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Chapter 7: Multiplying Effectiveness

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Agenda:

• Effective Delegation • How to Assign Work • The Role of Personality

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Effective Delegation

• Delegation:is the transfer of responsibility for the performance of an activity from one individual to another while retaining accountability for the outcome.

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Effective Delegation

• Steps and rules for effective delegation

1. Select the person for the task2. Define the task3. Gain the subordinate`s views 4. Give authority and resources to perform the task5. Use checkpoints to review progress6. Hold accountable/ reward results

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The rules for effective delegation: • The rules for effective delegation apply to leading

individuals as well as groups. The rules will maximize the job performance and work moral of employee, and will increase the overall productivity of their work group.

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The rules for effective delegation: 1. Share power with employee 2. Do not delegate the bad job, and save the good one for

yourself 3. Know your employees4. Use delegation as a development tool5. Delegate work fairly among all employees 6. When you delegate authority, be sure to back your

employees if that authority is questioned 7. Let employees know what decision they have authority to

make and delegate decision making to the lowest possible level

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The rules for effective delegation: 8. Delegate with consistency9. Delegate whole tasks so that employees can see projects

through to completion; allow sufficient time to get jobs done.

10. Insist on clear communication11. Make good use of question when you delegating work12. Explain the importance of assignments 13. Learn to live with work styles that are not like your own 14. Avoid delegating tasks that are pets, personal, or petty 15. Follow the three D`s for all work- do it, delegate it, or ditch

it.

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Assigning work effectively

Assigning work effectively is one of the most important skills of the successful leader.• The list of proven principles for performing this leadership

task:1. Consider the availability of the employee`s time and

whether this is the ideal person to do the job.common mistake is for the leader to assign a job to the

one who can get it done, even if this is the same person over and over again. This practice creates three problems: a. The overworked employee does not know the priority of many

assignmentsb. The overworked employee become resentful c. The abilities of underworked employees are wasted or never

developed.

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Assigning work effectively 2. Use work assignments as a means of developing people

Assign the task for person who is not familiar with it, and as a result he will develop his skills.3. Know exactly what you want to communicate before giving

an order confusion on the leaders` part creates doubt and lack of confidence in employees (clarity).

4. Ask rather than tell, but leave no doubt that you expect compliance. This approach shows both courtesy and respect. You can usually obtain more cooperating by asking for assistance than by commanding others to do job.

5. Use the correct language for the employee`s training level. Most occupations and jobs have abbreviations, slang words, and technical language that the new or untrained person will not understand.

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Assigning work effectively

6. Make assignment in a logical sequence, using clear and concise language. People will easily remember things best that are clearly stated.

7. Be considerate but never apologetic when asking someone to do a job.

8. Talk deliberately and authoritatively, but avoid shouting across a room or making unnecessary show of power.

9. Take responsibility for the orders you give.

10. Give people the opportunity to ask questions and express opinions

11. Follow up to make sure assignment carried out properly and modify them if the situation warrants.

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Management roles and skills:

Leader`s effectiveness depends on knowledge and skills in solving organizational problems. Further, the types of problems to be solved depend on the Leader`s role or level of responsibility.

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Management roles and skills:

• Technical skill: refer to having a knowledge about and being proficient in a specific type of work or activity. It includes detailed job knowledge, hands-on expertise, and the specialized use of equipment, techniques, and procedures. Both the technical expert and the work group supervisor should have a high degree of technical skills• Relational skill: refer to having a knowledge about and being

able to work with people. It include the ability to motivate, coordinate and advise other people, and advise other people, either as individuals or as a group. Sensitivity in human relation and a willingness to help other are essential elements of relational expertise. Success at all levels of management requires good human relation skills.

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Management roles and skills:

• Conceptual skill: refer to having a knowledge about and being able to work with concept and ideas. It include the ability to think abstractly. Long-range planning, strategic decision making and the weighing of ethical considerations in employee, customer, and government relation all require conceptual skills.

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The role of personality• In hiring employee, each has special qualities and would make

valuable contributions. However, each is different in style of interpersonal relations, and each would require different treatment to be both happy and productive.

• People are products of their culture- family, town and country. Thus, style of interpersonal relations is influenced by how we are raised. Societies teach and reinforce behavior styles.

• Because personality is a social construct, it involves cross-cultural variations.

• Effective leader value differences and Strive to make best use of the contributions of all people

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Personality and Culture

• People are products of their culture • Our style of interpersonal relations is influenced by how we are

raised • Societies teach and reinforce behavior styles • Personality is a personal construct and involves cross-cultural

variations • Studies show that style of interpersonal relations is a basic

dimension or characteristic

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Personality and Culture

• Traditional social orientations• Put the needs and interests of the group above the individual

• Individualistic social orientations• Separate the self from others

• Participative social orientations• Middle ground between the two above• Warm and supportive human relations

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Personality and Culture

• Traditional cultures are formal and structured: • England, Germany, Spain, Japan, China, India

• Participative cultures develop in melting pot societies:• U.S. is 60% participative

• Individualistic cultures: • French, Italian, and Greek

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Personality and Culture

• Exceptions to the generalizations: • Human traits vary in degrees• A person is a mixture of all three styles

• Describing groups of people should not obscure the diversity and variation of individuals

• Certain qualities belong to all people:• Honesty• Concern for others• Open-mindedness

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Understanding Others

• Certain characteristics distinguish each interpersonal style• Helps to explain why some people are:

• Easy to understand• Hard to understand

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Characteristics that Distinguish each interpersonal style: 1. Form of control

• Traditional: are comfortable with rules, practices, and procedures

• Participative: prefer interpersonal commitment as a form of control

• Individualists: dislike the idea of restricted freedom2. Basis of action • Traditional: basis is direction from authorities in which they

believe • Participative: basis is discussion and agreement with others • Individualists: basis is direction from within

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Characteristics that Distinguish each interpersonal style: 3. To be avoided • Traditional: avoid deviation from authoritative direction • Participative: avoid confrontation and strive to reach agreement • Individualists: avoid not being themselves

4. Perception of Responsibility• Traditional: believe highest allegiance should go to subordinate

powers• Participative: feel responsible to help others • Individualists: assign responsibility for their actions to their own

conscience

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Characteristics that Distinguish each interpersonal style: 5. Goals desired • Traditional: value organization and order • Participative: value group consensus and smooth human

relations • Individualists: value independence and freedom

6. Basis for growth • Traditional: believe there is a time and place for everything• Participative: prefer growth through human interaction • Individualists: prefer growth through introspection and self-

analysis

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Characteristics that Distinguish each interpersonal style: 7. Position in relation to others • Traditional: are comfortable as members of

the hierarchy• Participative: are comfortable as members of

the team• Individualists: are most comfortable as

separate people8. Material goods • Traditional: are excellent competitors • Participative: collaborate to get material goods • Individualists: think that everyone should have material goods

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Characteristics that Distinguish each interpersonal style: 9. Identification and loyalty • Traditional: loyalty is to the organization • Participative: loyalty is to the group • Individualists: do not value loyalty, but when they have it, they

have it intensely for the person or ideal they deem worthy10. Time perspective • Traditional: perspective is the future • Participative: perspective is the near future • Individualists: perspective is the present

Diversity gives strength to the society

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Dealing with Different Types of People• Differences in personality result in perceptions and

judgments that are poles apart • Awareness of the nature and needs of different types of

people is the first step in building relationships• This awareness can lead to new levels of cooperation and

success• Most people have characteristics of all styles, but prefer one

or two

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Meeting the Needs of Traditional

1. Provide work rules and job descriptions with duties spelled out in priority order

2. Provide an organization chart3. Respect traditions and established ways 4. Avoid changes when possible5. Accentuate reason over emotion 6. Mind your manners and language 7. Establish a career plan with benchmarks for progress,

rewards expected, and time frames

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Meeting the Needs of Traditional

8. Provide tangible rewards 9. Recognize good work with signs of status 10. Reinforce company loyalty 11. Communicate the mission, goals, and objectives 12. Provide an action plan 13. Keep work areas organized, clean, and safe14. Be clear and logical when giving orders

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Meeting the Needs of Participative1. Include them in the decision-making process2. Provide off-the-job social interaction 3. Emphasize teamwork4. Regular, well-run staff meetings5. Ask for opinions, ask what is said,

and demonstrate responsiveness6. Get to know the person 7. Appeal to logic and feelings

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Meeting the Needs of Participative8. Use communication vehicles9. Allow people skills to shine10. Provide growth opportunities11. Keep human relations smooth

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Meeting the Needs of Individualist1. Recognize independence and personal freedom2. Provide immediate rewards for performance3. Talk in terms of present 4. Provide opportunities for growth5. Keep things stimulating and fun6. Focus on meaningful personal experiences, satisfying

interpersonal relationships, and important social causes

7. Provide individual job assignments

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Meeting the Needs of Individualist8. Accentuate feelings and logic when handling problems9. Reward good performance10. Keep things casual 11. Avoid rigid controls 12. Treat the individualist as a separate person

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Solving Personality Differences

• Differences in personality can result in communication problems • Misunderstandings can develop

• Four steps to improve communication:• Step 1: Talk it out• Use the positive approach • Where: talk it out in private • When: talk it out when people are fresh • How: Is it true? Is it necessary? Is it kind?

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Solving Personality Differences

• Step 2: Be understanding• Look at things from another

person`s view • Try to understand the forces

that have influenced and shaped a person`s personality

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Solving Personality Differences

• Step 3: Be flexible• Be willing to compromise • Everyone must be flexible

• Step 4: Be tolerant • Differences in personality are unavoidable • Tolerance of different styles is necessary if communication is

to be achieved

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Different Styles Needs and Contributions• Different types of people need different treatment to be

satisfied and achieve their potential • Traditional: are upset by the absence of planning and

clear guidelines • Participative: are upset by conflict and impersonal

relationships • Individualist: are upset by strict rules and close

supervision • Effective leaders honor the needs of the three types of

people

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Mixing Personalities • Leaders should consider what members with different styles

can gain from each other • Interpersonal relations can add balance, flexibility, and overall

effectiveness to a group • As an organization experiences greater diversity, there is a

need for greater tolerance• The positive qualities of all three people can help an organization

achieve its full potential

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Interpersonal Styles

• In dealing with other people the leader must:• Understand and value different types of people• Be wise, caring, and be flexible

• The greatest good for all individuals can be achieved by working together • Diversity enriches individuals and

groups • Consider the interests and meet

the needs of others