1. Western Management Practices Module 1 What Management Is

2. Class Suggestions You will be expected to share your experiences and ideas with the class as a whole. We will learn from each other. The only «bad» question is an unasked question. Don’t feel uncomfortable asking questions - it’s how to learn. We certainly intend to ask you questions. We will frequently ask you to read or work on a hypothetical business situation. These we call «cases». We will expect you to share your thoughts and ideas on the cases with the class. We may want you to discuss openly in the class issues which you we have experienced at your enterprises and/or clients. If this represents a problem, please, let us know.

3. Agenda Introductions Syllabus Definition of Management Management Styles and Theories Motivation Managing Yourself Management Activity Conclusions

4. Introductions Name Background Something interesting about yourself What do you hope to learn from our classes?

5. Syllabus Feb. 24 th – guest speaker, Charlotte Siggins, a former city attorney from San Francisco. Has provided strategic planning for several NGOs. March 3 rd – guest speaker, Edwin Patout,

6. What Management Is What are some examples of bad management? What are some examples of good management?

7. What Management Is Management is the process of getting activities completed efficiently and effectively with and through other people. Management functions: Planning Organizing Staffing Directing Coordinating Reporting Budgeting (Gulick & Urwick 1937. Papers on the Science of Administration)

8. What Management Is Management roles: Interpersonal roles - Figurehead, Leader, Liaison Informational roles - Monitor, Disseminator, Spokesperson Decisional roles - Entrepreneur, Disturbance handler, Resource allocator, Negotiator (Mintzberg 1973. The Nature of Managerial Work)

9. Management Styles and Theories: Authoritative vs. Participative Soft-Skilled Management Managing by Coaching and Development (MBCD) Management by Consensus (MBC) Management by Interaction (MBI) Management by Walking Around (MBWA) Hard-Skilled Management Management by Competitive Edge (MBCE) Management by Exception (MBE) Management by Objectives (MBO) Managing Change Management by Matrices (MBM)

10. Management Styles and Theories Managing Resources Management by Information Systems (MBIS) Managing Leaders – “Real” LeadingLeading Managing Expectations – Strategizing Managing Complacency – DelegatingDelegating

11. The Managerial Grid

12. Motivation Maslow’s Hierarchy of Needs Actualization Status (Esteem) Love/Belonging Safety Physiological

13. Maslow’s Hierarchy of Needs Maslow writes the following of self-actualizing people: They embrace the facts and realities of the world (including themselves) rather than denying or avoiding them. They are spontaneous in their ideas and actions. They are creative.creative They are interested in solving problems; this often includes the problems of others. Solving these problems is often a key focus in their lives.

14. Maslow’s Hierarchy of Needs They feel a closeness to other people, and generally appreciate life. They have a system of morality that is fully internalized and independent of external authority.morality They judge others without prejudice, in a way that can be termed objective.prejudice In short, self-actualization is reaching your fullest potential.

15. Hertzberg’s Two Factor Theory Motivation Factors Include (in order of importance): Achievement Recognition Work itself Responsibility Advancement Growth

16. Hertzberg’s Two Factor Theory Hygiene Factors include (in order of importance): Company policy and administration Supervision Relationship with supervisor Work conditions Salary Relationship with peers Relationship with subordinates Personal life Status Security

17. Hertzberg Conditions The combination of hygiene and motivation factors can result in four conditions. High Hygiene / High Motivation: The ideal situation where employees are highly motivated and have few complaints High Hygiene / Low Motivation: Employees have few complaints but are not highly motivated. "The job is a paycheck" situation

18. Hertzberg Conditions Low Hygiene / High Motivation: Employees are motivated but have a lot of complaints. A situation where the job is exciting and challenging but salaries and work conditions are inadequate. Low Hygiene / Low Motivation: The worst situation. Unmotivated employees with lots of complaints.

19. 3 Management Suggestions Hertzberg suggested three ways that Management should rearrange work so that motivator factors can take effect: Job Enlargement - Giving employee a wider range of tasks. Job Enrichment - Giving the employee greater responsibility and scope to make decisions. Job Rotation - Rotating the work in which employees carry out. Job enrichment remains the key to designing work that motivates employees.

20. Managing Yourself Understanding yourself and others Myers-Brigg Type Indicator – over 50 years of Research and nearly 5 million respondents http://www.keirsey.com/Ukrainian.html http://www.keirsey.com/Ukrainian.html E or I S or N T or F J or P

21. 4 Temperaments and MBTI Keirsey’s four "Temperaments": SP - Artisan; SJ - Guardian; NF - Idealist; and NT - Rational. ISTJ Inspector ISFJ Protector INFJ Counselor INTJ Mastermind ISTP Crafter ISFP Composer INFP Healer INTP Architect ESTP Promoter ESFP Performer ENFP Champion ENTP Inventor ESTJ Supervisor ESFJ Provider ENFJ Teacher ENTJ Field Marshal

22. Management Activity Build the strongest or tallest Tower

23. Conclusions Personal Management Motivation of Others Ability to Lead What type of manager are you? Are you a leader?

24. Q&A Questions?