Western Management Practices Module 1

1. Western Management Practices Module 1 What Management Is

2. Class Suggestions • You will be expected to share your experiences and ideas with the class as a whole. We will learn from each other. • The only «bad» question is an unasked question. • Don’t feel uncomfortable asking questions - it’s how to learn. • We certainly intend to ask you questions. • We will frequently ask you to read or work on a hypothetical business situation. These we call «cases». We will expect you to share your thoughts and ideas on the cases with the class. • We may want you to discuss openly in the class issues which you we have experienced at your enterprises and/or clients. If this represents a problem, please, let us know.

3. Agenda • Introductions • Syllabus • Definition of Management • Management Styles and Theories • Motivation • Managing Yourself • Management Activity • Conclusions

4. Introductions • Name • Background • Something interesting about yourself • What do you hope to learn from our classes?

5. Syllabus • Feb. 24th – guest speaker, Charlotte Siggins, a former city attorney from San Francisco. Has provided strategic planning for several NGOs. • March 3rd – guest speaker, Edwin Patout,

6. What Management Is • What are some examples of bad management? • What are some examples of good management?

7. What Management Is Management is the process of getting activities completed efficiently and effectively with and through other people. Management functions: • Planning • Organizing • Staffing • Directing • Coordinating • Reporting • Budgeting (Gulick & Urwick 1937. Papers on the Science of Administration)

8. What Management Is Management roles: • Interpersonal roles - Figurehead, Leader, Liaison • Informational roles - Monitor, Disseminator, Spokesperson • Decisional roles - Entrepreneur, Disturbance handler, Resource allocator, Negotiator (Mintzberg 1973. The Nature of Managerial Work)

9. Management Styles and Theories:Authoritative vs. Participative Soft-Skilled Management • Managing by Coaching and Development (MBCD) • Management by Consensus (MBC) • Management by Interaction (MBI) • Management by Walking Around (MBWA) Hard-Skilled Management • Management by Competitive Edge (MBCE) • Management by Exception (MBE) • Management by Objectives (MBO) Managing Change • Management by Matrices (MBM)

10. Management Styles and Theories Managing Resources • Management by Information Systems (MBIS) Managing Leaders – “Real” Leading Managing Expectations – Strategizing Managing Complacency – Delegating

11. The Managerial Grid

12. Motivation • Maslow’s Hierarchy of Needs • Actualization • Status (Esteem) • Love/Belonging • Safety • Physiological

13. Maslow’s Hierarchy of Needs Maslow writes the following of self-actualizing people: • They embrace the facts and realities of the world (including themselves) rather than denying or avoiding them. • They are spontaneous in their ideas and actions. • They are creative. • They are interested in solving problems; this often includes the problems of others. Solving these problems is often a key focus in their lives.

14. Maslow’s Hierarchy of Needs • They feel a closeness to other people, and generally appreciate life. • They have a system of morality that is fully internalized and independent of external authority. • They judge others without prejudice, in a way that can be termed objective. In short, self-actualization is reaching your fullest potential.

15. Hertzberg’s Two Factor Theory Motivation Factors Include (in order of importance): • Achievement • Recognition • Work itself • Responsibility • Advancement • Growth

16. Hertzberg’s Two Factor Theory Hygiene Factors include (in order of importance): • Company policy and administration • Supervision • Relationship with supervisor • Work conditions • Salary • Relationship with peers • Relationship with subordinates • Personal life • Status • Security

17. Hertzberg Conditions The combination of hygiene and motivation factors can result in four conditions. • High Hygiene / High Motivation: The ideal situation where employees are highly motivated and have few complaints • High Hygiene / Low Motivation: Employees have few complaints but are not highly motivated. "The job is a paycheck" situation

18. Hertzberg Conditions • Low Hygiene / High Motivation: Employees are motivated but have a lot of complaints. A situation where the job is exciting and challenging but salaries and work conditions are inadequate. • Low Hygiene / Low Motivation: The worst situation. Unmotivated employees with lots of complaints.

19. 3 Management Suggestions Hertzberg suggested three ways that Management should rearrange work so that motivator factors can take effect: • Job Enlargement - Giving employee a wider range of tasks. • Job Enrichment - Giving the employee greater responsibility and scope to make decisions. • Job Rotation - Rotating the work in which employees carry out. Job enrichment remains the key to designing work that motivates employees.

20. Managing Yourself • Understanding yourself and others • Myers-Brigg Type Indicator – over 50 years of Research and nearly 5 million respondents http://www.keirsey.com/Ukrainian.html • E or I • S or N • T or F • J or P

21. 4 Temperaments and MBTI • Keirsey’s four "Temperaments": SP - Artisan; SJ - Guardian; NF - Idealist; and NT - Rational. • ISTJ Inspector • ISFJ Protector • INFJ Counselor • INTJMastermind • ISTP Crafter • ISFP Composer • INFP Healer • INTP Architect • ESTP Promoter • ESFP Performer • ENFP Champion • ENTP Inventor • ESTJ Supervisor • ESFJ Provider • ENFJ Teacher • ENTJ Field Marshal

22. Management Activity • Build the strongest or tallest Tower

23. Conclusions • Personal Management • Motivation of Others • Ability to Lead • What type of manager are you? • Are you a leader?

24. Q&A Questions?