The Past, Present & Future of Management

Transcript

1. The past, present & future
   of management
   Julia Wester
   SeaSpin - June 6, 2017
   

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2. Hi, I’m Julia!
   Who are you?
   

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3. Julia
   

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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?
   

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5. A garishly incomplete highlight reel
   from management history
   

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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
   

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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
   

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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
   

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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…
   

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10. Rethinking motivation
    Elton Mayo
    1930s
    F. W. Taylor
    1850s
    Belonging, involved
    in decision making.
    Monetary incentives;
    working conditions
    <
    

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11. Do extrinsic motivators
    (like money) ever work?
    Where do you see these in place?
    

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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
    

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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
    

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14. What does it mean to
    work on the system?
    

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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)
    

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16. What can we do NOW to
    improve and focus our
    management efforts?
    

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17. Serve the
    team,
    don’t have
    them
    serve you
    

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18. Resources
    My pet peeve…
    

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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
    

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20. Gallup: State of the American Manager
    

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21. Avoid micromanaging
    ▪ Make goals and
    boundaries clear
    ▪ Adopt back-briefing
    ▪ Keep open channels
    of communication
    ▪ Don’t punish for
    mistakes within
    boundaries
    

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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.
    

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23. Teach
    people to
    be
    problem
    solvers
    

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24. Make
    use of
    A3s
    and
    other
    tools
    

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25. Foster
    cognitive
    safety
    Taylor would
    LOVE this! So
    would Deming!
    Joshua Kerievsky, Industrial Logic, @joshuakerievsky
    

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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
    

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27. Joshua Kerievsky, Industrial Logic, @joshuakerievsky
    

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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
    

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29. Be
    engaged
    at work!
    Gallup: State of the American Manager
    

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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.
    

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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.
    

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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
    

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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
    

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34. Can you predict the future?
    Open Discussion
    What will the next
    evolutionary step
    resemble for
    management?
    

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35. Suggested reading!
    

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36. Thank you!
    

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