Mgt-Lead in Modern World PPT

Presented by Andrew J. Marsiglia, PhD

May 2009

Introduction Key Management & Leadership Points Application of Findings Unanswered Questions Conclusion

5/26/2009 2 Management& Leadership in a Modern World

Leadership is Most Critical Organization Need in 21st Century Important At all Organization Levels Most Important at Upper Management Levels Concerned less with minutiae of running organization Set strategic goals Keep subordinates focused

Organization Theory Paradigm Changing


Leadership is often defined relative to our perspectives of particular people we admire, believe and are willing to support. Inherent Qualities of Leaders

Newton Gingrich Mozart & Elton John Jack Welch & Jeff Bezos

Continuously seek potential leaders within their organizations and are quick to in develop leadership qualities in them


1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

Core Qualities: Integrity, Honesty, Compassion, Courage

Have Judgement and Character. Cannot be taught like technical competitance.

Persistent, Motivated, Dedicated

Speak to people on their own level.

Are truly focused on their people. Are sincere and focused on them.

Are direct.

Capable of kindling vision and energy.

Are accessable. (Lesser leaders are isolated.)

Respects and empowers their subordinates.

Are self-sacrificing

Radiate Confidence.

Stays focused on the "big picture".


Management& Leadership in a Modern World 9

1. Live with Integrity &

Lead by Example

2. Develop a Winning

Strategy or “Big Idea.”

3. Build a great Management

Team

4. Inspire Employees to

Achieve Greatness

5. Create a Flexible,

Responsible Organization

6. Tie it All Together with

Reinforcing management & Compensation

Source: Citrin, J.M. and Neff, T.J. Digital Leadership, Strategy and Business, Booz-Allen, and Hamilton. First Quarter 2000.

5/26/2009

Collapsing Birthrate in the Developed World

Shifting Distribution of Disposable Income

The Way Performance is Defined

Global Competitiveness

Growing Incongruence Between Economic Reality and Political Reality

Organizational Strategy will be affected by:


It is a Mental State of Being Familiar or Believing Something Through Experience

Sensory (a posteriori) Non-Sensory (a priori)

Need Justified True Belief Knowledge? Opinion?


Individuals Acquire Knowledge in Similar Ways Interpret Information Relative to Their Cognitive Diversity

Culture Environment

Incorrect Interpretation Creates Ambiguity Uncertainty Anxiety


Meaning & Reality is Based on Previous Experience & Traditions Borgmann

Meaning & Reality Tightly Coupled Knowledge Acquisition Methods Rational Knowledge Produces Meaning

Sense of meaning congruent with other knowledge “Realiabilism” – new knowledge is congruent with what is already known Ernest Sosa


Age Career Discipline Demographics Spiritual & Moral Values Gender Physical Body Condition Personality Types Physical Brain Condition

a Brain

External Environment

Sensory

Information

Rationalized

Declarations

The Discipline of Management Management is Business Management There is – or there must be – one right organization structure There is – or there must be – one right way to manage people

The Practice of Management Technologies, markets, and end-uses are given Management’s scope is legally defined Management is internally focused The economy is defined by national boundaries and is the “ecology” of

enterprise and management


Industrial Centers Factories Located in Regional Areas Mainly staffed by men

Closed Environment

Homogeneous Workforce Low education level Lived within few miles of job site Personal familiarity with colleagues

Stability & Certainty


Organizations Expand Their Interests

Multiple Regions

Global

Heterogeneous Workforce Information Increase & Dissemination Open Environment Result

Ambiguity Uncertainty Anxiety


People are more than an Autonomous Industrial Resource

Organizations Exist to Serve Human Needs

Shift from Predominantly Manual Work to Knowledge Work

Use smaller staffs supplemented with contractors

Emphasis on Employee Diversity

Improved Employee Education Level

Global Information Availability

Employees Take Their Worth from Their Field not Their Company Kantor


The Discipline of Management Management is the specific & distinguishing organ of any and all

organizations.

Management needs to learn to look for, to develop, to test the organization that fits the task.

One does not manage people. The task is to lead people. And the goal is to make productive the specific strengths & knowledge of each individual.


The Practice of Management Technologies nor end-use is a foundation for management policy. They are

limitations.

The scope of management is not legal. It has to be operational. It has to embrace the entire process. It has to be focused on results & performance across the entire “economic” chain.

The practice of management, and by no means for businesses only, will increasingly have to be defined operationally rather than politically.

Management exists for the sake of the organization’s results. It must start with the intended results & organize resources to attain these results.


“Due to postmodernism’s ambiguity and flexibility, organizations will be needed more than ever before because more clarity will be needed in respect to missions, values, and strategy; in balancing long-range and short-range goals; in defining results” Frances Hesselbein


Recognize that Other People are as Uniquely Different as We Are Unique Way of Thinking Personality Differences Problem Solving Skills Different Values Unique Strengths

Do Not Build a Staff of Clones People Acquire Knowledge Unique to Them

Truth Can be Relative Concept of Reality and Meaning


Respect Diversity of Personnel Be culturally articulate

Be Aware that Employees Have Limited Loyalty New Management Skills are Required: Must be thinkers as well as doers Conceive & execute complex strategies Manage the public-private interface Develop global capabilities Provide intellectual & administrative leadership Participate in continuous professional education Maintain high standard of morality & behavior


Charles Handy (1992), Albert Borgmann (1996), and Walter Anderson (1990) each comment on the lack of contentment or sullenness experienced by people in North America and Britain. How can postmodern leaders use their organizations to help overcome this condition? Should we create organizations that fill in the gaps in employees lives left by the postmodern phenomenon? Should we even try? As North American businesses move from manual work to knowledge work, how do we solve the problem of former manual workers who cannot be, or refuse to be, retrained?


How far should managers and leaders go in redefining Milton Friedman’s profit motive axiom for corporations so that they place greater emphasis on altruistic corporate activities? Should more emphasis be placed on the needs of stakeholders rather than stockholders as posited by Handy (1992)? What will be the impact on organizations from the intrusion of global political establishments like the United Nations?


Mgt-Lead in Modern World PPT

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