FROM MANAGEMENT EXCELLENCE TO LEADERSHIP Madinat Makadi Feb. 10&11, 2009.
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Transcript of FROM MANAGEMENT EXCELLENCE TO LEADERSHIP Madinat Makadi Feb. 10&11, 2009.
FROM MANAGEMENT EXCELLENCE TO LEADERSHIP
Madinat MakadiFeb. 10&11, 2009
Presentation OBJECTIVES
At the end of this Presentation we will have achieved :
Improved delegation skills
Maintaining a motivated workforce
Effective coaching and counseling
How to influence others
How economically the organization’s money
is utilized
How effectively theHuman Resources
are being used
How efficiently thework is done
What has to be doneWhen it must be doneBy what quality
What’s available ?How to use them ?
How can I avoidwaste ?
How best to use theirtime & abilities ?
What motivates them ?How to coordinate their
activities ?
HR MANAGER MAJOR
FUNCTIONS
1. Managing your job
2. Managing your team
3. MANAGING COMMUNICATION
4.4. MANAGING YOUR CAREERMANAGING YOUR CAREER
HR MANAGER MAJOR FUNCTIONS1. Managing your job
Planning for your job
Organizing
Monitoring
Correcting
Setting objectives
1. Managing your job
Controlling
Decision making
Communicating
Managing time
Coping with stress
HR MANAGER MAJOR FUNCTIONS
2. Managing your team
Knowing your team
Planning for new staff
Selecting and interviewing
Coaching and training
Delegating
Motivating
HR MANAGER MAJOR FUNCTIONS
2. Managing your team
Improving people’s job
Developing leadership
Counseling
Running a staff appraisal
Disciplining staff
HR MANAGER MAJOR FUNCTIONS
3. MANAGING COMMUNICATION
Writing
Reading
Presenting
Telephoning
Negotiating
Managing conflict
Managing change
Listening
HR MANAGER MAJOR FUNCTIONS
4. MANAGING YOUR CAREER4. MANAGING YOUR CAREER
Planning your career
Getting on in your job
Handling the structure
Maintaining your integrity
Networking
Your regular check-up
Keeping up-to-date
HR MANAGER MAJOR FUNCTIONS
TEAM MEMBER, SUPERVISOR, MANAGER
Responsible to Achieve h/is/er Present Results / Goalsthrough the tasks / activities that are under h/is/er
direct control.
+ Assist h/is/er team member to Achieve their Present Results / Goals.
Achieve Today’s Results, and Develop necessary Resources to Achieve Tomorrow’s Results.
THE PURPOSE OF DELEGATION IS TO:
Deal effectively with tasks
Ensure optimum utilization of capacity
Make capacity available to the manager for performing
development work and actual management tasks instead of
routine tasks and implementation work
Stimulate staff and increase their competence level
THE PURPOSE OF DELEGATION IS NOT:
For the manager to avoid tedious and unpleasant tasks
To overload staff, i.e. dumping
Delegate out of your department
Delegate out of your Company
Delegate Up to your
Supervisor
Delegate to your
Subordinates
WHEN TO DO IT YOURSELF (DIY), WHEN THE TASK
Needs the weight of your personal authority
Is generally distasteful
May upset relationships between other people
Calls for you by name or position
You are the expert
The chances of success are slim or unknown
WHY YOU DON’T DELEGATE
Loss of control
Ego
Feeling that subordinates can’t handle it
Not sure which task to delegate
Subordinates may demand promotion, or
Bad past experience with delegation
ALL DELEGATION IS BUILT ON A FOUNDATION OF TRUST.IT CAN TAKE YEARS TO ESTABLISH.
IT CAN BE DESTROYED IN AN INSTANT.
IT DOESN’T REQUIRE AGREEMENT.YOU CAN’T SUBSTITUTE FOR IT, YOU CAN’T
FAKE IT, YOU CAN’T BUY IT.
Trust Must Be Earned
TO DEVELOP TRUST BETWEEN YOU AND STAFF:
Consider their decisions
Don’t harp on mistakes
Don’t spy on them
Don’t withhold information, Be open
Clarify expectations
Show respect
Don’t manipulate
Examine your assumptions
EXAMINE YOUR ASSUMPTIONS
Do you ever find yourself thinking the followings:
People always look for the easiest way out
They don’t know what they want
They don’t realize what’s good for them
Left to themselves, most employees are lazy
All young people are …
These are some of the assumptions that can get in the way of
building TRUST
EXCUSES
I can do it better
I am afraid my employee will fail
It has to be done right now
I want credit for these results
I want to keep my hands in
I don’t want to appear idle
My boss would want me to handle it personally
PERSONAL OBSTACLES
Delegation is difficult
You like action
You are uncertain of your own authority
You have difficulty communicating expectations
You have failed at delegation in the past
Interpersonal contact makes you uncomfortable
You don’t trust your people
DELEGATION IS DIFFICULT
Most managers don’t like to admit it
The reason you don’t delegate is that it’s just plain hard
Recognize that delegation is a skill that can be learn and
develop
Delegate small tasks first
Don’t make excuses
YOU LIKE ACTION
Most managers do
Reevaluate your role
Are you really alive to the responsibilities of your job? Or
Are you marking time, filling in as a cog in the machine?
YOU ARE UNCERTAIN OF YOUR OWN AUTHORITY
So you don’t delegate and take the responsibility of the gray
areas
Go to your boss and find out how much authority you have
Try to get a general description of your limits of authority
When in doubt, delegate and take the chance
YOU HAVE DIFFICULTY COMMUNICATING EXPECTATIONS
“I can’t explain it, but I will know it when I see it”
A symptom of poor communication
Keep in mind that you have a “data bank” stored in your head
Your experience gives you knowledge, instincts, and feelings
that guide your approach to any task
COMMUNICATING EXPECTATIONS
Organize your thoughts
Classify the task according to results, resources and
controls
Handle each topic in order
Jot down notes of the points you want to make
Remember to listen
COMMUNICATING EXPECTATIONS
Listen to the employee will tell you what she is trying to
say and guides you on how to clarify your own remarks
Practice and
Practice and
Practice
YOU HAVE FAILED AT DELEGATION IN THE PAST
Experience doesn’t always teach the right lesson
Try again learning from your previous mistakes and
keeping in mind the following points:
Delegating can, at times, fail to produce the expected results
Controls minimize the chances of disaster
The best managers are effective delegators
Any manager can learn to delegate, but it takes..
P… and P...
ORGANIZATIONAL OBSTACLES TO EFFECTIVE DELEGATION
UNDERSTAFFING
INCOMPETENT HIRING
POOR TRAINING AND PROMOTION
ORGANIZATIONAL STAGNATION
INSTABILITY
DELEGATION DEVALUED
DELEGATION PROCEDURE
Some delegations are more important than others; some
concern major matters, some minor ones
For assignments which carry little risk of anything going
wrong, your procedure can be simple.
A key to avoiding errors and foul-ups may involve the factor of
control.
SIX GUIDELINES FOR EFFECTIVE DELEGATION
PINPOINT THE TASK
SELECT THE BEST PERSON
PREPARE YOUR SUBORDINATE
SMOOTH THE PATH
SOLVING THE PROBLEM OF CONTROL
PUSH FOR COMPLETION
PINPOINT THE TASK
Check your purpose
What do you want to achieve by the delegation?
Workload, experience, challenge, etc.
Should you or shouldn’t you delegate this task?
Clarify the assignment
The dimensions, the outcomes, etc.
Don’t be short on the details, specially the first time
Communicate expectations
SELECT THE BEST PERSON
Use the following four rules for selecting your delegatees:
Availability of the person
Match between outcome and the persons’ behavioral
traits
Consider assigning the task to more than one person
Try to spread your delegations among as many of
your subordinates as possible
PREPARE YOUR SUBORDINATE
You must give your subordinate as much information and
understanding about the task as is necessary for him to execute it
satisfactorily:
Facts about the job
Relative importance of the job
Amount of latitude
Encouragement
Reassurance and Creating enthusiasm
How do you react to subordinate’s offer
unless there is a valid reason for refusing, it’s a wise move to make the delegation
SMOOTH THE PATH
Supply key data
Notify and remind others
Check materials and facilities
Anticipate problems
Remember you are not doing the job
SOLVING THE PROBLEM OF CONTROL
Responsibility for a delegated task remains yours
Accountability
Control
DESPITE ALL YOUR EFFORTS, THE DELEGATION MAY SEEM TO BE HEADING FOR FAILURE
It may seem like a catastrophe for him
You must be ready to modify your control
There is a great deal at stake
Subordinate self-confidence
THERE IS A STEP HALFWAY BETWEEN PERMITTING THE DELEGATEE TO TRY TO
WORK OUT OF THE FAILING SITUATION ON HER OWN AND TAKING COMPLETELY OVER
YOURSELF
Offer suggestions
Provide consultation
Supply appropriate expert assistance via third party
AVOIDING DEPENDENCY
At the first sign of trouble, some delegatees use an easy
solution
They immediately seek your advice
Unconsciously they want to force you into retaining full
control
Ask questions that put the burden on them
Probe until the subordinate’s decision is heading toward the
right direction
AVOIDING DEPENDENCY
DON’T OFFER READY MADE
SOLUTIONS
PUSH FOR COMPLETION
Create a system that will allow your subordinate to complete
the delegation fully
A crucial element is recognition of the delegatee’s efforts and
achievement
WHAT YOU DO IN LESS THAN SUCCESSFUL DELEGATION
Make it a learning experience by:
Have subordinate delineate the difficulties
Discuss them
Ask for a report, oral, written, any
Analyze what went wrong, when
Ask subordinate to suggest best solution
You should definitely give the subordinate a second chance
COMPLETION CHECKLIST
Tying up loose ends
Report the results
Use of the finished product
Critique
Lessons learned
Thanks to assisting parties
Reward, recognition
Report to yourself
What do people want from their jobs ?
Indicate which of the 10 items listed is felt to be of most
importance in contributing to employee morale.
Rank INDIVIDUALLY the items from 1-10, assigning 1 to the
most important item, 2 for #2, etc., so that all 10 numbers are
used.
INDIVIDUAL EXERCISE
What do people want from their jobs ? Discuss as a group the individual Rank within their group, and
come up with a GROUP Ranking under the column marked
"Group.”
As a group develop the Ranking for:
YOUR SUBORDINATES
YOUR BOSS
TOP MANAGEMENT
Group Exercise
What do people want from their jobs ?
High wages Job Security Advancement and Promotion Good working conditions Interesting work Relationships and Supervisor Policies, Practices, Culture Full appreciation of work done Help on personal problems A sense of achievement
12
2 1
What Motivates People?
YOUR EMPLOYEES HAVE A VARIETY OF NEEDS AND GOALS THAT YOU NEED TO CONSIDER
Security A sense of job security and stability Not too many changes A stable work environment
Social Needs to be with other people To talk and exchange ideas Dislikes working alone for long period
VARIETY OF NEEDS YOU NEED TO CONSIDER
Status Wants to be recognized as someone important Likes to be considered influential and a source of
good ideas, and/or information
Independence Wants to be left alone and trusted to work alone Feels very confident and secure
VARIETY OF NEEDS YOU NEED TO CONSIDER Mature/self actualizing
Closer to ideal employee
Blends a mix of curiosity and interest in what’s
going on
At the same time is willing to take charge of tasks
with a good deal of self-confidence
Willing to learn and experiment
What’s Motivation
We define motivation as
The willingness to exert high levels of effort
Toward organizational goals, conditioned by the
effort’s ability
To satisfy some individual need.
We define motivation as
Motivation varies both between individuals and within
individuals at different times
It’s not necessary you-it’s the situation
THEORIES OF MOTIVATION
Hierarchy of needs theory
Theories X and Y
The motivation-hygiene theory
ONE
THEORY X Avoid work Avoid responsibility Need direction Cannot make decision Not achievement oriented Not dependable Motivated by money Not concerned with organization’s needs Must be controlled Cannot change
TWO
THEORY Y Will work toward goals Will assume responsibility Can self-direct Can make decisions Want to achieve Are dependable Motivated by interest or challenge Are concerned with the organization’s goal Want to be supported Want to develop
BASIC PHYSIOLOGICALHunger – Thirst- Shelter
SAFETYSecurity - Protection
SOCIALSense of
Belonging - Love
EGO STATUSSelf-Esteem - Recognition
ABRAHAM MASLOW’S HIERARCHY OF NEEDS
Physiological:
Includes hunger, thirst, shelter, sex, and other
bodily needs.
Safety:
Includes security and protection from physical
and emotional harm.
ABRAHAM MASLOW’S HIERARCHY OF NEEDS
Social:
Includes belongingness, acceptance, and friendship
Esteem:
Includes internal esteem factors such as self-respect, autonomy, achievement; and external esteem factors such as status, recognition, and attention.
HIERARCHY OF NEEDS
Self-actualization:
The drive to become what one is capable of
becoming; includes growth, achieving one’s
potential, and self-fulfillment.
BASIC PHYSIOLOGICALMonetary - Work Conditions
SAFETYJob Security - Benefits
SOCIALSense of Belonging - Love
EGO STATUSSelf-Esteem - Recognition
The motivation-hygiene theory was proposed by psychologist Frederick Herzberg
Herzberg investigated the question, “what do people want from
their job?”
He asked people to describe, in detail, situations when they felt
exceptionally good and bad about jobs.
ACHIEVEMENT
RECOGNITION
WORK ITSELF
RESPONSIBILITY
ADVANCEMENT
POLICY, PRACTICESPOLICY, PRACTICES
SUPERVISIONSUPERVISION
RELATIONSHIPRELATIONSHIP
$ PACKAGE$ PACKAGE
The motivation-hygiene theory was proposed by psychologist Frederick Herzberg
Certain characteristics tend to be consistently related to job
satisfaction
Factors on the right side of the figure, and
Others to job dissatisfaction
The left side of the figure.
HERZBERG SUGGESTS EMPHASIZING ON THE FOLLOWINGS TO MOTIVATE PEOPLE
Achievement,
Recognition,
The work itself,
Responsibility, and
Growth.
WHEN USING PRAISE, DO:
Mean what you say (don’t exaggerate)
Say what you mean
Avoid generalities
Use it to provide encouragement (timely)
PRAISE OFFERED SOON AFTER A TASK HAS GREAT INFLUENCE:
The task is fresh in the mind of the employee
You demonstrate your interest in what they were doing soon
after it was completed
It reinforces self-confidence
WHAT GET’S REWARDED
GET’S REPEATED
KEYS TO EFFECTIVE CRITICISM
Limit your comments to the performance, behavior
Criticize as quickly as possible when you discover a problem
Listen carefully to what the employee has to say
Don’t present criticism with praise
Don’t trap or humiliate the person
Don’t blame entire department for a problem
Don’t play psychiatrist and try to explain to an employee why
an unacceptable act occurred
PRAISE AND CRITICISM
Do you regularly offer meaningful praise when it is deserved?
When you criticize, do you listen carefully and criticize in
private?
Do you avoid mixing praise and criticism in all situations?
Do you listen to all sides in a conflict, judging the issues and
not the personalities involved?
The manager administers; the leader innovates
The manager adapts, copies; the leader is an original
The manager focuses on systems and structure; the leader
focuses on people
The manager relies on control; the leader inspires trust
The manager has a short-range view; the leader has a long-
range perspective
Leader vs. Manager
Leader vs. Manager
The manager asks how and when; the leader asks what and
why
The manager has his eye on the bottom line; the leader has
his eye on the horizon
The manager imitates; the leader originates
The manager accepts the status quo; the leader challenges it
The manager is the classic soldier; the leader is his own
person
The manager does things right; the leader does the right thing
RESULTS ARE ACHIEVED BY
PERFORMINGTARGETED ACTIVITIES
IN PERFORMING THE TARGETED ACTIVITIES
Why Some PeopleAre Better Than Others?
COMPETENCIES
The KNOWLEDGE, SKILLS, and BEHAVIORSthat enable people to perform their
Responsibilities RIGHTfrom the first timeand EVERYTIME
Knowledge : Is Knowing What To Do
Skills : Is Knowing How To Do it Right form First Time and Every Time
Behavior : Is Willing to do
COMPETENCIES
Different Schools
Major Contributors of Behavioral Analysis
Impact on our day to day life:
Hiring and selection
Matching professional career with personality traits
Managing, Counseling, Motivating different people styles
Selling to different people styles and……..etc
Behavior Analysis Background
WHY WE FACE .. ?
Smooth Relationshipwith Some People Conflict with Others
It’s no wonder everyone has people problems.
Behavioral science researchers have discovered that 50% of
the population is significantly different from you, and
another 25% is different from you.
Not necessarily worse.
Not necessarily better.
BUT DIFFERENTLY.
NO WONDER !NO WONDER !
Behaviorally speaking,
you’re in the minority.
Every individual is !
NO WONDER !NO WONDER !
NO WONDER !
Interacting with people is the essence of life, and these
people, are important to our success, and they :
Think differently
Decide differently
Use time differently
Work at a different pace
Communicate differently
NO WONDER !
Handle emotions differently
Manage stress differently
Deal with conflicting opinions differently
The Golden Rule
GOLDEN RULE
Do unto othersas you would have them
do unto you
SPIRIT OF THE GOLDEN RULE
Do unto others as they would havethem do unto them.
Treat othersas they wish to be treated
Sell to others asthey want to buy
The peopleModel
Openness refers to the readiness and
willingness with which a person outwardly
shows emotions or feelings and develops
interpersonal relationships
VERTICAL SCALE
The Vertical Scale
Score for yourself
Showing and sharing feelings freely
Making decisions based on feelings
Digressing in conversations
Preferring to work with others
Initiating and accepting physical contact
Being easy to get to know
OPEN BEHAVIORS (SUPPORTING)
RELATIONSHIPS
Appearing relaxed and warm
Shaking hands in a friendly manner
Giving a great deal of nonverbal feedback
Responding to dreams, visions, and concepts
Showing a great deal of enthusiasm
Being flexible about how time is used by others
OPEN BEHAVIORS (SUPPORTING)
RELATIONSHIPS
SELF-CONTAINED (CONTROLLING) BEH.
Showing and sharing feelings in a guarded fashion
Making decisions based on evidence
Focusing on issues and tasks in conversations
Preferring to work independently
Avoiding or minimizing physical contact
Being harder to get to know
TASKS
SELF-CONTAINED (CONTROLLING) BEH.
Appearing reserved and proper
Shaking hands in a formal manner
Giving very little nonverbal feedback
Responding to realities, experiences, and facts
Showing not much enthusiasm
Being disciplined about how time is used by others
TASKS
The Horizontal Scale
Directness refers to the amount of control
and forcefulness a person attempts to
exercise over situations or others’
thoughts and emotions
THE HORIZONTAL SCALE
DIRECT BEHAVIORS
Approaching risk, decisions, or change quickly or
spontaneously
Contributing frequently to group conversations
Using gestures and vocal intonation frequently
Making emphatic statements often (e.g. "'I'm
certain")
Emphasizing points with voice and body language
FASTER
DIRECT BEHAVIORS
Asking questions rhetorically
Offering opinions readily
Being less patient, more competitive, and confronting
Introducing oneself
Shaking hands firmly
Making sustained eye contact
FASTER
INDIRECT BEHAVIORS
Approaching risk, decisions, or change slowly and cautiously
Contributing infrequently to group conversations
Using gestures and vocal intonation infrequently
Making qualified statements often (e.g., “I think so")
Emphasizing points with explanations of content
SLOWER
INDIRECT BEHAVIORS
Asking questions for clarification, support, or information
Reserving expression of opinions
Being patient, cooperative, and diplomatic
Waiting for others to introduce themselves
Shaking hands gently
Making intermittent eye contact
Following established rules and policies
SLOWER
Combining the Scales
Rank the following styles as they match your behavior traits
Stabilizer
Relater
Shaper
Driver
Analytical
Thinker
Explorer
Socializer
SLOWER FASTER
RELATIONSHIPS
TASKS