UGBA 105 Sections 102, 104, 106Agenda1. Where we’ve been1. Where we’re going2. Manager of the Year3. What managers doManagement is Janus-faced:The historical thrust of management science and education has been to:Which is it?What would Kotter say?A third model: congruence4. The congruence model & org analysisProblem-solving & organizational analysisIdentifying the problemA Problem…Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Which Is It?5. By way of review …5. Wrap-up/Next weekUGBA 105UGBA 105Sections 102, 104, 106Sections 102, 104, 106Week 2Week 2: The Manager’s Job: The Manager’s JobAgendaAgenda1.1.Where we’ve been/where we’re Where we’ve been/where we’re goinggoing2.2.““Manager of the Year”Manager of the Year”3.3.What managers doWhat managers do4.4.The congruence model & org The congruence model & org analysisanalysis5.5.Review & Next WeekReview & Next Week1. Where we’ve been1. Where we’ve beenThe week in reviewThe week in reviewWhat What is is OB anyway – and why you OB anyway – and why you should careshould careCourse overview (requirements, Course overview (requirements, outline)outline)Section expectations/guidelinesSection expectations/guidelinesPreparing a casePreparing a caseAny questions?Any questions?1. Where we’re going1. Where we’re goingGoals for todayGoals for todayDefine the role of the managerDefine the role of the managerUnderstand the congruence Understand the congruence model of organizational analysismodel of organizational analysis2. Manager of the Year2. Manager of the YearWho would you Who would you nominate for nominate for manager of the year?manager of the year?–Give at least 2 reasonsGive at least 2 reasonsDiscuss these Discuss these individuals in groups individuals in groups of 2-3of 2-3Be ready to justify Be ready to justify your nominationyour nomination3. What managers do3. What managers doManagement is Management is JanusJanus-faced:-faced:Manager as Manager as engineer:engineer:TrTrained ained techniciantechnician who who uses a professional body of uses a professional body of knowledge to create formal knowledge to create formal systems that plot strategy, systems that plot strategy, make decisions, provide make decisions, provide incentives to people, and incentives to people, and coordinate units in coordinate units in maximally efficient waysmaximally efficient waysManager as leaderManager as leader::Individual who leverages Individual who leverages highly highly personal resources personal resources (energy, stamina, charisma, (energy, stamina, charisma, vision, warmth, charm, vision, warmth, charm, gregariousness, toughness, gregariousness, toughness, daring, know-how) to inspire, daring, know-how) to inspire, empower, and channel the empower, and channel the actions of othersactions of othersJanus: The Roman God of doorwaysJanus: The Roman God of doorwaysThe historical thrust of The historical thrust of management science and management science and education has been to:education has been to:Develop formal Develop formal systems and systems and tools that relieve tools that relieve managers of the managers of the personal work of personal work of leadingleadingWhich is it?Which is it?Engineer LeaderWhat would Kotter What would Kotter say?say?A third model: congruence A third model: congruence Both the formal and the Both the formal and the informal/people sides of organization informal/people sides of organization are essential for long run success. It is are essential for long run success. It is the manager’s job to align them with the manager’s job to align them with the tasks and strategy of the the tasks and strategy of the organization and the demands of the organization and the demands of the environment. environment.4. The congruence 4. The congruence model & org analysismodel & org analysisProblem-solving & Problem-solving & organizational analysis organizational analysis Four stages/componentsFour stages/components1Problem/situation assessmentProblem/situation assessment2AnalysisAnalysis3Possible courses of action; pros & Possible courses of action; pros & cons of each alternativecons of each alternative4Final Final recommendation/implementation planrecommendation/implementation planIdentifying the Identifying the problemproblemWhat is wrong here? What’s the problem? What is wrong here? What’s the problem? What type of performance gap is the What type of performance gap is the organization experiencing?organization experiencing? or (less frequently)or (less frequently) What is right here? What strengths can be What is right here? What strengths can be leveraged? Is the success sustainable?leveraged? Is the success sustainable?A Problem…A Problem…GoalOutcomeDesired:- market position- technology- profitability/share price-skills-productivity-teamworkActual:- market position- technology- profitability/share price-skills-productivity-teamworkis a gap between goals and outcomesAll problems involve one or more disconnects, or All problems involve one or more disconnects, or incongruenciesincongruencies, , between 4 major components of organizations:between 4 major components of organizations:In turn, solutions involve the analytic - and creative - achievement of congruence. Input Environment(Competition, change)Resources(munificence)History (age, conditions at founding) OutputSystemsUnitIndividualInformal Org(culture, politics leadership, networks)Tasks (technologies, work flows)People(ability, skills, motivation, biases)Formal Org (job titles, depts, reporting hierarchy, IT & HR systems) The Congruence ModelThe Congruence ModelStrategy (diversification innovation)Principal OB LeversPrincipal OB Levers Managers can solve problems by Managers can solve problems by changing the organization in the changing the organization in the following ways:following ways:–Tasks or work Tasks or work –Formal organizationFormal organization–Informal organizationInformal organization–PeoplePeopleBut But notnot in isolation in isolationMust pay attention to core tasks, Must pay attention to core tasks, goals, strategy and environmentgoals, strategy and environmentThus, the congruence or “fit” Thus, the congruence or “fit” hypothesis:hypothesis: The degree to which the strategy, work, The degree to which the strategy, work, people, structure, and culture are people, structure, and culture are smoothly aligned will