P. 1
Management Intelligences Overview v0.1

Management Intelligences Overview v0.1

|Views: 52|Likes:
Published by Chris Maund
knowledge (described in Section 2.2.2), whether gained through practical or academic experience is useless to modern managers unless you have the management intelligences to acquire relevant knowledge, recall and utilise that knowledge coupled with the desire to become a more rounded modern manager through continuous learning.
knowledge (described in Section 2.2.2), whether gained through practical or academic experience is useless to modern managers unless you have the management intelligences to acquire relevant knowledge, recall and utilise that knowledge coupled with the desire to become a more rounded modern manager through continuous learning.

More info:

Published by: Chris Maund on Jun 10, 2011
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as DOCX, PDF, TXT or read online from Scribd
See more
See less

06/10/2011

pdf

text

original

Extensive practitioner knowledge is more useful to modern managers than extensive academic knowledge 1 Introduction

In the following section the Author argues that knowledge (described in Section 1.1) whether gained through practical or academic experience is useless to modern managers unless you have the management intelligences to acquire relevant knowledge, recall and utilise that knowledge coupled with the desire to become a more rounded modern manager through continuous learning.

1.1 Knowledge
Drucker (1993, p. 42) 1 defined management as ³supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management´, but what is knowledge? Knowledge is defined by the Oxford English Dictionary 2 as: 1) expertise, and skills acquired by a person through experience or education; the theoretical or practical understanding of a subject; 2) what is known in a particular field or in total; facts and information; or 3) be absolutely certain or sure about something. Philosophical debates on the definition of Knowledge (or epistemology) in general start with Plato's formulation of knowledge as "justified true belief." There is however no single agreed definition of knowledge presently, nor any prospect of one, and there remain numerous competing theories.3 The term ³extensive knowledge´ is unclear,the definition of ³extensive´ used here is ³far-reaching; comprehensive;thorough´4. Malcolm Gladwellquotes neurologist Daniel Levitin to frame the time to gain extensive practitioner knowledge. 5 ³Ten thousand hours is equivalent to roughly three hours a day, or 20 hours a week, of practice over 10 years.³. This paper demonstrates the development of effective management learning using productive inquiry, Kolb¶s experiential learning and Confucius principles of gaining wisdom. So what is Management Intelligence?

1 2
3

http://www.pacrimcross.com/kmguidelines/defman.html accessed 18th March 2011 http://en.wikipedia.org/wiki/Knowledge accessed 20th March 2011

http://en.wikipedia.org/wiki/Knowledge

accessed 20th March 2011

4 5

http://dictionary.reference.com/browse/extensive accessed 26th March 2011 http://abundance-blog.marelisa-online.com/2008/11/17/outliers-10000-hours-for-success/ accessed th 27 March 2011

Page 1

2 Management Intelligence
Using Gardner¶s (1983) 6 theory of multiple intelligences it is insufficient to use IQ (Intelligence Quotient) to define management intelligence; other intelligences and the drive to continuously improve are needed. As part of B830 TMA03 7 the Author developed the management intelligence model (Figure 1) identifying psychological intelligences - Spiritual, Philosophical, Social and Emotional intelligences.

Figure 1.

Management Intelligences

To ensure that a manager does not become static in his/her environment a drive for learning is paramount. This learning is 1) to address gaps in the manager¶s competences or capabilities and 2) to stay current with the state of affairs in the manager¶s particular industry and skill set. The following section argues the case for a continuum of management learning to continually develop the skills to be a successful modern manager.

2.1 Management Learning
A manager comes with a priori knowledge, however, there are points in a manager¶s career where something different has to be done to transcend to the next management [intelligence] level. In order for this to take place a step change in learning needs to happen, Figure: 1 shows how these step changes have taken place over time for the Author. Developing management intelligences is a career long embarkation. Whilst the concentric circles imply an even learning in the intelligence quadrants, in reality this couldn¶t be further from the truth, for example the Author¶s IQ of 135 has remained fairly static whilst the other IQs have developed with practical/academic learning.

6http://www.miresearch.org/mi_theory.html accessed 11th March 2011 7 Phillips-Maund, C OU B830 TMA03 2010

Page 2

Figure: 1.

Authors Map for Developing Management Intelligence

Effective learning is attained through tools such as John Dewey¶s productive inquiry8, experiential leaning (as per Kolb's model) and Confucius learning principles:
2.1.1 Productive Inquiry

Productive inquiry 9 sessions are conducted periodically (monthly) with colleagues, peers and leaders; the key features of productive inquiry are:
y y y

Addresses the haphazard nature of reflective practice Deliberate, sustained and well thought through inquiry process into what actions will improve our work performance What methods of inquiry will help us gather high quality information whilst avoiding the Meno paradox10 (asking questions where the answers are already known). Use of productive inquiry to gain a better understanding of our own sense datum/sense perception11

y

2.1.2 Experiential Learning

The Kolb learning cycle12 combines theory and active experimentation to traverse the later levels of Kegan¶s model of the evolving self13.
8

Ramsey, C (2008)B204 Developing Productive Inquiry Open University Milton Keynes Ramsey, C (2008)B204 Developing Productive Inquiry Open University Milton Keynes 10 Rosen S (2000) The Philosophers Handbook Random House New York 11 Rosen S (2000) The Philosophers Handbook Random House New York 12 Holti et al, 2009 Issues and Approaches: Integrating Practice, Learning and Theory Open University, Milton Keynes 13 Kegan, Guest Lecture 5, pg 17, 2010 Open University
9

Page 3

2.1.3 Confucius Learning Principles "By three methods we may learn wisdom: First, by reflection, which is noblest; second, by imitation, which is easiest; and third by experience, which is the bitterest."14

The Confucian principles relate to the Author¶s management practice as described in Figure: 2:
Confucian Learning Style Description Relation to Author s Management Practice

Reflection

Introspection; described by Plato when he asked, " why should we not calmly ) and patiently review our own thoughts, ) and thoroughly examine and see what these appearances in us really are?"15 ) Learning and adoption of organisational cultural and psychological traits. )

Weekly reflection Weekly reflection meetings with Team Lead reflecting on past week. sub-conscious adoption of organisational culture a conscious psychological activity to fit-in e.g. Testing communication methods and skills to articulate the problem statement to senior executives and peers)

Imitation

Experience

Active experimentation

Figure: 2. 2.1.4 Part B Conclusion

Confucius Learning Principles

The Author has argued that a spectrum of psychological management intelligences coupled with a desire and well thought through sustained process for management learning are required to be or become a rounded modern manager to exploit the underlying practitioner / academic knowledge. The Author has also shown how these management intelligences are built into his own management practices and development plan.

14 15

http://www.brainyquote.com/quotes/authors/c/confucius.html accessed 9th April 2011 http://classics.mit.edu/Plato/theatu.html accessed 3rd April 2010

Page 4

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->