1. Vice Chancellor Wendell C. Brase University of California, Irvine Sustainable Improvement in Management and Organizational Effectiveness

2. 2 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 learning and performance improvement

3. 3 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

4. 4 Teamwork requires individuals to enter into interdependencies involving risk, which requires a foundation of trust. Envisioned Values & Principles

5. 5 People can create interdependencies involving trust and vulnerability when they feel that facts and neutral data are valued.

6. 6 Envisioned Values & Principles No one is rewarded for looking good at the expense of another. Team players are committed to each others success.

7. 7 Envisioned Values & Principles Innovation requires open debate about many wrong ideas. Process redesign starts with creative chaos and early mistakes in order to avoid late- stage errors.

8. 8 Interpersonal problems are resolved effectively -- limiting the degree to which they undermine teamwork by distorting perceptions of others motives, which can occur when stakeholders struggle with change. Envisioned Values & Principles

9. 9 Innovation, continuous improvement, and a willingness to question the status quo are valued by supervisors and co-workers. Envisioned Values & Principles

10. 10 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

11. 11 Group and Individual Performance Expectations 2.People experience mutual respect in the workplace. 3.Groups value member suggestions, including ones that are initially wrong. 4.Co-workers produce ideas to help solve problems when they surface. 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.

12. 12 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.

13. 13 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

14. 14 Management behaviors ? Better or worse organizational effectiveness Does Management Matter ?

15. 15 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 needs of customers (Q19)

16. 16 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)

17. 17 Effectiveness Measures (7 measures) =.90 Effectiveness Construct

18. 18 Management behaviors Intermediary Variables? Effectiveness Measures ? ? An Emerging Model?

19. 19 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 its initially wrong (Q5)

20. 20 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)

21. 21 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)

22. 22 Workplace Cooperation Measures (9 measures) =.89 Effectiveness Measures (7 measures) =.90 r² =.74 Partial Model

24. 24 Intermediary Variables? Workplace Cooperation Measures Workplace Effectiveness Measures Management behaviors ? ? r² =.74 Partial Model

25. 25 Workplace Respect Measures (6 measures) =.87 Workplace Cooperation Measures (9 measures) =.89 Effectiveness Measures (7 measures) =.90 r² =.74 Partial Model

26. 26 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)

27. 27 Workplace Respect Measures People recognize and accept each others strengths and weaknesses (Q16) People can share (work) problems without concern about appearing stupid (Q9) Co-workers experience a climate of mutual respect (Q4)

28. 28 Workplace Respect Measures (6 measures) =.87 Workplace Cooperation Measures (9 measures) =.89 r² =.77 r² =.74 Effectiveness Measures (7 measures) =.90 Partial Model

30. 30 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…

31. 31 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 organizations 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…

32. 32 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 Im doing a good job Reduces complicated problems to the essentials Sorts essential from unimportant information Pinpoints root causes of complex problems Maintains consistency between words and actions Supports my professional development Remains confident despite setbacks Loses his/her temper under pressure My Supervisor…

33. 33 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…

34. 34 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…

35. 35 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…

36. 36 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…

37. 37 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…

38. 38 Effective Management Behaviors Grouped into 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)

39. 39 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 Grouped into 6 Management Qualities

40. 40 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 Grouped into 6 Management Qualities 3.Appreciates Differences Among People

41. 41 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 Grouped into 6 Management Qualities

42. 42 1.Values New Ideas 2. Values Others Views 3. Appreciates Differences Among People 4. 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 Grouped into 6 Management Qualities

43. 43 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 Grouped into 6 Management Qualities

44. 44 Workplace Respect Measures (6 measures) =.87 Workplace Cooperation Measures (9 measures) =.89 Effectiveness Measures (7 measures) =.90 Effective Management Behaviors (19 behaviors) =.98 r² =.66 r² =.77 r² =.74 Management Effectiveness Model

46. 46 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)

47. 47 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 before acting (Q24.30) Makes subordinates feel stupid when they disagree (Q24.26)

48. 48 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 r² =.63 (r = -.79) r² =.86 r² =.66 r² =.77 r² =.74

51. 51 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

52. 52

53. 53 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

54. 54 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

55. 55 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?

56. 56 Thank You www.abs.uci.edu View This Presentation at... UC I University of California, Irvine