17. The Competencies of a Master Manager (management series)

I don't know if I will finish blogging through each of the chapters of the book, but I have finished this book and wanted to post what would be the final post in the series. This is a summary of the competencies of a master manager as set out in the book.

Thinking Critically
In the Introduction, the general need for a manager to be able to think critically is set out. "The task of the critical thinker is to make the best decision with the available information in a particular circumstance" (20).  

I. Collaborate (human relations model of management)
The book uses what it calls a "Competing Values Framework" for management. These values are all part of the repertoire of a master manager, even though they are often in tension with each other. The four values are collaboration, control, competition, and creation.

1. Understanding Self and Others
To collaborate, you first need to have an understanding of yourself and others. This involves emotional intelligence and social intelligence. The Johari window is in this section. Myers-Briggs is mentioned in this section.

2. Communicating Honestly and Effectively
Once you have a basic sense of yourselves and others, you will need to be able to communicate to others in order to collaborate. Basic communication theory is in this section. 

3. Mentoring and Developing Others
In relation to personal interaction, part of being a manager involves the mentoring and developing of subordinates. Annual performance reviews are treated in this section, as well as coaching. Delegation is one way to train a person. 

4. Managing Groups and Leading Teams
A manager will lead a team at some point. The kinds of styles that members of a team sometimes play is mentioned here. The section also talks about how to run a meeting. The stages of forming, storming, norming, performing is also treated.

5. Managing and Encouraging Constructive Conflict
Working with others will inevitably result in conflict, whether personal or task-related. Such conflict can be productive, but there are better and worse ways to facilitate through it. Four approaches to conflict management are given.

II. Control (internal processing model of management)
One of the older theories of management has to do with the internal organization of that which is being managed. 

1. Organizing Information Flows
We are inundated with more data than ever. The TRAF method gives a system for processing the influx. The OABC method of composing concise messages is given. 

2. Working and Managing Across Functions
The complexity of the modern world requires working across silos in an organization. On the one hand, as organizations grow, workflows need to be differentiated (which leads to siloing). But these areas cannot be completely be separated, so there needs to be integrated across functions.

3. Planning and Coordinating Projects
Several project management approaches are presented in this section--work breakdown structure, PERT charts, GANTT charts, the human resource matrix. Also presented are cost and schedule variances, including concepts like "Budgeted Cost of Work Scheduled," "Budgeted Cost of Work Performed," and "Actual Cost of Work Performed."

4. Measuring and Monitoring Performance and Quality
Assessment and measuring outcomes is an important part of any organization. 

5. Encouraging and Enabling Compliance
There will almost always be those who do not follow the rules. This section goes through a number of reasons people given for non-compliance. Motivations for compliance are also given--carrots, sticks, etc.

III. Compete (rational goal model)
Perhaps the oldest model for management is the one that has to do with goal setting, productivity, and profitability.

1. Developing and Communicating a Vision
Mission statements, vision statements, values statements are a standard part of organizations. 

2. Setting Goals and Objectives
The concept of SMART goals is presented. 

3. Motivating Self and Others
Some motivation theory is presented, including content theories (relating to desired things) and process theories (which focus on how motivation is done). Expectancy theory looks at why people are motivated. In particular, they need to be confident they are able, the outcome is possible, and that it is valuable.

4. Designing and Organizing
Material on org charts and hierarchical/non-hierarchical structures is given. Ways of organizing units are given along with Galbraith's "star" model for designing an organization. Different organizational cultures are given that correlate more or less to the emphases of the four different models.

5. Managing Execution and Driving for Results
Time Management is a topic of this section, going back to some fundamental insights of Peter Drucker. Three keys to execution are given--watching the people process, the strategy process, and the operations process.

IV. Create (the open systems model)
The final approach to management focuses on innovation, change, and adaptability. It has become increasingly important in the twenty-first century.

1. Using Power and Influence Ethically and Effectively
This section talks about the proper use of power, including five different sources of power. Some strategies of influence are given.

2. Championing and Selling New Ideas
Seven Cs for business communication are well known. Messages should be complete, concise, considerate, clear, concrete, courteous, and correct. But messages are of different sorts. They can be relational, informational, promotional, and transformational. The SSSAP approach to effective presentations is given.

3. Fueling and Fostering Innovation
The difference between critical and creative thinking is presented. It is insisted that creative thinking can develop even in someone who is not "naturally" creative. Brainstorming as a technique is presented.

4. Negotiating Agreement and Commitment
We all have a "social credit rating," social capital that gives us a listen. For dialog, there must be mutual purpose, meaning, and respect. Some principles for successful negotiating are given.

5. Implementing and Sustaining Change
A force-field analysis is a predictor of whether change will happen. Is the organization in a dysfunctional state? Change will not be difficult to lead. Is it super-stable, in an "extraordinary state"? Then it will be hard to change. A "normal-ordinary state" is balanced and, again, will not necessarily sense a need for change. Four strategies for change are given--telling, forcing, participating, and transforming.

Conclusion
Again, the master manager will seek for integration of these competing values. Without integration, the zones of strength move into a negative zone where they are actually a weakness. A "systems thinker" sees the whole and can handle paradoxical thinking.