What is a Manager?

IntroductionsNameOccupationCompanyIf you could be Prime Minister for a month

what is the first thing you would do?

Personal Quote

The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.

William Arthur Ward

HousekeepingBreaksBathroomsCell Phones

AgendaMorningCourse OverviewModule 1 - Management Processes & SkillsAfternoonModule 2 – Goals, Objectives & TasksModule 3 – Organizational Culture

Objectives of CourseDiscuss the human and organizational factors

crucial to managementApply the content to your own work

experienceDevelop skills in solving management

problems through analysis of case studies

Principles of this CourseAimed at wide range of businessesOpportunity to practice in classReflects current practices, theories and

trendsPractical discussions, examples and case

studies

Assignments & GradesAttendance 10%Leadership & Participation 20%Class Competitions 40%Presentation 30%

Total 100%

Class CompetitionsPartners will form ‘Consulting Firms’12 team competitionsVariety of exercises & competitionsTime provided during classWinner is crowned…

Management Consultant of the Year!

Contact InfoJenn MeyskensEmail: jmeyskens@olg.caPhone (daytime): 416-224-7080 x.7605

Break

Module 1

Module 1 ObjectivesDescribe the evolution of the manager roleExplain the management processIdentify the management skills needed to

work in an organization

History of Managers

Management for Results

1900s Taylorism

1920s Division Leaders

1930s Hawthorne

Effect

1940s MBWA

1950s Quality 1960s

Theory X, Y1970s

Performance Technology1990s Servant

Leadership

Managers DefinedWhat is a Manager?What is a Manager “not”?

Management ProcessA process of planning and controlling the

performance or execution of tasks or teamsManagers are expected to “manage” their

organization and people in the best way possible

Questions for Managers to Consider (Page 5)

Management Process

Management SkillsWhat skills are critical to being a successful

manager?

Management SkillsCritical ThinkingPersonalityCommunicationInterpersonalJobProblem SolvingDecision Making

Management Skills ActivitySort the cards into 3 categories

Strength – You could teach others

Competency – You’re doing okay

Area of Improvement – You could use some work

Answer the questions:

What are my top strengths?

What do I need to develop?

Open Your Consulting

Firm!Pair up with someone who is strong in one of your areas of development.

1.Create a name for your firm2.Set up an “office”

Module 2

Grab a piece of paper…

Goal Setting

Defining Mission StatementsLike looking in a mirrorAsk yourself:

“What am I all about?”“What are we all about?”

Famous Missions“To seek out new life, to boldly go where

no man has gone before” – Captain Kirk, Star Trek

“Organize the world’s information and make it universally accessible and useful” – Google

“To make people happy” - Disney

Need for Vision

“In order to lead, you need a compelling vision; without it you are incapacitated. Make sure the

vision is compelling enough to give inspiration.”

John Furlong, CEO, Vancouver 2010 Olympic and Paralympic Games

Defining VisionLike looking through a windowAsk yourself:

“Where do we want to go?”A road map Ensures you stay on track

Famous Visions“I have a dream…” – Martin Luther King

“Space – the final frontier” – Star Trek

“To be the world leader in transportation products and related services” – GM

“To enable people and businesses throughout the world to realize their full potential” - Microsoft

COMPETITION #1Mission & Vision Statement

ScoringVote on the most compelling mission and vision

Points1st – 2002nd – 1753rd – 150Runner Up- 125

InstructionsCreate a Mission & Vision

statement for your consulting firm

Post it somewhere in your office

Why Set Goals?Employees working toward a performance goal,

outperform those who do not have a goal.Goal-setting has a significant impact on

performance, but not on job satisfaction.When teams set goals together, commitment to

those goals increases.

Types of Goals

How do you Set Goals?At work?At home?

Goal Characteristics

COMPETITION #2AGoal Setting

ScoringProvide your goal and objectives to an outside consultant

PointsN/A

InstructionsDiscuss some goals you have

at workSelect one with your partner

to use for completing this activity

Write down your goal and draft some objectives to meet the goal

Option: You may use George’s goal on page 9 instead

ObjectivesGoals describe “where we are going”Objectives describe “how we’re going to get

there”

George’s objectives & tasks (pp. 11-12)

Applying to the Workforce

COMPETITION #2BObjective Writing

ScoringFeedback from your client

PointsExcellent – 200Satisfactory – 175Needs Improvement – 125Unsatisfactory - 100

InstructionsReview your clients

goal and objectivesProvide feedback to

your client addressing:The clarity of the goalThe appropriateness of

the objectivenessThe SMARTness of the

goals & objectives

Break

Module 3

COMPETITION #3Origami Race

ScoringFirst Team Wins!

PointsWinner - 200

InstructionsRead the instructions

on your tableThe first team to get

everyone to complete their origami wins!

Yell “Done!” when complete

Organizational Culture DefinedA combination of acceptable behaviours and

the practicing principles of an organization

Why is culture important?Build effective working relationshipsMonitor quality & quantity of workAssist with management of conflictObtain personal satisfactionMaintain the organizational image

Schein’s 3 Levels of CultureSchein’s 3 Levels of Culture

Measuring Underlying AssumptionsObserve behaviours of othersAssess the quality of interactions b/w othersDetermine the frequency of contact with

othersUnderstand common assumptions by asking

why or how

Measuring Underlying Assumptions

Be sensitive to unspoken beliefs and behaviours

Listen to peopleTalk to people about their feelings,

experiences, and observationsWatch or listen to how conflict is managed or

resolved

What are Values?Personal beliefsWhat you hold to be trueDrive your decisions and behaviours

Values vs. Competencies

Values

Independent ExerciseComplete the Values Exercise (Page 10)

What are the unwritten and unspoken values in your organization?

How does your organization resolve personal conflicts?

Compare your own values with your organization’s values

Identify the common values among your team members

COMPETITION #4Georgian’s Organizational Culture

ScoringVote on most accurate description of Georgian’s culture

Points1st – 200

2nd – 175

3rd – 125

4th + others – 100

Instructions30 Minutes to observe the

artifacts & experiences of Georgian’s culture

Prepare a presentation describing the culture and unwritten rules of the organization

3 Minutes to present your findings

Bonus Module

Video – Shift HappensHow would this impact Canadian

workplaces?

What “take away” did you personally gain from this video?

http://www.glumbert.com/media/shift

Declining WorkforceMedian age in Canada is 39 (compared

to 31 in China and 24.4 in India)Declining birth rateWe need 250,000 immigrants right now

to maintain our population & economyImmigration accounts for 66% of

Canada’s population growth

McDonagh (2004). Major trends in the workplace. Retrieved September 29, 2007 from http://weacanada.ca/files/articles/54.pdf

Economist Intelligence Unit Viewswire (2007). Census Sensibility. Economist.com. Retrieved September 29, 2007 from http://www.economist.com/displayStory.cfm?story_id=9245259

Douglas (2007). The Challenges of a Changing Canadian Workforce. Monster.ca. Retrieved September 29, 2007 from http://diversity.monster.ca/7249_en-CA_p1.asp

Introduce Your Generation Introduce Your Generation Traditionalist (1922 – 1945)Baby Boomers (1946 – 1964)Gen X (1965 – 1980)Gen Y (1981 – 2000)

World Events & Social ChangesView of Life & WorkPreferred Management StyleSong or Saying

Generational Differences

Day 2Dynamics & Teamwork Time ManagementPlanningFinal Presentation Overview