Leadership and Management

• Course Intro

• Why do we study them?

• How are they different?

Management LeadershipDirecting / Creating an Agenda

Planning and Budgeting Establishing Direction

Details, timetables, resource allocation

Vision, breakthrough strategy and innovation, purpose and values

Developing an organization

Organizing and staffing Aligning People

Structure, roles, policies and procedures, systems

Communicating direction, influencing, creating teams, coalitions

Relationships Being the boss Being the leader Task focused Coach, facilitator, servant

Execution Controlling & Problem Solving Motivating and Inspiring Monitoring results, identifying deviations, organizing solutions

Energizing people, overcoming barriers (political, bureaucratic) to change, satisfying basic needs

Outcomes Predictability and Order Change Stakeholder specific results Often dramatic, new products,

programs, processes

Personal Qualities Emotional Distance Emotional Connections The expert Empathy, Insights, Listening

Leadership and Management

• Manage Projects, Tasks

• Lead People

• Mr. Feith at OSD

Leadership and Management

• What Projects and Tasks?

• Division Officer

• Department Head

• Staff Action Officer

• Executive Officer

• Commanding Officer

How do you manage?

• Four Management Functions– Plan– Organize– Lead– Control– (Debrief, feedback)

The Planning Management Function

• “…defining goals for future organizational performance and deciding on the tasks and use of resources needed to attain them.”

Stretch Goals

• Designed to challenge to organization

The Organizing Management Function

• “Organizing involves the assignment of tasks, the grouping of tasks into departments, and the allocation of resources…”

The Leading Management Function

• “Leading is the use of influence to motivate employees to achieve organizational goals.”

The Controlling Management Function

• “Controlling means monitoring employees’ activities, determining whether the organization is on target towards its goals, and making corrections as necessary.”

• Measuring

• Quality

Quality

• Deming

• GE & Six Sigma

• Baldridge Award

Management by Objective (MBO)

• Precise, explicit planning

• Supports “Controlling” Function

• Reduces ambiguity

• Possibly ineffective during rapid change

Management by Walking Around (MBWA)

• Common in the Navy

• See and check on your people

• Make sure you don’t miss any

Debrief, then feedback

• Incorporate and use Lessons Learned

• Large scale: LL by ship during port visit

• Small scale: Formation flight in Training Command

• Turnaround Training Plan

Shewhart Cycle

• …of Continuous Improvement

• debrief an evolution or training event, and feed the results of that debrief into the planning for the next event

• Plan, Do, Check, Act

Category Role Activity (WOB)Informational Monitor Seek and receive information

Disseminator Communicate, Pass information.Spokesperson Communicate outside your organization

Interpersonal Figurehead Ceremonial, symbolic duties: you're in front at QuartersLeader Direct and motivate, train, counsel and communicate with subordinatesLiaison Maintain links inside and outside organization, email, phone, meetings

Decisional Entrepreneur Initiate Improvement Projects; identify new ideas, delegate idea responsibility to others

Tie-breaker Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises

Resource Allocator Decide who gets the resources; schedule, budget, set prioritiesNegotiator Represent your organization's interests

Adapted from Henry Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973), 92-93; and Henry Mintzberg, "Managerial Work: Analysis from Observation," Management Science 18 (1971), B97-B110

Management Skills

• Conceptual

• Human

• Technical

Range of Skills

ORGANIZATIONAL DESIGN

Organizational Design (Grand Scale)

• “Product” = Strike Force

• Functional = Logistics, Communications

• Geographic = Commander Naval Forces Japan

• Support = Schoolhouse, Hospitals, PSD’s

Organizational Design (Small Scale)

• Wardroom, Chief’s Mess, Sailors

• CO/XO, Department Heads, Division Officers

Ship / Squadron

• Common Departments:• Operations• Maintenance • Safety • Admin• Weapons

• - Engineering, Navigation

Your Job:

• Division Officer

• May start in support role: – Personnel Officer– NAVOSH Officer, etc.

Rule of 3 to 5

• Standardized reporting relationships

Matrix Organization

• organization formed with team members from more than one unit, each with specialized skills, or a need to participate in the project.