1. MANAGING THE BUSINESS

2. The Activities of Real Managers Descriptive Categories Derived from Free Observation Exchanging Information (Paperwork) Planning Decision Making (Controlling) Interacting with Outsiders (Socializing/Politickling) Motivating/Reinforcing Disciplining/Punishing Managing Conflict Staffing (Training/Developing) Real Managers’ Activities Communication Traditional Management Networking Human Resource Management

3. Rank and Fire (article by McCalope) Evaluations Conflict –Employees fear bad ones –Managers struggle with criticism

4. Rank and Fire (article by McCalope) Best-to-Worst rankings –Harsh and arbitrary? –Bell curves – positive and negative? –Create anxiety? –Encourage smarter and harder work?

5. Rank and Fire (article by McCalope) Are managers willing to fight for valued employees? What is the validity of self-evaluation? What is the validity of selected peer evaluation? Why don’t people want to be considered average? Do competitive systems discourage teamwork? Are all groups the same? Is the lowest-ranked person in a group always a poor performer?

6. Organization Fictions (Article by Williams) 4 “We’re Number 1” in quality 4 “We’re the best in our field” 4 “Our employees constitute a close-knit, mutually supportive family” 4 “We are committed, without reservation, to customer service” 4 We do not discriminate on the basis of race, sex, religion, etc.”

7. Organization Fictions (Article by Williams) 4 “Our actions express a genuine and balanced concern for all our stakeholders” 4 “We are a truly progressive, innovative organization” 4 “We have low employee turnover because our employees identify with the organization and are committed to its mission, values, and goals” 4 “We live by the highest possible standards of ethics and social responsibility”

8. Questions for Organizational Capability QUESTIONS To what extent do we have leadership throughout the organization? To what extent do we have the capacity to change?

9. Questions for Organizational Capability QUESTIONS To what extent do we use all management practices to build a shared mindset?

10. Questions for Organizational Capability QUESTIONS To what extent do we have a shared mindset inside and outside the organization? To what extent does my business have world class performance in each source of uniqueness and have the ability to integrate across the four sources of uniqueness?

11. Questions for Organizational Capability QUESTIONS To what extent do we understand and meet customer needs? To what extent do we understand economic and social conditions affecting our business?

12. Components of Effective Partnering PARTNERING MINDSET 4 A view of partnership as opportunity 4 A sense of at-stakeness 4 A level of trust among partners 4 A readiness to learn from each other

13. Components of Effective Partnering PARTNERING SKILLSET 4 Creating shared goals and realistic expectations 4 Using conflict productively 4 Redesigning systems

14. Components of Effective Partnering 4 A belief in honest communication 4 Committed leadership 4 Joint planning and budgeting processes 4 Congruent measurement and reward systems 4 Resource availability SUPPORTING ORGANIZATIONAL ARCHITECTURE

15. Lessons Learned (article by Quick) You have to earn/win customers 1. Be prepared - site update - product decisions - packing/wrapping/shipping 2. Convenience counts - site navigation - registration - ads - pop-ups - hidden costs

16. Lessons Learned (article by Quick) 3. Deliver the goods - Late arrivals - “never” arrived 4. Be everywhere - use “real-world” presence 5. Put up or close down

17. Three Myths (article by Shellenbarger) 1. When a client says “jump” the only answer is “how high?” 2. Reining in employee’s work loads will turn them into slackers 3. If an employee is working him/herself into the ground, its his/her own fault.

18. New Managers Get Little Help Moving Up To Management 4 Move from independence, autonomy to “People who can make my life miserable” 4 Companies promote before they provide training 4 Companies automatically expect you to know what to do

19. New Managers Get Little Help New Managers... 4 Focus on rights and privileges 4 Ignore duties and obligations 4 Focus on managing immediate subordinates 4 Ignore perceptions of bosses and other managers

20. New Managers Get Little Help New Managers... 4 Study priorities and needs of other units 4 Realize rewards are based on the new role 4 Don’t expect much from those who promoted you 4 Seek help from other managers

21. Companies Are Finding It Really Pays to be Nice to Employees ) Companies Are Finding It Really Pays to be Nice to Employees (Shellenbarger) 4 “The Jungle”-Upton Sinclair(1906) 4 Will improving employee satisfaction have an impact on profit? 4 Human capital-1/3 to 1/2 of company’s stock market value  Property, Plant, Equipment –Where do patents, processes, customer and employee satisfaction fit in?

22. Companies Are Finding It Really Pays to be Nice to Employees Companies Are Finding It Really Pays to be Nice to Employees (Shellenbarger) 4 New Hires Accomplish 60% As Much As Experienced People 4 New Hires Serve Customers Less Well 4 Life Outside Work is Critical 4 When Key People Leave, A Company Cannot Implement Strategies

23. Middle Managers Are Back-But Now They’re “High Impact Players” Middle Managers Are Back-But Now They’re “High Impact Players” (Lancaster) 4 Middle Management Jobs Have Changed Old Narrow Departments Task Assigners Performance Evaluators Information Conduits Big strategic projects Possess a “hot” skill High-Impact player More Complex Job More Diverse Staff Must Add Value Broad Industry Knowledge Willingness to Listen Ability to Manage Conflicts

24. Chapter #6 - Managing the Business Enterprise 4 Goal setting - 4 Goal setting - Why do it? 4 Strategy - Looking to the future –Strategy / Goals –Analysis the environment –Match the organization and the environment 4 Contingency Planning 4 The Management Process - 4 The Management Process - What managers do? –Planning- Controlling –Organizing- Directing

25. Chapter #6 - Managing the Business Enterprise 4 Basic Management Skills –Technical- Decision-making –Human Relations- Time management –Conceptual 4 Corporate Culture –Values –Change –Communication

26. Chapter #6 - Managing the Business Enterprise 4 How should top, middle, and first-line managers work together? 4 So marketing, finance, operations, human resources, accounting, information systems, economics have anything in common? 4 What can you do, today, to prepare for a career? 4 What major field of study provides you with all necessary skills?