WEEK 3- BUSINESS

PROCEDURES/ADOPTING

LEADERSHIP STYLES

Lecturer- Celeste Solozano

LEARNING OBJECTIVES

• The difference between policies, procedures and processes

• The importance of business processes

• Leadership styles

• Functions of Management

• Business Terms– authority, accountability, delegation, responsibility and management

• Crisis Management

• Managing the relationship with the boss/ Manager’s expectations vs Employee’s expectations

Students will learn:

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POLICY

PROCEDURE &

PROCESS

Policy: The overall guidelines

Process: The flows of activity

Procedure: The detailed instructions of steps

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POLICY

WHAT IS A POLICY?

Policies don’t just communicate ideas to help the company succeed, but also insure the company against problems by identifying risk and demonstrating an attempt to tackle it.

Examples of company policies include:• Occupational health and safety policies: Wearing of PPE on job sites, Signage

• Human Resource Policies: Disciplinary policies, Work hours, Dress code, Leave policies

• Operations Policies: Late payment policies, refund policies, use of phones or devices while working

A Good policy is more than just a list of rules. It should show employees the purpose behind their jobs and provide ways to measure success.

A good policy should be:• Clear, concise, and in simple language

• Explains the rule, not how to implement the rule

• Easily accessible by staff at all times

• Represents a consistent, logical framework

A policy is a set of general guidelines

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PROCEDURE

WHAT IS A PROCEDURE

After establishing your organizational policies, procedures are the natural next step.

Policies set some parameters for decision-making but leave room for flexibility. They show the “why” behind an action.

Procedures, on the other hand, explain the “how.” They provide step-by-step instructions for specific routine tasks. They may even include a checklist or process steps to follow. But at the very least, your procedures should outline the following information:

• Who is responsible for each task

• What steps need to be taken

• Who the responsible party reports to

Procedures provides the instructions for performing tasks

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Establishing procedures ensures that employees know what to do and keeps the organization running smoothly, even when key employees are out of the office. A good policy should:

Be clear, concise, and simple language

Address how to implement policies

Take user insight into account

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PROCEDURES CONTINUED

STEPS TO WRITING A GREAT STANDARD OPERATING PROCEDURE

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Step 1: Understand how you are going

to present your SOPs

Step 2: Gather the relevant

stakeholders

Step 3: Work out your purpose

Step 4: Determine the structure of your

SOP

Step 5: Prepare the scope of the procedure

Step 6: Use a consistent style

Step 7: Use correct notation, if applicable

Step 8: Work out all the necessary steps

of the process

Step 9: Try to assess potential problems

in the process

Step 10: Determine metrics against

which the SOPs can be judged

Step 11: Test the process

Step 12: Send the process to superiors

Step 13: Clarify the method of

optimizing the process

Step 14: Run a risk assessment on your

process

Step 15: Consider creating a flow

diagram

Step 16: Finalize and implement the

SOPs

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PROCESS

WHAT IS A PROCESS?

Processes describe patterns of work and tend to detail the necessary steps to complete a task; sometimes big, sometimes small.

This is often done through graphical representation, steps , flow charts or work flows.

Processes are used to tackle inefficiencies and improve management practices. The three key takeaways for utilizing processes in your organization are:

1. To clarify strategic direction – Processes can help you make sure daily activities are in line with the company’s overall strategic goals. This not only improves business practices but creates a company culture where all employees can feel invested in the company’s aims.

2. To align company resources efficiently –Through effective process optimization and monitoring, you can assess how resources are being used and whether this usage is appropriate or not.

3. To improve daily activities and productivity – The use of processes on a daily level helps to keep your employees adhering to best practices in all their activities, resulting in higher output and consistent quality.

Processes are the maps which guide actions

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WORK FLOW EXAMPLE

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ACTIVITY

BREAK INTO 3 GROUPS:

Each group is tasked with dividing themselves into smaller groups (sub-

groups) to develop :

1. A policy

2. A procedure

3. Process/ work flow

The same topic is to be used for all three documents. However, each main

group wil;l have different subject matters.

LEADERSHIP/MANAGEMENT

LEADERSHIP VS MANAGEMENT

LEADERSHIP VS MANAGEMENT

Management is generally defined as the process of planning, organizing, directing, and controlling the activities of employees in combination with other resources to accomplish organizational objectives. In a way, management is taking the leadership concept and putting it into action.

Management is shaped by an individual’s duties to the organization.

Leadership is an act or behavior. A word that is commonly associated with leadership is“motivation,” as in the ability to motivate individuals to carry out tasks. In addition, encouragement,power, and agreement to achieve certain group or organizational goals are characteristics ofleadership. The level of leadership relies on the social and group relationship that is present toformulate a vision and direction for the group.

Are the two one in the same? Or are they different?

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LEADERSHIP STYLESWhat’s your leadership style

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MANAGEMENTFunctions:

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Planning

It is the basic function of management. “Planning is deciding in

advance - what to do, when to do & how to do. It bridges the

gap from where we are & where we want to be”. A plan is a

future course of actions. It is an exercise in problem solving &

decision making.

Organizing

It is the process of bringing together physical, financial and

human resources and developing productive relationship amongst

them for achievement of organizational goals

Organizing as a process involves:1. Identification of activities.

2. Classification of grouping of activities.

3. Assignment of duties.

4. Delegation of authority and creation of responsibility.

5. Coordinating authority and responsibility relationships.

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Staffing

It is the function of manning the organization structure and keeping it manned.. The main purpose of staffing is to put right

man on right job. According to Kootz & O’Donell, “Managerial function of staffing involves manning the organization

structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the

structure”. Staffing involves:

Recruitment, Selection & Placement.

Training & Development.

Remuneration.

Performance Appraisal.

Promotions & Transfer.

Directing

It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of

organizational purposes. Direction has following elements:

Supervision- overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers

Motivation- inspiring, stimulating or encouraging the sub-ordinates with zeal to work

Leadership- process by which manager guides and influences the work of subordinates in desired direction.

Communication- process of passing information, experience, opinion etc from one person to another. It is a bridge of

understanding.

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Controlling

The purpose of controlling is to ensure that everything occurs in conformities with the standards. According to Theo Haimann,

“Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and

acting if necessary, to correct any deviation”.

Controlling involves:

Establishment of standard performance.

Measurement of actual performance.

Comparison of actual performance with the standards and finding out deviation if any.

Corrective action.

WHAT IS THE RELATIONSHIP BETWEEN ACCOUNTABILITY, AUTHORITY AND

RESPONSIBILITY?

Authority, responsibility, and accountability are important parts of management and have distinct

characteristics.

Authority is the power delegated by senior executives to assign duties to all employees for better

functioning. Responsibility is the commitment to fulfil a task given by an executive. Accountability

makes a person answerable for his or her work based on their position, strength, and skills.

Authority flows from top to bottom.

Responsibility streams from bottom to top.

Responsibility is swift whereas authority is long-lasting.

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CRISIS MANAGEMENT

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To effectively deal with a crisis, companies should be able to react correctly when such situations arise. Being

prepared for a crisis is about building the capacity of employees to tackle serious disasters by equipping them with

the knowledge on how to make serious but important decisions that will safely steer the organization through the

storm.

4 steps to smart crisis management

Step 1 – Develop a crisis preparedness plan that fully integrates the human capital

Step 2 – Establish a Crisis Management Team

Step 3 – Focus on information and training

Step 4 – Plan for recovery phase

MANAGER’S EXPECTATIONS VS EMPLOYEE’S EXPECTATIONS

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