1 / 30

Module 2:

Module 2:. Establishing and Maintaining Stability and Continuity. Agenda for Module 2. Internal Process Model. Assumptions and Goals Paradoxes Competencies. Internal Process Model Assumptions and Goals. Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture.

lamont
Download Presentation

Module 2:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Module 2: Establishing and Maintaining Stability and Continuity Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  2. Agenda for Module 2 Internal Process Model • Assumptions and Goals • Paradoxes • Competencies Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  3. Internal Process Model Assumptions and Goals • Criteria of effectiveness • Means-ends theory • Action imperative • Emphasis • Culture • Stability and continuity • Routinization leads to stability • Control • Defining responsibility, measurement, documentation • Hierarchy Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  4. Paradoxes of Control Employees may resist or rebel Attention to detail may overwhelm true goals Daily activities may undermine new initiatives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  5. Control Core Competencies Organizing Information Flows Working and Managing Across Functions Planning and Coordinating Projects Measuring and Monitoring Performance and Quality Encouraging and Enabling Compliance Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  6. Managers who focus on internal control … know the details of activities in their units get the right people, at the right place, and at the right time plan and structure tasks to optimize workflows analyze data to evaluate performance rely on rules to guide behavior Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  7. Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  8. Organizing Information Flows Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  9. Using TRAF to Manage Information Flows F A T R Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  10. Prioritizing Action Items • Is it IMPORTANT? • If not, why are you doing it? • Is it URGENT? • If not now, will it become urgent in the future? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  11. Communicating Clearly, Concisely, & Completely OABC Open on a positive note and identify yourself Provide a clear Agenda for where your message is going Be concise and complete in the Body of your message Close with a clear request, specific deadline, and cordial comment Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  12. Working and Managing Across Functions Accounting Manufacturing HR Marketing Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  13. Cross-Functional Teams Within Traditional Work Structures Why use cross-functional teams? What is so challenging about working across functions? Is functional diversity always beneficial to cross-functional teams? If working across functions is so great, why not change the organizational structure? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  14. Key Guidelines for Managing Cross-Functionally Set clear goals and get buy in from members Create a critical mass of leadership Make sure members are accountable for performance Select as small a team as possible, but no smaller Update the team regularly with relevant information Train members in teamwork & process management Clarify expectations Encourage thinking outside of functional roles Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  15. Picking People Who Lift Others Energizing Relationships Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  16. Planning and Coordinating Projects Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  17. Project Management 101 Project Characteristics • a series of activities and tasks with an objective, a defined time frame, funding limits, and consumption of resources Processes • Project initiation • Project planning • Project execution • Project monitoring and control • Project closure Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  18. Project Planning & Monitoring Tools Statement of Work Work Breakdown Structure PERT/CPM Diagram Resource Leveling Software Gantt Charts Human Resource Matrix Cost/Schedule Integration Graphs Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  19. PERT Diagram 0 4 10 6 7 3 1 5 1 4 3 2 5 4 Critical path = the LONGEST time through the network Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  20. Measuring and MonitoringPerformance and Quality Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  21. Characteristics of Measures • Objective • Complete • Responsive Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  22. Hierarchy of Measures • Exact Outcome Measures • Proxy Measures of Outcomes • Process Measures • Outputs • Activities • Inputs • Initiative Progress Measures Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  23. Beyond Shareholder Returns Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity Environment Human rights Social justice Community involvement Animal protection

  24. Approaches to Improving Performance Baldrige Criteria Total Quality Management (TQM) Six Sigma Kaizen ISO 9000 “A strategy with no indicators is wishful thinking, and indicators not aligned with strategy are a waste of time and effort.” (Heras, 2005, p. 54) Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  25. Encouraging and Enabling Compliance Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  26. Individual Noncompliance:Explanations and Underlying Issues Poor Communication, Ambiguity Mixed signals, Ambiguity, Social Pressure Reward structures, Social Pressure Negative management attitudes, Unfair rules, Trust violations Conflicting Values I didn’t know!!! I wasn’t sure … I had to look out for myself… They had it coming!!! It was the right thing to do. Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  27. Strategies for Encouraging Compliance • Punitive • Preventative • Remunerative • Generative • Cognitive • Normative Sticks Carrots Fast Tracks Hurdles Enlightenment Conversion Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  28. Costs and Paradoxes Fact or Folklore? Direct and indirect financial costs Reduced compliance and effectiveness Missed opportunities Destructive deviance Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  29. Organizational Compliance • U.S. Federal Sentencing Guidelines (1991, 2004) • Apply to organizations, including: corporations, partnerships, associations, joint-stock companies, unions, trusts, pension funds, unincorporated organizations, governments and political subdivisions thereof, and non-profit organizations • Attempt to improve consistency in the severity and consistency of punishment across organizations • Offer opportunities for reduced punishment if meaningful compliance programs are in place • Seek to “promote an organizational culture that encourages ethical conduct and commitment to compliance with the law” (US Sentencing Commission, 2007) Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

  30. Key Organizational Guidelines for Compliance and Ethics Programs Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity Oversight by high level personnel Due care in delegating substantial discretionary authority Effective communication to all levels of employees Systems for monitoring, auditing, and reporting suspected wrongdoing without fear of reprisal Consistent enforcement and compliance standards, including disciplinary mechanisms Reasonable steps to respond to and prevent further similar offenses upon detection of a violation

More Related