Motivate Employees
Different things motivate different people

• 1. Ownership
• 2. Money
• 3. Recognition
• 4. Praise - especially in front of peers
• 5. Coaching / Feedback
• 6. Dominance - power, title, authority
• 7. Creativeness
• 8. Gregariousness
• 9. Homing - free time
• 10. Accomplishment
• 11. Education training
• 12. Job security
• 13. Autonomy
• 14. Cooperation

15. Leadership 16. Environment 17. Ethics 18. Resp
onsibility 19. Trust 20. Being listened
to 21. Teamwork 22. Knowledge 23. Flexible
controls 24. Encouragement 25. Resources 26. Com
munication 27. Clear direction, measurements,
goals
Motivate - to influence and persuade
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Leadership Activities - Discipline Undesired
Behavior

• Focus on ISSUES, not individuals - Focus on
  BEHAVIOR, not people
• 1. Find a private area
• 2. Don't smile
• 3. Don't gunny sack
• 4. Be specific
• 5. Tell the employee how you feel
• 6. Put the reprimand into perspective
• 7. Provide an opportunity for the employee to
  respond
• 8. Don't repeat the reprimand
• The intent of the reprimand is to get the person
  to think about what he / she did - not how you
  treated him / her.

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Conclusion

• A leader is best
• When people barely know he exists,
• Not so good when people obey and acclaim him,
• Worse when they despise him.
• But of a good leader, who talks little,
• When his work is done, his aim fulfilled,
• They will say
• We did it ourselves.
• Lao-Tzu, a sixth century B.C. Chinese philosopher

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Required Reading

• Zapp! The Lightning of Empowerment How to
  Improve Quality, Productivity, and Employee
  Satisfactionby Jeff Cox (Contributor), William
  C. Byham (Preface)
• Paperback - 212 pages Revised edition (February
  1998) Fawcett Books ISBN 0449002829
• Amazon price new 9.60

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Management Process - Planning

• Panning is
• Setting goals and deciding on courses of action,
• Developing rules and procedures,
• Developing plans (both for the organization and
  for those who work in it)
• Forecasting (predicting or projecting what the
  future holds for the firm)

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Management Process - Organizing

• Organizing is
• Identifying jobs to be done,
• Hiring people to do them
• Establishing departments
• Delegating or pushing authority down to
  subordinates
• Establishing a chain of command
• Coordinating the work of subordinates

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Management Process - Leading

• Leading means
• Influencing other people to get the job done
• Maintaining morale
• Molding company culture
• Managing conflicts and communication

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Management Process - Controlling

• Controlling is
• Setting standards (such as setting sales quotas
  or quality standards),
• Comparing actual performance with these standards
• Taking corrective action as required.