Management Development

Discussion Slides
“The task of management is not to apply a formula but to decide issues on a case-by-
case basis. No fixed, inflexible rule can ever be substituted for the exercise of sound
business judgment in the decision making process.”
-Alfred P. Sloan, Jr.

“If you ask managers what they do, they will most likely tell you they plan, organize,
coordinate and control. Then watch what they do. Don’t be surprised if you can’t relate
what you see to those four words.”
- Henry Mintzberg

“The true art of management, I believe lies not in the art of winning, as popular
business books so often characterize it; rather it demands the art of winning assent. It
is the art of clearly communicating and diligently monitoring tasks and goals, then fairly
rewarding the people who achieve them, because they have made a commitment to
them on the basis of corporate good and personal interest.”
- W.Steven Brown

“I don’t know about management techniques as such. I only know about engineering
and people. The most important thing is the respect for people within the corporation
and so it’s incumbent on the managers to create an environment within a corporation in
which all employees are encouraged to take initiatives in carrying out the work, and
doing the work with pleasure.”
-Soichiro Honda
 What Is Management?
Planning and Budgeting:
Establishing detailed steps and timetables for achieving needed
Source: results, then allocating the resources necessary to make it happen.
John Kotter,
A Force For Organizing and Staffing:
Change... Establishing some structure for accomplishing plan requirements,
staffing that structure with individuals, delegating responsibility and
authority for carrying out the plan, providing policies and procedures
to help guide people, and creating methods or systems to monitor
implementation.

Controlling and Problem Solving:

Monitoring results, identifying deviations from the plan, then planning
and organizing to solve these problems.

Produces a degree of predictability and order and has the potential to

consistently produce the short-term results expected by various
stakeholders (e.g., clients, funders, board, etc.)
 An Effective Manager Must Be Able To
Do All of The Following :
• Set Objectives
• Organize (e.g., staff, resources, systems, etc.)
• Coach and Communicate
• Establish Measurement Tools/Track Progress
• Develop People
• Manage to a Bottom Line(s)*
• Foster a Culture of Accountability*
• Focus on Continuous Improvement
• Innovate*

Source: Peter Drucker

* Paving Pathways Additions
 The Four Elements of Successful
Management
• Selecting: Rather than trying to force-fit a good candidate into a
vague job slot, carefully define a particular job—then seek the
right person to fill it.
• Directing: Nothing works better at moving your employees—
and your company—toward organizational goals than strategic
plan-based direction.
• Evaluating: When you’ve assigned specific tasks,
responsibilities, and objectives with deadlines, then evaluation
is simply a matter of determining if the employee has met those
goals.
• Rewarding: Sustaining high levels of performance is not just a
matter of proper selection, direction and evaluation. It also
requires appropriate rewards for actual accomplishments.

Source: Don Marshall, The Four Elements of Successful Management

 13 Fatal Errors Managers Make

1. Refusing to accept personal accountability

2. Failing to develop people
3. Trying to control results instead of influencing thinking
4. Joining the wrong crowd
5. Managing everyone the same way
6. Forgetting the importance of profit
7. Concentrating on problems rather than objectives
8. Being a buddy, not a boss
9. Failing to set standards
10. Failing to train your people
11. Condoning incompetence
12. Recognizing only top performers
13. Trying to manipulate people

Source: W. Steven Brown, 13 Fatal Errors Managers Make and How You Can Avoid Them
 Traits or Tools That Managers Need To
Own To Be Successful
• Managers must be action-oriented rather than reaction-oriented.
• Managers need a sense of completion. Loose ends are not acceptable
to good managers.
• Managers must have a sense of what is important.
• Mangers need to understand the limits of control that they have, over
events or people.
• Mangers need to think in terms of costs and results.
• Managers need to have and develop a sense of ownership regarding
problems and the organization.
• Managers need mental toughness when it comes to handling
disappointments, adversity and resistance.
• Managers need to become comfortable with being uncomfortable.
• Managers need to avoid being intimidated by people or events.
• Managers should avoid becoming committed to processes rather than
service or effectiveness.
• Managers must understand that an individual’s ethic or personality can’t
always be changed. Often the only way to change the culture of a
business environment is to change the types of people working there.

Source: Don R. Marshall, The Four Elements of Successful Management

 Actions that Lead to High Value Mgmt.
(More Detail in Appendix)

• Fostering a Sense of Empowerment

• Providing a Learning Environment
• Making the Corporate Vision and Values a Reality
• Staying Current and Flexible
• Practicing Preventive Management
• Focusing on Customer Service and Quality Improvement
• Managing the White Spaces
• Team Facilitation
• Managing Conflicts Within and Outside a Team
• Coaching and Counseling in Team Settings
• Maintaining Team Momentum as You Reach Your Goal
• Developing and Teaching Life Skills
• Networking and Political Know How
• Looking Beyond Today’s Job

Source: Stone & Sachs, The High Value Manager

 Management Improvement Ideas
• Identifying and managing to clear performance standards for
each staff person and for the department/program as a whole
• Creating internal best practices wherever possible and using
this information to guide performance
• Designing a formal management system that tracks and
forecasts volume and service requirements; be wary of being
too ad hoc
• Creating staffing plans and hours of operation based on true
volume patterns (daily, weekly, and seasonally)
• Weighing the pros and cons of block scheduling versus
appointment scheduling and considering hybrid approaches
• Cross training of staff as widely as possible
• Sharing of staff across programs or departments based on
actual resource needs rather than departmental budgeting
• Developing interdepartmental quality control and process
checklists
 Management Improvement Ideas
• Managing closely to your budget and clearly understanding
what expense items are variable versus fixed
• Understanding the true cost of service on a per unit basis and
creating benchmarks for each program or service area
• Centralizing purchasing of supplies across all
departments/programs; designate key purchasing point person
• Tracking unbillable or non-client service time to identify potential
inefficiencies or variability of standards
• Providing rewards (financial and non-financial) for individuals or
teams who exceed benchmarks or achieve “personal best”
status.
• Fostering a culture that breeds contingency planning (“What If”
scenarios
• Whenever possible, base decisions on data or information, not
opinions and track the results of your decisions
• Collecting customer feedback data on a regular basis and using
that to influence decision making and evaluate individual staff
performance
Appendices
 Actions that Lead to High Value Mgmt.

Fostering a Sense of Empowerment:

• Understanding new operations
• Listening to employees
• Operating on purpose
• Emphasizing growth and opportunity
• Training employees to think critically

Providing a Learning Environment:

• Conducting training assessments
• Structuring work groups so that they promote learning
• Monitoring on the job training
• Practice action learning
• Taking on a teaching role

Source: Stone & Sachs, The High Value Manager

 Actions that Lead to High Value Mgmt.
(Cont’d)
Making the Corporate Vision and Values a Reality:
• Holding goal-setting sessions
• Developing goal-supporting action plans
• Preparing contingency plans
• Identifying the enablers
• Maintaining enthusiasm

Staying Current and Flexible:

• De-emphasizing job titles
• Implementing new work relationships
• Allowing telecommuting
• Leading others in using new technology
• Buying the right tools for the right tasks
Source: Stone & Sachs, The High Value Manager
 Actions that Lead to High Value Mgmt.
(Cont’d)
Practicing Preventive Management:
• Encouraging initiative
• Undertaking problem sensing
• Viewing problems as opportunities and mistakes as progress
• Choosing the “best” solutions
• Communicating solutions

Focusing on Customer Service and Quality Improvement:

• Determining customer needs
• Defining “work quality” for staff members
• Building individual and team pride
• Leading by example
Source: Stone & Sachs, The High Value Manager
 Actions that Lead to High Value Mgmt.
(Cont’d)
Managing the White Spaces:
• Recognizing orphans
• Knowing which orphans to adopt
• Avoiding political problems
• Encouraging employee initiative
• Building synergy

Team Facilitation:
• Understanding the stages of a team project
• Knowing if a team is needed
• Using technology to support team work
• Identifying the right people for the team
• Defining mission and goals
• Knowing how and when to intervene
Source: Stone & Sachs, The High Value Manager
 Actions that Lead to High Value Mgmt.
(Cont’d)
Managing Conflicts Within and Outside a Team:
• Tolerating productive conflicts
• Understanding the nature of conflicts
• Steering conflicts away from people to issues
• Knowing the conflict creators within a team
• Applying proxemics to defuse a situation
• Identifying a conflict requiring intervention
• Mediating a conflict
• Addressing personality conflicts/leadership battles with members, one-
on-one conflict between you and another employee
• Guaranteeing a fair hearing

Source: Stone & Sachs, The High Value Manager

 Actions that Lead to High Value Mgmt.
(Cont’d)
Coaching and Counseling in Team Settings:
• Coaching for enthusiasm and high performance
• Overcoming organizational roadblocks
• Overseeing training where needed
• Handling non-team players
• Discussing performance problems

Getting Your Team What It Needs:

• Presenting requests strategically
• Negotiating your team and goals persuasively
• Positioning your team skillfully
• Being flexible

Source: Stone & Sachs, The High Value Manager

 Actions that Lead to High Value Mgmt.
(Cont’d)
Maintaining Team Momentum as You Reach Your Goal:
• Keeping the group energized
• Contributing to the bottom line
• Building positive relationships with other managers
• Maintaining relationships with the team’s sponsor
• Producing compelling reports and presentations

Developing and Teaching Life Skills:

• Working smart - thinking before you act
• Prioritizing your tasks
• Using subgoals and deadlines
• Knowing how to say no
• Avoiding traditional time wasters
• Pacing yourself to manage stress Source: Stone & Sachs, The High Value Manager
 Actions that Lead to High Value Mgmt.
(Cont’d)
Networking and Political Know How:
• Using positive politics
• Cultivating a powerbase
• Building an internal network
• Sustaining your network
• Building bridges to an outside network

Looking Beyond Today’s Job:

• Neutralizing obsolescence
• Preparing a career plan
• Increasing your visibility
• Seizing the opportunity when you have the chance
• Having a back-up career plan
Source: Stone & Sachs, The High Value Manager
The Four Elements of Successful
Management

By Don R. Marshall
 Overview: The Four Elements
• Select: Rather than trying to force-fit a good candidate into a
vague job slot, carefully define a particular job—then seek the
right person to fill it.
• Direct: Nothing works better at moving your employees—and
your company—toward organizational goals than strategic plan-
based direction.
• Evaluate: When you’ve assigned specific tasks, responsibilities,
and objectives with deadlines, then evaluation is simply a matter
of determining if the employee has met those goals.
• Reward: Sustaining high levels of performance is not just a
matter of proper selection, direction and evaluation. It also
requires appropriate rewards for actual accomplishments.
 Element One: Select
How to Spread the Word About a Job
• The “reach-in” Process
• Newspaper advertising
• Search/employment firms and services
• Internet advertising and resume search services
• Trade and professional associations and publications
• Alumni associations and school bulletin boards
• Radio and cable television advertising
• Networking
• Outplacement firms
• Temporary employment agencies
 Element One: Select
Use a Search or Employment Firm When Your Organization:

• Doesn’t have the time or the human resources to develop and

place ads or to review resumes as they come in

• Doesn’t want to or can’t spend time prescreening applicants for

qualifications and compensation level

• Wants to find candidates who are currently working for specific

companies while remaining anonymous

• Wants access to a resume file or database that may already

include viable candidate
 Element Two: Direct
Typical areas in which objectives are set in a strategic plan include:

• Increasing profits
• Reducing costs
• Introducing new products
• Outsourcing specific functions
• Expanding operations
• Acquiring similar businesses
• Penetrating offshore markets
• Upgrading equipment
• Reducing turnover
• Automating operations
 Element Two: Direct
Seven Steps Necessary to Bring a Strategic Plan to Life

1. The company creates an overall business plan, with specific

objectives and deadlines.
2. The business plan is communicated to all management levels.
3. The business plan is translated into functional or departmental
objectives.
4. Managers identify specific jobs that are required to meet those
objectives, and set objectives for individuals or job classifications.
5. Managers create milestones marking progress toward objectives.
6. Managers monitor progress in jobs.
7. Managers identify and initiate appropriate actions steps required to
maintain focus.
 Element Two: Direct
Training for managers entails the following:
• Presenting the strategic plan, its overall goals and objectives ,
and the time frame for accomplishing them.

• Translating the overall goals and objectives into functional

and departmental objectives.

• Breaking down functional and departmental objectives into

specific action steps and deadlines.

• Assigning those action steps to teams or individuals. After all,

individuals accomplish objectives, not departments or
companies.
 Element Two: Direct
Management and key nonmanagement personnel should go over
the tasks required in every one of the operation’s jobs,
seeking ways to:

• Remove unnecessary activities.

• Focus on tasks that need more attention.
• Redesign jobs that need redesigning.
• Incorporate any short- or long-term company objectives.
 Element Three: Evaluate
The essence of performance evaluation strategy is to:

• Determine a core set of responsibilities and specific action steps

or objectives, related to the organization’s overall business goal,
that are to be performed by an individual within a specified time
frame.
• Communicate these responsibilities, action steps, and
objectives to the employee so that the employee knows exactly
the criteria against which his or her performance will be
measured and when completion is expected.
• Review the employee’s progress regularly or as required based
on performance or behavior.
 Element Three: Evaluate
When direction is clear, you will have the criteria you need to evaluate
performance using the following steps:

• Schedule an annual performance evaluation meeting with each

employee.
• Prepare for each meeting by gathering information and statistics on the
person’s performance and reflecting on it. Determine specific
performance items to discuss during the meeting. Ask the employee to
evaluate his or her own performance so that the two of you can use the
meeting to discuss the difference between your perceptions.
• Hold the meeting and compare and discuss your two evaluations.
Where the two of you differ is where you should begin to talk.
 Element Three: Evaluate
Advantages of customized, employee-drive evaluations include:

• Can fit the organization and its technology, workforce, customer

base, and management goals.
• Represent the perspective and opinions of both management
and nonmanagement personnel, so that everyone feels
ownership of the program.
• Program can be introduced to employees in meetings
conducted by members of the team, which increases
participation and sense of ownership.
• When it’s time to change the program, the in-house experts who
developed it can consider and make needed changes.
• Organization builds a solid base of informed employees.
 Element Three: Evaluate
Manager’s Evaluation Meeting Guide

1. State the purpose of the meeting.

2. Review the employee’s self-evaluation.
3. Review the manager’s employee evaluation.
4. Discuss any differences and reach understanding.
5. Outline future performance and job expectations.
6. Discuss any appropriate pay adjustments.
7. Schedule any follow-up sessions or next evaluation date.
 Element Three: Evaluate
Three Rules for Productive Evaluation Meetings

1. Don’t say anything more if there is nothing more to

say.

2. Don’t say it here if it should have been said

somewhere else.

3. If there wasn’t anywhere else to say it, say it here.

Don’t leave it unsaid.
 Element Three: Evaluate
How Evaluations Should Be Used
COMPANY
• To support pay changes.
• To maintain a record of employee performance.
MANAGER
• To monitor employee performance.
• To communicate employee performance.
• To determine employees’ coaching and training needs.
• To plan future departmental employee needs.
• To justify pay changes.
• To maintain a record of employee performance.
EMPLOYEE
• To understand performance status from the company
perspective.
• To relate “fairness” of pay to performance and responsibilities.
• To plan a career within or outside the company.
 Element Four: Reward
Rules That Guide the Driving of Performance

1. Proper selection + proper rewards = desired performance

2. Improper selection + proper rewards = less than desired

performance + turnover

3. Proper selection + improper rewards = erratic performance +

turnover
 Element Four: Reward
Merit Reward Program
 Element Four: Reward
Automatic Progressive Program
 Element Four: Reward
Examples of Nonpay Rewards
• Immediate verbal or written praise
• Small lump-sum cash awards
• Recognition banquets—employee of the year, etc.
• Recognition posters—employee of the month, etc.
• Thanksgiving turkeys
• Gift certificates
• Improved office space, furnishings, equipment, etc.
• Club membership
• Discount certificates
• Trips
• Tickets to events
• Seniority awards
• Company goods, products, equipment, etc.
• Lunches, dinners, etc.
• Subscriptions to magazines, product-of-the-month clubs, etc.
• Charitable contributions in employee name
 Element Four: Reward
Characteristics of Effectiveness in Managers
1. Knowing and understanding the key short- and long-term objectives
of the company, the department, and the jobs in the department.
2. Working toward those objectives at all times, not allowing
distractions or activity to take the place of accomplishment.
3. Translating and transferring objectives to subordinates and ensuring
the successful accomplishment of those objectives through the:
1. Selection of the right employees
2. Direction of employees through clear outlining of required activities
3. Evaluation of employees that ensures accomplishment of key objectives
4. Reward of employees that is appropriate to the level of accomplishments,
not efforts
4. Reacting quickly to any signs that progress toward objectives is
being hampered by an aspect within the responsibilities of their job.