Effective Management

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Effective Management

• SI505
• Prof. M. Holland

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Management defined

• getting work done through others
• the art of determining staff needs
• 3M men, money, materials (and information!)
• a process by which goals are accomplished through
  the coordinated efforts of people

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Managers before they knew it

• Great Pyramid of Pharaoh Cheops, Egypt
• 100,000 men, 30 years, 12 hr/days
• 2,300,000 blocks, 2 1/2 tons each, 36/hour
• Prescientific management, 1776-1886
• transfer work from crafts to machines
• productivity increase, price drop, consumption
  growth
• railroads demand management
• 750,000 workers in 1890

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Engineering is mother discipline of management

• Frederick Taylor, father of scientific
  management, developed measures of work
• Principles of scientific management
• clearly stated laws, rules and principles to
  replace old rules of thumb
• careful selection, training and development of
  workers
• cooperation with workers to ensure all work
  performed is done using scientific principles

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Fayols General Framework for Operational
Management

• planning
• organizing
• staffing
• controlling
• leading

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Human Relations in Management, 1927-Present

• Hawthorne studies
• 1. Illumination no relationship with
  productivity
• 2. Relay-assembly
• supervisory style less restrictive, more friendly
• controls less stringent
• group formation resulting in cohesion
• job satisfaction due to ego involvement in work

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• Hawthorne Studies
• 3. Bank-Wiring analysis of spontaneous
  behavior of work group
• rate-busters exceed fair days work
• rate-chiselers work below fair days work
• never be a squealer
• dont maintain social distance

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Results of Hawthornes Studies

• workers are not motivated solely by money
• individual attitudes influence employee behavior
• supervision affects satisfaction and productivity
• informal groups have influence

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Empirical Approach Distilling Basics

• studies specific cases and derives underlying
  causes
• strategic management taught in this way
• international perspective added
• theory empirical method
• problem situations differ difficult to find
  principles

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Systems Thinking Not a Separate Approach

• basic systems theory applied so that throughput
  and process are viewed as a continuum
• theory systems theory applied to organization
• problem analysis of parts to whole should be
  integrated in all theory

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Situational and Contingency Approaches Not New
or Separate

• these approaches to management are now viewed as
  important because they distinguish the art of
  management (from the science of systems)
• could be called reality-based management!

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Situational and Contingency Approaches

• theory contingency planning/management
• problem can be complex difficult to determine
  all relevant factors and show relationships

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Confluence of Motivation and Leadership Theory

• leadership research and theory find that people
  tend to follow those who offer them a means of
  satisfying their own desires. Thus, leadership
  is increasingly related to motivation

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Confluence of Motivation and Leadership Theory

• implied by research effective leaders design a
  system that takes into account
• the expectations of subordinates
• the variability of motives between individual
• the factors specific to a situation
• the need for clarity of role definition
• interpersonal relations and types of reward

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Motivation and Leadership Theory

• theory interpersonal behavior approach
• problem ignores planning, organizing and
  controlling more than psychological training
  needed to manage/lead

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Organizational Development

• O.D. and organizational behavior come from
  interpersonal and group behavior approaches to
  management
• studying the elements of group operations must be
  linked to study of organizational structure,
  design, staffing, planning and control

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O.D.

• theory cooperative social systems
  socio-technical systems decision theory
• problems theories either too broad or too
  narrow many apply only to certain categories of
  workers (e.g., blue collar and office)

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Impact of Technology

• an old problem, with continuing interest to
  researchers
• theory mathematical or management science
  approach
• problem many aspects of management cant be
  modeled

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Merger of Theory and Practice

• 7-S framework for management analysis proposed by
  McKinsey Co
• an operational, or management process, model
• problem imprecise terms

Strategy Structure Systems Style
Staff Shared Values Skills
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Buzz theories

• TQM total customer satisfaction
• Just-in-time eliminate costly inventory
• Reengineering look at the result and
  retro-organize
• Learning organization continuous improvement
• Theories X, Y, Z, J.
• Natural science applied to organization
• chaos, complexity, evolution

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Ten most frequently cited skills of effective
managers

• verbal communication (including listening)
• managing time and stress
• managing individual decisions
• recognizing, defining and solving problems
• motivating and influencing others

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Ten most frequently cited skills of effective
managers

• delegating
• setting goals and articulating a vision
• self-awareness
• team building
• managing conflict

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Three notable characteristics of these skills

• the skills are behavioral, not personality
  attributes or stylistic tendencies
• they can be learned
• the skills may seem contradictory or paradoxical
• a variety of types are skills are present
• the skills are interrelated, overlapping
• conclusion multiple skills permit flexibility

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Sorted another way, these skills are...

• participative and human relations (supportive
  communication teambuilding)
• competitiveness and control (assertiveness
  power influence skills)
• innovativeness and entrepreneurship (creative
  problem solving)
• maintaining order and rationality (managing time
  decision making)

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Improving management skills

• social learning theory conceptual knowledge
  with practice and application of observable
  behaviors
• on the job supervisory training programs
• mentorship

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At a practical level, given...

• new equipment, skills training, management
  training
• workers consistently show that training-performanc
  e relationship is positive and statistically
  significant
• management training makes the most positive
  contribution, followed by skills training and
  then new automation
• often low-tech offices outperform high-tech ones
  because of good management

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Its their job!
ADMINISTRATORS
vision
MANAGERS
people skills
SUPERVISORS
technical skills
WORKERS
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Its their job!
ADMINISTRATORS
planning, conceptualizing, articulating
MANAGERS
organizing, analyzing
SUPERVISORS
leading, motivating
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Its their job!
ADMINISTRATORS
innovate
SUPERVISORS
participate
seize the moment
WORKERS
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Leave management to the MBAs? No way!

• Survey of 110 Fortune 500 CEOs
• 87 satisfied with level of competence and
  analytic skills of MBA
• 68 with conceptual skills
• 43 with management skills
• 18 with interpersonal skills

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Knowledge Management

• Accessing, evaluating, managing, organizing,
  filtering and distributing both external and
  internal info in a manner that is useful to end
  users
• Capturing and sharing the internal knowledge
  generated by a firm--its best thinking on
  products, customers, competitors, and processes
• Combining information retrieval, networking, and
  workflow technology

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So, what it KM?

• Shift from power-by-position to power-by-knowing
• User-centered designan information collaboratory
  within an organization designed for, and by,
  users
• Goal make users self-sufficient.and more!

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Knowledge management is a collaborative work
environment in which an individuals knowledge
is automatically collected, structured and made
accessible organization-wide in order to support
rapid decision-making and reduce duplication of
effort. The goal isnt to capture all knowledge
in peoples heads rather, its to do a better job
of using individuals knowledge to run the
business more effectively. Ian Hersey,
Inxight Software A Xerox New
Enterprise Company
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And, it includes

• Design of system requirements documents
• building knowledge maps that cluster documents in
  logical and hierarchical structures
• Infrastructure development
• Internet, global access, 24-hour support
• Technical communication
• knowledge extraction

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• Business analysis
• providing cost-effective access
• Product creation, usually in 3-6 month timeframe
• building new systems and services to match
  current technology with user needs
• End user training
• for capture/input and use

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Consider this

• Libraries as centers or creators of KM
• Archives as centers or creators of KM
• KM is a label for digital organization and
  management applied to an organization a search
  for order!

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Planning

• The process of establishing the goals of an
  organization and selecting a future course of
  action for their accomplishment

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Planning Model
Best
External
Goals, Objectives Strategies
Imple- ment
Jeopardy Assess- ment (SWOT)
Eval- uation
M
Internal
Worst
Iterate activity
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Why Plan?

• Offset uncertainty and change
• Set constraints
• Establish priorities for funding and action
• Establish measurable goals
• Clarify assignment responsibility
• Orient an organization toward the future

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Stated differently

• What must we start doing or do more of
• What therefore must we stop doing
• Adopt value principle If an activity is valued
  by stakeholders, they will fund it it they wont
  fund it, they cant value it at the level of
  products or services which ARE funded

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Types of Plans

• Functional (marketing, finance, public service
  unit)
• Period of time (short vs. long)
• Frequency of use (standing vs. single use)
• standing
• repeated use
• policies, procedures, rules
• single use
• budget, programs, projects

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Six Planning Components

• mission
• target group
• goals and objectives to fulfill mission and serve
  target group
• products, programs and services offered and
  priorities amongst them
• environment in which product or service will be
  rendered
• comparative advantages sought by
  organization/corporation over competitors

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How long is long?

• The length into the future of an organizations
  fixed commitments
• The degree of uncertainty associated with the
  future
• Lead time to bring a new product or service to
  the customer/client

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Who Plans?

• top down
• strategic planning determination of major,
  long-term future-oriented objectives with
  resources placed appropriately to achieve those
  objectives
• bottom up
• permits employee-empowered ideas to surface and
  staff to buy-in to process
• everyone
• planning means movement and change individuals
  much re-align their activities

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Strategic Thinking and Planning

• Perception Take stock, identify other players
• Preoccupation Identify stakeholders and
  understand their priorities and plans
• Product, Place, Price Create products to match
  the priorities
• Press, Promotion and Pushing communicate to
  stakeholders
• Probing and Polishing getting and using feedback

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Mission Statement

• The mission of the Sunnyvale Public Library is to
  provide information and resources to the
  individuals of our area so that they may pursue
  their personal and professional goals. To meet
  users intellectual, educational and recreational
  information needs, the library will strive to
  provide access to a wide variety of print and
  non-print materials, programs and services,
  utilizing appropriate formats and technologies.

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Goals Foundation of Planning

• Goals and objectives
• predetermined
• measurable
• concrete
• time dependent
• assign responsibility
• do-able

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Furthermore, goals provide

• guidelines for action
• constraints
• source of legitimacy
• performance standards
• source of motivation

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Druckers Eight Key Result Areas

• market share
• increase market share from 15 to 25 in 2 years
• innovation
• become the leading information supplier to public
  schools in 3 years
• productivity
• process 40 more urls/day without adding staff

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• physical and financial resources
• increase monthly cash flow by 3 in 3 months
• profitability
• achieve an 18 ROI in 2 years
• manager performance and development
• sponsor 4 in-house training programs for all
  managers, annually

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• employee performance and attitude
• maintain current levels of employee satisfaction
  through 1999
• social responsibility
• act affirmatively in every new hire during 1999

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Three conclusions regarding key results areas

• organizations must pursue multiple goals
• organizations must balance competing goals
• organization goals may serve more than one end

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Management by Objective (MBO)

• Central idea mutual setting and acceptance of
  objectives will elicit a stronger employee
  commitment than top-down imposition
• Increased commitment should lead to improved
  performance

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Example

• Goal By June 1, 2000, all Sunnyvale 3-5th
  graders will be familiar with the library
  services for middle-elementary children.
• Obj Children will demonstrate their expertise
  in using the networked catalog to locate
  materials on global warming in the Sunnyvale and
  Cloudyhill collections.

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• Action Plan Michael Kidd, childrens librarian,
  will contact each grade room teacher and arrange
  for class training visits by November 30, 1999
  visits will begin after Jan. 1, 2000
• Michaels assistant will prepare training
  materials for library visits by December 1 for
  review with reference staff at their Dec. 7, 1999
  meeting

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MBO, a mutual process of goal setting

• Discuss job requirements
• Develop performance objectives
• Discuss the objectives
• Determine checkpoints
• Evaluate results

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Why goal-setting?

• theory that individual performance is directly
  regulated by goals the individual is trying to
  achieve. The higher the reachable challenge, the
  higher the performance

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Benefits of MBO

• Improved communication between employee and
  manager on job content and relative importance of
  major duties
• Improved utilization of human and material
  resources
• Improved employee development and performance
• Explicit criteria for evaluation
• Rational overall planning process

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Problems with MBO

• Objectives may be poorly defined
• Objectives may be stifling or inappropriate
• Objectives may be ignored or improperly evaluated
• Objectives may cause overemphasis on paperwork
  and prove time-consuming

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