unit 4: directing & supervising

Directing

* ways and means
* encourage all personnel
* accomplish all assignments
* goals in the most efficient manner
* direction must be written, comprehensive, current, clearly stated and reinforced by discussion and example

Supervising

* overseeing the work of subordinates by their superiors
* act of watching & directing work & workers
* entails responsibility in assuming that policies and procedures are followed

**Directing**: motivation, communication, supervision, training, & leadership

**Supervising**: only one of the elements of direction

### Directing vs Supervising

Elements

**Directing**: generally at **top** level

**Supervising**: restricted to the **lower** level management

### Directing vs Supervising

Direction

**Directing**: **intermediate link** between the workers and management

**Supervising**: deal, guide and lead workers **directly under his commands**

### Directing vs Supervising

Relation

**Directing**: polices and takes important decision

**Supervising**: implementation

### Directing vs Supervising

Application of Direction

**Directing**: Financial & non financial

**Supervising**: cannot provide incentives but it can only recommend **rewards** in special case

### Directing vs Supervising

Incentives

**Directing**: medium and lower level executives

**Supervising**: employee under his commands

### Directing vs Supervising

Efforts

Level 1 - **INDIVIDUAL**

### Level 5 Hierarchy Leadership

Contributes talent, skills, knowledge

Level 2 - **TEAM MEMBER**

### Level 5 Hierarchy Leadership

* Contributed individually, works well in groups
* everyone should contribute, not just the leader

Level 3 - **MANAGER**

### Level 5 Hierarchy Leadership

* Manages team members and assets to reach set objectives
* must be **competent**
* objectives must be reached

Level 4 - **LEADER**

### Level 5 Hierarchy Leadership

* Stimulates **high standards**; champions dedication to vision
* must be a **visionary**
* think before you act or implement

Level 5 - **EXECUTIVE**

### Level 5 Hierarchy Leadership

* Builds **excellence** through dedication and humility
* **don't settle** for anything less

Servant Leadership

### Contemporary Leadership

* transcends **self-interest to serve** others, the organization, and society
* **fulfillment of their subordinates’ goals** and needs
* realization of the **larger purpose or mission** of their organization
* **give things away**—power, ideas, information, recognition, credit for accomplishments, even money

Authentic Leadership

### Contemporary Leadership

* individuals who **know and understand themselves**, who **espouse and act consistent with higher-order ethical values**, and who **empower and inspire others** with their openness and authenticity
* inspire **trust and commitment** because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders

Authentic

### Contemporary Leadership - *Authentic Leadership*

* means **being real**, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do

Interactive Leadership

### Contemporary Leadership

* leader favors a **consensual and collaborative process**
* characterized by values such as __inclusion, collaboration, relationship building, and caring__

relationships

### Contemporary Leadership - *Interactive Leadership*

* influence derives from ___ rather than position power and formal authority

Charismatic Leadership

### Contemporary Leadership

* ability to **inspire and motivate** people to do more than they would normally do, despite obstacles and personal sacrifice
* Followers are willing to **put aside their own interests** for the sake of the team, department, or organization
* **less predictable** because they create an atmosphere of change, and they may be **obsessed by visionary ideas** that excite, stimulate, and drive other people to work hard

Charisma

### Contemporary Leadership - *Charismatic Leadership*

* referred to as “**a fire that ignites followers**’ **energy and commitment**, producing results above and beyond the call of duty”

Transformational Leadership

### Contemporary Leadership

* similar to charismatic leaders, but they are distinguished by their special ability to bring about **innovation and change** by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors
* inspire followers not just to believe in the leader personally, but to **believe in their own potential** to imagine and create a better future for the organization
* ability to lead **changes** in the organization’s mission, strategy, structure, and culture, as well as to promote **innovation** in products and technologies
* **do not rely solely on tangible rules and incentives** to control specific transactions with followers
* focus on **intangible qualities**, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common ground to enlist followers in the change process

Transactional Leadership

* clarify the role and task requirements of **subordinates**, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates
* ability to satisfy subordinates may improve productivity
* Excel at **management functions**; hardworking, tolerant, and fair-minded
* Often stress the **impersonal aspects of performance**
* plans, schedules, and budgets
* **sense of commitment** to the organization and conform to organizational norms and values

Autocratic Style

### Leadership Styles

* centralizes **authority**, dictates work methods, makes unilateral decisions, and limits employee participation
* can decrease motivation and increase staff turnover

**One person authority**, and the decisions will be **quick and similar**, this in turn can project an image of a confident, well managed business

### Leadership Styles - *Autocratic*

Strength

subordinates may become **dependent** upon the leaders and supervision may be needed

### Leadership Styles - *Autocratic*

Weakness

Democratic Style

### Leadership Styles

* **involves employees** in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees
* employees have **independence** and are given the **liberty** to decide
* job satisfaction and quality of work will improve

useful when **complex decisions** need to be made that require a range of specialist skills

### Leadership Styles - *Democratic*

Strength

**decision-making process is severely slowed down**, and the need for a consensus may avoid taking the 'best' decision for the business

### Leadership Styles - *Democratic*

Weakness

Laissez-Faire (Free Reign)

### Leadership Styles

* delegates much **authority to employees**
* role is **peripheral** and **staff manage their own** areas of the business
* leads to a **lack of staff focus and sense of direction**, which in turn leads to much dissatisfaction, and a poor company image

**brings out the best** in highly professional and creative groups of employees

### Leadership Styles - *Laissez-Faire*

Strength

leader therefore **evades the duties** of management and uncoordinated delegation occurs

### Leadership Styles - *Laissez-Faire*

Weakness

Personal Characteristics

### Personal Characteristics of a Leader

* Energy
* Physical stamina

Personality

### Personal Characteristics of a Leader

* Self-confidence
* Healthy and integrity
* Optimism
* Desire to lead
* Independence

Well-related Characteristics

### Personal Characteristics of a Leader

* Achievement drive, desire to excel
* Conscientiousness in pursuit of goals
* Persistence against obstacles, tenacity

Intelligence & Ability

### Personal Characteristics of a Leader

* Intelligence, cognitive ability
* Knowledge
* Judgment, decisiveness

Social Characteristics

### Personal Characteristics of a Leader

* Sociability, interpersonal skills
* Cooperativeness
* ability to enlist cooperation
* Tact, diplomacy

Social Background

### Personal Characteristics of a Leader

* Education
* Mobility

Managerial Grid Model

* self-assessment tool by which individuals and organizations can help identify a manager's or leader's style
* y Robert R. Blake and Jane S. Mouton

Country Club Management (1,9)

### Managerial Grid Model

* *high concern for people, low concern for production*
* **thoughtful attention to needs of people** for satisfying relationships leads to comfortable, friendly organization atmosphere and work tempo

Team Management (9,9)

### Managerial Grid Model

* *high concern for people, high concern for production*
* work accomplishment is from **committed people**
* **interdependence** through a “**common stake**” in organization purpose leads to relationships of trust and respect

Middle-of-the-Road Management (5,5)

### Managerial Grid Model

* *medium concern for people, medium concern for production*
* **adequate organization performance** is possible through __balancing the necessity to get out work__ with maintaining morale of people at a satisfactory level

Impoverished Management (1,1)

### Managerial Grid Model

* *low concern for people, low concern for production*
* exertion of minimum effort to get required work done is appropriate to **sustain organization membership**

Authority Compliance (9,1)

### Managerial Grid Model

* *low concern for people, high concern for production*
* **efficiency in operations** results from __arranging conditions of work__ in such a way that human elements interfere to a minimum degree

Concern for People

### Managerial Grid Model

Leaders are concern for the feelings, needs, personal interest, problems, and well-being of followers

Concern for Production

### Managerial Grid Model

Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

Leader Qualities

* Focus on **people**
* Visionary
* Promotes **change**
* Defines **purpose**
* Nurture
* Innovates
* **Personal** power

Manager Qualities

* Focus on **organization**
* Rational
* Maintains **stability**
* Assign tasks
* Organizes
* Analyzes
* **Positional** power

**Participating Style** for High Readiness Followers

### Situational Leadership Model

**Leader**: encourages participation, supports, consults with, and develops followers’ skills and confidence

**Follower**: Use this style when followers have __high readiness but lack confidence__ __and need personal support.__

**Selling Style** for Moderate Readiness Followers

### Situational Leadership Model

**Leader**: provides both task instruction and personal support, clarifies tasks, and explains decisions as needed.

**Follower**: Use this style when followers have __moderate readiness because of confidence to proceed but lack ability__

**Delegating** **Style** for Very High Readiness Followers

### Situational Leadership Model

**Leader**: turns over complete responsibility, with little focus on either tasks or people's needs

**Follower**: Use this style when followers have very high readiness because of __ability and confidence to perform tasks themselves__.

**Telling** **Style** for Low Readiness Followers

### Situational Leadership Model

**Leader**: provides detailed goals and instructions, closely monitors operations and performances.

**Follower**: Use this style when followers have l__ow readiness, low ability, and lack confidence__

Organizational Context

### Work Team Effectiveness Model

* Have a good working environment
* Have a good workplace culture
* Know how to strategize
* Recognize staff output by giving rewards

Team Type

### Work Team Effectiveness Model

* Formal
* Self-Managed
* Virtual Global

Team Characteristics

### Work Team Effectiveness Model

* Size
* Diversity
* Roles

Team Composition

### Work Team Effectiveness Model

* Knowledge & skills
* Benefits & costs

Virtual Team Leadership Model

* a group made up of geographically or organizationally dispersed members who are **linked primarily through advanced information and telecommunications technologies**
* can be local, national, or global, with members coming from one firm or many

Forming

### Stages of Team Development in Directing

* **Orientation, breaking the ice**
* period of orientation and getting acquainted
* test one another for friendship possibilities and task orientation
* **uncertainty** is high during this stage, and members usually accept whatever power or authority is offered by either formal or informal leaders

Storming

### Stages of Team Development in Directing

* **Conflict, disagreement**
* individual personalities emerge
* people become more assertive in clarifying their roles and what is expected of them
* members may jockey for position, and coalitions or subgroups based on common interests may form

Norming

### Stages of Team Development in Directing

* **Establishment of order and cohesion**
* conflict is resolved and team harmony and unity emerge
* consensus develops on who has the power, who the leaders are, and what the various members’ roles are
* members come to accept and understand one another
* team leader should emphasize unity within the team and help to clarify team norms and values

Performing

### Stages of Team Development in Directing

* **Cooperation, problem solving**
* members are committed to the team’s mission
* coordinated with one another and handle disagreements in a mature way
* confront and resolve problems in the interest of task accomplishment
* interact frequently and direct their discussions and influence toward achieving team goals

Adjourning

### Stages of Team Development in Directing

* **Task completion**
* committees and teams that have a limited task to perform and are disbanded afterward
* emphasis is on wrapping up and gearing down
* members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding

Dominating Style (My Way)

### Model of Styles to Handle Conflict

Reflects assertiveness to **get one’s own way** and should be used when __quick, decisive action__ is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements

Compromising Style (Half Way)

### Model of Styles to Handle Conflict

* __*moderate*__ *amount of both assertiveness and cooperativeness*
* when the **goals on both sides are equally important**, when opponents have equal power and both sides want to split the difference, or when people need to arrive at __temporary or expedient solutions under time pressure__

Accommodating Style (Your Way)

### Model of Styles to Handle Conflict

Reflects a **high degree of cooperativeness**, which works best when __people realize that they are wrong__, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important

Collaborating Style (Our Way)

### Model of Styles to Handle Conflict

* *high degree of both assertiveness and cooperativeness*
* enables **both parties to win**, although it may require __substantial bargaining and negotiation__
* both sets of concerns are **too important to be compromised**

Avoiding Style (No Way)

### Model of Styles to Handle Conflict

* *neither assertiveness nor cooperativeness*
* issue is trivial, when there is **no chance of winning**, when a delay to gather more information is needed, or when a disruption would be costly.

### Directing vs Supervising

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