What do managers need to develop?

Employers’ ratings of the importance of candidate skills Ability to work in a team structure 4.60 Ability to verbally communicate with persons inside and outside the organization 4.59 Ability to make decisions and solve problems 4.49 Ability to obtain and process information 4.46 Ability to plan, organize and prioritize work 4.45 Ability to analyze quantitative data 4.23 Technical knowledge related to the job 4.23 Proficiency with computer software programs 4.04 Ability to create and/or edit written reports 3.65 Ability to sell or influence others 3.51 National Association of Colleges and Employers NACE Research: Job Outlook 2012

% employers seeking attributes on candidate’s resume Ability to work in a team 79.8% Leadership 77.2% Communication skills (written) 75.6% Problem-solving skill 74.1% Strong work ethic 73.1% Analytical/quantitative skills 72.0% Communication skills (verbal) 67.4% Initiative 65.3% Technical skills 61.1% Detail-oriented 57.5% Flexibility/adaptability 56.0% Computer skills 55.4% Interpersonal skills (relates well to others) 54.9% Organizational ability 50.8% Strategic planning skill 29.0% Friendly/outgoing personality 29.0% Creativity 22.3% Entrepreneurial skills/risk-taker 21.8% Tactfulness 21.2%

Soft skills vs. Technical Skills When compared to technical skills there bigger gaps in satisfaction vs. importance in the areas of –interpersonal skills, –communication skills, Employers satisfied with the level of ‘hard skills’, but not satisfied with the level of ‘soft skills’ of college graduates (NACE, 2010). More managers are fired for their lack of soft skills than for lacking technical skills. Most managers fail because –they have “bad judgment, –can’t build teams, –have troubled relationships, –Can’t manage themselves –Learn from their mistakes. Hogan, J., Hogan, R., & Kaiser, R. B. (2010, p. 3). df

Intrapersonal Skills Interpersonal Skills Leadership Skills Business Skills Key Skills/Competencies

Simulations/Role plays Self Awareness Inventories Readings How Competencies are Learned Intrapersonal Skills Interpersonal Skills Leadership Skills Business Skills

Define learning Types of Learning –Acquire a new/enhanced mental model –Changes in behaviour (or behavioural capacity) What is learned –Evaluate mental models of self and other’s expectations of self –How mental models are expressed in behaviours

Examples of Intrapersonal Skills Self Esteem Self confidence, Self Control Restrain impulses, stay focussed, follow routines Attitudes toward authority Follow rules and respect procedures, ease of supervision

Examples of Interpersonal Skills Initiate, build, maintain Social Skills –Put oneself in the place of another person and try to understand what the person expects in an interaction Self-monitoring –Incorporate information about other person’s expectations in one’s subsequent behaviour e.g., Regulating oneself when interacting with supervisor Self Control –Stay focused on the other person’s expectation E.g., supervisor’s expectation of being treated with respect

Examples of Leadership Skills Motivating subordinates –Performance feedback –Goal setting –Building positive relationships with each team member Developing & communicating vision –Goal setting –Persuasion Using charisma to project vision Persistence –Part of self-control

Examples of Business Skills some already covered in other classes Negotiation E.g., Salary packages, Business contracts Decision Making & Problem Solving Budgeting, Cutting costs, Organizing reports Planning Forecasting costs and revenues Evaluating Performance HR Business strategy Profitability, good customer service

Methods of Evaluation Class Participation –Worth 15% –Class Discussion coupon –Preparation for class (exercises & role plays) Credit /no credit

Methods of Evaluation Assignment 1=20% Assignment 2= 30 % Final exam=35%

Your current network Think about who you know, at this time, who might help you in any way in the business world. Include relatives and friends. Draw this network by putting yourself at the center of a page, and then arranging the contacts around you. Follow these guidelines: –The ones you put closest to you should be those you can contact by phone pretty much any time. –Those farther away should be those whom you would contact by phone only during business hours. –If you need to go through a third party to get to a contact (for example, if you need to ask one party to mention you to another party before you would call them), draw an arrow from the closer contact to the more remote contact. Describe your network orally to the class. –How many people are in your network? How influential are they? How helpful would they be, really? How exactly might they help you?

Now imagine and draw your ideal business network. Begin by thinking about exactly how people in a network could help you reach your career goals, and then figure out what types of people can fill the positions. You do not need to have specific people in mind. –E.g. You might include “Someone with contacts in x industry” and “Someone who knows me well enough to give a thorough recommendation to an employer.” Describe your ideal business network Your ideal network

Class Discussion What does a really good business network look like? How do you create one? How do you maintain it over time?

Developing a professional network Effective networks are broad rather than deep: identify and get to know people who are especially well- connected. While mentors have a relationship with you, well-connected people (who may or may not be mentors to you) have relationships with lots of others. Don’t rely on the Internet. Although the Web is useful as a networking tool for information technology workers, it would be very weak for those in research and development. Go out of your way to strengthen any weak ties you have with others. This is because it is actually better to have a lot of weaker connections than fewer strong connections that may not pan out. Keep in touch over time, with everyone from college friends and professors to members of professional societies. You never know who may be able to help you. J. M. Levine and R. Cassidy, “The One Sure Way to Land Your Dream Job,” R&D Magazine 41 (10), September 1999:14SE-16SE; M. Granovetter, “The Impact of Social Structure on Economic Outcomes,” Journal of Economic Perspectives 19 (1) Winter 2005:33-50.