selected slides

SELECTED SLIDES

Suggestions to Build Creativity 1. Keep an idea notebook 2. Stay current in your field 3. Listen to other people 4. Learn to think in the five senses 5. Improve your sense of humor

6. Adopt a risk-taking attitude

7. Develop a creative mental set

8. Identify your most creative times

9. Be curious about your environment10. Step back when faced with a creativity block

Encouraging risk taking

Allowing freedom

Providing organizational

support

Allocating ample

resources

Establishing a Creative

Atmosphere Involves. . .

Providing challenges

Providing encouragement Creativity!

Suggestions for ImprovingGroup Problem-Solving

1. Have a specific agenda and adhere to it

2. Rely on qualified group

members

3. Have the leader share

decision-making

authority

4. Provide summaries for

each major point

5. Build consensus,

and

6. eliminate side

conversations.

Calculate the cost of

procrastination

Make a commitment to

others

Post a progress chart in your work

area

Force yourself to confront an uncomfortable

task

Reward yourself for achieving

milestones

Break task down into

smaller units

Use subliminal messages

Techniques to Reduce and

Control Procrastinatio

n

Five Proven Stress BustersTake a brief break from a stressful situation and do something small and constructive, like washing your car or getting a hair cut.

Get help with a stressful task from a co-worker, boss, or friend.

Concentrate intensely on reading, surfing the Internet, a sport, or hobby. Contrary to common sense, concentration is at the heart of stress reduction.

Finish anything you have started. Accomplishing almost anything reduces some stress.

Find somebody or something that makes you laugh, and have a good laugh.

Four Managerial Functions &17 Managerial RolesPlanning

Strategic PlannerOperational Planner

Organizing & StaffingOrganizerLiaisonStaffing coordinatorResource allocatorTask delegator

LeadingFigureheadSpokespersonNegotiatorCoachTeam builder & playerTechnical problem solverEntrepreneur

ControllingMonitorDisturbance Handler

Adapted from Exhibit 1.5

Philosophical Principles of Business Ethics

When attempting to decide what is right and wrong, managers can focus on:

Consequences - If no one gets hurt, the decision is ethical.

Duties, obligations, and principles - If a decision violates a universal principle, it is unethical.

Integrity - If the person in question has good character, he/she is behaving ethically.

Ethical Temptations and Violations

Corporate espionage

Misuse of corporate resources

Divulging confidential information Conflict of

interest

Stealing from

employers & customers

Misuse of corporate resources

Treating people unfairly

Poor cyberethics

Compassionate

DownsizingWork/Life Programs

Acceptance of

Whistle Blowers

Social Leaves of Absence

Social Responsibility Initiatives

Environmental

Management

Community Redevelopme

nt Projects

Creating an Ethical andSocially Responsible Work PlaceCreate

formal mechanisms to monitor

ethicsProvide written codes of conduct

Offer training

programs

Confront ethical

deviations

Lead by example

Talk about the issues

Types of PlanningStrategic Plan - Master plan that shapes the firm’s destiny

Tactical Plan - Specific goals and plans most relevant to a particular organizational unit

Operational Plan - Specific procedures and actions required at lower organizational levels

Plan A

Plan BPlan C

A Framework for Planning1. Define the present situation

2. Establish goals & objectives

3. Forecast aids and barriers to goals & objectives

4. Develop action plans to reach goals & objectives

5. Develop budgets

6. Implement the plans

7. Control the plans

Eval

uati

on a

nd F

eedb

ack

Major Approaches to Strategy Development

Gather multiple inputs to formulate strategy

Analyze the realities of the

business situation

Conduct a SWOT

analysis - strengths,

weaknesses, opportunities,

threats

Management by Objectives: Essential Steps

1. Establish organization

al goals

3. Review group

members’ proposals

2. Establish

unit objectives

4. Negotiate

or agree on objectives

5. Create action plans to achieve objectives

6. Review performance

Programmed and Nonprogrammed Decisions: A ComparisonProgrammed

DecisionsNonprogrammed

DecisionsRepetitive, routine, frequent; decisions made according to specific procedures

Novel, complex, difficult, infrequent; decisions require original thinking

Depend on policies and rules

Require creativity, intuition, tolerance for ambiguity

Types of problems

Proce-dures

Business firm: Periodic reorders of inventoryHealth care: Procedure for admitting patientsUniversity: Necessary GPA for good academic standing

Business firm: Diversification into new products and marketsHealth care: Purchase of experimental equipmentUniversity: Construction of new classrooms

Examples

Steps in Problem Solvingand Decision Making

“What really, really is our problem?”

Identify and diagnose the problem

“Let’s dream up some great ideas.”

Develop creative alternatives

“Some of these ideas are good; others are wacko.”

Evaluate the alternative solutions

“How really good was that idea?”

Evaluate and control

“Now let’s take action.”

Implement the decision

“This alternative is a winner!”

Choose one alternative solution

Adapted from Exhibit 6.1

Factors Influencing Decision Making

Intuition

Personality and cognitive

intelligence

Emotional intelligence

Quality of information

Political consideration

sDegree of

uncertainty

Values

Crisis and conflict

Procrastination

“I like risks and I’m really

bright.”

Adapted from Exhibit 6.2

“I can read

people great and

control my

emotions.”

“I’m great at

hunches.”

“The IS group is

feeding me great stuff.”

“Let’s wait before

deciding.”

“I’ve got integrity.

”

“Looks like a sure thing.”

“Our backs are to the

wall, and we disagree.”

“What does my boss want

me to decide?”

Decision Maker

Gantt Chart: Opening a NightclubProduction Activities

01. Locate site

02. Get liquor license03. Hire contractors forrenovation04. Supervise renovation

05. Hire lighting contractor06. Supervise lightinginstallation07. Begin advertising of club

08. Hire club employees09. Get booking agent for nightclub talent10. Open for business

Adapted from Exhibit 7.3

Jun Jul Aug Sep Oct Nov Dec Jan

ScheduledCompleted

30 Nov

Characteristics and Consequencesof an Enriched JobCharacteristicsDirect feedback

Client relationships

New learningControl over scheduling

Unique experienceControl over resourcesDirect communication authorityPersonal accountability

Increased job satisfactionHigher quality of work lifeIncreased productivity

Consequences

Adapted from Exhibit 8.3

Increasing Productivity ThroughDelegation and Empowerment

7. Step back from the details

6. Delegate both pleasant

and unpleasant

tasks5. Obtain

feedback on the

delegated task

1. Assign duties to the right people 2. Delegate

the whole task

3. Give as much

instruction as needed

4. Retain some

important tasks for yourself

8. Allow for spending

money and using

resources

Adapted

fromExhibit 10.1

Selection

Human Resources Planning

Performance Evaluation

Compensation Recruitment

Awareness of Legal Aspects

of Staffing

Orientation, Training, and Development

RETENTION

Organization Staffing Model

Getting Hired:A Model for Selection

Applicant is Recruited

Preliminary Screening Interview

Completion of Application Form

Psychological and Personnel Testing

Physical Examination

Reference Checking

Job Interview

Adapted from Exhibit 10.5

Usually Mandatory Social security Workers’ compensation Unemployment compensation

Group life insurance Retirement pensions Paid vacations

Optional but Frequently Offered Disability insurance Paid sick leave Health insurance

Employee assistance program Paid rest breaks Tuition assistance

Optional but Less Frequently Offered Wellness programs Credit unions Funeral leave

Vision-care plans Parental leave Retirement counseling

Designing the “Right” Package of Benefits

Adapted from Exhibit 10.10

Characteristics of Effective Leaders 1. Driven, high achievers, passionate

2. Possess a strong desire to control others

3. Self-confident

4. Trustworthy and honest

5. Smart, knowledgeable, technically competent

6. Sensitive to people’s needs and feelings

7. Sense of humor

8. Emotionally intelligent

Behaviors of Effective LeadersAdapt to the situation

Provide stable performance

Demand high standards of performance

Provide emotional support

Give frequent feedback

Have a strong customer orientation

Recover quickly from setbacks

Play the role of servant leader

Motivation and Ability as Factors in Performance

Skill

Motivation Ability Performan

ceX

Technology

Adapted from Exhibit 12.2

The Basics of Goal TheoryGoals That Are:

Specific

Difficult but realistic

Accepted by the person

Used to evaluate performance

Linked to feedback and rewards

Set by individuals or groups

ImprovedPerformanceValues

Adapted from Exhibit 12.5

Types of Nonverbal Communication

Voice quality

Body placement

Dress and appearance Mirroring

Facial expressions

PostureHand

and body gestures

Use of time

Environment

Barriers to Communication

Adapted from Exhibit 13.4

Communication BarriersLow Motivation and InterestInappropriate LanguageDefensive CommunicationFilteringInsufficient Nonverbal CommunicationInformation OverloadPoor Communication SkillsElectronic Communication Problems

Message asReceived

Messageas Sent

Input Throughput (Noise) Output

How to Conduct an Effective Meeting 1. Meet only for valid reason

2. Have a specific agenda and adhere to it

3. Share decision-making authority

4. Keep comments brief and to the point

5. Encourage critical feedback and commentary

6. Strive for wide participation

7. Provide summaries for each major point

8. Strive for consensus, not total acceptance

9. Congratulate members when they reach a decision10. Ensure that all follow-up action is assigned and recorded

The Links Between Controlling andthe Other Management Functions

Adapted from Exhibit 15.1

Planning Organizing Leading Controllin

g

Control

Steps in the Control Process

Adapted from Exhibit 15.3

Set Standards

Measure Actual Performance

Compare Actual Performance to Standard

Take Corrective Action if Necessary

Do Nothing

Solve the Problem

Revise the Standard

Accepted by employees, allowing them to have some control over the results being measured

Relevant, timely, and meaningful

Diagnostic by design

Self-administering

Consistent with other controls already in place

Flexible, allowing for random variations

Cost effective

Characteristics of Effective ControlsAn effective control system is one that

is:

Factors Contributing to Ineffective Performance

Related to Manager Inadequate

communication about job responsibilities

Inadequate feedback about job performance

Inappropriate leadership style

Intimidating manager

Related to Organization

Organizational culture that tolerates poor performance

Counterproductive work environment

Negative work group influences

Sexual harassmentAdapted from Exhibit

16.1

Related to Employee Insufficient mental ability,

education, or job knowledge

Job stress Low motivation Technological

obsolescence Drug-related addiction Family or personal

problems

Related to Job Ergonomics problems Physically demanding,

including heavy travel Built-in conflict Substandard industrial

hygiene A “sick” building

The Control Model forManaging Ineffective Performers

Adapted from Exhibit 16.3

1. Define performance standards

2. Detect deviation from acceptable performance

3. Define and assess the cause

6. Select and implement action plan

5. Set improvement goals

4. Communicate with substandard performer

7. Re-evaluate performance after time interval

8. Continue or discontinue action plan

Corrective Actions for Ineffective Performers

• Coaching

• Closer supervision

• Reassignment or transfer

• Use of motivational techniques

• Corrective discipline

• Temporary leave

• Lower performance standards

• Job rotation

• Employee assistance programs (EAPS)

• Wellness programs

• Career counseling and outplacement

• Job redesign

• Training and development programs

Organizational Programs

Managerial Actions and Techniques

Adapted from Exhibit 16.4

Suggestions to Improve a Manager’s Coaching Skills

1. Focus on what is wrong with the work and behavior, rather than the employee’s attitudes and personality

2. Listen actively

3. Ask good questions

4. Engage in joint problem solving

5. Offer constructive advice

6. Give the poor performer an opportunity to observe and model someone who exhibits acceptable performance

7. Obtain a commitment to change

8. When feasible, conduct some coaching sessions outside of the performance review

Steps in Progressive DisciplineConfrontation, Discussion, and Counseling

Oral Warning

Written Warning

Suspension or Disciplinary Layoff

DischargeAdapted from Exhibit

16.5

How to Improve Work Habits and Manage Your Time

1. Develop a mission, goals, and a strong work ethic

2. Clean up your work area and sort out yours tasks

3. Prepare a to-do list and assign priorities

4. Streamline your work and work at a steady pace

5. Concentrate on one task at a time

6. Do creative and routine work at different times

7. Stay in control of paperwork, e-mail, and voice mail 8. Strive to achieve peak performance and take power naps 9. Put extra effort into managing multiple priorities

10. Build flexibility into your system