“You will have to transform yourself from an overseer into a doer.”

When we studied for our LATG Certification Exams, we all spent time learning about Henry Mintzberg’s X, Y and Z Theories on workers’ behaviors. How often, when we were struggling with a poor performing technician did we think about Theory X and if our management style and perceptions had any impact on the staff’s performance and attitudes? When things are going well, do we consider our employees fitting into Theory Y or a combination of all three (X, Y and Z)?

Recently, Henry Mintzberg came out with his beliefs on how managers differ from one another in their major focus of attention. Some managers focus their energies to handling and manipulating data and reports, they are the data-oriented (D) managers. Others focus their major interests in their technical staff; they are the people-oriented (P) managers. Finally, a third category of managers focus themselves on taking action or the action-oriented (A) managers. However, in order for work to be effective, each manager must use some of the other two focuses (D, P, or A) in order for operations to work effectively.

The data-oriented (D) managers focus on meeting the administration’s management standards and managing by reports. These managers tend to delegate the most to their staff and they achieve efficiency by having consistent work operations without interruptions or conflict. These managers may get labeled “Hard” by their co-workers.

The people-oriented (P) managers concentrate on maintaining the motivation of their staff by having the sensitivity and ability to cope with human relations problems. Motivation can be the result of effectiveness of the staff to get their work completed. These managers may get labeled “Soft” by their co-workers.

The action-oriented (A) managers are always seeking to do something new or to implement a new idea. They want tomorrow to be different from today. They derive energy by seeking out new equipment or procedures for their facilities. By pushing for continuous improvements and uncovering problems, these managers may get labeled as “Troublemakers” by their co-workers.

Successful managers involve the capacity to balance between the three orientations regardless of whether one is addressing an quality, staff, or equipment problem, they need to make fast-paced trade-offs (each involving staff and operational issues) among the three orientations. Where have you placed your focus and energies today, D, P or A or a balance of all three?

Happy New Year and I hope 2008 is a great year for you.

Kim
Kimberly.Edgar@Dartmouth.edu