managerial skills effectiveness
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Copyright 2005 Prentice-Hall
Chapter 1
Management Skills and Managerial
Effectiveness
Management: A Skills Approach, 2/e
by Phillip L. HunsakerCopyright 2005 Prentice-Hall
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Copyright 2005 Prentice-Hall
Learning Objectives
Understand the Nature of
Management
Explain Why Skills Are Critical to
Management Success
Describe What Skills Are Critical to
Management Success
Identify How This Book Will Help You
Develop Your Skills
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Copyright 2005 Prentice-Hall
Managers
Oversee activities of other people to
accomplish organizational goals
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Copyright 2005 Prentice-Hall
Why Learn Management Skills?
Understanding concepts is
not enough.
Need to be able to actappropriately
Must be able to do what is
required to get others to
behave as required
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The Importance of
Management Skills
Need both understanding
and skills to manage
effectively
Behavioral skills learned
through practice and
experience
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Copyright 2005 Prentice-Hall
General Management Skills
Conceptual
Interpersonal Technical
Political
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General Managerial Skills
Conceptual skillsrefer to the mentalability to analyze and
diagnose complexsituations
Interpersonal skillsability to understand
and motivate otherpeople
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Technical skillsability to apply specialized
knowledge or expertise
Political skillsability to build a power
base and establish the right connections
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Specific Managerial Skills
Controlling the Organizations
Environment and Its Resources Organizing and Coordinating
Handling Information
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Specific Managerial Skills
Providing for Growth
and Development
Motivating Employees
and
Handling Conflicts
Strategic Problem
Solving
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Skills Required for
Managerial Competence
Self-Awareness Skills
Knowing Yourself
Developing Yourself
Self-Directed Career
Planning
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Required Skills for
Managerial Competence
General Integrative Skills:applicable in all
managerial activities
Interpersonal Communicating
Valuing Diversity
Developing Ethical Guideposts
Managing Time and Stress
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Designing Work
Creating
High-performance
Teams
Selecting and
Developing People
Diagnosing
and Modifying
Organizational Culture
Organizing Skills
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Leading
Leadershipis the
process of providing
direction, energizing
others, and obtaining
their voluntary
commitment to the
leaders vision.
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Required Skills for Managerial
Competence
Leading Skills
Building Power Bases
Managing Change
Developing
People
Motivating Others
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The Learning of Skills
How can interpersonal skills be taught?
Provide Conceptual and Behavioral
Understanding
Give Practice
Provide Feedback
Continual Use
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Experiential Learning Model
Concrete Experience
Testing Implications
of Concepts in New
Situations
Observations and
Reflections
Formation of Abstract
Concepts and Generalizations
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TIMS LEARNING MODEL
1. Self-assessment
2. Learn Skill Concepts
3. Check Concept Learning: Quiz
4. Identify Skill Behaviors: Checklist
5. Modeling Skill in a Demonstration Exercise
6. Practice the Skill in Group Exercises
7. Assess Skill Competency: Summary Checklist
8. Questions to Assist Application of the Skill
9. Exercises to Reinforce Skill Application
10. Action Planning for Continued Skill Development
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Some Guidelines for
Effective Skill Performance
Be prepared: plan how to achieve goals
Listento understand and build respect
Askinstead of tell: use questions to respect
freedom of choice
Be affirmative: be positive
Be honestand up-front
Be assertive: say what you
expect with respect
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Organizational Performance
A measure of how efficiently and effectively
managers use available resources to satisfy
customers and achieve organizational goals
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1-24Figure 1.1
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Organizational Performance
Efficiency
A measure of how well or how productivelyresources are used to achieve a goal
Effectiveness A measure of the appropriateness of the goals
an organization is pursuing and the degree towhich they are achieved.
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Balancing Effectiveness
and Efficiency
Effectiveness
Entails promptly
achieving a stated
organizational objective Managers are held
responsible for attaining
objectives.
Efficiency
Entails balancing the
amount of resources used
to achieve an objectiveagainst what was actually
accomplished
Managers must not waste
scarce and costly
resources.
l i ff i d
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Balancing Effectiveness and
Efficiency
B l i Eff i d
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Balancing Effectiveness and
Efficiency (contd)
B l i Eff i d
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Balancing Effectiveness and
Efficiency (contd)
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Efficiency & Effectiveness
Efficiencymeans doing the task correctly andrefers to the relationship between inputs andoutputs. Management is concerned withminimizing resource costs.
Effectiveness means doing the right things. Inan organization, that translates into goalattainment.
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Managerial skills
Technical skills
Human skills
Conceptual skills
Design skills
Analytical skills
Administrative skills
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Technical skills
Ability to use principles, tools,techniques, procedures etc
Top managers require leasttechnical skills
Supervisory managers require a
high degree of technical skills
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Human skills
Ability to understand, motivate, lead and
work with other people
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Conceptual skills
Ability to understand relationshipbetween the organisation and its externalenvironment
Abilityto see the big picture
Must crucial for managers at top level
Includes recognizing how the various units
of the organisation depend on one anotherand how changes in one part affect all theothers
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Design skills
Ability to design a workable as well aspractical solution to the problem inthe light of realities they face
Getting to the root of the problemsand recommending solutions
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Analytical skills
Use of scientific techniques for solvingmanagerial problems
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Administrative skills
Ability of getting the things done throughothers by implementing the plans
Ability to communicate, cooperate andcoordinate with others to get the thingsdone .
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Chapter 2
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GOOD JUDGMENT COMES FROM
EXPERIENCE; EXPERIENCE COMES
FROM BAD JUDGMENT.
-- Mullah Nasrudin
13th Century Sufi sage, Central Asia
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IN A TIME OF DRASTIC CHANGE, IT IS THELEARNERS WHO WILL INHERIT THE
FUTURE. THE LEARNED USUALLY FIND
THEMSELVES PREPARED FOR A WORLD
THAT NO LONGER EXISTS.
-- Eric Hoffer
Moral philosopher, USA
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OPENING QUESTION:
How can we best prepare todays managers
for tomorrows global challenges?
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CONSIDER:
MANAGEMENT DEVELOPMENT AT
GOOGLE
1. What is unique about Googles approach toproviding global training for younger managers?
2. What are some advantagesand disadvantagesof this approach to training?
3. If you ran this program for Google, how would youimprove upon it?
4. Under what circumstances might this approach to
training be easily adapted to other companies?
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Top ic for today:
Developing global management skills
Traditional views of management
Global managers: Variety of the species
Rethinking managerial roles
Rethinking managerial skills
Developing global management skills
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What is management? Some definitions
Coordination and control of people, material, and
processes to achieve organizational objectives as
efficiently and effectively as possible.
Getting things done through coordinated efforts.
Planning, organizing, leading and controlling.
Coordinating and overseeing the work activities of
others so that their activities are completedefficiently and effectively.
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CONSIDER: IS MANAGEMENT
UNIVERSAL?
1. Are these definitions of management universal or
can they vary across different geographic regions?
2. If these definitions are universal, how might theirimplementation vary across national and regional
boundaries?
3. What are the implications of such possible variations
for global management development?
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Types of Global Managers
Expatriates Frequent flyers Virtual managers
Management Focus Long-term
Face to face
Live in foreign
country
Short term
Face to face
Frequent visits
Remote
Work through
technology
Mode ofcommunication
Mostly face to face Mixed face-to-faceand virtual
Mostly virtual
Key success factors Deep knowledge of
local culture
Local language
Local business
environment
Global businessissues
Understanding of
cultural issues
Multilingual skills
important
Deep understanding
of global issues
Some understanding
of cultural
differences and
variation in business
practices
Multilingual skillsuseful
Cultural challenge Regional myopia:
overemphasis of local
versus global
Global myopia:
overemphasis of
global versus local
Technological myopia:
ignore impact of
culture on uses and
applications of
technology
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CONSIDER: EXPATS AT LG
1. Why did LG seek to hire several senior executivesfrom abroad?
2. To date, what benefits and possible drawbackshave emerged as a result of their decision?
3. What are the advantages and disadvantages for the
expatriates of taking such overseas assignments?4. What can both LG and the expats themselves do to
enhance the likelihood of success in such ventures?
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CONSIDER: ADHIRA IYENGAR,
FREQUENT FLYER1. What are the key managerial challenges faced by
frequent flyers like Iyengar in running her businesson-the-go?
2. In her hectic life, how can she insure that importantdetails do not fall through the cracks?
3. What personal characteristics might serve to enhancethe chances of success for frequent flyerentrepreneurs like Iyengar?
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Building Global Management Skills
MulticulturalCompetencies
Understanding andworking effectivelyacross cultures
ManagerialCompetencies
Planning, coordination,and control within aculture
Global
ManagementSkills
Integration ofmanagement and
cross-culturalskills
(p. 37)
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CONSIDER: MULTICULTURAL
COMPETENCIES
1. Are these the right multicultural skills for global
managers to have? Why or why not?
2. Are there other important skills?
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MANAGERS NOTEBOOK:
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MANAGER S NOTEBOOK:
Developing Global Management
Skills
What many people fail to understand about being
a global manager is that the view from 10,000
meters up is often very different than the view fromground level, where the managerial challenges are
immediate and very real.
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MANAGERS NOTEBOOK:
What are we missing?
1. What are we missing here?
2. To what extent do you think the average manager
can successfully adapt to various cultures andenvironments around the globe?
3. Are multicultural competencies largely developed or
inherited?
4. What can companies do to enhance the likelihood of
managers success here?
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Appl icat ion:
Building a skills development program
1. Several multicultural skills have been discussed here andelsewhere. As a group, identify what you consider to bethe three most important multicultural skills for managers
to have in order to build successful careers in globalbusiness.
2. Next, provide the outline of a management developmentprogram aimed at developing these three skills in youngand largely inexperienced managers.
3. How will you know if your program has been successful?What criteria will you use?
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Think about i t: Developing your
global management skills
1. What type of global assignment do you believe you are
best suited for? Why?
2. What multicultural competences do you currentlypossess?
3. Based on what has been discussed, outline a learning
strategy to further develop your own particular
multicultural competencies.4. What are your greatest challenges in achieving this plan?