administration, leadership, management

ADMINISTRATION, LEADERSHIP, MANAGEMENT

DIFINITION OF TERMS

• ADMINISTRATION – practical management if the various organs of an organization /institution or office and the execution of policies and programs of the office and the discharge of the functions by the officials and members comprising the organization

• MANAGEMENT – process of coordinating and supervising personnel and resources to accomplish organizational goals

• LEADERSHIP – it is learned behavior involving influence and role modeling that inspires people to achieve personal and group goals

• DIRECTING – issuance of assignment, orders and instructions that permits the worker to understand what is expected of him or her and the guidance and overseeing of the worker so that he or she can contribute effectively and efficiently to the attainment of organizational goals.

• DELEGATION - sharing responsibility and authority with subordinates and holding them accountable for their performance. It is a skill that relies on trust that the subordinates have necessary skill and knowledge to know how to do the assigned task( application of the C4 strategy

Aspect of Delegation

• * Responsibility –obligation, what must be done to complete a task and the obligation created by the assignment

• *Authority – power to make final decision and give commands. It is inherent in the position. Authority is like responsibility can be shared with subordinates

• * Accountability – liability. Defined as the fulfillment of the formal obligation to disclose to referent others the purposes, principles, procedures , relationships, results, income and expenditure for which one has authority

• SUPERVISION - overseeing the activities of others. it is carried out in order to a) inspect, evaluate and improve worker’s performance; b) provide suitable working conditions for the staff; c) orient/ train and guide the individual staff member.

• CONTROLLING – process of checking to make sure that things are done as intended. It is a process by which managers attempt to see that actual activities conform to planned activities

• POWER- is the ability to impose the will of one person or group to bring about certain behaviors in other persons or group.

• Forms: • *Legitimate – by virtue of his position • *Reward- based on the ability • * Coercive-ability to use punishment • *Expert- special ability * Referent- based on

appeal/attractiveness

Attributes of a Good Leader

• * Self-Awareness• * Self Confidence • * Advocacy • * Accountability

Attributes of an Effective Manager

• Vision to plan for the future of the Organization

• Increased trust • Sound communication • Increased decision making ability (BRAND) • Organizational skills • Neutral-(ability to balance)

TWO GENERAL ELEMENTS OF LEADERSHIP

• 1. Leadership is related to the process of influencing others behavior ( methods, approaches, perspectives, to lead, manage, to influence and even control people and their activities in the organization)

• 2. It is related to Goal Development(how to set the goals, create meaning, direct eliminate uncertainty or ambiguity and achieve goals)

TYPES OF LEADERSHIP

• 1. According to definition of the nature of leadership a. Transactional-reactive, using transactional approach b. Transformational-proactive about organizational goals vision and mission, shaping members beliefs, values attitudes

c. Instructional/educative-focus is to improve teaching learning.

• 2. Leadership in Educational Institutionsa. Human Leadership – leadership that develops

positive social relationships, facilitates social interactions and participation and enhances staff commitment and satisfaction

b. Structural Leadership –leadership that develops clear goals and policies, establishes appropriate organizational structure, provides suitable technical support.

• c .Political Leadership – leadership that builds alliances and coalitions, encourages participation and collaborations in decision making and resolves conflict s among constituents

• d. Cultural Leadership –leadership that inspires and stimulates members to pursue institutional vision and excellent performance , builds up new institutional culture and transforms values, norms of staff .

• e Educational Leadership- leadership that provides direction and expert advice on development of learning, teaching and curriculum, emphasize relevance to education, diagnoses educational problems and encourages professional development and teaching improvement.

Domains of leadership Influence

• 1. Affective Performance – refers to the personal commitment attraction or charisma at the individual level and to the team spirit, social, attitudinal norms and social intimacy at the group level and institutional level.

• 2. Behavioral Performance – general leadership behavior e.g. planning, supervision at all levels)

• 3. Cognitive Performance –refers to the understanding, purposing, meaning, development, clarification or uncertainty and ambiguity and building values and beliefs about

• BUREAUCRACY – the main feature is there is hierarchy and authority structure which is often vertical with staff being accountable for their super ordinate in the hierarchy.

• ORGANIZATIONAL CULTURE- it focuses on the values , beliefs and norms of people in the organization and how these individual perception coalesce into shared organizational meanings

Characteristics of the expertise of effective change agents

• 1. excellence in their own fields • 2. ability to see and work with wholes, patterns,

the over all picture, adopting the helicopter perspectives(seeing the overall terrain )

• 3. the ability to see the heart of the problem • 4. the thirst of information • 5. the ability and practice of asking demanding

questions

• 6. ability to become absorbed to a problem and devote time to its analysis rather than plunging into superficial solutions leading to subsequent rapid, correct and effective solutions

• 7. high organizational skills and ability to construct mental maps of problems

• 8excellent memories and recall

• 9. powerful abilities to be self checking and self monitoring

• 10. high self awareness and self critique• Management Five Elements : • 1. prevoyance-forecast and plan• 2. To Organize- build the structure(materials and

human) • 3. To command-maintain activity among the

personnel

• 4. To coordinate- binding together, unifying, harmonizing all activity and effort.

• To control- seeing that everything occurs in conformity with established rule and expressed command.

QUALITY MANAGEMENT PRINCIPLES

• Principle 1-Customer focus-strive to exceed customer satisfaction , key benefits: flexible and fast responses to opportunities

• Principle 2- Leadership, Key benefits: understand and be motivated, activities aligned and implemented in a unified way and miscommunication will be minimized

• Principle 3- Involvement of people, key benefits: motivated, committed, innovation, creativity, accountability and participatory

• Principle 4- Process approach –desires result is achieved more efficiently when activities and related resources are managed as a process, Key benefits: lower cost, improved consistent and predictable results and focused and prioritized improved opportunities

• Principle 5- System Approach to Management-identifying understanding and managing interrelated processes as a system contributes to the organization effectiveness and efficiency in achieving its objectives. Key benefits: integrating and alignment of the processes will achieve desired results , providing confidence to interested parties as to the consistency, effectiveness and efficiency

• Principle 6- Continual Improvement – it should be a permanent objective of the organization. Key benefits: empowered organizational capabilities, alignment of improvement activities and flexibility to react quickly to opportunities

• Principle 7- Factual Approach to decision making- effective decision are based on the analysis of data and information. Key benefits: increased ability to review, challenge and change opinion and decisions.

• Principle 8- Mutually Beneficial supplier relationships- enhances the ability of both to create value. Key benefits: increased ability to create value for both parties, flexibility, optimization of cost.

ORGANIZATION

• Are viewed as established social systems designed top carry specific objectives . It includes people working together for a common purpose while working in different areas. Relationship are emphasized but its success depends on the skills of the manager.

• Concept includes: organizational structure, organizational chart and organizational principles

Principles of Organization

• 1. Communication-effective communication is imperative

• 2. Unity of command-assign workers to be responsible for a single area and to report only to one supervisor

• 3. Span of control-limit the number of subordinates that you can effectively inspire, animate, direct and coordinate, note that too few immediate subordinates result in over supervision, too many in undersupervision

• 4. Delegation of Authority –let few people accomplish the task , see to it that there is no overlapping of authority

• 5. Similar assignments- do not assign a function to more than one independent unit of the organization, assign definite and clear cut responsibilities to each member

• 6 Unity of purpose – plans formulated based on objectives, policies and standards

NATURE OF ORGANIZATION

• 1. SOCIAL SYSTEMS• 2. ETHICS • 3. MUTUAL INTEREST

DIMENSION OF AN ORGANIZATION

• 1. Structure –configuration design of an organization. Essential elements are: 1. hierarchy of authority;2. division of labor; 3. span of control; 4. line vs staff; 5. decentralization

Dimension of Structure: 1. Vertical-reporting, relationship. Authority

and responsibility

• 2. Horizontal – 1. line department –responsibilities for the

principal activities – 2. Staff Department - professional skills

SYSTEM

• FRAMEWORK THAT ILLUSTRATES THE COMBINATION OF INTERCONNECTED AND ORGANIZED COMPONENTS WITH THE END PURPOSE OF ACHIEVING A SPECIFIED GOAL

• AN ORGANIZATION IS AN OPEN SYSTEM BECAUSE ITS DYNAMIC AND CONSTANTLY INTERACTS WITH THE ENVIRONMENT

PEOPLE

• ARE THE LIFEBLOOD OF AN ORGANIZATION• INDIVIDUAL, GROUP OR INTER-GROUP ARE

THE MEANS TO THE REALIZATION OF ORGANIZATIONAL GOALS

• WHEN WE CONSIDER PEOPLE, WE CONSIDER INTERPERSONAL RELATIONSHIPS, ORGANIZATIONAL CULTURE.

Core Competencies of a Well-Functioning Organization

• 1. work climate- prevailing mood of a work place

• 2. Management system – are structures, processes and procedures that managers develop to facilitate work

• 3. capacity to respond-increased potential and anticipate and adapt the changing condition in the internal and external environment.

MANAGEMENT AND ORGANIZATIONAL BEHAVIOR

• Interactions and efforts of PEOPLE in order to achieve OBJECTIVES channeled and co-coordinated through STRUCTURE directed and controlled via MANAGEMENT

Factors that affect the Organization • 1. Environmental-Social variables; (aging population, demand for

health services, sophistication in the lifestyles of people, cross-cultured diversity) Legal variables (labor standards, business policies, ethical standards); Political variables(political independence, changing governments, balance of power, terrorism, suicide bombings, global alliances, chemical and nuclear warfare); Economic variables (globalization, competitors and suppliers, the fall of financially stable organization, increasing oil prices, economic trade agreements, new workers, rise of china ); Technological variables (communications, business, banking, education, medicine, security); Environmental Variables (use of biodegrabeable materials , preservation of rest forests and marine life, waste management )

•

REGULATORY CYCLE

• 1. DECIDE TO REGULATE • 2. SECURE LEGAL AUTHORITY • 3. WRITE RULES • 4. MONITOR COMPLIANCE • 5.IMPOSE PENALTIES FOR VIOLATORS • 6. EVALUATE SYSTEM PERFORMANCE

KEY TO SUCCESSFUL REGULATION

• 1. LEADERS WITH INTEGRITY • 2. RESPONSIBLE INSTITUTIONS • 3.TRANSPARENCY FOR CREDIBILITY

KEY ROLE FOR ADMINISTYRATIVE LEADERSHIP IN SUCCESSFUL REGULATION

• 1, MULTIPLE DIFFICULT TASKS INVOLVED IN REGULATION WILL NOT BE CARRIED OUT EFFECTIVELY WITHOUT A STRONG ADMINISTRATIVE LEADERSHIP

• 2. ENSURING HONEST, EFFECTIVE ENFORCEMENT REQUIRES APPROPRIATE REWARDS TO, AND MOTIVATION OF STAFF

• 3. Resisting pressures from regulated requires agency leadership with integrity and commitment

• 4, this will only happen with strong political support fromabove

HOW TO ENSURE SUCCESSFUL REGULATION

• 1. AGENCIES DOING THE WORK NEED STRONG INTERNAL LEADERSHIP AND EXTERNAL ACCOUNTABILITY

• 2. TECHNICAL CAPABILITY, MOTIVATION AND INCENTIVES, TO STAFF ARE CRITICAL

• 3. SYSTEM WORK BEST WHEN GOALS AND METHODS ARE SEEN AS LEGITIMATE, SERVES TO INCREASE VOLUNTARY COMPLIANCE

• 4. CONTINUED POLITICAL SUPPORT (LOCAL, REGIONAL AND NATIONAL ) IS HELPFUL –EVEN ESSENTIAL

• 5. ENFORCEMENT RESOURCES NEED TO BE SUFFICIENT AND ENFORCEMENT PROCESSES SIMPLE

FIND THE BALANCE

CULTURAL ENVIRONMENT

REGULATORY PROCESS

POLITICAL SUPPORT

THE EMPLOYEE CONTRACT

• TRANSACTIONAL RELATIONAL -Salary -Personal Development-Benefits -Career progression -Role -Fairness -Legal Rights -security

COMMITMENT

• 1. Diminish intent to leave • 2. Less stress (emotional exhaustion,

psychological stress, depersonalization ) • 3. Higher job performance( attendance,

supervisor ratings, output measures)• 4. more ethical behavior • 5. ORGANIZATIONAL CITIZENSHIP(They go

extra mile )

TYPES OF ORGANIZATIONAL COMMITMENT

• Continuance Commitment- they need to stay with the organization based on the costs of leaving or a sense that available comparable alternatives are limited

• Normative Commitment- the desire to stay with an organization based on a sense of duty, loyalty or moral obligation

• Affective commitment- the emotional attachment a person feels for the organization because they see their goals and values to be congruent with that of the organization

WHAT BUILDS EMPLOYEE COMMITMENT

• 1. COMPETENCY • - understand their role • - see how they add value• -feel challenged by their work • -have clarity about their goals

• 2. COMFORT • - feel part of a community • - believe the organization is viable • -experience a sense of team • -feel they are treated equally and fairly • -engage in dialogue with management

• 3. LEADERSHIP • -understand the vision and plan for

organizational growth • -feel a sense of stability• -see that leaders are emphatic • Believe that leaders are in tune with their

issues

• 4. COMMUNICATION • -receive valuable information frequently • - see managers as trustworthy and candid • -meet regularly with their manager and team

face-to-face

LEADERSHIP COMPETENCIES

• 1. OPERATIONAL COMPETENCIES • A. Team Performance • -9 performance factors: • 1. Advising – giving and gathering information,

finding out what others are doing in your area of work that you are following best practices

• 2. Innovating –challenging the way things are currently being done(key aspect of teamwork)

• 3. Promoting –to sell what you are doing to other people. Deliver what people want

• 4. Developing –ideas are molded and meet the needs of your customer or clients both inside or outside of the organization.

• 5.Organizing – emphasis is getting into action and making things happen . Organizing the team so that everyone knows what to do

• 6. Producing- delivery of product of service on a regular basis to high standards of effectiveness and efficiency.

• 7. Inspecting – regular check on work activities• 8. maintaining – uphold standards and maintain

effective work processes, review of team effectiveness

• 9. Linking – pull together and makes the difference, linking of people, tasks and leadership

SEVEN RULES OF MOTIVATION

• 1. Set a major goal, but follow a path- the path has many goals that go many directions. When you learn to succeed at mini goals, you will be motivated to challenge grand goals.

• 2. Finish what you start – a half finished project is of no use to anyone. Quitting is a habit. Develop the habit of finishing self-motivated projects

• 3. Socialize with others of similar interest – mutual support is motivating . We will develop the attitudes of our five best friends, If they are losers, we will be a loser, if they are winners, we will be a winner. To be a cowboy we must associate with cowboys

• 4. Learn how to learn – dependency on others for knowledge supports the habit of procrastination. Man has the ability to learn without instructors. In fact, when we learn the art of self-education we will find, if not create opportunity to find success beyond our wildest dreams

• 5. Harmonize natural talent with interest that motivates – natural talent creates motivation, motivation creates persistence and persistence gets the job done.

• 6. Increase knowledge of subjects that inspires- the more we know about a subject, the more we want to learn about it. A self-propelled upward spiral develops.

• 7. Take risk-failure and bouncing back are elements of motivation, failure is learning tool. No one has ever succeeded at anything worthwhile without a string of failures.

Three Elements of Motivation

• 1. motivation starts with a need, vision, dream or desire to achieve the seemingly impossible. Creativity is associated with ideas, projects and goals, which can be considered a path to freedom

• 2. Develop a love-to-learn, become involved with risky ventures and continually seek new opportunities. Success is based on learning what works and does not work

• 3. Developing the ability to overcome barriers and to bounce back from discouragement or failure. Bouncing back requires creative thinking as it is a learning process.

DELEGATION

• KEY ASPECT OF LEADERSHIP • UNLESS YOU DELEGATE TASKS TO YOUR

SUBORDINATES, YOUR TEAM WILL BECOME INEFFECIENT AND DEMORALISED.

• ADVANTAGES: • -Higher Efficiency• -increased motivation • -develop skills of your team • Better distribution of work through the group

– How to delegate :– - identify a suitable person for the task – -prepare the person, explain the task clearly, make

sure you are understood. Leave room in the task description for ingenuity/initiative

– -make sure the person has the necessary authority to do the job properly

– -keep in touch with the person for support and monitoring progress. Praise/acknowledge a job well done

• Task you should not delegate: • - Hiring • - Firing • - Pay issues • Policy • D. TIME STRESS MANAGEMENT

RELATIONAL COMPETENCIES

• 1. Negotiation • * Mutual adjustment• * positional bargaining- which is competitive

(mediocre outcome)and interest based bargaining or principles negotiated which is primarily cooperative (PDIOS)(if both sides cooperate, they will both have good outcomes)

• 2. Coaching - is the art and practice of inspiring, energizing and facilitating the performance, learning and development

• The Tao of Coaching -YIN-(passive, accepting side) Removing barriers,

listening, reducing interference such as fear and doubt.

-YANG- (active aggressive side)challenging: asking questions, inspiring and energizing

ANALYTICAL COMPETENCIES

• Decision Making- Making choices, problem solving - Six steps: 1. Identify the problem or opportunity 2. Gather relevant information 3. Develop as many alternatives as possible4. Evaluate alternatives to decide which is best 5. Decide on and implement the best alternative6. Follow-up on the decision

Communication

• - Studying the communication process is important because you COACH, COORDINATE, COUNSEL, EVALUATE AND SUPERVISE. It is the chain of understanding that integrate the members of an organization from TOP BOTTOM, BOTTOM TO TOP AND SIDE TO SIDE

COMMUNICATION PROCESS

• 1. Thought - FIRST INFORMATION EXIST IN THE MIND OF THE SENDER ( concept, idea, information, feeling)

• 2. Encoding –message is sent to reciever in words or other symbol

• 3. Decoding – receiver translates the words or symbolic action or concept or information that she/he undestand

• During the transmitting of the message, two processes will be received:

• - CONTEXT- ACTUAL WORDS OR SYMBOLS KNOWN AS LANGUAGE

• - CONTEXT- IS THE WAY THE MESSAGE IS DELIVERED AND IS KNOWN AS PARALANGUAGE(tone of voice, look of sender,. Eye, body language gesture, etc)

Barriers to communication

• 1. culture- background and bias-past experiences • 2, Noise-impede clear communication • 3. Ourselves- focusing on ourselves rather than

the other person can lead to confusion and conflict. The ME GENERATION is out when it comes to effective communication.( Factors that causes these are: defensiveness, superior(we feel we know better) and ego- we feel we are the center of the activity.

• 4. Perception - we feel the person is talking too fast, not fluently, does not articulate clearly

• 5. Message – distraction happen when we focus on the facts rather than the topic

• 6. Environmental –• 7. smothering – we take it for granted, no

value because they are aware of the facts

• 8. stress- people do not see things the way when they are at stress

• Hearing and listening are not the same things • Hearing – act of receiving sounds • Listening – selective activity which involves

the reception and interpretation of aural stimuli , it involves decoding and sound into meaning

• People speak at 100 to 175 words per minute, can listen intelligently 600-800 words per minute

• MIND DRIFT- thinking about other things while listening to someone( the cure is active listening, listening with purpose)

• Content of Message: 55% content; 38% auditory; 7% language

• Two main categories of Listening • 1. Passive • 2. Active • Few points of active listener• 1. spend more time listening than talking• 2. do not finish the sentence of other • 3. do not answer question with questions • 4. aware of biases, we all have them, we need to

control them

• 5. never daydream become pre-occupied with other thoughts when others talk

• 6. let other speaker talk. Do not dominate conversation

• 7. provide feedback but does interrupt incessantly

• 8. analyze by looking all the relevant factors, asking open-ended questions

• 9. keep the conversation on what the speaker says not what interest them.

• 10. take brief notes• When you know something, say what you

know, when you don’t know something, say you don’t know, that is KNOWLEDGE(kung Fu Tzu)

• Categories of Feedback : 1. Evaluative – making judgment about the

worth 2. Interpretive- paraphrasing, attempting to

explain what other person statement mean 3. Supportive- assist4. Probing – gain additional information 5. Understanding – discover completely

SPEAKING HINTS

• 1. ASK LISTENER IF THEY ARE FOLLOWING YOU • 2ENSURE RECEIVER HAS A CHANCE TO

COMMENT OR ASK QUESTION • 3. CONSIDER FEELING OF THE RECEIVER • 4. BE CLEAR ABOUT WHAT YOU SAY • 5. WORDS MATCH WITH TIME BODY LANGUAGE • 6. DO NOT COMPLICATE WHAT YOU ARE SAYING • 7. DO NOT IGNORE SIGNS OF CONFUSIONS