Welcome to OS180 Thomas Davoren [email protected] Office Hours 5-6:00 before class.

Welcome to OS180

Thomas Davoren

[email protected]

Office Hours 5-6:00 before class

Grading

• Quiz 1 5• Quiz 2 5• Quiz 3 5• Short Paper 1 10• Short Paper 2 10• Short Paper 3 10• Long Paper 15• Presentation 15• DBs & A&P 25• Total 100

Discussion Board Rubric

√ +++ 100

√ ++ 90

√ + 80

√ 70

+ 30 + 10 each add'l, Max 50

0 0

Assignments

• 10% penalty in the grade if submitted after the due date

• Not accepted if submitted after the second class after the due date, Grade = 0

• Discuss with me beforehand if you are going to miss a class or if you are going to be late submitting an assignment

• Missing classes could seriously impact your grade

• Logon to BB from the college web page. The pointer seems to change from time to time

Management Leadership

Processes People

Facts Feelings

Intellectual Emotional

Head Heart

Position power Persuasion power

Control Commitment

Problem solving Possibility thinking

Reactive Proactive

Doing things right Doing the right things

Rules Values

Goals Vision

Light a fire under people Stoke the fire within people

Written communications Verbal communications

Standardization Innovation

From the Clemmer Reading

Management Defined

What is Management?

• Managing is getting things done within an organization through other people

• Guiding people’s efforts towards organizational objectives

• Inspiring, communicating, planning, organizing, controlling, and evaluating

• Setting goals and moving employees toward them

• Management is an exercise in leadership

Deciding to Become a Supervisor

• Factors to consider:– Status and recognition that comes from being

a manager?– How important are people to you?– Are you a good planner?– Are you willing to relinquish tasks to others?– Do you have leadership potential?

Why Begin Developing Today?• “There comes a time in every man’s life when

he is called upon to do something very special; something for which he and he only has the capabilities, has the skills and has the necessary (education) and training.

• What a pity if the moment finds the man unprepared.”

Winston Churchill

Advantages of Being in Management

1. Opportunities - Approximately 1 out of every 9 employee positions is a supervisory or management.

2. Becoming a supervisor is often the best way to increase your pay.

3. Supervisors get more company training.4. Supervisors know more about what is happening within

the organization (knowledge power).5. Supervisors are in a better position to help the welfare

of others6. Supervisors are more mobile than workers

Disadvantages of being in management

1. Problem employees can be difficult. (80/20)

2. Expect to be more alone as a supervisor.

3. You many not receive constant reinforcement from your supervisor.

4. You may have to change your behavior more than you expect

5. A position as a supervisor could mean longer hours without overtime pay.

6. High productivity and high quality standards are more important today than they were during the last decade.

7. Your skills as a supervisor may need to be developed.

8. Sometimes you take a pay cut or loss of overtime in management to climb the ladder.

Skills Chart

Level Quantity

Top Management Conceptual Skills

Middle Management

Front-line Supervisor Technical Skills

Human Relations Skills

Skills• Technical Skills:

• Human Relations Skills: • Conceptual Skills: Tomas Lopez video, July 4, 2012

• Emotional Intelligence: • Social Intelligence: • Political Savvy:• Systems Thinking:• Continuous Learning: • Managing Diversity:

July 4, 2012

• Tomas Lopez, July 4 2012 video

Initial Goals as a Supervisor

1.Maintain productivity.

2.Build relationships with employees.

3.Build relationships with peers.

4.Think like management.

5.Ask questions and learn.

6.Stay positive.

While settling in, you need to keep your organization’s mission in mind and its productivity on track

Philosophy of Leadership• Your effectiveness will be determined by your

leadership philosophy

• When in doubt, employees will follow what they believe is expected of them by their supervisors

• Core values drive expectations

• Think of organizations as “gardens and grounds.” Just as a gardener maintains an environment for growth, so should the leader of an organization.

Your folks want to know what you expect of you, not the specifics, but they want to know the type of person you are and how you apply your values to a situation.

Characteristic Differences Between the Mechanical and Biological Realms

Mechanical Realm Biological Realm

Mechanisms Organisms

Use laws to explain action Use opinions or guesses to explain action

Machines are consistent People change

Machines react to stimuli People react to their Meaning of the stimuli

Machines are externally motivated People are internally motivated

Machines are built People are grown

Machines have a price People have value

“Machines react to stimuli. People react to their meaning of the stimuli”

Don’t Confuse the Two Realms

• According to Frederick Herzberg:1

– It is a fallacy to believe one person can motivate another person

– A person can “move” another person through rewards and punishments, but this isn’t true motivation

– Supervisors must create conditions by which employees will find the intrinsic motivation they need to perform

1. Frederick Herzberg, “One More Time: How Do You Motivate Employees?” Harvard Business Review Classic (September-October 1987) 5-16 (reprint, Harvard Business Review 46, no. 1 (January-February 1968): 53-62)).

The Good News for Supervisors

• The stature of the front-line supervisor has been elevated– Flattened Organizations– Empowerment of the supervisor’s job is

ongoing– Supervisors have more autonomy– Supervisors receive more advanced training

Cost cutting has resulted in less layers of supervision, more specialization, and more autonomy.

The Good News for Supervisors• Supervisors derive tremendous personal benefits from

their role in today’s business culture:– “First call” for promotional possibilities– Women in supervision less likely to be affected by

the “glass ceiling”– Great training ground for upper management

positions– Opportunities to engage in meaningful, challenging

work– Immediate, positive reinforcement as a result of

leading others through team-based approaches– Greater opportunities to engage in continuous

learning

Develop Your Supervisory Skills

1. Put practical experience first - The job of the supervisor in most organizations is 90 percent application - getting the job done.

2. Learn by doing – become an assistant supervisor or group leader when the opportunity arises.

3. Manage your personal life better now – to learn to manage a department or team more effectively at a later date.

Role and Responsibility

• LEADERSHIP AND SUPERVISION

• BECOME AN EFFECTIVE COMMUNICATOR

• INCREASE MOTIVATION THROUGH MUTUAL REWARDS

• RECOGNIZE YOUR SOURCES OF POWERPosition power – derived from title and position

Knowledge power – derived from technical expertise and experience

Personality or character power – intrinsic qualities of a leader 

• MAKE DECISIVE DECISIONSThe rule about a bad decision and the presence of leadership.

Role and Responsibility

• LIVE AND MODEL THE COMPANY MISSION

• HELP EMPLOYEES FIND VALUE IN THEIR WORK

• MEET EMPLOYEES’ LEGITIMATE NEEDS

• CREATE A POSITIVE FORCE

Joshua Lawrence Chamberlain

Battle of Gettysburg

July 2nd, 1863

Chamberlain’s Dilemma• 35 year old professor

of Rhetoric at Bowdoin College ME

• Colonel, Commander of the 20th Maine

• Receive 120 “mutineers” from the 2nd Maine

• Could shoot them if they would not fight

20th Maine

• Normal Strength – 1000• Actual Strength – 250

– Reduced by Battle, Disease and Dysentery

• 2nd Maine – – 120 Troops remaining– Casualties – 60%– These men had longer enlistments than their

comrades who mustered out– Claimed they had the shorter enlistment– Practice was to remain together as a unit

1st Clip20th Maine Reunion 1889

What Did Chamberlain Really Do?

• Reminded them of their cause.

• And for whom they fought.

• (each other)

Why A Cause?

• “Men fight best for a just cause and they are right to do so.”

Victor Hanson

The Soul of Battle

People are motivated by meaningful work

Little Round Top, July 2, 18632nd Day Battle of Gettysburg

Little Round Top, Western Slope

2nd Clip

Why Did They Fight at Gettysburg, Antietam, Vicksburg?

• For a CAUSE they believed in

• and for THOSE THAT THEY LOVED and CARED FOR.

• “We shared a bond like no other bond.”

Inspire Trust

Caring

• The Most important trait of a leader– Joshua Chamberlain– George Treadwell

• Getting things done through People– Adolph Hitler, Sadaam Hussein and Tony

Soprano

Questions or Discussion?