An introduction to the practice of management. The presentation is based on a lecture to a group of first year undergraduates at Queen Mary's University of London in November 2014.

1. PRACTISING
MANAGEMENT
Based on a presentation to BUS118, Management
Studies and Skills, Queen Mary’s, University of London
John Rogers
Director, Global Talent Network Ltd
www.gtnworld.net
johnrogers960.blogspot.comNovember 2014

2. Leadership vs. Management
"Managers are people who do things right and leaders are
people who do the right thing." – Warren Bennis
“To do the right thing, a leader needs to understand what it
takes to do things right, and to make sure they actually get
done." - Robert Sutton

3. Questions managers ask?
• What is the best way to motivate?
• How can I get the team to think for themselves?
• How do I maintain enthusiasm in an experienced team?
• How do I push performance and sustain improvements?
• How do I get everybody in my team to march to the same
tune?
• How do I manage my time between high performers and
poor performers?
• How do I tell somebody that they aren’t doing a good job?

4. Management paradox and contradictions
Divide complex tasks
Deliver results personally
Maintain continuity
Create order
Cut costs
Plan
Control
Integrate outputs
Collaborate
Innovate
Experiment
Improve quality
React
Empower

5. What Google’s Best Managers Do
• Is a good coach
• Empowers the team & does not micromanage
• Expresses interest in & concern for team members
success & personal well-being
• Is productive & results oriented
• Is a good communicator – listens & shares
information
• Helps with career development
• Has a clear vision and strategy for the team
• Has technical skills that help advise the team
How Google Sold Its Engineers on Management –
Harvard Business Review December 2013

6. 7 levels of
Decision Making
Accountability
Nature of the
work
Timeframe
Resource
complexity
Problem
solving
External
interaction
Internal
collaboration
Change
Managing at different levels
Task
IndividualTeam
The common challenge for
all managers
The differentiators by level
Brian Dive - The Accountable LeaderJohn Adair – Action-Centred Leadership

7. ©
provenmod
Managing in different cultures
-3
E+
26
4
power distance
individualism
masculinityuncertainty avoidance
long-term orientation
country #1
country #2
Geert Hofstede, cultures and organizations: software of the mind

8. Working in teams
Performing
Adjourning
Norming
Storming
Forming
Delegate
Support
Direct
Participate
Team Leader role
Orientation
to task
Inter-group
conflict
Consensus
Bruce W. Tuckman – forming, storming, norming and performing in groups
Problem solvingTeam focus

9. Management development
Typical approaches to learning:
• Senior managers – externally-led,
often by a business school.
Business strategy, emerging
trends. Classroom, field based
learning, coaching
• Middle managers – externally-led.
Business management skills &
knowledge, more self-reflection.
Classroom based. May include
some action learning and coaching
• Junior managers – internally and
externally-led. Induction
programmes, short skills courses.
Classroom and online
R Charan et al – The Leadership Pipeline

10. Organisations in the 21st Century

11. References
• Adair, J.E. (1973) Action-Centred Leadership. London: McGraw-Hill
• Berg, O ‘What makes knowledge workers productive’
https://twitter.com/oscarberg/status/448193973710897152
• Charan, R., Drotter, S. J., & Noel, J. L. (2001). The leadership pipeline:
how to build the leadership-powered company. San Francisco: Jossey-
Bass.
• Dive, B. (2008) The Accountable Leader. London: Kogan Page
• Garvin, David. A. ‘How Google Sold Its Engineers on Management’.
Harvard Business Review December 2013 Vol. 91, no. 12 (December
2013), pp 74–82
• Hofstede, G. H., & Hofstede, G. J. (2005). Cultures and organizations:
software of the mind. New York: McGraw-Hill
• Smith, M. K. (2005). ‘Bruce W. Tuckman – forming, storming, norming
and performing in groups, the encyclopaedia of informal education.
[http://infed.org/mobi/bruce-w-tuckman-forming-storming-norming-and-
performing-in-groups/ Retrieved: 5/12/2014]
• Stacey, R.D. (2003) Strategic Management and Organisational
Dynamics: The Challenge of Complexity. Harlow: Pearson

12. John Rogers – Learning in
Practice
john@gtnworld.net
http://johnrogers960.blogspot.co.uk/
12
GTN provides bespoke
programmes:
Leadership Transitions
Development at key career points
Building the talent pipeline
Learning Expeditions
Action-oriented experiential
learning
Future challenges; global context
Executive Coaching
Business and performance
coaching
Individuals or teams
http://www.gtnworld.net
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