TECH3001

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TECH3001

• Management Strategies For MM
• Jon Ivins

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This lecture considers

• Who is the computer worker?
• Where do they come from?
• What motivates them?
• What are their expectations?
• Are they any good?
• What makes a good professional?
• Appraisal, Industrial managers
• A more enlightened view?
• Motivation
• Groups

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Motivation

• computing people need
• challenge
• learning new technology
• skill variety
• large projects
• They tend to be
• intelligent independent
• creative

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Computing people do not need

• A lot of social interaction
• Involvement in large workgroups
• BUT THEY DO
• work well on their own
• focus on tasks

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The Managers task

• Set Goals
• Develop performance measures
• Give autonomy
• Show how work relates to the organisations goals
• Give variety ( seek staff opinions)

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Analyst or Programmer?

• Programmers have
• a logical mind
• thoroughness
• attention to detail
• Persistence
• Neatness

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• Analysts have
• Knowledge
• Good communication skills with users and clients
• An investigative mind
• Experience
• The right attitude

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MM Authors

• Analyst or Programmer?
• Techie or Artist?
• What personality traits define us?
• How do you manage people like yourselves?
• A common trick is to use apprasials

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Appraisals

• Enable staff to
• learn new technical and managerial skills
• grow mature
• Enable managers to
• Identify strengths and weaknesses
• Plan accordingly
• It all depends on good management see next
  slides

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A historical perspective

• Victorian / Edwardian times were
• Modernist in outlook
• Had a rigid social structure
• Upper, Middle and lower classes did not mix (Snob
  Screens!)
• Hard to change class
• Trade was not easily accepted by the moneyed
  classes
• Limited educational opportunities for the lower
  classes

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Taylors Argument

• Employees see maximum wages
• Mgts job to design work Org structures to
  achieve this
• If this is done workers will work hard
• Productivity up, profits up, wages up
• Divorce planning from doing
• Pay by results

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Assumptions underlying Scientific Management

• People are basically lazy
• People are motivated primarily by money
• People prefer simple, routine Jobs
• People like having decisions made for them
• People do not like problem solving,
  responsibility or promotion

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Criticisms of Scientific Management

• Is a device to exploit workers under the guise of
  scientific
• Is based upon a consenus model of industry
• Is designed to give Mgt total control of workers
• Workforce becomes alienated
• Mgt loses knowledge
• Takes no account of human nature

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Criticisms of Scientific Management

• Produces boring work
• Productivity goes down
• Does not train for promotion
• Organisation loses skills / insight

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Human Relations Management

• People are not lazy
• People work if treatedright
• People can be self motivated
• People can work towards the goals of the Org. if
  treated right
• What is right?
• What does HRM give/ mean to Orgs?

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MacGregors X and Y

• Basically classed the above styles as X and Y
  theories of management
• Allows us to use a continuum diagram to compare
• In practice, no manager is exclusively X or Y

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MOTIVATIONAL THEORIES

• MASLOW
• HIERARCHY OF NEEDS
• ESTEEM SELF-WORTH
• SELF REALISATION
• FOOD PHYSICAL NEEDS SHELTER

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HERZBERG

• Looked at factors that affect people at work
• Found Hygiene Factors
• working conditions if bad then Morale/Productivity
  goes down
• If OK then Morale/Productivity max
• If excellent Morale/Productivity static
• Typical Hygiene Factors are Salary, Environment

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HERZBERG

• also found motivators
• These are things like
• Job Security
• Challenge
• Other Staff

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HUNT

• Identifies individual goals in eight categories
• comfort, structure, relationships,
• recognition/status, power,
• growth, autonomy creativity.
• Believes goals change during life

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Hunt

• Theorises that
• (a) Identify peoples goals
• (b) Hence, Predict Behaviour
• (c) Create environment to meet peoples goals so
• (d) People will be motivated to maximum

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MOTIVATION - CONCLUSIONS ?

• Problem is to know the needs of staff what
  makes them tick.
• There is no best way because people are
  individuals with different aims/objectives/needs
• Theories of motivation offer a guide - not a
  definitive course.

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TEAM WORKING

• Modern industry tends to produce high value
  goods
• High value goods are costly to develop
• Emphasis is on reducing time and cost of
  development
• Solution is concurrent engineering a.k.a.
  multi-disciplinary teams
• Most models focus on roles

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TEAMS FOR REAL

• Best used for tasks like
• Competitive Environment
• Action
• Change
• Not suitable for humdrum
• Teams tend to be short-lived
• Belbin can be used to
• Select members of team
• Select new recruits
• Identify areas of weakness

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Current practice

• use design-lead, multi-disciplinary teams
• Concepts quickly assessed for practicability
• Prototypes can be produced quickly
• Modifications stick to design brief philosophy
• Product reaches market more rapidly
• Development costs reduced

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MANAGING A TEAM

• Groups take on an identity
• c/f Soccer teams, family, politics
• Have a set of needs
• job to do, survival, coherent, develop ideas,
  come to conclusions

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In industry/commerce this means

• Focused objectives
• Finding solutions
• Selecting a solution
• All groups agree on solution
• Members can be replaced as required
• In addition these groups have to justify the use
  of resources to others as well as the members.
• NB All groups must be united in order to
  function.
• If we do not hang together we will assuredly
  hang separately

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WHAT HAPPENS IN A GROUP ?

• To meet its needs a group will
• (1) Set standards of behaviour (norms)
• Jargon (them us)
• Preserve group hierarchy
• Reduce anxiety/give protection

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• (2) Develop a belief value system
• Encourages norm opinions
• NB The norm can be unorthodox !
• Leads to a culture feel
• (3) Select a leader
• Can be one person, committee or change to suit
  situation.
• Selected by respect replaced by respect being
  lost.
• Very common to have a main leader so others may
  lead by consent of the boss