High Performance High Performance ManagementManagement

Module 1Module 1MGMT 489MGMT 489

Dr. Angela YoungDr. Angela Young

Management ModelsManagement Models

►What is a model?What is a model?

►What are the predominant models of What are the predominant models of management?management?

Management ModelsManagement Models►1900-19251900-1925►Rational Goal ModelRational Goal Model

Productivity and profitProductivity and profit TaylorTaylor

► Internal Process ModelInternal Process Model Bureaucracy, stability, continuityBureaucracy, stability, continuity Weber, FayolWeber, Fayol

Management ModelsManagement Models►1926-19501926-1950►Human Relations ModelHuman Relations Model

Carnegie, Barnard, FollettCarnegie, Barnard, Follett Mayo & Roethlisberger’s Hawthorne Mayo & Roethlisberger’s Hawthorne

studiesstudies Commitment, cohesion, moraleCommitment, cohesion, morale

Management ModelsManagement Models►1951-19751951-1975►Open Systems ModelOpen Systems Model

Katz and KahnKatz and Kahn Organizational flexibility and Organizational flexibility and

responsivenessresponsiveness

Management ModelsManagement Models►1976-Today1976-Today►Both-AndBoth-And

All models provide useful information and All models provide useful information and ideasideas

Matching managerial behaviors to the Matching managerial behaviors to the situationsituation

Management ModelsManagement Models►Competing Values FrameworkCompeting Values Framework

Human RelationsHuman Relations►CollaborateCollaborate

Internal ProcessInternal Process►ControlControl

Rational GoalRational Goal►CompeteCompete

Open SystemsOpen Systems►CreateCreate

Developing CompetenciesDeveloping CompetenciesThe foundation of developing managerial The foundation of developing managerial

skills:skills:

Self-Assessment/Self-AwarenessSelf-Assessment/Self-Awareness

Sound reasoning/Evaluating argumentsSound reasoning/Evaluating arguments

Developing CompetenciesDeveloping Competencies►Arguments:Arguments:

Claim (Conclusion)Claim (Conclusion) Grounds (Facts and Evidence)Grounds (Facts and Evidence) Warrant (Bridge between claim and Warrant (Bridge between claim and

grounds)grounds)

Module 1: Creating and Module 1: Creating and Sustaining Commitment and Sustaining Commitment and

CohesionCohesion Understanding self and othersUnderstanding self and others Communicating honestly and effectivelyCommunicating honestly and effectively Mentoring and developing othersMentoring and developing others Managing groups and leading teamsManaging groups and leading teams Managing and encouraging constructive Managing and encouraging constructive

conflictconflict

Understanding Self and Understanding Self and OthersOthers

► Increasing self-awareness through Increasing self-awareness through feedback-seeking behaviorfeedback-seeking behavior

Johari WindowJohari Window

Self (known to self/not known)Self (known to self/not known) Others (known to others/not known)Others (known to others/not known)

►Open, blind, hidden, unknownOpen, blind, hidden, unknown

Understanding Self and Understanding Self and OthersOthers

►Understanding othersUnderstanding others

Empathy and empathetic listeningEmpathy and empathetic listening

►Empty oneselfEmpty oneself►Pay attentionPay attention►Accept othersAccept others►Avoid judgmentAvoid judgment►Stay with the feelingStay with the feeling

Communicating Honestly and Communicating Honestly and EffectivelyEffectively

► Interpersonal CommunicationInterpersonal Communication Sender - encode - message - decode – Sender - encode - message - decode –

receiverreceiver

►BarriersBarriers InarticulatenessInarticulateness Hidden agendasHidden agendas StatusStatus HostilityHostility Differences in communication stylesDifferences in communication styles

Mentoring and Developing Mentoring and Developing OthersOthers

►Key workplace behaviors Key workplace behaviors

ListeningListening Giving FeedbackGiving Feedback Delegating workDelegating work Evaluating Performance Evaluating Performance Coaching and mentoringCoaching and mentoring

Managing Groups and Managing Groups and Leading TeamsLeading Teams

► Inputs – team member characteristics, Inputs – team member characteristics, team size and composition, task team size and composition, task structure, leadership, internal structure, leadership, internal organizational factors, and external organizational factors, and external organizational factors.organizational factors.

►Processes – how team members Processes – how team members interactinteract

►Outcomes – the product of the workOutcomes – the product of the work

Managing Groups and Leading Managing Groups and Leading TeamsTeams

►Researchers note that individual factors such Researchers note that individual factors such as team member characteristics and as team member characteristics and competencies are embedded in team-level competencies are embedded in team-level factors such as team size and composition factors such as team size and composition which are in turn embedded within which are in turn embedded within contextual factors.contextual factors.

►So individuals can influence the outcomes So individuals can influence the outcomes but context can greatly influence team but context can greatly influence team members.members.

Managing Groups and Managing Groups and Leading TeamsLeading Teams

►Team Player StylesTeam Player Styles

Task role – focusing on Task role – focusing on what what the team the team must accomplishmust accomplish

Group maintenance role – focusing on Group maintenance role – focusing on how how the team accomplishes the goalthe team accomplishes the goal

Managing Groups and Managing Groups and Leading TeamsLeading Teams

►Communicator – team processesCommunicator – team processes

►Contributor – problem-solving and Contributor – problem-solving and decision makingdecision making

►Collaborator – goal directedCollaborator – goal directed

►Challenger – questioning and creativeChallenger – questioning and creative

Managing and Encouraging Managing and Encouraging Constructive ConflictConstructive Conflict

►Managing ConflictManaging Conflict

Reaching understanding and consensusReaching understanding and consensus►Functional v. dysfunctional conflictFunctional v. dysfunctional conflict►Approaches to resolving conflictApproaches to resolving conflict

Avoiding, accommodating, competing approach, Avoiding, accommodating, competing approach, compromising, collaborating compromising, collaborating