module 2:
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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. - PowerPoint PPT PresentationTRANSCRIPT
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Module 2:
Establishing and Maintaining Stability and Continuity
1Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity
Collaborate
Create
Compete
Control
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Agenda for Module 2
• Assumptions and Goals• Paradoxes• Competencies
Internal Process Model
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Internal Process Model Assumptions and Goals1. Criteria of
effectiveness2. Means-ends
theory3. Action imperative
4. Emphasis
5. Culture
1. Stability and continuity
2. Routinization leads to stability
3. Control
4. Defining responsibility, measurement, documentation
5. HierarchyQuinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition
Module 2: Establishing and Maintaining Stability and Continuity 3
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Paradoxes of Control
• Employees may resist or rebel
• Attention to detail may overwhelm true goals
• Daily activities may undermine new initiatives
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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
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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
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7Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity
Primary Tensions
EXTERNAL FOCUS
FLEXIBILITY
STABILITY
INTERNAL FOCUS
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Organizing Information Flows
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Using TRAF to Manage Information Flows
T R
FA
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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?
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Communicating Clearly, Concisely, & Completely
• 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
OABC
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Working and Managing Across Functions
Accounting
HR
Manufacturing
Marketing
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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?
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Key Guidelines for Managing Cross-Functionally
1. Set clear goals and get buy in from members2. Create a critical mass of leadership3. Make sure members are accountable for performance4. Select as small a team as possible, but no smaller5. Update the team regularly with relevant information6. Train members in teamwork & process management7. Clarify expectations8. Encourage thinking outside of functional roles
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Picking People Who Lift Others
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Other-Focused Externally
OpenPurpose Centered
Internally Directed
EnergizingRelationships
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Planning and Coordinating Projects
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Project Management 101
Project Characteristics– a series of activities and tasks with an objective, a
defined time frame, funding limits, and consumption of resources
Processes1. Project initiation2. Project planning3. Project execution4. Project monitoring and control5. Project closure
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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
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PERT Diagram
2
1
3 6
45
710
0
3
5
4
4
1
Critical path = the LONGEST time through the network
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Measuring and MonitoringPerformance and Quality
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Characteristics of Measures
Objective
Complete
Responsive
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Hierarchy of Measures
1. Exact Outcome Measures2. Proxy Measures of Outcomes3. Process Measures– Outputs– Activities– Inputs
4. Initiative Progress Measures
Good
Better
Best
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Beyond Shareholder Returns
• Environment• Human rights• Social justice• Community
involvement• Animal protection
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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)
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Encouraging and Enabling Compliance
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Individual Noncompliance:Explanations and Underlying Issues
• 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.
Poor Communication, Ambiguity
Mixed signals, Ambiguity, Social Pressure
Negative management attitudes, Unfair rules, Trust violations
Reward structures, Social Pressure
Conflicting Values
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Strategies for Encouraging Compliance
• Punitive
• Preventative
• Remunerative
• Generative
• Cognitive
• Normative
CarrotsSticks
Hurdles
Enlightenment
Conversion
Fast Tracks
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Costs and Paradoxes
• Direct and indirect financial costs• Reduced compliance and effectiveness• Missed opportunities• Destructive deviance
Fact or Folklore?
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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)
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Key Organizational Guidelines for Compliance and Ethics Programs
1. Oversight by high level personnel2. Due care in delegating substantial discretionary
authority3. Effective communication to all levels of employees4. Systems for monitoring, auditing, and reporting
suspected wrongdoing without fear of reprisal5. Consistent enforcement and compliance standards,
including disciplinary mechanisms6. Reasonable steps to respond to and prevent further
similar offenses upon detection of a violation