Welcome to MBA 510a Intro to Mgmt & Leadership and MBA “Survival” Skills Fall 2007 Professor Kristi Lewis Tyran
Professor Kristi Tyran • Educational Experiences: • Pullman High School • University of Washington • Bachelor of Science (Psychology) • MBA (Finance and Accounting) • University of California, Irvine • Ph.D. (Organizational Behavior) • Work Experiences: • Social Worker – Homeless youth and adults, Seattle, WA • Vice President – Public Finance & Corporate Lending, Bank of America and Key Bank • Professor, Instructor, Consultant – 15 years, 6 at WWU • Research: Leadership, virtual teams, emotion • Hobbies: Hiking, biking, traveling, reading, gardening, cooking, yoga
Class Structure • Questions and comments are welcome anytime. • Your questions will inform the entire class. • Take risks – • Our goal is to provide a supportive environment to each other. • Discussion and Dialogue as a means of communicating. • Readings from texts and articles • Class Discussion and Discussion Quizzes • Class Participation • Developing knowledge of your colleagues
Today’s Agenda • Introduction to MBA Management and Leadership curriculum • What you will be learning throughout your MBA about Management and Leadership • Preparing for Self-Assessment • Getting to know each other
Class Objectives • Have an understanding of your own attributes and skills and how these relate to effective management and leadership. • Understand a “personal learning” model for skill development. • Have a working knowledge of skills and techniques that enhance the effectiveness of teams. • Enhance a working understanding of the personal social impact of managerial behavior. • Have fun!
How you will learnand demonstrate your learning • Personal Assessment Profile • Self-assessment Surveys • Summary of strengths and weaknesses. • Personal Mission Statement • Time Management Tracking Log • Class Participation • Discussion Quizzes
Format of Class • Class discussion and lectures • Discussion quizzes • Experiential exercises • Learning from each other • Self-assessment and reflection
Leadership Values:Putting People First • Pfeffer and Veiga AME article • Background article for Management discipline. • Primary “take-aways” from article: • Empirical data support our “common sense” about the financial effects of an organization’s culture as reflected in valuing people. • Principles and practices that value people pay off in organizational outcomes.
Putting People First:Critical Success Factors • Secure employment • Selective hiring • Self-managed team design • Good compensation • Extensive training • Minimal status differences • Extensive information sharing
Putting People First:General Implications • There are a number of critical organizational practices through which management and leadership makes a difference. • Style (how these are managed) may be as critical as substance (the formal rules) in creating a supportive culture. • Paying attention to the “people” side requires taking a long-term perspective. • Managers are constantly under short-term performance pressures .
Putting People First: Implications for Managers • Managers are paid for results • Management = Getting things done through people(T. George Harris) • Successful implementation takes more than cognitive understanding • Emotional intelligence plays an important role, too • Being proactive means planning and understanding results in taking action!
Journey to Success as a Manager • Success requires mastery of multiple domains. • Cognitive, technical, emotional, human skills. • Two critical domains: • Managerial Skills • Leadership skills
Leadership vs. Management / • Effective management = Effective leadership. • A manager gets work done through the efforts of other people. • Focuses on implementing a vision. Includes planning, organizing, motivating, and controlling. Task-focus • A leader creates a vision. • Communicates that vision and moves the organization toward that vision. People-focus “Managers do things right. Leaders do the right thing” Bennis
The Basic Managerial Skills • Verbal communication & listening. • Self assessment, reflection, and awareness. • Setting goals and articulating a vision. • Managing meetings and team building. • Managing conflict. • Managing time and stress. • Individual problem solving and decision-making. • Delegating. • Developing “social capital”.
The Basic Leadership Skills • How you manage! • Style, approach, attitude, emotional intelligence. • Motivating and inspiring others to high levels of performance. • Effective leaders know how to lead in any given situation, with any given group of individuals. • Effective Leadership is very rare – and extremely valuable to organizations.
Where are we going in the MBA Program? • **Success** – how to define? • Successful as managers and leaders • Successful financially • Personally successful • Your definition is what matters! • Management and Leadership Course Winter 2009 (in 15 months).
Success Domains • Key is Balance Relationships Personal Growth Work Spirituality Material Wealth Power Integrity Health
The “Right Stuff” for Managers • IQ – Index of cognitive adaptability • Analytical reasoning • Creative problem solving • Technical Skills • Accounting skills • Business planning skills • EIQ – Index of social and emotional adaptability • Ability to manage one’s own emotions • Ability to understand social contexts
What Do Employers Look For? • National Association of Colleges & Employers (NACE) 2005 skill list: • Written and verbal communication skills • Honesty/Integrity • Interpersonal skills • Strong Work Ethic • Teamwork – ability to work well with others • Analytical skills • Motivation/flexibility • Computer skills • Leadership and organizational skills Source: NACE Job Outlook 2005 Survey of Employers
Manager/Leader “Unsuccess” Domains Four enduring themes 1. Problems with interpersonal relationships. • Insensitive, abrasive, intimidating style. • Cold, aloof, arrogant. • Overly ambitious, playing politics. 2. Failure to meet business objectives. • Betray trust of others. • Poor performance. (Van Velsor and Leslie, 1995)
“Unsuccess” Domains (Van Velsor and Leslie, 1995) Four enduring themes (continued) 3. Inability to build and lead a team. • Unable to staff effectively. 4. Inability to develop or adapt (lack of flexibility). • Unable to adapt to boss or management team with different style. • Poor strategic thinking.
The “Mortar” Model of Leadership and Management Leadership and Management Finance Information systems Accounting Strategy Operations Marketing Human Resources
The “MBA Management and Leadership Journey” • Where are we going? • Understanding of management and leadership as skills and concepts. • A successful completion of the degree. • Success (however you define it) • Where are we now? • First week of MBA • First module of Management and Leadership coursework. • How are we going to get there? • The details….
How Are We Going to Get There? • This 6 credit course • MBA Survival Skills • Skill assessment • Career and development planning • Leadership and Management course • This week: Introduction &“survival” skills • Preparation for the MBA program • Self-assessment • Reflection and global thinking about the MBA and its role in your life and career
Management and Leadership: Course Features • Integration of many instructional approaches • Values based orientation • Focus on experience • Opportunity to PLAN (within the MBA and beyond) your development into the manager and leader you want to be. • Plans are very “individualized” • A safe environment in which to experiment • Better to make mistakes for correction here rather than in the “real world” • Opportunity to explore, experiment, learn better ways • Our central objective: • Improve your ability to continue to improve your management and leadership skills during and beyond the program.
Self-Assessment Measures • Values • Rokeach Value Survey (in class or on website) • Cognitive style • Keirsey Temperament Sorter II (cost of $15) • Fill out on-line at www.keirsey.com • Assertiveness Personality Test • Fill out on-line at www.queendom.com (free test) • Orientation toward change • Tolerance for Ambiguity (Handed out in class) • Locus of Control Survey (on line at http://www.dushkin.com/connectext/psy/ch11/survey11.mhtml • Learning Style • Learning Style Inventory (Handed out in class) • Bring on Oct 2nd for our AM session on learning!
Personal Mission Statement • Prepare your mission statement and submit during our last session on Friday (see handout) • Time Management Data Log • Keep track of how you spend your time over the next 48 hours • We will discuss the results on Thursday • Note the following: • What you do • How urgent the activity is • What domain your activities fall under • Who else is involved
October 2nd Agenda • Personal Learning • Insights into the value of learning • Learning styles • Cycle of learning • Self-Assessment