tamás bognár phd student management consultant

Tamás BognárPhD studentManagement consultant

OPERATIVE REGRESSION OR STRATEGIC THINKING

A CRISIS THAT LEADS TO INNOVATION OR STAGNATION ON CAREER PATH

TÁMOP-4.2.2/B-10/1-2010-0010Improving talent development system and scientific-training workshops at Széchenyi István University

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• Topic• Introduction• Scientific questions• Methods• Findings• Conclusions

Content

Presenter: Tamás Bognár PhD student


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• Phenomena: professional ambition is frustrated– By boss, organisation culture, others

• Crisis at middle management level: operative vs strategic thinking

• Innovation: through this crisis

Topic



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• Life stage development• E.H.Erikson (1965)

• Career stairs• Bognár (2013)

• Innovation potential – What blocks it?• Challenges in authoriter environment

cause regression in development• Chaves (2006)• Shepard (1967)

Introduction



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• The crisis’s progress – key to innovation skills

• Different coping strategies• Effects on – Career (personal)– Innovation (team)– Competitiveness (company)

• Analogy with regional competitiveness?

Orientation



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• What kind of coping strategies do the people choose?

• What are the possible outcomes?• How the crisis evolves?• Relationship bw coping strategy and career

development• Can we suggest anything – to frustrated people?– to superiors?– to management?

Questions



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• Pattern– Quantitative satisfaction

inventory(1134)– Qualitative interviews (75)

• Further possibilities:– Career analysis (crises, performance)–Manifestation of innovation– Failures on career path

Methods



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Findings 1/4Questions to detect frustration



Question number 1: I feel motivated to go beyond my formal job responsibilities.

Question number 2: My company motivates me to contribute more than is required.

Question number 3: I have enough decision-making authority to do my job well.

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Findings 2/4Proportion of frustration


Source: Hay Group (for the company), own calculation


0

5

10

15

20

25

30

35

40

45

50

Motivation - Authority

Motivation - Company moti-vative

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1. Direct, constructive confronting with the frustrating superior

2. Direct but demagogue confrontation plus acceptance of resignation as a possible outcome

3. Giving up the confrontation and starting to apply to other companies

4. Keeping on the persuading but finding allies or sponsors for the initiatives

5. Playing the professional key role in own interest and in paralell regressing to operative role in the company’s interest.

6. Regression to operative role and give up initiatives

Findings 3/4Indicated coping strategies



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Findings 4/4Representation of coping strategies


Own source, own calculation


Execu

tive

Manager of m

anagers

Manager of p

eople

Salarie

d indivi

duals

Hourly in

dividuals

0

1

2

3

4

5

6

7

8

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Constructive confrontingDemagogue. confrontingSearching other jobFinding sponsorsConcentrating own interestOperative regression

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• Conclusion for employees– Don’t give up to initiate, cope!

• Conclusion for managers– Develop criticism to proactivity

• Conclusion for company– Expect bottom-up initiatives

• Regionality– The economical rationality – conscious?

Conclusions



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Thank you for your attention!



tamás bognár phd student management consultant

Documents

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