What do managers need to develop?

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What do managers need to develop?
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Employers ratings of the importance of candidate
skills

• Ability to work in a team structure 4.60
• Ability to verbally communicate with persons
• inside and outside the organization 4.59
• Ability to make decisions and solve problems
  4.49
• Ability to obtain and process information 4.46
• Ability to plan, organize and prioritize work
  4.45
• Ability to analyze quantitative data 4.23
• Technical knowledge related to the job 4.23
• Proficiency with computer software programs
  4.04
• Ability to create and/or edit written reports
  3.65
• Ability to sell or influence others 3.51

National Association of Colleges and Employers
NACE Research Job Outlook 2012
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employers seeking attributes on candidates
resume

• Ability to work in a team 79.8
• Leadership 77.2
• Communication skills (written) 75.6
• Problem-solving skill 74.1
• Strong work ethic 73.1
• Analytical/quantitative skills 72.0
• Communication skills (verbal) 67.4
• Initiative 65.3
• Technical skills 61.1
• Detail-oriented 57.5
• Flexibility/adaptability 56.0
• Computer skills 55.4
• Interpersonal skills (relates well to others)
  54.9
• Organizational ability 50.8
• Strategic planning skill 29.0
• Friendly/outgoing personality 29.0
• Creativity 22.3
• Entrepreneurial skills/risk-taker 21.8
• Tactfulness 21.2

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Soft skills vs. Technical Skills

• When compared to technical skills there bigger
  gaps in satisfaction vs. importance in the areas
  of
• interpersonal skills,
• communication skills,
• Employers satisfied with the level of hard
  skills, but not satisfied with the level of
  soft skills of college graduates (NACE, 2010).
• More managers are fired for their lack of soft
  skills than for lacking technical skills.
• Most managers fail because
• they have bad judgment,
• cant build teams,
• have troubled relationships,
• Cant manage themselves
• Learn from their mistakes.

Hogan, J., Hogan, R., Kaiser, R. B. (2010, p.
3). www.hoganassessments.com/_hoganweb/documents/
Management_Derailment.pdf
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Key Skills/Competencies

• Intrapersonal Skills
• Interpersonal Skills
• Leadership Skills
• Business Skills

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How Competencies are Learned

• Intrapersonal Skills
• Interpersonal Skills
• Leadership Skills
• Business Skills

Simulations/Role plays
Self Awareness Inventories
Readings
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Define learning

• Types of Learning
• Acquire a new/enhanced mental model
• Changes in behaviour (or behavioural capacity)
• What is learned
• Evaluate mental models of self and others
  expectations of self
• How mental models are expressed in behaviours

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Examples of Intrapersonal Skills

• Self Esteem
• Self confidence,
• Self Control
• Restrain impulses, stay focussed, follow routines
• Attitudes toward authority
• Follow rules and respect procedures, ease of
  supervision

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Examples of Interpersonal SkillsInitiate, build,
maintain

• Social Skills
• Put oneself in the place of another person and
  try to understand what the person expects in an
  interaction
• Self-monitoring
• Incorporate information about other persons
  expectations in ones subsequent behaviour
• e.g., Regulating oneself when interacting with
  supervisor
• Self Control
• Stay focused on the other persons expectation
• E.g., supervisors expectation of being treated
  with respect

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Examples of Leadership Skills

• Motivating subordinates
• Performance feedback
• Goal setting
• Building positive relationships with each team
  member
• Developing communicating vision
• Goal setting
• Persuasion
• Using charisma to project vision
• Persistence
• Part of self-control

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Examples of Business Skillssome already covered
in other classes

• Negotiation
• E.g., Salary packages, Business contracts
• Decision Making Problem Solving
• Budgeting, Cutting costs, Organizing reports
• Planning
• Forecasting costs and revenues
• Evaluating Performance
• HR
• Business strategy
• Profitability, good customer service

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Methods of Evaluation

• Class Participation
• Worth 15
• Class Discussion
• coupon
• Preparation for class (exercises role plays)
• Credit /no credit
• Attendance (randomly assessed)

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Methods of Evaluation

• Assignment 120
• Assignment 2 30
• Analysis of weakness
• Plan for change
• Assessment of change
• Conclusion

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Methods of Evaluation

• Final exam35
• Short answer questions based on
• Debriefing questions
• Reflection on role play experiences
• Readings (book chapters, journal articles)

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My availability

• By appointment in person on
• Wednesdays 2p and 530-630p,
• Tuesdays 12-1p
• On skype/telephone by appointment on
• Thursdays Friday 930a-430p
• On email phanira_at_utsc.utoronto.ca
• turnaround- 24 hours during weekdays
• Turnaround on Mondays if emailed on Friday

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Your current network

• Think about who you know, at this time, who might
  help you in any way in the business world.
  Include relatives and friends. Draw this network
  by putting yourself at the center of a page, and
  then arranging the contacts around you. Follow
  these guidelines
• The ones you put closest to you should be those
  you can contact by phone pretty much any time.
• Those farther away should be those whom you would
  contact by phone only during business hours.
• If you need to go through a third party to get to
  a contact (for example, if you need to ask one
  party to mention you to another party before you
  would call them), draw an arrow from the closer
  contact to the more remote contact.
• Describe your network orally to the class.
• How many people are in your network? How
  influential are they? How helpful would they be,
  really? How exactly might they help you?

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Your ideal network

• Now imagine and draw your ideal business network.
  Begin by thinking about exactly how people in a
  network could help you reach your career goals,
  and then figure out what types of people can fill
  the positions. You do not need to have specific
  people in mind.
• E.g. You might include Someone with contacts in
  x industry and Someone who knows me well enough
  to give a thorough recommendation to an
  employer.
• Describe your ideal business network

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Class Discussion

• What does a really good business network look
  like?
• How do you create one?
• How do you maintain it over time?

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Developing a professional network

• Effective networks are broad rather than deep
  identify and get to know people who are
  especially well-connected. While mentors have a
  relationship with you, well-connected people (who
  may or may not be mentors to you) have
  relationships with lots of others.
• Dont rely on the Internet. Although the Web is
  useful as a networking tool for information
  technology workers, it would be very weak for
  those in research and development.
• Go out of your way to strengthen any weak ties
  you have with others. This is because it is
  actually better to have a lot of weaker
  connections than fewer strong connections that
  may not pan out.
• Keep in touch over time, with everyone from
  college friends and professors to members of
  professional societies. You never know who may
  be able to help you.

J. M. Levine and R. Cassidy, The One Sure Way to
Land Your Dream Job, RD Magazine 41 (10),
September 199914SE-16SE M. Granovetter, The
Impact of Social Structure on Economic Outcomes,
Journal of Economic Perspectives 19 (1) Winter
200533-50.