Management: Learning to Hold the Ropes

A New Manager’s Guide to Management

Published by The Chocolateers

2

Contributing Authors and Editors:

Jessica Roberts, Heidi Nielson, Kimberly Eyring, Anna Willis, Anna Johnson, Melissa Stephens Heaps

Published:

October 2012

3

TTaabbllee ooff CCoonntteenntt WELCOME TO THE WORLD OF MANAGEMENT ...................................5

WHAT KIND OF MANAGER ARE YOU? .................................................7

THE HUMAN SIDE OF ENTERPRISE ............................................................... 9 Two Theories of Management ........................................................... 9 Theory X ............................................................................................. 9 Theory Y ........................................................................................... 10 Questions to Consider ...................................................................... 11

THE MANAGERIAL GRID .......................................................................... 17 Absent Management ....................................................................... 18 Country Club management .............................................................. 19 Authority-Obedience ........................................................................ 20 Organization Man Management ..................................................... 21 Team Management ......................................................................... 22 Summary ......................................................................................... 22 Questions to Consider ...................................................................... 23

PATTERNS OF MANAGEMENT .................................................................... 13 Relationship vs. Task-master Centered Management ..................... 13 General Supervision Management ............................................. 14 Human Aspect ................................................................................. 14 Questions to Consider ...................................................................... 15

MANAGEMENT SKILLS ...................................................................... 25

GROUP DYNAMICS ................................................................................. 27 Group Management ........................................................................ 27 Group Communication ..................................................................... 28 Habits of Effective Groups ............................................................... 28 Determine Group Dynamics ............................................................. 29 Questions to Consider ...................................................................... 31

4

TIPS FOR WORKING WITH YOUR LOWER MANAGERS ..................................... 33 Hiring ............................................................................................... 33 Approaching Problems ..................................................................... 33 Questions to Consider ...................................................................... 34

MOTIVATING YOUR EMPLOYEES ............................................................... 35 Maslow’s Hierarchy of Needs .......................................................... 35 Motivation-Hygiene Theory ............................................................. 37 Motivator Factors ............................................................................ 38 Steps to Job Enrichment ................................................................... 39 Questions to Consider ...................................................................... 40

5

WWeellccoommee ttoo tthhee WWoorrlldd ooff

MMaannaaggeemmeenntt Congratulations on becoming a manager! To help you get started, we

have this book split into two divisions: “what kind of manager are you?” and “management skills.” Each has sections which will help you learn ways that you can become a great manager, with personal review questions after each section.

What Kind of Manager are you? This division of the handbook outlines several different management

theories and styles that have been researched by social scientists. Read through each section to find what theories you can learn from and what management styles you may want to employ. The three sections in this division are:

Human Side of Enterprise

Managerial Grid

Patterns of Management

Management Skills Every manger needs to have a skill set that allows them to efficiently

communicate and assist their employees. In this division we will be discussing a few skills you need as a manager as well as what you need to do to develop the skills mentioned. The three sections in this division are:

Group Dynamics

Tips for Working With Your Lower Managers

Motivating Your Employees

6

7

WWhhaatt KKiinndd ooff

MMaannaaggeerr aarree YYoouu??

Wh

at K

ind

of M

an

ag

er a

re Y

ou

?

8

9

THE HUMAN SIDE OF ENTERPRISE

Two Theories of Management As you become a new manager, you may realize that it is difficult to

know how to approach a situation. You will have to make judgments of the characters of your employees before you delegate jobs to them. In “The Human Side of Enterprise,” McGregor points out that all decisions are based on these judgments.

It is believed that management is based on assumption. As you begin your managerial duties, try to keep an open mind about your employees. These two theories will help you understand how to delegate and motivate them.

It is not necessary to follow only one of the two theories. When you are having a problem finding ways to get your employees to work harder, look at both theories and see what you can apply from each theory to help you accomplish your task.

Theory X Theory Y Focuses on control Focuses on relationship Leads to managerial control over every detail

Leads to effective delegation

Focuses on rewards and consequences

Focuses on motivation

Assumption that employees need manager

Assumption that manager needs employees

Static, unchanging situations Dynamic, changing situations

Ma

na

ge

me

nt T

he

orie

s

10

Theory X Theory X is the classic belief in human nature. It explains actions

based on the consequences that will result. The main assumptions under theory X are:

People dislike work People must be pushed to work People have little ambition

This theory focuses on the need to be a leader over the people. It requires punishments and incentives to be the main way to motivate employees. If you manage with this theory as your basis you will manage with a more command and demand style.

Theory Y Theory Y is a more modern view of human characteristics. It is based on the belief that people are motivated naturally without outside pressure. The main assumptions about people under theory Y are:

Work is natural. Seeing the end helps motivate people. Rewards keep people committed. People seek responsibility. Creativity is abundant. Potential is only partially utilized.

Theory Y is a dynamic way to look at people rather than static. That

means this type of management would lead to the belief that employees are changing individuals rather than stuck in their ways. It shows that if the employee can see why there is a goal and become committed to that goal, they can get more done than they otherwise could. Authority is still needed in theory Y, but without the focus on employees being below the manager.

11

Questions to Consider 1. Based on the two theories (x or y), which kind of manager are

you? List the qualities you have that lead you to believe you are that kind.

2. Theory Y explains the more modern, dynamice way to be a manger. List the qualities you would like to develop to become a manger that fits theory Y.

3. Have a discussion with a friend in your workplace. Which theory of management do they think is the most useful? Which theory would be the best to implement?

12

13

PATTERNS OF MANAGEMENT

Relationship vs. Task-master Centered Management Which of these statements best describes you?

1) The interest-in-people approach is all right, but it’s a luxury. I’ve got to keep pressure on for production, and once I get production up, then I can afford to take time to show an interest in my employees and their problems.

2) My job is dealing with human beings rather than with the work. It doesn’t matter if I have anything to do with the work or not. The chances are that people will do a better job if you are really taking an interest in them.

Scenario one describes a task-master leader. Managers who are

task-master oriented gain satisfaction through accomplishing tasks. Relationship-oriented leaders are illustrated in scenario two.

This type of manager gains satisfaction through relationships. Some characteristics of a Relationship-oriented leader are:

High performance goals Enthusiasm for achieving goals Belief that task has value Patience with mistakes Positive comments toward employees

Pa

ttern

s of M

an

ag

em

en

t

14

If you feel like your employees don’t trust you, you may be a task-master manager. This management style is not always bad. Some job-centered managers still run high producing units. Be careful with pressure and conflict. The more of these there is, the less productive your employees will be. Try not to be critical or punitive if your employees make a mistake.

General Supervision Management General supervision leads to higher productivity. Under this type of

management, the employees know what their objectives are and they have the freedom to use their creativity to complete these tasks. That doesn’t mean employees should be left alone, just that you allow them to take responsibility and action. This keeps them focused on the task, but not distressed by critical judgment.

Human Aspect The most important lesson to be learned from these different patterns

of management is to treat employees as human beings. The way you treat and manage them will develop their opinion of you. You want them to think of you as unselfish, sympathetic, and honest rather than rude, uncaring, and harsh.

Do Don’t

Treat your employees like human beings

Treat them like part of a machine

Be supportive, friendly and helpful Be hostile and critical

Be kind, but firm Be threatening

Have confidence in your subordinates.

Be suspicious and distrusting.

Have high expectations of employees.

Expect little and give few goals to employees.

15

Questions to Consider 1. Are you a task-oriented leader or a relationship-oriented

leader? Do you think your type of leadership works well, or do you wish to change your style somewhat when you become the manager?

2. Write five ways that you will implement the general supervision management in your organization.

3 . What are some ways that you can treat employees as human beings instead of machines? Write them down and make a goal to follow these.

16

17

Country Club Management

Style 1, 9

Organization Man

Mangement Style 5, 5

Authority-Obedience

Mangement Style 9, 1

Team Management

Style 9, 9

Absent Management

Style 1, 1

0

1

2

3

4

5

6

7

8

9

-1 1 3 5 7 9

Co

nce

rn

fo

r P

eo

ple

Concern for Productivity

The Managerial Grid

THE MANAGERIAL GRID

The “managerial grid” is a visual way to look at management styles. The grid compares a manager’s concern for the productivity in the workplace compared to their concern for their employees as individuals. While reading through these different styles, identify which style best represents how you manage and look for the strengths and weaknesses that you may have. Your management style can change over time so be open to new ideas and look for the best style for you and for what your workplace needs.

Th

e M

an

ag

eria

l Grid

18

Absent Management In absent management, managers care little for people or

productivity. They go through the motions of being a manager without caring about outcomes. This style is not usually beneficial to a company. Behavior Traits

Apathetic Disclaims responsibility Hands-off Noncommittal “Putting in time” Withdrawn Allows circumstances to determine decisions Avoids spontaneous comments when possible Feedback to employees is unlikely

Cons

- Workplace is unproductive. - New ideas and creative problem not used. - Conflict is not resolved and problems can linger - Managers are complacent with the job - Slow rate of advancement in a company

19

Country Club management This type of manager shows little concern for production and

maximum concern for people. Managers who use this style are motivated by a desire to be accepted and approved of by employees. Advances in the organization are not likely for this type of manager due to their disregard for productivity.

Behavior Traits Can’t say no Follows rather than leads Has a hard time initiating change, even if they know it is needed Appears unassuming, timid, or shy Yields to gain approval Thrives on harmony Evasive when challenged Delegates decisions whenever possible

Pros

- Managers are generally liked and appreciated Cons

- Not likely to be deeply respected - Lower productivity - Reduced profits - Low employee satisfaction

20

Authority-Obedience Management Managers who use this style are concerned with productivity, but do

not care about employees. They are often determined to master skills and tasks and are controlling and bossy toward employees. This style is not usually recommended, but has been seen to be effective (short-term) in trying to manager during a crisis. Behavior Traits

Push their employees hard Constantly interrupt Interrogate Insensitive to the feelings of others Deaf to paradigm-shifting information Know where they stand on issues Make all decisions One-way judgment Belittles employees with criticism

Pros

- Productivity high Cons

- Employees become resentful. - Employees become less interested - Can lead to employee rebellion

21

Organization Man Management This is the “middle of the road theory” or style. Managers try to

stick to what is normal. The manager is likely satisfied with the organization and all the rules in place. Advancement may be slower because they do what is needed to accomplish tasks, but do not strive for excellence. Behavior Traits

Maintains order Unlikely to support or promote unique positions Avoids conflict when challenged Tries to satisfy everyone Straddles issues Cautions against change Compromises Stays on majority side Little difficulty making decisions when there is a precedent

Pros

- Manager is good at communicating with employees - Manager asks for employee input

Cons

- May cause productivity to decrease - Manager often lacks ability to think without procedures and

22

Team Management

This management is focused highly on both people and productivity. This style is goal-centered and uses a team approach to gain the best results through participation, involvement, commitment, and conflict solving. Managers who use this style are motivated by developing employees skills required to contribute to the workplace. They involve and encourage employees which can lead to increased employee satisfaction and investment in the workplace.

The manager often feels satisfied and feels that work is fulfilling

because of the many ways they can make a difference. Managers who use this style are seen as the most reliable and capable of advancing the interests of the company and are commonly the quickest to advance. The team management style is the most effective type of management.

Behavior traits

Goal oriented Energetic Tell-it-as-it-is Honest and upfront Confident Decisive Determined Follows through Gets issues into the open

High standards Innovative Positive Spontaneous Stimulates participation Unselfish Involves others in the

decision-making process Fact-finder

Pros

- Centered on team participation - Effectively resolve conflicts - Effective decision makers - Increased productivity - Highly creative workplace - Values employees who show initiative

23

Questions to Consider 1. Based on the managerial grid, which managing style do you

possess? Are you currently happy with your management style?

2. If you had to choose, which managing style do you most want to acquire?

3. The team management style has the consensus of being the most effective. What are the behavior traits of team managers? How can you develop or strengthen these traits as you become a manager?

24

25

MMaannaaggeemmeenntt SSkkiillllss

Ma

na

ge

me

nt S

kills

26

27

GROUP DYNAMICS As a manager you will often work with groups. Managing a group

is different than managing just your own time and decisions. Multiple people must discuss items and come to a decision. Groups require communication, understanding, and trust among members.

Group Management Group management is an important skill because failure of a group

can affect the entire business. As the leader you set the tone and atmosphere of the group. You are responsible for their actions and link the group back to the business as a whole. To help this you must:

Be genuinely interest in others ideas

Have decisions benefit everyone

Develop group goals

Help create group loyalty

When you are able to effectively do these things, the group and organization will flourish. Performance goals will be higher. Team members will want to help and have a sense of belonging in the group. There will be better interpersonal relationships among the group. Most importantly, these guidelines will help increase job satisfaction.

Gro

up

Dy

na

mics

28

Group Communication Communicating with groups can often be difficult. Each group

member will have different opinions about how to do things. There will be pressure mounting among the group. Sometimes you may meet and feel like negative progress was made. Here are some tips about how to improve group communication:

Eliminate bad attitudes

Trust each other

Make expectations clear

Ask others about their problems

Do not focus on self

Habits of Effective Groups Looking at many different groups, there are a few habits that have been shown to help groups be effective. These are:

Well established relationships among members

Loyalty and trust within the group

Group values

Supportive atmosphere

Desire to help each other reach the highest potential

Plenty of open communication

Flexible and adaptable

Stimulate creativity

Not too many members

29

Determine Group Dynamics

Three aspects of leadership help determine the group dynamic as

a whole: Leader-member relationship, degree of task structure and

position power of the leader.

1. The leader-member relationship is arguably the most

important, because if the group likes the leader, than the

leader does not need much position power.

2. The task structure relates to the instructions of the task,

depending on if the group likes to work in a more structured

or less structured manner.

3. The position power depends on how much responsibility the

leader assumes, does the leader have the final say or does

every member of the group have an equal weight in decision

making?

You, as the leader, have to deal with all three of these aspects of the

group dynamic so you can be the most effective in your leadership

position.

30

The group’s performance is contingent on, or depends on, matching leadership style and for group situation. The three aspects of leadership (Leader-member, task structure, and power of the leader) affect which leadership style is the most suitable for the different groups. For a visual explanation, look below at Fiedler’s “Contingency Model.” This illustrates what type of manager works best in different situations.

In a perfect world, the leadership style and the needs of the group will always match. But we do not live in a perfect world. So, how do we assure that the leadership style and the group matches?

We keep in mind that each can change. Group performance can be modified by changing the leadership style. Group performance can be modified by changing the group’s tasks.

It’s easy to think that one leadership style is preferable to others. However, each leadership style is needed based on the situation that is being faced. So decide what works best for you in your workplace and be open to trying new techniques when change is needed.

31

Questions to Consider 1. Communication is essential in any organization. What are some of

the tips to communicate more effectively with your group?

2. What are the three aspects of group dynamics? As a manager, how can you strengthen these three areas?

3. One leadership style is not superior to the other. If one leadership style isn’t working with your group, what are some ways that you can adjust your style?

32

33

TIPS FOR WORKING WITH YOUR LOWER

MANAGERS

Hiring As a manager you may need to hire another leader for the

organization. Here are two important areas to keep in mind when selecting a new leader:

1. Leadership recruitment and selection

o Hire people who have technical and background experience, with great personality attributes and abilities and try to predict their leadership potential,

2. Leadership training

o Training the leader you have picked is important so they can learn the organization’s procedures, policies, and legal responsibilities. Use established training programs to train these new leaders.

Approaching Problems If you have problems with a current employee, try the

organizational engineering approach. This approach focuses on changing the environment. It is easier to change a person’s work environment than it is to change his personality or style of leadership. Try this approach before firing or moving this employee to a different department.

Tip

s for W

ork

ing

with

Yo

ur L

ow

er

Ma

na

ge

r

34

Give your lower managers a chance to succeed by giving them an environment where they can excel. To do this try to:

Change the task assignment.

Change the leader’s position power.

Change the leader-member relations in the group.

Questions to Consider 1. Write three qualities you will look for when you hire lower level

managers.

2. Problems with lower level managers might arise. Pick one of the suggestions presented and make a plan on how you will carry it out. Then when the time comes, you are already prepared!

35

MOTIVATING YOUR EMPLOYEES

Maslow’s Hierarchy of Needs As a manager, you will need to know how to best satisfy and motivate your employees. Learning about Maslow’s hierarchy of needs will help you. Jason Maslow described the individual as a whole, whose motivations for doing things are varied and hard to isolate.

One of the ways you can motivate your employees is to identify what their needs are. Maslow compared a person’s needs to a ladder. The most basic needs have to be met in order to have higher needs satisfied.

These needs are: 1. Physiological: food, water, and shelter 2. Safety: freedom from fear, security, stability 3. Belonging-Love: family, friends, spouse, lover 4. Self-Esteem: Recognition, respect 5. Self-Actualization: fulfillment

Self-actualization

Self-actualization is at the top of the ladder. When an employee has these needs met they will contribute the most to an organization. They are able to reach their full potential.

However, in order to reach self-actualization, a person must first have their physiological needs met: food, shelter, water. Until these needs are met, a person does not worry about their needs for safety because their physiological needs are so pressing.

Mo

tiva

ting

Yo

ur E

mp

loy

ee

s

36

Once an employee’s need for safety is met, they have a need to be loved and to have a sense of belonging. Once this need is met, then they have a need for self-esteem, and ultimately they reach self-actualization. There are some exceptions to this rule, but for the most part it is successive.

What do the invention of a light bulb, advocacy for civil rights, and the abolition of slavery all have in common? They were all achievements realized by self-actualized people. By knowing at what level your employees are on in Maslow’s hierarchy of needs, you will have a better idea of how to motivate them.

37

Motivation-Hygiene Theory Now that you’ve learned about Maslow’s hierarchy of needs,

learning about the motivation-hygiene theory will teach you how to

help your employees become self-actualized. The motivation-hygiene

theory states that factors involved in producing job satisfaction (and

motivation) are separate and distinct from the factors that lead to job

dissatisfaction (hygiene factors).

The following chart is a visual showing the things which

dissatisfy and satisfy employees:

The motivation-hygiene theory suggests that work be should be enriching to help personnel succeed. Job enrichment provides the opportunity for the employee’s psychological growth.

Satisfy (motivation) Dissatisfy (hygiene) -Achievement -Company policy -Recognition for achievement -Administration and supervision -Work -Interpersonal relationships -Responsibility -Working conditions -Growth -Salary -Advancement -Status -Security

38

Job Loading

One of the ways in which managers attempt to enrich certain jobs is with job loading. There are two types of job loading: horizontal job loading and vertical job loading.

In “horizontal job loading,” management often reduces the personal

contribution of employees rather than giving them opportunities for growth. This simply enlarges the meaninglessness of the job.

In “vertical job loading” you provide opportunities for employees to

see personal motivation factors and find job enrichment.

Motivator Factors

Remove some controls while retaining accountability Increase accountability of individuals Give a person a complete assignment Grant additional authority to employees in their activity Make periodic reports directly available to the workers

themselves rather than only to supervisors Introduce new and more difficult tasks not previously handled Assign individuals specific or specialized tasks, enabling them to

become experts

39

Steps to Job Enrichment

1. Select jobs in which changes won’t be too costly and attitudes are poor

2. Approach these jobs with the conviction that they can be changed

3. Brainstorm a list of changes that may enrich the jobs

4. Screen the list to eliminate suggestions that involve hygiene, rather than actual motivation

5. Screen the list for generalities such as responsibility, growth,

achievement, and challenge.

6. Screen the list to eliminate any horizontal loading suggestions

7. Avoid direct participation by the employees whose jobs are to be enriched

8. In initial attempts at job enrichment, set up a controlled

experiment

9. Be prepared for a drop in performance in the experimental group during the first few weeks

10. Expect your first-line supervisors to experience some

anxiety and hostility over the changes

It is important to remember that although job enrichment has long-term effects, it is possible that jobs may need to be enriched again over the years.

40

Questions to Consider 1. What are the five needs included in Maslow’s Hierarchy of Needs?

Why are all of these needs important?

2. How can you and your employees become self-actualized individuals?

3. Having satisfied employees is a mark of a great organization. What are the things that satisfy employees? Make a goal to satisfy your employees and work on the steps to job enrichment. Your whole organization will thank you!