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managementfundamentalsactivities2.pdf
Management Fundamentals
with Britt Andreatta
Exercise Guide
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Chapter 1 Understanding Management Video 1 What is Management?
Instructions: Assess your proficiency or competence in each of three areas affiliated with effective management. For each competency, rate yourself on a scale of 1 to 5 with 1 being a low level of skill and 5 being a high level of skill.
Competency Definition 1 2 3 4 5
Managing Performance
Hiring employees Has a skill for evaluating and selecting talent to ensure the best match between the individual and the work requirements.
Onboarding employees Creates an onboarding experience that prepares staff for success in the position, department, and organization.
Managing performance process
Establishing systems and processes to develop, engage, and retain talented individuals; creating a work environment where people can realize their full potential.
Developing others Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each direct report’s career goals; constructs compelling development plans and executes them.
Facilitating team performance
Using appropriate methods and a flexible interpersonal style to help build a cohesive team; facilitating the completion of team goals.
Managing People
Establishing trust Maintaining standards of honesty; speaking and acting in alignment with values; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; taking responsibility for personal performance; trustworthy.
Emotional intelligence Accurately perceiving and interpreting one’s own and others’ emotions and behavior; leveraging insights to effectively manage one’s own responses and reactions.
Motivating and engaging others
Creates a climate in which people want to do their best; can motivate many kinds of employees; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important.
Delegating responsibilities Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports finish their own work.
Managing conflict Dealing effectively with others in an antagonistic situation; using appropriate interpersonal styles and methods to reduce tension or conflict between two or more people; facilitates others in resolving conflict.
Managing productive meetings
Using appropriate interpersonal styles and methods to help reach a meeting’s goals while considering the needs and potential contributions of others.
Appreciating diversity Valuing the contributions of a wide range of people; understanding the influences of various factors including generation, race, gender, economic background, nationality, etc.
Managing remotely Can design practices, processes, and procedures that allow managing from a distance; can make things work through others without being there; can impact people and results remotely.
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Competency Definition 1 2 3 4 5
Managing the Business
Managing time Uses time effectively and efficiently; values time; concentrates own efforts on the more important priorities; can attend to a broader range of activities.
Managing projects Effectively manages time and resources of self and others; clearly assigns responsibility for tasks, sets clear objectives, monitors progress, and provides feedback.
Managing budgets Understands the budget process; accurately predicts expenditures; consistently operates within the established budget, making adjustments as needed.
Adhering to policies and regulations
Knowledgeable in current policies, practices, and regulations; consistently adheres to policies; understands how policies and regulations affect the organization.
Making business decisions Makes good decisions based upon a mixture of analysis, wisdom, experience, and judgment; most solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.
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Video 2 Knowing When You’re Managing and Leading
Review the differences between management and leadership and make some notes about your specific job and role. When are you doing each?
Management Leadership Notes
1. Approach Tactical Strategic + visionary
2. Time frame Short- to mid-term to ensure success of organization now; sets timetables and agendas to achieve identified goals
Mid- to long-term to ensure success of organization in future; sets vision and strategy for organizational change
3. Focus Focus is narrow and internal to organization
Focus is broad (both internal and external influences), including other functions, industries, markets, and national and global affairs
4. Resources Uses currently established resources such as budget, staff, policies, and procedures
Seeks and attains/creates new resources to ensure success of future goals
5. Task goals Directs daily work to achieve currently identified goals
Envisions future goals and creates new products and processes to achieve them
6. People goals Supervises staff to maximize their productivity; coordinates efforts of teams to maximize performance
Builds culture to maximize engagement and commitment; inspires stakeholders, fosters collaboration, and cultivates next generation of leaders
% of time you spend
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Video 4 Understanding Management Styles
Director Consultant Consensus Builder Coach Visionary Delegator
Hallmark phrase “Do what I say.” “I value your input.” “What do you
think?” “How can I support you?” “Follow me!”
“You’ve got this.”
Level of task direction
High High Medium Medium Low Low
Level of delegating decision making
Low Low Medium Medium High High
Level of relationship building
Low Medium High High Medium Low
Best match for New or unskilled
employees
Employees who are growing but not yet highly
skilled
Mid to highly skilled employees
Mid to highly skilled employees
Highly skilled employees who
have strong tactical skills
Highly skilled employees who
need little to no guidance or
support
Potential problems
Micromanaging employees to the point of stunting their growth and harming morale
Consulting without ever responding
to feedback causes employee disengagement
Taking too long to seek input or ignoring best
choice in favor of majority preference
Not providing enough firm
direction to low performing or
difficult employees
Not providing enough tactical
leadership
Putting too much responsibility on the team or forgetting to maintain
relationships
Task direction is when the manager tells the employee what to do, as well as when, where, and how. This may involve teaching or training as well directives and instructions.
Decision making is the extent to which the manager involves employees in the decision-making process. This exists on a continuum. At one end, employees have no involvement at all and at the other end, the manager delegates decision making completely to the employees.
Relationship building is how the manager forms a relationship with each employee, as well as creates the work environment or culture for the team as a whole. It includes coaching, motivating and engaging employees, open communication, and respect.
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Chapter 2 Managing Performance Video 3 Onboarding Employees
Instructions: Take a few minutes to assess how you can onboard new employees to the organization, the department, and their job. You’ll want to make sure to address all three and where they intersect with the Four Cs. Some possible tools include documents, online resources, videos, in-person presentations, one-on-one discussions, training, tours, etc.
Organization Department/Team Job
Compliance
laws and policies that must be adhered to
Clarification
about job duties and expectations for performance
Culture
stated and assumed values, goals and norms
Connection
the interpersonal relationships and networks vital to success
Next, consider which order they need the information to be most successful.
Also, consider how to pace the information so that it can be fully understood and absorbed.
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Video 5 Coaching Employees
2 Styles of Coaching
1) Skill Coaching Evolved from athletic coaching. Coach’s expertise is in the skill that they teach to others. Intentionally directive.
Uses clear directions:
• What: what needs to be done
• How: how it should be done
• Why: why it should be done
• When: milestone and deadlines
Benefits of skill coaching:
• Faster and easier
• Manager maintains a lot of control
2) Clarity Coaching Evolved from life coaching. Coach’s expertise is in the clarity process—facilitate the client in accessing their own answers. Intentionally non-directive.
Uses powerful questions (to learn more, view Coaching and Developing Employees):
• Goals: what do you want?
• Realities: what’s going on?
• Options: brainstorm the dream
• Will: actions and roadblocks
Benefits of clarity coaching:
• It’s a process that is proven to motivate and engage employees
• Behavior change is more likely to stick when they arrive at it on their own because they become more invested and accountable
• Overtime, you build employee competence and confidence because they’re more likely to initiate solving their own problems in the future
Coaching Tools (to learn more, view Coaching and Developing Employees):
• Discovery Questionnaire
• Looking Back Exercise
• Influence Interviews
• Team Sourcing
• SMART Goals
• Gap Assessment
• Stretch Projects
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Coaching Conversation Skill Coaching Clarity Coaching
Problem Solving Tell them how to solve the problem. Facilitate your employee in identifying the issue and their own potential solutions.
Performance Provide instruction and training about the skill itself.
Facilitate your employee in identifying their current skill level and designing their own improvement plan.
Development Teach them how to create a professional development plan, and tell them the training and classes you think they should take.
Facilitate your employee in designing their own professional development plan, and identifying training and classes they would grow most from.
Career Planning Give advice and suggestions about opportunities you have identified.
Facilitate your employee in identifying career goals and various paths to achieve them, both within and outside the organization.
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Video 8 Managing Team Performance
Goal:
Milestones:
Deadline:
Shared practices:
• Criteria for evaluating ideas
• Process for making decisions
• Communication flow and format
• Expectations for behavior/conduct
• Building and maintaining trust
Roles:
• Gather information/data
• Analyze information/data
• Coordinate efforts
• Track progress
• Leadership
• Followership
• Quality/standard assurance
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• Group cohesiveness/camaraderie
• Other:
Resolving conflict:
• How and by when
• Mediator
• Final authority
Accountability:
• How measured
• When assessed
• Consequences
Resources:
What By Whom By When
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Chapter 3 Managing People Video 8 Managing Multiple Generations
Comparing the Generations Baby Boomers
1946-1964 (80 million) Gen Xers
1965-1980 (50 million) Millennials
1981-2000 (88 million+)
Shaped by
First moon landing Civil Rights Movement Martin Luther King, Jr. Vietnam War Woodstock/counterculture Women’s Liberation Watergate Television Credit cards Suburbia Kennedy’s assassination
Working parents/latch-key High divorce rates Threat of nuclear war Chernobyl Fall of Berlin Wall Challenger explosion Massive corporate layoffs Personal computer Trickle down economics AIDS epidemic John Lennon’s murder
Planned pregnancies Attachment parenting Awards for effort Oklahoma City bombing Columbine shooting Greatest economic boom Sept. 11, 2001 Recession Internet/social media Cell phones Princess Diana’s death
Childhood Controlled as children Family is disintegrating
Alienated as children Family is absent
Protected as children Blended family is hovering
Traits and characteristics
Competitive Hardworking Action oriented Deeply defined by work Focused on accomplishments Comfortable with credit and debt Challenge authority Question status quo Values social justice
Independent Cynical/skeptical Informed and educated Distrust institutions/people Values connection Pragmatic and resourceful Takes initiative Multi-directional Informal/casual
Optimistic Tech savvy Globally aware Confident/empowered Pressured to achieve Collaborative Values equality and environment Fun seeking Entrepreneurial
Trust with authority Question authority; trust is earned Low level of trust with authority High level of trust with authority
Dealing with money Buy now, pay later Save, save, save Earn to spend
College education Creates opportunities, ticket to upper class, affordable
Mandatory, ticket to middle class, expensive
Mandatory, ticket to middle class, burdened with debt
Pop culture references Beatles, Rolling Stones Dr. Strangelove Dallas
Madonna, REM Dr. Kevorkian Melrose Place
Britney Spears, Eminem Dr. Phil Dawson’s Creek
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In the Workplace Baby Boomers
1946-1964 (80 million) Gen Xers
1965-1980 (50 million) Millennials
1981-2000 (88 million+)
Motto I am my work. I work to live. Work is part of my lifestyle.
Career goals “I want to build a stellar career. Help me excel in my career by building expertise and mastery.”
“I want to build a portable career. Help me build a repertoire of skills and experiences.”
“I want to build parallel careers. Help me explore several jobs simultaneously.”
Work ethic
Put in long hours, work hard, pay your dues, and you will earn rewards
Be a self-starter, create your own path, and keep your options open because rewards are unreliable
Optimistic Do what’s expected and rewards will come quickly. Let’s make this fun!
Motivated by
Making an impact, being involved in decision making, challenging goals, professional development, rewards for results
Room to challenge the status quo, freedom and autonomy, opportunities for development, rewards for independent thinking
Making a difference, clear goals/ expectations, intellectual projects/ challenges, technology, room to explore, rewards for competence
Rewards Money, security, recognition, time off
Freedom, flexibility, training, time off
Meaningful work, choices, mentoring, recognition
Work/life balance “I work to live but I’m burning out – help me achieve balance.”
“Give me balance now, not when I retire – time with family is very important to me.”
“Work isn’t everything – I need flexibility to balance all my activities.”
Work is... An exciting adventure, stressful A difficult challenge, a contract Fulfillment, one aspect of life
Interactive style Team player; enjoys meetings and group projects
Entrepreneur; wants lots of autonomy
Participative; wants lots of collaboration
Communication and media Touch-tone phones Call me anytime
Personal computers Call/email me only at work
Smart phones Text/email me anytime
Feedback preference Give a little feedback, now and again, in person
Give lots of feedback, at regular intervals, in person
Give continuous feedback, via accessible online system
Leadership traits
Set vision of future Establish clear direction Focus on big picture and let team work out details Seek and maximize opportunities Authentic and democratic
Challenge status quo and innovate Minimize organizational politics Create loose framework/guidelines to encourage entrepreneurship Open and informal communication Fair-minded and credible
Set broad and challenging targets related to meaningful purpose Flat reporting structures Allow individual freedom Actively engage/attend Creative and inclusive
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Chapter 4 Managing the Business Video 1 Managing Your Time
Instructions: Each person has a style of working that works best for him or her. Take this quick assessment to learn more about your work style. This will help you make better choices with managing your time.
Make a list of the different types of activities or tasks that are involved with your work. Some possible examples include: emails, writing reports, research, presentations, meetings, designing.
What time of day is your focus the best?
What parts of your work or job should be scheduled during that part of the day?
How many minutes can you go without a break and be able to consistently focus?
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When you need a break, how many minutes or hours do you need before you can begin again and be focused?
How many times can you repeat this cycle of focuses and breaks until you need to stop?
What environment do you prefer for doing the different parts of your job? For example, do you like to sit at a desk? Lounge on a couch or chair? Be outside?
For the different parts of your job, what kind of sound do you prefer? Is it absolute silence? Some background noise? Or even active noise like TV or music?
What materials do you need around you for the different parts of your job?
All of these things make up your work-style profile. After you discover these things about yourself, you need to intentionally design a work environment that maximizes your style. For example, if you need silence to focus effectively, then you should try to find quiet places like a conference room or use sound-cancelling earphones.
It’s also important to maximize your work habits with regard to length of time you can focus. If you focus best in two cycles of 30 minutes with 15-minute breaks, then you need to put several of these 90-minute blocks throughout your schedule.
Be sure to plan the various parts of your job when it will be the most effective for you and then block your schedule accordingly.
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Chapter 5 Conclusion Video 1 Next Steps
References and Recommendations
Books:
• Reinventing Management by Julian Birkinshaw
• One Minute Manager by Ken Blanchard
• Leading at a Higher Level by Ken Blanchard
• The 7 Hidden Reasons Employees Leave by Leigh Branham
• The Three Signs of a Miserable Job by Patrick Lencioni
• The First 90 Days by Michael Watkins
• The Power of Habit by Charles Duhigg
• Help Them Grow or Watch Them Go by Beverly Kaye and Julie Giulioni
• The Productivity Puzzle by Sara Caputo
• Developing Management Skills by David Whetten and Kim Cameron
• When Generations Collide by Lynne Lancaster and David Stillman
• Generations at Work by Ron Zemke, Claire Raines, and Bob Filipczak
• The M Factor by Lynne Lancaster and David Stillman
• Managing the Millennials by Chip Espinoza, Micek Ukleja, and Craig Rusch
• The 2020 Workplace by Jeanne Meister and Karie Willyerd
• Daring Greatly by Brené Brown
Websites:
• United States Department of Labor http://www.dol.gov/compliance/guide/
• Human Resources Leadership Council http://www.executiveboard.com/exbd/human-resources/smb-hr/index.page
• Society for Human Resource Management http://www.shrm.org
• Mind Tools www.mindtools.com
• Radiant Organizing www.radiantorganizing.com
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Courses at lynda.com, inc.
• Coaching and Developing Employees
• New Manager Fundamentals
• Conflict Resolution Fundamentals
• Leadership Fundamentals
• Leading with Emotional Intelligence
• Leading Change
• Delegating Tasks to Your Team
• Having Difficult Conversations
• Achieving Your Goals
• Project Management Fundamentals
• Managing Small Projects
• Managing Project Schedules
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- Text Field 335: The only difference is leadership sees the potential of the business growth. While management only sees ways to accomplish the goal or set task.
- Text Field 336: As stated earlier leadership predicts the future of the company.
- Text Field 337: Leadership thinks about the entire success of the different roles in a company but management tends to be specific.
- Text Field 338: Review of the established regulations to ensure proper understanding, and change any with defaults.
- Text Field 339: Reminds everyone what the monthly projections is and what their tasks entitles.
- Text Field 340: Ensure weekly check-in emotionally.
- Text Field 341: designing a realistic schedule that is efficient.
- Text Field 342: Overtime is definitely required for this position.
- Text Field 343: Spends certain allocated time accomplishing the assigned task
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- Text Field 321: Conduct quarterly survey on how to culturally include all employees, and make them feel valued
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