Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 1
Outline
• Chapter 4 Technologies for Management
• Chapter 5 Technologies for Engineers and Scientists
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 2
Chapter 3 comment
I found the discussions of Issues in Career Transition in Chapter 3 of Badawy to be very humbling. Badawy made it very clear that if you do not have the “drive” to manage, the likelihood of failure is great.
I would like to get your perspective on the issue. Is it that simple as was emphasized in the text ? There are many jobs that people do because of the rewards (monetary or otherwise), yet the text seems to focus on the idea that unless you truly love managing, you should not attempt it.
Reading through Chapter 3 made me believe that I should not become a manager because I do not have the inner desire to manage. I believe this would happen to most people that are “on the fence” about deciding whether or not to step into management.
S
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 3
Response
In looking back on forty or so years in Engineering type of organizations, I would have to say that I encountered far more poor managers than good ones.
But poor ones do not necessarily fail in the sense of loosing their position, they only make life hard for those around them. If their manager is also marginal, he/she is unlikely to remove them, or even understand how poorly the person is performing
An organization can be staffed with poor managers and flounder along for decades.
I would also add, that if someone is not sure whether they would like to manage, it does not mean that they could not become very good at it and come to enjoy it
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 4
Technologies for Management
For the transition process to be smooth and successful, it must be efficiently managed
This chapter provides broad guidelines from the organization’s point of view
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 5
Guidelines for management
1. Identify managerial potential
2. Selection methods
3. Dual ladders
4. Provide support
5. Reward development of subordinates
6. Provide training
7. Management internships
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 6
1. Identify managerial potential
Identify behaviors, not traits
The state of the art does not allow us to identify managerial potential in an exact manner because the predictive validity and reliability of the available instruments is not high
Measures of managerial potential
1. Available evidence shows interviews to be generally ineffective
2. Any candidate who cannot tilt a test to reflect his concept of what you are looking for hasn’t been in the business very long
3. Supervisor’s performance ratings can be very biased
4. Assessment centers have a future
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 7
Assessment centers
Extensive situational testing of management behaviors using several assessors
Advantages:1. Use of several assessors2. Use of several yardsticks3. Provides training to the candidate4. Positive influence on morale
Disadvantages
1. Self-fulfilling (those tested are selected)2. Causes job turnover (untested candidates)3. Nomination of conformists4. Creates a very stressful situation5. Costly
Help technologist to appreciate the importance of making a commitment to management
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 8
2. Selection methods
Teaching the wrong candidates the right skills will not make them competent managers
Problems with selections:
1. Using technical competence as a criterion
2. Misjudgment of motivation
3. Underdeveloped state of selection testing
4. The situational nature of management – “fit”
Tips:
1. Do not get trapped in attributes
2. Use behavior as a guide
3. Use the given checklist (next slide)
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 9
2. Selection methods (cont)
Respect for managerial work
Understanding of the organization and administrative processes
Like to make decisions? Solve problems? Take risks?
Relates to power, authority, responsibility?
Getting things done through others
Take initiative and exhibit leadership
Handling of conflict
Professional respect of peers
Why is she/he interested in moving into management
Interaction with, relating to and empathy with others
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 10
3. Dual ladder
= Equal pay and status for managers and technologists as they advance through their careers
Rare, hard to make work well
Suggestions:
1. Committee to establish and administer
2. Equivalent ladders
3. Apply to support as well as R&D
4. Report to same (or lower level)
5. Include non-degreed people
Works well in academia (peer review, movement back and forth)
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 11
4. Provide support
Counseling by supervisor or personnel specialist
Company management development program
Outside seminars
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 12
5. Reward Managers for subordinates’ development
1. Included as a criterion in performance appraisals
2. Rewards and incentives
3. Provide means to do the development
4. Long range view
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 13
6. Training
In three areas:
Management functionssupervisingplanningorganizingevaluatingprogram assessment
Personal skillscommunicationshandling people
Motivational values
managing creativity
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 14
7. Management internships
“hands-on” opportunities
Project assignments with some management repsonsibilities
Venture teams
rotational assignments
task leader
Formal program
Buy in by all
Opportunity to withdraw
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 15
Career planning and employee development
Need for an integrated and well designed program with four elements:
1. Subordinates Development and career counseling
2. Assessment
3. Coping
4. Management development program
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 16
Technologies for Engineers and Scientists
What can technologists do to ease the transition to management?
Plan your career
substantial portion of your life
primarily your responsibility, not the organization’s
recognize strengths and weaknesses and act accordingly
you can measure against a plan
needs to be flexible
Transition is part of career and life planning
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 17
Career stages
1. Apprentice – learning from others what they have learned from experience
2. Produce significant results independently
3. Assume some responsibility for directing other people
4. Influence on the direction of the organization as manager, entrepreneur or idea innovator
Fourth stage qualities
Delegate to and trust subordinates
Fast and good operating decisions
Organization as a “big picture”
Long range planning
Use of managerial power
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 18
Planning stages
Life planning and career awareness
Career option analysis and choice making
Self appraisal and risk analysis
Preparation for management
Building Management qualifications and skills
Career growth strategies
Reassessment
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 19
Life planning and career awareness
What am I going to do with my life?
What are my goals?
What are my career work goals?
Where am I headed?
Where do I want to be?
Consistency of career and life goals
Develop self-awareness and check it against the opinions of others.
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 20
Career option analysis and choice making
Three categories that a technologist falls into:
1. Professionally loyal
2. Undecided about changing careers
3. In transition to management
Consider:
1. Options
2. Requirements
3. Comfort level
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 21
Self appraisal and risk analysis
Objective – develop a good fit between
Interests, objectives, abilities, experience
requirements, rewards, opportunities
Who am I?
Why do I want what I want?
What are my strengths and weaknesses?
What are my options if I fail? How large is the risk?
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 22
Preparation for management
Display superior technical competence
Show organizational and management skills
Demonstrate leadership qualities
Sharpen communications skills
Favor visibility and exposure
Find a sponsor, mentor
Consider mobility
Earn a management degree
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 23
Building Management qualifications and skills
Assessment
Learn to learn
Learn to manage your time
Have contingency plans
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 24
Career growth strategies
Role in management – engineering, finance, personnel, general, etc.
Line or staff?
Master survival techniques
Learn how to treat your boss (see list on page 158)
Read this section several times – you may or may not agree with it, but much of it is applicable much of the time
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 25
Reassessment
At a plateau or holding pattern
where have I been, where am I, where am I going?
internal career notions and external realities may clash
more serious examination of life goals
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 26
Input
I found this diagram of the matrix organization in Badawy’s other book. I think it’s a better way to introduce the concept because it clearly illustrates the multidimensional structure. Once you see that, the more typical matrix org charts (such as the one displayed by figure 8.3 of our text) make more sense. Tony
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 27
Director
DisciplineHead A
DisciplineHead B
DisciplineHead C
ProjectManager 1
ProjectManager 2
ProjectManager 3
I think this diagram is a better abstraction of the essential multidimensional structure of the matrix organization.Tony Di Carlo
In his other book, Badawy’s includes this diagram of the matrix organization (Management as a New Technology, ch8):
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 28
Input
In the Badawy’s ch.8, even though the textbook is well explained in the detail, we might not well imagine how matrix, functional, and project organization are. I found plenty of them on the internet. The picture on the next page is the example.
To well understand the chapter 8 well, reading the textbook with the picture will help.
TN
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 29
Input
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 30
Input
Prof. Bottlik, thank you for introducing us to Badawy – I love his direct approach.
For example, in chapter 8 of his other book, in reference to conflict, he dares to claim “Much conflict in organizations stems from the normal need of people to find outlets for their aggressive impulses. Many human beings have underlying aggressive tendencies seeking outward expression. It follows that organizations are sometimes used as arenas for the expression of aggression, which, naturally, leads to conflict.”
This circumvents incidental debate over whether people are born bad or made bad, and allows him to get down to the business of conflict management. I see this trait in good managers. Whereas technologists love to argue (sometimes even philosophically), a good manager quickly deliberates on inconsequential debates, sometimes arbitrarily, so that people can move on to the real problem.
T
Session 6University of Southern California
ISE544 June 9, 2009
Geza P. Bottlik Page 31
Input
On page 225 Badawy lists bases of power as:
1 coercive
2 reward-based
3 institutional
4 referent
5 expert
There’s another: physical attraction. It’s a well-known fact that people respond positively to physical stature and good looks (many studies prove this). It follows that managers can exert more influence over their coworkers with good grooming, posture, speech and dress.
TD