session 6 university of southern california ise544 june 9, 2009 geza p. bottlik page 1 outline...

Session 6University of Southern California

ISE544 June 9, 2009

Geza P. Bottlik

Outline

• Chapter 4 Technologies for Management

• Chapter 5 Technologies for Engineers and Scientists


ISE544 June 9, 2009

Geza P. Bottlik

Chapter 3 comment

I found the discussions of Issues in Career Transition in Chapter 3 of Badawy to be very humbling. Badawy made it very clear that if you do not have the “drive” to manage, the likelihood of failure is great.

I would like to get your perspective on the issue. Is it that simple as was emphasized in the text ? There are many jobs that people do because of the rewards (monetary or otherwise), yet the text seems to focus on the idea that unless you truly love managing, you should not attempt it.

Reading through Chapter 3 made me believe that I should not become a manager because I do not have the inner desire to manage. I believe this would happen to most people that are “on the fence” about deciding whether or not to step into management.

S


ISE544 June 9, 2009

Geza P. Bottlik

Response

In looking back on forty or so years in Engineering type of organizations, I would have to say that I encountered far more poor managers than good ones.

But poor ones do not necessarily fail in the sense of loosing their position, they only make life hard for those around them. If their manager is also marginal, he/she is unlikely to remove them, or even understand how poorly the person is performing

An organization can be staffed with poor managers and flounder along for decades.

I would also add, that if someone is not sure whether they would like to manage, it does not mean that they could not become very good at it and come to enjoy it


ISE544 June 9, 2009

Geza P. Bottlik

Technologies for Management

For the transition process to be smooth and successful, it must be efficiently managed

This chapter provides broad guidelines from the organization’s point of view


ISE544 June 9, 2009

Geza P. Bottlik

Guidelines for management

1. Identify managerial potential

2. Selection methods

3. Dual ladders

4. Provide support

5. Reward development of subordinates

6. Provide training

7. Management internships


ISE544 June 9, 2009

Geza P. Bottlik

1. Identify managerial potential

Identify behaviors, not traits

The state of the art does not allow us to identify managerial potential in an exact manner because the predictive validity and reliability of the available instruments is not high

Measures of managerial potential

1. Available evidence shows interviews to be generally ineffective

2. Any candidate who cannot tilt a test to reflect his concept of what you are looking for hasn’t been in the business very long

3. Supervisor’s performance ratings can be very biased

4. Assessment centers have a future


ISE544 June 9, 2009

Geza P. Bottlik

Assessment centers

Extensive situational testing of management behaviors using several assessors

Advantages:1. Use of several assessors2. Use of several yardsticks3. Provides training to the candidate4. Positive influence on morale

Disadvantages

1. Self-fulfilling (those tested are selected)2. Causes job turnover (untested candidates)3. Nomination of conformists4. Creates a very stressful situation5. Costly

Help technologist to appreciate the importance of making a commitment to management


ISE544 June 9, 2009

Geza P. Bottlik

2. Selection methods

Teaching the wrong candidates the right skills will not make them competent managers

Problems with selections:

1. Using technical competence as a criterion

2. Misjudgment of motivation

3. Underdeveloped state of selection testing

4. The situational nature of management – “fit”

Tips:

1. Do not get trapped in attributes

2. Use behavior as a guide

3. Use the given checklist (next slide)


ISE544 June 9, 2009

Geza P. Bottlik

2. Selection methods (cont)

Respect for managerial work

Understanding of the organization and administrative processes

Like to make decisions? Solve problems? Take risks?

Relates to power, authority, responsibility?

Getting things done through others

Take initiative and exhibit leadership

Handling of conflict

Professional respect of peers

Why is she/he interested in moving into management

Interaction with, relating to and empathy with others


ISE544 June 9, 2009

Geza P. Bottlik

3. Dual ladder

= Equal pay and status for managers and technologists as they advance through their careers

Rare, hard to make work well

Suggestions:

1. Committee to establish and administer

2. Equivalent ladders

3. Apply to support as well as R&D

4. Report to same (or lower level)

5. Include non-degreed people

Works well in academia (peer review, movement back and forth)


ISE544 June 9, 2009

Geza P. Bottlik

4. Provide support

Counseling by supervisor or personnel specialist

Company management development program

Outside seminars


ISE544 June 9, 2009

Geza P. Bottlik

5. Reward Managers for subordinates’ development

1. Included as a criterion in performance appraisals

2. Rewards and incentives

3. Provide means to do the development

4. Long range view


ISE544 June 9, 2009

Geza P. Bottlik

6. Training

In three areas:

Management functionssupervisingplanningorganizingevaluatingprogram assessment

Personal skillscommunicationshandling people

Motivational values

managing creativity


ISE544 June 9, 2009

Geza P. Bottlik

7. Management internships

“hands-on” opportunities

Project assignments with some management repsonsibilities

Venture teams

rotational assignments

task leader

Formal program

Buy in by all

Opportunity to withdraw


ISE544 June 9, 2009

Geza P. Bottlik

Career planning and employee development

Need for an integrated and well designed program with four elements:

1. Subordinates Development and career counseling

2. Assessment

3. Coping

4. Management development program


ISE544 June 9, 2009

Geza P. Bottlik

Technologies for Engineers and Scientists

What can technologists do to ease the transition to management?

Plan your career

substantial portion of your life

primarily your responsibility, not the organization’s

recognize strengths and weaknesses and act accordingly

you can measure against a plan

needs to be flexible

Transition is part of career and life planning


ISE544 June 9, 2009

Geza P. Bottlik

Career stages

1. Apprentice – learning from others what they have learned from experience

2. Produce significant results independently

3. Assume some responsibility for directing other people

4. Influence on the direction of the organization as manager, entrepreneur or idea innovator

Fourth stage qualities

Delegate to and trust subordinates

Fast and good operating decisions

Organization as a “big picture”

Long range planning

Use of managerial power


ISE544 June 9, 2009

Geza P. Bottlik

Planning stages

Life planning and career awareness

Career option analysis and choice making

Self appraisal and risk analysis

Preparation for management

Building Management qualifications and skills

Career growth strategies

Reassessment


ISE544 June 9, 2009

Geza P. Bottlik

Life planning and career awareness

What am I going to do with my life?

What are my goals?

What are my career work goals?

Where am I headed?

Where do I want to be?

Consistency of career and life goals

Develop self-awareness and check it against the opinions of others.


ISE544 June 9, 2009

Geza P. Bottlik

Career option analysis and choice making

Three categories that a technologist falls into:

1. Professionally loyal

2. Undecided about changing careers

3. In transition to management

Consider:

1. Options

2. Requirements

3. Comfort level


ISE544 June 9, 2009

Geza P. Bottlik

Self appraisal and risk analysis

Objective – develop a good fit between

Interests, objectives, abilities, experience

requirements, rewards, opportunities

Who am I?

Why do I want what I want?

What are my strengths and weaknesses?

What are my options if I fail? How large is the risk?


ISE544 June 9, 2009

Geza P. Bottlik

Preparation for management

Display superior technical competence

Show organizational and management skills

Demonstrate leadership qualities

Sharpen communications skills

Favor visibility and exposure

Find a sponsor, mentor

Consider mobility

Earn a management degree


ISE544 June 9, 2009

Geza P. Bottlik

Building Management qualifications and skills

Assessment

Learn to learn

Learn to manage your time

Have contingency plans


ISE544 June 9, 2009

Geza P. Bottlik

Career growth strategies

Role in management – engineering, finance, personnel, general, etc.

Line or staff?

Master survival techniques

Learn how to treat your boss (see list on page 158)

Read this section several times – you may or may not agree with it, but much of it is applicable much of the time


ISE544 June 9, 2009

Geza P. Bottlik

Reassessment

At a plateau or holding pattern

where have I been, where am I, where am I going?

internal career notions and external realities may clash

more serious examination of life goals


ISE544 June 9, 2009

Geza P. Bottlik

Input

I found this diagram of the matrix organization in Badawy’s other book. I think it’s a better way to introduce the concept because it clearly illustrates the multidimensional structure. Once you see that, the more typical matrix org charts (such as the one displayed by figure 8.3 of our text) make more sense. Tony


ISE544 June 9, 2009

Geza P. Bottlik

Director

DisciplineHead A

DisciplineHead B

DisciplineHead C

ProjectManager 1

ProjectManager 2

ProjectManager 3

I think this diagram is a better abstraction of the essential multidimensional structure of the matrix organization.Tony Di Carlo

In his other book, Badawy’s includes this diagram of the matrix organization (Management as a New Technology, ch8):


ISE544 June 9, 2009

Geza P. Bottlik

Input

In the Badawy’s ch.8, even though the textbook is well explained in the detail, we might not well imagine how matrix, functional, and project organization are. I found plenty of them on the internet. The picture on the next page is the example.

To well understand the chapter 8 well, reading the textbook with the picture will help.

TN


ISE544 June 9, 2009

Geza P. Bottlik

Input


ISE544 June 9, 2009

Geza P. Bottlik

Input

Prof. Bottlik, thank you for introducing us to Badawy – I love his direct approach.

For example, in chapter 8 of his other book, in reference to conflict, he dares to claim “Much conflict in organizations stems from the normal need of people to find outlets for their aggressive impulses. Many human beings have underlying aggressive tendencies seeking outward expression. It follows that organizations are sometimes used as arenas for the expression of aggression, which, naturally, leads to conflict.”

This circumvents incidental debate over whether people are born bad or made bad, and allows him to get down to the business of conflict management. I see this trait in good managers. Whereas technologists love to argue (sometimes even philosophically), a good manager quickly deliberates on inconsequential debates, sometimes arbitrarily, so that people can move on to the real problem.

T


ISE544 June 9, 2009

Geza P. Bottlik

Input

On page 225 Badawy lists bases of power as:

1 coercive

2 reward-based

3 institutional

4 referent

5 expert

There’s another: physical attraction. It’s a well-known fact that people respond positively to physical stature and good looks (many studies prove this). It follows that managers can exert more influence over their coworkers with good grooming, posture, speech and dress.

TD

session 6 university of southern california ise544 june 9, 2009 geza p. bottlik page 1 outline...

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