BRASS MBA in a Day

The 70 minute manager

Elisabeth Leonard, MSLS, MBA
Market Research Analyst
SAGE Publications, Inc.

http://www.slideshare.net/eleonard

Twitter: ElisabethAnn | Slideshare:
www.slideshare.net/eleonard

formally

Management is “the art
of getting things done
through people”
Mary Parker Foskett 1941.
Dynamic Administration. London:
Pittman


Breaking it down by function
 Planning
 Organizing

 Staffing

 Directing

 Controlling (Evaluating)

 Reporting

 Budgeting

Based on Henri Fayol ~1872
Gulick, Luther and Urwick, Lyndall (1937) Papers on the Science of
Administration, Institute of Public Administration, New York

Who writes about it?
 Popular literature abounds! Anyone
can be a manager or write a book
about it.
 Studied by faculty in business,
psychology, sociology,
communications, and any discipline
that includes practitioners


Topics include:
 Management and leadership roles,
styles and traits, team performance,
conflict resolution, motivation,
human resources, strategic
planning, operations, organizational
culture and hierarchy, negotiations,
ethics, diversity, change
management, innovation, stress,
unions, communication, agenda
setting, and much more

Top management journals
 MIS Quarterly, Academy of Management Journal,
Organizational Science, Administrative Science
Quarterly, Strategic Management Journal,
Organizational Research Methods, Leadership
Quarterly, MIT Sloane Management Review, Harvard
Business Review, Journal of Economics and
Management Strategy, International Small Business
Journal, IEEE Transactions of Engineering
Management, Industrial and Corporate Change,
British Journal of Management, California
Management Review, European Journal of Work and
Organizational Psychology, Canadian Journal of
Administrative Sciences


Schools of thought

PAST AS PROLOGUE


Time Line


Classical perspective:
scientific management
 Taylor
 Worker is economically motivated
 Maximize output and minimize
inefficiencies
 Frank and Lillian Gilbreth
 Motion studies
 Henry Gannt
 Formalized Taylor’s time studies
 Gannt charts (project management)

Gannt chart


Program Evaluation and Review
Technique (PERT)


Behavioral school of thought
 Human relations movement
 Focus on the individual: if I can make
you happy, you will be a more
productive employee
 Best known: Chester Barnard (social
responsibility, fair wages), Mary Parker
Follett (shared goals, worker
participation), Elton Mayo (Hawthorne
studies)
 Self-actualizing

Self-actualizing:
Theory X and Theory Y
 Douglas McGregor (1960)
There are 2 styles, X and Y, that
establish managers’ expectations
 Theory X (authoritarian management)
 Average person:
 Inherently dislikes work
 Must be coerced, controlled, directed,
threatened with punishment
 Aren’t able to solve work problems
 Prefers to be directed and wishes to
avoid responsibility


Theory X and Theory Y
 Theory Y (participative management)
 The average person
 Physical and mental effort is as natural as play or
rest
 Doesn’t dislike work
 Work can be satisfying & will be done voluntarily
 Accepts and seeks responsibility
 Imagination and creativity is widely distributed in
an organization
 Intellectual potentials are only partially utilised
 Belief in Theory Y leads to decentralization,
delegation, empowerment


Theory Z
W.S. Ouchi (1981)
 Democratic management style, based on Japanese
management, with interest in employees’ work-life
 Workers are loyal and interested in team work and the
organization
 Collective decision making

Or a manager’s style might be
somewhere in between these!

Theory Y
Participative
(laissez-faire)

Theory X
Autocratic
Theory Z
Democratic

Management science school
 Also called quantitative school
 Harkens back to scientific management
 World War II
 Applies mathematical and statistical
thinking
 Production becomes Operations
Management
 Inventory control theory, goal programming,
queuing models, and simulation
 Birth of MIS


Modern management:
Systems theory
 Focus on organization as a whole and
as an ecosystem
 Each unit affects every other unit
 Decisions are made after considering
impact on others (including partners)
 Stakeholders, not just shareholders


Modern management:
Total Quality Management (TQM)
 Big in the 80’s and into the 90’s
 Total: Quality involves everyone and all
activities in the company.
 Quality: Conformance to requirements

 Management: typically top down

 TQM: continuous improvement; permeates
everything the company and each
employee does
*Training and professional development
stressed

What TQM is used for
 Improve customer service
 Increase productivity
 Decrease need to rework/scrap
 Improve product reliability
 Decrease time-to-market cycles
 Increase competitive advantage?
 Now is “Quality Management”


Modern management:
learning organization
 Peter Senge
 Focus on problem solving, not
efficiency
 Continuous change
 Every employee has a role
 Team learning
 Shared vision
 Shift from command-control to
informationElisabethAnn | Slideshare:
Twitter:
based organization
(Drucker) www.slideshare.net/eleonard

Remember this?
 Planning
 Organizing

 Staffing

 Directing (Leading)

 Controlling (Evaluating)

 Reporting

 Budgeting

Based on Henri Fayol ~1872
Gulick, Luther and Urwick, Lyndall (1937) Papers on the Science of
Administration, Institute of Public Administration, New York

Where once it was about the
leadership…

You can’t lead if no one follows

followership
 Popularized by business professor
Robert Kelley in 1988 Harvard
Business Review “In Praise of
Followers” and 1992 book The
Power of Followership.


following has changed


Basics of change and
innovation

What a manager should know

Lewin's Three Step Change Theory:
Foundations
 Change involves learning something
new AND discontinuing current
attitudes, behaviors, or
organizational practices.
 There must be sufficient motivation
to change. This is often the most
difficult part of the change process.
 People are at the core of all
organizational changes.
 Effective change requires reinforcing
new behaviors, attitudes, and
organizational practices.

Three steps for change
 unfreezing
 changing

 refreezing


Step one: Unfreezing
 Goal: release the status quo!
 The focus is to motivate individuals to
change.
 Encourage old behaviors and attitudes to
be replaced with desired behaviors and
attitudes
 Recognize all issues openly
 Brainstorm as a group
 Trust is essential


Step two: Change
 Goal: arrive at a new understanding

 Employees learn new information,
behavioral models and view points.
 Useful at this stage are role models,
mentors, experts, benchmarking,
and training.


Step three: Refreeze
 Change is stabilized.
 Employees integrate what they learned in
stage 2 into their routine
 Use positive reinforcement, coaching,
modeling


There’s more to it
 Model is linear; change isn’t
 "Understand and honor the DNA of the
organization. The system will reject you
otherwise."[1]
 Many factors motivate people for or
against change
 Resistance to change occurs even when
the goals are desired by everyone.
 [1] Berfield, S. (2007, February 12). The Right Way To Shake Up a Company. Business Week.


Change agents
 The change agent is someone “who translates the
strategic change vision of leaders into pragmatic
change behaviour. They will be the early adopters
— through structured learning programmes and
other stimuli — of the new values, actions and
skills required by the company. Through this
knowledge, they will act as a catalyst for the
introduction of new ways of doing things across
the four corners of the corporation. Their goal will
be to act as a positive virus infecting their host
company.”[1]
[1] Dover, P. (2003, February). Change agents at work: Lessons from
Siemens Nixdorf. Journal of Change Management, 3(3), 243.


Which leads to innovation
 Not all change is innovation
 Something new to an organization
that adds value
 Biggest name: Rogers


Rogers


Innovation
 Something new
 Adds value
 Process or product
 Incremental or radical
 Needs to be encouraged
 R&D, skunkworks, pockets of
innovation, organization wide, open
innovation


What’s the point of it all?
Managers are taught:
 Know who you are, who your
employees are, and who you serve
 Know what the situation is
 Culture, stakeholders, strategic direction,
short term and long term goals
 Decide how best to meet the
challenges of the situation (follows the
contingency school of thought!)
 Evaluate the results
 Adjust and Repeat.

Resources to help you
 TOC alerts
 strategy+business
 Knowledge@Wharton
 YouTube!
 Textbooks
 Business Week and NYT bestsellers


YOUR TURN!


STRATEGY


Strategic planning vs. operations
 Operations is day to day
 Strategic plan is long term
 SWOT (1960’s)
 Look at how to achieve vision and or
competitive advantage


Competitive advantage
 Michael Porter
 Compete on cost, differentiation, focus
 Five forces
 Bargaining power of customers
 Bargaining power of suppliers
 Threat of new entrants
 Threat of substitute products
 Rivalry within industry


Five Forces


Patrons and their questions
 Don’t be surprised by…
 A VERY specific question for a very
broad assignment (team work in
action)
 The patron doesn’t come alone
(team work in action)
 The patron (including the student) is
working under a tight deadline
 The patron has a question and isn’t
sharing enough info
(often Twitter: ElisabethAnn | Slideshare: or a concern
a personnel issue
about competitive intelligence)

Resource based view (RBV)
 From Penrose
 Popularized by Prahalad and Hamel
 Adds firms resources to the SW
 Ideally makes it harder for other
firms to catch up
The core competencies of the organization.
Harvard Business Review. May/June 1990,
p. 79-91.
Penrose, E. (1959). The theory and growth
of the firm. New York: Wiley.

Knowledge based view
 Based on Penrose
 Leverage knowledge for creating
current goods/services to other
areas (core competencies)


BRASS MBA in a Day

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