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A Very Brief History of Management…
-1911: “The Principles of Scientific
Management
-Before Taylor: Skilled workers;work
autonomy
-After Taylor: simplify and optimize job
so minimally skilled workers could
perform it.
-Elton Mayo and Hawthorne (1924-32)
-Human Relations Movement
Emphasis on people, their thoughts and
feelings;
-People as more than machines;
-Tolerance versus authoritarianism;
-Importance of rest and socialization.
Page 1
The Legacy of the HR movement
• HP’s Greatest innovation: Managerial
not technical:
- Decentralization over hierarchy
- Focus on employees “brain power”
- Bonuses and employee profit sharing
- Gave share to all employees when co.
went public (1957)
- Open (cubicle) layouts; even supply
closets were kept open
- Fire the unethical
- Killed businesses if unprofitable
- 20% growth for nearly 50 years
Managing? That’s Easy, Right?
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Clarifies goals and objectives
Encourages participation
Plans and organizes for orderly work flow
Is a technical expert at the job on hand
Trains, coaches, supports
Provides honest and quick feedback
Relies on schedules and deadlines
Controls details (but is not overbearing)
Empowers and delegates
Recognizes and rewards good performance
Google’s Management
Principles
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1. Be a good coach
Provide specific, constructive feedback, balancing the negative and the postive.
Have regular one-on-ones, presenting solutions to problems tailored to your employees’ specific strengths.
2. Empower your team and don’t micromanage
Balance giving freedom to your employees, while still being available for advice. Make “stretch” assignments to help the
team tackle big problems.
3. Express interest in team members’ success and personal well-being
Get to know your employees as people, with lives outside of work.
Make new members of your team feel welcome and help ease their transition
4. Don’t be a sissy: Be productive and results-oriented
Focus on what employees want the team to achieve and how they can help achieve it.
Help the team prioritize work and use seniority to remove roadblocks.
5. Be a good communicator and listen to your team
Communication is two-way: you both listen and share information.
Hold all-hands meetings and be straightforward about the messages and goals of the team. Help the team connect the dots.
Encourage open dialogue and listen to the issues and concerns of your employees.
6. Help your employees with career development
7. Have a clear vision and strategy for the team
Even in the midst of turmoil, keep the team focused on goals and strategy.
Involve the team in setting and evolving the team’s vision and making progress toward it.
8. Have key technical skills so you can help advise the team
Roll up your sleeves and conduct work side by side with the team, when needed.
Understand the specific challenges of the work.
Misreading Motives…
We tend to assume that we are better at discerning motives than
we really are:
• Social projection and the false consensus effect
– A tendency to bias estimates of how widely their views and habits are shared by others.
• Inadequate feedback from others
– Homophily effect: life as echo-chamber
– To not disagree is the essence of good etiquette
– Why be the bearer of bad tidings: message and messenger are often confused.
Case 1
• A tale of two teams
Page 6
Herzberg’s Motivator-Hygiene Model
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Hygiene Factors
job characteristics associated with job
dissatisfaction
– Salary
– Supervisory relations
– Working conditions
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Motivators
job characteristics associated with job
satisfaction
– Achievement
– Recognition
– Responsibility
Managerial Implication:
Recognize that the factors
related to dissatisfaction
are not simply the
opposite of those related
to satisfaction.
Page 7
Expectancy:
“What are my
chances of
reaching my goal
if I work hard?”
Outcome 1
Performance
Goal
High Effort
Outcome 2
Outcome 3
Decision
To Exert
Effort
Low Effort
Instrumentality:
“What are my
chances of getting
various outcomes if I
achieve my goal?
Expectancy: “What
are my chances of
reaching my goal if I
slack off?”
Valence: “How
much do I value
these outcomes
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Outcome 1
Performance
Goal
Outcome 2
Outcome 3
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Managerial Scenario
Have been asked to make cuts. Best solution: get rid of deadwood. Give
generous retirement packages.
- Just do it? Or explain in detail why and how of decision?
- Focus on objectively better retirement packages versus bring up
decision for discussion?
- Run potential of scaring employees with bad news about future
prospects, or shield them and let them work?
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CSIKSZENTMIHALYI: (Chicks-Send-Me-High)
• A major constraint on people enjoying
what they are doing is always being
conscious of a fear of how they
appear to others and what these
others might think.
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FLOW: How it feels
• How does it feel to be in "the flow"?
Flashes of intense feeling against the dull background of life
• Completely involved, focused, concentrating - with this either due to innate
curiosity or as the result of training
• Sense of ecstasy - of being outside everyday reality
• Great inner clarity - knowing what needs to be done and how well it is going
• Knowing the activity is doable - that the skills are adequate, and neither anxious
or bored
• Sense of serenity - no worries about self, feeling of growing beyond the
boundaries of ego - afterwards feeling of transcending ego in ways not thought
possible
• Timelesness - thoroughly focused on present, don't notice time passing
• Intrinsic motivation - whatever produces "flow" becomes its own reward
Page 11
Finding Flow
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Finding Flow at Work
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Clear set of goals
Clear rules
Immediate feedback
Overcoming a challenge that is just about manageable; acts as magnet
for learning new skills
Managerial Implications:
- Make work like play.
- Deal with all the demands that crowd into the mind:
Make lists, flowcharts: which tasks to delegate, which to tackle
and in which order: “prioritize, organize, and streamline the
routines that now fritter away our attention”
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Goal-Setting Theory
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Locke’s Model of Goal Setting
Directing
one’s attention
Regulating
one’s effort
Goals
motivate the
individual
by...
Task
performance
Increasing
one’s persistence
Encouraging
development of goalattainment strategies
or action plans
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Managerial Implications: SMART Goals
Specific
Measurable
Attainable
Results oriented
Time bound
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Sears Auto
In early 90s: Specific,
challenging measurable goal:
$147/hr
“Goal setting process for service
advisers created an
environment where mistakes
did occur”
Sears’ Chairman Edward
Brennan
Page 17
The Ford Pinto: 1971-1980
• Lee Iacocca: build me a car
“under 2000 pounds and
under $2000.”
• Real cost? 53 deaths, many
injuries, $6 million lawsuit,
and costly hit to reputation,
1.5 million pintos recalled in
1978.
Page 18
Perverse Goals and The Deepwater Horizon Disaster
The focus on controlling costs
was so acute at BP, to the point
that it became a distraction.
They just go after it with a
ferocity that is mind-numbing
and terrifying. No one's ever
asked to cut corners or take a
risk, but it often ends up like
that.“
Oberon Houston, BP rig manager,
testifying to the presidential
commission
Page 19
Unanticipated (but lethal) Side Effects of Goal Setting
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Narrow focus that neglects non-goal areas
Rise in unethical behaviors
Distorted risk preferences
Corrosion of culture
Reduced intrinsic motivation
Page 20
Take-Away
• Motivation is a hypothetical construct; it is complex and has many
potential causes.
• Managerial levers for managing motivation:
– Intrinsic differences among people
– The power of goal setting
– Being explicit about the linkages between expectancy,
instrumentality, and valence
– The power of flow
– Motivation may drive performance; but performance can also
influence motivation
Caveat: Leaders play a special role in managing motivation; but they are
not the only actors who influence motivation.
Page 21
What’s my management style?
On a scale of 1 (strongly disagree) to 5 (strongly agree)
1. I tend to be very participatory in my approach to managing.
2. I go out of my way to praise deserving employees.
3. As a manager, I give general directions and asks employees to do their best
rather than providing detailed and complete instructions on what to do.
4. As a manager, I possess excellent communication skills.
5. I don’t just tell my employees what to do, I tell them why they should do it.
6. I am very approachable at work.
7. I try to learn from my employees
8. I give my employees every opportunity to learn and grow in their roles.
* How do your employees see your management style?
* How does your boss see your management style?
* Is it consistent with how you view yourself?
Tips for success:
- Developmental versus evaluative.
- Involve people in coming up with the items.
Free tool for gathering data: http://www.surveygizmo.com/plans-pricing/
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What to do?
• Manufacture liking:
–Promote familiarity
–Redefine similarity
–Foster bonding: the Sherif experiments/outward
bound
• Leverage the likable:
–Affective hubs: identify; protect
• Work on the jerks:
• Reassess contribution
• Socialize and coach
• Reposition (independent role)
Marshall Goldsmith
• There are no selves, only
behaviors
• Not behaviors, perceptions
• Self is an illusion
• “Easier to get un-f*ed up
than to understand why
you’re f*ed up, so just get
un-f*ed up”
• Recipe: Apologize, reject
excuses, declare
dependence
The Machine Model
Taylorism (1910s-1930s)
• 1911: The Principles
of Scientific
Management
• Before Taylor: Skilled
workers;work
autonomy
• After Taylor: simplify
and optimize job so
minimally skilled
workers could
perform it.
See:http://polaris.umuc.edu/~tgrodsky/admn601/managethought.htm
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The Human Relations Movement
• Elton Mayo and
Hawthorne (1924-32)
• Human Relations
Movement:
-Emphasis on people,
their thoughts and
feelings;
-People as more than
machines;
-Tolerance versus
authoritarianism;
-Importance of rest and
socialization.