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Transcript of Module 3: Improving Productivity and Increasing Profitability 1 Quinn et al., (2011). Becoming a...
Module 3:
Improving Productivity and Increasing Profitability
1Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
Collaborate
Create
Compete
Control
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Agenda for Module 3
• Assumptions and Goals• Paradoxes• Competencies
Rational Goal Model
Rational Goal Model Assumptions and Goals1. Criteria of
effectiveness2. Means-ends
theory
3. Action imperative
4. Emphasis
5. Culture
1. Profitability and productivity
2. Clear direction leads to productive outcomes
3. Compete4. Goal clarification,
rational analysis, action taking
5. MarketQuinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition
Module 3: Improving Productivity and Increasing Profitability 3
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Paradoxes of Competing
Leaders need to:
• provide vision and still be open to participation
• measure to ensure goal accomplishment without spending too much time measuring things instead of working toward goals
• move ahead quickly and still make sure all relevant facts are considered
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Compete Core Competencies
• Developing and Communicating a Vision
• Setting Goals and Objectives
• Motivating Self and Others
• Designing and Organizing
• Managing Execution and Driving for Results
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Managers who focus on rational goals and analysis…
• provide a vision that both inspires followers and justifies the organization’s existence
• identify specific steps needed to achieve the vision
• generate energy to pursue the vision• create structures and design jobs for optimum
effectiveness• emphasize outcomes over effort
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
Primary Tensions
EXTERNAL FOCUS
FLEXIBILITY
STABILITY
INTERNAL FOCUS
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Developing and Communicating a Vision
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Processes for Formulating a Vision
• Frame the vision to focus attention– What should we do? What should we NOT do?
• Make a case for change– Why is the vision better than the status quo?
• Identify ideal goals– What standard of excellence will motivate action?
• Focus on people– Who has to make the vision a reality?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Articulating and Communicating
• Strategic Organizational Philosophy
• Tactical Policies and Practices
• Personal Values and Aspirations
VISION
Who do You See?
Visionary Leaders
How do they demonstrate the four action imperatives?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability 11
?Collaborate
Create
Compete
Control
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Setting Goals and Objectives
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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The Goal Setting Process
• Formulate specific objectives and due date• Identify specific steps to be taken• Schedule start and completion dates• Develop a budget for resources needed• Estimate milestone achievements• Establish implementation mechanism• Set standards for evaluating performance
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Cascading Goals Through the Organization
Superordinate Goals
Individual
TeamBusiness Unit
Enterprise
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Gaining Strategic Unity and Alignment
1. Have a motivating and compelling vision, inspiring values, and clear strategic intent
2. Ensure vision, values, and strategic intent are understood and owned throughout the firm
3. Ensure goals and actions are aligned across all units, teams, and individuals
4. Have the knowledge, skills, and mind-set needed to execute the strategy, live the values, and achieve the vision
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Performance Management Systems
• Translation of vision to unit goals
• Joint establishment of individual goals
• Ongoing coaching and feedback
• Evaluation of performance
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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To Be Effective, Goals Should Be…
Specific
Measurable
Attainable
Relevant
Time-bound
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Motivating Self and Others
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Content Theories of Motivation
• Basic needs for survival and safety can be met with extrinsic rewards
• Affiliation needs call for intrinsic feelings of belonging that result from relationships with other people
• Esteem and power needs call for symbols of status and importance and an ability to influence
• Achievement, growth, and self-actualization needs call for activities that are intrinsically rewarding and require our best efforts
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Process Theories of Motivation
• Equity theory– Social comparisons can be de-motivating!
• Job characteristics model– Skill variety, Task identity, Task Significance, Autonomy,
Feedback
• Goal setting theory– SMART goals that are challenging
– Tasks that provide interim performance feedback
• Expectancy theory … to be continued
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Expectancy Theory The Employee’s Perspective
Effort
Performance
Outcomes
E to P: Can I really do it?
P to O: If I do it, what will happen?
Valued Outcomes: How much do I want these outcomes?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Expectancy Theory The Employer’s Perspective
Effort
Performance
Outcomes
E to P: How can I build up her confidence?
P to O: How can I convince her she’ll be rewarded?
Valued Outcomes: What can I offer her that she really wants?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Be a Positive Pygmalion
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Empowerment
• Meaning• Competence• Self-Determination• Impact
Management
Employee
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Employee Engagement
EngagedNot
EngagedActively Disengaged
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Designing and Organizing
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Concepts and Principles of Structure
• Division of Labor and Specialization• Hierarchy and Lines of Authority– Span of control– Unity of command– Scalar chain
• Standardization and Formalization• Decision-making Authority– Centralization v. Decentralization
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Structural Tensions
Mechanistic Archetype
Organic Archetype
The more complex and turbulent the external
environment, the greater the need for a more organic structure
and design
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Differentiation & Integration
Orientations for Differentiation
• Time
• Goal
• Interpersonal
Mechanisms for Integration
• Rules & procedures• Hierarchical referrals• Plans• Liaison roles• Task forces• Inter-unit teams• Matrix structure
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Departmentalization
• Function• Division– Product or
Service– Process– Customer– Region
• Matrix
Big Boss
Assistant
? ? ?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Galbraith’s Star Model
Strategy
StructureProcesses
Rewards People
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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CVF Culture
Clan
MarketBureaucracy
Adhocracy
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Managing Execution and Driving for Results
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Core Processes of Execution
• People– Evaluate the people– Design the pipeline– Populate the pipeline
• Strategy– What should we do?– How should we do it?
• Operations– Outline the path to the results– Budget based on the operations plan
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability
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Individual Execution – Make the Most of Your Time
Record
Manage
Consolidate