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Management :
"the act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively"
To get the right work done :
Identifying and communicating tasks and objectives
Designing, implementing, monitoring and improving the flows of work of the organization
Creating an organization that is innovative and socially responsible
Emotional Intelligence (EI)
A primary driver of leadership success
Goleman's EI Research
EI = twice as important as technical skills and cognitive abilities, for jobs at all levels
90% of difference in profiles of "star" versus "average" performers was due to EI
EI definition
Emotional intelligence (EI) is the capability of individuals to recognize their own and other people's emotions, discern between different feelings and label them appropriately, use emotional information to guide thinking and behavior, and manage and/or adjust emotions to adapt to environments or achieve one's goal(s).
EI 5 Components
Self-Awareness:
Self-Regulation
Motivation
Empathy
Social Skills
Self-Awareness:
having a deep understanding of one's emotions, needs, strengths, weaknesses, values, and goals
Self-Regulation
ability to control or redirect disruptive impulses and moods (flexibility, comfort with ambiguity)
Motivation
work for reasons beyond money or status; pursue goals with persistence; strong drive to achieve
Empathy
ability to understand the emotional make-up of people
Social Skills
proficiency in managing relationships and networks
Groups (eg Book Club)
Single leader
Individual focus, work, products, and accountability
Meetings are short coordination efforts (discuss, decide, delegate)
Focus on sharing information
Teams (e.g. Project Team)
Single or shared leadership roles
Individual + mutual accountability, collective work products
Meetings are longer with more open-ended discussions (active problem solving, collaboration)
Performance is greater than the sum of individual inputs
How Do Teams Work
Members have complementary skills
Members work to achieve a shared goal
Members' behaviors and outcomes are interdependent
Membership stable over time
4 Types of Teams
Problem-Solving
Self-Managed
Cross Functional
Virtual
Problem-Solving
Generate ideas on improving work processes or methods, but don't have the authority to implement ideas without approval from higher-ups.
Self-Managed
Teams solve problems but also have the authority for decision-making and to implement their ideas for improvement.
Cross Functional
Teams comprised of different areas in an organization to solve a problem (e.g., manufacturing, procurement, finance, and fulfillment)
Virtual
Teams comprised of members who are not physically located together - connected via technology
Team Characteristics
Autonomy
(self-managed or manager-led?)
Function
(problem solving, creative, tactical, etc.?)
Structure
(cross-functional, x% dedicated?)
Proximity
(face-to-face or virtual?)
How to make an effective team? (context)
Adequate Resources - support from the organization:
- Timely information - Adequate staffing
Proper equipment - Encouragement
Leadership and Structure - who does what and how work is distributed
Climate of Trust - trust each other and their leader
Performance Evaluation and Reward System
Evaluate and reward individual contribution
Evaluate and reward team effort and commitment
How to make an effective team? (Team Composition)
Abilities of members - varied skill set:
- technical skills
- problem-solving and decision-making
- interpersonal
Personality of Members - conscientiousness, openness to new experiences, and agreeableness are important
Allocating Roles - Who does what?
Diversity - focus on similarities and differences
Size of Teams - 5 to 9 members is ideal
Member Flexibility and Member Preferences - focus on people who want to part of a group and can be flexible
How to make an effective team? (Work Design)
Atonomy and freedom - ability to work independently and with latitude to make decisions
Skill variety - ability to use different skills
Task Identity - complete a whole and identifiable task
Task Significance - impact on others
How to make an effective team? (Process)
Common Plan and Purpose - provides direction, momentum and commitment
Specific Goals - SMART goals
Specific
Measurable
Achievable
Realistic
Time-bound
Team Efficacy - belief in team effectiveness and success
Conflict Levels - can improve effectiveness, but can also be dysfunctional
Social Loafing - individuals who don't perform or contribute
Self Awareness
Hallmarks of Self-Awareness:
Self-confidence
Realistic self assessment
Self-deprecating sense of humor
Importance:
Improving relationships with others
Leading and managing others more effectively
Increasing productivity
Strategies for Improving Self-Awareness
Others' perceptions and feedback
Diverse experiences
Self-analysis
What are my strengths?
How do I perform?
What are my values?
Where do I belong
What can I contribute?
Personality analysis/tests (e.g. Myers Briggs)
Personality Definition
Definition - unique and stable pattern of behaviors, thoughts, and emotions shown by an individual
How is Personality Determined?
by genetic factors and the environment in which we grow up (nature vs. nurture)
How is Personality Measured?
Generally through questionnaires and objective tests
How should Personality be Measured?
Objective, behavioral observations in addition to self-reports
Personality interacts with situations
To fully understand the factors that influence people, we must take into account their personalities and the nature of the situations they face
Big 5 (OCEAN)
Openness(Inventive / Curious; Consistent /Cautious)
Conscientiousness(Efficient / Organized; Easygoing / Careless)
Extraversion(Outgoing / Energetic; Solitary / Reserved)
Agreeableness(Friendly / Compassionate; Cold / Unkind)
Neuroticism(Sensitive / Nervous; Secure / Confident)
Type A Personality
High achievers - always setting higher goals
Find it difficult to accept failure
Need to compete even if there is no obvious competition
Feel like time is an opponent. Sense of urgency. Find it difficult to relax
Great at multi-tasking and usually perform beyond par
Self-driven
Type B Personality
Work steadily for goals. Happy with achievements
More accepting of failures
Enjoy games and competition but not for the sole objective of winning
At times too relaxed and laid back. May lack drive to reach career potential
Reflective and innovative. Allow themselves to explore and fail, if necessary
Even-tempered. Typically live a less stressful life
Positive Affectivity:
Life is good, people are great
Better decisions
Better relations with leaders
High = joy, enthusiasm
Low = apathy sluggishness
Negative Affectivity
Dwell on mistakes, focus on negative
First to be let go in times of layoffs
More likely to retaliate when feel injustice
High = fear, nervous, angry
Low = calm relaxed
Self-Image
High Self-Esteem: Value you place on yourself - "I'm awesome!"
Take on challenges, More satisfied with jobs
High Self-Efficacy: Belief you can successfully do something - "I can do it!"
Take on challenges, More satisfied, Better performers
Locus of Control: Can control the outcome of something - Internal versus External
Internal: I control it (More satisfied; Perform better)
External: Fate/Other controls it
Emotional Stability: Feel confident, secure, and steady
Opposite of neuroticism
High Achievement
- "I wanna win!"
Attracted to moderately challenging tasks
Good: Get things done, work hard, get promoted quickly
Bad: Too focused on own success, don't delegate
Low Achievement
Attracted to easy or very difficult tasks
Good: Willing to take on difficult tasks which can lead to success
Bad: May not progress in their careers because only take on simple tasks
Extrovert
Prefer frequent interaction with others
Talkative, sociable
Learn by discussing and doing
Preferred communication: talking
Introvert
Prefer "quality" (over frequent) interaction
Private, reserved
Learn by introspection, reflection
Preferred communication: writing
Sensor
Info should be tangible, concrete, specific, detailed, factual
Trust experience, the present
Meaning is "in the data"
Intuitive
Interested in possibilities, the future.
Trust information that is abstract or theoretical, inspirational and challenging
Meaning is "in how the data relates to the theory"
Thinker
Decides things from a more detached, impersonal manner
Uses reason, logic, consistency
Matching a given set of rules
Cost-benefit analysis
"Critical," "Hard-headed"
Feeler
Decides things by empathizing; looks at things "from the inside"
Looks to achieve the greatest harmony, consensus, fit
Considers the needs of those involved
Values kindness, tact, diplomacy
"Soft-hearted"
Judger
Prefer schedules
Planning ahead
Control, order
Structure, Organization
Closure
Perceiver
Prefer flexibility
Spontaneity
Adaptability
Energized by last minute pressures
Keep options open
Tips on how to self-regulate:
Time management - plan and prioritize
Stress management - identify your stressors and stress levels
Take breaks; change physical location
Exercise, good nutrition, build in time for relaxation
Diversity Definition
Differences and similarities with respect to ethnicity, race, culture, gender, age, functional and educational backgrounds, lifestyle preferences, tenure within the organization, personality traits, and ways of thinking.
Essentially, anything people could use to tell themselves that another person is different
Surface level diversity
features that are immediately apparent, such as age, gender and race
Deep level diversity
features that are not readily apparent, such as attitudes, opinions, information and values
Why is Diversity Good
Teams whose members differ on the surface, as well as in their attitudes and information, tend to discuss information more thoroughly and perform better than do groups who do not have surface and deep-level diversity.
Surface-level diverse teams are perceived to be more positive and accepting of others, engaged in greater expression of diverse opinions, and more engaged in the task. Surface-level diversity can help stimulate thoughtful discussion and analysis.
However, when there are MODERATE levels of diversity in a team, fault lines can also emerge.
Diversity Fault Lines
Subgroups or coalitions that emerge naturally within teams, typically along various demographic lines
Driven by surface- OR deep-level diversity
Consequences and implications:
Limits knowledge sharing
Creates perceptions of "in-groups" vs "out-groups"
Conflict/tensions between sub-groups
Excessive Homogeneous
Work well together but do not have the best mix of talent
Effective in the short run
In long run, lower team member learning and performance
Tend to use "similar to us" biases in selecting members and do not value diversity
Excessive Heterogeneous
Rich talent but may be unable to use it because of differences in how members think
Ineffective in the short run
In the long run, higher likelihood of creative solutions and accurate problem solving
Paradox of Diversity
The very nature of team diversity often creates challenges that reduce team innovation and lessen overall team effectiveness
Sometimes achieve reduced productivity and efficiency
Failures of collaboration and information sharing
Stereotyping and Discrimination
Stereotyping - to assign identical characteristics to any people in a group regardless of the actual variation among members of the group.
Stereotyping leads to discrimination. Discrimination occurs when decisions are made based on belonging to a certain group, and not based on individual skills or abilities.
Culture
is defined as a set of attitudes, customs and beliefs that define one group of people from another.
Hofstede's Cultural Values Framework:
Hofstede's cultural dimensions theory is a framework for cross-cultural communication, developed by Geert Hofstede. It describes the effects of a society's culture on the values of its members, and how these values relate to behavior,
Independence
Individualism: putting one's own interest above the interest of the group
Interdependence
Collectivism: putting the group's interest above the interest of the individual
Achievement
status attained by personal achievements such as educational attainment, technical skills, talents
Ascription
status earned through one's age, family, social connections, and class into which they were born
High Power
Hierarchical: expect social inequality and that managers make decisions and tell employees what to do
Low Power
Egalitarian: expect managers to empower employees and draw on their expertise
Formal
people show respect by adhering to decorum
Informal
casual in how one speaks, dresses, and acts
High Context
emphasize the intent behind the words
Low Context
emphasize the spoken word, facts, get right down to business
Neutral
show no emotion
Expressive
used to emphasize a point, show interest, show commitment
Monochronic
do one thing at a time, focus on the immediate task, adhere to schedules
Polychronic
do many things simultaneously, focus on relationships and process, change plans often
Focus on the Past
emphasis on tradition
Focus on the Present
"seize" the day, short-term thinking
Focus on the Future
long-term planning and success
Inductive
emphasize data, facts, proof, logic
Deductive
emphasize abstract thinking, symbolism, analogies, metaphors
Consistency
something must be right or wrong, true or false
Contradictions
can be maintained in order to see the complexity of the situation
High Uncertainty
comfortable with personal or organizational change - "change or die"
Low Uncertainty
promote stability over change
Ways to Be An Effective Multicultural Manager
Learn some of the language
Learn the work norms
Learn the dos and taboos
Understand the social context
Be exposed to new experiences
Attend training, read books, watch movies about different cultures
Instrumental
standards of behavior by which we achieve desired ends (e.g., courage, honesty, compassion, respect)
Terminal
end state or goals that we want to achieve (e.g., happy family, career success, sense of accomplishment)
Tangible
material things (e.g., car, money, home)
Intangible
ideals that you strive for (freedom, happiness, love)
Ethical/Moral -
what is right and proper (e.g., respect, justice, fairness)
Nonethical -
what we desire or find important (e.g., status, fame, pleasure)
Importance of Values
Help in making important decisions;
Influence one's goals and one's motivation to achieve those goals;
Provide a moral compass;
Influence one's effectiveness as a leader
Organizational Justice
Definition: "A personal evaluation about the ethical and moral standing of managerial conduct"
Dimensions of Organizational Justice
DISTRIBUTIVE
PROCEDURAL
INTERACTIONAL
Distributive Justice
Employee judgments about the appropriateness of the resource allocation decision (i.e., the fairness of the levels at which resources are distributed among parties
Procedural Justice
Employee judgments about the appropriateness of how decisions are made and implemented (i.e., regardless of the outcome or decision, were the procedures used to determine the outcome fair)
Interactional Justice
Employee judgments about the appropriateness of how one person treats another
Informational: (jsutice)
Is one truthful and does one provide adequate explanations?
- Interpersonal: (Justice)
Does one treat another with dignity & respect?
Managers(Justice):
tend to emphasize Distributive Justice
Employees(Justice):
most concerned with Procedural and Interactional Justice
Implications(Justice):
Employees will often accept a great range of outcomes (e.g., a lower raise or bonus) if they believe that the procedures and treatment associated with them are fair.
