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Module 3:

Module 3:. Improving Productivity and Increasing Profitability. Agenda for Module 3. Rational Goal Model. Assumptions and Goals Paradoxes Competencies. Rational Goal Model Assumptions and Goals. Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture.

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Module 3:

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  1. Module 3: Improving Productivity and Increasing Profitability Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  2. Agenda for Module 3 Rational Goal Model • Assumptions and Goals • Paradoxes • Competencies Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  3. Rational Goal Model Assumptions and Goals • Criteria of effectiveness • Means-ends theory • Action imperative • Emphasis • Culture • Profitability and productivity • Clear direction leads to productive outcomes • Compete • Goal clarification, rational analysis, action taking • Market Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  4. Paradoxes of Competing Leaders need to: provide vision and still be open to participation measure to ensure goal accomplishment without spending too much time measuring things instead of working toward goals move ahead quickly and still make sure all relevant facts are considered Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  5. Compete Core Competencies Developing and Communicating a Vision Setting Goals and Objectives Motivating Self and Others Designing and Organizing Managing Execution and Driving for Results Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  6. Managers who focus on rational goals and analysis… provide a vision that both inspires followers and justifies the organization’s existence identify specific steps needed to achieve the vision generate energy to pursue the vision create structures and design jobs for optimum effectiveness emphasize outcomes over effort Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  7. Primary Tensions FLEXIBILITY INTERNALFOCUS EXTERNAL FOCUS STABILITY Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  8. Developing and Communicating a Vision Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  9. Processes for Formulating a Vision • Frame the vision to focus attention • What should we do? What should we NOT do? • Make a case for change • Why is the vision better than the status quo? • Identify ideal goals • What standard of excellence will motivate action? • Focus on people • Who has to make the vision a reality? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  10. Articulating and Communicating VISION Strategic Organizational Philosophy Tactical Policies and Practices Personal Values and Aspirations Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  11. Who do You See? Visionary Leaders How do they demonstrate the four action imperatives? ? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  12. Setting Goals and Objectives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  13. The Goal Setting Process Formulate specific objectives and due date Identify specific steps to be taken Schedule start and completion dates Develop a budget for resources needed Estimate milestone achievements Establish implementation mechanism Set standards for evaluating performance Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  14. Cascading Goals Through the Organization Superordinate Goals Enterprise Business Unit Team Individual Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  15. Gaining Strategic Unity and Alignment Have a motivating and compelling vision, inspiring values, and clear strategic intent Ensure vision, values, and strategic intent are understood and owned throughout the firm Ensure goals and actions are aligned across all units, teams, and individuals Have the knowledge, skills, and mind-set needed to execute the strategy, live the values, and achieve the vision Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  16. Performance Management Systems Translation of vision to unit goals Joint establishment of individual goals Ongoing coaching and feedback Evaluation of performance Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  17. To Be Effective, Goals Should Be… Specific Measurable Attainable Relevant Time-bound Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  18. Motivating Self and Others Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  19. Content Theories of Motivation • Basic needs for survival and safety can be met with extrinsic rewards • Affiliation needs call for intrinsic feelings of belonging that result from relationships with other people • Esteem and power needs call for symbols of status and importance and an ability to influence • Achievement, growth, and self-actualization needs call for activities that are intrinsically rewarding and require our best efforts Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  20. Process Theories of Motivation • Equity theory • Social comparisons can be de-motivating! • Job characteristics model • Skill variety, Task identity, Task Significance, Autonomy, Feedback • Goal setting theory • SMART goals that are challenging • Tasks that provide interim performance feedback • Expectancy theory … to be continued Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  21. Expectancy Theory The Employee’s Perspective Effort E to P: Can I really do it? Performance P to O: If I do it, what will happen? Outcomes Valued Outcomes: How much do I want these outcomes? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  22. Expectancy Theory The Employer’s Perspective Effort E to P: How can I build up her confidence? Performance P to O: How can I convince her she’ll be rewarded? Outcomes Valued Outcomes: What can I offer her that she really wants? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  23. Be a Positive Pygmalion Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  24. Empowerment Management Employee Meaning Competence Self-Determination Impact Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  25. Employee Engagement Engaged Not Engaged Actively Disengaged Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  26. Designing and Organizing Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  27. Concepts and Principles of Structure • Division of Labor and Specialization • Hierarchy and Lines of Authority • Span of control • Unity of command • Scalar chain • Standardization and Formalization • Decision-making Authority • Centralization v. Decentralization Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  28. Structural Tensions Mechanistic Archetype Organic Archetype The more complex and turbulent the external environment, the greater the need for a more organic structure and design Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  29. Differentiation & Integration Orientations for Differentiation • Time • Goal • Interpersonal Mechanisms for Integration • Rules & procedures • Hierarchical referrals • Plans • Liaison roles • Task forces • Inter-unit teams • Matrix structure Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  30. Departmentalization • Function • Division • Product orService • Process • Customer • Region • Matrix Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  31. Galbraith’s Star Model Strategy Structure Processes Rewards People Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  32. CVF Culture Clan Adhocracy Bureaucracy Market Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  33. Managing Execution and Driving for Results Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  34. Core Processes of Execution • People • Evaluate the people • Design the pipeline • Populate the pipeline • Strategy • What should we do? • How should we do it? • Operations • Outline the path to the results • Budget based on the operations plan Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

  35. Individual Execution – Make the Most of Your Time Record Manage Consolidate Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

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