Today’s focus: Self Awareness

1. Today’s focus: Self Awareness • Interpersonal Skills • Intrapersonal Skills • Business Skills • Leadership Skills

2. How Self Awareness is taught

3. Recall self-awareness lecture Qs • Based on the requirements of a manager’s job what aspects of yourself are your strengths and weaknesses?

4. To answer self awareness Qs.. • What is the managerial job? • Observe how you perform as a manager • Compare how you performed relative to a ‘standard’ (others, or a correct answer) • Identify strengths & weaknesses

5. What is the managerial job? • Mintzberg’s framework to conceptualize it • Experience a manager’s job

6. What is the managerial job? • Consists of brief, different, spontaneous, disconnected activities…

7. Description of research examining what managers do

8. Evidence that managers engage in brief, different, spontaneous & disconnected activities…

9. Now that we know that managers engage in brief, different, spontaneous, disconnected activities… • How to organize/conceptualize the manager’s job? • Mintzberg’s framework of managerial roles • House’s theory of leader behaviors

10. Mintzberg Managers engage in 3 General Roles Formal Authority & Status of Manager Decisional Roles Interpersonal Roles Informational Roles

11. 10 Specific Roles within 3 General Roles Interpersonal Roles Leader Figurehead Liason Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Informational Roles Monitor Disseminator Spokesperson

12. What is the nature of the Interpersonal Role Interpersonal Roles Leader Figurehead Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Informational Roles Monitor Disseminator Spokesperson

13. Leader Role • Responsible for work of people in unit • E.g., fills in when people are absent or when no specialized staff available for duty (Choran, cited in Mintzberg) • Formal: hiring, training, performance review • Informal: Coaching, motivating, influencing • Main focus of House’s theory • Will cover in Leadership 2 session

14. Liaison Roles • Time spent with those outside the vertical chain (e.g., Peers, customers, suppliers etc)

15. Figurehead Role • Ceremonial duties • CEO study found 12% of contact time was in doing ceremonial duties & 17% of mail was due to formal position of the individual

16. As leaders, liaisons & figureheads, managers… • Are responsible for work conducted within units • Develop relationships within and outside unit to conduct work • Perform some image based activities (i.e., not directly work related)

17. What we covered so far….what’s next • Interpersonal Roles • Leader • Figurehead • Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Informational Roles Monitor Disseminator Spokesperson

18. Managers send & receive information through interpersonal relationships

19. Evidence for Informational Role • Time spent in verbal communication was • 66-80% (British Study) • 78% (CEO study) • 70% of incoming mail of CEOs was informational • 40% of CEO contact time spent transmitting information

20. What we covered so far….what’s next • Interpersonal Roles • Leader • Figurehead • Liaison Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates • Informational Roles • Monitor • Disseminator • Spokesperson

21. Activities within the Decisional Role

22. Decisional Roles • Uses relationships and information to make decisions • Features of decisions • Affected by several factors (e.g., functioning of other units, costs/benefits, timing etc.) • Made on ad-hoc basis • Based on person making the proposal rather than proposal

23. Putting it together…. Different contexts emphasize these roles differently (e.g., sales vs. production vs. staff managers) Decisional Roles Entrepreneur Handles Disturbances Allocates Resources Negotiates Interpersonal Roles Leader Figurehead Liaison Informational Roles Monitor Disseminator Spokesperson

24. What’s next • What is the managerial job? √ How to conceptualize these activities? • Experience a manager’s job • Become self-aware of your managerial behaviors

25. How to do the simulation • Time= 30 mins • You will receive emails in your inboxes every 2 min labeled #1, #2, etc. • Assume the role of Chris Pierce (info posted online) and respond as Chris would • Reply to ‘sender’ (i.e. mgtc24 account) not to the entire list (mgtc24-l01@utsc.utoronto.ca) • In the body of the message, address your responses to whomever is most appropriate in the case