Trends in management education prof luiz stevanato
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TRENDS IN
M A N A G E M E N T E D U C A T I O N
Prof. Dr. Luiz A. Stevanato
2011
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Main goals
1. Key factors that impact managerial practices
2. Critical competences required
3. Trends in management education
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KEY FACTORS THAT IMPACT
MANAGERIAL PRACTICES
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COMPLEXITY
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“To every complex problem do exist a
simple, elegant, and frequently wrong
solution”.
Anonymous
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Global Competition
• More than a cliché
• Opportunities and challenges…
– Too many challenges
• Advantages derived from asymmetries
• Systemic consequences at Long term
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Technology & Innovations
• Cultural artifacts – embodies visions and values
• Not simple technical device
• Innovation driver
• New practices, products, markets etc.
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Social and environmental demands
• Emphasis on stakeholders relationship
• Legitimate demands…
• Sometime, mixed with hidden political agenda
• Actual stage – managerial pragmatism
• But remember – language is a virus
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SOCIAL DIVERSITY
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Clash of cultures
• Fundamental differences
• Taken for granted assumptions
• Not visible but powerful in its impacts
• Conflict´s source more than synergies
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Relationships
• Cultural fragmentation;
• Non translatable speeches
• Expectancy divergence
• Generational, gender, cultures etc.
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POLITICS IN ORGANIZATIONS
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Politics make decisions more complex
• Power networks – coalitions, feuds, interests
• Interdependence
• Irrational decision making
• Linear logic tend to not work
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CRITICAL COMPETENCIES
For managerial performance
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Systemic thinking
• Structured, integrated and critic
• Interdependencies
• Causality and correlation
• Near and distant causes
• Successive approximations
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Conflict management
• Team integration
• Shared vision
• Spread a sense of purpose and urgency
• Build communication bridges
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Art of Communication
• Listen more than talk
• Understand the other´s point of view – Empathy
• Talk less – know to prioritize
• Key to give and receive feedback
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Negotiation and Persuasion
• Negotiation strategies
• Be convincing – talk to emotions
• Establish sense of purpose and urgency
“The character is maybe the most effective means of persuasion”.
Aristotle
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MANAGEMENT EDUCATION
Trends in
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MANAGEMENT EDUCATION IS AT A CROSS ROADS
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“Hard Science” Track
• Decision making based on hard information
• Intensive use of mathematical modeling
• Multivariate statistics
• Alphabet Soup
– CRM, ERP, CSM, Web analytics, BI etc.;
• Emphasis on metrics
• The return of “the managing by number”
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“If something can not be measured, then it
can not be managed”. (*)
(*) We can´t find the author of this sentence.
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“Hard Science” - representatives
•Thomas Davenport
•Robert Kaplan
•David Norton
•Gert Laursen
•Jesper Thorlund
•Praveen Gupta
•IBM
•Etc.
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“Soft Science” Track
• Decisions are ultimately value judgments;
• Managers gets results through others
– Negotiate, delegate, follow-up, evaluate
• Managers day-by-day communications - fragmented
• Build a sense of purpose and urgency
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“The most important things cannot be
measured”.
Edward Deming
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“Soft Science” - representatives
•Henry Mintzberg
•Warren Bennis
•Chris Argyris
•David Garvin
•David Kolb
•John Kotter
•Nassim N. Taleb (?)
•Etc.
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“The virtue should
be found somewhere in the middle”.
Aristotle
Nicomachean Ethics
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Thank you.
http://pesquisaconsumo.blogspot.com/
http://twitter.com/Luiz_Stevanato
www.sacore.com
@
Prof. Luiz A. StevanatoPsychologist, PhD,MBA Professor, Marketing Researcher and Organizational Culture Consultant.
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References
• CIBORRA, Cláudio U. & LANZARA, Giovan F. Designing Dynamics Artifacts: Computer systems as formative contexts. In:
Gagliardi, P. Symbols and Artifacts – views of corporate landscape. New York, Gruyter, 1992.
• COURT, C. C., GORDON, J. W. & PERREY, J. Boosting returns on marketing investment. Boston, The McKinsey Quarterly,
N. 2, 2005.
• DAVENPORT, Thomas H. & HARRIS, Jeanne G. Competing on analytics: the new science of winning. Boston, Harvard
Business School Publishing, 2007
• DATAR, Srikant M. and GARVIN, David. A. What is the future of MBA education? HBS Working Knowledge. [
http://hbswk.hbs.edu/item/6363.html], May 2010.
• WARREN, Bennis and O'TOOLE, James. How business school lost their way. Harvard Business Review, may, 2005, Vol.
83, n. 5.
• MINTZBERG, Henry. Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development.
San Francisco, Berreti & Koehler, 2004.
• KOLB, David, RUBIN, Irwin and McINTYRE, James. Organizational Psychology: An Experiential Approach to
Organizational Behavior. Englwood Cliffs, Prentice-Hall, 1974.
• RAMLALL, Sunil J. Measuring Human Resource Management’s Effectiveness in Improving Performance. Human Resource
Planning, Vol. 26, 2003.
• TALEB, Nassim N. The Black Swan: The Impact of the Highly Improbable. New York, Random House, 2010.