MGT 370: Management Skills Development

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Presentation transcript:

MGT 370: Management Skills Development Course Introduction Wayne Smith, Ph.D. Department of Management CSU Northridge Updated: Friday, November 29, 2019

Introduction Course Logistics Course materials (frontload)

Your Managerial Career Trajectory (i.e., the perspective from MGT 360) Organizational Behavior Leadership Power Motivation Conflict Resolution Communication Teams Strategy Measurement/Control Organizational Impact Technical Analysis Vision/Mission/Goals Management Decision-making Org. Culture/Change Human Resources Ethics/CSR Managerial Roles A 40-year work life

Academic Focus Key Assumptions Skills, Knowledge, and Abilities Locus Can be Learned and Can be Continuously Improved Self-efficacy Skills, Knowledge, and Abilities What are Skills? Locus Internal

Academic Focus (cont.) Personal Objectivity Bests Qualitative Research Reflective Bests Best in communication In every time; in every place; in every context; Best in observation Anthropologists Qualitative Research In-depth Interview, Oral History, Focus Group, Ethnography, Content Analysis, Case Study

Personal Competencies for Managerial Success All competencies are important, but a few competencies characterize the key differences between professionals and managers. These are relatively indifferent to country, economy, industry, firm, salary, rank, seniority, etc. Ethics and Values; Integrity and Trust; Compassion; Managing Diversity; Successful managers know that trust is the true organizational currency. Action Oriented; Command Skills; Managerial Courage; Standing Alone; Successful managers shrewdly demonstrate a bias towards action. Interpersonal Savvy; Organizational Agility; Political Savvy; Creativity; Successful managers have behavioral flexibility to adapt to reach any goal. Developing Relationships with Bosses, Direct Reports, and Peers; Successful managers are constantly cultivating and nurturing relationships. Managing Through Systems; Personal Learning; Successful managers are the best at self-initiated learning, and the best at visualizing invisible structures in entire organizational ecosystems. Tolerance for Ambiguity; Dealing With Paradox; Conflict Management; Successful managers thrive in environments of uncertainty. e.g, Non-routine decision-making; unclear goals, tasks, and outcomes; role conflict

Tolerance for Ambiguity (Why is it important?)

Tolerance for Ambiguity (How do we deal with it?)

A Story I have a friend…

How, specifically, do we develop management skills?

Some Recent Examples Wall Street Journal “Investigators Repeatedly Warned Navy Ahead of Deadly Collisions” “Uber CEO Says He Needs ‘Leadership Help’ After Video Shows Him Berating Driver”