Todays focus: Self Awareness

Interpersonal Skills

Intrapersonal Skills

Business Skills Leadership Skills

How Self Awareness is taught

Reading
1. Harvard Business Review article by Mintzberg, H. (March-April 1990). The managers job: Folklore and fact. Vol. 68, Iss. 2, p.163-176 2. Handout from 1st day of class Learning from roleplays by Marcic et al p 309

Self Assessment
Leadership Style Questionnaire: Handout from last week

Simulation
1. Email Inbox Exercise

Recall self-awareness lecture Qs

Based on the requirements of a managers job what aspects of yourself are your strengths and weaknesses?

To answer self awareness Qs..

What is the managerial job? Observe how you perform as a manager Compare how you performed relative to a standard (others, or a correct answer) Identify strengths & weaknesses

What is the managerial job?

Mintzbergs framework to conceptualize it Experience a managers job

What is the managerial job?

Consists of brief, different, spontaneous, disconnected activities

Description of research examining what managers do

Type & # of Time of Things observed Participants observation CEO study 5 CEOs 1 week Foreman Study 56 Foremen 1 8-hour shift 890 pieces of mail 368 verbal contacts

Activities Diary of activities

British study160 Middle & Not given Top managers

Evidence that managers engage in brief, different, spontaneous & disconnected activities Time span of activities Nature of activities CEO study 50% activities < 9 min 10% activities > 60 min 93% of verbal contacts were ad-hoc

Foreman Study 1 activity every 48 seconds British study 30+ mins of uninterrupted activity once every 2 days

 Now that we know that managers engage in brief, different, spontaneous, disconnected activities How to organize/conceptualize the managers job?
Mintzbergs framework of managerial roles Houses theory of leader behaviors

Mintzberg Managers engage in 3 General Roles Formal Authority & Status of Manager

Interpersonal Roles

Informational Roles

Decisional Roles

10 Specific Roles within 3 General Roles Interpersonal Roles Leader Figurehead Liason Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates

Informational Roles Monitor Disseminator Spokesperson

What is the nature of the Interpersonal Role Interpersonal Roles Leader Figurehead Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates

Informational Roles Monitor Disseminator Spokesperson

Leader Role Responsible for work of people in unit

E.g., fills in when people are absent or when no specialized staff available for duty (Choran, cited in Mintzberg)

Formal: hiring, training, performance review Informal: Coaching, motivating, influencing

Main focus of Houses theory

Will cover in Leadership 2 session

Liaison Roles
Time spent with those outside the vertical chain (e.g., Peers, customers, suppliers etc) Peers Subordinates Superiors Outside 47% 41% 12% 46% 48% 30% 10% 10% 44 15-20%

British Study

Foreman 44% study CEO study7% Keys & Case 20%

Figurehead Role Ceremonial duties

CEO study found 12% of contact time was in doing ceremonial duties & 17% of mail was due to formal position of the individual

As leaders, liaisons & figureheads, managers Are responsible for work conducted within units Develop relationships within and outside unit to conduct work Perform some image based activities (i.e., not directly work related)

What we covered so far.whats next Interpersonal Roles Leader Figurehead Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates

Informational Roles Monitor Disseminator Spokesperson

Managers send & receive information through interpersonal relationships

Informational Role Monitor Disseminator Spokesperson Whats done with the information? Requests new information & receives unsolicited information Passes information (from within and outside unit) to subordinates Sends information to those outside unit (outside & inside organization) who have influence over unit

Evidence for Informational Role Time spent in verbal communication was

66-80% (British Study) 78% (CEO study)

70% of incoming mail of CEOs was informational 40% of CEO contact time spent transmitting information

What we covered so far.whats next Interpersonal Roles Leader Figurehead Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates

Informational Roles Monitor Disseminator Spokesperson

Activities within the Decisional Role

Decisional Roles Type of Activity

Entrepreneur Voluntarily improves/adapts unit

CEOs managed at least 50 projects at a time

Makes decisions and follows through Disturbance Handler Allocates Resources Negotiator Responds to involuntary change Acts to avoid/solve problems Decides who gets time, work etc. Designs unit structure to determine coordination Negotiates for self and for others

Decisional Roles Uses relationships and information to make decisions

Features of decisions
Affected by several factors (e.g., functioning of other units, costs/benefits, timing etc.) Made on ad-hoc basis Based on person making the proposal rather than proposal

Putting it together. Different contexts emphasize these roles differently (e.g., sales vs. production vs. staff managers) Decisional Roles Interpersonal Roles Entrepreneur Leader Handles Disturbances Figurehead Allocates Resources Liaison Negotiates Informational Roles Monitor Disseminator Spokesperson

Whats next What is the managerial job? How to conceptualize these activities?
Experience a managers job Become self-aware of your managerial behaviors

How to do the simulation

Time= 30 mins You will receive emails in your inboxes every 2 min labeled #1, #2, etc. Assume the role of Chris Pierce (info posted online) and respond as Chris would
Reply to sender (i.e. mgtc24 account) not to the entire list (mgtc24-l01@utsc.utoronto.ca) In the body of the message, address your responses to whomever is most appropriate in the case