EMTSession11PeopleIssues,CustomerFocus,Conflict,Politics Print

7/30/2019 EMTSession11PeopleIssues,CustomerFocus,Conflict,Politics Print

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EM 6113 EngineeringManagement Techniques

Week 11

Ch 2 Business Is About People

Ch 3 Why Do People Make Things So DifficultCh 5 Everything Depends on the Customer

Ch 7 Conflict is Inevitable, Get Over It


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Principle 1: Mastering Relationships

People are central to business Employees, boss, coworkers

Suppliers, customers, regulators

Family, friends, community

People need to be Led

Motivated Accommodated

Organized


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Chapter 2:Business is about People

Social interaction

Communication

Competition Politics

Conflict

What are engineers good at?


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Making the Transition

Social/people focus Relationships

Communication

Conflict resolution

New definition of success Leadership

Motivation Strategy (direction)

Business/customer focus


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Making a Successful Transitionto Management

Mastering relationships

Seeing the big picture

Getting things done Communicating effectively

Using assets wisely

Taking it to the next level


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People problem?

What makes humans unique?

Bounded rationality?

Introversion?

Emotions?

Motivation?

Sense of injustice

Ego

Individualistic

Women and interpersonal dealings?


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Most Important Ingredient?

If you ask

Engineers?

Computer Programmers?

Sales people?


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Successful Projects

Done by a group of people with good

Organization, communication

Leadership, motivation, influence

Focus on a goal

Decision making, problem solving


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Not About Technology

The best technology does not alwayswin

Sony Betamax/VHS

Windows/Mac

Linux/Windows?


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Management success

In modern society, we are specialists

We have expertise in a very narrow area

We rely on others for everything else

Relationships enable success

No polymaths?

Your ability to deal with people

determines your success as amanager

Put people first, technology second


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Your Network of People

Subordinates

Supervisor

Management Sponsors

Functional Managers

Customers Other stakeholders

Community

Loved ones!


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Chapter 2 Themes

Engineers are valued for theirtechnical abilities

Relationships rule business

People issues dominate relationships

To make the transition tomanagement, acquire good peopleskills


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Chapter 3:Why People Seem Difficult

Technical systems, although complex,obey logical rules and/or laws

Deterministic vs random Individual people are more complex

and follow no set rules

A system of multiple people isincredibly complex and unpredictable

Why? What forces play a role?


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Beahviorists view

Though unique, personality patterns

Not permanent

Depends on several factors Mood, circumstances, experiences

Not good or bad, rather neutral

Like writing with your right hand Appreciate diversity!


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Personality Types

Myers-Briggs Type Indicator

Extrovert/Introvert (external/internal)

Sensing/iNtuitive (concrete/abstract)

How we gather and process information

Thinking/Feeling (what we trust)

Decision criteria

Judging/Perceiving(planned/spontaneous)

How we organize our life


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Uses of Personality Typing

Person-job match

Identify areas for development

Anticipating and resolving conflict Promoting diversity


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Dangers of Personality Typing

Results of tests may differ dependingon when they are taken

Putting people into one of 16 (2^4)neat categories seems overly simple

Types can become stereotypes


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Behavioral Tendencies

People tend to do what is bestfor themselves

People want to avoid looking bad People tend to go with the crowd

People make communicationchallenging

People are imperfect


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Emotional Intelligence

Emotion and intelligence areconnected, not opposites

Emotions affect thinking, reasoning,judgment, actions

Emotional IQ may be more importantthan traditional IQ in success

Engineers usually have low emotionalIQ


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Chapter 3 Themes

People are complex and hard topredict

Systems of people are difficult to

manage Knowing about personality types and

behavioral tendencies (raising your

Emotional IQ) can help you be abetter manager

Most engineers have a long way to go


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Chapter 5:Customer Orientation

Customers pay our bills

Customer service should be a high

priority Customers ultimately decide the fate

of your business

Manufacturing vs. Service


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Evolution of Manufacturing

Internal company focus

Market is infinite

Reduce costs, increase production

Internal customer focus

Customer wants quality

Reduce defects

External customer focus

Determine customer needs, meet them


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Lack of Customer Focus

Engineers

See value in technical elegance

Are often ignorant of customer desires or needs

Are impatient with non-technical people

Companies focus on

Internal performance

Performance against competitors

Marketing focuses on the next big sale


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Build Customer Focus

Walk a mile in their shoes

Consider your experiences as a customer

Look at your business from a customersperspective

Know your customers

Who are they?

Do they obey the Pareto principle? What do they want (good, fast, cheap)


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Adoption Cycle

Innovators buy technology for itsown sake

Early adopters buy when benefitsbecome known

Majority proven technology, lowcost, style, availability

Laggards buy only when forced to


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Pleasing Customers

WOW them with extraordinary service

Remember that they are human

beings Develop relationships with them

Be genuine

Make it a top priority because it is!


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Chapter 5 Themes

Customer focus should be theultimate business goal

Build a customer-oriented culture This can be a big change for an

engineer


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The Exercise

1. You get a point if the back of yourpartners hand touches the table

2. You want to get as many points foryourself as possible.

3. You will have only 10 seconds to get asmany points as you can.

4. GO.


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The Arm Wrestle Exercise

The Arm Exercise quickly and clearlyestablishes the need for training,showing our tendency to:

1. Assume a zero-sum world

2. Approach negotiations as adversaries

3. Restrict communication

4. Limit negotiators ability to find anoptimal solution


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What is Conflict?

a state of incompatiblebehaviors(D.W. Johnson, & R.T. Johnson,1996, p. 463).

Perception of mutual interference

A process that begins when goalsof one person/party are frustratedby another


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Facts about Conflict

In conflict both parties tend to believethat their opinion is fact

Conflicts are mostly seen as zero-sumby both parties

Too often both parties see themselvesas innocent victims who represent theside of truth and fairness


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Views on Conflict

Conflict Good (Interactionists view)

Conflict Natural (Naturalists view)

Conflict Avoidable (Pacifists view) Conflict Bad (Traditionalists view)

Conflict Inevitable therefore it mustbe managed (Engineering managersview!)


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Conflict Resolution Theory - 1

Conflict is a natural phenomenon,neither inherently good or bad, butthere may be positive or negative

outcomes.


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Conflict Resolution Theory - 2

Conflict is Positive/Constructive

when it results in clarification, serves as arelease to pent-up; when parties

understand each others needs, and use theconflict to build cooperation and trust

Conflict is Negative/Destructive

when it diverts energy, polarizes groups anddeepens differences; parties take either -or positions, believing their way is right anddevelop negative feelings toward each other


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Importance of CM in Islam

Three instances where one is allowedto lie, two out of them related toconflicts:

1. Conflict avoidance (Spouse)

2. Conflict resolution (Brotherhood)


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Sources of Conflict - 1

Instrumental conflicts

concern goals, means, procedures andstructures.

Conflicts of interest

concern the distribution of means such asmoney, time, staff, and space, or concern

factors that are important for thedistribution of these means, such asimportance, ownership, competence andexpertise.


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Sources of Conflict - 2

Relational/Personal conflicts

are about questions of identity and self-image, and important aspects in

relationships. Relational conflicts maycenter on loyalty, breach of confidence,lack of respect, or betrayal of friendship.


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Responses to Conflicts


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Methods of Managing Conflict


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Common CommunicationBehaviors

Passive Behavior

Aggressive Behavior

Passive Aggressive Behavior

Assertive Behavior


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Passive Behavior

Let someone else decide what will happen

1. Dont participate or share our thoughts

2. Always stick to middle-of-the-road, refraining

from taking a stand3. Allow others to make decisions for us

4. Keep our voice low &/or avoid eye contact;

5. Agree with others despite our real feelings

6. Bring harm or inconvenience to ourselves toavoid harming or inconveniencing others

7. Consider ourselves less knowledgeable orcapable than others.


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Aggressive Behavior

Complete opposite of passive.

1. Interrupt others when they are speaking

2. Try to impose our position on others

3. Make decisions for others4. Accuse, blame and find fault with others

5. Bring harm or cause inconvenience to othersrather than to ourselves

6. Consider ourselves more capable than others7. Accept responsibility and positions of authority for

the purpose of manipulation or to give us ameans of influencing others


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Passive Aggressive Behavior

A combination of the two previous

1. Dont participate and share thoughts when it isappropriate, e.g., in a meeting, but become veryvocal when the issue can no longer beaddressed, e.g., in the back room or with one ortwo people

2. Deny people an opportunity to deal with dissentsince opinions not expressed openly are difficult

to deal with openly3. Whisper or exclude some people from hearing

your point of view; or make side comments thatall cannot hear and no one can respond to


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Assertive Behaviour

Is self-enhancing

1. Allow others to complete their thoughts beforewe speak

2. Stand up for the position that matches ourfeelings or the evidence

3. Make our own decisions based on what is right

4. Face problems and decisions squarely

5. Consider ourselves strong and capable, butgenerally equal to other people

6. Face responsibility with respect to our situation,our own and others needs and rights.


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Steps to Assertive Communication

D Describe the specific situation

E Express your concerns about the action

S Suggest other alternatives

C Consequences should be stated


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Interloper in a Queue

Describe the situation:Excuse me. There is aline-up here of people who all want to . Some ofus have been waiting for over an hour.

Express how you feel: I find it frustrating thatyou just push into line without concern for others

Specify an alternative: I think it is only fair thatyou go to the end of the line and wait your turn

like everyone else. State the consequences: If you dont line up

properly, I will inform the authorities


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Active Listening Techniques - 1

1. Attending: using non-verbal indicators such as leaningforward, sitting in an open, receptive posture

2. Paraphrasing: repeating in your own words what theother person has said

3. Speaking from the self: using "I" statements, ratherthan speaking for others (we all think) or speaking inthe passive tense. Do not make assumptions aboutothers, their opinions, and feelings.

4. Clarifying: asking for further clarification or an exampleto illustrate often helps find clarity in the meaning.


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Active Listening Techniques - 2

5. Asking: probing questions; identify and exploreoptions and alternatives e.g., use probes - short,open questions to dig deeper into issues.

6. Encouraging: asking person to tell me more about

or give them a supportive comment like good ideaor I like that approach.

7. Reflecting: playing back the communication as youhear and feel it, e.g., you seem to feel very strongly

about that8. Summarizing: giving back a review or summary of

what you heard. This helps make sure thecommunication is accurate.


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Conclusions

Conflict can be Beneficial

Conflicts force groups to explore manypossibilities

Unexpressed conflicts remain unresolved

Conflict can be neutral

Not emotional/personal

Not win/lose


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Chapter 8: Politics

Playing politics is about:

Sharing power

Influence without authority

Outside the formal organization

Protecting and supporting

Yourself

Your area of responsibility

Your subordinates


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Politics according to Islam

Imam Muslim reported that theprophet (S.A.W.) said: "The childrenof Israel used to be ruled

(tassusahum) by their prophets.Whenever a prophet died anotherprophet succeeded him, but there will

be no prophet after me. There will beKhulafa'a and they will number many.


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Political Participation

Cynic (avoidance)

Innocent (unaware or uninterested)

Opportunist (personal gain, goodnatured)

Cutthroat (willing to hurt others)

Practitioner (recognize value but notcompelled to hurt others)


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Myths about Politics

All politics are dirty

Some organizations are political andsome are not

To play politics, you have to kiss up

I should not need to play politics

I must abandon my ethical principlesto play politics


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Political Negatives

Unethical or dirty politics

Kissing up to the boss

Relationships outside of theorganization (family, friend, etc.)

Politics take precedence overproductivity


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Political Tools

Alliances

Common goals

Mutual benefit

Trading

Positive back scratching

Negative back stabbing

Competition for resources

Information is power


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Is Your Organization Political?

Functional structure

Hidden power structure

Political structure (committees)

Reward system

Salary

Advancement (power)

Can you find out at a job interview?


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Hone Your Political Skills

Recognize the political landscape

Hidden organization

Hidden agendas

Current hot buttons

Improve your chances

Emulate successful people

Build relationships

Be willing to trade


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Political Missteps

Stepping on toes

Burning bridges

The end run (By-passing)

Secret affair or relationship

Spies


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Chapter 8 Themes

Successful managers are goodpolitical practitioners

Avoiding politics limits potential

Political missteps damage careers

Level of politics varies betweenorganizations

Political skills can be developed

Not all politics are dirty or bad

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EMTSession11PeopleIssues,CustomerFocus,Conflict,Politics Print