Chapter 1Chapter 1

The Management The Management Challenge:Challenge:

Critical Skills for the New Critical Skills for the New WorkplaceWorkplace

Characteristics of the NewCharacteristics of the NewWorld of WorkWorld of Work

The New Worldof Work

Complex

Ambiguous

Changing

Diverse

Global

Today’s OrganizationsToday’s Organizations

Hierarchies are flatter.Hierarchies are flatter. Deadlines are shorter.Deadlines are shorter. Teams are pervasive.Teams are pervasive. Employees must manage themselves.Employees must manage themselves. Technology is transforming the nature, Technology is transforming the nature,

pace, and possibilities of work.pace, and possibilities of work.

Demands of the Modern Demands of the Modern WorkplaceWorkplace

Demands ofthe ModernWorkplace

Attention toEthical Behavior

Flexibility

CreativityCooperation

PoliticalSavvy

Proactivity Speed

Management Skills and Company Management Skills and Company SuccessSuccess

One study of manufacturing firms showed One study of manufacturing firms showed managers’ ability to be three times as powerful in managers’ ability to be three times as powerful in explaining company profitability as all other factors explaining company profitability as all other factors combined.combined.

A study in the United Kingdom revealed A study in the United Kingdom revealed management weaknesses to be the primary cause management weaknesses to be the primary cause of insolvencies, with poor management being cited of insolvencies, with poor management being cited in more than 80 percent of cases.in more than 80 percent of cases.

These and many other studies of large and small These and many other studies of large and small firms are consistent in pointing to management firms are consistent in pointing to management skills as critical to firm success.skills as critical to firm success.

Some Management Success Some Management Success StoriesStories

Management success stories are abundant, cases in Management success stories are abundant, cases in which management skills have created or transformed which management skills have created or transformed organizations in remarkable ways.organizations in remarkable ways.

Among the many examples of management success Among the many examples of management success stories to be examined in future chapters are such well stories to be examined in future chapters are such well known ones as:known ones as: Herb Kelleher’s development of a successful culture Herb Kelleher’s development of a successful culture

of fun at Southwest Airlinesof fun at Southwest Airlines Mary Kay Ash’s inspirational leadership at Mary Kay Mary Kay Ash’s inspirational leadership at Mary Kay

CosmeticsCosmetics Jack Welch’s transformation of GEJack Welch’s transformation of GE

Others we’ll consider are less visible but no less Others we’ll consider are less visible but no less dramatic.dramatic.

Web Wise: The Best and Worst Web Wise: The Best and Worst Managers of the YearManagers of the Year

Business WeekBusiness Week annually selects annually selects its “Top 25 Managers of the its “Top 25 Managers of the Year.”Year.”

In 2002, it also felt compelled to In 2002, it also felt compelled to select the “Worst 25 Managers.”select the “Worst 25 Managers.”

Among the “Top 25 Managers” Among the “Top 25 Managers” were Lou Gerstner, Fujio Mitarai, were Lou Gerstner, Fujio Mitarai, Oprah Winfrey, and Carole Black.Oprah Winfrey, and Carole Black.

http://www.businessweek.com/magazihttp://www.businessweek.com/magazine/content/02_02/b3765001.htmne/content/02_02/b3765001.htm

Critical Skills Across Business Critical Skills Across Business FunctionsFunctions

A study of financial staff found that, in addition to A study of financial staff found that, in addition to financial leadership, strategic thinking, effective financial leadership, strategic thinking, effective communication, and leadership were identified as communication, and leadership were identified as critical skills.critical skills.

A survey of chief information officers found that A survey of chief information officers found that more than three-fourths believe that more more than three-fourths believe that more widespread use of technology will require IT workers widespread use of technology will require IT workers to communicate more effectively and articulately. to communicate more effectively and articulately. With more frequent information exchange, skills With more frequent information exchange, skills such as communication, diplomacy, and problem such as communication, diplomacy, and problem solving will grow in importance.solving will grow in importance.

Critical Skills Across Business Functions Critical Skills Across Business Functions (Cont.)(Cont.)

A study of “Sales Management Competencies for the A study of “Sales Management Competencies for the 21st Century” identified eight critical competencies for 21st Century” identified eight critical competencies for top-performing sales managers, including providing top-performing sales managers, including providing strategic vision, assembling teams of skilled employees, strategic vision, assembling teams of skilled employees, sharing information with employees, coaching, sharing information with employees, coaching, diagnosing performance, negotiating, and selecting high-diagnosing performance, negotiating, and selecting high-potential employees.potential employees.

The American Institute of Certified Public Accountants The American Institute of Certified Public Accountants Core Competency Framework identified communicating, Core Competency Framework identified communicating, handling personal relationships, and facilitating learning handling personal relationships, and facilitating learning and personal improvement among the skills and and personal improvement among the skills and competencies accounting professionals will need for competencies accounting professionals will need for success in the future.success in the future.

Skills Training in OrganizationsSkills Training in Organizations

American corporations spend more than $64 billion American corporations spend more than $64 billion annually for the training of their workforces, about 85% of it annually for the training of their workforces, about 85% of it in the area of management skills.in the area of management skills.

Dana Corp. requires all its employees to complete 40 hours Dana Corp. requires all its employees to complete 40 hours of education each year. The company has three Dana of education each year. The company has three Dana University schools.University schools.

Merck & Co. spends 3.5% of its payroll, or about $100 Merck & Co. spends 3.5% of its payroll, or about $100 million, on employee skills development programs.million, on employee skills development programs.

Abbott Technologies provides its employees with tuition Abbott Technologies provides its employees with tuition reimbursement of up to $7,000 for undergraduate studies reimbursement of up to $7,000 for undergraduate studies and $9,000 for graduate studies.and $9,000 for graduate studies.

General Electric spends about $1 billion annually on General Electric spends about $1 billion annually on education and training programs.education and training programs.

Focus on Management: Skills Training at Focus on Management: Skills Training at AT&T Wireless ServicesAT&T Wireless Services

AT&T Wireless Services is fighting to maintain its leadership in the AT&T Wireless Services is fighting to maintain its leadership in the face of intense competition and technological changes.face of intense competition and technological changes.

It uses a process called Managing Personal Growth (MPG) to help It uses a process called Managing Personal Growth (MPG) to help employees identify key competencies or critical skills, develop employees identify key competencies or critical skills, develop them with company resources, and translate them into decisions them with company resources, and translate them into decisions and actions that help the company meet its goals.and actions that help the company meet its goals.

Employees must take responsibility for developing those critical Employees must take responsibility for developing those critical skills on an ongoing basisskills on an ongoing basis

Once employees have gone through a process of deciding what Once employees have gone through a process of deciding what new competencies they want to acquire, employees talk with their new competencies they want to acquire, employees talk with their supervisors to develop an individual plan for their development.supervisors to develop an individual plan for their development.

Employees’ job security is grounded in what they know and the Employees’ job security is grounded in what they know and the value they can create around themselves.value they can create around themselves.

The Status of Skills TrainingThe Status of Skills Training A survey by the Conference Board showed that a full A survey by the Conference Board showed that a full

98% reported that their skills training reaped 98% reported that their skills training reaped significant economic benefits for the firm.significant economic benefits for the firm.

Still, many companies are failing to develop key Still, many companies are failing to develop key managerial skills. For example, studies show:managerial skills. For example, studies show: just 21% of companies were able to identify where just 21% of companies were able to identify where

employees want to be in terms of skill development in a yearemployees want to be in terms of skill development in a year 58% of managers had received no leadership training, 72% 58% of managers had received no leadership training, 72%

had received no training on giving feedback on performance, had received no training on giving feedback on performance, and 87% had received no training in stress managementand 87% had received no training in stress management

As such, you cannot assume that every company will As such, you cannot assume that every company will help you develop needed skills.help you develop needed skills.

Focus on Management:Focus on Management:IBM Manager JamIBM Manager Jam

With 319,000 employees and 32,000 managers across six With 319,000 employees and 32,000 managers across six continents, IBM is one of the world’s largest businesses.continents, IBM is one of the world’s largest businesses.

With an increasingly mobile work force, many managers With an increasingly mobile work force, many managers supervise employees they rarely see face to face.supervise employees they rarely see face to face.

Some joke that IBM now stands for “I’m By Myself.”Some joke that IBM now stands for “I’m By Myself.” Samuel Palmisano, IBM’s new CEO, launched a two-year Samuel Palmisano, IBM’s new CEO, launched a two-year

program exploring the role of the manager in the 21program exploring the role of the manager in the 21stst century and needed management skills.century and needed management skills.

The project’s first event was “Manager Jam,” a 48-hour The project’s first event was “Manager Jam,” a 48-hour real-time Web event in which managers from 50 different real-time Web event in which managers from 50 different countries swapped ideas and strategies for dealing with countries swapped ideas and strategies for dealing with problems shared by all, regardless of geography.problems shared by all, regardless of geography.

8,100 managers logged onto the company’s intranet to 8,100 managers logged onto the company’s intranet to participate in discussion forums. participate in discussion forums.

The Need for Management SkillsThe Need for Management Skills

The Need forManagement Skills

ManagerialSkills and

Life Success

ManagerialSkills and

Hiring

ManagerialSkills in theNew Work

Environment

Managerial Skills and HiringManagerial Skills and Hiring Companies are hiring for skills, including management Companies are hiring for skills, including management

skills.skills. A report released in 2000 by the U.S. General Accounting A report released in 2000 by the U.S. General Accounting

Office provided succinct advice for organizations:Office provided succinct advice for organizations: ““Hire, develop, and retain employees according to Hire, develop, and retain employees according to

competencies. Identify the competencies -- knowledge, competencies. Identify the competencies -- knowledge, skills, abilities, and behaviors -- needed to achieve high skills, abilities, and behaviors -- needed to achieve high performance of mission and goals, and build and sustain performance of mission and goals, and build and sustain the organization’s talent pool through recruiting, hiring, the organization’s talent pool through recruiting, hiring, development, and retention policies targeted at building development, and retention policies targeted at building and sustaining those competencies.”and sustaining those competencies.”

Many companies go further, by tracking skills acquisition in Many companies go further, by tracking skills acquisition in their workforce and tying pay to skills attained, even if the their workforce and tying pay to skills attained, even if the skills are not used.skills are not used.

The 16 Basic Skills Employees NeedThe 16 Basic Skills Employees Need(Figure 1-1)(Figure 1-1)

Knowing How to Knowing How to LearnLearn

ReadingReading WritingWriting MathematicsMathematics ListeningListening Oral CommunicationOral Communication Problem SolvingProblem Solving Creative ThinkingCreative Thinking

Self-ConfidenceSelf-Confidence Motivational Goal SettingMotivational Goal Setting Personal and Career Personal and Career

DevelopmentDevelopment Interpersonal SkillsInterpersonal Skills NegotiationNegotiation TeamworkTeamwork Organizational Organizational

EffectivenessEffectiveness LeadershipLeadership

Ranking of HR Managers’ Perceptions of Ranking of HR Managers’ Perceptions of Criteria for Evaluating Business GraduatesCriteria for Evaluating Business Graduates

(From Figure 1-2)(From Figure 1-2)Criterion Mean

Oral Communication Skills 4.6

Listening Skills 4.5

Resume 4.4

Interpersonal Communication Skills 4.3

Problem-Solving Skills 4.2

Work Experience 3.7

College Attended 3.1

Contacts within the Organization 2.2

BLS PredictionBLS Prediction

The Bureau of Labor Statistics The Bureau of Labor Statistics predicted that the average 22-year-old predicted that the average 22-year-old college graduate in the year 2000 college graduate in the year 2000 would have more than would have more than eighteight different different employers before he or she reaches employers before he or she reaches the age of 32; that is a change of the age of 32; that is a change of employers every 15 months.employers every 15 months.

Managerial Skills in the New Work Managerial Skills in the New Work EnvironmentEnvironment

Demand forManagerial

Skills

Entrepreneurship

Downsizing andDelayering

Job Enrichmentand Empowerment

Self-ManagedWork Teams

Hiring for theSecond Job

Growth inManagement Positions

Focus on Management:Focus on Management:Hiring for Competencies at MerckHiring for Competencies at Merck

When Merck and Company needed to fill a large number of field When Merck and Company needed to fill a large number of field representative positions, it decided to focus specifically on representative positions, it decided to focus specifically on competencies.competencies.

Hiring managers were asked to identify the specific traits, skills, Hiring managers were asked to identify the specific traits, skills, and behaviors most critical to job performance.and behaviors most critical to job performance.

A process was then developed to screen for those competencies at A process was then developed to screen for those competencies at various steps of candidate assessment.various steps of candidate assessment.

Each candidate was then scored on the criteria to give a rating of Each candidate was then scored on the criteria to give a rating of his or her potential.his or her potential.

The process was more efficient than previous approaches, yielded The process was more efficient than previous approaches, yielded greater consistency across regions, and increased diversity.greater consistency across regions, and increased diversity.

Managerial Skills and Life SuccessManagerial Skills and Life Success

These are all skills that will serve you These are all skills that will serve you well in life in general.well in life in general.

The abilities to communicate, to interact The abilities to communicate, to interact effectively with others, to negotiate, to effectively with others, to negotiate, to solve problems, to lead, to think solve problems, to lead, to think critically, to motivate others, to listen critically, to motivate others, to listen well, to deal with conflict, and to well, to deal with conflict, and to continue learning are valuable in social continue learning are valuable in social relationships, making daily transactions, relationships, making daily transactions, and leading a fulfilling life.and leading a fulfilling life.

Managerial Skills SetsManagerial Skills Sets Technical skillsTechnical skills include knowledge about methods, include knowledge about methods,

processes, and techniques needed to carry out some processes, and techniques needed to carry out some specialized activity as well as the ability to use tools specialized activity as well as the ability to use tools and equipment related to the activity.and equipment related to the activity.

Human skillsHuman skills deal with human behavior and deal with human behavior and interpersonal processes, communication, cooperation, interpersonal processes, communication, cooperation, and social sensitivity.and social sensitivity.

Conceptual skillsConceptual skills include analytical ability, creativity, include analytical ability, creativity, efficiency in problem solving, and ability to recognize efficiency in problem solving, and ability to recognize opportunities and potential problems.opportunities and potential problems.

Thus, the typology distinguishes between abilities to Thus, the typology distinguishes between abilities to deal with things, people, and ideas and concepts.deal with things, people, and ideas and concepts.

Management Skills Needed for Management Skills Needed for Success by Organizational Level Success by Organizational Level

(Figure 1-3)(Figure 1-3)

Conceptual

Conceptual

Conceptual

Human

Human

Human

Technical

Technical

Technical

Top-Level Managers

Middle-LevelManagers

First-Level Managers

Differences Between School and BusinessDifferences Between School and Business(Figure 1-4)(Figure 1-4)

School Business

AchievingSuccess

Individual Teamwork

Critical Ability Tests Relationships

Structure Quantified Subjective

Graduate's Role Customer Employee

Performance Objective Judgments

Communication Written Verbal

Prestige Senior Trainee

School Success and Career SuccessSchool Success and Career Success A wide range of studies show that success in school A wide range of studies show that success in school

does almost nothing to predict subsequent career does almost nothing to predict subsequent career success.success.

It is the growing evidence of this very weak link that has It is the growing evidence of this very weak link that has led many educators and managers to call for a greater led many educators and managers to call for a greater emphasis on skills in the learning process.emphasis on skills in the learning process.

The authors of a major study of management education The authors of a major study of management education sponsored by the American Assembly of Collegiate sponsored by the American Assembly of Collegiate Schools of Business concluded that, “The challenge of Schools of Business concluded that, “The challenge of how to develop stronger people skills needs to be faced how to develop stronger people skills needs to be faced by both business schools … and by corporations and by both business schools … and by corporations and firms in their management development activities…”firms in their management development activities…”

The Knowing-Doing GapThe Knowing-Doing Gap

Simply knowing -- recognizing or understanding Simply knowing -- recognizing or understanding what to do to manage an organization -- is not what to do to manage an organization -- is not enough for an individual to become a enough for an individual to become a successful manager.successful manager.

Jeffrey Pfeffer and Robert Sutton became Jeffrey Pfeffer and Robert Sutton became intrigued by the large number of managers and intrigued by the large number of managers and executives that they worked with who knew executives that they worked with who knew what needed to be done but failed to what needed to be done but failed to implement it.implement it.

They referred to this phenomenon as the They referred to this phenomenon as the “Knowing-Doing Gap.”“Knowing-Doing Gap.”

Causes of the Knowing-Doing GapCauses of the Knowing-Doing Gap

Knowledge management efforts emphasize technology Knowledge management efforts emphasize technology and the exchange of codified information; this does not and the exchange of codified information; this does not address how the information can be used to make better address how the information can be used to make better decisions to enhance work-unit or organizational decisions to enhance work-unit or organizational effectiveness.effectiveness.

Knowledge management tends to treat knowledge as a Knowledge management tends to treat knowledge as a tangible thing, as a stock or quantity, and therefore tangible thing, as a stock or quantity, and therefore separates knowledge as a thing from the use of the thing.separates knowledge as a thing from the use of the thing.

Formal systems can’t easily store or transfer tacit Formal systems can’t easily store or transfer tacit knowledge. Tacit knowledge is information that is knowledge. Tacit knowledge is information that is important for doing something effectively that cannot be important for doing something effectively that cannot be captured, measured, or codified by formal knowledge captured, measured, or codified by formal knowledge systems in organizations.systems in organizations.

Causes of the Knowing-Doing Gap Causes of the Knowing-Doing Gap (Continued)(Continued)

The people responsible for transferring and The people responsible for transferring and implementing knowledge management frequently do implementing knowledge management frequently do not understand the actual work being documented.not understand the actual work being documented.

Knowledge management tends to focus on specific Knowledge management tends to focus on specific practices and ignore the importance of philosophy. practices and ignore the importance of philosophy. This refers to the tendency for people to want to know This refers to the tendency for people to want to know “what to do” to solve problems they face in “what to do” to solve problems they face in organizations. If the knowledge acquired by the organizations. If the knowledge acquired by the manager or business professional is merely a manager or business professional is merely a collection of practices without a coherent, overarching collection of practices without a coherent, overarching philosophy, then it becomes difficult to implement philosophy, then it becomes difficult to implement these practices.these practices.

Bridging the Knowing-Doing GapBridging the Knowing-Doing Gap Why before how: Philosophy is importantWhy before how: Philosophy is important. Make sure that all . Make sure that all

members of an organization understand and are committed to the members of an organization understand and are committed to the way of thinking about how to achieve given business objectives.way of thinking about how to achieve given business objectives.

Knowing comes from doing and teaching others howKnowing comes from doing and teaching others how. . Teaching through apprenticeships, coaching and mentoring helps Teaching through apprenticeships, coaching and mentoring helps organizational members how to “do the right things.”organizational members how to “do the right things.”

Action comes before elegant plans and conceptsAction comes before elegant plans and concepts. The key is . The key is to focus on the bottom line of taking action and to ensure that to focus on the bottom line of taking action and to ensure that talking about what to do is always coupled with specific actions.talking about what to do is always coupled with specific actions.

There is no doing without mistakesThere is no doing without mistakes. Organizations that bridge . Organizations that bridge the knowing-doing gap are able to learn and become smarter the knowing-doing gap are able to learn and become smarter based on their successes and failures in the marketplace.based on their successes and failures in the marketplace.

Bridging the Knowing-Doing Gap Bridging the Knowing-Doing Gap (Cont.)(Cont.)

Fear fosters knowing-doing gapsFear fosters knowing-doing gaps. So drive out fear. Manage . So drive out fear. Manage must create a value system, organizational culture, and policies must create a value system, organizational culture, and policies and procedures that do not punish individuals for doing the right and procedures that do not punish individuals for doing the right thing even if the results are less than optimal.thing even if the results are less than optimal.

Beware of false analogiesBeware of false analogies. Fight the competition, not each . Fight the competition, not each other. Management must promote a cooperative work other. Management must promote a cooperative work environment where everyone is committed to working together to environment where everyone is committed to working together to achieve the same business objectives.achieve the same business objectives.

Measure what matters and what can help turn knowledge Measure what matters and what can help turn knowledge into actioninto action. Management should identify a handful of critical . Management should identify a handful of critical measures of success for the organization and track them on an measures of success for the organization and track them on an ongoing basis.ongoing basis.

What leaders do, how they spend their time, and how they What leaders do, how they spend their time, and how they allocate resources, mattersallocate resources, matters..

The Social Learning PerspectiveThe Social Learning Perspective(Figure 1-5)(Figure 1-5)

Pre-Assessment

ConceptualLearning,Modeling

Conceptual& Behavioral

Practice

LifeApplication

The “4 A’s” of Skill LearningThe “4 A’s” of Skill Learning(Figure 1-6)(Figure 1-6)

SkillsAssessment

SkillsAwareness

SkillsAttainment

SkillsApplication

Steps in the “4 A’s” of Skill Steps in the “4 A’s” of Skill LearningLearning

Skills AssessmentSkills Assessment.. The first step in skill learning is to get baseline measures on The first step in skill learning is to get baseline measures on

important skills and to foster interest in those skills.important skills and to foster interest in those skills. Skills AwarenessSkills Awareness..

This step includes discussion of important background This step includes discussion of important background material, such as why the topic is important, key approaches material, such as why the topic is important, key approaches to mastering the skill, and other relevant information.to mastering the skill, and other relevant information.

Skills AttainmentSkills Attainment.. Here, through a variety of experiential methods, you develop Here, through a variety of experiential methods, you develop

the skill.the skill. Skills ApplicationSkills Application..

This final step involves life application, such as using the skills This final step involves life application, such as using the skills in case analyses, life situations, and field projects.in case analyses, life situations, and field projects.

The Bottom Line: Mastering The Bottom Line: Mastering Management SkillsManagement Skills

Take Baseline(Pre-Test)

Measures of theTarget Skill(s)

Take Baseline(Pre-Test)

Measures of theTarget Skill(s)

Master Contentthat Supports theApplication of the

Target Skill(s)

Master Contentthat Supports theApplication of the

Target Skill(s)

Practice theApplication of the

Target Skill(s)in an Exercise or

Case Study

Practice theApplication of the

Target Skill(s)in an Exercise or

Case Study

ObtainDevelopmental

FeedbackRegarding theTarget Skill(s)

ObtainDevelopmental

FeedbackRegarding theTarget Skill(s)

Practice theApplication of theTarget Skill(s) in

an OrganizationalContext

Practice theApplication of theTarget Skill(s) in

an OrganizationalContext

Take Post-TestMeasures of theTarget Skill(s)

Take Post-TestMeasures of theTarget Skill(s)

Web Wise: Web Wise: FutureworkFuturework

On Labor Day 1999 the U.S. Department of Labor On Labor Day 1999 the U.S. Department of Labor issued a report titled issued a report titled Futurework: Trends and Futurework: Trends and Challenges for Work in the 21st CenturyChallenges for Work in the 21st Century. The . The report sought to outline three major challenges report sought to outline three major challenges for the 21st century workplace and workforce:for the 21st century workplace and workforce: The challenge of being skilled, not stuck in the new The challenge of being skilled, not stuck in the new

economy.economy. The challenge of flexibility and family as employers The challenge of flexibility and family as employers

seek more flexibility to compete in the global seek more flexibility to compete in the global marketplace and workers pursue more opportunities to marketplace and workers pursue more opportunities to spend time with their loved ones.spend time with their loved ones.

The challenge of destiny and diversity as employers The challenge of destiny and diversity as employers hire from a more diverse pool of workers in the future.hire from a more diverse pool of workers in the future.

http://www.dol.gov/asp/programs/history/herman/reports/futurework/report.htm

Skills in the Global Labor MarketSkills in the Global Labor Market

Firms and their management are becoming Firms and their management are becoming increasingly global.increasingly global.

A record number of foreign CEOs are now running A record number of foreign CEOs are now running major U.S. companies.major U.S. companies.

The number of international assignments of The number of international assignments of employees is expected to accelerate in the next employees is expected to accelerate in the next five years.five years.

Many people fail in international assignments, Many people fail in international assignments, and almost half say they would not work abroad and almost half say they would not work abroad again.again.

This all suggests that employees often lack the This all suggests that employees often lack the skills needed to succeed in international skills needed to succeed in international positions.positions.

The Management Skills FrameworkThe Management Skills Framework Our management skills framework focuses on human Our management skills framework focuses on human

and conceptual skills.and conceptual skills. We classify the skills as primarily:We classify the skills as primarily:

personalpersonal (such as self-management and critical thinking)(such as self-management and critical thinking) iinterpersonal nterpersonal (such as communicating and resolving (such as communicating and resolving

conflict)conflict) managerial managerial (such as leading, motivating, managing (such as leading, motivating, managing

teams, strategic planning, and creating a positive work teams, strategic planning, and creating a positive work culture)culture)

The framework also considers three levels of The framework also considers three levels of effectiveness -- employee, work unit, and effectiveness -- employee, work unit, and organizational. organizational.

Management Skills FrameworkManagement Skills Framework(Figure 1-7)(Figure 1-7)

ORGANIZATION

Organizational Effectiveness

Work Unit Effectiveness

Employee Effectiveness

MANAGER

Managerial Skills

Interpersonal Skills

Personal Skills

Action Planning and Action Planning and ImplementationImplementation

Action planningAction planning refers to the process through which a manager refers to the process through which a manager formulates the specific steps that will be taken to address formulates the specific steps that will be taken to address business problems and challenges.business problems and challenges.

The action plan becomes a blueprint or roadmap for actual The action plan becomes a blueprint or roadmap for actual implementation.implementation.

Guidelines for developing and implementing effective action Guidelines for developing and implementing effective action plans include:plans include: The process must be systematic and actively managed.The process must be systematic and actively managed. Action planning requires a “layering” approach in which action Action planning requires a “layering” approach in which action

steps are translated into specific supporting actions in relation steps are translated into specific supporting actions in relation to each employee who will be involved in implementation.to each employee who will be involved in implementation.

There must be ongoing and systematic evaluation of the There must be ongoing and systematic evaluation of the results achieved after implementation of the action plan.results achieved after implementation of the action plan.

The Bottom Line: Action The Bottom Line: Action Planning and ImplementationPlanning and Implementation

IdentifyKey

Problems

DefineObjectivesAssociatedwith Solving

the KeyProblems

IdentifyKey

Measuresof Success

for EachObjective

Work withEmployees

to FormulateAction Stepsto Achieve

EachObjective

AssignResponsibility

forImplementingEach Action

Step to aSpecific

Employee

Clarify theRole of EachEmployee in

Supporting theImplementation

of the Plan

ProvideManagementSupport (e.g.,

Direction,Budget,

Training) forEmployees

Evaluatethe Results ofImplementing

the ActionSteps Against

Your InitialObjectives

Modify theObjectivesor Action

StepsBased on

YourEvaluation

Lighten Up: Performance!Lighten Up: Performance! Companies are finding creative ways to develop their Companies are finding creative ways to develop their

employees’ skills, and many are turning to literature, music, and employees’ skills, and many are turning to literature, music, and the arts.the arts.

When management consulting firm McKinsey & Company When management consulting firm McKinsey & Company wanted to develop its employees’ abilities to inspire, it hired wanted to develop its employees’ abilities to inspire, it hired outsiders to help the firm’s consultants and partners write and outsiders to help the firm’s consultants and partners write and stage an opera in three days.stage an opera in three days.

At Sears, Lockheed Martin, and Bristol Myers Squibb, a conductor At Sears, Lockheed Martin, and Bristol Myers Squibb, a conductor and symphony orchestra rehearse Brahms to bring alive issues and symphony orchestra rehearse Brahms to bring alive issues of leadership and teamwork for aspiring top managers.of leadership and teamwork for aspiring top managers.

Kodak, Arthur Anderson, and Boeing have brought in poets to Kodak, Arthur Anderson, and Boeing have brought in poets to foster employees’ creativity, and others are using Shakespeare’s foster employees’ creativity, and others are using Shakespeare’s Henry V as a case study on vision, strategy, and leadership skills.Henry V as a case study on vision, strategy, and leadership skills.