Managing Employees (Tai lieu quan ly nhan vien)

The Certified CEO Program
Data Collected By: Hamed Ali Mohamed
Managing People
‫الموظفين‬ ‫أدارة‬ ‫أساسيات‬
M 11

2/12/2022
3
Managing Change
and Innovation
Hamed Ali
@Hamed.Ali.Mohamed2@gmail.com
Part One

Management Development
• High performance leading organizations are
increasingly distinguished by 7 features:
1. Linking management development to business plans
and strategies.
2. Being boundless, flat, nonhierarchical
3. Using global and cross cultural orientation
4. Individualizing learning that is focused within the
context of organizational learning
5. Applying customized training aligned with corporate
culture
6. Employing a career development focus
7. Focusing on the development of core competencies.
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@Hamed.Ali.Mohamed2@gmail.com 1-4

Management Affects Everyone
• Our society depends on the goods and services
provided by different types of organizations that
individuals manage.
• All organizations are guided and directed by the
decisions of one or more individuals who are
commonly known as managers.
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Leading is the management process that integrates
everything else a manger does.
•Leadership is a difficult concept to define but means
the ability to influence others to pursue a common
goal.
•Think about good leaders that you have known.
Good leaders are typically driven by an overriding
vision or mission.
Organizing
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• The organizing, leading, and controlling functions
all come from planning. How? These functions
carry out the planning decisions.
• These plans may differ in focus from goals for the
short or long term but as a whole these plans are
the primary tools for preparing for and dealing
with changes in the organization’s environment.
Organizing
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Organizing
• The purpose of the organizing function is to create
a structure of task and authority relationships to
achieve the organization’s objectives.
• Organizing can be viewed as turning plans into
action and this allows an organization to function
effectively as a cohesive whole.
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The controlling function of management
requires 3 elements:-
1. Established standards of performance.
2. Information that indicates deviations between
actual performance and the established
standards.
3. Action to correct performance that does not
meet these standards.
Controlling
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• In the end contemporary management knowledge
is the product of 3 basic approaches:-
(1) The Classical Approach
(2) The Behavioral Approach
(3) The management Science Approach
Learning How to Manage (Cont.)
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The Classical Approach
• The classical approach to management can be
understood by looking at 2 perspectives:-
1. Scientific management concentrated on the
problems of lower-level managers
2. Classical organizational theory focused on
problems of top-level managers.
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Taylor’s work lead to the following 4 principles:
Principle 1. Study the way workers perform their tasks,
gather all the informal knowledge that workers possess,
and experiment with ways to improves the performance of
tasks.
Principle 2. Codify the new methods of performing tasks into
written rules and standard operating procedures (sops).
Principle 3. Carefully select workers so that they possess
skills and abilities that match the needs of the task and
train them to perform according to rules and procedures.
Principle 4. Establish a fair or acceptable level of
performance for a task and then develop a pay system
that awards acceptable performance.
The Classical Approach
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The Contributors to Classical
Organizational Theory:
• Henry Fayol was the other major contributor and
devised his 14 principles of effective management:
Principle 1. Division of Labor: Advocated specialization
and increasing worker’s responsibilities.
Principle 2. Management Authority and Responsibility:
Managers must have the authority to give orders and
be responsible for effectiveness of their departments.
Principle 3. Unity of Command: Employees should
receive orders from and report to only one supervisor.
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Henry Fayol (Cont.)
Principle 4. Line of Authority: Restricting the organization’s
number of levels enable it to act quickly and flexibly.
Principle 5. Centralization: Managers must decide how much
authority to centralize at the top and how much to give to
workers.
Principle 6. Unity of Direction: All workers should be
committed to the same plan of action.
Principle 7. Equity: Workers are expected to perform at high
levels and to be treated with respect and justice.
Principle 8. Order: Order is the methodical arrangement of
jobs to provide the greatest benefits and career
opportunities.
Principle 9. Initiative: Managers must encourage workers to
act on their own to benefit the organization.
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Hamed Ali
1-14

Principle 10. Discipline: Employees would be expected
to be obedient, energetic and concerned about the
organization’s welfare.
Principle 11. Remuneration: Managers should use reward
systems, profit sharing and bonuses to acknowledge high
performance.
Principle 12. Stability of Tenure of Personnel: Long term
employment helps employees develop the skills to make
significant contributions.
Principle 13. Coordination of Individual Interest to the
Common Interest: Employees subordinate their individual
interest to those of the firm.
Principle 14. Espirit de Corps: Importance of a shared
commitment and enthusiasm in an effective organization.
Henry Fayol (Cont.)
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Hamed Ali
1-15

The Behavioral Science Approach
• The individuals in the behavioral science branch
of the behavioral approach believe that the
human is more complex than the “economic
man” description of the classical approach and
the “social man” description of the human
relations approach.
• The behavioral science approach concentrates
more on the nature of work itself and the degree
to which it can fulfill the human need to use skills
and abilities.
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Limitations of the Behavioral Approach
• The limitations included the difficulty for managers
in problem situations and the fact that human
behavior is complex. This complicated the
problem for managers trying to use insights from
the behavioral sciences which often changed
when different behavioral scientists provided
different solutions.
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Contributions of the Management
Science Approach
• Most important contributions are in
production management focusing on
manufacturing production and the flow of
material in a plant and in operations
management solving production scheduling
problems, budgeting problems and
maintenance of optimal inventory levels.
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Leadership
&
Motivation
2/12/2022 Hamed Ali
@Hamed.Ali.Mohamed2@gmail.com 19
Part Two

20
Table of Contents
• Leading - Deciding, Communicating,
Motivating, Selecting and Developing
• Deciding - Rational Decision Making,
Kepnor-Tregoe Method, Gut Instinct,
Group Decisions
• Communicating - Asking, Telling, Listening
and Understanding
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Contents (Cont’d)
• Motivating - Inspire, Encourage, Impel
Need-based strategy (Maslow Model)
• Selecting – Focus on hard and soft Skills
• Developing - Performance correction and
personal growth
• Special Topics on Leading - Lead
Changes, New Leader Strategy, Superior
Leadership
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Use of Leadership Style
• No single style fits all situations
• A person’s dominant style is determined by
personality traits
• Different leadership styles can be effective
with different people at different times
• Advice to engineering managers: Vary
style flexibly according to situation at hand
in order to be effective
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The Function of Leading
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Deciding
• To arrive at conclusions and
judgements
• To assure that the quality of
decisions made remains
high
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Types of Decisions
• Spontaneous Decisions - Intuitive, hunch or
gut instinct based
• Reasoned Decisions - Based on systematic
studies and logical analyses (to the extend
possible): (1) Assess facts and evaluate
alternatives, (2) Use full mental resources,
(3) Emphasize creative problem-solving,
(4) Think consistently, (5) Minimize the
probability of errors (downside risks)
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Why Decision Making is Difficult?
• Management Problems - Ill-defined, of wide
scope, of constantly changing nature,
involving people of unpredictable behavior
• Data/Facts - Insufficient, of poor quality,
excessive, and not to be analyzed and
interpreted in time and within budget
• Impact of decisions - Dependent on people’s
opinion, which change in time
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Why Decision Making is Difficult
(cont’d) ?
• Nature of Decisions - Compromises among
alternatives, with validity changing with time
• Decision Implementation - Affected by
consensus and commitment of affected
people
• Complexity of Decisions – Critically
important decisions involve multiple
management levels, thus requiring
coordination
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Criteria for Good Decisions
• Achieve stated purpose - correct/change
the situation which created the noted
problem
• Be feasible to implement - meaningful with
respect to resources required and the
value created
• Have no or limited adverse consequences
-not causing major disasters to unit or
company in short- and long-term
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Guidelines for Decision Making
• Study management cases for acquiring
close to real-world experience in decision
making
• Prioritize problems in need of decisions,
skip those with minor significance or impact
• Apply a rational process to guide the
decision making process
• Involve those to be impacted by the
decision - consensus building foster
implementation
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Guidelines for Decision Making
• Make decisions based on incomplete/
uncertain information on hand, assumptions
introduced
• Take the necessary risks
• Delay decision making until the last
allowable moment, but within the applicable
deadlines, avoid making no decision which
is a sign of poor leadership
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Who is to Make What Decision?
• Staff
• Staff and Manager
• Manager
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Decisions by Staff
• Techniques to accomplish assigned tasks
or projects
• Options to continuously improve current
operations and work processes
• Social events - Group picnics, golf outings,
Christmas parties, and others
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Decisions by Manager and Staff
• Development needs of staff - conference
or seminar attendance, training needs,
degree programs, etc.
• Policy and procedure involving staff
interactions with other departments
• Team membership - workload balance,
personality fit, working relationship,
exposure and visibility, sets of skills, etc.
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Decisions by Manager
• Priority of tasks and projects, project or
program objectives, budget allocation
• Personnel assignment, work group
composition, evaluation, job action
• Administrative – policies, procedures, office
space assignment, special exceptions
• Business confidential matters
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Rational Decision Making Process
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• Assess the apparent problem - based on
symptoms observed
• Collect facts - what, how, who, where, when,
why, from people who have direct
knowledge of the problem at hand :
“Management by Walking Around”
• Define the real problem - deviation from
norm, performance metrics to measure
success
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(cont’d)
• Develop alternatives to achieve the desired
resolution - brainstorming, innovation
• Select optimal solution (logical process,
minimizing risks, maximizing probability of
success)
• Set course of action to implement decision,
by allocating resources, specifying action
steps and define target dates of completion
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Kepnor-Tregoe Decision Analysis Tool
• Define decision criteria (necessary criteria and
sufficiency criteria)
• Rank-order sufficiency criteria (from 1 to 10)
• Evaluate all options against each sufficiency
criteria and eliminate those which flunk the
necessary criteria
• Score each surviving option relatively with
respect to each sufficiency criteria (from 1 to10)
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Kepnor-Tregoe Decision Analysis Tool
(cont’d)
• Compute a weighted score (multiplying the
weight factor of the sufficiency criteria with
the relative score of an option and summing
up such numerical products for each option)
• Choose the option with the highest weighted
score as the best solution to the problem at
hand
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Kepnor-Tregoe Decision Analysis
Tool (cont’d)
• Decision criteria - both necessary and
sufficiency- are externalized
• Relative importance of all sufficiency criteria
are rank-ordered
• Chosen criteria are “Mutually Exclusive and
Collectively Exhaustive”
• Decision - equitable, rational,
comprehensive
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Decisions Not to Make
• Decisions - Not pertinent/applicable to
problems at this time
• Decisions - Can not be implemented
effectively (business priority, resources
constraints, value created)
• Decisions - To be made by others
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Other Decision Support Tools
• Forecasting (exponential
smoothing, time series)
• Regression Analysis (single-
variable, multi variables)
• Risk Analysis (Monte Carlo)
• What -if Solver
• Simulation Modeling
• Decision Trees
• Optimization (linear
programming, integer/dynamic
programming)
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Decision Making by Gut Instinct
• Spontaneous Decisions - Intuitive solution
for complex and ambiguous problems
defying systematic analyses (No data)
• Brain Activities - Left-side (logical, rational
and conscious) versus right-side (intuitive,
subconscious); Innovative ideas surface
unexpectedly, due to accumulated
“patterns and rules” derived from past
experience
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Decision Making by Gut Instinct
• Intuitive decisions can be wrong from time
to time, feedback from trusted sources is
needed to “recalibrate” patterns and rules
frequently.
• If repeated, feedback-based learning tends
to improve quality of intuitive decisions
made in the future
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Decision Making in Teams
• Group dynamics
• Conflict, consideration, closure
• Criteria for good group decisions
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Decision Making in Teams
• Group dynamics - New dimensions to
decision making: (1) Coalitions/alliances
among team members - position-based
advocacy, (2) Conflicts of interests, (3)
Personality clash (fighting words, selective
seeing, interruptions, personal friction)
• Leadership Role: (1) Managing conflict,
(2) Consideration and (3) Closure
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Decision Making in Teams (Cont’d)
• (1) Minimize Conflict – Follow an Inquiry-
focused solution-discovery process, not to
conduct a position-fighting exercise:
(A) Share information, (B) Think critically,
(C) Debate ideas rigorously, (D) Check
assumption relentlessly, (E) Apply rule of
reasoning, and (F) Testing strengths among
competing ideas (not competing positions)
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• (2) Show Consideration - Make sure that
the “losers” perceive fairness of having
their ideas heard and considered: (A) No
predetermined solutions, (B) No personal
preference of leaders, (C) Listen actively
to all ideas - taking notes, asking
questions, (D) Explain logic of final
decision and why the views of the ‘losers’
were not accepted
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• (3) Manage Closure: (A) Early Close
(group think phenomena) as unstated
objections will show up at implementation
phase: leader to inject questions and
promote additional debate, (B) Late Closure
(endless debate between warring factions,
trying to resolve all trivialities just to be fair)
- Leader to cut off debate and announce
decision
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Decision Making in Teams (cont’d)
• Criteria for good group decisions :-
(a) Multiple Alternatives to create
(b) Assumptions to check
(c) Decision criteria to externalize
(d) Dissent and debate to promote
(e) Perceived fairness to assure
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Communicating
• To create understanding and
acceptance by conveying facts,
viewpoints, impression and/or feelings
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Guidelines for Communication
• Communicate with a clear purpose
• Select proper form to communicate - face-
to-face talk, phone conversation, emails,
video-conference, staff meeting, written
memos, web-posting, net-meeting
• Be honest and open, welcome suggestions,
offer pertinent information to dispel fears
• Keep communications channels open
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How to Communicate?
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Asking
• Asking open-ended insightful questions to
gain knowledge and to improve understanding
of the situation at hand
• Quality of questions is an clear indication of
the questioner’s grasp of the situation at hand
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Telling
• Offer information to keep people (peers,
employees, bosses, supply chain partners,
customers) informed about matters of
concern to them
• Judgement is needed as to what to tell and
what not (“Need to Know” paradigm), seek
balance between (1) trust-creation and no
surprise versus (2) control over information
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Listening
• Remain focused in listening to the subtext
and true meaning of the exchange
• Maintain eye contact
• Exercise self-discipline to control own urge
to talk and avoid interrupting others
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Understanding
• To hear by the head and to feel by the
heart
• Assess the degree of sincerity - verbal
intonation, facial expression, body
language
• Recognize shared meaning (emotional and
logical)
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Common Barriers to Communications
• Semantics
• Selective Seeing
• Selective Listening
• Emotional Barriers
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Common Barriers to Communications
• Interpretation of Semantics (words/terms may
have multiple meanings)
• Selective Seeing - See only what one wants to
see
• Selective Listening - Hear only what one
wants to hear (screen out ideas divergent to
own opinion or self-interest)
• Emotional Barriers (strong attitude and
feelings, personal biases)
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Techniques of Communicating
• Know what one wants to say and say what
one means (some people want to impress
others, not to express themselves) -
“The answer is definitely a maybe”
“It is not probable, but still possible”
• Know the audience (tailoring to the receiver’s
frame of mind - belief, background, attitudes,
experience and vocabulary)
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Techniques of Communicating (cont’d)
• Get favorable attention - Taking into account of
receiver’s interest and emotional standing
• Get understanding - Leading the exchange
from present to future, familiar to unfamiliar,
and agreeable to disagreeable
• Get retention - Repeat the ideas (Rule of
Four)
• Get feedback - Asking questions
• Get action to enhance communications
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Motivating
• To motivate is to apply a force that
excites and drives an individual to act,
in ways preferred by the
manager/leader.
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How to Motivate
• Inspire - Infuse a spirit
of willingness (By work
done, leadership traits,
examples set)
• Encourage - Stimulate
through praise,
approval and help
• Impel - Force
(Coercion, compulsion,
punishments)
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Techniques to Enhance Motivation
• Participation - Promoting ownership of
idea, project, task and program
• Communication - Objectives, metrics
• Recognition - Fair appraisals inducing
loyalty and confidence
• Delegated Authority - Convey trust
• Reciprocated Interest - Show interest in
Results
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Keys for Successful Motivation
• Accept people as they are, not try to
change them - personal preference, values
and standards
• Recognize that other have drives to fulfill
own needs - self-actualization, recognition,
ego, self-esteem, group association, etc..
• Motivate by addressing the unsatisfied
needs - Maslow Need Hierarchy Model
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Maslow Hierarchy Need Model
• Self Actualization - Self-
development and
realization of own
potential
• Esteem - Ego, recognition
• Social - Peer acceptance,
group affiliation
• Safety - Job security
• Physiological Needs -
Food & shelter
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Maslow Hierarchy Need Model
• A higher level need only arises when lower
ones are already satisfied
• A satisfied need no longer dominates the
individual’s behavior, the next higher need
takes over
• An unsatisfied need acts as a motivator -
Central to need-based motivation strategy
• The top level needs are never fully satisfied
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Motivating Factors for Professionals
• Scope of self expression and creativity,
having room for making decision, choosing
methods and utilizing own talents fully
• Independence with minimum supervision
• Recognition for achievements
• Variety of challenging work is motivating
• Pay and benefits are minor motivators
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Selecting
• By selecting people, managers gain staff with
right skills, dedication, value systems,
personality, and win their loyalty over time
• Associate themselves with the right mentors
and leaders
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Standard Procedure of
Employee Selection Process
• Define needs
• Define qualifications
• Get applicants
• Review and pre-screen applicants
• Conduct interviews - Asking good
questions
• Decide on job candidates
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Skills Assessment
• Hard skills - Technical capabilities readily
assessed (transcripts, reports and
references)
• Soft skills - Behavior in team work,
interpersonal skills, leadership quality,
cooperative attitude, mental flexibility and
adaptability - all related to personality -
psychological profile, value systems and
deep-rooted beliefs are difficult to evaluate
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Challenges of Selecting
• Managers are not trained to assess soft
skills - major sources of job-related
problems and key factors for career
failures
• Candidates are polished to “Talk the talk
and walk the walk,” masking their true
long-term personal behavior
• Selecting people remains a major
challenge to all managers
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Developing
• Purpose: To improve knowledge, attitude
and skills of employees
• Knowledge: Cognizance of facts, truths
and other information
• Attitude: Customary dispositions toward
people, things, situations and information
• Skills: Ability to perform specialized work
with recognized competence
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How to Develop People
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Guidelines for Employee Development
• Emphasize employee’s role in
development (good for the individual and
company)
• Appraise present performance and future
potential
• Counsel for improvement (to induce self-
improvement, set example)
• Develop Successors - Career Planning
Plan of Some Progressive Companies
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Special Topics on Leading
• Leading Changes
(Eight-step processes
to create and sustain
changes)
• New Leaders
(Strategy for First 6
months)
• Advice for Superior
Leadership (Eight
attributes and more)
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Leading Changes
Changes take time to set in and there are eight
critical steps to follow:
(1) Establish a sense of urgency - Identify
marketing and other factors supporting the
urgent need for change, getting 75% of
corporate leaders on board
(2) Form a powerful guiding coalition - Secure
shared commitment of top leaders
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Leading Changes (Cont’d)
(3) Create a vision - Have an easy-to-
communicate vision to direct the change
efforts
(4) Communicate the vision - Using all means
available to spread the words
(5) Empower others to act on the vision -
Encourage risk taking and removal of systems/
people resisting change
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Leading Changes (Cont’d)
(6) Plan for short-term wins - Select projects
to achieve wins within the first one to two
years, in order to keep momentum
(7) Consolidate improvements - modify
systems and promote people in favor of
changes
(8) Institutionalize new approaches - Ensure
leadership development/succession
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Advice for New Leaders
New Leaders - Sailing through dense fog in
first 6 months (short visibility ahead)
Seven-rule strategy to follow:
(1) Leverage the time before entry - Study the
new situation (SWOT analysis), prepare
questions
(2) Organize to learn - Technical, cultural and
political arenas
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Advice for New Leaders (Cont’d)
(3) Secure early wins - Get some wins in first
6 months
(4) Lay foundation for major improvements -
Initiate pilot programs to try out new
technology tools, Change ways to measure
performance, Introduce new ways of
operating and viewing business, Promote
positive examples, and Envision new
mechanism to do business
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Advice for New Leaders (Cont’d)
(5) Create a personal vision - linking to core
value and be compatible with top-priority
projects
(6) Build winning coalitions - linking with
powerful groups in top-management, middle
management and working groups
(7) Manage own time and stress, Secure
technical, political and personal advisement
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Guidelines for Superior Leadership
(1) Maintain absolute integrity
(2) Be Knowledgeable
(3) Declare expectations
(4) Show uncommon commitment
(5) Get out in front
(6) Expect Positive results
(7) Take care of people
(8) Put duty before self-interests
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Profile of Successful Leaders
• Strong drive for
responsibility and task
completion
• Vigor and persistence in
pursuit of goals
• Venturesomeness and
originality in problem-
solving
• Drive to exercise initiative in
social situation
• Self-confidence and sense
of personal identity
• Willingness to accept
consequence of decision
and action
• Readiness to absorb
interpersonal stress
• Willingness to tolerate
frustration and delay
• Capacity to structure
social interaction systems
to the purpose at hand
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Managing
Change
2/12/2022 Hamed Ali
Part Three

• Demographic Characteristics
- the workforce is more diverse
- there is a business imperative to effectively manage diversity
• Technological Advancements
- organizations are increasingly using technology as a means to
improve productivity and market competitiveness
• Market Changes
- the emergence of a global economy is forcing companies to be
more competitive and to do business differently
- organizations are forging new partnerships and alliances aimed
at creating new products and services
• Social and Political Pressures
- society and its legislative bodies can put pressure on
organizations to change the way they do business – the
tobacco industry is a good example
External Forces: originate outside the
organization.
Forces of Change
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Hamed Ali

• Human Resource Problems/Prospects
- employees’ needs, job satisfaction, organizational
commitment, behavior, and performance are forces of
change
- dissatisfied employees and high levels of absenteeism and
turnover are signs that change is needed
• Managerial Behavior/Decisions
- the level of conflict between managers and their direct
reports is a force for change
- inappropriate leader behavior may result in employee
problems requiring change
- inequitable reward systems are an additional force for
change
Internal Forces: originate inside the organization.
Forces of Change (continued)
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Step Description
 Establish a sense Unfreeze the organization by creating a
of urgency compelling reason for why change is needed.
 Create the guiding Create a cross-functional, cross-level group of
coalition people with enough power to lead the change.
 Develop a vision Create a vision and strategic plan to guide the
and strategy change process.
 Communicate the Create and implement a communication strategy
change vision that consistently communicates the new vision
and strategic plan.
 Empower broad- Eliminate barriers to change, and use target
based action elements of change to transform the
organization. Encourage risk taking and
creative problem-solving.
Kotter’s Steps for Leading
Organizational Change
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Step Description
 Generate short- Plan for and create short-term “wins” or
term wins improvements. Recognize and reward people
who contribute to the wins.
 Consolidate gains The guiding coalition uses credibility from
and produce more short-term wins to create more change.
change Additional people are brought into the change
process as change cascades throughout the
organization. Attempts are made to
reinvigorate the change process.
 Anchor new Reinforce the changes by highlighting
approaches in the connections between new behaviors and
culture processes and organizational success. Develop
methods to ensure leadership development and
successes.
Kotter’s Steps for Leading
Organizational Change (continued)
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The leading reasons why people resist change are:
• An individual’s predisposition toward change
• Surprise and fear of the unknown
• Climate of mistrust
• Fear of failure
• Loss of status and/or job security
Resistance to Change: an emotional/behavioral response to real
or imagined work change.
Resistance To Change
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1–91
Managers
and
Management
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Part Four

1–92
Organizations
• Organization
– A systematic arrangement of people brought
together to accomplish some specific purpose;
applies to all organizations—for-profit as well
as not-for-profit organizations.
– Where managers work (manage)
• Common characteristics
– Goals
– Structure
– People
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Common Characteristics of Organizations
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People Differences
• Operatives
– People who work directly on a job or task
and have no responsibility for overseeing the
work of others
• Managers
– Individuals in an organization who direct the
activities of others
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1–95
Organizational Levels
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Identifying Managers
• First-line managers
– Supervisors responsible for directing the day-to-day
activities of operative employees
• Middle managers
– Individuals at levels of management between the first-
line manager and top management
• Top managers
– Individuals who are responsible for making decisions
about the direction of the organization and establishing
policies that affect all organizational members
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1–97
Management Defined
• Management
– The process of getting things done, effectively
and efficiently, through and with other people
– Efficiency
• Means doing the thing correctly; refers to the
relationship between inputs and outputs;
seeks to minimize resource costs
– Effectiveness
• Means doing the right things; goal
attainment
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1–98
Efficiency and Effectiveness
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1–99
Management Process
• Planning
– Includes defining goals, establishing strategy,
and developing plans to coordinate activities
• Organizing
– Includes determining what tasks to be done,
who is to do them, how the tasks are to be
grouped, who reports to whom, and where
decisions are to be made
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1–100
Management Process
• Leading
– Includes motivating employees, directing the
activities of others, selecting the most effective
communication channel, and resolving conflicts
• Controlling
– The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations
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1–101
Mintzberg’s Managerial Roles
• Interpersonal
– Figurehead
– Leader
– Liaison
• Informational
– Monitor
– Disseminator
– Spokesperson
• Decisional
– Entrepreneur
– Disturbance
hander
– Resource
allocator
– Negotiator
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1–102
Is The Manager’s Job Universal?
• Level in the organization
– Do managers manage differently based on where they are in
the organization?
• Profit versus not-for-profit
– Is managing in a commercial enterprise different than
managing in a non-commercial organization?
• Size of organization
– Does the size of an organization affect how managers
function in the organization?
• Management concepts and national borders
– Is management the same in all economic, cultural, social and
political systems?
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1–103
Distribution of Time per Activity by
Organizational Level
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1–104
Importance of
Managerial Roles
in Small and Large
Businesses
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General Skills for Managers
• Conceptual skills
– A manager’s mental ability to coordinate all of the
organization’s interests and activities
• Interpersonal skills
– A manager’s ability to work with, understand, mentor, and
motivate others, both individually and in groups
• Technical skills
– A manager’s ability to use the tools, procedures, and
techniques of a specialized field
• Political skills
– A manager’s ability to build a power base and establish the
right connections
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Specific Skills for Managers
• Behaviors related to a manager’s
effectiveness:
– Controlling the organization’s environment and
its resources.
– Organizing and coordinating.
– Handling information.
– Providing for growth and development.
– Motivating employees and handling conflicts.
– Strategic problem solving.
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1–107
Management Charter Initiative Competencies
for Middle Managers
1. Initiate and implement change
and improvement in services,
products, and systems
2. Monitor maintain, and improve
service and product delivery
3. Monitor and control the use of
resources
4. Secure effective resource
allocation for activities and
projects
5. Recruit and select personnel
6. Develop teams, individuals, and
self to enhance performance
7. Plan, allocate, and evaluate work
carried out by teams, individuals
and self
8. Create, maintain, and enhance
effective working relationships
9. Seek, evaluate, and organize
information for action
10. Exchange information to solve
problems and make decisions
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1–108
How Much Importance Does The
Marketplace Put On Managers?
• Good (effective) managerial skills are a scarce commodity.
– Managerial compensation packages are one measure of
the value that organizations place on them.
– Management compensation reflects the market forces of
supply and demand.
• Management superstars, like superstar athletes in
professional sports, are wooed with signing bonuses,
interest-free loans, performance incentive packages,
and guaranteed contracts.
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Why Study Management?
• We all have a vested interest in improving
the way organizations are managed.
– Better organizations are, in part, the result of
good management.
• You will eventually either manage or be
managed
– Gaining an understanding of the management
process provides the foundation for developing
management skills and insight into the
behavior of individuals and the organizations.
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How Does Management Relate To
Other Disciplines?
Anthropology
Economics Philosophy
Political Science Psychology
Sociology
Management
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1–111
The Industrial Revolution’s
Influence On Management Practices
• Industrial revolution
– Machine power began to substitute for human
power
• Lead to mass production of economical goods
– Improved and less costly transportation systems
became available
• Created larger markets for goods.
– Larger organizations developed to serve larger
markets
• Created the need for formalized management
practices.
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1–112
Classical Contributions
• Classical approach
– The term used to describe the hypotheses of
the scientific management theorists and the
general administrative theorists.
• Scientific management theorists
– Fredrick W. Taylor, Frank and Lillian Gilbreth, and
Henry Gantt
• General administrative theorists
– Henri Fayol and Max Weber
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1–113
Fayol’s Fourteen Principles of Management
• Division of work
• Authority
• Discipline
• Unity of command
• Unity of direction
• Subordination of the
individual
• Remuneration
• Centralization
• Scalar chain
• Order
• Equity
• Stability of tenure of
personnel
• Initiative
• Esprit de corps
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1–114
The Quantitative Approach
• Operations research (management science)
– Evolved out of the development of mathematical
and statistical solutions to military problems
during World War II.
– Involves the use of statistics, optimization
models, information models, and computer
simulations to improve management decision
making for planning and control.
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1–115
Social Events That Shaped
Management Approaches
• Classical approach
– Desire for increased efficiency of labor
intensive operations
• Human resources approach
– The backlash to the overly mechanistic view of
employees held by the classicists.
– The Great Depression.
• The quantitative approaches
– World War II
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1–116
The Process Approach
• Management theory jungle (Harold Koontz)
– The diversity of approaches to the study of
management—functions, quantitative
emphasis, human relations approaches—each
offer something to management theory, but
many are only managerial tools.
• Planning, leading, and controlling activities
are circular and continuous functions of
management.
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1–117
The Systems Approach
• Defines a system as a set of interrelated
and interdependent parts arranged in a
manner that produces a unified whole
– Closed system : a system that is not
influenced by and does not interact with its
environment
– Open system: a system that dynamically
interacts with its environment
– Stakeholders: any group that is affected by
organizational decisions and policies
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1–118
The Contingency Approach
• The situational approach to management
that replaces more simplistic systems and
integrates much of management theory
• Four popular contingency variables
– Organization size
– Routineness of task technology
– Environmental uncertainty
– Individual differences
2/12/2022 Hamed Ali

Management, Leadership,
and Internal Organization
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Part Five

Define management and
the skills necessary for
managerial success.
Explain the role of vision and
ethical standards.
Summarize the benefits of
planning and distinguish strategic,
tactical, and operational planning.
Describe the strategic planning
process.
Contrast the types of business
decisions and list the steps in the
decision-making process.
Define leadership and compare
different styles of leadership.
Discuss the meaning and
importance of corporate
culture.
Identify forms of departmentalization
and types of organization
structures.
Learning Goals
1
2
3
4
5
6
7
8
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Management is the process of achieving organizational
objectives through people and other resources.
What is Management?
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• Develop long-
range strategic
plans for the
organization.
• Inspire
executives and
employees to
achieve their
vision for the
company’s
future.
Top Management
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• Focus on specific
operations,
products, or
customer groups
within
an organization.
• Responsible for
developing detailed
plans and
procedures to
implement the firm’s
strategic plans.
Middle Management
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• Implement the
plans developed
by middle
managers.
• Responsible for
non-manager
employees.
• Motivate
workers to
accomplish daily,
weekly, and
monthly goals.
Supervisory Management
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1-124

→Technical skills
 Manager’s ability to understand and use the techniques,
knowledge, and tools and equipment of a specific discipline or
department.
→Human skills
 Interpersonal skills that enable a manager to work effectively with
and through people.
→Conceptual skills
 Ability to see the organization as a unified whole and to
understand how each part of the overall organization interacts
with other parts.
Skills Needed for Management Success
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Managerial Functions
Planning
• Process of determining
courses of action for achieving
organizational objectives.
Organizing
• Blending human and material
resources through a formal
structure of authority.
Directing
• Guiding and motivating
employees to accomplish
organizational objectives.
Controlling
• Evaluating an organization’s
performance to determine
whether it is accomplishing
its objectives.
1) Establish performance
standards.
2) Monitor actual performance.
3) Compare actual
performance with
established standards.
4) Take corrective action if
required.
2/12/2022 Hamed Ali

• Vision is the perception of marketplace needs and the
methods an organization can use to satisfy them.
– Must be focused yet adaptable to changes
in the business environment.
• Long-term success is also tied to the ethical
standards that top executives set.
– High ethical standard can also encourage, motivate,
and inspire employees to achieve goals.
Setting A Vision and Ethical Standards for Them
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Importance of Planning
• There are different types and levels of plans
• Organizations should have a
comprehensive planning framework.
– From mission statement to objectives and goals
– Narrow functional plans
• Plans outline the steps the company will
take to meet outlined goals and objectives.
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Planning at Different Organizational Levels
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The Strategic Planning Process
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1-130

SWOT Analysis
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1-131

• Decision making is the process of recognizing a
problem or opportunity, evaluating alternative solutions,
selecting and implementing an alternative, and assessing
the results.
• Programmed decision involves simple, common
problems with predetermined solutions.
• Nonprogrammed decision involves a complex, unique
problem or opportunity with important consequences for
the organization.
Managers as Decision Makers
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How Managers Make Decisions
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• Leadership is the ability to direct or inspire people to attain
organizational goals.
• Involves the use of influence or power.
• Three traits are common among many leaders:
– Empathy
– Self-awareness
– Objectivity in dealing with others
Managers as Leaders
2/12/2022 Hamed Ali

Autocratic Leadership
Make decisions on own without consulting employees.
Free-Rein Leadership
Leave most decisions to employees.
Democratic Leadership
Involve employees in decisions, delegate assignments and ask
employees for suggestions.
Leadership Styles
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Organizational Chart
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1-136

• Product departmentalization: organized based on the goods and
services a company offers.
• Geographical departmentalization: organized by geographical
regions within a country or, for a multinational firm, by region
throughout the world.
• Customer departmentalization: organized by the different types of
customers the organization serves.
• Functional departmentalization: organized by business functions
such as finance, marketing, human resources, and production.
• Process departmentalization: organized by work processes
necessary to complete production of goods or services.
Departmentalization
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Different Forms of
Departmentalization
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1-138

• Delegation is the act of assigning work activities to subordinates.
– The responsibility and the necessary authority for completing the tasks.
– Employees have accountability, or responsibility for the results of the way
they perform their assignments.
– Authority and responsibility move down; accountability moves up.
• Span of management is the number of subordinates, or direct
reports, a supervisor manages.
• Centralization: decision making is retained at the top of the
management hierarchy.
• Decentralization: decision making is located at the lower levels.
Many firms believe it enhances their flexibility and responsiveness to
customer needs.
Delegating Work Assignments
2/12/2022 Hamed Ali

Managing
People
2/12/2022 Hamed Ali
Part Six

Managing people
• Managing people working as
individuals and in groups
2/12/2022 Hamed Ali

Management activities
• Problem solving (using available people)
• Motivating (people who work on a project)
• Planning (what people are going to do)
• Estimating (how fast people will work)
• Controlling (people's activities)
• Organising (the way in which people work)
2/12/2022 Hamed Ali

Limits to thinking
• People don’t all think the same way but
everyone is subject to some basic
constraints on their thinking due to
– Memory organisation
– Knowledge representation
– Motivation influences
• If we understand these constraints, we can
understand how they affect people
participating in the software process
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Memory organisation
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Short-term memory
• Fast access, limited capacity
• 5-7 locations
• Holds 'chunks' of information where the size
of
a chunk may vary depending on its familiarity
• Fast decay time
2/12/2022 Hamed Ali

Working memory
• Larger capacity, longer access time
• Memory area used to integrate information
from short-term memory and long-term
memory.
• Relatively fast decay time.
2/12/2022 Hamed Ali

Long-term memory
• Slow access, very large capacity
• Unreliable retrieval mechanism
• Slow but finite decay time - information
needs reinforced
• Relatively high threshold - work has to be
done to get information into long-term
memory.
2/12/2022 Hamed Ali

Information transfer
• Problem solving usually requires transfer
between short-term memory and working
memory
• Information may be lost or corrupted during
this transfer
• Information processing occurs in the
transfer from short-term to long-term
memory
2/12/2022 Hamed Ali

Knowledge modelling
• Semantic knowledge knowledge of concepts
such as the operation of assignment, concept
of parameter passing etc.
• Syntactic knowledge knowledge of details of
a representation e.g. an Ada while loop.
• Semantic knowledge seems to be stored in a
structured, representation independent way.
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Syntactic/semantic knowledge
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Knowledge acquisition
• Semantic knowledge through experience
and active learning - the 'ah' factor
• Syntactic knowledge acquired by
memorisation.
• New syntactic knowledge can interfere with
existing syntactic knowledge.
– Problems arise for experienced programmers in
mixing up syntax of different programming
languages
2/12/2022 Hamed Ali

Semantic knowledge
• Computing concepts - notion of a writable
store, iteration, concept of an object, etc.
• Task concepts - principally algorithmic - how to
tackle a particular task
• Software development ability is the ability to
integrate new knowledge with existing
computer and task knowledge and hence
derive creative problem solutions
• Thus, problem solving is language independent
2/12/2022 Hamed Ali

Problem solving
• Requires the integration of different types
of knowledge (computer, task, domain,
organisation)
• Development of a semantic model of the
solution and testing of this model against
the problem
• Representation of this model in an
appropriate notation or programming
language
2/12/2022 Hamed Ali

Problem solving
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1-154

Motivation
• An important role of a manager is to
motivate the people working on a project
• Motivation is a complex issue but it appears
that their are different types of motivation
based on
– Basic needs (e.g. food, sleep, etc.)
– Personal needs (e.g. respect, self-esteem)
– Social needs (e.g. to be accepted as part of a
group)
2/12/2022 Hamed Ali

Motivating people
• Motivations depend on satisfying needs
• It can be assumed that physiological and
safety
needs are satisfied
• Social, esteem and self-realization needs
are
most significant from a managerial
viewpoint
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Need satisfaction
• Social
– Provide communal facilities
– Allow informal communications
• Esteem
– Recognition of achievements
– Appropriate rewards
• Self-realization
– Training - people want to learn more
– Responsibility
2/12/2022 Hamed Ali

Personality types
• The needs hierarchy is almost certainly
an over-simplification
• Motivation should also take into account
different personality types:
– Task-oriented
– Self-oriented
– Interaction-oriented
2/12/2022 Hamed Ali

Personality types
• Task-oriented.
– The motivation for doing the work is the work itself
• Self-oriented.
– The work is a means to an end which is the
achievement of
individual goals - e.g. to get rich, to play tennis, to
travel etc.
• Interaction-oriented
– The principal motivation is the presence and actions of
co-workers. People go to work because they like to go
to work
2/12/2022 Hamed Ali

Motivation balance
• Individual motivations are made up of elements
of each class
• Balance can change depending on personal
circumstances and external events
• However, people are not just motivated by
personal factors but also by being part of a group
and culture.
• People go to work because they are motivated
by the people that they work with
2/12/2022 Hamed Ali

Group working
• Most software engineering is a group activity
– The development schedule for most non-trivial
software projects is such that they cannot be
completed by one person working alone
• Group interaction is a key determinant of group
performance
• Flexibility in group composition is limited
– Managers must do the best they can with available
people
2/12/2022 Hamed Ali

Time distribution
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Group composition
• Group composed of members who share the
same motivation can be problematic
– Task-oriented - everyone wants to do their own thing
– Self-oriented - everyone wants to be the boss
– Interaction-oriented - too much chatting, not enough
work
• An effective group has a balance of all types
• Can be difficult to achieve because most
engineers are task-oriented
• Need for all members to be involved in decisions which
affect the group
2/12/2022 Hamed Ali

• Leadership depends on respect not titular status
• There may be both a technical and an
administrative leader
• Democratic leadership is more effective that
autocratic leadership
• A career path based on technical competence
should be supported
Group leadership
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Group cohesiveness
• In a cohesive group, members consider the group to be
more important than any individual in it
• Advantages of a cohesive group are:
– Group quality standards can be developed
– Group members work closely together so inhibitions
caused by ignorance are reduced
– Team members learn from each other and get to know
each other’s work
– Egoless programming where members strive to
improve each other’s programs can be practised
2/12/2022 Hamed Ali

Developing cohesiveness
• Cohesiveness is influenced by factors such
as the organisational culture and the
personalities in the group
• Cohesiveness can be encouraged through
– Social events
– Developing a group identity and territory
– Explicit team-building activities
• Openness with information is a simple way
of ensuring all group members feel part of
the group
2/12/2022 Hamed Ali

Group communications
• Good communications are essential for
effective group working
• Information must be exchanged on the
status of work, design decisions and
changes to previous decisions
• Good communications also strengthens
group cohesion as it promotes
understanding
2/12/2022 Hamed Ali

• Status of group members
– Higher status members tend to dominate
conversations
• Personalities in groups
– Too many people of the same personality type can be
a problem
• Sexual composition of group
– Mixed-sex groups tend to communicate better
• Communication channels
– Communications channelled though a central
coordinator tend to be ineffective
2/12/2022 Hamed Ali

Democratic team organisation
• The group acts as a whole and comes to a
consensus on decisions affecting the system
• The group leader serves as the external interface
of the group but does not allocate specific work
items
• Rather, work is discussed by the group as a
whole and tasks are allocated according to ability
and experience
• This approach is successful for groups where all
members are experienced and competent
2/12/2022 Hamed Ali

Choosing and keeping people
• Choosing people to work on a project is a major
managerial responsibility
• Appointment decisions are usually based on
– information provided by the candidate (their resumé or
CV)
– information gained at an interview
– recommendations from other people who know the
candidate
• Some companies use psychological or aptitude tests
– There is no agreement on whether or not these tests
are actually useful
2/12/2022 Hamed Ali

• Physical workplace provision has an important
effect on individual productivity and satisfaction
– Comfort
– Privacy
– Facilities
• Health and safety considerations must be taken
into account
– Lighting
– Heating
– Furniture
Working environments
2/12/2022 Hamed Ali

• Privacy - each engineer requires an area for
uninterrupted work
• Outside awareness - people prefer to work
in natural light
• Personalization - individuals adopt different
working practices and like to organize their
environment in different ways
Environmental factors
2/12/2022 Hamed Ali

Workspace organisation
• Workspaces should provide private spaces
where people can work without interruption
– Providing individual offices for staff has been
shown to increase productivity
• However, teams working together also
require spaces where formal and informal
meetings can be held
2/12/2022 Hamed Ali

The People Capability Maturity Model
• Intended as a framework for managing the development
of people involved in software development
• Five stage model
– Initial. Ad-hoc people management
– Repeatable. Policies developed for capability
improvement
– Defined. Standardised people management across the
organisation
– Managed. Quantitative goals for people management
in place
– Optimizing. Continuous focus on improving individual
competence and workforce motivation
2/12/2022 Hamed Ali

2/12/2022
Hamed Ali

Change
management
2/12/2022 Hamed Ali
Part Seven

Responses to change
• Fear.
• Uncertainty.
• Resistance.
• Acceptance.
• Rejection.
2/12/2022 Hamed Ali

What is change?
• Materials.
• Teaching approaches.
• Beliefs.
• Behaviours.
2/12/2022 Hamed Ali

Some thoughts on change
• Change is a process not an event.
• Innovations are not ends in themselves.
• Replication of failed initiatives.
• Successful change is locally owned and
implemented.
• Your version of change is not the only one.
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Why change fails?
• Inappropriate innovations.
• Inappropriate timing.
• Inadequate design.
• Faulty implementation strategy.
• Lack clarity – suspicion.
• Multiple, complex innovations.
2/12/2022 Hamed Ali

Phases of change
1. Initiation.
2. Implementation.
3. Continuation.
2/12/2022 Hamed Ali

PLC change process
Phase 2
Phase 1 Phase 3
• Learning walks and Action enquiry.
• Trialling new approaches.
• Reviewing outcomes.
• Disseminating findings to colleagues.
• Interdependence.
• Leading staff development.
• Evaluating impact
• Disseminating findings.
• Having a shared direction.
• Having a common process.
• Enhanced confidence.
• Working as a close team.
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Moving on . . .
1. Allocate the best people to each problem.
2. Change through action rather than planning.
3. Focus on continuous development of capacity.
4. Maintain direction through effective distributed
leadership.
5. Develop a system of internal and external
accountabilities.
6. Harness positive pressure.
7. Build organisational confidence through previous
steps.
2/12/2022 Hamed Ali

Assessing your company’s ability
to change
1. Are many people in your Company
uncomfortable with change?
2. Do people or groups operate according to well
established routines?
3. Do influential individuals or groups impede
change?
4. Are there strong subcultures that exacerbate
divisions?
5. Has collaboration between staff decreased in
the past few years?
2/12/2022 Hamed Ali

Managerial Structures
A management plan divides a company
into different departments run by
different managers.
2/12/2022 Hamed Ali
Companies use an organizational chart
to show how the business is structured
and who is in charge of whom.

One way to organize management is
called line authority.
Managers at the top of the organization
are in charge of those beneath them.
2/12/2022 Hamed Ali
Centralized organization puts authority
in one place, with top management.

Decentralized organization gives
authority to a number of different
managers to run their own departments.
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Formal structures are usually
departmentalized.
Departmentalization divides
responsibility among specific units, or
departments.

Informal Structure
Smaller businesses can be run more
informally.
If a business does not need a big
marketing or distribution network, it
does not need a lot of managers.
2/12/2022 Hamed Ali

Levels of Management
Most businesses have three levels of
managers:
• Top-level managers
• Middle managers
• Operational managers
2/12/2022 Hamed Ali

Top-level managers are responsible for
setting goals and planning for the future.
2/12/2022 Hamed Ali
Middle managers carry out the
decisions of top management.
Operational managers are responsible
for the daily operations of the business.

Graphic Organizer
TOP LEVEL
MANAGERS
OPERATIONAL
MANAGERS
MIDDLE
MANAGERS
• Set goals
• Plan for the
future
• Carry out the
decisions of top
management
• Plan and
control
operations
• Oversee daily
operations
• Supervise
workers to meet
deadlines
2/12/2022 Hamed Ali

Planning
A good manager has four different
functions:
• Planning
• Organizing
• Leading
• Controlling
2/12/2022 Hamed Ali

Planning
• How will the work be grouped?
• Who supervises whom?
• Who makes decisions about the
work to be done?
2/12/2022 Hamed Ali
Long-range planning involves top-level
management deciding how the company
should perform.

Planning
The key questions of the planning
process are applied and answered when
you get together with your management
team.
2/12/2022 Hamed Ali

Organizing
Each manager needs to organize his or
her department and know what the other
managers are doing.
You need to determine who makes
decisions and who answers to whom.
2/12/2022 Hamed Ali
To organize a business plan you need
to assign managers different tasks and
coordinate their activities.

Leading
Good management also requires good
leadership.
You have to create a vision of your
company to inspire your employees.
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You need to set standards so your
managers know their goals.
You need to communicate with them to
provide guidance and resolve conflicts.

Leading
You especially want to encourage your
employees.
Most companies offer incentives such as
pay raises and promotions.
2/12/2022 Hamed Ali

Controlling
You have to keep track of the budget, the
schedule, and the quality of the product.
You also have to monitor your employees
and review their performance.
2/12/2022 Hamed Ali
Controlling means keeping the company
on track and making sure all goals are
met.

Controlling
Controlling also involves monitoring
customer satisfaction.
2/12/2022 Hamed Ali

Figure
7.2 MANAGEMENT FUNCTIONS
Managers carry
out four
different
functions.
Which function
involves
coordinating
resources?
2/12/2022 Hamed Ali

Is Being a Manager for You?
Most managers begin their careers as
company employees. They’re promoted
after they have gained experience and
have shown certain leadership qualities.
2/12/2022 Hamed Ali

Is Being a Manager for You?
Managerial qualities include:
• Ability to perform varied activities
• Ability to work under pressure
• Effective communication
• Interpersonal skills
• Ability to gather and use information
2/12/2022 Hamed Ali

Advantages to Being a Manager
Because managers are leaders, they
have more influence than other
employees on how the company is run.
2/12/2022 Hamed Ali
Managers usually earn more money than
employees in non-management jobs.
Being a manager has prestige.

Advantages to Being a Manager
Managers also have greater control over
their time and how they will spend it.
2/12/2022 Hamed Ali

Disadvantages to Being a Manager
Managers get the blame when things go
wrong, even if another employee caused
the problem.
2/12/2022 Hamed Ali
When managers make mistakes, they
can be more costly than other
employees’ mistakes because their
decisions affect many workers.

Disadvantages to Being a Manager
Some managers feel their relationship
with lower-level employees is different
than their relationship with fellow
managers.
2/12/2022 Hamed Ali

MANAGING PEOPLE
FOR SERVICE
ADVANTAGE
2/12/2022 Hamed Ali
Part Eight

SERVICE VALUE CHAIN
PROMISE
Interactive Marketing: Delivering Promise
2/12/2022 Hamed Ali

SERVICE STAFF-CRUCIAL
• Is either a Villain Versus a Hero
• Is a Core part of the product
• Is the service firm
• Is the brand
They also form the key component of
possible ‘Moments of Truth’
2/12/2022 Hamed Ali

Boundary Spanning Roles
 Boundary spanners link inside of organization
to outside world
 Multiplicity of roles often results in service
staff having to pursue both operational and
marketing goals
 Consider management expectations of
service staff:
 Delight customers
 Be fast and efficient in executing operational tasks
 Do selling, cross selling, and up-selling
2/12/2022 Hamed Ali

Role Stress in Frontline Employees
Three main causes of role stress:
 Person versus Role: Conflicts between what jobs
require and employee’s own personality and beliefs
 Organizations must instill “professionalism” in frontline
staff
 Organization versus Client: Dilemma whether to
follow company rules or to satisfy customer
demands
 This conflict is especially acute in organizations that are
not customer oriented
 Client versus Client: Conflicts between customers
that demand service staff intervention
2/12/2022 Hamed Ali

Emotional Labor
• “The act of expressing socially desired emotions during
service transactions”
• Three approaches used by employees:
– Surface acting—simulate emotions they don’t actually feel
– Deep acting—psych themselves into experiencing desired emotion,
perhaps by imagining how customer is feeling
– Spontaneous response
• Performing emotional labor in response to society’s or
management’s display rules can be stressful
2/12/2022 Hamed Ali

Cycle of Failure (1)
(Fig 11.4)
Customer
turnover
Failure to develop
customer loyalty
No continuity in
relationship for
customer
Customer
dissatisfaction
Employees can’t
respond to customer
problems
Employees
become bored
Employee dissatisfaction;
poor service attitude
Repeat emphasis on
attracting new customers
Low profit
margins Narrow design of
jobs to accommodate
low skill level
Use of technology
to control quality
High employee turnover;
poor service quality
Payment of
low wages
Minimization of
selection effort
Minimization
of training
Emphasis on
rules rather
than service
2/12/2022 Hamed Ali

• The employee cycle of failure
– Narrow job design for low skill levels
– Emphasis on rules rather than service
– Use of technology to control quality
• The customer cycle of failure
– Managers’ short-sighted assumptions about
financial implications of low pay, high turnover
human resource strategies
2/12/2022 Hamed Ali

• Costs of short-sighted policies are ignored
– Loss of expertise among departing employees
– Disruption to service from unfilled jobs
– Constant expense of recruiting, hiring, training
– Lower productivity of inexperienced new workers
– Loss of revenue stream from dissatisfied customers who go
elsewhere
– Loss of potential customers who are turned off by negative
word-of-mouth
– Higher costs of winning new customers to replace those
lost—more need for advertising and promotional discounts
2/12/2022 Hamed Ali

Cycle Of Mediocrity (1)
(Fig 11.5)
Good wages/benefits
high job security
Other suppliers (if any)
seen as equally poor
Customers trade
horror stories
Service not focused
on customers’ needs
Employees spend
working life
in environment
of mediocrity
Narrow design
of jobs
Success =
not making
mistakes
Complaints met by
indifference or
hostility
Employee
dissatisfaction
(but can’t easily quit) Emphasis
on rules
vs. pleasing
customers
Promotion
and pay
increases based
on longevity,
lack of mistakes
Initiative is
discouraged
Jobs are boring and
repetitive; employees
unresponsive
Resentment at inflexibility and
lack of employee initiative;
complaints to employees
No incentive for
cooperative relationship
to obtain better service
Training emphasizes
learning rules
Customer dissatisfaction
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1-217

Cycle Of Mediocrity (2)
• Most commonly found in large,
bureaucratic organizations
• Service delivery is oriented toward
– Standardized service
– Operational efficiencies
2/12/2022 Hamed Ali

Cycle of Mediocrity (3)
• Job responsibilities narrowly and
unimaginatively defined
• Successful performance measured by
absence of mistakes
• Training focuses on learning rules and
technical aspects of job—not on
improving interactions with customers
and co-workers
2/12/2022 Hamed Ali

Cycle of Success (1)
(Fig 11.6)
Low
customer
turnover
Customer
loyalty
Continuity in
relationship with
customer
High customer
satisfaction
Extensive
training
Employee satisfaction,
positive service attitude
Repeat emphasis on
customer loyalty and
retention
Higher
profit
margins
Broadened
job designs
Lowered turnover,
high service quality
Above average
wages
Intensified
selection effort
Train, empower frontline
personnel to control quality
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1-220

• Longer-term view of financial performance;
firm seeks to prosper by investing in people
• Attractive compensation packages attract
better job applicants
• More focused recruitment, intensive training,
and higher wages make it more likely that
employees are:
– Happier in their work
– Provide higher quality, customer-pleasing
service
2/12/2022 Hamed Ali

• Broadened job descriptions with
empowerment practices enable frontline
staff to control quality and facilitate service
recovery
• Regular customers more likely to remain
loyal because:
– Appreciate continuity in service relationships
– Have higher satisfaction due to higher quality
2/12/2022 Hamed Ali

INTERNAL MARKETING
1. Staffing
a. Manpower Planning
b. Selection
c. Recruitment
2. Training
a. Social Skills
b. Interactive Skills
c. Technical Skills
2/12/2022 Hamed Ali

INTERNAL MARKETING
3. Organising
a. Work Assignment (Role)
b. Empowerment
c. Service Culture
d. Teamwork
4. Supporting
a. Process Support
b. Technical Support
2/12/2022 Hamed Ali
@Hamed.Ali.Mohamed2@gmail.c 1-224

INTERNAL MARKETING
5. Motivating
a. Treat Employees as customers
b. Promotions
6. Evaluating
a. Measuring performance
b. Feedback to employees
c. Feedback to management
2/12/2022 Hamed Ali

INTERNAL MARKETING
7. Rewarding
a. Compensation
b. Recognition
c. Extend Benefits
8. Retaining
a. Inclusion in the company vision
b. Retaining the best employees
2/12/2022 Hamed Ali

TIME
MANAGEMENT
2/12/2022 Hamed Ali
Part Nine

TIME IS MONEY
• You can make money; you can’t make time.
• An inch of gold cannot buy an inch of time
(Chinese proverb).
2/12/2022 Hamed Ali

WHY TIME MANAGEMENT ?
• To utilise the available time in optimum
manner to achieve one’s personal and
professional goals.
2/12/2022 Hamed Ali

TIME FOR EVERYTHING
• Take time to work,it is the price of success
• Take time to think,it is the source of power
• Take time to play,it is the source of youth
• Take time to read,it is the source of wisdom
• Take time to love, it is the privilege of Gods
• Take time to serve,it is the purpose of life
• Take time to laugh,it is the music of soul
2/12/2022 Hamed Ali

TIME AWARNESS – TIME TRACKING
• Peter Drucker : “Make sure you know
where your time goes.”
• Don’t depend on memory. Keep a time log.
•
• See that your time is spend as per your
priorities or your core responsibilities.
2/12/2022 Hamed Ali

MANAGERS TIME
• Planning is key managerial function but
research shows that less than 5% of
management time goes on planning.
• Pareto Principle : Twenty percent of your
time will produce 80% of your productive
output. Can you afford not to manage at-
least that 20% ?
• Parkinson’s Law : Work expands to fill the
time available for it. Beware !
2/12/2022 Hamed Ali

TIME MANAGEMENT MATRIX-
CLASSIFICATION OF ACTIVITIES
URGENCY/
IMPORTANCE
URGENT NOT URGENT
IMPORTANT 1 2
NOT
IMPORTANT
3 4
2/12/2022 Hamed Ali

EFFICIENCY vs EFFECTIVENESS
• Often worst performers are those who
seem to be working hardest and longest.
They are very busy but not necessarily
effective.
2/12/2022 Hamed Ali

COMMON TIME MANAGEMENT
PROBLEMS : PROCRASTINATION
• Procrastination : Putting off the doing of
something intentionally and habitually.
• If you suspect yourself; ask yourself – why
am I putting this off?. If there is no reason.
Do it. Do not confuse reason with excuse.
• PROCRASTINATION is world’s number one
time waster. Banish it from your life. There
is no time like present to do any work.
2/12/2022 Hamed Ali

PROBLEMS : POOR DELEGATION
• Do not spend time on a work that can be
done ,to a satisfactory level, by your
subordinate.
• Delegation saves your time and develops
subordinates
• Delegation improves results by making
fuller use of resources
• Delegation implies transferring initiative and
authority to another
2/12/2022 Hamed Ali

THE ART OF DELEGATION
• Delegation begins with a deep sense of the
value and limits of your time.
• Managers often complain that they are
running out of time when their subordinates
are running out of work.
• Delegating the more routine or predictable
part of ones job is only the first step.
• Delegation is not abdication. Some degree
of control needs to be maintained.
2/12/2022 Hamed Ali

DIFFICULTIES IN DELEGATION
– It’s risky.
– We enjoy doing things.
– We don’t sit & think.
– It’s a slow process.
– Like to be “top of everything”.
– Will subordinate outstrip us?
– Nobody can do it as well as I can.
• Delegation is a great motivator. It enriches jobs,
improves performance & raises morale of staff.
2/12/2022 Hamed Ali

COMMON TIME MANAGEMENT PROBLEMS
OFFICE MIS-MANAGEMENT
• Develop an efficient system of office working.
• Muddle makes work and wastes time. Strive
for good order in your office.
• Utilize all resources fully.
• Handle telephone properly. Don’t let it
become a nuisance.
• To the extent possible, handle a piece of
paper only once.
2/12/2022 Hamed Ali

TIME EFFECTIVENESS IN OFFICES
• Time can be wasted imperceptibly if your work
area is not organised well. Your desk should be
clear of all paper except the specific job on hand.
It invites you to think about one thing at a time.
Concentration is a great time saver.
• Paper work : Recommended principle is “to
handle each piece of paper only once.”
• Sort papers under : FOR ACTION/
FOR INFORMATION/ FOR READING/ FOR
WASTE PAPER
• BOTTOM DRAWER
2/12/2022 Hamed Ali

EFFECTIVE WRITING
• Clarity, simplicity and conciseness are
essentials of good writing.
• Think, List and then Arrange.
• Do not cover too many subjects in one
letter.
• Strive to write one page letters. These are
more digestible.
2/12/2022 Hamed Ali

MAKE THE TELEPHONE WORK FOR YOU
• Telephone is a great time-saving tool in
right hands.
• Plan your calls.
• Set aside a period of time for making and
if possible, receiving calls
• Timing for each call.
2/12/2022 Hamed Ali

HOW TO CONTROL INTERRUPTIONS
• Set a time limit and stick to it.
• Set the stage in advance : You are very busy
with a deadline in light.
• With casual droppers-in, remain standing.
• Meet in other person’s office.
• Get visitors to the point.
• Be ruthless with time but gracious with people.
• Have a clock available .
• Use a call-back system for telephone calls.
2/12/2022 Hamed Ali

YOUR PROFESSIONAL ASSISTANT
• Transform your PA/Secretary into
Professional Assistant .
• Your PA can help you save time by
– Keeping unwanted callers at bay – by
diverting them to appropriate person.
– Minimizing interruptions; can arrange
interviews suitably.
– Dealing with routine correspondence.
2/12/2022 Hamed Ali

PROBLEMS : MEETINGS
• Meetings are potential time wasters.
• Meetings are necessary evil; distractions from
one’s regular work.
• Try to say ‘No’ to a meeting where you are not
required.
• Agenda should be definite. Every one should
receive the agenda and relevant papers well in
advance.
• There should be a finishing time for meeting.
2/12/2022 Hamed Ali

DOs/ DON’Ts FOR
BOSS/CHAIRPERSON/ADMINISTRATOR
• Do not call a meeting unless it is necessary
• Do not call a meeting if the task can be handled by a call
or by a small group through formal/ informal discussion
• Meetings are not required to:
 ‘Boss around’ or give ‘messages’
 Socialize
 Rubber stamp decisions
 Pass on information
 Promote private or hidden agenda
 Continue the habit
2/12/2022 Hamed Ali

DOs/DON’Ts FOR
BOSS/CHAIRPERSON/ADMINISTRATOR
• Call only those who are involved
• Have a written agenda and circulate to all
along with supporting papers
• Do not over-pack the agenda
• Agenda should not have ‘Any other item’
• Start on time
• Stick to agenda
• Beware of ‘Hijackers’
2/12/2022 Hamed Ali

DOs/DON’Ts FOR PARTICIPANTS
• Come prepared (with facts and figures)
• Come on time
• Talk to the point.Do not try to divert the
discussion
• Do not try to hijack the meeting
2/12/2022 Hamed Ali

BOSS-IMPOSED TIME
• Time spent doing things we would not be
doing if we did not have bosses.
• Keeping bosses satisfied takes time, but
dealing with dissatisfied bosses takes even
more time.
• Failing to invest sufficient time to satisfy
bosses always results in more & more
boss-imposed time. With lesser time for
others.
2/12/2022 Hamed Ali

ROLE OF BOSS
• The time of the subordinate is also important for the
organisation.
• The tasks monitored by you are only part of duties of
subordinate.
• If subordinate is hard pressed for time the quality of output
is bound to suffer.
• System improvements are essential responsibilities of
bosses-particularly those which reduce time being spend
on unimportant/ unnecessary activities
• You can do only one persons work.
• Perfection, at times, becomes counterproductive.
2/12/2022 Hamed Ali

ROLE OF SUBORDINATE
• Realise that Boss has a wider vision
• Devote time as per organisational
objectives and your goals
• Go to Boss after doing your home work
• Manage the problems which can be
tackled at your level
2/12/2022 Hamed Ali

PLANNING THE DAY
• Prepare a list of priorities for the day based on
urgency and importance.
• Get the timing right.
• Morning is the time for hard work.
• Interesting work, meetings and social events
can take place in off-peak time.
• Have work-breaks to over come fatigue.
• Living 100% in the present improves your work
output.
2/12/2022 Hamed Ali

OTHER TIME SAVERS
• Concentration, Avoid interruptions
• Use of committed time
• Good Health
• Do not let your subordinate come to you
with problems unless they bring their
proposed solutions.
2/12/2022 Hamed Ali

PROBLEMS OF OVERWORKED MANAGER
• Why some managers are typically running
out of time while their staff is running out of
work.
– They pick up staff’s job. They enjoy & are good
at it.
– They try to do things efficiently which are not
worth doing at first place. Efficiency Vs
Effectiveness.
• It can be explained by ‘Monkey-on-the-
back’ analogy. Monkey is ‘next move’ or
problem or opportunity that comes to us.
2/12/2022 Hamed Ali

RECAP
• Yesterday is a cancelled cheque, Tomorrow is a
promisory note,Today is ready cash. Use it.
• When feasible, delegate.
• Don’t let paperwork pile up.
• Do not postpone work.
• Identify your time waster and resolve to eliminate
them.
• Add times for relaxation and recreation in your
schedule.
2/12/2022 Hamed Ali

RECAP
• Identify and make use of “up” and “down” time.
• Learn to say “NO.” It is not a crime.
• Make use of committed time – travel time,
waiting time etc.
• Plan the day.
• Set goals and work towards achieving them.
• Keep the Boss happy.
2/12/2022 Hamed Ali

Management activities
• Problem solving (using available people)
• Motivating (people who work on a project)
• Planning (what people are going to do)
• Estimating (how fast people will work)
• Controlling (people's activities)
• Organizing (the way in which people work)
2/12/2022 Hamed Ali

Problem solving
• Requires the integration of different types
of knowledge (computer, task, domain,
organisation)
• Development of a model of the solution
and testing of this model against the
problem
• Representation of this model in an
appropriate notation or programming
language
2/12/2022 Hamed Ali

Motivation
• An important role of a manager is to
motivate the people working on a project
• Motivation is a complex issue but it
appears that their are different types of
motivation based on
– Basic needs (e.g. food, sleep, etc.)
– Personal needs (e.g. respect, self-esteem)
– Social needs (e.g. to be accepted as part of
a group)
2/12/2022 Hamed Ali

Personality types
• The needs hierarchy is almost certainly
an over-simplification
• Motivation should also take into account
different personality types:
– Task-oriented
– Self-oriented
– Interaction-oriented
2/12/2022 Hamed Ali

Personality types
• Task-oriented.
– The motivation for doing the work is the work itself
• Self-oriented.
– The work is a means to an end which is the
achievement of
individual goals - e.g. to get rich, to play tennis, to travel
etc.
• Interaction-oriented
– The principal motivation is the presence and actions of
co-workers. People go to work because they like to go
to work
2/12/2022 Hamed Ali

Group working
• Most software engineering is a group activity
– The development schedule for most non-trivial
software projects is such that they cannot be
completed by one person working alone
• Group interaction is a key determinant of group
performance
• Flexibility in group composition is limited
– Managers must do the best they can with
available people
2/12/2022 Hamed Ali

Group composition
• Group composed of members who share the
same motivation can be problematic
– Task-oriented - everyone wants to do their own thing
– Self-oriented - everyone wants to be the boss
– Interaction-oriented - too much chatting, not enough
work
• An effective group has a balance of all types
• Can be difficult to achieve because most
engineers are task-oriented
• Need for all members to be involved in decisions which
affect the group
2/12/2022 Hamed Ali

• Leadership depends on respect not title
or status
• There should be both a technical and a
managerial leader
• A career path based on technical
competence
should be supported
Group leadership
2/12/2022 Hamed Ali

Group cohesiveness
• In a cohesive group, members consider the group to be
more important than any individual in it
• Advantages of a cohesive group are:
– Group quality standards can be developed
– Group members work closely together so inhibitions
caused by ignorance are reduced
– Team members learn from each other and get to know
each other’s work
– Egoless programming where members strive to
improve each other’s programs can be practised
2/12/2022 Hamed Ali

• Good communications are essential for
effective group working
• Information must be exchanged on the
status of work, design decisions and
changes to previous decisions
• Good communications also strengthens
group cohesion as it promotes
understanding
2/12/2022 Hamed Ali

• Status of group members
– Higher status members tend to dominate
conversations
• Personalities in groups
– Too many people of the same personality type can be
a problem
• Sexual composition of group
– Mixed-sex groups tend to communicate better
• Communication channels
– Communications channelled though a central
coordinator tend to be ineffective
2/12/2022 Hamed Ali

Group organisation
• Software engineering group sizes should
be relatively small (< 8 members)
• Break big projects down into multiple
smaller projects
• Small teams may be organized in an
informal, democratic way
• Chief programmer teams try to make the
most effective use of skills and experience
2/12/2022 Hamed Ali

Choosing and keeping people
• Choosing people to work on a project is a major
managerial responsibility
• Appointment decisions are usually based on
– information provided by the candidate (their resume)
– information gained at an interview
– recommendations from other people who know the
candidate
• Some companies use psychological or aptitude tests
– There is no agreement on whether or not these tests
are actually useful
2/12/2022 Hamed Ali

• Physical workplace provision has an important
effect on individual productivity and satisfaction
– Comfort
– Privacy
– Facilities
• Health and safety considerations must be taken into
account
– Lighting
– Heating
– Furniture
Working environments
2/12/2022 Hamed Ali

• Five stage model
– Initial. Ad-hoc people management
– Repeatable. Policies developed for capability
improvement
– Defined. Standardized people management across
the organization
– Managed. Quantitative goals for people
management in place
– Optimising. Continuous focus on improving
individual competence and workforce motivation
2/12/2022 Hamed Ali

272
Managing
People
2/12/2022 Hamed Ali
Part Ten

273
Hiring
 Determine the position of need
• Permanent or Temporary
• long term or short term
• Area of focus (Model maker, wood, upholstery, sheet metal,
machining…)
• Look at your long term and short term needs
 Define your criteria (prioritize )
• Work standard
• Education
• Experience level
• Skill set
• Organization/team environment fit
2/12/2022 Hamed Ali

Managing Employees (Tai lieu quan ly nhan vien)

Managing Employees (Tai lieu quan ly nhan vien)

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