Sustainable Improvement in Management and Organizational Effectiveness

Vice Chancellor Wendell C. Brase University of California, Irvine

Sustainable Improvement
Based on values and principles Goals that can be expressed as performance expectations Based on an empirically-verifiable behavioral model Measurable results that support learning and performance improvement
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Sustainable Improvement
Based on values and principles Goals that can be expressed as performance expectations Based on an empirically-verifiable behavioral model Measurable results that support performance improvement
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Envisioned Values & Principles

Teamwork requires individuals to enter into interdependencies involving risk, which requires a foundation of trust.

Envisioned Values & Principles

People can create interdependencies involving trust and vulnerability when they feel that facts and neutral data are valued.

Envisioned Values & Principles

No one is rewarded for looking good at the expense of another. Team players are committed to each others success.

Envisioned Values & Principles

Innovation requires open debate about many wrong ideas. Process redesign starts with creative chaos and early mistakes in order to avoid latestage errors.

Envisioned Values & Principles

Interpersonal problems are resolved effectively -- limiting the degree to which they undermine teamwork by distorting perceptions of others motives, which can occur when stakeholders struggle with change.
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Envisioned Values & Principles

Innovation, continuous improvement, and a willingness to question the status quo are valued by supervisors and co-workers.

Sustainable Improvement
Based on values and principles Goals that can be expressed as performance expectations Based on an empirically-verifiable behavioral model Measurable results that support performance improvement

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Group and Individual Performance Expectations

1. 2. 3. People who seek better methods are respected and rewarded. People experience mutual respect in the workplace. Groups value member suggestions, including ones that are initially wrong. Co-workers produce ideas to help solve problems when they surface. Problems with the way the group does its work are addressed. Members can criticize the way the work group functions without penalty.
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4.

5. 6.

Group and Individual Performance Expectations

7. People can discuss problems without fear of looking stupid to co-workers. Interpersonal conflicts are addressed in the work group. Differences of opinion about how to get the job done are discussed openly. Differences of opinion about how to get the job done are resolved using facts. Everyone shares responsibility for the results of group tasks.

8. 9.

10.

11.

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Sustainable Improvement
Based on values and principles Goals that can be expressed as performance expectations Based on an empirically-verifiable behavioral model Measurable results that support performance improvement
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Does Management Matter ?

Management behaviors

Better or worse organizational effectiveness

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Workplace Effectiveness Measures

Work groups share a common set of goals
(Q10)

Work groups embrace the same standards of effectiveness Work groups share common values of service, quality, and excellence Work groups are committed to meet the needs of customers
(Q11) (Q12) (Q19)

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Workplace Effectiveness Measures...

Work groups continually improve practices, productivity, and effectiveness
(Q18)

Work groups rate themselves efficient and productive Work groups do not wait for complaints before tackling new problems
(Q20) (Q15)

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Effectiveness Construct

Effectiveness Measures (7 measures) = .90

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An Emerging Model?
Management behaviors

?
Intermediary Variables?

?
Effectiveness Measures
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Workplace Cooperation Measures

Differences of opinion about how to get the job done are discussed Everyone shares responsibility for the results of group tasks A suggestion about work methods is valued even if its initially wrong
(Q23) (Q3)

(Q5)

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Workplace Cooperation Measures...

When problems surface co-workers produce information and ideas that help solve the problem
(Q6)

When faced with a setback or challenging problem the work group experiences fewer interpersonal problems Group members share expertise when facing a challenging task
(Q7) (Q13)

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Workplace Cooperation Measures

Leadership responsibilities are shared and frequently handed off
(Q14)

Little concern about whether tasks are divided fairly Problems with the way the work group functions are faced and attended to
(Q17)

(Q21)

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Partial Model
Workplace Cooperation Measures (9 measures)
= .89

r = .74

Effectiveness Measures (7 measures)

= .90

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Partial Model
Management behaviors

?
Intermediary Variables?

?
Workplace Cooperation Measures

r = .74
Workplace Effectiveness Measures
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Partial Model
Workplace Respect Measures (6 measures)
= .87

Workplace Cooperation Measures (9 measures)

= .89

r = .74
Effectiveness Measures (7 measures)
= .90

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Workplace Respect Measures

People who seek better methods are respected and rewarded
(Q1)

Interpersonal conflicts are addressed and resolved People can criticize the way the work group functions without penalty
(Q22) (Q8)

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Workplace Respect Measures

People recognize and accept each others strengths and weaknesses
(Q16)

People can share (work) problems without concern about appearing stupid Co-workers experience a climate of mutual respect
(Q9) (Q4)

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Partial Model
Workplace Respect Measures (6 measures)
= .87

r = .77

Workplace Cooperation Measures (9 measures)

= .89

r = .74 Effectiveness Measures (7 measures)

= .90

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Management Behaviors Tested

My Supervisor
Takes time to listen and understand my views
Works well with other managers

Supports equal opportunity Cares about employees as individuals Finds "win-win" solutions Communicates honestly with me Accepts constructive criticism without becoming defensive Keeps promises and commitments Rewards the best performers Seeks different views when solving problems Acts in ways that build respect in him/her Makes me feel stupid when we disagree Makes excuses rather than accept responsibility
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Management Behaviors Tested

My Supervisor
Bases his/her actions on a consistent set of principles Models the behavior he/she expects from others Has earned my complete trust Takes steps to improve bad relationships Trusts my judgment Makes important decisions based on the organizations best interests Helps me understand "the bigger picture Admits mistakes and moves on Does the most important things first Communicates what he/she expects me to accomplish Shows respect when communicating Separates vital tasks from less important ones Gains advantage by holding back information
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Management Behaviors Tested

My Supervisor
Sets challenging objectives Emphasizes shared goals for the department Clarifies standards of quality and effectiveness Values the experiences and perspectives of people from diverse backgrounds Explains the reasons for change Lets me know whether Im doing a good job Reduces complicated problems to the essentials Sorts essential from unimportant information Pinpoints root causes of complex problems Maintains consistency between words and actions Supports my professional development Remains confident despite setbacks Loses his/her temper under pressure
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Management Behaviors Tested

My Supervisor
Remains effective under pressure Involves me in important decisions Learns from his/her mistakes Intensifies focus on goals when under pressure Takes action to stop rule-breaking Sees change as an opportunity Expects everyone to play by the same rules Looks at problems from many angles Re-thinks practices that have never been questioned Will try new, potentially better methods Resists complexity in work procedures Recruits and promotes fairly regardless of race, gender, sexual orientation, disability, or age
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Management Behaviors Tested

My Supervisor
Treats new ideas with respect Will try unconventional ways to achieve results Recognizes that my needs and abilities differ from others Willingly shares his/her expertise with me Wants communication to follow chain-of-command Is available to help me when I need it Understands the work problems I face Puts the good of the organization ahead of personal gain Focuses resources based on customer needs Emphasizes the importance of deadlines Treats me with dignity and respect Takes calculated risks to achieve improvements Makes some people look good at others expense
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Management Behaviors Tested

My Supervisor
Rewards initiative Speaks convincingly when presenting to a group Will welcome an unconventional suggestion Recruits talented people Penetrates surface issues and probes deeply Delegates decision-making whenever possible Will not penalize when a new idea fails Is energetic Conveys a strong commitment to goals Takes action to resolve interpersonal conflicts in his/her area of responsibility Conveys excitement about new ideas Communicates an inspiring vision for change

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Management Behaviors Tested

My Supervisor
Expresses a passion for excellence Talks optimistically about the future Sets objectives and monitors results (rather than tell me how to do my job) Pays attention to administrative details Becomes determined when faced with setbacks Expresses confidence that I can meet his/her performance standards Wants my opinion about proposed actions Provides feedback when I share my ideas Maintains confidence in me even if I make a big mistake Wants my frank opinion when I doubt an action he/she is considering Uses recognition to motivate my performance Uses money to motivate my performance

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Management Behaviors Tested

My Supervisor
Uses threats and consequences to ensure my performance Waits until a problem escalates before acting Treats disagreement as disloyalty May retaliate if I question his/her decision Favors an in group of subordinates Gets irritated when I bring him/her bad news Uses power for his/her own personal agenda Takes offense quickly Is emotionally unpredictable Won't change direction if it means admitting a mistake Blames others when things go wrong Discourages my bringing up problems

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Effective Management Behaviors Grouped into 6 Management Qualities

1. Values New Ideas

My supervisor

Rewards initiative

(Q24.24)

Will try new, potentially better methods Treats new ideas with respect
(Q24.22)

(Q24.8)

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Effective Management Behaviors Grouped into 6 Management Qualities

1. Values New Ideas
2. Values Others Views
Involves subordinates in important decisions Takes time to listen and understand
(Q24.1) (Q24.19)

Provides feedback when subordinates share ideas

(Q24.23)

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Effective Management Behaviors Grouped into 6 Management Qualities

1. Values New Ideas
2. Values Others Views 3. Appreciates Differences Among People
Recognizes that individuals needs and abilities differ Values the experiences and perspectives of people from diverse backgrounds
(Q24.5) (Q24.20)

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Effective Management Behaviors Grouped into 6 Management Qualities

1. Values New Ideas 2. Values Others Views 3. Appreciates Differences Among People

4. Takes Action to Solve Problems and Conflicts

Takes steps to improve bad relationships (Q24.4) Takes action to resolve interpersonal conflicts (Q24.10) Finds win/win solutions (Q24.6) Learns from his/her mistakes (Q24.21) Sorts essential from unimportant information (Q23.13)
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Effective Management Behaviors Grouped into 6 Management Qualities

1. 2. 3. 4. 5. Values New Ideas Values Others Views Appreciates Differences Among People Takes Action to Solve Problems and Conflicts Communicates Expectations
Communicates what he/she expects to be accomplished (Q24.11) Provides understandable performance data (Q2)

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Effective Management Behaviors Grouped into 6 Management Qualities

1. 2. 3. 4. 5. 6. Values New Ideas Values Others Views Appreciates Differences Among People Takes Action to Solve Problems and Conflicts Communicates Expectations Principled
Maintains consistency between words and actions (Q24.16) Acts in ways that build respect in him/her (Q24.2) Models the behavior he/she expects from others (Q24.3) Recruits and promotes fairly regardless of race, gender, sexual orientation, or age (Q24.15)
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Management Effectiveness Model

Effective Management Behaviors (19 behaviors)
= .98

r = .66 Workplace Respect Measures (6 measures)

= .87

r = .77 Workplace Cooperation Measures (9 measures)

= .89

r = .74 Effectiveness Measures (7 measures)

= .90

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Leadership Qualities and Behaviors

My supervisor... Appears self-confident
(Q24.7)

Remains confident despite setbacks

(Q24.9)

Talks optimistically about the future

(Q24.12)

Conveys a strong commitment to goals

(Q24.17)

Communicates inspiring vision for change Presents convincingly to a group

(Q24.14)

(Q24.18)

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Management Detractors
My supervisor... Loses temper under pressure
(Q24.29) (Q24.28)

Makes some people look good at others expense Discourages bringing up problems Favors an in group of subordinates Waits until a problem escalates before acting Makes subordinates feel stupid when they disagree
(Q24.25) (Q24.27) (Q24.30) (Q24.26)

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Leadership Qualities and Behaviors (6 behaviors)

= .94

r = .86 Management Detractors (6 behaviors)

= .92

r = .63 (r = -.79)

Effective Management Behaviors (19 behaviors)

= .98

r = .66 Workplace Respect Measures (6 measures)

= .87

r = .77 Workplace Cooperation Measures (9 measures)

= .89

r = .74 Effectiveness Measures (7 measures)

= .90

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Sustainable Improvement
Based on values and principles Goals that can be expressed as performance expectations Based on an empirically-verifiable behavioral model Measurable results that support performance improvement

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I know about and understand the data my unit uses to measure its performance

My Supervisor takes time to listen and understand my views

My supervisor values experiences and perspectives of people from diverse backgrounds

When work problems surface my co-workers produce information and ideas that help solve the problem

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Sensitivity Analysis
Management Detractors (6 behaviors)

Leadership Qualities and Behaviors (6 behaviors)

Effective Management Behaviors (19 behaviors)

Workplace Respect Measures (6 measures)

Workplace Cooperation Measures (9 measures)

Effectiveness Measures (7 measures)

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FAQs
Can the survey be gamed? Minimum N for valid results? Can results be used to evaluate individuals performance? What scores amount to a wake-up call? What can a manager do about low scores?
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Thank You

UC I
University of California, Irvine

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www.abs.uci.edu
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