MANAGING THE MANAGING THE BUSINESSBUSINESS

The Activities of Real ManagersThe Activities of Real Managers

Descriptive Categories Derived Descriptive Categories Derived from Free Observationfrom Free Observation

Exchanging Information(Paperwork)

Planning Decision Making(Controlling)

Interacting with Outsiders(Socializing/Politickling)

Motivating/ReinforcingDisciplining/PunishingManaging ConflictStaffing(Training/Developing)

Real Managers’ Real Managers’ ActivitiesActivities

Communication

Traditional Management

Networking

Human Resource Management

Rank and FireRank and Fire(article by McCalope)(article by McCalope)

Evaluations Conflict

– Employees fear bad ones

– Managers struggle with criticism

Rank and Fire(article by McCalope)

Best-to-Worst rankings– Harsh and arbitrary?

– Bell curves – positive and negative?

– Create anxiety?

– Encourage smarter and harder work?

Rank and Fire(article by McCalope)

Are managers willing to fight for valued employees?

What is the validity of self-evaluation?

What is the validity of selected peer evaluation?

Why don’t people want to be considered average?

Do competitive systems discourage teamwork?

Are all groups the same? Is the lowest-ranked person in a group always a poor performer?

Organization FictionsOrganization Fictions(Article by Williams)(Article by Williams)

“We’re Number 1” in quality

“We’re the best in our field”

“Our employees constitute a close-knit, mutually supportive family”

“We are committed, without reservation, to customer service”

We do not discriminate on the basis of race, sex, religion, etc.”

Organization FictionsOrganization Fictions(Article by Williams)(Article by Williams)

“Our actions express a genuine and balanced concern for all our stakeholders”

“We are a truly progressive, innovative organization”

“We have low employee turnover because our employees identify with the organization and are committed to its mission, values, and goals”

“We live by the highest possible standards of ethics and social responsibility”

Questions for Organizational Questions for Organizational CapabilityCapability

QUESTIONSQUESTIONS

To what extent do we have leadership throughout the To what extent do we have leadership throughout the organization?organization?

To what extent do we have the capacity to change?To what extent do we have the capacity to change?

Questions for Organizational Questions for Organizational CapabilityCapability

QUESTIONSQUESTIONS

To what extent do we use all management To what extent do we use all management practices to build a shared mindset?practices to build a shared mindset?

Questions for Organizational Questions for Organizational CapabilityCapability

QUESTIONSQUESTIONS

To what extent do we have a shared mindset inside To what extent do we have a shared mindset inside and outside the organization?and outside the organization?

To what extent does my business have world class To what extent does my business have world class performance in each source of uniqueness and performance in each source of uniqueness and have the ability to integrate across the four sources have the ability to integrate across the four sources of uniqueness?of uniqueness?

Questions for Organizational Questions for Organizational CapabilityCapability

QUESTIONSQUESTIONS

To what extent do we understand and meet To what extent do we understand and meet customer needs?customer needs?

To what extent do we understand economic and To what extent do we understand economic and social conditions affecting our business?social conditions affecting our business?

Components of Effective Components of Effective PartneringPartnering

PARTNERING MINDSETPARTNERING MINDSET

A view of partnership as opportunityA view of partnership as opportunity

A sense of at-stakenessA sense of at-stakeness

A level of trust among partnersA level of trust among partners

A readiness to learn from each otherA readiness to learn from each other

Components of Effective Components of Effective PartneringPartnering

PARTNERING SKILLSETPARTNERING SKILLSET

Creating shared goals and Creating shared goals and realistic expectations realistic expectations

Using conflict productivelyUsing conflict productively

Redesigning systemsRedesigning systems

Components of Effective Components of Effective PartneringPartnering

A belief in honest communicationA belief in honest communication Committed leadershipCommitted leadership Joint planning and budgeting processesJoint planning and budgeting processes Congruent measurement and reward Congruent measurement and reward

systemssystems Resource availabilityResource availability

SUPPORTING ORGANIZATIONAL ARCHITECTURESUPPORTING ORGANIZATIONAL ARCHITECTURE

Lessons LearnedLessons Learned(article by Quick)(article by Quick)

You have to earn/win customers

1. Be prepared

- site update

- product decisions

- packing/wrapping/shipping

2. Convenience counts

- site navigation

- registration

- ads

- pop-ups

- hidden costs

Lessons LearnedLessons Learned(article by Quick)(article by Quick)

3. Deliver the goods

- Late arrivals

- “never” arrived

4. Be everywhere

- use “real-world” presence

5. Put up or close down

Three MythsThree Myths(article by Shellenbarger)(article by Shellenbarger)

1. When a client says “jump” the only answer is “how high?”

2. Reining in employee’s work loads will turn them into slackers

3. If an employee is working him/herself into the ground, its his/her own fault.

New Managers Get Little HelpNew Managers Get Little Help

Moving Up To ManagementMoving Up To Management

Move from independence, autonomy to Move from independence, autonomy to “People who can make my life miserable”“People who can make my life miserable”

Companies promote before Companies promote before they provide trainingthey provide training

Companies automatically Companies automatically expect you to know expect you to know what to dowhat to do

New Managers Get Little HelpNew Managers Get Little Help

New Managers . . .New Managers . . . Focus on rights and privilegesFocus on rights and privileges Ignore duties and obligationsIgnore duties and obligations Focus on managing immediate Focus on managing immediate

subordinatessubordinates Ignore perceptions of bosses and other Ignore perceptions of bosses and other

managersmanagers

New Managers Get Little HelpNew Managers Get Little Help

New Managers . . .New Managers . . .

Study priorities and needs of other unitsStudy priorities and needs of other units

Realize rewards are based on the new roleRealize rewards are based on the new role

Don’t expect much from those who Don’t expect much from those who

promoted you promoted you

Seek help from other managersSeek help from other managers

Companies Are Finding It Really Pays Companies Are Finding It Really Pays to be Nice to Employeesto be Nice to Employees

(Shellenbarger))

“The Jungle”-Upton Sinclair(1906) Will improving employee satisfaction have

an impact on profit? Human capital-1/3 to 1/2 of company’s

stock market valueProperty, Plant, Equipment– Where do patents, processes, customer and

employee satisfaction fit in?

Companies Are Finding It Really Pays Companies Are Finding It Really Pays to be Nice to Employeesto be Nice to Employees

(Shellenbarger)

New Hires Accomplish 60% As Much As Experienced People

New Hires Serve Customers Less Well Life Outside Work is Critical When Key People Leave, A Company

Cannot Implement Strategies

Middle Managers Are Back-But Now Middle Managers Are Back-But Now They’re “High Impact Players”They’re “High Impact Players”

(Lancaster)

Middle Management Jobs Have Changed

Old

•Narrow Departments

•Task Assigners

•Performance Evaluators

•Information Conduits

•Big strategic projects•Possess a “hot” skill•High-Impact player•More Complex Job•More Diverse Staff•Must Add Value•Broad Industry Knowledge•Willingness to Listen•Ability to Manage Conflicts

Chapter #6 - Managing the Chapter #6 - Managing the Business EnterpriseBusiness Enterprise

Goal setting -Goal setting - Why do it? Strategy - Looking to the futureStrategy - Looking to the future

– Strategy / Goals– Analysis the environment– Match the organization and the environment

Contingency PlanningContingency Planning The Management Process -The Management Process - What managers

do?– Planning - Controlling– Organizing - Directing

Chapter #6 - Managing the Chapter #6 - Managing the Business EnterpriseBusiness Enterprise

Basic Management SkillsBasic Management Skills– Technical - Decision-making– Human Relations - Time management– Conceptual

Corporate CultureCorporate Culture– Values– Change– Communication

Chapter #6 - Managing the Chapter #6 - Managing the Business EnterpriseBusiness Enterprise

How should top, middle, and first-line How should top, middle, and first-line managers work together?managers work together?

So marketing, finance, operations, human So marketing, finance, operations, human resources, accounting, information systems, resources, accounting, information systems, economics have anything in common?economics have anything in common?

What can you do, today, to prepare for a What can you do, today, to prepare for a career?career?

What major field of study provides you What major field of study provides you with all necessary skills?with all necessary skills?