Finals Lectures

8/13/2019 Finals Lectures

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Dealing with Counterproductive People

Chapter 12

Learning Objectives:

1. Understand the nature of the influenceprocess;

2. Acquire insights into how to confront andcriticize counter productive (or difficult)people;

3. Appreciate the role of recognition and

affection in dealing with counter productivepeople.


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Dealing with Counterproductive People

A. The influence process:

Five concepts to consider in trying to influence or

change people:

1. It is an emotional process;

2. Recognize your motives;

3. All change is self-change;

4. Change is uncomfortable;

5. Responsibility for change should be shared.


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Dealing with Counter Productive People (Cont)

B. Confronting and criticizing the difficult person

Confrontation techniques:

1. Attempt to relax during the session;

2. Quickly get to the core topic;

3. Avoid being apologetic or defensive;

4. Be non-hostile in your confrontation;

5. Confront job-related behavior;

6. Show that you care.


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B. Confronting and criticizing the difficult person (cont)

Suggestions for constructive criticism:

1. Be sensitive to the setting;

2. Base the criticism on objective facts;

3. Express your criticism in terms of a common goal;

4. Avoid playing boss;

5. When criticizing your boss, relate to your work performance.


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C. Giving recognition and affection

Counter productive people are sometimes seeking

attention. By giving them recognition and

attention, their counter productive behavior

sometimes decreases.


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Working within a group

Chapter 13


1. Understand the importance of groups;

2. Understand the difference between aformal and informal group;

3. Explain some advantages and disadvantagesof group effort;

4. Understand how decisions are made and

problems solved by groups.


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Working within a group

A group is a collection of people who interact with each

other, are aware of each other, and are working toward some

common purpose.

I. Why are groups important?

Building blocks of a larger organization;

To accomplish a task.


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Working within a group (cont)

II. Formal versus Informal Groups

A formal group is one deliberatelyformed by an organization to accomplish

specific tasks and achieve objectives.

An informal group is one that evolvesnaturally in an organization to take careof peoples desire for friendship and

companionship.


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Advantages of group effort:

1. Assistance in solving problems;

2. Economic power;3. Feeling of safety;

4. Satisfaction of psychological needs;

5. Reduction of tension;

6. Increased job satisfaction.


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Disadvantages of group effort:

1. Pressures toward conformity;

2. Pressures toward mediocre or averageperformance;

3. Avoidance of individual responsibility;

4. Breeding of conflict.


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III. Group decision making and problem solving:

Types of group decision making:

Consultativethe group leader consults with members beforemaking a decision.

Democraticthe problem is turned over to the group and theydelegated the authority to arrive at a decision themselves.

Consensusthe leader shares the problem with the subordinatesand together they generate and evaluate alternatives to reach ona solution.


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Advantages of groupdecision making:

1. A greater variety of

alternatives andsolution is considered.

2. Helpful in gainingacceptance and

commitment.

Potential problems withgroup decisions:

1. Individual dominance.

2. Group think.


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IV. Group Brainstorming:

A method or way of generating multiple

alternatives for solving a problem.

Rules for effective brainstorming session:

1. Group size: five to seven people;

2. No criticism allowed;

3. Encourage freewheeling (unrestrictive);

4. Quantity and variety are very important;5. Encourage combinations and improvements;

6. Take notes during the session;

7. Edit the alternatives generated to avoid duplication.


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Leading and Influencing Others

Chapter 14


1. Understand the meaning of leadership and

power;2. Be aware of some of the potential satisfactions

and frustrations in being a leader;

3. Identify the characteristics and behaviors ofeffective leaders;

4. To describe three key leadership styles.


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Leading and Influencing People

I. What is leadership? How does it differ from Management and Supervision?

Leadershipis the process of influencing the activities of an individual or a

group toward reaching a goal in a given situation. It can be exercised by a

person whether or not he has the official job title of manager or supervisor.

Managementis a process of working with and through other individualsand groups to accomplish organizational goals in a changing environment.

Supervisionis essentially a first-level management. It involves overseeing

the work of others with a particular emphasis on leadership.


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Conceptual Framework of Management

ManagerINPUTS uses

Organizational

Resources:

Human

Financial

Material

Information

through

Functions of

Management: Planning

Organizing

Leading

Controlling

Effectivelyand

Efficiently

ATTAIN

The goals and

objectives of the

organization in a

changing

environment

OUTPUTS/

SOCIAL

RESPONSIBILITY

in order to

Produced Goods

Render ServicesProfit

The organizations

obligation to benefit

society aside from

profits (Eco, legal,ethical, discretionary)

F E E D B A C K

THE MANAGEMENT PROCESS


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Management Skills

Human Skills orInterpersonal

Skills

ConceptualSkills Technical Skills

TOP MANAGEMENT

MIDDLE MANAGEMENT

BOTTOM MANAGEMENT


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Leading and Influencing People (cont)

Satisfaction of leaders:

1. Feeling of power and prestige;

2. Chance to help others;

3. High income;4. Respect and status;

5. Good opportunities foradvancement;

6. Feeling of being in on things;

7. Chance to control money.

Frustration of leaders:

1. Too much casual overtime;

2. Too many headaches;

3. Not enough authority tocarry out responsibilities;

4. Loneliness;

5. Too many personnelproblems;

6. Too much paper works;

7. Too much politics.


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Two Types of power:

1. Position Powerwhen power stems from the formalposition occupied.

Three subtypes of position power:

a) Legitimate poweris the legitimate right of theleader to make certain types of requests.

b) Reward powerrefers to the leaders control over

rewards valued by the subordinate.

c) Coercive powerrefers to the leaders control overpunishments.


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Two Types of power (cont):

2. Personal Powerwhen power stems from your

personal characteristics.

Two subtypes of personal power:

a) Expert poweris the leaders knowledge relevant

to the job at hand perceived by subordinates.

b) Referent power or Charismatic powerrefers to

loyalty to the leader and the subordinates desire

to please that person.


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III. Characteristics and behaviors of effective leaders

1. Human relation skills;

2. Technical competence;

3. Self-confidence;

4. Motivation and energy;

5. Problem solving ability;

6. Sensitivity to people;

7. Need for achievement;

8. Need for power;

9. Stability of performance;

10. High expectations for subordinates;

11. Good work habits;

12. Ability to size up people and situations.


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Three key leadership styles:

1. Autocratic leadership (boss-centered) - attempt to

retain most of the authority.

2. Participative leadership (consultative and democratic

styles)shares decision making with members of the

group.

3. Free-rein leadership (subordinate-centered style)

referred to as laissez-faire (allow them to do).


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End of Presentation

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