1-2Management of Technology
As firms grow large, their capacity to
maintain a certain growth rate, based on opportunities in their mainstream areas of business, eventually
diminishes.
1-3Management of Technology
Relative Market Share
Star Problem Child
Cash Cow Dog
Rate of
Industry
Sales Growt
hHigh
High
Low
Low$
1-4Management of Technology
SOONER OR LATER, THESE FIRMS HAVE TO
FIND AND EXPLOIT OPPORTUNITIES IN
MARGINALLY RELATED, OR EVEN UNRELATED,
AREAS THROUGH INTERNAL CORPORATE
VENTURING AND/OR ACQUISITION.
1-5Management of Technology
This issue is both difficult and risky.
There is no iron-clad evidence to support that you should, or shouldn’t follow the
previous “suggestion”.
1-6Management of Technology
Some Alternatives are as follows:
•Direct Integration
•New product business department
•Special business units
•Micro new venture department
1-7Management of Technology
Some Alternatives are as follows:
•New venture division
•Independent business units
•Nurturing plus contracting
•Contracting
•Complete spin-off
1-8Management of Technology
Special Busines
s Units
Independent Business
Units
Complete Spin-off
New Product Business Departme
nt
New Venture Division
Contracting
Direct Integration
Micro New Ventures
Department
Nurturing and
Contracting
Very Important Uncertain Not
Important
Un-realat
ed
Partly Relat
ed
Strongly
Related
1-9Management of Technology
DELEGATION
•Some managers have their performance based on a genetic link to someone else in the
organization•Some will have their performance based on how well (or poorly) they play golf, etc. with the boss.•Cannot be avoided . . . Called politics . . . Avoid it if you can.
1-10Management of Technology
DELEGATIONYour performance will be based mostly on items like:
•Performance to budget (+2% is good, don’t be too good or you'll be penalized by a reduced budget.)•Safety record
•etc.
•But mostly, on the performance of your people.
1-11Management of Technology
DELEGATION
The performance of your people will be based largely on how well you delegate your assignments to them.
1-12Management of Technology
DELEGATION
Comes from the Latin word meaning “to send from” and consists of transferring authority, responsibility and accountability from one person or group to another.
1-13Management of Technology
DELEGATION
•Typically, it involves moving authority from a higher organizational level to a lower one.•How well you delegate those
responsibilities will make your job reasonable or miserable.
1-14Management of Technology
DELEGATION
Examples
•Assumptions:•You really want to do a good job•You are not on a “fast track to
stardom” by walking over people and coming in way under budget which sacrifices long term success for short term glory.
1-15Management of Technology
DELEGATIONTypically, your job will consist of:
Job Content
10%
20%
5%30%
15%
15% 5%
I Hate-to-do-it Stuff Fun Stuff
No brainer Stuff Complicated Stuff
Routine Stuff Future Planning Stuff
Secret Stuff
1-17Management of Technology
Am I delegating as much as I can?
•Do I work too much overtime when my staff doesn’t?
•Do I take work home?
•Is my unfinished work increasing?•Am I distracted by constant unexpected emergencies?•Do I keep control over all details of the job?
1-18Management of Technology
Am I delegating as much as I can?
•Do my subordinates defer all decisions to me?
•Do I constantly instruct subordinates to perform certain activities rather than to accomplish their goal?•Do operations slow down when I’m away?
1-19Management of Technology
Am I delegating as much as I can? •Have subordinates stopped presenting their ideas to me?•Do I frequently postpone long-term projects?•Do I feel that I’m abdicating my role as manager if I ask for assistance/delegate?•Are daily operations so time-consuming that I have very little time left for future planning?
1-20Management of Technology
Am I delegating as much as I can?
•Do I lack confidence in my subordinates shouldering more responsibility?
If you’ve answered yes to the majority of these questions,
chances are you are not delegating enough “stuff”.
1-21Management of Technology
Common Reasons for not Delegating
•Lack of Patience
•Insecurity
•Inadequacy
•Occupational Hobby
1-22Management of Technology
What Should You Delegate?
ANYTHING YOU CAN!!!!
(Not really)
•Avoid sensitive issues
•Avoid the D-A-R method of delegation
1-23Management of Technology
What Should You Delegate?
•Provide meaningful and challenging assignments that include the opportunity for individual growth.
The extra time spent will pay off!!
1-24Management of Technology
Resist Reverse Delegation
•Some folks will resist anything that is tedious, etc. and will try to dump it back in your lap!!
•Unless a really unusual circumstance occurs, don’t do it!!
1-25Management of Technology
Be Sure They Fully Understand the
Assignment
•Purpose, importance, expectations, financial constraints, performance standards, and deadlines.
•Keep written records of assignments.
1-26Management of Technology
Train Your Subordinates
•Does not mean off-site training seminars
•Done via effective delegation.•Your primary intent should be to have someone ready to fill your shoes when you are promoted!!!Or
fired!!!!