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Welcome to MBA 510c Intro to Mgmt

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Social Worker Homeless youth and adults, Seattle, WA. Vice President Public Finance ... Cold, aloof, arrogant. Overly ambitious, playing politics. ... – PowerPoint PPT presentation

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Title: Welcome to MBA 510c Intro to Mgmt


1
Welcome to MBA 510c Intro to Mgmt
Leadership and MBA Survival Skills
  • Fall 2006
  • Professor Kristi Lewis Tyran

2
Professor Kristi Tyran
  • Educational Experiences
  • Pullman High School
  • University of Washington
  • Bachelor of Science (Psychology)
  • MBA (Finance and Accounting)
  • University of California, Irvine
  • Ph.D. (Organizational Behavior)
  • Work Experiences
  • Social Worker Homeless youth and adults,
    Seattle, WA
  • Vice President Public Finance Corporate
    Lending, Bank of America and Key Bank
  • Professor, Instructor, Consultant 14 years, 5
    at WWU
  • Research Leadership, virtual teams, emotion
  • Hobbies Hiking, biking, traveling, reading,
    gardening, cooking

3
Class Structure
  • Questions and comments are welcome anytime.
  • Your questions will inform the entire class.
  • Take risks
  • Our goal is to provide a supportive environment
    to each other.
  • Discussion and Dialogue as a means of
    communicating.
  • Readings from texts and articles
  • Class Discussion and Discussion Quizzes
  • Class Participation
  • Developing knowledge of your colleagues

4
Todays Agenda
  • Introduction to MBA Management and Leadership
    curriculum
  • What you will be learning throughout your MBA
    about Management and Leadership
  • Preparing for Self-Assessment
  • Getting to know each other.

5
Class Objectives
  • Have an understanding of your own attributes and
    skills and how these relate to effective
    management and leadership.
  • Understand a personal learning model for skill
    development.
  • Have a working knowledge of skills and techniques
    that enhance the effectiveness of teams.
  • Enhance a working understanding of the personal
    social impact of managerial behavior.
  • Have fun!

6
How you will learn and demonstrate your learning
  • Personal Assessment Profile
  • Self-assessment Surveys
  • Summary of strengths and weaknesses.
  • Personal Mission Statement
  • Time Management Tracking Log
  • Class Participation
  • Discussion Quizzes

7
Format of Class
  • Class discussion and lectures
  • Discussion quizzes
  • Experiential exercises
  • Learning from each other
  • Self-assessment and reflection

8
Why Focus on Leadership and Management in an MBA
Program?
9
Leadership Values Putting People First
  • Pfeffer and Veiga AME article
  • Background article for Management discipline.
  • Primary take-aways from article
  • Empirical data support our common sense about
    the financial effects of an organizations
    culture as reflected in valuing people.
  • Principles and practices that value people pay
    off in organizational outcomes.

10
Putting People First Critical Success Factors
  • Secure employment
  • Selective hiring
  • Self-managed team design
  • Good compensation
  • Extensive training
  • Minimal status differences
  • Extensive information sharing

11
Putting People First General Implications
  • There are a number of critical organizational
    practices through which management and leadership
    makes a difference.
  • Style (how these are managed) may be as critical
    as substance (the formal rules) in creating a
    supportive culture.
  • Paying attention to the people side requires
    taking a long-term perspective.
  • Managers are constantly under short-term
    performance pressures .

12
Putting People First Implications for Managers
  • Managers are paid for results.
  • Management Getting things done through people.
    (T. George Harris)
  • Successful implementation takes more than
    cognitive understanding
  • Emotional intelligence plays an important role,
    too.
  • Being proactive means planning and understanding
    results in taking action!

13
Journey to Success as a Manager
  • Success requires mastery of multiple domains.
  • Cognitive, technical, emotional, human skills.
  • Two critical domains
  • Managerial Skills
  • Leadership skills

14
Leadership vs. Management
  • Effective management Effective leadership.
  • A manager gets work done through the efforts of
    other people.
  • Focuses on implementing a vision. Includes
    planning, organizing, motivating, and
    controlling. Task-focus.
  • A leader creates a vision.
  • Communicates that vision and moves the
    organization toward that vision. People-focus.
  • Managers do things right.
  • Leaders do the right thing

/
Bennis
15
The Basic Managerial Skills
  • Verbal communication listening.
  • Self assessment, reflection, and awareness.
  • Setting goals and articulating a vision.
  • Managing meetings and team building.
  • Managing conflict.
  • Managing time and stress.
  • Individual problem solving and decision-making.
  • Delegating.
  • Developing social capital.

16
The Basic Leadership Skills
  • How you manage!
  • Style, approach, attitude, emotional
    intelligence.
  • Motivating and inspiring others to high levels of
    performance.
  • Effective leaders know how to lead in any given
    situation, with any given group of individuals.
  • Effective Leadership is very rare and extremely
    valuable to organizations.

17
Where are we going?
  • Success how to define?
  • Successful as managers
    and leaders
  • Successful financially
  • Personally successful
  • Your definition is what matters!
  • Managerial Skills Course next Fall (in one year).
  • Management and Leadership Course next Winter (in
    15 months).

18
Success Domains
Relationships
Personal Growth
Work
Spirituality
Material Wealth
Power
Integrity
Health
  • Key is Balance

19
The Right Stuff for Managers
  • IQ Index of cognitive adaptability
  • Analytical reasoning
  • Creative problem solving
  • Technical Skills
  • Accounting skills
  • Business planning skills
  • EIQ Index of social and emotional adaptability
  • Ability to manage ones own emotions
  • Ability to understand social contexts

20
What Do Employers Look For?
  • National Association of Colleges Employers
    (NACE) 2005 skill list
  • Written and verbal communication skills
  • Honesty/Integrity
  • Interpersonal skills
  • Strong Work Ethic
  • Teamwork ability to work well with others
  • Analytical skills
  • Motivation/flexibility
  • Computer skills
  • Leadership and organizational skills

Source NACE Job Outlook 2005 Survey of Employers
21
Manager/Leader Unsuccess Domains
  • Four enduring themes
  • 1. Problems with interpersonal relationships.
  • Insensitive, abrasive, intimidating style.
  • Cold, aloof, arrogant.
  • Overly ambitious, playing politics.
  • 2. Failure to meet business objectives.
  • Betray trust of others.
  • Poor performance.

(Van Velsor and Leslie, 1995)
22
Unsuccess Domains (Van Velsor and
Leslie, 1995)
  • Four enduring themes (continued)
  • 3. Inability to build and lead a team.
  • Unable to staff effectively.
  • 4. Inability to develop or adapt (lack of
    flexibility).
  • Unable to adapt to boss or management team with
    different style.
  • Poor strategic thinking.

23
The Mortar Model of Leadership and Management
Leadership and Management
Finance
Information systems
Accounting
Strategy
Operations
Marketing
Human Resources
24
The MBA Management and Leadership Journey
  • Where are we going?
  • Understanding of management and leadership as
    skills and concepts.
  • A successful completion of the degree.
  • Success (however you define it)
  • Where are we now?
  • First week of MBA
  • First module of Management and Leadership
    coursework.
  • How are we going to get there?
  • The details….

25
How Are We Going to Get There?
  • This 8 credit course
  • MBA Survival Skills
  • Skill assessment
  • Career and development planning
  • Leadership and Management course
  • This week Introduction survival skills
  • Preparation for the MBA program.
  • Self-assessment.
  • Reflection and global thinking about the MBA and
    its role in your life and career.

26
Management and Leadership Course Features
  • Integration of many instructional approaches
  • Values based orientation
  • Focus on experience
  • Opportunity to PLAN (within the MBA and beyond)
    your development into the manager and leader you
    want to be.
  • Plans are very individualized
  • A safe environment in which to experiment
  • Better to make mistakes for correction here
    rather than in the real world
  • Opportunity to explore, experiment, learn better
    ways
  • Our central objective
  • Improve your ability to continue to improve your
    management and leadership skills during and
    beyond the program.

27
Self-Assessment Measures
  • Values
  • Rokeach Value Survey (in class or on website)
  • Cognitive style
  • Keirsey Temperament Sorter II (cost of 15)
  • Fill out on-line at www.keirsey.com
  • Assertiveness Personality Test
  • Fill out on-line at www.queendom.com (free test)
  • Orientation toward change
  • Tolerance for Ambiguity (Handed out in class)
  • Locus of Control Survey (on line at
    http//www.dushkin.com/connectext/psy/ch11/survey1
    1.mhtml
  • Learning Style
  • Learning Style Inventory (Handed out in class)
  • Bring on Oct 3 for our AM session on learning!

28
Personal Mission Statement
  • Prepare your mission statement and submit during
    our last session on Friday (see handout).
  • Time Management Data Log
  • Keep track of how you spend your time over the
    next 48 hours.
  • We will discuss the results on Thursday.
  • Note the following
  • What you do.
  • How urgent the activity is.
  • What domain your activities fall under.
  • Who else is involved.

29
October 3rd Agenda
  • Personal Learning
  • Insights into the value of learning
  • Learning styles
  • Cycle of learning
  • Self-Assessment
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