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8/14/2019 Leadership and Delegation 134
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Leadership and Delegation
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Self-Directed Work Teams
Front-line employees make decisions (as agroup) over their day-to-day workoperations
The team typically involves all of theemployees in a specific area, or thoseworking on a specific service or process
The team can be any size, but is generallynot more than 12 to 15 employees
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Responsibilities of
Self-Directed Work Teams Day-to-Day Operations
Scheduling
Quality Control Training
Evaluation and Compensation
Hiring and Disciplinary Actions
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Characteristics of Most
New Design Facilities Formally Stated Organizational Philosophy Flat Managerial Hierarchy
All Salaried Work Force Few Management Perks
Open Information Systems
Formal Governance or Oversight
Self-Directed Work Teams
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Common Pitfalls in
Employee Participation Ignoring Resistance of Lower-level andMiddle-level Management
Inadequate Training for Workers andManagement
Lack of Management Commitment
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Theory X and Theory YEmployer beliefEmployer belief
about employeesabout employeesTheory XTheory X Theory YTheory Y
View of workView of work Dislike and avoid itDislike and avoid it As natural as rest orAs natural as rest or
playplay
Ability to controlAbility to control Must be coerced,Must be coerced,
controlled, andcontrolled, and
threatenedthreatened
Exercise self directionExercise self direction
and selfand self--controlcontrol
Attitude towardAttitude towardresponsibilityresponsibility
Avoid it, seek formalAvoid it, seek formaldirectiondirection
Accept it and evenAccept it and evenseek itseek it
Attitude towardAttitude toward
innovationinnovation
Security valued overSecurity valued over
ambition, so no desire toambition, so no desire to
do anything newdo anything new
Management are notManagement are not
the only ones capablethe only ones capable
of innovation.of innovation.
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Characteristics of
Socio-Technical Systems Focus on Both Social and TechnicalSystems
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Social System
Individual and Team Behaviors
Organizational Culture
Leadership Styles Motivational Practices
HR Systems (Compensation, Selection,
Promotion)
Degree of Communication Openness
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Technical System
Type of Processes (either service or
manufacturing)
Physical Work Setting Information System
Time Pressure
Need for Coordination with Suppliers,Customers, and/or Peers
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Characteristics of
Socio-Technical Systems Focus on Both Social and TechnicalSystems
Minimum Formal Rules No Single Best Technology
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There aint no rules around here!
Were trying to accomplish
something!"
-Thomas Edison
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Socio-Technical Systems
in Practice Self-Directed Work Teams Emphasis on Skill Development
Continuous Change and Improvement Flat Managerial Hierarchy
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Theory X and Theory YEmployer beliefEmployer belief
about employeesabout employeesTheory XTheory X Theory YTheory Y
View of workView of work Dislike and avoid itDislike and avoid it As natural as rest orAs natural as rest or
playplay
Ability to controlAbility to control Must be coerced,Must be coerced,
controlled, andcontrolled, and
threatenedthreatened
Exercise self directionExercise self direction
and self-controland self-control
Attitude towardAttitude towardresponsibilityresponsibility
Avoid it, seek formalAvoid it, seek formaldirectiondirection
Accept it and evenAccept it and evenseek itseek it
Attitude towardAttitude toward
innovationinnovation
Security valued overSecurity valued over
ambition, so no desire toambition, so no desire to
do anything newdo anything new
Management are notManagement are not
the only ones capablethe only ones capable
of innovation.of innovation.
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Hersey and Blanchard Situational
Leadership Theory
TellingTelling
Selling
Selling
HighHigh
LowLow
LowLowHighHigh
Task BehaviorTask Behavior
Deleg
ating
Deleg
ating
Follower ReadinessFollower Readiness
Able andAble and
unwillingunwilling
Able andAble and
willingwilling
Unable andUnable and
willingwillingUnable andUnable and
unwillingunwilling
Pa
rtici
patin
g
Pa
rtici
patin
g
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How to Delegate
Decide What to Delegate
Specify Responsibilities and Limits Clearly
Specify Expectations Concerning Reporting
Get Feedback From Subordinate
Inform Others Who Need to Know
Arrange For Necessary Information
Monitor Progress
Provide Support But Avoid Responsibility
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What To Delegate
Things You Dont Want To Do
Things You Dont Have Time To Do
Things the Subordinate Can Do Better Things the Subordinate Needs To Do To
Grow Professionally
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How to Delegate
Decide What to Delegate
Specify Responsibilities and Limits Clearly
Specify Expectations Concerning Reporting
Get Feedback From Subordinate
Inform Others Who Need to Know
Arrange For Necessary Information
Monitor Progress
Provide Support But Avoid Responsibility
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Suggestions for Delegation
Help subordinates develop appropriate values
Help identify external problems for subordinate
Teach subordinates to differentiate input fromorders
Understand the operations. Be able to look
behind the numbers
Avoid major losses
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For Better Coaching
Start With Self-Appraisal
Focus on Specific Behaviors, Not GeneralEvaluations
Ask How You can Help Improve the Situation Try To Keep It Goal-Oriented
Try To Separate Money and Evaluation
Keep It Current Focus on Things The Person Can Control
Ask For Feedback, Encourage Participation