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Today’s focus: Self Awareness
Interpersonal Skills Intrapersonal Skills Business Skills Leadership Skills
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How Self Awareness is taught
Reading Self Assessment Simulation Harvard Business Review article by Mintzberg, H. (March-April 1990). The manager’s job: Folklore and fact. Vol. 68, Iss. 2, p Handout from 1st day of class “Learning from role-plays” by Marcic et al p 309 Leadership Style Questionnaire: Handout from last week Inbox Exercise
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Recall self-awareness lecture Qs
Based on the requirements of a manager’s job what aspects of yourself are your strengths and weaknesses?
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To answer self awareness Qs..
What is the managerial job? Observe how you perform as a manager Compare how you performed relative to a ‘standard’ (others, or a correct answer) Identify strengths & weaknesses
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What is the managerial job?
Mintzberg’s framework to conceptualize it Experience a manager’s job
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What is the managerial job?
Consists of brief, different, spontaneous, disconnected activities…
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Description of research examining what managers do
Type & # of Participants Time of observation Things observed CEO study 5 CEOs 1 week 890 pieces of mail 368 verbal contacts Foreman Study 56 Foremen 1 8-hour shift Activities British study 160 Middle & Top managers Not given Diary of activities
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Evidence that managers engage in brief, different, spontaneous & disconnected activities…
Time span of activities Nature of activities CEO study 50% activities < 9 min 10% activities > 60 min 93% of verbal contacts were ad-hoc Foreman Study 1 activity every 48 seconds British study 30+ mins of uninterrupted activity once every 2 days
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How to organize/conceptualize the manager’s job?
Now that we know that managers engage in brief, different, spontaneous, disconnected activities… How to organize/conceptualize the manager’s job? Mintzberg’s framework of managerial roles House’s theory of leader behaviors
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Managers engage in 3 General Roles
Mintzberg Managers engage in 3 General Roles Formal Authority & Status of Manager Interpersonal Roles Informational Roles Decisional Roles
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10 Specific Roles within 3 General Roles
Interpersonal Roles Leader Figurehead Liason Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Informational Roles Monitor Disseminator Spokesperson
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What is the nature of the Interpersonal Role
Interpersonal Roles Leader Figurehead Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Informational Roles Monitor Disseminator Spokesperson
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Responsible for work of people in unit
Leader Role Responsible for work of people in unit E.g., fills in when people are absent or when no specialized staff available for duty (Choran, cited in Mintzberg) Formal: hiring, training, performance review Informal: Coaching, motivating, influencing Main focus of House’s theory Will cover in Leadership 2 session
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Liaison Roles Time spent with those outside the vertical chain (e.g., Peers, customers, suppliers etc) Peers Subordinates Superiors Outside British Study 47% 41% 12% Foreman study 44% 46% 10% CEO study 7% 48% 44 Keys & Case 20% 30% 15-20%
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Figurehead Role Ceremonial duties
CEO study found 12% of contact time was in doing ceremonial duties & 17% of mail was due to formal position of the individual
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As leaders, liaisons & figureheads, managers…
Are responsible for work conducted within units Develop relationships within and outside unit to conduct work Perform some image based activities (i.e., not directly work related)
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What we covered so far….what’s next
Interpersonal Roles Leader Figurehead Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Informational Roles Monitor Disseminator Spokesperson
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Managers send & receive information
through interpersonal relationships Informational Role What’s done with the information? Monitor Requests new information & receives unsolicited information Disseminator Passes information (from within and outside unit) to subordinates Spokesperson Sends information to those outside unit (outside & inside organization) who have influence over unit
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Evidence for Informational Role
Time spent in verbal communication was 66-80% (British Study) 78% (CEO study) 70% of incoming mail of CEOs was informational 40% of CEO contact time spent transmitting information
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What we covered so far….what’s next
Interpersonal Roles Leader Figurehead Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Informational Roles Monitor Disseminator Spokesperson
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Activities within the Decisional Role
Decisional Roles Type of Activity Entrepreneur Voluntarily improves/adapts unit CEOs managed at least 50 projects at a time Makes decisions and follows through Disturbance Handler Responds to involuntary change Acts to avoid/solve problems Allocates Resources Decides who gets time, work etc. Designs unit structure to determine coordination Negotiator Negotiates for self and for others
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Uses relationships and information to make decisions
Decisional Roles Uses relationships and information to make decisions Features of decisions Affected by several factors (e.g., functioning of other units, costs/benefits, timing etc.) Made on ad-hoc basis Based on person making the proposal rather than proposal
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Putting it together…. Different contexts emphasize these roles differently (e.g., sales vs. production vs. staff managers) Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Interpersonal Roles Leader Figurehead Liaison Informational Roles Monitor Disseminator Spokesperson
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What is the managerial job?
What’s next What is the managerial job? √ How to conceptualize these activities? Experience a manager’s job Become self-aware of your managerial behaviors
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How to do the simulation
Time= 30 mins You will receive s in your inboxes every 2 min labeled #1, #2, etc. Assume the role of Chris Pierce (info posted online) and respond as Chris would Reply to ‘sender’ (i.e. mgtc24 account) not to the entire list In the body of the message, address your responses to whomever is most appropriate in the case
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