Leadership and Delegation 134

8/14/2019 Leadership and Delegation 134

1/21

Leadership and Delegation


2/21

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


3/21

Responsibilities of

Self-Directed Work Teams Day-to-Day Operations

Scheduling

Quality Control Training

Evaluation and Compensation

Hiring and Disciplinary Actions


4/21


5/21


6/21

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


7/21

Common Pitfalls in

Employee Participation Ignoring Resistance of Lower-level andMiddle-level Management

Inadequate Training for Workers andManagement

Lack of Management Commitment


8/21

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.


9/21

Characteristics of

Socio-Technical Systems Focus on Both Social and TechnicalSystems


10/21

Social System

Individual and Team Behaviors

Organizational Culture

Leadership Styles Motivational Practices

HR Systems (Compensation, Selection,

Promotion)

Degree of Communication Openness


11/21

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


12/21

Characteristics of

Socio-Technical Systems Focus on Both Social and TechnicalSystems

Minimum Formal Rules No Single Best Technology


13/21

There aint no rules around here!

Were trying to accomplish

something!"

-Thomas Edison


14/21

Socio-Technical Systems

in Practice Self-Directed Work Teams Emphasis on Skill Development

Continuous Change and Improvement Flat Managerial Hierarchy


15/21

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.


16/21

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


17/21

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


18/21

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


19/21

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


20/21

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


21/21

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

Leadership and Delegation 134

Documents

Transcript of Leadership and Delegation 134