1. Management Skills and Techniques for Highly Effective Organizations Dr. Frank H. Wadsworth, CFE Professor of Marketing School of Business Indiana University Southeast New Albany, Indiana USA 1 st Annual China Global Franchise Summit November 11 and 12, 2006 International Center Beijing Normal University Zhuhai Campus Zhuhai, Guangdong, China

2. Agenda Introduction Introduction Business Model Business Model Leadership Activities Leadership Activities Management Activities Management Activities Conclusions Conclusions

3. Introduction Effective leadership is vital to business success Effective leadership is vital to business success Relate the urgency for and enthusiasm with effective organizations Relate the urgency for and enthusiasm with effective organizations Critical issue of alignment Critical issue of alignment

4. Business Model

5. Model Components Mission (Peter and Donnelly 2007) Why you exist Why you exist Who your customers are Who your customers are How you serve your customers How you serve your customers

6. Model Components (cont’d.) Examples Examples A challenging, innovative, and supportive learning community committed to the intellectual and social growth of its students, to the cultural and economic well being of Southern Indiana and the greater Louisville metropolitan area, and to the advancement of knowledge in the context of a global society A challenging, innovative, and supportive learning community committed to the intellectual and social growth of its students, to the cultural and economic well being of Southern Indiana and the greater Louisville metropolitan area, and to the advancement of knowledge in the context of a global society Quality Education for a Lifetime of Achievement Quality Education for a Lifetime of Achievement

7. Model Components (cont’d.) Vision (Kouzes and Posner 2002) What you want to become What you want to become A picture of the future A picture of the future

8. Model Components (cont’d.) Examples Examples Become an outstanding regional university: by achieving excellence in all its programs and activities; by providing a broad range of highest quality professional services to the community through collaborations, partnerships, and applied research; and by providing a broad range of cultural activities and events that enrich the life of the campus and the community. Become an outstanding regional university: by achieving excellence in all its programs and activities; by providing a broad range of highest quality professional services to the community through collaborations, partnerships, and applied research; and by providing a broad range of cultural activities and events that enrich the life of the campus and the community. To be a premier regional School of Business To be a premier regional School of Business

9. Model Components (cont’d.) Values and Guiding Principles (Lencioni 2002) Expected behaviors and activities Expected behaviors and activities Held in common Held in common Examples Examples Commitment to Excellence Commitment to Excellence Diversity Diversity

10. Model Components (cont’d.) Set Goals and Strategies Measurable components of vision Measurable components of vision Vital to organization success Vital to organization success Examples Examples 400 outlets by 2010 400 outlets by 2010 $200 million in sales $200 million in sales

11. Model Components (cont’d.) Objectives, Work, and Priorities Focus our efforts Focus our efforts Examples Examples Cleanliness Cleanliness Quality is Job 1 Quality is Job 1

12. Model Components (cont’d.) Business Processes and Management Practices How you get your work done How you get your work done How you treat one another How you treat one another Who you interact with Who you interact with Examples Examples To buy an advertisement, the chair of the advertising committee and marketing vice president must sign the purchase order. To buy an advertisement, the chair of the advertising committee and marketing vice president must sign the purchase order. Appreciate diversity – ethnic not ideological Appreciate diversity – ethnic not ideological

13. Model Components (cont’d.) Put model up again

14. Leadership Activities Challenge the Process (Kouzes and Posner 2002) Search for opportunities (Wheatly 1992) Search for opportunities (Wheatly 1992) Organizations stifle creativity Organizations stifle creativity Open to changing routine processes Open to changing routine processes Motivate Others to Participate Motivate Others to Participate Passion (Panchak 2006) Passion (Panchak 2006) External vs. Internal Motivation (Deci and Flaste 1995) External vs. Internal Motivation (Deci and Flaste 1995)

15. Leadership Activities (cont’d.) Encourage Dialogue Encourage Dialogue Give and Take Interaction Give and Take Interaction Be available Be available Foster Collaboration Foster Collaboration Key success factor Key success factor Trust (PricewaterhouseCoopers 1999) Trust (PricewaterhouseCoopers 1999) Recognize Contributions Recognize Contributions Reduces turnover (Zipkin 2000) Reduces turnover (Zipkin 2000) Personalized Personalized

16. Management Activities PlanningOrganizingStaffingDirectingControlling (Longest, Rakich, and Darr 2000)

17. Conclusions Stimulated your thoughts Stimulated your thoughts Alignment is critical Alignment is critical Leaders responsible for culture Leaders responsible for culture Everybody is responsible for success Everybody is responsible for success A lot of work A lot of work Fun, challenging, open communication, highly effective organization Fun, challenging, open communication, highly effective organization

18. Thank You! 謝謝