Interpersonal Skills

Intrapersonal Skills

• Business Skills

• Leadership Skills

Today’s focus: Self Awareness

How Self Awareness is taughtReading Self

AssessmentSimulation

1. Harvard Business Review

article by Mintzberg, H.

(March-April 1990). The

manager’s job: Folklore

and fact. Vol. 68, Iss. 2,

p.163-176

2. Handout from 1st day of

class “Learning from

role-plays” by Marcic et

al p 309

Leadership Style Questionnaire: Handout from last week

1. Email Inbox

Exercise

Recall self-awareness lecture Qs

• Based on the requirements of a manager’s job what aspects of yourself are your strengths and weaknesses?

To answer self awareness Qs..

• What is the managerial job?

• Observe how you perform as a manager

• Compare how you performed relative to a ‘standard’ (others, or a correct answer)

• Identify strengths & weaknesses

• Mintzberg’s framework to conceptualize it

• Experience a manager’s job

What is the managerial job?

•Consists of brief, different, spontaneous, disconnected activities…

What is the managerial job?

Type & # of Participants

Time of observation

Things observed

CEO study 5 CEOs 1 week • 890 pieces of mail

• 368 verbal contacts

Foreman Study

56 Foremen 1 8-hour shift

Activities

British study

160 Middle & Top managers

Not given Diary of activities

Description of research examining what managers do

Time span of activities Nature of activities

CEO study •50% activities < 9 min•10% activities > 60 min

93% of verbal contacts were ad-hoc

Foreman Study

1 activity every 48 seconds

British study 30+ mins of uninterrupted activity once every 2 days

Evidence that managers engage in brief, different, spontaneous & disconnected activities…

• Now that we know that managers engage in brief, different, spontaneous, disconnected activities…

• How to organize/conceptualize the manager’s job?– Mintzberg’s framework of managerial roles– House’s theory of leader behaviors

Mintzberg Managers engage in 3 General Roles

InterpersonalRoles

Informational Roles

DecisionalRoles

Formal Authority & Status of Manager

10 Specific Roles within 3 General Roles

Interpersonal RolesLeaderFigureheadLiason

Informational RolesMonitorDisseminatorSpokesperson

Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates

What is the nature of the Interpersonal Role

Interpersonal RolesLeaderFigureheadLiaison

Informational RolesMonitorDisseminatorSpokesperson

Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates

• Responsible for work of people in unit• E.g., fills in when people are absent or when no

specialized staff available for duty (Choran, cited in Mintzberg)

• Formal: hiring, training, performance review• Informal: Coaching, motivating, influencing

• Main focus of House’s theory– Will cover in Leadership 2 session

Leader Role

• Time spent with those outside the vertical chain (e.g., Peers, customers, suppliers etc)

Liaison Roles

Peers Subordinates Superiors Outside

British Study

47% 41% 12%

Foreman study

44% 46% 10%

CEO study

7% 48% 44

Keys & Case

20% 30% 10% 15-20%

• Ceremonial duties – CEO study found 12% of contact time was in

doing ceremonial duties & 17% of mail was due to formal position of the individual

Figurehead Role

• Are responsible for work conducted within units

• Develop relationships within and outside unit to conduct work

• Perform some image based activities (i.e., not directly work related)

As leaders, liaisons & figureheads, managers…

What we covered so far….what’s next

Interpersonal RolesLeaderFigureheadLiaison

Informational RolesMonitorDisseminatorSpokesperson

Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates

Informational Role

What’s done with the information?

Monitor •Requests new information & receives unsolicited information

Disseminator •Passes information (from within and outside unit) to subordinates

Spokesperson •Sends information to those outside unit (outside & inside organization) who have influence over unit

Managers send & receive information through interpersonal relationships

• Time spent in verbal communication was – 66-80% (British Study) – 78% (CEO study)

• 70% of incoming mail of CEOs was informational

• 40% of CEO contact time spent transmitting information

Evidence for Informational Role

What we covered so far….what’s next

Interpersonal RolesLeaderFigureheadLiaison

Informational RolesMonitorDisseminatorSpokesperson

Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates

Decisional Roles

Type of Activity

Entrepreneur •Voluntarily improves/adapts unit–CEOs managed at least 50 projects at a time

•Makes decisions and follows through

Disturbance Handler

•Responds to involuntary change •Acts to avoid/solve problems

Allocates Resources

•Decides who gets time, work etc. •Designs unit structure to determine coordination

Negotiator •Negotiates for self and for others

Activities within the Decisional Role

• Uses relationships and information to make decisions– Features of decisions

• Affected by several factors (e.g., functioning of other units, costs/benefits, timing etc.)

• Made on ad-hoc basis

• Based on person making the proposal rather than proposal

Decisional Roles

Putting it together….Different contexts emphasize these roles differently(e.g., sales vs. production vs. staff managers)

Interpersonal RolesLeaderFigureheadLiaison

Informational RolesMonitorDisseminatorSpokesperson

Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates

What is the managerial job?√ How to conceptualize these activities?– Experience a manager’s job– Become self-aware of your managerial behaviors

What’s next

How to do the simulation

• Time= 30 mins

• You will receive emails in your inboxes every 2 min labeled #1, #2, etc.

• Assume the role of Chris Pierce (info posted online) and respond as Chris would– Reply to ‘sender’ (i.e. mgtc24 account) not to the

entire list (mgtc24-l01@utsc.utoronto.ca)– In the body of the message, address your

responses to whomever is most appropriate in the case