Announcements

1. Announcements • Synopses • Discussion board • Speaker? • Extra week for turning in book reports • Five ideas • Extend, reject, revise our views? How? Why? • Relate to Org. Behavior topics (how people think, feel, act in organizations)

2. You and Your Boss

3. Becoming the Boss • Manager’s wield authority? • Web of relationships • Power comes from your position? • Credibility counts • Control your subordinates? • Empower not control • Treat subordinates differently? • Equity matters; focus on team-level

4. I’m the Boss • Don’t depend on formal authority • People want more than a formal authority based relation: do you care about me? Do you want to help me grow? • They disagree with you • They think other things are more important • They don’t understand what you want: impossible to give instructions that are so explicit as to obviate need for judgment • Circumstances may change, robbing your directive of force. • Many hate being bossed around. • No compliance because of confusion • Cannot generate genuine commitment or change or elicit others’ knowledge • Being the sole boss places an impossible burden: now you have to be right all the time.

5. Power Play • The exercise of power: • Mete out resources • Shape behaviors through reward and punishment • Advance on multiple fronts • Surprise! Make the first move • Co-opt antagonists • Remove rivals • Don’t draw unnecessary fire • Use personal touch • Persist • Make important relationships work • Make the vision compelling

6. Managing Your Boss: Office Politics • The just-world hypothesis (Melvin Lerner) • It will catch up with them? • Misleading books that overemphasize authenticity and forthrightness • It just ain’t me…

7. Sources of Power • Legitimate – This comes from the belief that a person has the right to make demands, and expect compliance and obedience from others. • Reward – This results from one person's ability to compensate another for compliance. • Expert – This is based on a person's superior skill and knowledge. • Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others. • Coercive – This comes from the belief that a person can punish others for noncompliance.

9. Tasks • Describe the context, the players, their motives. • What is going on here? Is there a problem? What’s the nature of the problem? • What is your plan of action? • Long-term • Short-term (i.e., in the meeting that is coming up)

10. Jamie Turner

15. I’m the Boss • How to use authority: • As a two-way relationship: give and take • Apply ethical judgment • Use authority sparingly • Involve others; act transparently; delegate authority • When to use authority: • When swiftness of decision is needed/emergencies • When group members cannot reach agreement • To maintain group standards and norms • To set useful boundaries (use goals; emphasize group standards; budgets; policies) • To focus peoples’ attention on what’s really important

16. Jamie Turner: Key Lessons • How a lack of shared assumptions and expectations, if not explicitly developed, can hinder effective communication. The importance of seeing the forces operating on the boss from the boss’s perspective. • How differences in personal managerial styles (e.g., Turner’s self-absorption; Cardullo’s conflict avoidance/mercurial nature) can cause a subordinate-boss relationship to degenerate. • To appreciate the importance of managing upwards and laterally. • How to communicate: Don’t present litany of your complaints; learn to appreciate the other’s perspective

17. Unexplored Assumptions • Like two ships passing in the dark… • Turner doesn’t seem to appreciate the business and personal challenges facing his boss… who may be in as much trouble as Turner if the acquisition founders. • Cardullo faces pressure from his boss/mentor, the COO Lipsky, and from CEO Oliver. Hires Turner to relieve pressure and assumes Turner’s marketing skills will save the acquisition. • Cardullo signals importance of margins– the importance of accurate cost estimates for calculating required margins for government contracts. • Turner: (over) confident from his past success seems mostly concerned with his own autonomy and with boosting MLI’s market share through higher volume and selective cost reductions. Fails to appreciate the importance of the new context which might have led to a clarification of how the marketing requirements at Triple S and MLI might differ.

18. Unexamined Personal Styles? • Turner: obsessed with his own career; overly confident in his managerial skills • Had difficulty with Lambowland colleagues • Worsening relations with Julie Chin (Controller) and Richard Garcia (exec. Asst.) • Hires Bill Cook away from Chin • Hires Swenson who irritates Chin by questioning the company’s cash flow position • Cardullo: Conflict avoidant/neurotic

19. Ineffective Action Choices • Many opportunities when things might have gone differently… how might the two have handled these situations differently?

20. Jamie Turner: Key Lessons • How a lack of shared assumptions and expectations, if not explicitly developed, can hinder effective communication. The importance of seeing the forces operating on the boss from the boss’s perspective. • How differences in personal managerial styles (e.g., Turner’s self-absorption; Cardullo’s conflict avoidance/mercurial nature) can cause a subordinate-boss relationship to degenerate. • To appreciate the importance of managing upwards and laterally. • How to communicate: Don’t present litany of your complaints; learn to appreciate the other’s perspective

22. Message-Sending Habits • When sending messages to other people, I: • Use technical language or lingo for efficiency. • Make sure my messages are congruent with my actions. • Don’t waste time providing background detail. • Use personal pronouns such as “I” and “my” when expressing feelings. • Own up to my motives at the very beginning of a conversation. • Avoid being warm and friendly so people take me seriously. • Don’t use multiple channels of information to avoid confusion. • Ask receivers to restate their understanding of my message. • Am honest despite how complicated or personal a situation is. • Avoid looking dumb by pretending to know what I am talking about even when I don’t.

23. Skills for Increasing Message Clarity • Use multiple channels of communication • Be complete– e.g., provide sufficient background info. • Take responsibility– owe up to your claims (use “I”) • Simplify language– avoid jargon.

24. My Listening Habits • Select for each question below the answer the best reflects your listening habits: • I maintain eye contact with the speaker. • I gauge whether the speaker’s ideas are worthwhile by their appearance and delivery. • I try to understand the message from the speaker’s perspective. • I listen for specific facts rather than for the big picture. • I listen for factual content and the emotion behind the literal words. • I ask questions for clarification and understanding. • I withhold judgment for what speakers are saying until they are finished. • I make a conscious effort to evaluate the logic and consistency of what is being said. • While listening, I am often thinking about what I will be saying next. • I try to have the last word.

25. Feedback Style • When giving feedback to another person, I… • Focus my comments on specific, job-related behaviors • Keep my comments descriptive rather than evaluative • Prefer to save up my comments so they can be presented and discussed in detail during the person’s annual performance review. • Ensure that my feedback is clearly understood. • Supplement criticism with suggestions for what the person can do to improve. • Tailor the type of feedback to reflect the person’s past performance and future potential.

26. Skills for Obtaining Feedback • Take initiative and ask for feedback. • Don’t be defensive. • Check your understanding by offering a summary of what you heard the other say. • Ask questions to clarify… but don’t try to mount a defense…

27. Power Play • Power: the ability to get things done [your way].. • Why people shy away from power: • The just world belief • The (bullshit) leadership literature on authentic leaders, etc. • Self-handicapping • Make your peace with power • You need: substantive business knowledge so you know what to do and political skills to know how to get it done

28. Cialdini’s book “Influence” Given the propensity towards fixed action responses… Weapons of Influence: • Reciprocity– e.g., the “rejection then retreat” technique. • Commitment (active, public, effortful) and consistency– e.g., Festinger and Carlsmith. • Social proof: action correct if others are doing it. • Liking (attractiveness, homophily, flattery) • Authority • Scarcity For summary of book, see: http://www.scribd.com/doc/55605801/Robert-Cialdini-s-Influence-Science-and-Practice-Chapter-Summaries

29. Fixed Action Patterns