READING ASSIGNMENTS ROLE OF THE MANAGER 2 VISION 3 PEOPLE: Situational Leadership 4 PEOPLE: Collaborative Work Organization 5 Monitoring-PerformancePEOPLE: Feedb"ik PEOPLE: Team Effectiveness PEOPLE: Conflict Resolution VALUES A OTHER READINGS - AID SENIOR MANAGEMENT COURSE READING ASSIGNMENTS SUNDAY NIGHT Complete Course Prework including reading: 1. Chapter 30, "What Makes a Manager," and Chapter 31, "The Manager and his Work" from Management : Tasks, Responsibilities, Practices by Peter Drucker. 2. "What Effective General Managers Really Do," by John P. Kotter, Harvard Business Review, November-December 1982. MONDAY NIGHT Required 1. "Creating a Motivating Vision," from The Transformational Leader, by Noel Tichy and Mary Anne Devanna, John Wiley and Son, 1986. (Section 3) 2. "Using Feedback to Improve Performance and Enhance Motivation," unpublished paper by James McCaffery, May, 1987. (Section 6) 3. "Man Waiting for Motivation," from In Search of Excellence, by Thomas J. Peters and Robert H. Waterman, Jr.. Harper and Row, 1982. (Section 3) Optional 1. "Basic Leadership Tasks for Mission Directors," unpublished paper by James R. Brady, February, 1986. (Section 2) 2. "Strategy I: Attention through Vision," from Leaders: The Strategies for Taking Charge by Warren Bennis and Burt Nanus. Harper and Row, 1985. (Section 3) TUESDAY NIGHT Required 1. "Situational Leadership," by Kenneth Blanchard and Paul Hersey. (Section 4) 2. "How to Run a Meeting," by Antony Jay. Harvard Business Review, Earch-April, 1976. (Section 7) Optional 1. "Situational Leadership Revisited," by Kenneth Blanchard. (Section 4) 2. "Performance Planning," from Performance Planning and Appraisal, by Patricia King. McGraw-Hill, 1984 (Section 5). WEDNESDAY NIGHT Required 1. "MBWA (Managing By Walking Around)," by Tom Peters and Nancy Austin, California Management Review, Fall 1985. (Section 6) THURSDAY NIGHT Required 1. "Managing Your Boss," by John J. Gabbaro and John P. Kotter. Harvard Business Review, January-February, 1980. (Section 10) 2. "Stages of Taking Charge," and other selected sections from The Dynamics of Taking Charge, by John J. Gabarro. Harvard Business School Press, 1987. (Section 7) Optional 1. "Definitions and Characteristics of High Performing Systems, unpublished paper by Peter B. Vaill. (Section 7) 2. "Team Building From a Gestalt Perspective," by H.B. Karp, The 1980 Handbook for Group Facilitators, University Associates, 1980. (Section 7) FRIDAY NIGHT Required 1. Chapters 2, 7, and 8 from The Art of Japanese Management, by Richard T. Pascale and Anthony G. Athos. Warner Books, 1981. 2. "Shaping Values," Digital Equipment Corporation, (unpublished in-house paper) November, 1986. (Section 9) SATURDAY NIGHT Required ,1. "Off the Track--Why and How Successful Managers Get Derailed," Morgan W. McCall, Jr., and Michael M. Lombardo, Center for Creative Leadership, 1982. (Section 10) Optional 1. "Management and the Art of Chinese Baseball," by Ralph G.H. Siu, Sloan Management Review, Spring, 1978. (Section 10) SUNDAY NIGHT Required 1. "The Art of Creative Fighting" by H.B. Karp, from the 1983 Annual for Facilitators, Trainers and Consultants. (Section 8) MONDAY NIGHT Required I. "The Use of Active Listening in Negotiation and Conflict Resolution," by B. Kim Barnes. Situation Management Systems, 1985. (Section 8) TUESDAY NIGHT Required 1. "Why Some Manager's Don't Get the Message," by Robert E. Kaplan, Wilfred H. Drath, and Joan R. Kofodimos. Across the Board, September, 1985. (Section 10) Optional 1. "Toward Middle-Up-Down Management: Accelerating Information Creation, by Ikujiro Nonaka. Sloan Management Review, Spring 1988. (Section 3) WEDNESDAY NIGHT Requi red 1. "The Coming of the New Organization, by Peter Drucker. Harvard Business Review, January-February 1988 (Section 2) 2. "Using Retreats as an Effective Management Tool," unpublished paper by James McCaffery, June, 1988. (Section 7) Optional 1. "Is Excellence In the Public Sector Possible?" by Jed Kee and Roger Black. Public Productivity Review, Spring, 1985. (Section 3) 2. "Four-Star Management," by Jay Finegan. Inc., January, 1987 (Section 3) 3. Three articles from Public Management, April, 1984 (Section 3): "Putting In Search of Excellence to Work in Local Government," by George A. Sipel, "PM Interviews ICMA Outstanding Management Innovators on Excellence," by Thomas W. Fletcher, "Taking Action to Promote Excellence, by George P. Barbour, Jr. 4. "Private Managers and Public Myths--Public Managers and Private Myths, J.W. Driscoll, Gary Cowger, and Robert J. Egan, Sloan Management Review, Fall, 1979. (Section 2) THURSDAY NIGHT Optional 1. "Manage by Example," from Thriving on Chaos: Handbook for a Management Revolution, by Tom Peters. Alfred A. Knopf, 1987. (Section 10) ROLE OF THE MANAGER Chapter 30, "What Makes a Manager," and Chapter 31, "The Manager and his Work" from Management : Tasks, Responsibilities, Practices by Peter Drucker. "What Effective General Managers Really Do," by John P. Kotter, Harvard Business Review, November-December 1982. "Basic Leadership Tasks for Mission Directors," unpublished paper by James R. Brady, February, 1986. "Private Managers and Public Myths--Public Managers and Private Myths, J.W. Driscoll, Gary Cowger, and Robert J. Egan, Sloan Management Review, Fall, 1979. "The Coming of the New Organization," by Peter Drucker. Harvard Business Review, January-February, 1988. BASIC LEADERSHIP TASKS FOR MISSION DIRECTORS Jim Brady, PM/TO MISSION. 1. SET INNOVATIVE AND CHALLENGING OVERALL GOALS FOR THE Develop your formal and informal action agendas. Have a clear idea of what you want the Mission to ACHIEVE and BECOME over the next several years. Include not only program goals, but goals for increasing staff and organizational capabilities. Have a vision which is exciting enough to challenge people to excel. What are some words that you would like to have host country people use to describe your Mission and its employees? 2. SET CLEAR GOALS AND PRIORITIES FOR ALL MISSION ELEMENTS. Translate broader Mission goals into specific action objectives for each Mission unit (and ensure that your subordinate managers set specific goals for each of their units and employees). Use a Management by Objectives (HBO) or similar system which clarifies goals and linkages throughout the Mission. 3. COMMIT THE RESOURCES EMPLOYEES NEED TO GET THE JOB DONE. Don't set goals or start programs which you cannot properly staff or fund. Learn how to use your staff resources wisely. Don't overload competent employees so that they become incompetent, while marginal employees get by with light loads. Keep an eye on both marginal and outstanding employees and mete out resources and rewards accordingly; performance not personality. Reduce or eliminate reward but octivities which no longer meet priority Mission needs, is a consume scarce human and other resources. (This difficult task, but an essential one if you are to have enough personal energy and other resources to do a good job on vital projects). 4. COMMUNICATE FOR CLARITY AND COMMITMENT Don't assume that everyone shares your understanding of Mission goals and priorities. Repeat major themes and goals until you get feedback from staff that they are understood. Encourage free discussion of your program and implement valid suggestions for changes. Establish formal and informal communications networks which link all groups or individuals critical to the success of your program (e.g. Mission program employees, contractors, local leaders, counterparts, clients, media, other donors, Ambassador/DCM, Country Team bearing bad Members, and AID/W). Don't kill the messengers news if you really want to know what is going on. Practice by Wandering Around"--on a daily basis. MBWA--OManagement and Don't just sit in your office and hold court, get out praise when see what's happening. Give positive feedback and you catch people doing things right it doesn't cost a dime--but can yield high returns in Improved employee But, remember that the main purpose of MBWA is to morale). jobs. listen and learn, not to take over your subordinates' 5. ENCOURAGE TEAM WORK AND COOPERATION. Structure cooperation between offices and functions through the use of problem-centered task forces, project teams, etc. Competition between units can stimulate people, but can also create problems if allowed to develop into conflict. It is your responsibility to resolve interpersonal or intergroup conflicts before they reach the destructive stage; get all parties concerned together to resolve differences and focus on shared Mission goals. Learn how to run a decent staff meeting and help your subordinate managers do the same. Meetings should have a purpose, agenda, and time frame. Use ceremonies, rewards, and other motivators to encourage effective teamwork and cooperation (e.g., bonuses, trips, personal notes, or a few kind words). 6. SET A GOOD EXAMPLE FOR OTHER MANAGERS AND STAFF What you do every day speaks much louder than your words. Be positive whenever you can; a negative leader does not inspire others. Show that you really care about the Mission program and every one of your employees. Keep people focused on important Mission goals and progress and off of petty problems. Don't get carried away with your personal status and perks. Be willing to admit mistakes; any one who tries innovate or solve difficult problems is going to make to Set errors; your concern is your overall batting average. aside time to coach your managers and encourage them to improve their leadership skills.