Operations Management 201 Focus on Management

Charan Singh, Senior Director

Motion Picture Industry Pension and Health Plans

Charan Singh, Senior DirectorMotion Picture Industry Pension and Health Plans

Charan Singh, APA is Senior Director, Retirement Benefits at the

Motion Picture Industry Pension and Health Plans (MPI). A

veteran of 20 years in the pension industry, prior to MPI, Charan

was formerly VP, Operations at United Retirement, and VP,

Operations at Union Bank (TruSource), Pension Consultant at

Kravitz, and Chief Operations Officer at Cache Pension Services

where he lead a total overhaul of operations over 15 months that

resulted in a successful sale of the company.

At MPI, Charan is leading a group of dedicated retirement

professionals on a quest to improve retirement outcomes for over

95,000 participants.

Charan specializes in building customer-centric operations

processes, and training customer friendly pension professionals

with top-notch customer service skills.

Agenda for Today

• Leadership Styles – A Review

• Leadership vs. Management

• Individual Behavior and Attitudes

• Managing Job Satisfaction

• Motivation Theory and Practice

Leadership Styles

• Leadership is a process whereby an

individual influences a group of individuals

to achieve a common goal.

• Keywords:

• Process

• Influence

• Group

• GoalsInfluence

GroupsGOALS!

Leadership as a “Process”

• Process

• Not a trait or characteristic of the leader

• Transactional event between leader and

followers

• Not linear event, but transactional give and

take

• Available to everyone, not just “formally

designated” leaders

Process: Top/Down vs. Give/Take

Gen. Eisenhower with

Paratroopers on D-Day

Former NYC Mayor Mike

Bloomberg in the “Bullpen”

• Influence:

• It is the “essence” of leadership

• Without influence leadership does not exist

• Examples of Influence:

• Martin Luther King, Jr. – “Taking on the big issues of

the day”

• Business Owners – Making important decisions and

influencing employees to align with those decisions

• Pension Administrator – with a great process

improvement idea influencing others to follow her lead

to do things differently.

Components of Leadership –“Influence”

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• Groups:

• This is where leadership occurs

• Can be a small task group,

community group, or large

organization

• Essential component of leadership

(We are not discussing “self-leadership” in this session.)

Components of Leadership -“Groups”

8

• Goals:

• Attention to goals

• Key objectives measurable and results

• Directing a group towards accomplishing some task or end

• Need to have goals towards which to move – Provides the

context of Leadership

Components of Leadership –“Goals”

9

• Both leaders and followers are involved in the leadership

process

• Cannot have one without the other

• Leaders are not “above” or “better than” followers

• In the relationship together - two sides of the same coin

Components of Leadership –“Followers”

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0

• Leader often has to initiate the relationship with the

follower

• Leader has to maintain the communication linkages

• Leader bears the burden of maintaining the relationship

• Leaders have an ethical responsibility to attend to the

needs and concerns of the followers

(basis of ‘servant leadership’)

Leader-Follower Relationship

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1

• “Process” Definition – Our Focus

• Leadership via Interaction

• Phenomenon that resides in the context of

process

• Available to everyone

• Can be learned

• Consistent with the initial definition of

leadership

Different Views of Leadership –“Process”

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2

• Assigned Leadership

• Based on occupying a position

• Could be assigned

• May or may not be a “real” leader (yet)

• Emergent Leadership

• Not necessarily assigned, but “emerges over time”

• Based on perception of others

• Exerting influence on groups or the organization

• Acquired due to others who support and accept the

individual’s behavior as a leader

Assigned vs. Emergent Leadership

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3

• Positive communication behaviors:

• Being verbally involved

• Seeking others’ opinions

• Initiating new ideas

• Being firm but not rigid

• Coincident indicators:

• Self-confidence

• Likeability

• Social identity – fit with the group identity

i.e. “being like the group”

Emergent Leadership Indicators

1

4

Management

• Leadership and Management are similar in

many ways:

• Influence

• Working with people

• Goal accomplishment

Leadership vs. Management

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6

MANAGEMENT

Produces Order & Consistency

LEADERSHIP

Produces Change & Movement

Planning and Budgeting Establishing Direction

• Establish agendas • Create a vision

• Set timetables • Clarify big picture

• Allocate resources • Set strategies

Organizing and Staffing Aligning People

• Provide structure • Communicate goals

• Make job placements • Seek commitment

• Establish rules and procedures • Build teams and coalitions

Controlling and Problem Solving Motivating and Inspiring

• Develop incentives • Inspire and energize

• Generate creative solutions • Empower subordinates

• Take corrective action • Satisfy unmet needs

Functions of Management and Leadership

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7

Manager vs. Leader - Summary

Practical Leadership in Organizations

• Gain mastery

• InnovateProcess

• Evolve

• Keep ahead

Technology

• Key drivers

• VisionFinance

What makes people ‘tick’?

Human Capital

• Process leadership - easy place to identify new leaders

• Technology leadership - who is helping you stay ahead

of technological changes?

• Finance leadership - Are you ready to start looking at

financial issues?

• Human Capital leadership - Hiring and training the

right people.

Individual Behaviors and Attitudes

The “psychological contract” between an

employer and an employee.

Common Perceptions, Tendencies and Biases

• Attribution errors

• Self-serving bias

• Stereotypes

• Halo effects

• Selective Perception

• Projection

Personality Dimensions

• Myer-Briggs Type Indicator• Extraverted vs. Introverted

• Sensing vs. Intuitive

• Thinking vs. Feeling

• Judging vs. Perceiving

• Technology Personality• Always On

• Live Wires

• Social Skimmers

• Broadcasters

• To Dippers

• Bystanders

• Never-Minders

Personal Conception Traits

• Locus of Control

• Authoritarianism

• Type-A Orientation

• Machiavellianism

• Self-monitoring

Attitudes

Cultivating a Good Attitude

Cognition Affect Behavior

“This work is

challenging,

meaningful, exciting

and rewarding, plus I

really like my boss and

my coworkers!”

“I really like my job!” “I think I can build a

career here.”

Job Satisfaction Dimensions

• Work Itself

• Quality of Supervision

• Co-workers

• Opportunities

• Pay

• Work Conditions

• Security

2016 SHRM Survey

Job Satisfaction vs. Performance

Employee Motivation and Maslow’s Hierarchy of Needs

What Motivates Employees?

Increase in “Job Depth”

Other Developments in Motivation

• Flexible Work Hours/Schedules

• Compressed Workweek

• Job Sharing

• Telecommuting

• Contingency and Part-Time Work

Summary of Learning Outcomes

• Leadership Styles – A Review

• Leadership vs. Management

• Individual Behavior and Attitudes

• Job Satisfaction

• Motivation Theory and Practice

Further Reading and Acknowledgements

• Collier, David A. and Evans, James R.,

Operations Management, 4LTR Press, Cengage

Learning.

• Schermerhorn, John R. and Bacrach, Daniel G.,

Management 13e, Wiley Press.

• Dr. Ted Teweles, College of Business

Administration, California State University, Long

Beach, California.