MONITORING ACTIVITIESAPAMSA Leadership Development Module

Monitoring Activities

Monitor work by observation, event report analysis, quality inspection, or progress review meetings

Focus on work performance, progress, quality, and results

Investigate team needs, satisfaction, and relations

Task-Oriented Behaviors

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Task-Oriented Behaviors

Monitoring Activities

Monitoring provides the information needed for planning and problem solving

Identify one activity in your project worthy of monitoring and briefly describe a few problem areas discovered and how they were addressed.

Leadership Challenge (13)

Monitoring Activities

Measure key activities

Measure progress Seek feedback from

external sources Observe activities

directly

Obtain specific work details

Disclose problems and mistakes

Conduct progress reviews

Guidelines For Monitoring Activities

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Monitoring Activities

Identify performance data most relevant for team goals and priorities

Measure quality, progress, and success of key activities

Data depends on the nature of the task (e.g., number of attendees, number of items sold, satisfaction)

Measure Key Activities

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Monitoring Activities

Assess progress in terms of ability to accomplish key objectives

Compare actual cost of each activity relative to budget allotment—wasting resources?

Identify performance deficiencies, cost overruns, and behind-schedule projects

Measure Progress

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Monitoring Activities

Seek third-party sources for feedback about work performance

Survey participants, partners, and sponsors for honest feedback about activities

Seek Feedback From External Sources

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Monitoring Activities

When feasible, directly observe and evaluate team members in action

Direct observation is desirable to monitor inexperienced and insecure team members

Observe Activities Directly

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Monitoring Activities

Inquire about work quality, productivity, costs, schedule, team needs, team satisfaction, and team relations

Note the trends for each factor and their impact on work performance and progress

Obtain Specific Work Details

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Monitoring Activities

Encourage reporting of problems and mistakes (“no blame” approach)

Address problems before they become serious

Address team dissatisfaction, role conflicts, declining quality, inactivity, low productivity, cost overruns

Disclose Problems & Mistakes

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Monitoring Activities

Conduct periodic progress review meetings

Reformulate team goals, plans, strategies, and activities

Assess needs for training, coaching, and assistance

Recognize achievements and allocate rewards

Conduct Progress Reviews

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)

Task-Oriented Behaviors

Monitoring Activities

Monitoring provides the information needed for planning and problem solving

Guidelines for Monitoring Activities offer key tools to identify problems and opportunities to reformulate plans and goals

Utilize these guidelines to improve work performance

Summary

Task-Oriented Behaviors

After-Activity Review

Our next module discusses guidelines to better evaluate work activities and facilitate team learning

Next Topic…

Task-Oriented Behaviors

G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 70-71

Free Management Library www.managementhelp.org/ldrship/

ldrship.htm

Sources