MBA to manager The transition dilemma

•MBA programs presuppose capitalistic / free

market economy of the west. India is an emerging

transitional economy with imperfections of a free

market. Apply the MBA knowledge with care,

diligence and application of mind. eg. Global

investment meltdown, Lehman Brothers, sub prime

lending – derivatives and investor advisors

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•Management is a multidisciplinary subject, need to

distil problem from symptoms, know what to apply,

how, when, where, at what rate, by whom,…

•MBA degree not a passport to success / recognition –

May help entry, but to stay you have to prove yourself

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• No special privileges for an MBA, value to be

earned from effective contribution to achieving

organizational objectives

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• Need to prove yourself, high expectations,

initial benefit of doubt but to continue the

privilege / edge over others, you need to

exceed expectations

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•Organizations not designed on the lines of

functional specialties/ subjects in MBA

program, for mechanical application of

knowledge.

•Need to mentally model real organization and

its problems on certain frameworks, to apply

your knowledge judiciously

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•Real organizations operate in a dynamic real,

not carved out for application of theory.

•Need to analyze and understand the real orgn.

To intelligently decide on tools, techniques,

knowledge to apply, how to apply unobtrusively .

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• Capability is not what is rewarded but its demonstration

in holistic problem solving and effectively contribute.

•Orgns. work in teams, U have to learn to, enjoy team

work, respect others and be able to command respect of

others, by your conduct and contribution.

• Earn respect, not demand it, doesn’t come free

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•Data analysis – you would have learned data analysis

methods and draw inferences to apply in management.

•In real world, no data is given / come to you, you have

to get it, data may not be complete/relevant/ accurate/

perfect to meet your requirements.

• Difficult job is what and how to do, doing it, making

things happen. Getting relevant data is a challenge.

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•Most organizations spend enormous senior executive

time / resources to gain access to needed data. Most

of the time, to work with incomplete, inaccurate

imperfect data.

•Data is not nos. in table / excel form ready for

analysis. Includes informal data gathered in informal

situations, observations, obtained through third party

sources, surrogates, perceptions, best judgment….

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•You still have to work with it and deliver.

•Management is not mathematics or deterministic.

Management decisions, inferences, strategies and

actions are just the most probable outcomes expected,

based on possible analysis of available information and

best judgment, as people are involved and the operating

environment is open system and dynamic.

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•Organizations are open system subject to all external

influences, not designed for mechanical application of

theories.

•Theoretical applications and analysis help see a

situation within a framework and understanding, but dont

help arriving at solutions directly.

•Tools and techniques help analysis, guide in decision

making, they don’t translate directly into decisions

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• Successful managers are not necessarily

MBAs

• Start up CEOs, what made these people

managers, entrepreneurs and leaders?

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•People don’t behave on the expected theoretical lines

of OB, as assumptions of other things remaining

constant are never realistic.

•Other things are never constant.

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•Knowledge doesn’t guarantee result, but appropriate

actions in the context. Knowledge, Attitudes, Practices,

Actions > Results,

•More important - emotional maturity, judgment,

attitudes, determination, focus… and less is knowledge.

• Easy to acquire knowledge resources, but not people

with the right bend of mind to generate outcomes.

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• Need passion, grit, confidence, killer instinct,

persistence, risk taking ability to succeed, knowledge

comes lower in the hierarchy.

•Some of these attributes have to be acquired and

practiced

• Success once does not guarantee success next time,

it has to be worked towards every time.

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•In real life no pass marks, be 100% first class all

times.

•Clients and customers don’t accept nor can you sell

anything less than the best, as you are charging them

for 100% and best in class

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• No real level playing field (as clamored for by industry

associations).

•Every field is uneven, need to take advantage of the

uneven terrain and compete (USP, competitive

advantage of nations, core competency – CK Prahlad).

•Competitive advantages - many times contextual and

unique to individuals and organizations.

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•Politicians generate competitive advantages for

themselves by strategizing for long term.

• Never know true intent; always a hidden agenda.

•What appears innocuous would have been the result

of deep rooted thinking, analysis, strategies and plans.

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•They completely change the established rules of the

game, as politics is the game of possibilities.

•External environment management is equally or more

important than intra orgn. management.

•At lower levels technical skills are imp., at middle levels

technical and people skills and at top levels strategy,

env. mgmt capabilities are most imp.

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•People in boundary mgmt. are most powerful

• Distinguish between short term gains and long term

success and sustainability.

•Good organizations look for qualities in their employees

who work for long term and not short term.

•Honesty and courage most important in any orgn.

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•Don’t be afraid to be different, if you have a logic from

careful application of mind.

• Give unsolicited inputs if you are convinced of its value

• Know your orgn. – industry, objectives, priorities, who is

what, env., competitors, what is happening in the ind.

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• Lose a battle to win a war

•You will always have detractors, don’t get distracted

• Sense of humor, human relations very imp. in orgn.

•You cannot work in isolation and isolate others from

you by your behavior, that is why there is an orgn.

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• Be bold to share your thoughts / knowledge, no

fear of being taken away by someone.

•None can take away what is really yours.

•If you share, others will share too.

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•A manager may be designated, but a leader emerges

•Leadership is more than management, leaders stand

up to their conviction, beliefs and carry others;

managers manage others.

•A manager maintains, a leader creates

•Silence is also a response as much as a verbal one

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• Don’t have to win everywhere, you have to develop your

competitors too !!

•Competitors not your enemies, they help you to do better,

by challenging.

• Customer complaints (feedback) - best source of

information to improve your product / service.

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•Don’t discourage / put off a customer who comes to

you with a complaint on your service / product

• Keep your eyes, ears and mind open and be tuned

to inputs from the env.

•Formal reports not necessarily the best source of

useful information.

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•A mind is like a parachute, works only when it is

open

•Even the junior most emp. has something to

contribute, don’t create a scary situation around you

and drive away people

•Respect others as much as you want others to

respect you and your time

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•Cultural sensitivity most important in management

as you always deal with people or diversity.

•What is right and admired in one context may be a

not done, taboo and even crime in another place;

even within the country and outside eg. dress code

for various occasions, greeting / gifting practices

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• Manners, greetings, communications, social

etiquette.

•Drinking is a offense in some muslim countries, but

an expected social etiquette in the west

•Be sensitive to and comply with organizational

policies on smoking, use of organizational resources

such as transport, stationery, IT infrastructure, tour

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•Qualities desired : Reliability, punctuality, honesty,

team work, collaboration, flexibility, learning, social

skills, acceptable behavior, stress management,

communication, efficiency, internal and external

mktg., accountability and taking on responsibility,

enterprising, working towards results, guiding and

motivating others, carrying the team, lead from the

front, delegate, trusting others but with verification,

responsible conduct

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•Today’s needs - etiquette, negotiating, learning,

results, dress sense, telephone and email etiquette

accepting criticism and failures, stress handling,

•Give credit to those to whom it is due, diligent

application of mind and not mechanical behavior,

working around obstacles, cooperative mentality

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•Respect authority, but also be alert to limits

and trigger points when to question.

• Can’t be a blind spectator to undesirable

happenings.

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•You have a societal responsibility and can resort to

questioning and whistle blowing

• Difficult to draw mechanical / logical instructions to

handle all situations.

•Individual judgment, thinking on the feet and

mustering courage to handle a situation is expected

in higher management

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Fate, flight or fight?

If you think you can , you will

Can do and have done!

Hunger and thirst for success / results – push

from within

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Mission orientation, winning streak

Personal hygiene, feeling good

Don’t do what you don’t enjoy

Have the courage to explore, you can change

the rules of the game

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Thank You

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