Welcome to mba 510a intro to mgmt leadership and mba survival skills l.jpg
Advertisement
This presentation is the property of its rightful owner.
1 / 29

Welcome to MBA 510a Intro to Mgmt & Leadership and MBA “Survival” Skills PowerPoint PPT Presentation

Welcome to MBA 510a Intro to Mgmt & Leadership and MBA “Survival” Skills Fall 2007 Professor Kristi Lewis Tyran Professor Kristi Tyran Educational Experiences: Pullman High School University of Washington Bachelor of Science (Psychology) MBA (Finance and Accounting)

Download Presentation

Welcome to MBA 510a Intro to Mgmt & Leadership and MBA “Survival” Skills

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Welcome to mba 510a intro to mgmt leadership and mba survival skills l.jpg

Welcome to MBA 510a Intro to Mgmt & Leadership and MBA “Survival” Skills

Fall 2007

Professor Kristi Lewis Tyran


Professor kristi tyran l.jpg

Professor Kristi Tyran

  • Educational Experiences:

    • Pullman High School

    • University of Washington

      • Bachelor of Science (Psychology)

      • MBA (Finance and Accounting)

    • University of California, Irvine

      • Ph.D. (Organizational Behavior)

  • Work Experiences:

    • Social Worker – Homeless youth and adults, Seattle, WA

    • Vice President – Public Finance & Corporate Lending, Bank of America and Key Bank

    • Professor, Instructor, Consultant – 15 years, 6 at WWU

  • Research: Leadership, virtual teams, emotion

  • Hobbies: Hiking, biking, traveling, reading, gardening, cooking, yoga


Class structure l.jpg

Class Structure

  • Questions and comments are welcome anytime.

    • Your questions will inform the entire class.

  • Take risks –

    • Our goal is to provide a supportive environment to each other.

    • Discussion and Dialogue as a means of communicating.

  • Readings from texts and articles

  • Class Discussion and Discussion Quizzes

  • Class Participation

  • Developing knowledge of your colleagues


Today s agenda l.jpg

Today’s Agenda

  • Introduction to MBA Management and Leadership curriculum

    • What you will be learning throughout your MBA about Management and Leadership

  • Preparing for Self-Assessment

  • Getting to know each other


Class objectives l.jpg

Class Objectives

  • Have an understanding of your own attributes and skills and how these relate to effective management and leadership.

  • Understand a “personal learning” model for skill development.

  • Have a working knowledge of skills and techniques that enhance the effectiveness of teams.

  • Enhance a working understanding of the personal social impact of managerial behavior.

  • Have fun!


How you will learn and demonstrate your learning l.jpg

How you will learnand demonstrate your learning

  • Personal Assessment Profile

    • Self-assessment Surveys

    • Summary of strengths and weaknesses.

  • Personal Mission Statement

    • Time Management Tracking Log

  • Class Participation

    • Discussion Quizzes


Format of class l.jpg

Format of Class

  • Class discussion and lectures

  • Discussion quizzes

  • Experiential exercises

  • Learning from each other

  • Self-assessment and reflection


Why focus on leadership and management in an mba program l.jpg

Why Focus on Leadership and Management in an MBA Program?


Leadership values putting people first l.jpg

Leadership Values:Putting People First

  • Pfeffer and Veiga AME article

    • Background article for Management discipline.

  • Primary “take-aways” from article:

    • Empirical data support our “common sense” about the financial effects of an organization’s culture as reflected in valuing people.

    • Principles and practices that value people pay off in organizational outcomes.


Putting people first critical success factors l.jpg

Putting People First:Critical Success Factors

  • Secure employment

  • Selective hiring

  • Self-managed team design

  • Good compensation

  • Extensive training

  • Minimal status differences

  • Extensive information sharing


Putting people first general implications l.jpg

Putting People First:General Implications

  • There are a number of critical organizational practices through which management and leadership makes a difference.

  • Style (how these are managed) may be as critical as substance (the formal rules) in creating a supportive culture.

  • Paying attention to the “people” side requires taking a long-term perspective.

  • Managers are constantly under short-term performance pressures .


Putting people first implications for managers l.jpg

Putting People First: Implications for Managers

  • Managers are paid for results

  • Management = Getting things done through people(T. George Harris)

  • Successful implementation takes more than cognitive understanding

    • Emotional intelligence plays an important role, too

    • Being proactive means planning and understanding results in taking action!


Journey to success as a manager l.jpg

Journey to Success as a Manager

  • Success requires mastery of multiple domains.

    • Cognitive, technical, emotional, human skills.

  • Two critical domains:

    • Managerial Skills

    • Leadership skills


Leadership vs management l.jpg

Leadership vs. Management

/

  • Effective management = Effective leadership.

  • A manager gets work done through the efforts of other people.

    • Focuses on implementing a vision. Includes planning, organizing, motivating, and controlling. Task-focus

  • A leader creates a vision.

    • Communicates that vision and moves the organization toward that vision. People-focus

      “Managers do things right.

      Leaders do the right thing”

Bennis


The basic managerial skills l.jpg

The Basic Managerial Skills

  • Verbal communication & listening.

  • Self assessment, reflection, and awareness.

  • Setting goals and articulating a vision.

  • Managing meetings and team building.

  • Managing conflict.

  • Managing time and stress.

  • Individual problem solving and decision-making.

  • Delegating.

  • Developing “social capital”.


The basic leadership skills l.jpg

The Basic Leadership Skills

  • How you manage!

    • Style, approach, attitude, emotional intelligence.

  • Motivating and inspiring others to high levels of performance.

  • Effective leaders know how to lead in any given situation, with any given group of individuals.

  • Effective Leadership is very rare – and extremely valuable to organizations.


Where are we going in the mba program l.jpg

Where are we going in the MBA Program?

  • **Success** – how to define?

    • Successful as managers and leaders

    • Successful financially

    • Personally successful

      • Your definition is what matters!

  • Management and Leadership Course Winter 2009 (in 15 months).


Success domains l.jpg

Success Domains

  • Key is Balance

Relationships

Personal

Growth

Work

Spirituality

Material

Wealth

Power

Integrity

Health


The right stuff for managers l.jpg

The “Right Stuff” for Managers

  • IQ – Index of cognitive adaptability

    • Analytical reasoning

    • Creative problem solving

  • Technical Skills

    • Accounting skills

    • Business planning skills

  • EIQ – Index of social and emotional adaptability

    • Ability to manage one’s own emotions

    • Ability to understand social contexts


What do employers look for l.jpg

What Do Employers Look For?

  • National Association of Colleges & Employers (NACE) 2005 skill list:

    • Written and verbal communication skills

    • Honesty/Integrity

    • Interpersonal skills

    • Strong Work Ethic

    • Teamwork – ability to work well with others

    • Analytical skills

    • Motivation/flexibility

    • Computer skills

    • Leadership and organizational skills

Source: NACE Job Outlook 2005 Survey of Employers


Manager leader unsuccess domains l.jpg

Manager/Leader “Unsuccess” Domains

Four enduring themes

1. Problems with interpersonal relationships.

  • Insensitive, abrasive, intimidating style.

  • Cold, aloof, arrogant.

  • Overly ambitious, playing politics.

    2. Failure to meet business objectives.

  • Betray trust of others.

  • Poor performance.

(Van Velsor and Leslie, 1995)


Unsuccess domains van velsor and leslie 1995 l.jpg

“Unsuccess” Domains (Van Velsor and Leslie, 1995)

Four enduring themes (continued)

3. Inability to build and lead a team.

  • Unable to staff effectively.

    4. Inability to develop or adapt (lack of flexibility).

  • Unable to adapt to boss or management team with different style.

  • Poor strategic thinking.


The mortar model of leadership and management l.jpg

The “Mortar” Model of Leadership and Management

Leadership

and Management

Finance

Information

systems

Accounting

Strategy

Operations

Marketing

Human

Resources


The mba management and leadership journey l.jpg

The “MBA Management and Leadership Journey”

  • Where are we going?

    • Understanding of management and leadership as skills and concepts.

    • A successful completion of the degree.

    • Success (however you define it)

  • Where are we now?

    • First week of MBA

    • First module of Management and Leadership coursework.

  • How are we going to get there?

    • The details….


How are we going to get there l.jpg

How Are We Going to Get There?

  • This 6 credit course

    • MBA Survival Skills

    • Skill assessment

    • Career and development planning

    • Leadership and Management course

  • This week: Introduction &“survival” skills

    • Preparation for the MBA program

    • Self-assessment

    • Reflection and global thinking about the MBA and its role in your life and career


Management and leadership course features l.jpg

Management and Leadership: Course Features

  • Integration of many instructional approaches

    • Values based orientation

    • Focus on experience

    • Opportunity to PLAN (within the MBA and beyond) your development into the manager and leader you want to be.

      • Plans are very “individualized”

    • A safe environment in which to experiment

      • Better to make mistakes for correction here rather than in the “real world”

      • Opportunity to explore, experiment, learn better ways

  • Our central objective:

    • Improve your ability to continue to improve your management and leadership skills during and beyond the program.


Self assessment measures l.jpg

Self-Assessment Measures

  • Values

    • Rokeach Value Survey (in class or on website)

  • Cognitive style

    • Keirsey Temperament Sorter II (cost of $15)

      • Fill out on-line at www.keirsey.com

    • Assertiveness Personality Test

      • Fill out on-line at www.queendom.com (free test)

  • Orientation toward change

    • Tolerance for Ambiguity (Handed out in class)

    • Locus of Control Survey (on line at http://www.dushkin.com/connectext/psy/ch11/survey11.mhtml

  • Learning Style

    • Learning Style Inventory (Handed out in class)

    • Bring on Oct 2nd for our AM session on learning!


  • Personal mission statement l.jpg

    Personal Mission Statement

    • Prepare your mission statement and submit during our last session on Friday (see handout)

    • Time Management Data Log

      • Keep track of how you spend your time over the next 48 hours

      • We will discuss the results on Thursday

      • Note the following:

        • What you do

        • How urgent the activity is

        • What domain your activities fall under

        • Who else is involved


    October 2 nd agenda l.jpg

    October 2nd Agenda

    • Personal Learning

    • Insights into the value of learning

    • Learning styles

    • Cycle of learning

    • Self-Assessment


  • Login