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MGTC 30300

MGTC 30300. MANAGEMENT COMPETENCIES Fall 2012 Professor Timothy A. Judge Class 9 September 19, 2012 . Please Sit with Your Group Project Team For next few classes (today you will have to move for group discussion). Yellow Team. Green Team. Purple Team. Blue Team. Grey Team.

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MGTC 30300

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  1. MGTC 30300 MANAGEMENT COMPETENCIES Fall 2012 Professor Timothy A. Judge Class 9 September 19, 2012

  2. Please Sit with Your Group Project TeamFor next few classes (today you will have to move for group discussion) Yellow Team Green Team Purple Team Blue Team Grey Team

  3. While I Set Up… • Turn in Readings summary for Chapters 6 & 7 • Turn in Writing a Memo Assignment

  4. Class #9Section 1Review and Introduction

  5. Class 9Wednesday, September 19, 2012 • Learning goals • Reflect on our communication tendencies • Develop strategies for motivating others

  6. INNER PRIVATE SELF Animus OUTERPUBLIC SELF Persona • Understanding • YOURSELF • Knowing Yourself • Managing Yourself • Reading and Managing Emotions • Deciding/Solving • YOURSELF • Analyzing Effectively • Prioritization, Delegation, and Administration • Thinking Creatively • Making Ethical Decisions • Managing/Leading • YOURSELF • Self-presentation (e.g., • interviews) • Motivating • Leading and Following Personal (Work) and Professional (Life) Skills • Well-Being • Eudaimonia (Aristotle) • Hedonia (Epicurus) • Wholeness (Jung) • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Deciding/Solving • WITH OTHERS • Making Decisions in Groups • Problem-Solving in Groups • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict Contribution to OTHERS Do you contribute to the lives of others? In what ways? FUNDAMENTAL APPLIED

  7. INNER PRIVATE SELF Animus OUTERPUBLIC SELF Persona • Understanding • YOURSELF • Knowing Yourself • Managing Yourself • Reading and Managing Emotions • Deciding/Solving • YOURSELF • Analyzing Effectively • Prioritization, Delegation, and Administration • Thinking Creatively • Making Ethical Decisions • Managing/Leading • YOURSELF • Self-presentation (e.g., • interviews) • Motivating • Leading and Following Personal (Work) and Professional (Life) Skills • Well-Being • Eudaimonia (Aristotle) • Hedonia (Epicurus) • Wholeness (Jung) • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Deciding/Solving • WITH OTHERS • Making Decisions in Groups • Problem-Solving in Groups • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict Contribution to OTHERS Do you contribute to the lives of others? In what ways? FUNDAMENTAL APPLIED

  8. INNER PRIVATE SELF Animus OUTERPUBLIC SELF Persona • Understanding • YOURSELF • Knowing Yourself • Managing Yourself • Reading and Managing Emotions • Deciding/Solving • YOURSELF • Analyzing Effectively • Prioritization, Delegation, and Administration • Thinking Creatively • Making Ethical Decisions • Managing/Leading • YOURSELF • Self-presentation (e.g., • interviews) • Motivating • Leading and Following Personal (Work) and Professional (Life) Skills • Well-Being • Eudaimonia (Aristotle) • Hedonia (Epicurus) • Wholeness (Jung) • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Deciding/Solving • WITH OTHERS • Making Decisions in Groups • Problem-Solving in Groups • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict Contribution to OTHERS Do you contribute to the lives of others? In what ways? FUNDAMENTAL APPLIED

  9. INNER PRIVATE SELF Animus OUTERPUBLIC SELF Persona • Understanding • YOURSELF • Knowing Yourself • Managing Yourself • Reading and Managing Emotions • Deciding/Solving • YOURSELF • Analyzing Effectively • Prioritization, Delegation, and Administration • Thinking Creatively • Making Ethical Decisions • Managing/Leading • YOURSELF • Self-presentation (e.g., • interviews) • Motivating • Leading and Following Personal (Work) and Professional (Life) Skills • Well-Being • Eudaimonia (Aristotle) • Hedonia (Epicurus) • Wholeness (Jung) • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Making Effective Presentations • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Deciding/Solving • WITH OTHERS • Making Decisions in Groups • Problem-Solving in Groups • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict Contribution to OTHERS Do you contribute to the lives of others? In what ways? FUNDAMENTAL APPLIED

  10. INNER PRIVATE SELF Animus OUTERPUBLIC SELF Persona • Understanding • YOURSELF • Knowing Yourself • Managing Yourself • Reading and Managing Emotions • Deciding/Solving • YOURSELF • Analyzing Effectively • Prioritization, Delegation, and Administration • Thinking Creatively • Making Ethical Decisions • Managing/Leading • YOURSELF • Self-presentation (e.g., • interviews) • Motivating • Leading and Following Personal (Work) and Professional (Life) Skills • Motivating Others • Leading and Following • Well-Being • Eudaimonia (Aristotle) • Hedonia (Epicurus) • Wholeness (Jung) • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Making Effective Presentations • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Deciding/Solving • WITH OTHERS • Making Decisions in Groups • Problem-Solving in Groups • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict Contribution to OTHERS Do you contribute to the lives of others? In what ways? FUNDAMENTAL APPLIED

  11. Class #9Section 2Motivation

  12. What Is Motivation? • How would you define motivation? • Why does it matter? • What is a behaviorist approach to motivation? Does it work? • How does a competent manager motivate?

  13. Does Work Motivate? If you had a couple of extra hours in a day, how would you spend them?

  14. Class #9Section 3Video: The Work Zone Motivation 14

  15. Feedback Goal Commitment Factors Affecting Goal Setting Success Specific Goals Difficult Goals Goal Setting Theory Participation

  16. How Does Goal Setting Work? Attention Effort Goal-setting process Performance Strategies Persistence

  17. 100 94 90 Performance at goal was sustained seven years after the goal was first set 80 Percentage of Maximum Weight Carried on Each Trip 70 There was drastic increase in perf- ormance after a goal was set 60 50 1 2 3 4 5 6 7 8 9 10 11 12 Seven Years Later Before Goal After Goal Four-Week Periods Effect of Goals on MotivationStudy at Weyerhauser Percentage of maximum weight carried on each trip

  18. Feedback and Goal Setting High Feedback + goal setting + incentives (530) Feedback + goalsetting (520) 500 400 Feedback and goal setting improved group effectiveness even more Feedback (380) 300 Mean Group Effectiveness Index Baseline (before feedback) (108) Feedback improved group effectiveness 200 100 Low 1-9 10-14 15-19 20-24 Time (in months)

  19. Managerial Applications • Stretch targets are goals that are considered “virtually unattainable” • Pioneered by Jack Welch and now used by many companies (sometimes misused) • Stretch targets must be accompanied by autonomy and resources • When targets are attained, rewards must be shared (rewards and goals must be aligned)

  20. Research Support • 99/110 studies showed that hard, specific goals produce greater performance than medium, easy, do-your-best, or no goals • Average productivity improvements: • 8.9% for hard, specific goals • 17.5% for hard, specific goals with feedback • Where to set goals? • At the maximum level that employees will accept and commit to

  21. Discussion Questions • Are there limitations to the effectiveness of goal-setting? • What are the effects on individuals? • What about intrinsic motivation— • Does it have advantages (or disadvantages) relative to goal-setting motivation? • How to increase intrinsic motivation?

  22. Class #9Section 4Goal-Setting Exercise #2: Brainstorming 22

  23. Brainstorming Exercise • Follow instructions on sheet • Do not look at others’ sheets • You have one minute to read and 3 minutes to write • Start now • When finished, turn in sheet to Prof. Judge

  24. Motivation • What does this exercise tell you about human motivation? • Does quantity equal quality? • How important is intrinsic motivation—and how can it be increased?

  25. Class #9Section 5Goal-Setting Exercise #1: Cartoon Group 27

  26. Cartoon Group Exercise • See teams on next slide • You have 2 minutes to write down ideas and your group has 5 minutes to complete its work • Start now • When finished, turn in sheet to Prof. Judge

  27. Class #9Section 6Class Matters 30

  28. Ten minutes for meeting with your project group • Keep in mind your first group project is due on October 24 – Extra Credit Viande Foodservice Project • Formal Group Project and Presentation are due November 14

  29. Upcoming due datesAll instructions are on website • October 8 – Collecting No’s Assignment due • October 24 – Group Extra Credit Viande Foodservice Project due • October 29 – Personal Development Plan due

  30. Next class (Monday, September 24) • Me • An exercise • Oriented toward learning objective: • Prioritization, delegation, and administration • You • Write in your journal! • I suggest you give the assignment and spreadsheet a 30-minute read before class

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