presentation to u cop h rv 2
TRANSCRIPT
7/30/2019 Presentation to u Cop h Rv 2
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Vice Chancellor Wendell C. B rase
Universi ty of Cal i forn ia, Irv ine
Sustainable Improvement
in Management and Organizational
Effectiveness
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Sustainable Improvement
• Based on values and principles
• Goals that can be expressed as performanceexpectations
• Based on an empirically-verifiable behavioral model
• Measurable results that support learningand performance improvement
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Sustainable Improvement
• Based on values and principles
• Goals that can be expressed as performanceexpectations
• Based on an empirically-verifiable
behavioral model• Measurable results that support
performance improvement
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Teamwork requires individuals to enter
into interdependencies involving risk,
which requires a foundation of trust.
Envisioned Values & Principles
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Envisioned Values & Principles
People can create interdependencies
involving trust and vulnerability whenthey feel that facts and neutral data
are valued.
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Envisioned Values & Principles
No one is rewarded for looking good at
the expense of another. Team players
are committed to each others’ success.
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Envisioned Values & Principles
Innovation requires open debate about
many “wrong” ideas. Processredesign starts with creative chaos and
early mistakes in order to avoid late-
stage errors.
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Interpersonal problems are resolved
effectively -- limiting the degree towhich they undermine teamwork by
distorting perceptions of others’
motives, which can occur whenstakeholders struggle with change.
Envisioned Values & Principles
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Innovation, continuous improvement,
and a willingness to question thestatus quo are valued by supervisors
and co-workers.
Envisioned Values & Principles
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Sustainable Improvement
• Based on an empirically-verifiable behavioral model
• Measurable results that support performance improvement
• Goals that can be expressed as performance
expectations
• Based on values and principles
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Group and Individual Performance Expectations
2. People experience mutual respect in the workplace.
3. Groups value member suggestions, including ones that areinitially “wrong.”
4. Co-workers produce ideas to help solve problems when theysurface.
5. Problems with the way the group does its work are addressed.
6. Members can criticize the way the work group functions
without penalty.
1. People who seek better methods are respected and rewarded.
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7. People can discuss problems without fear of looking stupid
to co-workers.
Group and Individual Performance Expectations
8. Interpersonal conflicts are addressed in the work group.
9. Differences of opinion about how to get the job done are
discussed openly.
10. Differences of opinion about how to get the job done are
resolved using facts.
11. Everyone shares responsibility for the results of group tasks.
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Sustainable Improvement
• Measurable results that support performance improvement
• Based on an empirically-verifiable
behavioral model
• Based on values and principles
• Goals that can be expressed as performance
expectations
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Management behaviors
?
Better or worse
organizational effectiveness
Does Management Matter ?
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Workplace Effectiveness Measures
• Work groups share a common set of goals (Q10)
• Work groups embrace the same standards of
effectiveness (Q11)
• Work groups share common values of service,
quality, and excellence (Q12)
• Work groups are committed to meet the needsof customers (Q19)
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Workplace Effectiveness Measures...
• Work groups continually improve practices,
productivity, and effectiveness (Q18)
• Work groups rate themselves “efficient and
productive” (Q20)
• Work groups do not wait for complaints
before tackling new problems (Q15)
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Effectiveness Measures(7 measures)
= .90
Effectiveness Construct
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Management behaviors
Intermediary Variables?
Effectiveness Measures
?
?
An Emerging Model?
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Workplace Cooperation Measures…
• Differences of opinion about how to
get the job done are discussed (Q23)
• Everyone shares responsibility for the
results of group tasks (Q3)
• A suggestion about work methods is
valued even if it’s initially “wrong” (Q5)
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Workplace Cooperation Measures...
• When problems surface co-workers produce
information and ideas that help solve the
problem(Q6)
• When faced with a setback or challenging
problem the work group experiences fewer
interpersonal problems(Q7)
• Group members share expertise when facing
a challenging task (Q13)
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Workplace Cooperation Measures
• Leadership responsibilities are shared and
frequently handed off (Q14)
• Little concern about whether tasks are
divided “fairly” (Q17)
• Problems with the way the work group
functions are faced and attended to (Q21)
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Workplace Cooperation Measures
(9 measures)
= .89
Effectiveness Measures(7 measures)
= .90
r ² = .74
Partial Model
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Intermediary Variables?
Workplace Cooperation
Measures
Workplace Effectiveness
Measures
Management behaviors
?
?
r ² = .74
Partial Model
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Workplace Respect Measures
(6 measures) = .87
Workplace Cooperation Measures
(9 measures) = .89
Effectiveness Measures(7 measures)
= .90
r ² = .74
Partial Model
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Workplace Respect Measures…
• People who seek better methods are
respected and rewarded (Q1)
• Interpersonal conflicts are addressed and
resolved (Q22)
• People can criticize the way the work
group functions without penalty (Q8)
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Workplace Respect Measures
• People recognize and accept each other’s
strengths and weaknesses (Q16)
• People can share (work) problems without
concern about “appearing stupid” (Q9)
• Co-workers experience a climate of mutual
respect (Q4)
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Workplace Respect Measures
(6 measures) = .87
Workplace Cooperation Measures
(9 measures) = .89
r ² = .77
r ² = .74
Effectiveness Measures (7 measures)
= .90
Partial Model
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Management Behaviors Tested
Takes time to listen and understand my views
Works well with other managers
Supports equal opportunity
Cares about employees as individuals
Finds "win-win" solutions
Communicates honestly with me
Accepts constructive criticism without becoming defensive
Keeps promises and commitments
Rewards the best performers
Seeks different views when solving problems
Acts in ways that build respect in him/her
Makes me feel stupid when we disagree
Makes excuses rather than accept responsibility
My Supervisor…
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Management Behaviors Tested
Bases his/her actions on a consistent set of principles
Models the behavior he/she expects from others
Has earned my complete trust
Takes steps to improve bad relationships
Trusts my judgment
Makes important decisions based on the organization’s best interests
Helps me understand "the bigger picture”
Admits mistakes and moves on
Does the most important things first Communicates what he/she expects me to accomplish
Shows respect when communicating
Separates vital tasks from less important ones
Gains advantage by holding back information
My Supervisor…
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Management Behaviors Tested
Sets challenging objectives
Emphasizes shared goals for the department
Clarifies standards of quality and effectiveness
Values the experiences and perspectives of people from diverse backgrounds
Explains the reasons for change
Lets me know whether I’m doing a good job
Reduces complicated problems to the essentials
Sorts essential from unimportant information
Pinpoints root causes of complex problemsMaintains consistency between words and actions
Supports my professional development
Remains confident despite setbacks
Loses his/her temper under pressure
My Supervisor…
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Management Behaviors Tested
Remains effective under pressure
Involves me in important decisions
Learns from his/her mistakes
Intensifies focus on goals when under pressure
Takes action to stop rule-breaking
Sees change as an opportunity
Expects everyone to play by the same rules
Looks at problems from many angles
Re-thinks practices that have never been questioned Will try new, potentially better methods
Resists complexity in work procedures
Recruits and promotes fairly regardless of race, gender, sexual orientation, disability,
or age
My Supervisor…
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Management Behaviors Tested
Treats new ideas with respect
Will try unconventional ways to achieve results
Recognizes that my needs and abilities differ from others’
Willingly shares his/her expertise with me
Wants communication to follow chain-of-command
Is available to help me when I need it
Understands the work problems I face
Puts the good of the organization ahead of personal gain
Focuses resources based on customer needs Emphasizes the importance of deadlines
Treats me with dignity and respect
Takes calculated risks to achieve improvements
Makes some people look good at others’ expense
My Supervisor…
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Management Behaviors Tested
Rewards initiative
Speaks convincingly when presenting to a group
Will welcome an unconventional suggestion
Recruits talented people
Penetrates surface issues and probes deeply
Delegates decision-making whenever possible
Will not penalize when a new idea fails
Is energetic
Conveys a strong commitment to goals Takes action to resolve interpersonal conflicts in his/her area of responsibility
Conveys excitement about new ideas
Communicates an inspiring vision for change
My Supervisor…
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Management Behaviors Tested
Expresses a passion for excellence
Talks optimistically about the future
Sets objectives and monitors results (rather than tell me how to do my job)
Pays attention to administrative details
Becomes determined when faced with setbacks
Expresses confidence that I can meet his/her performance standards
Wants my opinion about proposed actions
Provides feedback when I share my ideas
Maintains confidence in me even if I make a big mistake Wants my frank opinion when I doubt an action he/she is considering
Uses recognition to motivate my performance
Uses money to motivate my performance
My Supervisor…
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Management Behaviors Tested
Uses threats and consequences to ensure my performance
Waits until a problem escalates before acting
Treats disagreement as disloyalty
May retaliate if I question his/her decision
Favors an “in group” of subordinates
Gets irritated when I bring him/her bad news
Uses power for his/her own personal agenda
Takes offense quickly
Is emotionally unpredictable Won't change direction if it means admitting a mistake
Blames others when things go wrong
Discourages my bringing up problems
My Supervisor…
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Effective Management Behaviors Groupedinto 6 Management Qualities
1. Values New Ideas
My supervisor…
• Rewards initiative (Q24.24)
• Will try new, potentially better methods (Q24.8)
• Treats new ideas with respect (Q24.22)
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1. Values New Ideas
2. Values Others’ Views
• Involves subordinates in important decisions (Q24.19)
• Takes time to listen and understand (Q24.1)
• Provides feedback when subordinates share ideas (Q24.23)
Effective Management Behaviors Groupedinto 6 Management Qualities
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1. Values New Ideas
2. Values Others’ Views
• Recognizes that individuals’ needs and abilities differ (Q24.20)
• Values the experiences and perspectives of
people from diverse backgrounds (Q24.5)
Effective Management Behaviors Groupedinto 6 Management Qualities
3. Appreciates Differences Among People
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1. Values New Ideas
2. Values Others’ Views
3. Appreciates Differences Among People
4. Takes Action to Solve Problems and Conflicts
• Takes steps to improve bad relationships (Q24.4)
• Takes action to resolve interpersonal conflicts (Q24.10)
• Finds win/win solutions (Q24.6)
• Learns from his/her mistakes (Q24.21)
• Sorts essential from unimportant information (Q23.13)
Effective Management Behaviors Groupedinto 6 Management Qualities
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1. Values New Ideas
2. Values Others’ Views
3. Appreciates Differences Among People4. Takes Action to Solve Problems and Conflicts
5. Communicates Expectations
• Communicates what he/she expects to be accomplished (Q24.11)
• Provides understandable performance data (Q2)
Effective Management Behaviors Groupedinto 6 Management Qualities
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1. Values New Ideas
2. Values Others’ Views
3. Appreciates Differences Among People
4. Takes Action to Solve Problems and Conflicts
5. Communicates Expectations
6. Principled
• Maintains consistency between words and actions(Q24.16)
• Acts in ways that build respect in him/her (Q24.2)
• Models the behavior he/she expects from others (Q24.3)
• Recruits and promotes fairly regardless of race, gender,
sexual orientation, or age (Q24.15)
Effective Management Behaviors Groupedinto 6 Management Qualities
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Workplace Respect Measures
(6 measures) = .87
Workplace Cooperation Measures
(9 measures)
= .89
Effectiveness Measures(7 measures)
= .90
Effective Management Behaviors
(19 behaviors) = .98
r ² = .66
r ² = .77
r ² = .74
Management Effectiveness Model
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Leadership Qualities and Behaviors
My supervisor...
• Appears self-confident (Q24.7)
• Remains confident despite setbacks (Q24.9)
• Talks optimistically about the future (Q24.12)
• Conveys a strong commitment to goals (Q24.17)
• Communicates inspiring vision for change (Q24.18)
• Presents convincingly to a group (Q24.14)
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Management Detractors
My supervisor...
• Loses temper under pressure (Q24.28)
• Makes some people look good at others’expense (Q24.29)
• Discourages bringing up problems (Q24.25)
• Favors an “in group” of subordinates (Q24.27)
• Waits until a problem escalates beforeacting (Q24.30)
• Makes subordinates feel stupid when theydisagree (Q24.26)
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Workplace Respect Measures
(6 measures) = .87
Workplace Cooperation Measures
(9 measures)
= .89
Effectiveness Measures(7 measures)
= .90
Management Detractors
(6 behaviors) = .92
Leadership Qualities and Behaviors
(6 behaviors) = .94
Effective Management Behaviors
(19 behaviors) = .98
r ² = .63 (r = -.79)
r ² = .86
r ² = .66
r ² = .77
r ² = .74
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Sustainable Improvement
• Based on values and principles
• Goals that can be expressed as performance
expectations• Based on an empirically-verifiable behavioral
model
• Measurable results that support performance
improvement
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I know about and understand
the data my unit uses to
measure its performance
My Supervisor takes time to
listen and understand my views
My supervisor values
experiences and perspectives
of people from diverse
backgrounds
When work problems surface my co-workers produce
information and ideas that help
solve the problem
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Workplace Respect Measures(6 measures)
Workplace Cooperation Measures
(9 measures)
Effectiveness Measures(7 measures)
Management Detractors
(6 behaviors)
Leadership Qualities and Behaviors
(6 behaviors)
Effective Management Behaviors
(19 behaviors)
Sensitivity Analysis
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FAQs
• Can the survey be “gamed”?
• Minimum N for valid results?
• Can results be used to evaluate individuals’
performance?
• What scores amount to a “wake-up call”?
• What can a manager do about low scores?