Manager New Model
Practical Management for Career Readiness
Fundamentals of Management Module 1
with Dave Nagy
The Fundamental Business Model Old Economy Values Transition – Times Are Changing New Economy Values - New Model
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
Traditional and New Models of Leaders…
2000 will move away from managerial “…Workplace control to employee self-control…With the change to employees becoming self-directed and selfcontrolling, traditional (managers) will no longer be required…With these changes, tremendous responsibilities will be shifted to the workers and their peers for planning, scheduling, organizing, directing, and controlling their own work process.
”
Joseph H. Boyett and Henry P. Conn Workplace 2000: The Revolution Reshaping American Business
During 2008, we will spend considerable resources to ensure that all six of our global business units are aligned with the new model; in fact, we intend to set the standard on how the new model can transform the fundamental business operating culture. Jack F. Welch Former CEO, General Electric 2008 Annual Report to the Shareholders
US Auto Industries Bailout Plan Dies in the Senate (12/12/08) WASHINGTON – Senator Chris Dodd, Chairman of the Senate Banking committee said after the Senate failed to pass the $14 billion bailout.
US auto manufacturers have had two decades “The to watch the Japanese car manufactures change to a new model lean manufacturing organization. Detroit doesn’t get it. We cannot ask the American taxpayer to bailout failure.
”
http://www.msnbc.msn.com
SAS
BOEING TOYOTA
GE
Google
So what does this new model look like? Ford
Walgreens
Nintendo
AIRBUS INDITEX
Tencent
NOKIA
Samsung
The New Leader Model Traditional Old Model - Manager
New Model – Manager/Leader
• The manager uses an autocratic style
• The leader coaches and facilitates team members
• The manager makes the final decision
• Employees and teams make many decisions
• The manager receives, processes and communicates all information to employees
• Anyone on the team gets information and shares with team members
• Jobs are very specialized
• Jobs are broadly defined; cross training is the norm
• People are expendable
• People are truly the most important asset
• The organization is a hierarchy
• The organization structure is flat
• Teams are formed when needed
• Teams are part of the organizational structure
• The manager gives out rewards and punishment
• The team gives rewards, evaluations and celebrations
• The manager has power and control
• Control is minimal and shared
• The manager sets and interprets goals
• Team members share in setting goals and then buy-in
• The manager schedules and monitors all work
• The team schedules and monitors their own work
The Models for Manager/Leaders can each be described in one word…
The New Leader Model Traditional Old Model - Manager
New Model – Manager/Leader
• The manager uses an autocratic style
• The leader coaches and facilitates team members
• The manager makes the final decision
• Employees and teams make many decisions
• The manager receives, processes and communicates all information to employees
• Anyone on the team gets information and shares with team members
• Jobs are very specialized
• Jobs are broadly defined; cross training is the norm
• People are expendable
• People are truly the most important asset
• The organization is a hierarchy
• The organization structure is flat
• Teams are formed when needed
• Teams are part of the organizational structure
• The manager gives out rewards and punishment
• The team gives rewards, evaluations and celebrations
• The manager has power and control
• Control is minimal and shared
• The manager sets and interprets goals
• Team members share in setting goals and then buy-in
• The manager schedules and monitors all work
• The team schedules and monitors their own work
I
WE
Module 2: Objectives You will be able to.. • Cite the required skills for a new manager’s success • Describe the Five Functions of Management • Explain the new model management operating philosophy
Fundamentals of Management Module 1
with Dave Nagy
The Fundamental Business Model Old Economy Values Transition – Times Are Changing New Economy Values - New Model
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Old Economy Values Organizational Model • Little competition - Hierarchical - Stodgy - Individualistic
Management • Arrogant - Gave orders – Command and control – Status quo
Employees • Boring jobs – Pitted against each other – Role didn’t change
Product • Engineering Out – Good is good enough – Little quality concern
Processes • Conventional - Inefficient – Designed to build inventory – Big lots
Customers • Pent up demand - Little choice – Frustrated – No voice – Caveat emptor (Buyer Beware)
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
Transition – Times Are Changing Organizational Model • Big and inefficient – Inflexible – Heavy debt – Hostile raiders
Management • Confused – Many disappearing – Emerging leaders
Employees • Losing jobs – Afraid to say anything – Frustrated – Low morale
Product • Still little quality - Dying on the shelf – Japanese quality the rage
Processes • Old - Time studies - Industrial Mgmt & Eng - Build it cheap - Outsource
Customers • Refusing to buy junk - More choice – Buy foreign – Ralph Nadar
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
The Fundamental Business Model
New Economy Values – New Model Organizational Model • Transparent – Short term vision – Objectives critical to success – Rise of small business
Management • Less levels – High stress – Desktop managers – Revolving door
Employees • We - Self directed – Empowered – Involved – Motivated - Graying
Product • Short model life – lot of brand competition & models
Processes • Continuous improvement – ISO – Six Sigma - Metrics - Green
Customers • Demand quality – want it now – Lot of choices – Internet – VOC/Yelp
Traditional and New Models of Leaders…
2000 will move away from managerial “…Workplace control to employee self-control…With the change to employees becoming self-directed and selfcontrolling, traditional (managers) will no longer be required…With these changes, tremendous responsibilities will be shifted to the workers and their peers for planning, scheduling, organizing, directing, and controlling their own work process.
”
Joseph H. Boyett and Henry P. Conn Workplace 2000: The Revolution Reshaping American Business
During 2008, we will spend considerable resources to ensure that all six of our global business units are aligned with the new model; in fact, we intend to set the standard on how the new model can transform the fundamental business operating culture. Jack F. Welch Former CEO, General Electric 2008 Annual Report to the Shareholders
US Auto Industries Bailout Plan Dies in the Senate (12/12/08) WASHINGTON – Senator Chris Dodd, Chairman of the Senate Banking committee said after the Senate failed to pass the $14 billion bailout.
US auto manufacturers have had two decades “The to watch the Japanese car manufactures change to a new model lean manufacturing organization. Detroit doesn’t get it. We cannot ask the American taxpayer to bailout failure.
”
http://www.msnbc.msn.com
SAS
BOEING TOYOTA
GE
So what does this new model look like? Ford
Walgreens
Nintendo
AIRBUS INDITEX
Tencent
NOKIA
Samsung
The New Leader Model Traditional Old Model - Manager
New Model – Manager/Leader
• The manager uses an autocratic style
• The leader coaches and facilitates team members
• The manager makes the final decision
• Employees and teams make many decisions
• The manager receives, processes and communicates all information to employees
• Anyone on the team gets information and shares with team members
• Jobs are very specialized
• Jobs are broadly defined; cross training is the norm
• People are expendable
• People are truly the most important asset
• The organization is a hierarchy
• The organization structure is flat
• Teams are formed when needed
• Teams are part of the organizational structure
• The manager gives out rewards and punishment
• The team gives rewards, evaluations and celebrations
• The manager has power and control
• Control is minimal and shared
• The manager sets and interprets goals
• Team members share in setting goals and then buy-in
• The manager schedules and monitors all work
• The team schedules and monitors their own work
The Models for Manager/Leaders can each be described in one word…
The New Leader Model Traditional Old Model - Manager
New Model – Manager/Leader
• The manager uses an autocratic style
• The leader coaches and facilitates team members
• The manager makes the final decision
• Employees and teams make many decisions
• The manager receives, processes and communicates all information to employees
• Anyone on the team gets information and shares with team members
• Jobs are very specialized
• Jobs are broadly defined; cross training is the norm
• People are expendable
• People are truly the most important asset
• The organization is a hierarchy
• The organization structure is flat
• Teams are formed when needed
• Teams are part of the organizational structure
• The manager gives out rewards and punishment
• The team gives rewards, evaluations and celebrations
• The manager has power and control
• Control is minimal and shared
• The manager sets and interprets goals
• Team members share in setting goals and then buy-in
• The manager schedules and monitors all work
• The team schedules and monitors their own work
I
WE
Module 2: Objectives You will be able to.. • Cite the required skills for a new manager’s success • Describe the Five Functions of Management • Explain the new model management operating philosophy
