Management

Fundamentals
with Britt Andreatta

Exercise Guide
Chapter 1 Understanding Management
Video 1 What is Management?
Instructions: Assess your proficiency or competence in each of three areas affiliated with effective management. For each
competency, rate yourself on a scale of 1 to 5 with 1 being a low level of skill and 5 being a high level of skill.

Competency Definition 1 2 3 4 5

Managing Performance
Hiring employees Has a skill for evaluating and selecting talent to ensure the best match between the individual
and the work requirements.

Onboarding employees Creates an onboarding experience that prepares staff for success in the position, department,
and organization.

Managing performance Establishing systems and processes to develop, engage, and retain talented individuals;
process creating a work environment where people can realize their full potential.

Developing others Provides challenging and stretching tasks and assignments; holds frequent development
discussions; is aware of each direct report’s career goals; constructs compelling development
plans and executes them.

Facilitating team Using appropriate methods and a flexible interpersonal style to help build a cohesive team;
performance facilitating the completion of team goals.

Managing People
Establishing trust Maintaining standards of honesty; speaking and acting in alignment with values; can present
the unvarnished truth in an appropriate and helpful manner; keeps confidences; taking
responsibility for personal performance; trustworthy.

Emotional intelligence Accurately perceiving and interpreting one’s own and others’ emotions and behavior;
leveraging insights to effectively manage one’s own responses and reactions.

Motivating and engaging Creates a climate in which people want to do their best; can motivate many kinds of
others employees; empowers others; invites input from each person and shares ownership and
visibility; makes each individual feel his/her work is important.

Delegating responsibilities Clearly and comfortably delegates both routine and important tasks and decisions; broadly
shares both responsibility and accountability; tends to trust people to perform; lets direct
reports finish their own work.

Managing conflict Dealing effectively with others in an antagonistic situation; using appropriate interpersonal
styles and methods to reduce tension or conflict between two or more people; facilitates others
in resolving conflict.

Managing productive Using appropriate interpersonal styles and methods to help reach a meeting’s goals while
meetings considering the needs and potential contributions of others.

Appreciating diversity Valuing the contributions of a wide range of people; understanding the influences of various
factors including generation, race, gender, economic background, nationality, etc.

Managing remotely Can design practices, processes, and procedures that allow managing from a distance; can
make things work through others without being there; can impact people and results remotely.

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 Competency Definition 1 2 3 4 5

Managing the Business

Managing time Uses time effectively and efficiently; values time; concentrates own efforts on the more
important priorities; can attend to a broader range of activities.

Managing projects Effectively manages time and resources of self and others; clearly assigns responsibility for
tasks, sets clear objectives, monitors progress, and provides feedback.

Managing budgets Understands the budget process; accurately predicts expenditures; consistently operates within
the established budget, making adjustments as needed.

Adhering to policies and Knowledgeable in current policies, practices, and regulations; consistently adheres to policies;
regulations understands how policies and regulations affect the organization.

Making business decisions Makes good decisions based upon a mixture of analysis, wisdom, experience, and judgment;
most solutions and suggestions turn out to be correct and accurate when judged over time;
sought out by others for advice and solutions.

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Video 2 Knowing When You’re Managing and Leading
Review the differences between management and leadership and make some notes about your specific job and role. When
are you doing each?

Management Leadership Notes

1. Approach Tactical Strategic + visionary

2. Time frame Short- to mid-term to ensure success Mid- to long-term to ensure success
of organization now; sets timetables of organization in future; sets vision
and agendas to achieve identified and strategy for organizational
goals change

3. Focus Focus is narrow and internal to Focus is broad (both internal and
organization external influences), including other
functions, industries, markets, and
national and global affairs

4. Resources Uses currently established resources Seeks and attains/creates new

such as budget, staff, policies, and resources to ensure success of future
procedures goals

5. Task goals Directs daily work to achieve currently Envisions future goals and creates
identified goals new products and processes to
achieve them

6. People goals Supervises staff to maximize their Builds culture to maximize

productivity; coordinates efforts of engagement and commitment;
teams to maximize performance inspires stakeholders, fosters
collaboration, and cultivates next
generation of leaders

% of time you spend

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Video 4 Understanding Management Styles

Director Consultant Consensus

Coach Visionary Delegator
Builder

“I value your “What do you “How can I “You’ve got

Hallmark phrase “Do what I say.” “Follow me!”
input.” think?” support you?” this.”

Level of task High High Medium Medium Low Low

direction

Level of
delegating Low Low Medium Medium High High
decision making

Level of
relationship Low Medium High High Medium Low
building

Highly skilled
Employees who Highly skilled
employees who
New or unskilled are growing but Mid to highly Mid to highly employees who
Best match for employees not yet highly skilled employees skilled employees have strong
need little to
no guidance or
skilled tactical skills
support

Taking too long Putting too much

Micromanaging Consulting without Not providing
to seek input or responsibility
employees to the ever responding enough firm Not providing
Potential point of stunting to feedback
ignoring best
direction to low enough tactical
on the team
problems their growth and causes employee
choice in favor
performing or leadership
or forgetting
of majority to maintain
harming morale disengagement difficult employees
preference relationships

Task direction is when the manager tells the employee what to do, as well as when, where, and how. This may involve
teaching or training as well directives and instructions.

Decision making is the extent to which the manager involves employees in the decision-making process. This exists on
a continuum. At one end, employees have no involvement at all and at the other end, the manager delegates decision
making completely to the employees.

Relationship building is how the manager forms a relationship with each employee, as well as creates the work
environment or culture for the team as a whole. It includes coaching, motivating and engaging employees, open
communication, and respect.

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Chapter 2 Managing Performance
Video 3 Onboarding Employees

Instructions: Take a few minutes to assess how you can onboard new employees to the organization, the department,
and their job. You’ll want to make sure to address all three and where they intersect with the Four Cs. Some possible tools
include documents, online resources, videos, in-person presentations, one-on-one discussions, training, tours, etc.

Organization Department/Team Job

Compliance

laws and policies that must be

adhered to

Clarification

about job duties and expectations

for performance

Culture

stated and assumed values, goals

and norms

Connection

the interpersonal relationships and

networks vital to success

Next, consider which order they need the information to be most successful.

Also, consider how to pace the information so that it can be fully understood and absorbed.

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Video 5 Coaching Employees
2 Styles of Coaching
1) Skill Coaching
Evolved from athletic coaching. Coach’s expertise is in the skill that they teach to others. Intentionally directive.
Uses clear directions:
• What: what needs to be done
• How: how it should be done
• Why: why it should be done
• When: milestone and deadlines

Benefits of skill coaching:

• Faster and easier
• Manager maintains a lot of control

2) Clarity Coaching
Evolved from life coaching. Coach’s expertise is in the clarity process—facilitate the client in accessing their own answers.
Intentionally non-directive.
Uses powerful questions (to learn more, view Coaching and Developing Employees):
• Goals: what do you want?
• Realities: what’s going on?
• Options: brainstorm the dream
• Will: actions and roadblocks

Benefits of clarity coaching:

• It’s a process that is proven to motivate and engage employees
• Behavior change is more likely to stick when they arrive at it on their own because they become more invested
and accountable
• Overtime, you build employee competence and confidence because they’re more likely to initiate solving their own
problems in the future

Coaching Tools (to learn more, view Coaching and Developing Employees):
• Discovery Questionnaire
• Looking Back Exercise
• Influence Interviews
• Team Sourcing
• SMART Goals
• Gap Assessment
• Stretch Projects
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 Coaching Conversation Skill Coaching Clarity Coaching

Problem Solving Tell them how to solve the problem. Facilitate your employee in identifying the
issue and their own potential solutions.

Performance Provide instruction and training about the skill Facilitate your employee in identifying their
itself. current skill level and designing their own
improvement plan.

Development Teach them how to create a professional Facilitate your employee in designing their own
development plan, and tell them the training professional development plan, and identifying
and classes you think they should take. training and classes they would grow most
from.

Career Planning Give advice and suggestions about Facilitate your employee in identifying career
opportunities you have identified. goals and various paths to achieve them, both
within and outside the organization.

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Video 8 Managing Team Performance

Goal:

Milestones:

Deadline:

Shared practices:
• Criteria for evaluating ideas

• Process for making decisions

• Communication flow and format

• Expectations for behavior/conduct

• Building and maintaining trust

Roles:
• Gather information/data
• Analyze information/data
• Coordinate efforts
• Track progress
• Leadership
• Followership
• Quality/standard assurance

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 • Group cohesiveness/camaraderie
• Other:

Resolving conflict:
• How and by when

• Mediator
• Final authority

Accountability:
• How measured

• When assessed

• Consequences

Resources:

What By Whom By When

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Chapter 3 Managing People
Video 8 Managing Multiple Generations

Comparing the Generations

Baby Boomers Gen Xers Millennials
1946-1964 (80 million) 1965-1980 (50 million) 1981-2000 (88 million+)
First moon landing Working parents/latch-key Planned pregnancies
Civil Rights Movement High divorce rates Attachment parenting
Martin Luther King, Jr. Threat of nuclear war Awards for effort
Vietnam War Chernobyl Oklahoma City bombing
Woodstock/counterculture Fall of Berlin Wall Columbine shooting
Shaped by Women’s Liberation Challenger explosion Greatest economic boom
Watergate Massive corporate layoffs Sept. 11, 2001
Television Personal computer Recession
Credit cards Trickle down economics Internet/social media
Suburbia AIDS epidemic Cell phones
Kennedy’s assassination John Lennon’s murder Princess Diana’s death

Controlled as children Alienated as children Protected as children

Childhood Family is disintegrating Family is absent Blended family is hovering

Competitive Independent Optimistic

Hardworking Cynical/skeptical Tech savvy
Action oriented Informed and educated Globally aware
Deeply defined by work Distrust institutions/people Confident/empowered
Traits and characteristics Focused on accomplishments Values connection Pressured to achieve
Comfortable with credit and debt Pragmatic and resourceful Collaborative
Challenge authority Takes initiative Values equality and environment
Question status quo Multi-directional Fun seeking
Values social justice Informal/casual Entrepreneurial

Question authority; trust is earned Low level of trust with authority High level of trust with authority
Trust with authority

Buy now, pay later Save, save, save Earn to spend

Dealing with money

Creates opportunities, ticket to Mandatory, ticket to middle Mandatory, ticket to middle class,
College education upper class, affordable class, expensive burdened with debt

Beatles, Rolling Stones Madonna, REM Britney Spears, Eminem

Pop culture references Dr. Strangelove Dr. Kevorkian Dr. Phil
Dallas Melrose Place Dawson’s Creek

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 In the Workplace
Baby Boomers Gen Xers Millennials
1946-1964 (80 million) 1965-1980 (50 million) 1981-2000 (88 million+)
I am my work. I work to live. Work is part of my lifestyle.
Motto

“I want to build a stellar career. “I want to build a portable career. “I want to build parallel careers.
Career goals Help me excel in my career by Help me build a repertoire of skills Help me explore several jobs
building expertise and mastery.” and experiences.” simultaneously.”

Put in long hours, work hard, Be a self-starter, create your own Optimistic
pay your dues, and you will path, and keep your options open Do what’s expected and
Work ethic earn rewards because rewards are unreliable rewards will come quickly.
Let’s make this fun!

Making an impact, being involved Room to challenge the status Making a difference, clear goals/
in decision making, challenging quo, freedom and autonomy, expectations, intellectual projects/
Motivated by goals, professional development, opportunities for development, challenges, technology, room to
rewards for results rewards for independent thinking explore, rewards for competence

Money, security, recognition, time Freedom, flexibility, training, time Meaningful work, choices,
Rewards off off mentoring, recognition

“I work to live but I’m “Give me balance now, not “Work isn’t everything – I
Work/life balance burning out – help me when I retire – time with family need flexibility to balance
achieve balance.” is very important to me.” all my activities.”

An exciting adventure, stressful A difficult challenge, a contract Fulfillment, one aspect of life
Work is...

Team player; enjoys meetings and Entrepreneur; wants lots of Participative; wants lots of
Interactive style group projects autonomy collaboration

Touch-tone phones Personal computers Smart phones

Communication and media Call me anytime Call/email me only at work Text/email me anytime

Give a little feedback, now and Give lots of feedback, at regular Give continuous feedback, via
Feedback preference again, in person intervals, in person accessible online system

Set vision of future Challenge status quo and innovate Set broad and challenging targets
Establish clear direction Minimize organizational politics related to meaningful purpose
Focus on big picture and let team Create loose framework/guidelines Flat reporting structures
Leadership traits work out details to encourage entrepreneurship Allow individual freedom
Seek and maximize opportunities Open and informal communication Actively engage/attend
Authentic and democratic Fair-minded and credible Creative and inclusive

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Chapter 4 Managing the Business
Video 1 Managing Your Time

Instructions: Each person has a style of working that works best for him or her. Take this quick assessment to learn more
about your work style. This will help you make better choices with managing your time.

Make a list of the different types of activities or tasks that are involved with your work. Some possible examples include:
emails, writing reports, research, presentations, meetings, designing.

What time of day is your focus the best?

What parts of your work or job should be scheduled during that part of the day?

How many minutes can you go without a break and be able to consistently focus?

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When you need a break, how many minutes or hours do you need before you can begin again and be focused?

How many times can you repeat this cycle of focuses and breaks until you need to stop?

What environment do you prefer for doing the different parts of your job? For example, do you like to sit at a desk? Lounge
on a couch or chair? Be outside?

For the different parts of your job, what kind of sound do you prefer? Is it absolute silence? Some background noise? Or
even active noise like TV or music?

What materials do you need around you for the different parts of your job?

All of these things make up your work-style profile. After you discover these things about yourself, you need to
intentionally design a work environment that maximizes your style. For example, if you need silence to focus effectively,
then you should try to find quiet places like a conference room or use sound-cancelling earphones.

It’s also important to maximize your work habits with regard to length of time you can focus. If you focus best in two cycles
of 30 minutes with 15-minute breaks, then you need to put several of these 90-minute blocks throughout your schedule.

Be sure to plan the various parts of your job when it will be the most effective for you and then block your schedule
accordingly.
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Chapter 5 Conclusion
Video 1 Next Steps

References and Recommendations

Books:
• Reinventing Management by Julian Birkinshaw
• One Minute Manager by Ken Blanchard
• Leading at a Higher Level by Ken Blanchard
• The 7 Hidden Reasons Employees Leave by Leigh Branham
• The Three Signs of a Miserable Job by Patrick Lencioni
• The First 90 Days by Michael Watkins
• The Power of Habit by Charles Duhigg
• Help Them Grow or Watch Them Go by Beverly Kaye and Julie Giulioni
• The Productivity Puzzle by Sara Caputo
• Developing Management Skills by David Whetten and Kim Cameron
• When Generations Collide by Lynne Lancaster and David Stillman
• Generations at Work by Ron Zemke, Claire Raines, and Bob Filipczak
• The M Factor by Lynne Lancaster and David Stillman
• Managing the Millennials by Chip Espinoza, Micek Ukleja, and Craig Rusch
• The 2020 Workplace by Jeanne Meister and Karie Willyerd
• Daring Greatly by Brené Brown
Websites:
• United States Department of Labor
http://www.dol.gov/compliance/guide/
• Human Resources Leadership Council
http://www.executiveboard.com/exbd/human-resources/smb-hr/index.page
• Society for Human Resource Management
http://www.shrm.org
• Mind Tools
www.mindtools.com
• Radiant Organizing
www.radiantorganizing.com
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Courses at lynda.com, inc.
• Coaching and Developing Employees
• New Manager Fundamentals
• Conflict Resolution Fundamentals
• Leadership Fundamentals
• Leading with Emotional Intelligence
• Leading Change
• Delegating Tasks to Your Team
• Having Difficult Conversations
• Achieving Your Goals
• Project Management Fundamentals
• Managing Small Projects
• Managing Project Schedules

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