Managing People

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Managing People Organizations Fall 2008

• Closing Thoughts

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Managing People Organizations

• I learned that the topics we have discussed
  throughout this class are 100 applicable to
  business situations. They are not merely theories
  that are discussed and come into play every once
  in a while. Rather the ideas from this course are
  important in every step of our lives, whether at
  work or in our personal life. I learned the
  importance of taking these ideas seriously and
  how doing so has a direct correlation to success

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Managing People
OrganizationsWhat We Accomplished in Seven Weeks

• We observed seven successful executives, with
  different styles who reinforced the importance of
  managerial skills
• We spent a day at the Outward Bound School
  focusing on teamwork
• We completed four exercises, which reinforced
  lessons on personality, teamwork, communications
  and structure
• We shared ownership of the class through student
  led discussions
• Short lectures reinforced the topics we covered
• We read 100 articles that provided context for
  our classes

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Managing People Organizations

• Trust, Ethics, Integrity - Miles Arnone
• Knowledge yields both power and responsibility
  and that absence of knowledge is not an excuse
  for making a poor ethical decision"
• Managers have a social responsibility to conduct
  their business with partners who adhere to
  similar ethical values and standards"
• He conveyed how he takes his own personal core
  values, and makes them a large part of how he
  does his daily job

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Managing People Organizations

• Core Values - Ralph Folz, Core Values Essay
• "You are your core values, and your core values
  are you." Ralph Folz
• If Ralph Folz taught me anything today, it is
  that an organization can be run, and run well, in
  accordance with a set of core values that are not
  just a slogan. They are in the culture of his
  firm, and are considered with every decision that
  is made.
• Core values are a company's cultural foundation
  that reflect upon every action taken by the
  company

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Managing People Organizations

• Organizational Culture Frank Ollington
• Values are the foundation and need to be
  written, spoken, talked about, and clear. I know
  now not to judge a company or a person by the 1st
  interview or meeting.
• Organizational culture is the way people in an
  organization work together to collectively solve
  problems. Core values are the foundation for
  organizational culture and a good organizational
  culture is the foundation for the success of a
  company. 

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Managing People Organizations

• Understanding Individual Differences
• (Problem Solving Exercise, Myers-Briggs)
• Working in homogenous groups reduces process loss
  but results in narrow solutions
• Personality data provides insights about others
• Cognitive differences represent only one
  dimension of individual differences

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Managing People Organizations

• Teamwork
• (Wilderness Exercise, Outward Bound)
• Assign clear roles and responsibilities,
  establish group norms
• Set clearly defined deliverables and target dates
• Work together to accomplish goals and leverage
  core competencies of the team
• Companies are looking for team players
• Communicate openly and honestly

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Managing People Organizations

• Communication
• (Active Listening, Behind the screen exercise)
• If employees or other target audience members
  don't hear and act upon the message, then it was
  never really communicated in the first place
• We have to learn how to persuade people, be
  brief in our communications, and develop the
  skill of telling stories to touch people's
  emotions and connect to them
• Communication is getting people to do things

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Managing People Organizations

• Motivation Tony DaDante
• There is no one magic recipe. We have to work
  hard to find the best motivational technique on a
  case by case basis.
• Motivation is probably the most difficult skill
  for a manager to master.  It is through practice
  that a manager becomes good at motivating and
  inspiring people
• Everyone has the same doubts about themselves as
  managers and my own doubts are normal. Becoming a
  good manager is a learning process that takes
  time and dedication but it can be achieved

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Managing People Organizations

• Organizational Structure
• (Words in Sentences/Paper Tower)
• Align structure with strategy, markets/customers
• Evaluate structure routinely and whenever
  material events occur
• Align reward structure (and culture) with
  organizational structure to eliminate silos

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Managing People Organizations

• Social Networks Cindy Brown
• Although it is good to meet people, it is more
  important to make those connections meaningful.
  Given that time is a precious resource, it is
  beneficial to examine your contacts to see which
  are important and which clog up your network.
• Networking is something you have to work at, it
  can take a great deal of time and it can be more
  important than statistics and accounting
  combined.

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Managing People Organizations

• Management Howard Kogan
• I think that the ability to see yourself, to
  know your limitations, and to know when you have
  made a mistake is priceless
• We all have the ability to do great things, we
  just need to be able to see this in others, and
  help them bring that out in themselves

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Managing People Organizations

• Leadership
• Your leadership style will change depending on
  the situation and people involved. Sometimes you
  have to be coercive, and other times it makes
  sense to be more democratic.
•  An effective and powerful leader is one who
  gets the support of his followers because they
  want to follow not because they have to.

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Managing People Organizations

• "Your time is limited, so dont waste it living
  someone elses life. Dont let the noise of
  others opinions drown out your own inner voice.
  And most important, have the courage to follow
  your heart and intuition. They somehow already
  know what you truly want to become. Everything
  else is secondary." Steve Jobs