UGBA 105UGBA 105Sections 102, 104, 106Sections 102, 104, 106

Week 2Week 2: The Manager’s Job: The Manager’s Job

AgendaAgenda

1.1. Where we’ve been/where we’re Where we’ve been/where we’re goinggoing

2.2. ““Manager of the Year”Manager of the Year”

3.3. What managers doWhat managers do

4.4. The congruence model & org The congruence model & org analysisanalysis

5.5. Review & Next WeekReview & Next Week

1. Where we’ve been1. Where we’ve been

The week in reviewThe week in review What What is is OB anyway – and why you OB anyway – and why you

should careshould care Course overview (requirements, Course overview (requirements,

outline)outline) Section expectations/guidelinesSection expectations/guidelines Preparing a casePreparing a case Any questions?Any questions?

1. Where we’re going1. Where we’re going

Goals for todayGoals for today Define the role of the managerDefine the role of the manager Understand the congruence Understand the congruence

model of organizational analysismodel of organizational analysis

2. Manager of the Year2. Manager of the Year

Who would you Who would you nominate for nominate for manager of the year?manager of the year?– Give at least 2 Give at least 2

reasonsreasons Discuss these Discuss these

individuals in groups individuals in groups of 2-3of 2-3

Be ready to justify Be ready to justify your nominationyour nomination

3. What managers do3. What managers do

Management is Management is Janus-faced:-faced:

Manager as Manager as engineer:engineer:TrTrained ained techniciantechnician who who uses a professional body of uses a professional body of knowledge to create formal knowledge to create formal systems that plot strategy, systems that plot strategy, make decisions, provide make decisions, provide incentives to people, and incentives to people, and coordinate units in coordinate units in maximally efficient waysmaximally efficient ways

Manager as leaderManager as leader::

Individual who leverages Individual who leverages highly highly personal resources personal resources (energy, stamina, charisma, (energy, stamina, charisma, vision, warmth, charm, vision, warmth, charm, gregariousness, toughness, gregariousness, toughness, daring, know-how) to inspire, daring, know-how) to inspire, empower, and channel the empower, and channel the actions of othersactions of others

Janus: The Roman God of doorways

Janus: The Roman God of doorways

The historical thrust of The historical thrust of management science and management science and education has been to:education has been to:

Develop formal Develop formal systems and systems and

tools that tools that relieve relieve

managers of managers of the personal the personal

work of leadingwork of leading

Which is it?Which is it?

Engineer Leader

What would Kotter What would Kotter say?say?

A third model: congruence A third model: congruence

Both the formal and the Both the formal and the informal/people sides of organization informal/people sides of organization are essential for long run success. It is are essential for long run success. It is the manager’s job to align them with the manager’s job to align them with the tasks and strategy of the the tasks and strategy of the organization and the demands of the organization and the demands of the environment. environment.

4. The congruence 4. The congruence model & org analysismodel & org analysis

Problem-solving & Problem-solving & organizational analysis organizational analysis

Four stages/componentsFour stages/components

1 Problem/situation assessmentProblem/situation assessment

2 AnalysisAnalysis

3 Possible courses of action; pros & Possible courses of action; pros & cons of each alternativecons of each alternative

4 Final Final recommendation/implementation planrecommendation/implementation plan

Identifying the Identifying the problemproblem What is wrong here? What’s the problem? What is wrong here? What’s the problem?

What type of performance gap is the What type of performance gap is the organization experiencing?organization experiencing?

or (less frequently)or (less frequently)

What is right here? What strengths can be What is right here? What strengths can be leveraged? Is the success sustainable?leveraged? Is the success sustainable?

A Problem…A Problem…

Goal Outcome

Desired:- market position- technology- profitability/share price-skills-productivity-teamwork

Actual:- market position- technology- profitability/share price-skills-productivity-teamwork

is a gap between goals and outcomes

All problems involve one or more disconnects, or All problems involve one or more disconnects, or incongruenciesincongruencies, , between 4 major components of organizations:between 4 major components of organizations:

In turn, solutions involve the analytic - and creative - achievement of congruence.

Input

Environment(Competition, change)

Resources(munificence)

History (age, conditions at founding)

Output

Systems

Unit

Individual

Informal Org(culture, politics

leadership, networks)

Tasks (technologie

s, work flows)

People(ability, skills,

motivation, biases)

Formal Org (job titles,

depts, reporting

hierarchy, IT & HR

systems)

The Congruence ModelThe Congruence Model

Strategy (diversification innovation)

Principal OB LeversPrincipal OB Levers

Managers can solve problems by Managers can solve problems by changing the organization in the changing the organization in the following ways:following ways:– Tasks or work Tasks or work – Formal organizationFormal organization– Informal organizationInformal organization– PeoplePeople

But But notnot in isolation in isolation

Must pay attention to core tasks, Must pay attention to core tasks, goals, strategy and environmentgoals, strategy and environment

Thus, the congruence or “fit” Thus, the congruence or “fit” hypothesis:hypothesis:

The degree to which the strategy, work, The degree to which the strategy, work, people, structure, and culture are people, structure, and culture are smoothly aligned will determine the smoothly aligned will determine the organization’s ability to compete and organization’s ability to compete and succeed.succeed.

Getting Past Symptoms: Getting Past Symptoms: Discerning Root CausesDiscerning Root Causes

What are the fundamental causes What are the fundamental causes

of the performance gap?of the performance gap?

GapWhy?

Why?

Why?

We’re not getting new product out

Lack of coordination

devices

Inter-unit conflict

Conflicting reward schemes

SolutionsSolutions

DefinitionDefinition: a solution to a : a solution to a problem (a performance gap) is a problem (a performance gap) is a change to the organization that change to the organization that removes one or more causes of removes one or more causes of the problem without creating new the problem without creating new and larger/more serious problems.and larger/more serious problems.

SolutionsSolutions

STRATEGICGOAL

STRATEGIC OUTCOMES

WORK

PEOPLEFORMAL

ORGANIZATION

INFORMALORGANIZATION

CAUSES we have the

wrong peopleto do the work?

SOLUTIONSGet or trainnew people.

CAUSESDo we have the

wrong organizationalstructure to do the work?

SOLUTIONSChange the structure:

new groupings, linkages.

CAUSESDo we have the wrong corporate

culture to do the work? Are effective communication

networks missing? Bad office politics?

SOLUTIONSChange the culture;

reduce conflict & politics.

Which Is It?Which Is It?

Engineer Leader

5. By way of review …5. By way of review …

What is the manager’s job?What is the manager’s job?

How do the observed activities of How do the observed activities of general managers square with general managers square with received theories of management?received theories of management?

How should managers balance How should managers balance their different roles?their different roles?

5. Wrap-up/Next week5. Wrap-up/Next week

Did everyone sign in?Did everyone sign in? Class rep Class rep

Prep the Allentown case (I really Prep the Allentown case (I really mean it this time!)mean it this time!)