DA 101 Course

How to Become A Great Manager!

DA 101 Course

Tim QuiggAssociate Chairman

Computer Science Department

University of North Carolina At Chapel Hill

DA 101 Course

“The Closer You Are To The Lab Or Classroom, The More Important

You Are To Your Organization.”

A Key Indication Of A Healthy Organization!

DA 101 Course

By This Definition, Healthy Organizations View Department

Administrators As Being Pretty Darn Important People!

DA 101 Course

So How Are You Doing As A Manager?

or

DA 101 Course

“In the real world, the DA strives to provide quality support to the research enterprise while following all of the applicable policies and rules. It’s not always as easy as it sounds!”

Faculty

Sponsored Programs Office

Purchasing Office

Funding Agencies

Health and Safety Office

Human Resources Office

DA 101 Course

Let’s pause for a minute and reflect upon what we have been saying to you all day

• DA’s are managers of resources not just technocrats

• Quality management at the departmental level is vital to maintaining quality research

• Academic research is essential to future “Quality of Life”

DA 101 Course

1. Accept the reality of environmental constraints, but don’t become trapped by them

• Resources are limited

• Rules are constraining

How Do We Learn to Become Effective Managers?

DA 101 Course

Constraint: ResourcesMoney

DA 101 Course

Constraint: ResourcesPeople

DA 101 Course

Constraint: ResourcesFacilities

DA 101 Course

Constraint: ResourcesTime

DA 101 Course

Constraint: Rules

DA 101 Course

1. Accept the reality of environmental constraints, but don’t become trapped by them

• Resources are limited

• Rules are constraining

How Do We Learn to Become Effective Managers?

DA 101 Course

How Do We Learn to Become Effective Managers?

1. Accept the reality of environmental constraints, but don’t become trapped by them

• Resources are limited

• Rules are constraining

2. Know where your organization is headed (It’s mission!)

DA 101 Course

We Must Know Where We Are Going If We Are Ever To Know

When We Arrive!

Is it Clearly Understood And Shared?

What Is It’s Mission?

Where Is Your Organization Going?

DA 101 Course

Remember The Man Who Worked For Ringling Brothers

Circus

• All Dusty And Somewhat Smelly• Worked For 32 Years Following The Elephants With A Broom And Large Dust Pan To Keep The Streets Clean

When Asked Why He Didn’t Get Into Another Line Of Work He Replied, Indignantly

DA 101 Course

“WHAT, AND GIVE UP SHOW BUSINESS?”

• He Knew What Business He Was In.

• It Wasn’t About Cleaning Up After Elephants.

• He Was In Show Business!

• He understood The Mission.

DA 101 Course

How Do We Learn to Become Effective Managers?

1. Accept the reality of environmental constraints, but don’t become trapped by them

• Resources are limited

• Rules are constraining

2. Know where your organization is headed (It’s mission!)

DA 101 Course

1. Accept the reality of environmental constraints, but don’t become trapped by them

• Resources are limited

• Rules are constraining

2. Know where your organization is headed (It’s mission!)

3. Learn to become proactive, not just reactive

How Do We Learn to Become Effective Managers?

DA 101 Course

What Is Your Approach To Management?

DA 101 Course

Proactive Approaches to Management

• Management By Wandering Around• Total Quality Management

• Responsible Delegation Techniques

• Understanding Motivation

DA 101 Course

Management By Wandering Around

DA 101 Course

Management By Wandering Around

– Get Out From Behind Your Desk– Spend Time In The Labs/Classrooms/Building– Walk The Halls– Be A Keen Observer– Ask People Questions

• You Will Be Surprised By What You Learn!

DA 101 Course

• When You Spot A Problem, Take Action To Fix It Immediately

• Communicate With Your Community

• Use Your Observations To Inform Resource Allocation Decisions

Management By Wandering Around

DA 101 Course

• On Occasion Go To Other People’s Office For Meetings (Don’t Always Have Them Come To You)

• If Possible, Locate Your Office In The Highest Possible Traffic Area

Be Accessible

Management By Wandering Around

• If Possible, Arrange Your Office So You Don’t Sit Behind Your Desk When Meeting People

DA 101 Course

TQM Core Principles

• W. Edwards Deming (Management Consultant Whose Ideas Were Rejected In The US – Promoted a Quality Approach In Japanese Manufacturing)– Pre-Quality (Poor Quality, Cheap “Knock-Offs”)

– Post-Quality (Finest Electronics and Cars In The World)

• Now Accepted Throughout Industrialized World Clarke American Checks, Inc., San Antonio, Texas

(manufacturing);

Pal's Sudden Service, Kingsport, Tenn. (small business);

Chugach School District, Anchorage, Alaska (education);

Pearl River School District, Pearl River, N.Y. (education); and

University of Wisconsin-Stout, Menomonie, Wis. (education)

• Baldridge Award in US

DA 101 Course

TQM Core Principles

• What Can We Do To Get Better?• Banish Complacency

• Set Heroic Goals – “Raise The Bar”

•Commitment To Continuous Improvement• “Excellence Is A Game Of Inches.” Tom Peters

• Treat Mistakes Like “Diamonds”• Rare/Oportunities To Learn

• H-P (Can’t Get Raise If You Haven’t Made Mistakes – If No Mistakes, You Aren’t Doing Anything)

DA 101 Course

TQM Core Principles

• The Organization That Is Satisfied With Its Success Will Soon Find That Its Customers Are Not!

• “We Are What We Repeatedly Do. Excellence, Then, Is Not An Act, But A Habit.”

Aristotle

DA 101 Course

TQM Core Principles

• Ask Your Employees And Your Customers For Input– Not Only Will They Point Out Problems You

Never Knew You Had, They Will Help You Fix Them

• Treat Both Employees And Customers As Your Partners In This Continuous Improvement Process

DA 101 Course

Responsible Delegation

A Manager Must Learn To Delegate Responsibility And Authority In Order To Build An Effective Team!

1. Time To Look At “Big Picture”/Plan

2. Greater Staff Involvement = Higher Morale/Investment

3. More Gets Done When Manager Isn’t “Funnel”

4. Creativity

Payoffs

DA 101 Course

Responsible Delegation

1. Inconsistent Application of Policy2. Strain When Manager Feels That An Employee

Is Doing Something Wrong And Has To Confront Him/Her

3. Accountable For Decisions You Don’t Make4. Asking Employees To Do Too Much – They

May Be Resistant (“Don’t Dump on Me”)5. “I Could Have Done It Myself Faster”6. “Loose Touch With Operations”

Risks/Problems

DA 101 Course

Reward People For Solving Problems

Without Coming To See You First!

• Unconventional Weekly Staff Meetings• Agenda – “The Problems You Faced And

The Decisions You Made And, If You Got Help, Who Helped You.”

• Builds A Team That Works Together!

Harvard Business Review Case Study:

MacGregor

• McGregor Played A Lot Of Golf!

DA 101 Course

Employee Motivation is Based Upon:

MOTIVATION

A= Does My Job Contribute To My Personal Goals?

A

B= Am I Confident In My Abilities To Do My Job?

B

C= If I Do A Great Job, Will I Be Recognized And Rewarded?

C

DA 101 Course

Homework Assignment

Read Case Study

• Today, we spent a lot of time sharing information with you.

• Tomorrow, you will have an opportunity to use this knowledge in addressing real-life problems