Desarrollo de Habilidades Gerenciales

AIN9716Enero-Mayo 2012

Maestro Joaquín García Jiménez

• Introduction

• Resources: Whetten-Cameron,Williams

Higher ManagementThe true test of intelligence/higher management is not how much we know how to do things.But how we behave when we do not know what to do.How we behave under extreme circumstances, crisis, the unexpected.

Who is a Manager?

• Is a person responsible for the work performance of a group members.

• Holds formal authority to commit organizational resources, even if the approval of others is require.

Manager and Leader

• Manager is person that receives formal authority

• Leader is a person that has influence over a group of people and may not have not be the official authority.

What are management skills?

• Consist of identifiable set of actions that individuals perform and that lead to certain outcomes.

• How to move from A, B, C • How to move from ideas to reality, practice to

actions, to concrete objects.

• Examples

• Management skills are:

• The means which managers translate their own style, strategy, and favorite tools and techniques into practice.

• To find out what are the Essential Management skills you ask the following 5 questions:

1. How have you become successful in this organization?

2. Who fails and who succeeds in this organization and why?

• 3. If you had to train someone to take your place, what knowledge and what skills would you make certain that person possessed in order to perform successfully as your successor?

• 4. If you could design an ideal curriculum or training program to teach you to be a better manager, what would it contain?

• 5. Think of other effective managers you know. What skills do they demonstrate that explain their success?

Types of managers

• Functional – General Managers• Administrators• Entrepreneurs innovation• Small-business

owners• Team leaders

Five Categories of Management Skills

• 1. Observed by others -Behavioral, personality attributes- high energy, self confidence, stability, integrity, flexibility, sensitivity to others.

• 2. Skills that can be control- communication, organizational– Technical skillls. Hard skills

• 3. Skills that can be develop through practice and feedback. Interpersonal HR soft skills.

• 4. Overlapping and interrelated• 5.Contradictory and paradoxical

•

Ten Basic Skills of effective managers

1. Verbal communication2. Managing time and stress3. Managing individual decisions4. Recognizing, defining, and solving

problems5. Motivating and influencing others

Skills of effective managers II

• 6. Delegating• 7. Settings goals and articulating a

vision• 8. Self-awareness• 9. Team building• 10. Managing conflict

• Effective managers are require to demonstrate paradoxical skills:

• Participative and hard driving• Nurturing and completive• Flexible and controlled• Stable/rational and risk taking

Figure 1

Leadership and Management Skills Organized by the

Competing Values Framework

Flexibility Change

Stability Control

Internal Maintenance

External Positioning

CLAN SKILLS—COLLABORATE

HIERARCHY SKILLS—CONTROL

ADHOCRACY SKILLS—CREATE

MARKET SKILLS—COMPLETE

Communicating Supportively Building Teams and Teamwork Empowering

Managing Personal StressManaging TimeMaintaining Self-AwarenessAnalytical Problem Solving

Solving Problems CreativelyLeading Positive ChangeFostering Innovation

Motivating OthersGaining Power and InfluenceManaging Conflict

• Adhocracy is a type of organization that operates in opposite fashion to a bureaucracy. The term was first popularized in 1970 by Alvin Toffler.

• Who is Alvin Toffler?• Example  

Andrew DuBrin 5 Key Groupings of Managerial Skills

Technical skill--proficiency in an area• Interpersonal skill--human relations

• Conceptual skill-the total entity and the pieces—purpose and vision

• Diagnostic skill– problem solving—asking the right questions

• Political skill– power and responsibility right connections –personal influence—initiative

PDI’s Successful Manager’s Handbook Leadership Wheel

Andrew Du Brin 5 tasks of management

• Managing self• Managing organizations• Managing context• Managing

Relationships• Managing change•

A leader is a person who:guides others toward a common goal,

showing the way by example, and

creating an environment in which other team members feel actively involved in the entire process.

A leader is not the boss of the team but,

instead, the person that is committed to carrying out the mission of the venture.

Below are some qualities a strong leader may possess.

Leadership Definition key elements

• Influence • Organizational Objectives• People• Change• Leaders-followers

Difference between leader and manager

• Manager is a person who has a formal title and authority

• A leader is has the ability to influence others.

Exhibit 1-1 Managerial Levels and Sample Job Titles

Many job titles can be found at each level of management.

Middle-Level Managers

First-Level Managers

Individual Contributors

(Operatives

and Specialists)

Note: Some individual contributors, such as financial analysts and administrative assistants, report directly to top-level managers or middle managers.

Chairman of the board, CEO, president, vice president, COO (chief operating officer), CFO (Chief financial officer), CIO (Chief Information officer)

Director, branch manager, department chairperson, chief of surgery, team leader

Supervisor, office manager, crew chief

Tool-and-die maker, cook, word-processing technician, assembler

• The Process of Management

The Seventeen Managerial Roles

Planning1. Strategic planner2. Operational

planner

Organizing and Staffing

3. Organizer4. Liaison5. Staffing

coordinator6. Resource

allocator7. Task delegator

Leading Integrating8. Figurehead9. Spokesperson10. Negotiator11. Motivator and coach12. Team builder13. Team player14. Technical problem solver15. Entrepreneur

Controlling16. Monitor17. Disturbance handler

Skills of effective managers

1. Verbal communication2. Managing time and stress3. Managing individual decisions4. Recognizing, defining, and solving

problems•5. Motivating and influencing others

Skills of effective managers II

• 6. Delegating• 7. Settings goals and articulating a

vision• 8. Self-awareness• 9. Team building• 10. Managing conflict

• Top ten Mistakes Managers Make

• 1. Insensitive to others: abrasive, intimidating, bullying style

• 2. Cold, Aloof, Arrogant• 3. Betrays trust • 4. Overly ambitious: thinking of next

job, playing politics• 5. Specific performance problems

with the business

• 6. Over managing: unable to delegate or build a team

• 7. Unable to staff effectively• 8. Unable to think strategically• 9. Unable to adapt to boss with

different style• 10. Over dependent on advocate or

mentor• Examples

Six challenges of any manager:

1. Competitive Advantage-Staying ahead of rivals

• responsive to costumers • Innovation• Quality• Efficiency

• 2. Managing for diversity- The Future won’t resemble the past

• 3. Globalization-expanding management universe

• 4. Information technology• 5. Managing for ethical standards• 6. Managing for your own happiness

and life goals.

• What managers do?

• The 4 principal functions:• Planning – You set the goals and decide how to

achieve them.• Organizing/staffing – you arrange tasks,

people, and other resources to accomplish the work

• Leading– Motivate, direct, and influence people to work hard to achieve the organization goals

• Controlling—Monitoring—standards

• What is an organization?

• AN ORGANIZATION IS A SYSTEM OF CONSCIOUSLY COORDINATED ACTIVITES OR FORCES FO TWO OR MORE PEOPLE.

Organization Chart

• Whatever the size, it can be represented in an organization chart:

• Vertically, who reports to whom• Horizontal, who specializes in what

work.

<year> Sales Plan

<Name><Title>

<Name><Title>

<year> Sales Plan

Common Elements of Organizations: four proposed Egar Schein

• 1. Common purpose: Means for unifying members• 2. Coordinating effort: Working together for

common purpose• 3. Division of Labor: work specializing for greater

efficiency • 4. Hierarchy of Authority: The chain of command

Three more that most authorities agree on

• 5. Span of Control: Narrow and tall versus wide and flat

• 6. Authority-accountability, Responsibility , and Delegation.

• 7.Centralization versus Authority

What is ethics?

Ethics are standards of right and wrong That influence behavior

Right behavior is consider ethical,Wrong behavior is consider unethical

• How personality traits, attitudes, Moral development and the situation affect Ethical Behavior

• Personality traits and attitudes

• Relates to individual needs• Personality • Personalities with

surgency/dominance have two choices:

• Power for personal benefit• Or socialized power.

• Personality traits and attitudes, moral development and the situation affect

ethical behavior

Moral Development and Ethical Behavior

• To use power for personal benefit

• or

• To use power for the benefit of other to use socialize power.

• Moral Development• 3. Post conventional-- I do not lie

to customers because it is wrong

• 2. Conventional– I lie to customers because the other sales reps do it too.

• 1. Pre-conventional—I lie to customers to sell more and get higher commission.

• Simple guides to ethical behavior :

• 1.Golden Rule

• 2. For way test from the Rotary Club: 1. Is it the truth?

2. Is it fair to all concern? 3. Will it build good will?

• 3.Stakeholder Approach: win- win approach Am I proud to tell relevant stakeholders my decision?

How do you want to be treated?

• 1. I want to be valued• 2. I want to be

appreciated • 3. I want to be

trusted • 4. I want to be

respected • 5. I want to be

understood • 6. I do not want others to

• take advantage of me

The Gold Rule

• Question: How would like to be treated in this situation?

• The golden rule as the compass for our actions.

The Evolution of Management

• 1.Classical– a.) scientific b.) Administrative and Bureaucratic: ways to manage work more efficiency.

• Ignores differences in people and situations. o 2. Behavioral – completion or cooperation importance

of understanding human behavior, motivating, and encouraging workers.

3. Quantitative –applies quantitate techniques.

The Classic viewpoint of management

• Scientific Management – 1900’s Frederick Taylor .

• 4 principles:• 1. develop a science of each element of work –

replaces the rule of thumb method

• 2. Selection of train, teach, and develop workers— in the past chose own work and develop and trained the best you could.

• 3. Training and incentive methods

• 4. Equal division of work and responsibility between management and workers.

• Chandler,s Colgate-Palmolive Co structure

Scientific Management

Motion studies

Frank and Lillian Gilberth

Motion study

• Time study

• Henry Gantt Chart scheduled the progress of projects for management

• Andrew DuBrin

Bureaucratic Management Max Weber

• 1.Hired in basis if technical training or ed background

• 2. Merit based promotion• 3. Chain of command• 4. Division of labor• 5. Impartial rules and procedures • 6. Recorded in writing • 7. Managers separated by owners

Administrative ManagementHenri Fayol

• 1. Division of work• 2. Authority and responsibility• 3. Discipline• 4. Unity of command• 5. Unity of direction • 6. Subordination of individual interests

to general interest

• 7. Remuneration• 8. Centralization• 9. Chain of command• 10. Oder• 11. Equity• 12. Stability of tenure of personnel • 13 Initiative• 14. Esprit of corps --unity

Contemporary management

• 1. Systems- Input-people, money, information equipment, materials.

• Interrelated parts that operate together to achieve.

2. Contingency- Approach vary according individual and situation. 3.Quality management – quality control, quality assurance and total quality– zero errors zero defects

Best practices

• Managers today include elements of the six major developments in management

Example• 1. Classic- Scientific time and motion• 2 Behavioral • Hawthorne; Theory X, Y, Z; Maslow• 3. Quantitative forecasts - scien• 4. Systems approach• Entropy-----Synergy • 5. Contingency• 6. information technology• •

Leadership Theories: situational,

transactional, transformational

• Situational Leadership– adapt to the situation whether a group faces a crisis , sift, decisive action is call.

• It matches or responds to the needs of the situation.

• Supporting—listening, giving recognition, communicating, encouraging

Transformational Leadership

• Serves to change the status quo by articulating to followers the problem in the current system and a compelling vision of what a new organization could be.

• Key elements:

• See themselves as change agents• Are visionaries who have high level of trust for

their intuition.• Are risk takers, but not reckless.• Are capable od articulating a set of core values• Believe in people and show sensitivity to their

needs

Behavioral Components

• Creation and articulation of a vision• Role modeling by example• Fostering a “buy in” of team goals• Personalized leader-member exchange.• Empowerment

• Charisma and transformation

Transformational and Transactional

• Transformational: influential, inspirational, charismatic

• Transactional: task and reward oriented, structured, and passive.

Transactional Leadership

• Seeks to maintain stability within an organizational through regular economic and social exchanges that achieve specific goals.

• Maintenance, strengthen existing structures, strategies, transitional.

Transformation process

• 1. Make a compelling case for change

• 2. Inspire a shared vision• 3. Lead the transition• 4. Implement the change

• Factors that influence the organizational decision making