SELECTED SLIDES
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Transcript of SELECTED SLIDES
SELECTED SLIDES
Suggestions to Build Creativity 1. Keep an idea notebook 2. Stay current in your field 3. Listen to other people 4. Learn to think in the five senses 5. Improve your sense of humor
6. Adopt a risk-taking attitude
7. Develop a creative mental set
8. Identify your most creative times
9. Be curious about your environment10. Step back when faced with a creativity block
Encouraging risk taking
Allowing freedom
Providing organizational
support
Allocating ample
resources
Establishing a Creative
Atmosphere Involves. . .
Providing challenges
Providing encouragement Creativity!
Suggestions for ImprovingGroup Problem-Solving
1. Have a specific agenda and adhere to it
2. Rely on qualified group
members
3. Have the leader share
decision-making
authority
4. Provide summaries for
each major point
5. Build consensus,
and
6. eliminate side
conversations.
Calculate the cost of
procrastination
Make a commitment to
others
Post a progress chart in your work
area
Force yourself to confront an uncomfortable
task
Reward yourself for achieving
milestones
Break task down into
smaller units
Use subliminal messages
Techniques to Reduce and
Control Procrastinatio
n
Five Proven Stress BustersTake a brief break from a stressful situation and do something small and constructive, like washing your car or getting a hair cut.
Get help with a stressful task from a co-worker, boss, or friend.
Concentrate intensely on reading, surfing the Internet, a sport, or hobby. Contrary to common sense, concentration is at the heart of stress reduction.
Finish anything you have started. Accomplishing almost anything reduces some stress.
Find somebody or something that makes you laugh, and have a good laugh.
Four Managerial Functions &17 Managerial RolesPlanning
Strategic PlannerOperational Planner
Organizing & StaffingOrganizerLiaisonStaffing coordinatorResource allocatorTask delegator
LeadingFigureheadSpokespersonNegotiatorCoachTeam builder & playerTechnical problem solverEntrepreneur
ControllingMonitorDisturbance Handler
Adapted from Exhibit 1.5
Philosophical Principles of Business Ethics
When attempting to decide what is right and wrong, managers can focus on:
Consequences - If no one gets hurt, the decision is ethical.
Duties, obligations, and principles - If a decision violates a universal principle, it is unethical.
Integrity - If the person in question has good character, he/she is behaving ethically.
Ethical Temptations and Violations
Corporate espionage
Misuse of corporate resources
Divulging confidential information Conflict of
interest
Stealing from
employers & customers
Misuse of corporate resources
Treating people unfairly
Poor cyberethics
Compassionate
DownsizingWork/Life Programs
Acceptance of
Whistle Blowers
Social Leaves of Absence
Social Responsibility Initiatives
Environmental
Management
Community Redevelopme
nt Projects
Creating an Ethical andSocially Responsible Work PlaceCreate
formal mechanisms to monitor
ethicsProvide written codes of conduct
Offer training
programs
Confront ethical
deviations
Lead by example
Talk about the issues
Types of PlanningStrategic Plan - Master plan that shapes the firm’s destiny
Tactical Plan - Specific goals and plans most relevant to a particular organizational unit
Operational Plan - Specific procedures and actions required at lower organizational levels
Plan A
Plan BPlan C
A Framework for Planning1. Define the present situation
2. Establish goals & objectives
3. Forecast aids and barriers to goals & objectives
4. Develop action plans to reach goals & objectives
5. Develop budgets
6. Implement the plans
7. Control the plans
Eval
uati
on a
nd F
eedb
ack
Major Approaches to Strategy Development
Gather multiple inputs to formulate strategy
Analyze the realities of the
business situation
Conduct a SWOT
analysis - strengths,
weaknesses, opportunities,
threats
Management by Objectives: Essential Steps
1. Establish organization
al goals
3. Review group
members’ proposals
2. Establish
unit objectives
4. Negotiate
or agree on objectives
5. Create action plans to achieve objectives
6. Review performance
Programmed and Nonprogrammed Decisions: A ComparisonProgrammed
DecisionsNonprogrammed
DecisionsRepetitive, routine, frequent; decisions made according to specific procedures
Novel, complex, difficult, infrequent; decisions require original thinking
Depend on policies and rules
Require creativity, intuition, tolerance for ambiguity
Types of problems
Proce-dures
Business firm: Periodic reorders of inventoryHealth care: Procedure for admitting patientsUniversity: Necessary GPA for good academic standing
Business firm: Diversification into new products and marketsHealth care: Purchase of experimental equipmentUniversity: Construction of new classrooms
Examples
Steps in Problem Solvingand Decision Making
“What really, really is our problem?”
Identify and diagnose the problem
“Let’s dream up some great ideas.”
Develop creative alternatives
“Some of these ideas are good; others are wacko.”
Evaluate the alternative solutions
“How really good was that idea?”
Evaluate and control
“Now let’s take action.”
Implement the decision
“This alternative is a winner!”
Choose one alternative solution
Adapted from Exhibit 6.1
Factors Influencing Decision Making
Intuition
Personality and cognitive
intelligence
Emotional intelligence
Quality of information
Political consideration
sDegree of
uncertainty
Values
Crisis and conflict
Procrastination
“I like risks and I’m really
bright.”
Adapted from Exhibit 6.2
“I can read
people great and
control my
emotions.”
“I’m great at
hunches.”
“The IS group is
feeding me great stuff.”
“Let’s wait before
deciding.”
“I’ve got integrity.
”
“Looks like a sure thing.”
“Our backs are to the
wall, and we disagree.”
“What does my boss want
me to decide?”
Decision Maker
Gantt Chart: Opening a NightclubProduction Activities
01. Locate site
02. Get liquor license03. Hire contractors forrenovation04. Supervise renovation
05. Hire lighting contractor06. Supervise lightinginstallation07. Begin advertising of club
08. Hire club employees09. Get booking agent for nightclub talent10. Open for business
Adapted from Exhibit 7.3
Jun Jul Aug Sep Oct Nov Dec Jan
ScheduledCompleted
30 Nov
Characteristics and Consequencesof an Enriched JobCharacteristicsDirect feedback
Client relationships
New learningControl over scheduling
Unique experienceControl over resourcesDirect communication authorityPersonal accountability
Increased job satisfactionHigher quality of work lifeIncreased productivity
Consequences
Adapted from Exhibit 8.3
Increasing Productivity ThroughDelegation and Empowerment
7. Step back from the details
6. Delegate both pleasant
and unpleasant
tasks5. Obtain
feedback on the
delegated task
1. Assign duties to the right people 2. Delegate
the whole task
3. Give as much
instruction as needed
4. Retain some
important tasks for yourself
8. Allow for spending
money and using
resources
Adapted
fromExhibit 10.1
Selection
Human Resources Planning
Performance Evaluation
Compensation Recruitment
Awareness of Legal Aspects
of Staffing
Orientation, Training, and Development
RETENTION
Organization Staffing Model
Getting Hired:A Model for Selection
Applicant is Recruited
Preliminary Screening Interview
Completion of Application Form
Psychological and Personnel Testing
Physical Examination
Reference Checking
Job Interview
Adapted from Exhibit 10.5
Usually Mandatory Social security Workers’ compensation Unemployment compensation
Group life insurance Retirement pensions Paid vacations
Optional but Frequently Offered Disability insurance Paid sick leave Health insurance
Employee assistance program Paid rest breaks Tuition assistance
Optional but Less Frequently Offered Wellness programs Credit unions Funeral leave
Vision-care plans Parental leave Retirement counseling
Designing the “Right” Package of Benefits
Adapted from Exhibit 10.10
Characteristics of Effective Leaders 1. Driven, high achievers, passionate
2. Possess a strong desire to control others
3. Self-confident
4. Trustworthy and honest
5. Smart, knowledgeable, technically competent
6. Sensitive to people’s needs and feelings
7. Sense of humor
8. Emotionally intelligent
Behaviors of Effective LeadersAdapt to the situation
Provide stable performance
Demand high standards of performance
Provide emotional support
Give frequent feedback
Have a strong customer orientation
Recover quickly from setbacks
Play the role of servant leader
Motivation and Ability as Factors in Performance
Skill
Motivation Ability Performan
ceX
Technology
Adapted from Exhibit 12.2
The Basics of Goal TheoryGoals That Are:
Specific
Difficult but realistic
Accepted by the person
Used to evaluate performance
Linked to feedback and rewards
Set by individuals or groups
ImprovedPerformanceValues
Adapted from Exhibit 12.5
Types of Nonverbal Communication
Voice quality
Body placement
Dress and appearance Mirroring
Facial expressions
PostureHand
and body gestures
Use of time
Environment
Barriers to Communication
Adapted from Exhibit 13.4
Communication BarriersLow Motivation and InterestInappropriate LanguageDefensive CommunicationFilteringInsufficient Nonverbal CommunicationInformation OverloadPoor Communication SkillsElectronic Communication Problems
Message asReceived
Messageas Sent
Input Throughput (Noise) Output
How to Conduct an Effective Meeting 1. Meet only for valid reason
2. Have a specific agenda and adhere to it
3. Share decision-making authority
4. Keep comments brief and to the point
5. Encourage critical feedback and commentary
6. Strive for wide participation
7. Provide summaries for each major point
8. Strive for consensus, not total acceptance
9. Congratulate members when they reach a decision10. Ensure that all follow-up action is assigned and recorded
The Links Between Controlling andthe Other Management Functions
Adapted from Exhibit 15.1
Planning Organizing Leading Controllin
g
Control
Steps in the Control Process
Adapted from Exhibit 15.3
Set Standards
Measure Actual Performance
Compare Actual Performance to Standard
Take Corrective Action if Necessary
Do Nothing
Solve the Problem
Revise the Standard
Accepted by employees, allowing them to have some control over the results being measured
Relevant, timely, and meaningful
Diagnostic by design
Self-administering
Consistent with other controls already in place
Flexible, allowing for random variations
Cost effective
Characteristics of Effective ControlsAn effective control system is one that
is:
Factors Contributing to Ineffective Performance
Related to Manager Inadequate
communication about job responsibilities
Inadequate feedback about job performance
Inappropriate leadership style
Intimidating manager
Related to Organization
Organizational culture that tolerates poor performance
Counterproductive work environment
Negative work group influences
Sexual harassmentAdapted from Exhibit
16.1
Related to Employee Insufficient mental ability,
education, or job knowledge
Job stress Low motivation Technological
obsolescence Drug-related addiction Family or personal
problems
Related to Job Ergonomics problems Physically demanding,
including heavy travel Built-in conflict Substandard industrial
hygiene A “sick” building
The Control Model forManaging Ineffective Performers
Adapted from Exhibit 16.3
1. Define performance standards
2. Detect deviation from acceptable performance
3. Define and assess the cause
6. Select and implement action plan
5. Set improvement goals
4. Communicate with substandard performer
7. Re-evaluate performance after time interval
8. Continue or discontinue action plan
Corrective Actions for Ineffective Performers
• Coaching
• Closer supervision
• Reassignment or transfer
• Use of motivational techniques
• Corrective discipline
• Temporary leave
• Lower performance standards
• Job rotation
• Employee assistance programs (EAPS)
• Wellness programs
• Career counseling and outplacement
• Job redesign
• Training and development programs
Organizational Programs
Managerial Actions and Techniques
Adapted from Exhibit 16.4
Suggestions to Improve a Manager’s Coaching Skills
1. Focus on what is wrong with the work and behavior, rather than the employee’s attitudes and personality
2. Listen actively
3. Ask good questions
4. Engage in joint problem solving
5. Offer constructive advice
6. Give the poor performer an opportunity to observe and model someone who exhibits acceptable performance
7. Obtain a commitment to change
8. When feasible, conduct some coaching sessions outside of the performance review
Steps in Progressive DisciplineConfrontation, Discussion, and Counseling
Oral Warning
Written Warning
Suspension or Disciplinary Layoff
DischargeAdapted from Exhibit
16.5
How to Improve Work Habits and Manage Your Time
1. Develop a mission, goals, and a strong work ethic
2. Clean up your work area and sort out yours tasks
3. Prepare a to-do list and assign priorities
4. Streamline your work and work at a steady pace
5. Concentrate on one task at a time
6. Do creative and routine work at different times
7. Stay in control of paperwork, e-mail, and voice mail 8. Strive to achieve peak performance and take power naps 9. Put extra effort into managing multiple priorities
10. Build flexibility into your system