1- Master Manager

Module 1:

Creating and Sustaining Commitment and Cohesion

1Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Agenda for Module 1

• Assumptions and Goals• Paradoxes• Competencies

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 2

Human Relations Model

Human Relations Model Assumptions and Goals1. Criteria of

effectiveness2. Means-ends

theory3. Action imperative4. Emphasis

5. Culture

1. Commitment,cohesion, morale

2. Involvement leads to commitment

3. Collaborate4. Participation, conflict

resolution, consensus building

5. Clan


Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Paradoxes of Collaborating

• By developing your self-awareness, you can increase your capacity for making personal change• Involving employees in

decision-making processes can slow the planning but make the implementation more efficient

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Another Paradox of Collaborating

• Collaborating means that we want to build employees’ commitment and cohesion by encouraging them to voice differing ideas and opinions

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Collaborate Core Competencies

• Understanding Self and Others

• Communicating Honestly and Effectively

• Mentoring and Developing Others

• Managing Groups and Leading Teams

• Managing and Encouraging Constructive Conflict

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Managers who focus on human relations …

• have a high level of self-awareness • communicate by listening, as well as by

speaking• provide employees with constructive feedback

on a regular basis• ensure that all group (team) members know

what is expected of them• encourage employees to learn from others

who have different ideas and perspectives

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Primary Tensions

EXTERNAL FOCUS

FLEXIBILITY

STABILITY

INTERNAL FOCUS


Understanding Self and Others

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Emotional and Social Intelligence• Emotional Intelligence– Self-awareness• Emotional awareness• Self-assessment• Self-confidence

– Self-management• Social Intelligence– Social Awareness– Relationship Management


Personality

• Big FiveNeuroticismExtraversionOpennessAgreeablenessConscientiousness

• Meyers-Briggs Introversion – Extraversion Sensing – Intuition Thinking Feeling Judging - Perceiving


Increasing Your Self-awareness


Asking for Feedback

• Make sure you are open to hearing new information

• Be aware you are receiving the other person’s perception

• Ask specific questions about your behavior• Check your understanding of the feedback• Express appreciation


Empathic Listening

• Empty Yourself• Pay Attention• Accept the Other Person’s Reaction• Avoid Judgment or Comparison• Stay with the Feeling


Communicating Honestly and Effectively

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Basic Model of Communication


Barriers to Effective Communication• Inarticulateness• Hidden agendas• Status• Hostility• Distractions• Differences in communication styles• Organizational norms and patterns of

communication


Discovering the Left-Hand ColumnLeft-Hand Column: What Is Thought (But Is Not Directly Communicated)

Right-Hand Column: What Is Said

Terry: Terry:

Troy: Troy:

Terry: Terry:

Troy: Troy:

Terry: Terry:


Reflective Listening

• Use empathy• Do not evaluate, judge or advise• Reflect what you hear• Use open-ended questions


Mentoring and Developing Others

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Stages of Performance Evaluation


Guidelines for Giving Feedback• Ask the person whether or not this is a good time to

receive feedback• Give the person feedback in a private place• Be supportive and encouraging; focus on behaviors

you are looking for in the future• Provide feedback on both positive and negative

behaviors (remain position)• Describe the other person’s behavior and your

perceptions of it using specific examples of behavior that you have observed


Guidelines for Giving Feedback• Try to remain calm and emotionally neutral. Be direct

in your statements. Don’t avoid the key issues• Ask the other person to clarify, explain, change, or

correct.• After giving feedback, give the receiver time to

respond.• Use the opportunity to develop a joint action plan.

Identify ways that you can contribute positively to improving the employee’s behavior.


Coaching


Steps to Effective Delegation

1. Clarify what it is that you want done and why this is an appropriate assignment for the individual

2. Meet with the employee and to discuss the assignment and your expectations

3. Allow the employee to do the task the way he or she feels comfortable doing it

4. Check on the progress of the assignment, but do not rush to the rescue if things are not “on track”

5. Recognize the employee’s accomplishments


Managing Groups and Leading Teams

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Team Decision Making• Advantages– Greater knowledge and

expertise– Wider range of values and

perspectives– Greater employee

commitment to implementation of the idea

– More likely to surface obstacles

– Enhances employees’ skills and abilities

• Disadvantages– Takes more time– Will result in lower quality

decision if team does not have appropriate expertise

– Some may over-contribute, others may fail to contribute

– Team members may become too concerned with gaining consensus (coming to agreement)



Four Team Player Styles (Roles)


Increasing Meeting Effectiveness

• Prepare for the meeting by setting objectives, selecting participants, selecting the time and place and setting an agenda

• In Running the meeting, start on time, have someone take minutes, review the agenda, make sure participants know each other, follow agenda, minimize interruptions, encourage participation, restate decisions

• Follow up by distributing minutes and checking on progress for any assignments

P

R F

Team Development



Managing and Encouraging Constructive Conflict

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Abilene Paradox


Conflict Management Approaches


Managing Conflict Constructively• Face the conflict• Decide how to approach the other person• Meet in a neutral environment• Let each person state personal views• Try to find a mutual definition of the conflict• Generate potential solutions• Search for a mutually acceptable solution• Decide what will be done &

who will do it• Figure out what you have learned


Stimulating Conflict: Advocacy (support) Groups

• Assign groups different positions to adopt• Allow groups to gather data for their position• Each group presents a position and asks questions of the

other group. Note that the goal is not to win but to hear the different ideas, information, theories, conclusions, etc.

• Each group seeks additional information to address other group’s questions as well as to understand other group’s position

• Groups work together to develop a synthesis of the different alternatives


Documents

1- Master Manager