ADMN 2010 Management Skills Fall 2024 PDF

ADMN 2010 Managemen t Skills Week 1 Dr. Carolee Rigsbee Agenda Week 1  Introductions  Review Syllabus  Blackboard  Textbook approach  Introduction to Universal Declaration of Human Rights and U.N. Sustainable Development Goals as a context for the importance of contempora...

ADMN 2010 Managemen t Skills Week 1 Dr. Carolee Rigsbee Agenda Week 1  Introductions  Review Syllabus  Blackboard  Textbook approach  Introduction to Universal Declaration of Human Rights and U.N. Sustainable Development Goals as a context for the importance of contemporary managerial skills. Introductions  “Carolee” Rigsbee  PhD Business Administration in 2014 (Organization & Management Studies; strategic management) University of Texas at San Antonio (UTSA) (AACSB accredited)  MBA (Management Science) at UTSA  BA (Mathematics), University of New Brunswick, Canada  15+ Years prior industry experience (nuclear industry, aerospace & defence, food manufacturing, telecom, consulting,…)  Research focuses on novel governance approaches and organization designs strengthen stakeholder voice and reduce obstacles to economic, social, and environmental goal achievement (e.g., using blockchain as an enabling technology in value chain management and governance)  Extensive experience teaching university level management courses (since 2007)  Student Introductions (Please bring name card each week!) Syllabus  Available in Blackboard under Course Content  Read & become familiar with it.  Note on participations points:  Must have participated in the in-class activities from start to end to earn points (18/20).  Successfully complete Academic Integrity modules assigned in Blackboard by start of Week 3 class (15 minutes before class). Score is recorded (2% of course grade included in your participation points)(2/20)  Academic Integrity Module All students are required to complete an online module on academic integrity, which can be found on Blackboard: "Academic Integrity at Trent 2024-2025." This module will inform you of the major academic integrity regulations and the consequences for academic dishonesty. It will also provide you with instruction on how to avoid academic dishonesty when completing assignments, tests, group-projects, and papers. At the conclusion of each of the three sections, you will be required to take a multiple-choice quiz. You must earn 100% on each quiz, and you may take each quiz as many times as you need to in order to do this. Your quiz scores will be uploaded to the gradebook after the Class 3; please complete the module quizzes prior to the start of the 3rd class. If you completed this module before, you are still required to complete it again. Textbook  REQUIRED: Access code to Pearson MyLab which will provide access to the e-textbook and toother material included in the course (e.g. quizzes, etc).  Purchase the access card to MyLab Management with Pearson e-text for Whetten, D.A. &Cameron, K.S. 2020. Developing Management Skills. 10th edition. Pearson Publishers. ISBN:9780135229842 YOU NEED IT The meaning of: “Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved” Picture credit: Pearson Education Inc. The Importance of Management Research shows that competent management is the key determinant to organizational success  Decreased turnover  Increased profits  Greater sales  Greater stock value per employee Textbook Approach Based on Social learning Theory Treats management skills as interrelated, overlapping, and sometimes paradoxical set of skills and behaviors that lead to positive results that can be learned and developed Figure 2. A Model of Essential Management Skills (Whetton & Cameron, 2020; ©Pearson Publishing) The Approach Table 2 A Model for Developing Management Skills Components Contents Objectives 1. Skill Survey instruments Assess current level of skill competence assessment Role plays and knowledge; create readiness to change. 2. Skill Written text Teach correct principles and present a learning behavioral rationale for behavioral guidelines. guidelines 3. Skill Cases Provide examples of appropriate and analysis inappropriate skill performance. Analyze behavioral principles and reasons they work. 4. Skill Exercises Practice behavioral guidelines. Adapt practice Simulations Role principles to personal style. Receive plays feedback and assistance. 5. Skill Assignments Transfer classroom learning to real-life application (behavioral and situations. Foster ongoing personal written) development. Management v s. Leadership  The skills that make a good manager and a good leader are not the same.  Today’s organizations need employees with both sets of skills. Competin g Values Framewor k Figure 1 Leadership and Management Skills Organized by the Competing Values Framework Management as a form of intelligence Whetten & Cameron (p.14) explain: “John Holt (1964, p. 165) succinctly summarized our intention by equating management skill to intelligence”… “When we talk about intelligence, we do not mean the ability to get a good score on a certain kind of test or even the ability to do well in school; these are at best only indicators of something larger, deeper, and far more important. By intelligence we mean a style of life, a way of behaving in various situations. The true test of intelligence is not how much we know how to do, but how we behave when we don’t know what to do.” (Holt, 1964) Textbook Approach  Promoted to manager position? Need leadership and management skills!  Both are necessary to compete in today’s hypercompetitive and dynamic world World Economic Forum risks  2024 Report  1852 responses (1490 kept) “The Global Risks Perception Survey (GRPS) is the World Economic Forum’s source of original risks data, harnessing the expertise of the Forum’s extensive network of academic, business, government, civil society and thought leaders. Survey responses were collected from 4 September to 9 October 2023 from the World Economic Forum’s multistakeholder communities.” p. 99) Survey demographic s (WEF, 2024, p.101) Current Risk Landscape (WEF, 2024, p.13) Understandin g & Recognizi ng Misinform ation Perceptions of risk – outlook (WEF, 2024, p. 17) Adverse AI outcomes (WEF, 2024, p. 50)  4 th industrial Revo lution (Robots, AI, blockchain, Advanced manufacturing human machin Neuralink e interfaces…) What is Climate Change? Climate change impact on busin ess Textbook Approach  Diversity, Equity, Inclusion  Individual characteristics & preferences vs. broader culture  Focusing on identifying individual differences Textbook Approach (social responsibility)  Focus on Employment Skills  Critical thinking  Communication  Collaboration  Knowledge Application  Ethics and Social Responsibility Course approach  Grounding management skills in universal human rights  Working in a Knowledge Economy or a Human Economy? You are managing people - human beings with dreams and lives outside work!! Your organization’s responsibilitie s to its broader stakeholders? U.N. Sustainable Development Goals “15 EYE-OPENING CORPORATE SOCIAL RESPONSIBILI TY STATISTICS”  The Importance of Management Research shows that competent management is the key determinant to organizational success  Decreased turnover  Increased profits  Greater sales  Greater stock value per employee Your takeaways on the importance of Management Skills? References (beyond links)  Holt, J. (1964). How children fail. New York: Pitman.  Whetton, D.A. & Cameron, K.S. 2020. Developing Management Skills. Pearson Publishers.  World Economic Forum (WEF). 2024. The Global Risks Report 2024 19th Edition. Available at https://www3.weforum.org/docs/WEF_The_Global_Risks_Report_2024.pdf