Who is manager?How to succeed in management world

Manager

Agenda for today

• Today I’m going to:– Share with some bad news on “management

science”– Show you “modifiers” which significantly changes

how management is done– Give very basic ideas how you should manage

taking into account these modifiers– Give you opportunity to figure out if you are

manager

Bad news I promised:

There is

no «management»that can be taught.

Management is re-invented depending on:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

Management is re-invented depending on:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

Chain of command:

Leader

Value, Mission, Strategy

Executive Team

Key processes, projects & metrics

Project Managers

Functional & Service Managers

Deliverables, deadlines, budgets

Services, SLA, budgets

Qualified Workers

UnqualifiedWorkers

Assignments

Who is manager?

Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Acid Test

• I can call myself «manager» if:

– Part of responsibility delegated to me– I have a budget to accomplish what

expected from me– I can hire & fire people– Assign Tasks to them and set deadlines &

constraints– Assess their performance– That’s my prerogative to set salaries &

bonuses for them

I should think of it as of

challenge…

You can have “leading” assignments:

Am I a manager?

Oh yes, sure you

are!

What does it mean for you::

• Different level of management assume different levels of responsibility and authority

• Don’t get your head broken by things that are not in your authority and responsibility – you can point them but you cant fix them

• Work on things that was delegated to you – this strategy work despite your level

Management is re-invented depending on:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

Functional structure

Director

Line Manager

Subordinate

Subordinate

Subordinate

Line Manager

Subordinate

Subordinate

Subordinate

Line Manager

Subordinate

Subordinate

Subordinate

Project Structure

Director

Project Manager

Project Manager

Project Manager

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Project A

Project B

Project C

Matrix Structure

Director

Resource Manager

Subordinate

Subordinate

Subordinate

Resource Manager

Subordinate

Subordinate

Subordinate

Resource Manager

Subordinate

Subordinate

Subordinate

Head of Delivery

PM

PM

PM

What does it mean for you:

• Functional Managers should be good in building processes:– Building conveyor– Maximizing throughoutput

• Project Managers should be good in delivering expected results in time:– Organizing as shift happens– Managing changes

• Matrix Managers should be good in supplying resources:– Building up resource skill– Setting manageability

Management is re-invented depending on:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

What does it mean for you:Type: Likes and not likes: What you expected to do:

Volcano Assumes everybody is stupid and requires his guidance all the time – “put some pressure”. Doesn’t like those with opinion.

Play fool.

Country Club Manager

Think his dept is kind of family. No matter what everyone should be friend. Hates tension even if team function dropped.

Become friend.

Bank Manager

There are procedures and responsibilities, he hates those doesn’t follow.

Follow the rules.

Cowboy Assumes that every problem should immediately attacked and solved. Hates those who points failures.

Ride with him.

Asshole Assumes that only he is smart and everybody else are shit so he didn’t need to take into account their opinion and keep promises.

Quit.

Rationale Expects that you are partners in business. While you keep your promises – he will keep his too. Hates failed agreements.

Partner with him.

Management is re-invented depending on:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

Positive Impact Creates Growth.

Growth

Growth Increases Complexity…

Complexity

Because you need to hire more people…

% High Performance Employees

Complexity

So eventually chaos emerges…

% High Performance Employees

Chaos and errors spikes here – businesshas become too complex to runinformally with this talent level Complexity

23

And process Emerges to stop the Chaos…

Procedures(No one loves process, butfeels good compared to thepain of chaos)

Process-focus Drives More Talent Out.

% High Performance Employees

4 exits available:

• Stop growing• Add more process focus• Pay a lot of money for hiring smarties• Split company into number of teams

What does it mean for you:

• In “Bonsai” companies you will most like act on your own – self-management

• In “process-focused” organization you are not supposed to think, you supposed to follow rules & escalate if rules cannot be followed – rules management

• In “smarties” company you can will cooperate with others and build alliances to reach your interdependent goals – relationships management

• In “atomistic” companies you will manage your single team like small farm in Kansas – team management

Management is re-invented depending on:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

Changes implied by size: NOTE: For really large companies independent parts of company can be in different stages

make & sell efficiency of operations expansion of market consolidation of

organizationproblem solving & innovation

informal centralized & functional

decentralized & geographical

line-staff & product groups matrix of teams

individualistic &entrepreneurial directive delegative \

supervisingwatchdog \ escalation point participative

market results standards & cost centers

reports & profit centers

plans & investment centers mutual goal setting

MANAGEMENTFOCUS

ORGANIZATIONSTRUCTURE

TOPMANAGEMENTSTYLE

CONTROLSYSTEM

MANAGEMENTREWARDEMPHASIS

ownership salary & merit increases individual bonus profit sharing &

stock options team bonus

CATEGORY 1 – 5 people Up to 20 Up to 100 Up to 1000 More than 1000

1 2 3 4 5

What does it mean for you:

• You should understand where is your company or “company” – this will help you:– Identify top-management priorities– Realize how company is managed– What you expected to do & how– What you can successfully negotiate in terms of

permissions and reward

Management is re-invented depending on:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

Value

Business Model – where are you?

You supposed to deliver?

Or to sell?

How do you contribute to bottom line?

What does it mean for you:

• If you are “cost center” – you are in trouble:– Budgeted as % – No permissions– Often misbalanced expectations & budget

• You should be “profit center”:– How do you contribute to Value?– How it can be measured?

Very special question:

Company Type

Size

Organization Paradigm

Your Boss’s Type

Your Area of Responsibility

Your Level in Company

Promotion & Reward System

In fact there 2 cybernetics:

Cybernetics of system being

managed

Cybernetics of system that

manages

Assumption that great workIs automatically recognized

Is TERRIBLY WRONG

What does it mean for you:Promotion Principles: Visual indicators: How to get to the top:

Performance-based Employees always have goals or metrics. They will be regularly assessed. Top performers are promoted.

Take more.Overdeliver on it.Make everyone agree that’s your achievement. You will get it.

Relationship-based Those who are exposed to top management and managed to build good work relationships are promoted.

Know a lot of people on the top. Build good relationships with them. Keep in touch and wait for right moment.

Loyalty-based There are some people who doesn’t look talented or top-performing but neither argue or do something unexpected. They are promoted.

Follow the sun. Praise the chief. Do as you told. Don’t bring any unexpected stuff to the table. One day you will find yourself promoted.

Qualification-based There are people who knows a lot, certified, etc. They are promoted.

Attend every training you can. Get as many certs as you can. Bring to performance review.

Lottery-based Somebody gets promoted and nobody can explain how it happened.

Get as much lottery tickets as possible – your shoe should be in every door.

Ok, here you can teach management

• On L1 find yourself trusted Mentor– Behold what going on– Ask questions

• After getting few levels up find yourself Mentees– Mentees, not sycophants– Point things they should

think about

Conclusion:

• Know your level – what you can change?• Know your Value – and measure it• Set right focus – build process, organize project, grow up

resource pool• Manage – and do it how to your Boss likes• And company culture assumes – live on island, build

partnerships or follow rules• Build your career – according to company “game rules”• Be aware that no matter which size you have you will

have trouble – just different kind