Saturday, January 15, 2005

Dilip 1 15

Reaction to the Posner and Kouzes credibility reading:

- Credibility is a relational concept, people have to attribute integrity, competence, and leadership to a person, who must “communicate” their credibility.

- Credibility is displayed during periods of challenge, change, and crisis.

- Can credibility be taught? (Are leaders made, rather than born?) Cultural elements influence development of credibility; varieties of environments, gender differences make a difference, but people can be trained to “read social situations” as well as those who have a natural aptitude for it, have social efficacy as a “natural trait”. (So much of MSC is common sense, but people often fail to use it).

Mintzberg’s Folklore and Fact:

Post-anthroponorial work:

1) Pressure to do many kinds of tasks;
2) Rapidly changing work environment

An empirical study of managers combined with secondary research, 4 myths:

1) Management is systematic planning – their work is actually characterized by brevity and action-orientation, they don’t favor reflection.
2) Managers have no regular duties – they actually do, and they rarely see a plan materialize
3) Senior Managers need aggregated information – decisions are based on anecdotal information
4) Management is a science and a profession, and becoming increasingly scientific – it is an art.

The article emphasizes that management is a communicative skill.

3 Categories of Manager’s Roles:

Interpersonal Roles: Figurehead, leader, liaison.- The laison role is the crucial outward-looking role

Informational Roles: Monitor, Disseminator, Spokesperson - Monitor is connected to liaison role, constant scoping of the horizon/environment

Decisional Roles: Entrepreneur, Disturbance handler, resource allocator, negotiator - Entrepreneur role is a reflection of independent thinking and ownership.

Rosabeth Moss Kanter’s New Managerial Work

Hank – changes make reports feel a loss of power, confusion about status of line managers.

George – change in customer relationship strategy at bank, cross-departmental teams where there was once heirarchy

Sally – analyst, benefits from changes in relationships with external suppliers

1) Greater variety of channels for action and influence;
2) From vertical to horizontal, peer networks;
3) Distinction between manager and managed diminishing, esp. access to external relationships, information, and control over assignments;
4) External relationships are more important as sources of power, influence;
5) Career development has become less intelligible but less circumscribed.

Entrepreneurial opportunity is used to motivate and attract talent. Problem-solving, initiative-taking employees are sought.

Tools to encourage high performance and commitment:

1) Mission – people believe in the importance of their work
2) Agenda Control – control over own work
3) Share of Value Creation – share in returns
4) Learning
5) Reputation

In the absence of monetary motivators, learning and reputation are the best motivators, because they help one develop a career or the regard with which they are held in a company. The new security is “employability security” – value in the internal and external labor markets.

Is the “new work” sustainable?


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