Operations Management 201 Focus on Managementc.ymcdn.com/sites/ Management 201 Focus on Management...
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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”
7
• 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”
1
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
1
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”
1
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
1
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
1
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
1
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.