leadership and management course intro why do we study them? how are they different?
TRANSCRIPT
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Leadership and Management
• Course Intro
• Why do we study them?
• How are they different?
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Management LeadershipDirecting / Creating an Agenda
Planning and Budgeting Establishing Direction
Details, timetables, resource allocation
Vision, breakthrough strategy and innovation, purpose and values
Developing an organization
Organizing and staffing Aligning People
Structure, roles, policies and procedures, systems
Communicating direction, influencing, creating teams, coalitions
Relationships Being the boss Being the leader Task focused Coach, facilitator, servant
Execution Controlling & Problem Solving Motivating and Inspiring Monitoring results, identifying deviations, organizing solutions
Energizing people, overcoming barriers (political, bureaucratic) to change, satisfying basic needs
Outcomes Predictability and Order Change Stakeholder specific results Often dramatic, new products,
programs, processes
Personal Qualities Emotional Distance Emotional Connections The expert Empathy, Insights, Listening
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Leadership and Management
• Manage Projects, Tasks
• Lead People
• Mr. Feith at OSD
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Leadership and Management
• What Projects and Tasks?
• Division Officer
• Department Head
• Staff Action Officer
• Executive Officer
• Commanding Officer
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How do you manage?
• Four Management Functions– Plan– Organize– Lead– Control– (Debrief, feedback)
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The Planning Management Function
• “…defining goals for future organizational performance and deciding on the tasks and use of resources needed to attain them.”
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Stretch Goals
• Designed to challenge to organization
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The Organizing Management Function
• “Organizing involves the assignment of tasks, the grouping of tasks into departments, and the allocation of resources…”
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The Leading Management Function
• “Leading is the use of influence to motivate employees to achieve organizational goals.”
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The Controlling Management Function
• “Controlling means monitoring employees’ activities, determining whether the organization is on target towards its goals, and making corrections as necessary.”
• Measuring
• Quality
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Quality
• Deming
• GE & Six Sigma
• Baldridge Award
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Management by Objective (MBO)
• Precise, explicit planning
• Supports “Controlling” Function
• Reduces ambiguity
• Possibly ineffective during rapid change
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Management by Walking Around (MBWA)
• Common in the Navy
• See and check on your people
• Make sure you don’t miss any
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Debrief, then feedback
• Incorporate and use Lessons Learned
• Large scale: LL by ship during port visit
• Small scale: Formation flight in Training Command
• Turnaround Training Plan
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Shewhart Cycle
• …of Continuous Improvement
• debrief an evolution or training event, and feed the results of that debrief into the planning for the next event
• Plan, Do, Check, Act
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Category Role Activity (WOB)Informational Monitor Seek and receive information
Disseminator Communicate, Pass information.Spokesperson Communicate outside your organization
Interpersonal Figurehead Ceremonial, symbolic duties: you're in front at QuartersLeader Direct and motivate, train, counsel and communicate with subordinatesLiaison Maintain links inside and outside organization, email, phone, meetings
Decisional Entrepreneur Initiate Improvement Projects; identify new ideas, delegate idea responsibility to others
Tie-breaker Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises
Resource Allocator Decide who gets the resources; schedule, budget, set prioritiesNegotiator Represent your organization's interests
Adapted from Henry Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973), 92-93; and Henry Mintzberg, "Managerial Work: Analysis from Observation," Management Science 18 (1971), B97-B110
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Management Skills
• Conceptual
• Human
• Technical
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Range of Skills
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ORGANIZATIONAL DESIGN
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Organizational Design (Grand Scale)
• “Product” = Strike Force
• Functional = Logistics, Communications
• Geographic = Commander Naval Forces Japan
• Support = Schoolhouse, Hospitals, PSD’s
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Organizational Design (Small Scale)
• Wardroom, Chief’s Mess, Sailors
• CO/XO, Department Heads, Division Officers
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Ship / Squadron
• Common Departments:• Operations• Maintenance • Safety • Admin• Weapons
• - Engineering, Navigation
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Your Job:
• Division Officer
• May start in support role: – Personnel Officer– NAVOSH Officer, etc.
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Rule of 3 to 5
• Standardized reporting relationships
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Matrix Organization
• organization formed with team members from more than one unit, each with specialized skills, or a need to participate in the project.