Diploma in Public Service Diploma in Public Service DeliveryDelivery
Introduction to ManagementIntroduction to Management
• Model of managementModel of management
• Consider your key responsibilities and Consider your key responsibilities and functionsfunctions
• Styles of management Styles of management
• DelegationDelegation
• Goal settingGoal setting
• Exercise Exercise
Agenda
Model of ManagementModel of Management
Purpose Process
PeoplePerformance
Purpose Process
People
Culture
Macro EnvironmentTask & Competitive
Environment
Internal Environment
Model of Management- Model of Management- EnvironmentEnvironment
Efficiency vs. EffectivenessEfficiency vs. Effectiveness
INPUTS OUTPUTS OUTCOMES
Activity Self AssessmentActivity Self AssessmentYour Role as a ManagerYour Role as a Manager
Task% Your input% Others input
Team % Time spent in building team, communicating information i.e. regular meeting
Individual% of time given to one to one sessions, feedback, dealing with difficulties
90% Managerial
Managerial
Managerial
Managerial Operating
Operating
Operating 30%/70%
50% / 50%
70/80% / 20/30%
Organisational Hierarchy and Organisational Hierarchy and Individual GrowthIndividual Growth
Conventional Styles of Conventional Styles of LeadershipLeadership
• Autocratic v. DemocraticAutocratic v. Democratic
• Task V People OrientationTask V People Orientation
THREE VARIABLESTHREE VARIABLES
AMOUNT OF DIRECTION AMOUNT OF SUPPORT
READINESS OF FOLLOWER
Situational Situational Leadership/ManagementLeadership/Management
Two types of leadership/management behaviourTwo types of leadership/management behaviour
• TaskTaskExtent to which a leader engages in one-way Extent to which a leader engages in one-way communication (who, what, where, when)communication (who, what, where, when)KEY WORDS : STRUCTURE, CONTROL, KEY WORDS : STRUCTURE, CONTROL, SUPERVISESUPERVISE
• RelationshipRelationshipExtent to which a leader engages in two-way Extent to which a leader engages in two-way communication by providing support and facilitationcommunication by providing support and facilitationKEY WORDS : PRAISE, LISTEN, CONSULTATIONKEY WORDS : PRAISE, LISTEN, CONSULTATION
Situational Situational Leadership/ManagementLeadership/Management
S3
PARTICIPATING
• collaborating
• facilitating
• committing
S2
SELLING
• explaining
• persuading
• clarifying
S4
DELEGATING
• observing
• monitoring
S1
TELLING
• guiding
• directing
• structuring
Four Styles Situational Four Styles Situational Management/LeadershipManagement/Leadership
Relationship
Task
DelegationDelegationvv
AllocationAllocationvv
AbdicationAbdication
Effective Delegation
ActivityActivity
• In groups discuss and answer the In groups discuss and answer the following:following:– What are the benefits of delegating?What are the benefits of delegating?– What are the barriers to delegating What are the barriers to delegating
effectively? effectively?
The Benefits of DelegationThe Benefits of Delegation
- Reduces your workloadReduces your workload- Frees you for more important workFrees you for more important work- Gives you time to reflect and be creativeGives you time to reflect and be creative- Develops your subordinatesDevelops your subordinates- Raises moraleRaises morale- Provides cover in your absenceProvides cover in your absence- Decisions made closer to the actionDecisions made closer to the action- Reduces costsReduces costs
I Can’t Delegate Because….I Can’t Delegate Because….
• It takes time, it will be quicker to do it myselfIt takes time, it will be quicker to do it myself• My staff will know more than meMy staff will know more than me• Its risky – what if they make a mistake?Its risky – what if they make a mistake?• I need to be seen to be busyI need to be seen to be busy• I don’t know how to do itI don’t know how to do it• I need to be in control and on top of everythingI need to be in control and on top of everything• Other people will object – staff, unions, my bossOther people will object – staff, unions, my boss• My staff don’t want responsibilityMy staff don’t want responsibility
TRUST
CONTROL
Getting the Balance
7 Steps To Effective 7 Steps To Effective DelegationDelegation
1.1. Delegate gradually to build Delegate gradually to build confidenceconfidence
2.2. Match task to skill levelMatch task to skill level
3.3. Delegate the whole taskDelegate the whole task
4.4. Delegate for specific resultsDelegate for specific results
5.5. Delegate with participation and Delegate with participation and discussiondiscussion
6.6. Delegate appropriate authorityDelegate appropriate authority
7.7. Never take the job backNever take the job back
Setting GoalsSetting Goals
• Importance of specifying few, Importance of specifying few, relatively concrete goalsrelatively concrete goals
• Depends on:Depends on:– Ability to identify and link particular Ability to identify and link particular
performance dimensions to performance dimensions to strategic goalsstrategic goals
– Stability of objectives and hence Stability of objectives and hence performance dimensionsperformance dimensions
Setting of Objectives
Rewards(Based on outcomes)
Measurement ofPerformance
Feedback ofResults
Amendmentsto Objectives and
Activities
Performance Management Performance Management CycleCycle
•SSpecificpecific
•MMeasurableeasurable
•AAchievablechievable
•RRelevantelevant
•TTime boundime bound
•OOwnedwned
Goal SettingGoal Setting
Measuring PerformanceMeasuring Performance
• QuantitativeQuantitative– E.g. financial indicators, sales E.g. financial indicators, sales
targetstargets
• QualitativeQualitative– E.g. via an appraisal systemE.g. via an appraisal system
Rewarding PerformanceRewarding Performance
• Intrinsic vs ExtrinsicIntrinsic vs Extrinsic• Depends on:Depends on:
– Finding out which goals or rewards Finding out which goals or rewards will be valued by employeeswill be valued by employees
– Coping with individual differences Coping with individual differences without making the system too without making the system too complexcomplex
– Understanding that the value placed Understanding that the value placed on a particular reward can change on a particular reward can change over timeover time
Process LinksProcess Links
– Crucial that employees perceive a close Crucial that employees perceive a close link:link:•between their efforts and what is measured between their efforts and what is measured
as the chosen dimensions of performance and as the chosen dimensions of performance and
•between performance as measured and the between performance as measured and the rewards that resultrewards that result
– If other, uncontrollable factors influence If other, uncontrollable factors influence these links motivation will be affectedthese links motivation will be affected
– Reviewing individual goals and behaviourReviewing individual goals and behaviour– Reviewing the performance of the systemReviewing the performance of the system
Top Related