DISCUSSION SET # 2

Presented By:

Akshay LimayeKunal MhaskeRitu GuptaAshish MhatreShin Sesthalao

Becoming a Manager How New Managers Master the Challenges of Leadership - By Linda A. Hill

Akshay LimayeKunal MhaskeRitu Gupta

AREAS IN THE MANAGERIAL ROLE

Daily life

Subordinates’ expectations

Superior’s expectations

DISCOVERING THE DAILY REALITIES

“My first day…I unloaded my stuff…got it

organized…and really didn’t do anything. I was kind

of bored for the first few hours…(Even) The first 2

days were like that….I did that for the first few

days, talking to customer strategies & reading all

memos so that I could keep busy…Then I made my

first big decision (alter a marketing strategy)…

There was a lot of pressure on me: What’s going on

here, what’s going on there? It really takes a lot out

of you.” (Hill, 49)

DISCOVERING THE DAILY REALITIES (CONT.)

• Within a month or so, new managers recognizes the differences between the producer & manager roles.

• Asks themselves what they had gotten themselves into.

DISCOVERING THE DAILY REALITIES (CONT.)

Work & pace of managerial work Manager’s have to do 40-50% more work than

being an individual contributor.

Even the most exceptional managers could not be such experts.

Two themes in manager’s challenges: need for stamina & energy. Time management.

“….It’s not single person’s job…”

DISCOVERING THE DAILY REALITIES (CONT.)

Management as dependence: “You will no longer be evaluated on your own

production but instead on that of the people who report to you…”

As much a position of dependence as of authority.

Manager’s role to motivate and push the people to a common goal.

Feelings of dependence & loss of control were a persistent theme throughout the first year.

DISCOVERING THE DAILY REALITIES (CONT.)

Why surprised?

From the outside looking in, they had seen the power & control that came with formal authority & not its limitations & dependence.

UNDERSTANDING SUBORDINATE’S EXPECTATIONS

Discovering subordinates’ needs:

Subordinates wanted the manager to “leave them alone, yet be fully involved.”

Managers began to understand what “involvement” means – they are expected to be problem solvers.

Primary responsibilities: solving problems, making decisions & providing resources.

RECONCILING SUBORDINATES EXPECTATION

Forging an Identity

Conflict - discrepancy between subordinates’ expectations and customer’s expectations.

Technical expert- no longer ?

RECONCILING SUBORDINATES EXPECTATION

The major sources of feelings of overload ambiguity.

To overcome: unlearn or give up identity as producers.

Eventually, they understand what it means to get work done through others.

AREAS Daily life

Subordinates Expectations

Superiors Expectations

RECONCILING SUPERIORSEXPECTATION

Superior is the higher management, or the company.

Managers is representative of the company in customers’ views.

Managers’ capability is based on the subordinates’ actions & productivity.

RECONCILING SUPERIOR’S EXPECTATION

Reclaiming formal authority:• Negotiator of conflicts.

• Risk is higher !

• Authority and Representativeof company interests.

RECONCILING SUPERIORS EXPECTATIONS

Manager as Primarily Responsible for People:

• People Manager = Supporting Subordinates

• Beneficial long term.

• Most comfortable with formal people management than informal ones.

SUMMARY Confront difference bet. old & new roles. As manager makes decision in regards

with superiors expectation and

subordinate – Approaches toward

managerial identity. With these, they can form their

own interest in a managerial role. As a result accept identity as

manager and gain formal authority

over subordinates.

MOVING TOWARD A MANAGERIAL IDENTITY

From the sixth to the ninth month: The new managers starts focusing on their

bosses’ interest.

Their flirting nature with the new identity has been now changed to adopting it.

They began to accept their agenda-setting and network building responsibilities.

They discuss their performance with their bosses.

LIVING WITH ULTIMATE ACCOUNTABILITY

WHAT IT MEANS TO BE THE AGENDA SETTER

Agenda Setting: Help us to what to think and how to think. The ability to tell us what issues are important. How to implement the new company strategies.

It can be: The cost-cutting. A new family of the products which can be seen

as a key to future profits.

WHAT IT MEANS TO BE THE NETWORK BUILDER

Network Building: The value of building and maintaining good

relationships with others. About hiring, training, and motivating people. To keep everyone informed about what is going on. What things we need to do, and what resources we

are lacking.

It can be: Marketing products in a way that would sustain

growth. To get into new areas, like applications or software.

THINKING LIKE AN AGENDA SETTER They need to cope up with all the

challenges.

THINKING LIKE AN AGENDA SETTER

They need to know what they and their competition are doing.

THINKING LIKE AN AGENDA SETTER They need to cope with overload, ambiguity,

and conflict that are inherent with managerial role.

THINKING LIKE AN AGENDA SETTER

They need to maintain a balance between their people’s needs with the company’s needs.

THINKING LIKE AN AGENDA SETTER The managers need to better

understand their business environment and their customers.

THINKING LIKE A NETWORK BUILDER Sometimes it had become second nature of

the new managers, that they were “people managers”.

THINKING LIKE A NETWORK BUILDER They must schedule time with their bosses

and peers.

THINKING LIKE A NETWORK BUILDER

Unless they are well connected at the top and can influence them, their point of view goes unheard.

THINKING LIKE A NETWORK BUILDER

They should actively be involved in their community to build up the company’s reputation.

THINKING LIKE A NETWORK BUILDER A manager should get things done through

people, which is a very, very hard transition to make.

LESSONS FOR THE FUTURE As the managers began

to act like managers, they began to become managers.

Cultures & Organizations Software of the Mind - By Geert Hofstede & Gert Hofstede

Ashish MhatreShin Sesthalao

Dimensions of National CulturesDimensions of National Cultures

“Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."    

Prof. Geert Hofstede

Origin of DNC(1887-1954)Origin of DNC(1887-1954)

Ruth Benedict and Margaret Mead – “All societies modern or traditional face the same problems- only the answer differ.”

Sociologist Alex Inkeles and the psychologist Daniel Levinson suggested common basic problems as…….

Relation to Authority Conception of self Ways of dealing with conflict

Geert studied a survey data about values of people worked for IBM

Culture has a major influence on individual behavior

Western and middle east culture difference

Insight into Hofstede’s research will give the 'edge of understanding' which translates to more successful results.

Geert Hofstede's Research (1974)Geert Hofstede's Research (1974)

Geert administered the IBM questionnaire to Non – IBM managers

The reply was same in this case too.

So the country difference found in IBM existed elsewhere as well

Until 2002 there were six replication studies covering at least fourteen counties.

Four of the six confirm only three dimensions out of four.

Comparison between the Comparison between the replication and original replication and original IBM scores IBM scores

It used correlation method

Two measure are correlated if they vary together

Coefficient of correlation expresses strength of the relationship.

Adding a Fifth DimensionAdding a Fifth Dimension

To avoid western bias problem in IBM & RVS Michale Bond designed a questionnaire with Chinese culture bias, called Chinese Value Survey(CVS).

CVS was administered to one hundred students(F:M) in twenty three countries.

It yielded four dimensions…three replicated with IBM.

Four dimension(uncertainty avoidance) not correlated with fourth IBM dimension.

Fourth dimension labeled as Long Term Orientation(LTO) – a fifth universal dimension

Hofstede's Five Cultural Hofstede's Five Cultural DimensionsDimensions

Power Distance Index (PDI) Individualism (IDV) Masculinity (MAS) Uncertainty Avoidance Index (UAI) Long-Term Orientation (LTO)

Implications of the dimension scores Implications of the dimension scores for countriesfor countries

Quantitative relation between dimensions Score & culture difference(validation)

Examples: Power distance correlated with violence in

domestic politics. Individualism correlated with national wealth Long term Orientation correlated with

national saving rate

Cultural Difference Cultural Difference according to……according to…… Region……………………

Ethnicity………………….

Religion………………….

Gender…………………..

Generation………………

Class…………………….

SummarySummary

Every individual has clear identity.

Societies conserve their identity through generations.

The culture is so deep rooted that superficial change can not change it.

Culture is unwritten social rules that is passed on to newcomers by its members

Dimensions of National Cultures

• More Equal Than Others:• The nobles of Sweden in 1809 deposed King Gustav IV

for incompetence.

• Swedish invited Jean-Baptiste Bernadotte a French general to become king of Sweden.

• He tried to learn Swedish.• His broken Swedish amused the Swedes, and they

roared with laughter.• He was so upset and never tried to speak Swedish

again.• Bernadotte was a victim of culture shock.

Inequality in Society• Sweden differs from France in the way

society handles “inequality”.

• Inequality in society.

• Every society has to deal with the fact that people are unequal.

• Different countries have different levels of “Inequality in Society”.

Measuring the Degree of Inequality in Society

• The Power Distance Index (PDI):

• The research among IBM employees in similar positions on the same survey questions but different countries

• Score range from about 0 for a small-power-distance country to about 100 for large-power-distance country.

• How do nations deal with inequality in society?

Survey Method• PDI scores calculated using clusters

analysis

• The questions Hofstede used to develop the PD index were:

– How frequently employees are afraid to express disagreement with managers?

– Subordinates' perception of their boss's actual decision-making style.

– Subordinates' preference for their boss's decision-making style.

Survey Data Results

• High PDI scores:• Most Asian countries• Eastern European countries• Arab-speaking countries• African countries

• Low PDI scores:• United States• Great Britain• Germany and German-speaking countries• Nordic countries

Power Distance

• Low PDI High PDI

Equality Respect/AuthorityIndependence DependenceNegotiate DecreeDiscussion Lecture(Impersonal) Truth (Personal) Wisdom

Power Distance Defined

• Power distance can therefore be defined

as the extent to which the less powerful

members of institutions and organizations

within a country expect and accept that

power is distributed unequally.

References• Hill, Linda A. Becoming a Manager: Mastery of a New

Identity. New York: Penguin Books, 1993. ISBN 0-14-017920-8. (Copyright held by President and Fellows of Harvard College; originally published by Harvard Business School Press, 1992)

• Hofstede, Geert. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 1997. ISBN 0-07-029307-4. (Author is with the Institute for Research on Intercultural Cooperation, University of Limburg at Maastricht, The Netherlands)

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