Managerial Skills Effectiveness

8/10/2019 Managerial Skills Effectiveness

1/59

Copyright 2005 Prentice-Hall

Chapter 1

Management Skills and Managerial

Effectiveness

Management: A Skills Approach, 2/e

by Phillip L. HunsakerCopyright 2005 Prentice-Hall


2/59


Learning Objectives

Understand the Nature of

Management

Explain Why Skills Are Critical to

Management Success

Describe What Skills Are Critical to

Management Success

Identify How This Book Will Help You

Develop Your Skills


3/59



4/59


Managers

Oversee activities of other people to

accomplish organizational goals


5/59


6/59


Why Learn Management Skills?

Understanding concepts is

not enough.

Need to be able to actappropriately

Must be able to do what is

required to get others to

behave as required


7/59


The Importance of

Management Skills

Need both understanding

and skills to manage

effectively

Behavioral skills learned

through practice and

experience


8/59


General Management Skills

Conceptual

Interpersonal Technical

Political


9/59Copyright 2005 Prentice-Hall

General Managerial Skills

Conceptual skillsrefer to the mentalability to analyze and

diagnose complexsituations

Interpersonal skillsability to understand

and motivate otherpeople


10/59


Technical skillsability to apply specialized

knowledge or expertise

Political skillsability to build a power

base and establish the right connections


11/59


Specific Managerial Skills

Controlling the Organizations

Environment and Its Resources Organizing and Coordinating

Handling Information



Specific Managerial Skills

Providing for Growth

and Development

Motivating Employees

and

Handling Conflicts

Strategic Problem

Solving



Skills Required for

Managerial Competence

Self-Awareness Skills

Knowing Yourself

Developing Yourself

Self-Directed Career

Planning


14/59


Required Skills for

Managerial Competence

General Integrative Skills:applicable in all

managerial activities

Interpersonal Communicating

Valuing Diversity

Developing Ethical Guideposts

Managing Time and Stress


15/59


16/59


Designing Work

Creating

High-performance

Teams

Selecting and

Developing People

Diagnosing

and Modifying

Organizational Culture

Organizing Skills



Leading

Leadershipis the

process of providing

direction, energizing

others, and obtaining

their voluntary

commitment to the

leaders vision.


18/59


Required Skills for Managerial

Competence

Leading Skills

Building Power Bases

Managing Change

Developing

People

Motivating Others


19/59


The Learning of Skills

How can interpersonal skills be taught?

Provide Conceptual and Behavioral

Understanding

Give Practice

Provide Feedback

Continual Use


20/59


Experiential Learning Model

Concrete Experience

Testing Implications

of Concepts in New

Situations

Observations and

Reflections

Formation of Abstract

Concepts and Generalizations


21/59


TIMS LEARNING MODEL

1. Self-assessment

2. Learn Skill Concepts

3. Check Concept Learning: Quiz

4. Identify Skill Behaviors: Checklist

5. Modeling Skill in a Demonstration Exercise

6. Practice the Skill in Group Exercises

7. Assess Skill Competency: Summary Checklist

8. Questions to Assist Application of the Skill

9. Exercises to Reinforce Skill Application

10. Action Planning for Continued Skill Development


22/59


Some Guidelines for

Effective Skill Performance

Be prepared: plan how to achieve goals

Listento understand and build respect

Askinstead of tell: use questions to respect

freedom of choice

Be affirmative: be positive

Be honestand up-front

Be assertive: say what you

expect with respect


23/59

1-23

Organizational Performance

A measure of how efficiently and effectively

managers use available resources to satisfy

customers and achieve organizational goals


24/59

1-24Figure 1.1


25/59

1-25

Organizational Performance

Efficiency

A measure of how well or how productivelyresources are used to achieve a goal

Effectiveness A measure of the appropriateness of the goals

an organization is pursuing and the degree towhich they are achieved.


26/59

Balancing Effectiveness

and Efficiency

Effectiveness

Entails promptly

achieving a stated

organizational objective Managers are held

responsible for attaining

objectives.

Efficiency

Entails balancing the

amount of resources used

to achieve an objectiveagainst what was actually

accomplished

Managers must not waste

scarce and costly

resources.

l i ff i d


27/59

Balancing Effectiveness and

Efficiency

B l i Eff i d


28/59


Efficiency (contd)

B l i Eff i d


29/59


Efficiency (contd)


30/59

Efficiency & Effectiveness

Efficiencymeans doing the task correctly andrefers to the relationship between inputs andoutputs. Management is concerned withminimizing resource costs.

Effectiveness means doing the right things. Inan organization, that translates into goalattainment.


31/59


32/59

Managerial skills

Technical skills

Human skills

Conceptual skills

Design skills

Analytical skills

Administrative skills


33/59

Technical skills

Ability to use principles, tools,techniques, procedures etc

Top managers require leasttechnical skills

Supervisory managers require a

high degree of technical skills


34/59

Human skills

Ability to understand, motivate, lead and

work with other people


35/59

Conceptual skills

Ability to understand relationshipbetween the organisation and its externalenvironment

Abilityto see the big picture

Must crucial for managers at top level

Includes recognizing how the various units

of the organisation depend on one anotherand how changes in one part affect all theothers


36/59

Design skills

Ability to design a workable as well aspractical solution to the problem inthe light of realities they face

Getting to the root of the problemsand recommending solutions


37/59

Analytical skills

Use of scientific techniques for solvingmanagerial problems


38/59

Administrative skills

Ability of getting the things done throughothers by implementing the plans

Ability to communicate, cooperate andcoordinate with others to get the thingsdone .


39/59

Chapter 2


40/59

GOOD JUDGMENT COMES FROM

EXPERIENCE; EXPERIENCE COMES

FROM BAD JUDGMENT.

-- Mullah Nasrudin

13th Century Sufi sage, Central Asia

40

(p. 24)


41/59

IN A TIME OF DRASTIC CHANGE, IT IS THELEARNERS WHO WILL INHERIT THE

FUTURE. THE LEARNED USUALLY FIND

THEMSELVES PREPARED FOR A WORLD

THAT NO LONGER EXISTS.

-- Eric Hoffer

Moral philosopher, USA

41

(p. 24)


42/59

OPENING QUESTION:

How can we best prepare todays managers

for tomorrows global challenges?

42


43/59

CONSIDER:

MANAGEMENT DEVELOPMENT AT

GOOGLE

1. What is unique about Googles approach toproviding global training for younger managers?

2. What are some advantagesand disadvantagesof this approach to training?

3. If you ran this program for Google, how would youimprove upon it?

4. Under what circumstances might this approach to

training be easily adapted to other companies?

43

(p. 24)


44/59

Top ic for today:

Developing global management skills

Traditional views of management

Global managers: Variety of the species

Rethinking managerial roles

Rethinking managerial skills

Developing global management skills

44


45/59

What is management? Some definitions

Coordination and control of people, material, and

processes to achieve organizational objectives as

efficiently and effectively as possible.

Getting things done through coordinated efforts.

Planning, organizing, leading and controlling.

Coordinating and overseeing the work activities of

others so that their activities are completedefficiently and effectively.

45

(pp. 26-28)


46/59

CONSIDER: IS MANAGEMENT

UNIVERSAL?

1. Are these definitions of management universal or

can they vary across different geographic regions?

2. If these definitions are universal, how might theirimplementation vary across national and regional

boundaries?

3. What are the implications of such possible variations

for global management development?

46


47/59

Types of Global Managers

Expatriates Frequent flyers Virtual managers

Management Focus Long-term

Face to face

Live in foreign

country

Short term

Face to face

Frequent visits

Remote

Work through

technology

Mode ofcommunication

Mostly face to face Mixed face-to-faceand virtual

Mostly virtual

Key success factors Deep knowledge of

local culture

Local language

Local business

environment

Global businessissues

Understanding of

cultural issues

Multilingual skills

important

Deep understanding

of global issues

Some understanding

of cultural

differences and

variation in business

practices

Multilingual skillsuseful

Cultural challenge Regional myopia:

overemphasis of local

versus global

Global myopia:

overemphasis of

global versus local

Technological myopia:

ignore impact of

culture on uses and

applications of

technology

47(p. 29)


48/59

CONSIDER: EXPATS AT LG

1. Why did LG seek to hire several senior executivesfrom abroad?

2. To date, what benefits and possible drawbackshave emerged as a result of their decision?

3. What are the advantages and disadvantages for the

expatriates of taking such overseas assignments?4. What can both LG and the expats themselves do to

enhance the likelihood of success in such ventures?

48

(p. 30)


49/59

CONSIDER: ADHIRA IYENGAR,

FREQUENT FLYER1. What are the key managerial challenges faced by

frequent flyers like Iyengar in running her businesson-the-go?

2. In her hectic life, how can she insure that importantdetails do not fall through the cracks?

3. What personal characteristics might serve to enhancethe chances of success for frequent flyerentrepreneurs like Iyengar?

49

(p. 32)


50/59

Building Global Management Skills

MulticulturalCompetencies

Understanding andworking effectivelyacross cultures

ManagerialCompetencies

Planning, coordination,and control within aculture

Global

ManagementSkills

Integration ofmanagement and

cross-culturalskills

(p. 37)


51/59


52/59

CONSIDER: MULTICULTURAL

COMPETENCIES

1. Are these the right multicultural skills for global

managers to have? Why or why not?

2. Are there other important skills?

52

MANAGERS NOTEBOOK:


53/59

MANAGER S NOTEBOOK:

Developing Global Management

Skills

What many people fail to understand about being

a global manager is that the view from 10,000

meters up is often very different than the view fromground level, where the managerial challenges are

immediate and very real.

53


54/59


55/59


56/59

56

(p. 42)


57/59

MANAGERS NOTEBOOK:

What are we missing?

1. What are we missing here?

2. To what extent do you think the average manager

can successfully adapt to various cultures andenvironments around the globe?

3. Are multicultural competencies largely developed or

inherited?

4. What can companies do to enhance the likelihood of

managers success here?

57


58/59

Appl icat ion:

Building a skills development program

1. Several multicultural skills have been discussed here andelsewhere. As a group, identify what you consider to bethe three most important multicultural skills for managers

to have in order to build successful careers in globalbusiness.

2. Next, provide the outline of a management developmentprogram aimed at developing these three skills in youngand largely inexperienced managers.

3. How will you know if your program has been successful?What criteria will you use?

58


59/59

Think about i t: Developing your

global management skills

1. What type of global assignment do you believe you are

best suited for? Why?

2. What multicultural competences do you currentlypossess?

3. Based on what has been discussed, outline a learning

strategy to further develop your own particular

multicultural competencies.4. What are your greatest challenges in achieving this plan?

Documents

Managerial Skills Effectiveness