Chapter 5 - Directing (PPT)

Directing

• it is a basic management function that aims to build an effective work environment anchored on motivating, supervising, and disciplining

Directing

• it is the process in which managers instruct, guide, and oversee the performance of their employees to achieve predetermined goals

Attainment

• assigning new tasks that build upon previous ones, promoting growth and achievements

Power

• Recognizing employees as in-house experts, valuing their input

Belonging

• Emphasizes fostering teamwork and shared experiences to create a sense of community

Independence

• managers can foster this by offering employees flexibility in choosing projects and setting their schedules

Respect

• involves recognizing contributions and valuing employees’ input

Equity

• ensures fairness in work schedules, responsibilities and compensation

Recognition

Description

• recognize employee’s contributions

Recognition

e.g.

• openly recognize the employee who routinely provides excellent customer service

Celebration

Definition

• celebrate both small and big victories

Celebration

e.g

• get-together with your employees

Compelling mission

• formulating a mission that everyone must acomplish

Compelling Mission

e.g.

• assign the employees to create a safety plan for their department

Balance of achievement and challenge

Description

• provide employees with ways that can help them maximize their potentials

Balance of achievement and challenge

e.g.

• make it a point to incluse all employees of the pharmacy in strategic planning

Increased Responsibility

Description

• allow employees to make decisions and produce their own results

Increased Responsibility

e.g

• evaluate employees through a method that can account for their individual personalities

Communication

• a manager must clearly convey the details of a task — what, how, by whom, and when — while avoiding distortions in the communication elements (e.g., what is said vs. what is understood)

Progressive Discipline

• refers to a series of acts taken by the management to address unacceptable actions committed by employees

• encourage optimal behavior and escalate the consequences of poor employee performance

Progressive Discipline

• disciplinary actions should be prompt, commensurate with violation, and clearly explained to everyone involved

Verbal Warning and Counselling

• involves an oral reprimand aimed at addressing the unsatisfactory behavior of an employee

Formal Written Warning

• if the first step is ignored, a more formal aprroach, with a _____ documenting the behavior

Final Written Warning

• last disciplinary action prior to dismissal

Suspension without Pay

• temporary release of an employee without compensation due to serious incidents or repetitions of unsatisfactory behavior

Termination

• the last course of action in disciplining employee

• employee is formally notified in writing and often given two week’s notice before separation

Leadership

• the ability to influence the action of others

• help individuals, groups, and organizations grow and develop

Traits Model

Focuses on the personal characteristics of leaders

Physical

Examples

• young to middle age

Social Background

Examples:

• educated in reputable schools

Personality

Examples

• adaptable

Social Characteristic

Examples

• Charming

Task-Related Characteristic

Example:

• driven to excel

Behavioral Model/ Leadership style

• concerned with how a leader acts and the manner he or she leads a group

Autocratic Style

• “I decide”

• Manager retains absolute control

• Has little confidence in his or her employees’ ability

Democratic Style

• “We decide”

• Decision making is shared between the manager and employees

• Manager has confidence in the employees

Free Rein Style

• “You decide”

• Employees decide on their own within certain bounderies or limits

Contingency Model

• examines the relationship between the characteristics of a given situation and the leader’s behavior

Task Orientation, Relationship Orientation, Follower readiness or maturity

The 3 dimensions of a contingency model

Leadership Style

• refers to a manager’s or leader’s approach to directing the actions of employees

Affiliative Style

• focuses on creating harmony and emotional bonds within a team

• Relies on feedback and rewards, emphasizing praise and belonging

Affiliative Style

Disadvantage: No employment growth

Authorative Style

• display self-confidence, empathy, and the ability to develop cooperation and teamwork among members when leading the organization

• Motivates their team towards a shared vision — fostering trust while allowing flexibility

Coaching Style

• focuses on helping employees develop skills for a long-term improvment

• Leaders delegate responsibilties not just to achieve tasks but also to encourage employees develop new skills

Coercive Style

• leaders practicing this style demand immediate compliance and prioritize self-management

• can be detrimental when used excessively as it often neglect group dynamics

Democratic Style

• observes collaboration and teamwork to gain buy-in from constituents

• use social skills as the primary means for directing the activities of a group

Pacesetting Style

• more autocratic, where leaders set high performance for themselves and expect the same from others

• uses self-management skills