The Past, Present & Future of Management

Transcript

1. The past, present & future of management Julia Wester SeaSpin - June 6, 2017
2. Hi, I’m Julia! Who are you?
3. Julia
4. Make 2 lists… 1. The good 2. The bad (or ugly!)* *Extra credit for separating the bad intent vs the naive What do you think managers do?
5. A garishly incomplete highlight reel from management history
6. Frederick W. Taylor 1850s Primary goal: maximum prosperity for the employer AND the employee. Taylor: The Principles of Scientific Management The Birth of Management The birth of management
7. The Four Principles • Develop a science for each element of a job, replace rule-of-thumb • Scientifically select and then train, teach and develop the workers • Cooperate with workers to ensure work is done in accordance with the science • Management takes the burden of figuring out how to do the job Taylor: The Principles of Scientific Management
8. 1. When an employer has his eye on dividends alone, refuses to do his share, and cracks the whip to drive them into harder work for low pay. When good management goes bad… Taylor: The Principles of Scientific Management (p. 104). Kindle Edition. Paraphrased from Taylor’s words
9. Taylor: The Principles of Scientific Management (p. 98). Kindle Edition. 2. When tactics are used without accompanying philosophy… When good management goes bad… Paraphrased from Taylor’s words 3. When you undertake change too rapidly, without heeding warnings…
10. Rethinking motivation Elton Mayo 1930s F. W. Taylor 1850s Belonging, involved in decision making. Monetary incentives; working conditions <
11. Do extrinsic motivators (like money) ever work? Where do you see these in place?
12. 1940s: introduced the idea of decentralization – fast decisions made close to the source 
 1950s: originated idea of the corporation as a human community built on trust & respect for the worker Rethinking Decision-Making
13. “People are already doing their best; the problems are not the people but are with the system.” W. Edwards Deming Total Quality Management Thinker It is management's job to work continually on the system
14. What does it mean to work on the system?
15. How does this compare to our list of management responsibilities? Taylor: • use scientific method • benefit worker & org Mayo: • favor intrinsic motivation and involvement Drucker: • decentralize decision-making • trust & respect for the worker Deming: • take care of, and improve, the system (among many other things)
16. What can we do NOW to improve and focus our management efforts?
17. Serve the team, don’t have them serve you
18. Resources My pet peeve…
19. What do you owe the swear jar? 1. Share some situations in which you, personally, say resources instead of people. 2. Why do you use that word? 3. What else could you say? Resources
20. Gallup: State of the American Manager
21. Avoid micromanaging ▪ Make goals and boundaries clear ▪ Adopt back-briefing ▪ Keep open channels of communication ▪ Don’t punish for mistakes within boundaries
22. Let’s practice! 1. Divide your table into 2 groups and follow instructions on the printouts 2. Each group works on setting intent for the other group 3. Each group provides a backbrief on the goal presented to them 4. Openly discuss feedback and takeaways.
23. Teach people to be problem solvers
24. Make use of A3s and other tools
25. Foster cognitive safety Taylor would LOVE this! So would Deming! Joshua Kerievsky, Industrial Logic, @joshuakerievsky
26. Users from programs that hurt their ability to perform their job well, waste their time, annoy them, lose or threaten their data or harm their reputation. Makers from poor working conditions and relationships, death marches, hazardous software, insufficient testing infrastructure, excessive work hours… Managers from the stress and consequences of not delivering, insufficient insight into progress, poor planning and sudden surprises. Purchasers from software that damages their reputation because it doesn't meet expectations or isn't used. Stakeholders from losing large investments and marketplace credibility because of doomed software efforts. Anzeneers protect Joshua Kerievsky, Industrial Logic, @joshuakerievsky
27. Joshua Kerievsky, Industrial Logic, @joshuakerievsky
28. Be an Anzeneer! 1. For 2 minutes, write down ways your team is unsafe 2. For 2 minutes, work in pairs to make a combined list 3. Then for 2 minutes, discuss with your table and surface common themes 4. Share common issues with the room. Joshua Kerievsky, Industrial Logic, @joshuakerievsky
29. Be engaged at work! Gallup: State of the American Manager
30. https://hbr.org/2013/12/how-google-sold-its-engineers-on-management Project Oxygen Google set out to prove that managers don’t matter.
31. https://hbr.org/2013/12/how-google-sold-its-engineers-on-management Project Oxygen Employees with high-scoring bosses consistently reported greater satisfaction in multiple areas, including innovation, work-life balance, and career development.
32. Project Oxygen Good managers don’t need to be experts, but should: • be even keeled • make time for one-on-ones • help by asking questions, not dictating answers • take an interest in employees’ lives and careers. http://www.nytimes.com/2011/03/13/business/13hire.html
33. Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective, and their weaknesses irrelevant. Peter Drucker
34. Can you predict the future? Open Discussion What will the next evolutionary step resemble for management?
35. Suggested reading!
36. Thank you!