HC 11 Flashcards
Management development
What is leadership
Leadership is a process of social influence, which maximizes the efforts of others, towerds the achievement of a goal
5 Leadership theories
- Great man theory
- Trait theory
- situational leadership
- transformational leadership
- charismatic leadership
Management vs Leadership: simmilarities
Simmilarity:
- involvement in establishing direction
- aligning resources
- motivating people
Management vs. Leadership: Management
- Managers have narrow purpose and try to maintain order, stabilize work and organize resources
- Managers produce standards, consistency, predictability, and order
- Management = controlling group to accomplish a goal.
Management vs. Leadership: Leadership
- Leaders seek to develop new goals, motivate, allign, and inspire
- Leaders produce potential for dramatic change chaos and failure
- Leadership = an indiviual’s ability to influence, motivate and enable others to contribute toward organizational succes
What skills separate leaders from managers?
- Influence and inspiration.
- Not power & control
Circles of influence vs. Circles of control
- Managers have subordinates
- Leaders have followers
- Managers have circles of power
- Leaders create circles of influence
How to know what managers do: Approaches
1) Characteristics approach
2) Manager Roles approach
3) Process models approach
Fayol’s five managerial functions
- planning
- organizing
- commanding
- coordination
- controlling
Mintzberg management roles
Interpersonal - Figurehead - Leader - Liason Informational - Monitor - Disseminator - Spokesman Decisional Roles - Entrpreneur - Disturbance handler - Resource allocator - Negotiator
Criticism: Lack of specifity, does not adequately describe what managers do
Integrated competency model:
- Based on what?
- Focusses on?
- Categories
- Based on interviews with managers
- Focus on managerial skills & personal competencies
- 21 competencies, grouped into 6 catergories:
- HRM
- Leadership
- Goal & action management
- Directing subordinates
- Focus on others
- Specialized knowledge
The four-dimensional model
- based on?
- Functions?
- Roles
- Targets
- Number of managerial styles
- based on: various information sources
- Six functions:
- Forecasting
- Planning
- Persuasive communication
- Influence & control
- expertise area
- administration
- Four roles
- Innovator
- Evaluator
- Motivator
- Director
- Five targets
- Peers
- Subordinates
- Superiors
- External
- Self
- Unspecified number of managerial styles
Managerial 4 abilities at different levels
Abilities: 1) Cognitive skill 2) Interpersonal skill 3) Business skill 4) strategic skill Levels: - junior, mid, senior.
Management development definition
An organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.
Construction management development program
As any good HRD program:
- Needs assesment
- Effective design
- Timely implementation
- Accurate evaluation
As every other HRD activity, management development should be tied to the organization’s structure and strategy for accomplishing its business goals
Main components of management development
1) Management education
2) Management training
3) On-the-job experiences
Management education: what is it and how is it done
What: Acqusistion of a broad range of conceptual knowledge and skills in formal classroom situations in degree-granting institutions
How:
- bsc or msc programs in business administration at colleges and uni’s
- Executive education: ranges from mba program to short courses. delivered by colleges, uni’s, consulting firms, private institutes, etc.
- courses in wide range of management topics as part of organization’s management development program.
Management training: Focusses on what?
Focus on:
- providing specific skills or knowledge that could immediately be applied within an organization
- a specific (set of) positions within an organization
On the job experiences: definition and objectives
Planned or unplanned opportunities for a manager to:
- gain self knowledge
- enhance existing skills and abilities
- obtain new skills or info within the context of day to day activities
Characteristics of effective management
- Oppertunism
- Individualism
- Longterm perspective
- Encouragement of self-motivation
- Online approach
Leadership succession: succesful planning: What is it and how
- Development of high potentials
- Requiers focus on organizations future and vision to allign leadership development with the desire of an organization
Challenges to succession planning
1) size of the organization
2) Lack of financial resources
3) Nature of funding (Project vs core)
4) project staff come and go
Succession planning: common mistakes
- Inadequate training and development
- a plan that promote’s too late, so people leave the organization
- Poor communication resulting in confusion and turmoil
- Potential candidates can’t be guaranteed promotion
Charisma defenition
Charisma is values-based, symbolic, and emotional leader signaling
Aristotle’s artistics means of (charismatic) leadersip to gain confidence of followers
- Pathos: appealing to emotions
- Ethos: Moral perspective of life
- Logos: Reasoned arguments
Charisma Leadership Tactics (CLT)
Symbolic (verbal CLT’s)
- stories & anecdotes
- Metaphors and comparisons
- Rhetorical questions
- contrasts
- lists
Values (verbal CLT’s)
- Morale conviction
- Sentiment of the collective
- Setting high goals
- Displaying confidence\
Emotions (non-verbal CLT’s)
- Gestures
- Facial expressioin
- Tone of voice
- Display of positive/negative feelings (not tested if verbal)
- Humor (not tested if verbal)
How do we know what managers do? Explain 3 approaches
1) Characteristics approach
2) Manager Roles approach
3) Process models approach
1) Characteristics approach
- Observing the tasks managers do, and grouping them into meaningful categories
- Knowing that the managerial job is varied and comple is not particularly helpful in the identification and/or development process
2) Manager Roles approach
- Identify the roles that managers are typically assigned
- Fayol’s five management functions
- Mintzberg management roles
3) Process models approach
- Take into account the relevant competencies and constraints involved in performing the management job
- Intergrated competency model
- Four-dimensional model
