Management Skills and Techniques for Highly Effective Organizations

1. Management Skills and Techniques for Highly Effective Organizations Dr. Frank H. Wadsworth, CFE Professor of Marketing School of Business Indiana University Southeast New Albany, Indiana USA 1st Annual China Global Franchise Summit November 11 and 12, 2006 International Center Beijing Normal University Zhuhai Campus Zhuhai, Guangdong, China

2. Agenda • Introduction • Business Model • Leadership Activities • Management Activities • Conclusions

3. Introduction • Effective leadership is vital to business success • Relate the urgency for and enthusiasm with effective organizations • Critical issue of alignment

4. Business Model

5. Model Components • Mission (Peter and Donnelly 2007) • Why you exist • Who your customers are • How you serve your customers

6. Model Components (cont’d.) • Examples • A challenging, innovative, and supportive learning community committed to the intellectual and social growth of its students, to the cultural and economic well being of Southern Indiana and the greater Louisville metropolitan area, and to the advancement of knowledge in the context of a global society • Quality Education for a Lifetime of Achievement

7. Model Components (cont’d.) • Vision (Kouzes and Posner 2002) • What you want to become • A picture of the future

8. Model Components (cont’d.) • Examples • Become an outstanding regional university: by achieving excellence in all its programs and activities; by providing a broad range of highest quality professional services to the community through collaborations, partnerships, and applied research; and by providing a broad range of cultural activities and events that enrich the life of the campus and the community. • To be a premier regional School of Business

9. Model Components (cont’d.) • Values and Guiding Principles • (Lencioni 2002) • Expected behaviors and activities • Held in common • Examples • Commitment to Excellence • Diversity

10. Model Components (cont’d.) • Set Goals and Strategies • Measurable components of vision • Vital to organization success • Examples • 400 outlets by 2010 • $200 million in sales

11. Model Components (cont’d.) • Objectives, Work, and Priorities • Focus our efforts • Examples • Cleanliness • Quality is Job 1

12. Model Components (cont’d.) • Business Processes and Management Practices • How you get your work done • How you treat one another • Who you interact with • Examples • To buy an advertisement, the chair of the advertising committee and marketing vice president must sign the purchase order. • Appreciate diversity – ethnic not ideological

13. Model Components (cont’d.) • Put model up again

14. Leadership Activities • Challenge the Process (Kouzes and Posner 2002) • Search for opportunities (Wheatly 1992) • Organizations stifle creativity • Open to changing routine processes • Motivate Others to Participate • Passion (Panchak 2006) • External vs. Internal Motivation (Deci and Flaste 1995)

15. Leadership Activities (cont’d.) • Encourage Dialogue • Give and Take Interaction • Be available • Foster Collaboration • Key success factor • Trust (PricewaterhouseCoopers 1999) • Recognize Contributions • Reduces turnover (Zipkin 2000) • Personalized

16. Management Activities • Planning • Organizing • Staffing • Directing • Controlling • (Longest, Rakich, and Darr 2000)

17. Conclusions • Stimulated your thoughts • Alignment is critical • Leaders responsible for culture • Everybody is responsible for success • A lot of work • Fun, challenging, open communication, highly effective organization

18. Thank You! • 謝謝