MBA

Master of Business Administration

Crash Course

“To reach our greatest potential, we

must set our sights clearly and
embrace the unknown confidently”

The National Organization of Certified Public Accountants An association of institutional, professionals, and OFWs
Riyadh Chapter, Kingdom of Saudi Arabia Riyadh, Kingdom of Saudi Arabia

MODULE 2
HUMAN CAPITAL
MANAGEMENT

TALENT REALITIES
Business success is more people dependent

Marketplace for TALENT is increasingly becoming

global

Expectations and desires about employment

relationship is more complex

Employees are more sophisticated now

Loyal to themselves and on the move

TALENT is a scarce source

ORGANIZATIONAL CHALLENGES

De-motivated staff

Lack of Job Fit

Decreased productivity

Increased pressures to produce

High levels of stress

Ineffective training plans and programs (costs, ROI!)

Etc…

ORGANIZATIONAL CHALLENGES

NORMALLY CANDIDATES ARE:

Hired But,
for Fired for
qualifications Behavior

ORGANIZATIONAL CHALLENGES
FIRING as a result of WRONG HIRING
Has major negative impact

FINANCIALLY

OPERATIONALLY

CORPORATE CULTURE
 WHY PEOPLE FAIL?

With COMPANY CULTURE

INCOMPATIBILITY With JOB

With PEOPLE

DO ORGANIZATIONS HAVE
HUMAN CAPITAL STRATEGY
IN PLACE

HUMAN CAPITAL

INTELLECTUAL CAPITAL
(knowledge, skills, and talent)
RELATIONAL CAPITAL
+ (connections and relationships
with customers, peers, vendors,
and external associates)

=
ACHIEVEMENT OF

ORGANIZATION’S GOALS

The ability of people to innovate – to create

new products and new services, and to
improve business process.
 HUMAN CAPITAL

TE
RE

AM
U
LT

W
DE
T
CU

OR
EN

VE

K
TM

LO
UI

PM
CR

EMPLOYEE

EN
RE

LIFE CYCLE

T
LE

N
O
AD

RETENTION TI
VA
ER

TI
SH

O
I

M
P

HUMAN CHARACTERISTICS
As organisms not mechanisms
(Idiosyncratic)

Bio-Logic not Machine-Logic

UNDERSTANDING

BETTER
MANAGEMENT OF
PEOPLE

HUMAN ATTENTION-CRITICAL CURRENCY

4 TOP PRIORITIES
MASLOW’S HEIRARCHY OF NEEDS FOCUS
Davenport and Beck,2001
ESTEEM
Achievement
Competence
Approval
Recognition
BELONGING
Connection
Intimacy
Understanding
Dynamics
SAFETY
=
Shelter,
Effective
Trusted Friend
Management
Family
SURVIVAL AND
REPRODUCTION
Food, Shelter,
Sex,
Protection,
Offspring
 EFFECTIVE MANAGEMENT
DR. RINSES LIKERT

EMPLOYEES SEEN AS PEOPLE

– OWN NEEDS, DESIRES AND VALUES

MOTIVATION TO WORK
- MODERN PRINCIPLES vs REWARDS & THREATS

TIGHTLY KNIT AND HIGHLY EFFECTIVE WORKFORCE

- COMMITTED TO ACHIEVING GOALS

SUPPORTIVE RELATIONSHIP WITHIN GROUP

- MUTUAL RESPECT

NEW PSYCHOLOGICAL CONTRACT

INDIVIDUAL EXPECTATION ORGANIZATION
safe/hygienic work conditions accept organization’s ideology

job security to work diligently

challenging and satisfying jobs not to abuse goodwill shown by

management
equitable policies & procedures;
uphold the image of the
participation in decisions organization

implement best practice show loyalty

Dev’t & career progression; not to betray positions of trust

respect standards of dress and

appearance
Understanding & consideration

IMPORTANCE OF CULTURE
IN
PEOPLE MANAGEMENT
 UNDERSTANDING CULTURE
THREE LAYERS
VALUES

BELIEFS

Strategies
Mission

PARADIGM
(Cultural Web)

Business Objectives

UNDERSTANDING CULTURE
CULTURAL WEB
SYMBOLS
• Looking Busy
• Untidy work area
STORIES • Prestigious offce POWER
STRUCTURES
• Fun place to work
• Leadership
• Salary Levels
• Power Distribution
• Working hard

PARADIGM
RITUAL/ ORGANIZATION
ROUTINES STRUCTURES
• Meetings • Mechanistic
• CommunicationsCONTROL • Organic
• Parties SYSTEMS • Formal/Informal
• Procedures
• Rewards
• Punishment

UNDERSTANDING CULTURE
DIMENSIONS OF CULTURE - (Hofstede)

POWER DISTANCE – Management

Style – Willingness of subordinates to
disagree

UNCERTAINTY AVOIDANCE –
Extent of threat in unusual situations

INDIVIDUALISM – Individualistic
or collectivism

MASCULINITY –Masculine
characteristics
UNDERSTANDING CULTURE
CULTURAL VARIANCE & WORKPLACE BEHAVIOR
(Dutch Writer – Fons Trompenaars)

RELATIONSHIP & RULES –

Employee’s Flexibility to situations

INDIVIDUALS/COLLECTIVISM
– Individualist/Family

EMOTIONAL SOCIETIES –
Display of emotions in workplace

DIFFUSE CULTURE –Take time to

build relationship

UNDERSTANDING CULTURE
CULTURAL VARIANCE & WORKPLACE BEHAVIOR
(Trompenaars)

ACIEVEMENT BASED –
Accomplishments

TIME ELEMENT – Present

performance for future success.

ENVIRONMENTAL
DIFFERENCES – Impact of
environment to attitude

EMPOWERMENT
 EMPOWERMENT

Energizing people to
achieve further
progress and success.

Power is a route to
power.

Major support for

business turnaround

EMPOWERMENT - CHALLENGES

Habit

Fear of Anarchy

Personal Insecurity

Lack of Skills

Pragmatism
empowerment does not solve everything

EMPOWERMENT
ROLES OF MANAGERS
Counselor/Coach -
understand and manage situation

Vision Articulator
Encourage participation of employees

Goal Definer
Define goals and give feedback-Agree target, let team
decide how to meet them

Challenge Creator
Talent Developer
Develop employee’s talents-provide opportunities

Resource Obtainer
Availability of resources
EMPOWERMENT
ROLES OF MANAGERS
Leader
- Controlling Leader
select the right product
select the right employees
define processes, procedures, standards
set objectives and guidelines.

- Enabling Leader
encourage cross-training
appraise performance continuously
promote communication
build and nurture the team
encourage employees
coordinate direction
procure resources
represent the team when needed

LEADERSHIP

LEADERSHIP
LEADERSHIP
central to exercise of
management

MANAGER VS LEADER
How Things What Things
Get Done Meant to People

Do the Right Do Things

Thing Right
 LEADERSHIP
In a study of nineteen
insurance companies, the
climate created by the CEO
among their direct reports
predicted the business
performance of the entire
organization: In 75% of cases,
climate alone accurately
sorted companies into high
versus low profits and
growth.”

LEADERSHIP
“If climate drives business
results, what drives climate?

Roughly 50 to 70 percent of how

employees perceive their
organization’s climate can be
traced to the actions of one
person: the leader. More than
anyone else, the boss creates the
conditions that determine
people’s ability to work well.”

MANAGEMENT VS. LEADERSHIP

FIVE DIMENSIONS
(By Kotter)

1.DIRECTION
2.ALIGNMENT
3.RELATIONSHIP
4.PERSONAL QUALITIES
5.OUTCOMES
MANAGEMENT VS. LEADERSHIP
DIRECTION
MANAGEMENT LEADERSHIP

Planning & Budgeting Creating vision and

strategy

Keeping an eye on Keeping an eye on the

bottom line horizon

MANAGEMENT VS. LEADERSHIP

ALIGNMENT
MANAGEMENT LEADERSHIP

Organizing and staffing Creating shared culture

and vision

Directing and Helping others to grow

controlling

Creating boundaries Reducing boundaries

MANAGEMENT VS. LEADERSHIP

RELATIONSHIPS
MANAGEMENT LEADERSHIP

Focus on objects/ Focus on inspiring

products people

Selling goods and Motivating followers

services

Acting as a boss Based on personal

power

Acting as coach,
facilitator
MANAGEMENT VS. LEADERSHIP
PERSONAL QUALITIES
MANAGEMENT LEADERSHIP

Emotional distance Emotional connection

Expert mind Open mind

Talking Listening

Conformity Non-conformity

Insight into Insight into self

organization

MANAGEMENT VS. LEADERSHIP

OUTCOMES
MANAGEMENT LEADERSHIP

Maintain Stability Create Change – often

radical

LEADERSHIP APPROACHES

TRAIT APPROACH

BEHAVIORAL

CHARISMATIC

TRANSFORMATIONAL
LEADERSHIP APPROACHES
TRAIT APPROACH

ARE
LEADERS
BORN OR MADE?

LEADERSHIP APPROACHES
TRAIT APPROACH

Broad Range of Characteristics

Intelligence

Height

Health

Socio- Economic Status

Initiative & Enthusiasm

LEADERSHIP APPROACHES
TRAIT APPROACH
Effective Leaders
Supervisory Skills

Occupational achievement

Intelligence

Decisiveness

Self Assurance

Initiative
 LEADERSHIP APPROACHES
BEHAVIORAL

Behavior
(learned phenomenon)
and not
traits (inherent attributes)
that determines the
effectiveness of a leader.

LEADERSHIP APPROACHES
BEHAVIORAL
Rensis Likert (University of Michigan)

CONTINUUM

Exploitative/ Benevolent/ Consultative Participative

Authoritative Authoritative Groups

LEADERSHIP APPROACHES
LEADERSHIP GRID – TASK VS. PEOPLE
HIGH

COUNTRY CLUB TEAM STYLE

STYLE (9,9)
(9,1)

MIDDLE OF THE
ROAD STYLE
(5,5)

PEOPLE

IMPOVERISHED PRODUCER OR PERISH

MANAGEMENT (Authority-Obedience)
(1,1) (9,1)

LOW HIGH
TASK
 LEADERSHIP APPROACHES
CHARISMATIC
CHARISMA – Gift of Favor

THREE (3) PERSPECTIVES

LEADER CENTERED

FOLLOWER CENTERED

INTERDEPENDENCY

LEADERSHIP APPROACHES
TRANSFORMATIONAL
Ability to change attitude/perception of
members; create vision that inspires people
COMPETENCIES AND STRATEGIES
Capacity to encourage/motivate others

Capacity to accept challenges & take risks

Self awareness and self knowledge

Personal persistence and commitment

Willingness and motivation to go on

learning

Ability to learn and profit from failures

and mistakes

LEADERSHIP CONTINUUM
Tannenbaum and Schmidt’s Leadership Continuum
(How to choose Leadership Pattern, Harvard Business Review)

Boss Centered Subordinate Centered

Leadership CONTINUUM Leadership

Manager Manager Staff acts

Manager
makes presents the freely in set
presents
decision problem limits
ideas and
and invites and seeks
announces questions ideas
it Manager sells Manager Manager
decision presents defines limits
potential and asks
solution group to
decide
 LEADERSHIP

In challenging waters, the

leader must be the rock
that provides stability,
the shield that offers safe
harbor, and the compass
that points the way.

MOTIVATION

MOTIVATION

Persuading people to do what

needs to be done and achieve
pre-set goals/objectives.
 MOTIVATION
RESEARCHES/STUDIES
MASLOW’S HEIRARCHY OF NEEDS
Assumption that one people have satisfied a
certain level of need, they will want to move to the
level above .

CHALLENGES
- Every individual has different needs.
- Need to know the person in the hierarchy.
- Multiple needs satisfied at the same time.

MOTIVATION
RESEARCHES/STUDIES
DOUGLAS MCGREGOR X & Y THEORY
Assumption that one people have satisfied a
certain level of need, they will want to move to the
level above .
Theory X
- People need to be controlled and threatened.
- Human prefers to be directed.
- People need more than financial reward.
Theory Y
- Mental/physical effort = play/rest
- Control/punishment not only ways to work
- Job Satisfaction = Commitment
- Imagination/creativity solve work problems.

MOTIVATION
RESEARCHES/STUDIES
FREDERICK HERZBERG’S TWO FACTOR
THEORY
Hygiene – Organization & Work Environment
- Organization - Interpersonal relations
- Policies - Salary
- Supervision - Status
- Working Condition - Job Security

Job Motivators
- Achievement
- Recognition
- Growth/Advancement
- Interest in the Job
 MOTIVATION
RESEARCHES/STUDIES
HAWTHORNE EXPERIMENT – ELTON MAYO
Work is a group activity.

Recognition, security, sense of belonging are

important in employee morale and productivity.

Complaint – sign of disturbance of status/position

Attitude & Effectiveness – affected by internal and

external environment.

Informal groups – with great impact to individual

worker.

Group collaboration – must be planned &

developed

MOTIVATION
RESEARCHES/STUDIES
EMPLOYEE IMMATURITY/MATURITY
THEORY – CHRIS ARGYRIS

Bureaucratic/Pyramidal System
Poor, shallow and mistrustful relationship.

Humanistic/Democratic Relationship
Trusting, authentic relationships will develop
among people - result in increased
interpersonal competence, inter-group
cooperation, flexibility, and the like and
should result in increases in organizational
effectiveness

MOTIVATION
RESEARCHES/STUDIES
MANAGEMENT SYSTEM AND STYLES –
RENSIS LIKERT

Exploitive- Authoritative System

Threats – High level mgt responsibilities.

Benevolent – Authoritative System

“Master – Servant Trust” – Reward System

Consultative System
Leadership by superiors
Partial Trust in subordinates
Reward system
 MOTIVATION
RESEARCHES/STUDIES
MANAGEMENT SYSTEM AND STYLES –
RENSIS LIKERT

Participative Group System

Leadership by superiors
Complete Trust in subordinates
Reward system - Economic

MOTIVATION
RESEARCHES/STUDIES
ACHIEVEMENT MOTIVATION –
DAVID MCLELLAND
Intense need to achieve – distinct among
other needs.

TEAMWORK
 TEAMWORK

PEOPLE WORKING
TOGETHER TO ACHIEVE
A COMMON GOAL

TEAMWORK
BUILDING BLOCKS TO EFFECTIVE
TEAMWORK
Balanced roles.
Clear objectives and agreed goals
Openness and confrontation.
Support and trust.
Cooperation and conflict.
Sound procedures.
Appropriate leadership.
Regular review
Individual development.
Sound inter-group relations.
Good communications.

WHAT IT TAKES TO
ATTRACT, RETAIN, AND ENGAGE
EMPLOYEES
 TOP GLOBAL DRIVERS

ATTRACTION Competitive base pay

Recruiting the Right People
Challenging work

Career Advancement Opportunities

Salary increases linked to individual

performance
RETENTION
Keeping the Best People Learning & development opportunities

Organization’s reputation as good employer

Caliber of co-workers

ENGAGEMENT Organization’s financial health.

Securing Discretionary
Effort

TOP GLOBAL DRIVERS

ATTRACTION Satisfaction on organization’s decision

Recruiting the Right People
Manager understands what motivates
people

Organization’s reputation as good employer

Low-or-no stress work environment

RETENTION
Keeping the Best People
Opportunities to learn and develop new
skills

Fair compensation

Effective communication of career

ENGAGEMENT opportunities.
Securing Discretionary
Effort

TOP GLOBAL DRIVERS

Opportunities to learn & develop new skills

ATTRACTION
Recruiting the Right People Skill & capabilities improvement

Organization’s reputation as good employer

Input into decision making in the department

Organization’s focus on customer satisfaction

RETENTION Fair & consistent salary criteria

Keeping the Best People
Good collaboration across units

Appropriate decision making authority to do the

job well.

Senior management’s action to ensure long-

term success
ENGAGEMENT
Securing Discretionary Senior management’s interest in employee well
Effort being.
 RECRUI TMENT
MANAGEMENT

COMMON RECRUITMENT CHALLENGES

Typical Selection Process

WHAT EMPLOYERS SEE

KNOWLEDGE

SKILLS EXPERIENCE

TRAITS
INTERESTS
VALUES
MOTIVATION

WHAT EMPLOYERS GET

IS THERE A BAD- GOOD PERSON?

NO
BAD-GOOD JOB\ORG. FIT!
 THE CHALLENGE

The Role & Responsibilities

Target Growth-Productivity Your Pool Of
Job Competencies Potential
Candidates
Personality
Good Fit
(Behavioral Traits)

Interest Marriage
Thinking Capacity Bad Fit

Cultural & Value Fit

Termination-Law Suits
Leadership and
Management Style Fit

COMMON RECRUITMENT CHALLENGES

Study: “Retaining Talent, Retention and

Succession In the Corporate Workforce”

“85% of Executives reported the single greatest

challenge in workforce management is creating
or maintaining their companies’ ability to
compete for top talent.”

COMMON RECRUITMENT CHALLENGES

“Chances are good that up to

66% of your company’s hiring
decisions will prove to be
mistakes in the first twelve
months.”

PETER DRUCKER
“Revered as father of Modern Day
Management”
COMMON RECRUITMENT CHALLENGES

A Recent Study

30-40 percent of all applicants misrepresent

themselves on their resumes

10-15 percent of all applicants have

unfavorable records

52 percent of resumes have discrepancies

COMMON RECRUITMENT CHALLENGES

“ 63% of all hiring decisions are made

during the first 4.3 minutes of an
interview.”
Society of Human Resource Management Study, reported in
USA Today

COMMON RECRUITMENT CHALLENGES

E 1 st Quarter
X
P
E 2nd Quarter
C
T
A 3rd Quarter
T
I
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 MANPOWER COST

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TP

IVE TE E
HIR

LY
?

GOAL:
IMPROVED
PERFORMANCE

ENGAGEMENT
The degree to which employees
connect with their work and feel
committed to their organization
and its goals.

CHARACTERISTICS OF HIGHLY
ENGAGED EMPLOYEES

Feel excited and enthused

Less aware of the passage of time
Devote discretionary effort to the activity
Identify with task – describe themselves with
others in the context of task.
Think about questions or challenges posed by
the activity during spare moments.
Resist distractions and find it easier to stay
focused.
Invite others into the activity
 EMPLOYEE ENGAGEMENT WORLDWIDE
2006 STUDY

• Belgium • Italy
• Brazil • Japan
• Canada • Mexico
• China • Netherlands
• France • South Korea
• Germany • Spain
• India • United Kingdom
• Ireland • United States

EMPLOYEE ENGAGEMENT WORLDWIDE

Highly Engaged Moderately Engaged Disengaged

Global* 14% 62% 24%

Mexico 40% 51% 9%
Brazil 31% 62% 7%
U.S. 21% 63% 16%
Belgium 18% 67% 15%
Canada 17% 66% 17%
Germany 15% 70% 15%
Ireland 15% 70% 15%
U.K 12% 65% 23%
Spain 11% 64% 25%
S. Korea 9% 71% 20%
France 9% 68% 23%
Netherlands 8% 73% 19%
China 8% 67% 25%
Italy 7% 64% 29%
India 7% 37% 56%
Japan 2 57% 41%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Towers Perrin Global Workforce Study

RETENTION & TURNOVER PATTERNS

HIGHLY ENGAGED EMPLOYEES
2% 5%
Made Plans Plans
to Leave to Retire
3%
Actively
Looking

31%
Open to Offers 59%
Intends to Stay

Source: Towers Perrin Global Workforce Study

 RETENTION & TURNOVER PATTERNS
MODERATELY ENGAGED EMPLOYEES
4% 6%
Made Plans Plans To Retire
To Leave
8%
Actively
Looking
35%
Intends to Stay

47%
Open to Offers

Source: Towers Perrin Global Workforce Study

RETENTION & TURNOVER PATTERNS

DISENGAGED EMPLOYEES
7%
Plans To Retire
9%
Made Plans
To Leave
24%
Intends to Stay

21%
Actively
Looking

39%
Open to Offers

Source: Towers Perrin Global Workforce Study

SUMMARY

WHO’S WORKING IN YOUR ORGANIZATION?

19%
Actively
Disengaged

55%
Unengaged 26%
Engaged

75% PAYROLL LOSS

 THE NEW WORKFORCE
Demographic
Year Born Traits and Values Learning Styles
Group

Hierarchical, loyal to Traditional, instructor-led,

1928-1945 institutions, and
Traditionalists (62+ Yrs Old) reading, homework
motivated by financial “teach-me”
rewards and security

Traditional, group effort,

1946-1965 Idealistic, competitive expert-driven, self-
Baby Boomers (42-61 Yrs Old) and striving to achieve driven, “lead me to
information”

Team Driven,
1966-1981 Self Reliant, willing to collaborative, “wisdom of
Generation X (26-41 Yrs Old) change rules, and tribal crowds”, peer-to-peer “
and community oriented connect me to people”

Confident, impatient, Give context and

Generation Y socially conscious, meaning, make it fun,
1982-2000 search and explore,
(Millennials) (7-25 Yrs Old) family-centric and
technology-savvy. entertain me “connect
me to everything”

YOUR CHALLENGE

To ensure that every “people”

decision—whether hiring,
promotion, or development is
aimed at achieving
“superior” performance”.

WHY DO PEOPLE PERFORM AT

A “SUPERIOR” LEVEL?
 ACHIEVING JOB MATCH

Checking the Past Reviewing the Present

Skill Match Company Match

Education Values
Training Demeanor
Experience Appearance
Skills Integrity

?
What predicts future
“superior” performance?

THE MISSING THIRD IS..

Checking the Past Reviewing the Present

Skill Match Company Match

Education Values
Training Demeanor
Experience Appearance
Skills Integrity

Job Match
Thinking Style
Behavioral Traits
Interests

…in predicting
“superior” performance

PERSONALITY MEASURES AND

PREDICTORS OF JOB PERFORMANCE

Interview 14%

Reference Checking 26%

Personality Testing 38%

Abilities Testing 54%

66%
Interest Testing
75%
Job Matching Assessment Tool

0 10 20 30 40 50 60 70 80

Sources Prof. Mike Smith, University of Manchester.

John E. Hunter and Ronda F. Hunter. Validity and Utility of Alternative Predictors of Job
Performance. Psychological Bulletin.
Robert O. Tett, Douglas N. Jackson and Michelle Rothstem. Personality Measures and
Predictors of Job performance. A Meta-Analytical Review. Personnel Psychology. Winter. p
103 Michigan State University’s Schoool of Business
 THE IMPACT OF JOB MATCH

With Without
Job Job
Match Match

High Turnover Industry

% left / fired after 6 months 24% 46%

% left / fired after 14 months 28% 57%

Low Turnover Industry

% left / fired after 6 months 5% 25%

% left / fired after 14 months 8% 34%

Source: “ Job Matching for Better Sales Performance,”

Harvard Business Review, Vol. 58, No. 5.

Job Profile Summary

Job Pattern: Sales Representative

Overall Job Match 94%

Thinking Style
Learning Index 7

Verbal Skill 8
Job Match
Verbal Reasoning 8 Percentage
7
95%
Numerical Ability
Numeric Reasoning 8

Behavioral Traits
Energy Level 8

Assertiveness 7

Sociability 4 8 Job Match

A Good Match Manageability

Attitude
6

7
Percentage
95%

Decisiveness 6

Accommodating 6 Distortion – 8
Independence 6

Objective Judgment 5 8

Occupational Interests Job Match

I n t e r e st s Ra n k i n g Top t h r e e in t e r e st s for t hi s posi tion Percentage
8 91%
Enterprising
People Service 6 The Job Matching
process for Interests
is concerned with top
Creative three interests of a
Job Match Pattern
Low e st t h r e e i n te r e st s f or t h is p osit ion and how a
candidates top three
Financial/Administrative 5 interests match. The
three top interests for
Technical 4 this Pattern are
indicated and ranked
4 from top to bottom.
Mechanical
17

Job Profile Summary

Job Pattern: Sales Representative

Overall Job Match 64%

Thinking Style
Learning Index 8

Verbal Skill 8
Job Match
Verbal Reasoning 8 Percentage
86%
Numerical Ability 9

Numeric Reasoning 7

Behavioral Traits
Energy Level 2 8

Assertiveness 4 8

Sociability 3 Job Match

6 Percentage
Manageability
56%

A Poor Match Attitude

Decisiveness 3
5 8

Accommodating 6 Distortion – 9

Independence 3 8

Objective Judgment 6

Occupational Interests Job Match

I n t e r e st s Ra n k in g Top t h r e e in t e r e st s for t h is posi t ion Percentage
2 35%
Enterprising
People Service 2 The Job Matching
process for Interests
1 is concerned with top
Creative three interests of a
Job Match Pattern
Low e st t h r e e in t e r e st s f or t h is p osit i on and how a
candidates top three
Financial/Administrative 4 interests match. The
three top interests for
Technical this Pattern are
indicated and ranked
8 from top to bottom.
Mechanical
22
 THINGS TO PONDER
WHICH KIND OF MANAGER AND LEADER ARE YOU?
OLD? NEW?
Thinks of self as a Thinks of self as a
manager 0r boss sponsor, team leader, or
internal consultant

Follows the chain of Deals with anyone

command necessary to get the job
done.

Makes most decision Invites others to join in

alone decision making

THINGS TO PONDER
WHICH KIND OF MANAGER AND LEADER ARE YOU?
OLD? NEW?
Hoards information Shares information

Tries to master one major Tries to master a broad

discipline, such as array of managerial
marketing or finance disciplines

Demands long hours Demands results

CASE STUDY
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