PHPharmAd | Module 5: DIRECTING

Directing

Main job of a manager

Directing

Involves guiding and motivating other people to work toward a common goal (included communicating)

Directing

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

Motivating, Supervising, and Disciplining

Directing is a basic management function that aims to build an effective work environment anchored on _______, _______, and _________

Directing

Heart of Management

Needs, Actions, and Goals

Motivation is a key factor in influencing human behavior. It is anchored on ______, ______, and _____

Attainment

FACTORS THAT INFLUENCE MOTIVATION: Employees can be motivated when they are constantly introduced to new tasks, thus creating a record of achievement and growth

Power

FACTORS THAT INFLUENCE MOTIVATION: Employees must be treated like in-house experts

Power

FACTORS THAT INFLUENCE MOTIVATION: This will motivate them because they will feel valued and taken seriously by the organization

Belonging

FACTORS THAT INFLUENCE MOTIVATION: Establishing sense of belonging motivates employees as they will feel that they are contributing to the functionality of a group

Independence

FACTORS THAT INFLUENCE MOTIVATION: Employees must have work flexibility by having them set their own hours and choose projects (clear task/goal of employee. own time at own pace)

Respect

FACTORS THAT INFLUENCE MOTIVATION: Employees must be given the opportunity to voice out their opinions and concerns. Their contributions must be recognized

Equity

FACTORS THAT INFLUENCE MOTIVATION:
It is the manager’s responsibility to treat fairly every employee

Recognition

METHODS OF NON-MONETARY MOTIVATORS: Recognize employees’ contributions and let them know that all their efforts are appreciated

Celebration

METHODS OF NON-MONETARY MOTIVATORS: Celebrate both small and big victories

Compelling Mission

METHODS OF NON-MONETARY MOTIVATORS: Formulate a mission that everyone must accomplish

Balance of Achievement and Challenge

METHODS OF NON-MONETARY MOTIVATORS: People must be given room to grow and help them maximize their potentials

Increased Responsibility

METHODS OF NON-MONETARY MOTIVATORS: Allows employees to make decisions and produce results on their own so that they will be more motivated to do more than what is asked of them

Communication

It is important to how organizations achieve their goals

Communication

A manager must be able to effectively communicate what, how, by whom, and when a task is to be done

Impartial, and Consistent

4 PRINCIPLES TO ENSURE EFFECTIVE COMMUNICATION:

1. Managers should always be _______, and ______ to gain the confidence of the employees

Sincere Interest

4 PRINCIPLES TO ENSURE EFFECTIVE COMMUNICATION:

2. Managers should show ________ in issues that are important to the employees to gain their respect

Upward, and Downward

4 PRINCIPLES TO ENSURE EFFECTIVE COMMUNICATION:

3. Managers and employees should have good ______, and _______ communication

50% Active Listening

4 PRINCIPLES TO ENSURE EFFECTIVE COMMUNICATION:

4. Communication is?

PROGRESSIVE DISCIPLINE

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

PROGRESSIVE DISCIPLINE

GOAL is to encourage optimal behavior and escalate the consequences of poor employee performance

Encourage optimal behavior and escalate the consequences of poor employee performance

PROGRESSIVE DISCIPLINE GOAL

PROGRESSIVE DISCIPLINE

PURPOSE is not to punish but to highlight explicit consequences of unsatisfactory behavior among employees in order to foster the kind of behavior that is satisfactory

Not to punish but to highlight explicit consequences of unsatisfactory behavior among employees in order to foster the kind of behavior that is satisfactory

PROGRESSIVE DISCIPLINE PURPOSE

PROGRESSIVE DISCIPLINE

OVERALL GOAL is to improve employee behavior and not to lose employees through termination or resignation

To improve employee behavior and not to lose employees through termination or resignation

PROGRESSIVE DISCIPLINE OVERALL GOAL

Disciplinary Actions

It should be prompt, commensurate w/ the violation, and clearly explained to everyone involved

COMMON GROUNDS FOR DISMISSAL

• Refusal to work

• Disorderly conduct

• Tardiness, and absenteeism

• Poor treatment of customers

• Theft

• Destruction of company property

• Violation of safety practices

Tardiness, and absenteeism

Number 1 Reason for DISMISSAL

VERBAL WARNING, AND COUNSELING

STEPS OF PROGRESSIVE DISCIPLINE: Formal oral reprimand

VERBAL WARNING, AND COUNSELING

STEPS OF PROGRESSIVE DISCIPLINE: Informal in nature

FORMAL WRITTEN WARNING

STEPS OF PROGRESSIVE DISCIPLINE: 1st formal step if employee deliberately ignores verbal warning

201 File

It is a comprehensive, centralized record of an employee's employment history, including personal, financial, and performance data

FINAL WRITTEN WARNING

STEPS OF PROGRESSIVE DISCIPLINE: Last disciplinary action

SUSPENSION WITHOUT PAY

STEPS OF PROGRESSIVE DISCIPLINE: Temporary release from duty for a specific number of days

SUSPENSION WITHOUT PAY

Which is better, SUSPENSION WITHOUT PAY or SUSPENSION WITH PAY?

TERMINATION OR DISMISSAL

STEPS OF PROGRESSIVE DISCIPLINE: Last course of action — Notified at least 2 weeks

2 weeks

TERMINATION OR DISMISSAL: Notified at least?

Transfer

MOVEMENT OF PERSONNEL: Shifting position w/o increasing or decreasing responsibilities or pay

Promotion

MOVEMENT OF PERSONNEL: New position that increases status and responsibilities

Separation

MOVEMENT OF PERSONNEL: Removed or no longer part

Lay-Off

MOVEMENT OF PERSONNEL: Temporary and voluntary

Discharge

MOVEMENT OF PERSONNEL: Permanently or involuntary

Resignation

MOVEMENT OF PERSONNEL: Voluntary or permanently

Retirement

MOVEMENT OF PERSONNEL: Voluntary (specific number of years); involuntary (age of retirement)

60 Years Old

VOLUNTARY RETIREMENT AGE IN PH

65 Years Old

INVOLUNTARY RETIREMENT AGE IN PH

Leadership

The art or process of influencing people so that they will strive willingly & enthusiastically toward the achievement of group goals

Leadership

Help individuals, groups, & organizations grow and develop

Leadership

Aids individuals in their personal & professional growth

Leadership

Promote teamwork, cohesion, and accomplishment of mutually desired goals for groups

Leadership

To assure that activities are continually aligned w/ collective visions and expectations of corporations and organizations

Traits Model

THEORIES OF LEADERSHIP:

Focuses on the personal characteristics of leaders

• Physical

• Social background

• Personality

• Social characteristics

• Task (related characteristics)

Behavioral Model

THEORIES OF LEADERSHIP: Concerned w/ how a leader acts & the manner he leads a group

Autocratic Style, Democratic Style, and Free Rein Style

THEORIES OF LEADERSHIP: TYPES OF BEHAVIORAL MODEL

Autocratic Style

BEHAVIORAL MODEL:

▪ I decide

▪ Manager retains absolute control

▪ He has little confidence in his employee’s ability to make decisions

▪ Holds few meetings

I

BEHAVIORAL MODEL: AUTOCRATIC STYLE ____ decide

Few

BEHAVIORAL MODEL: AUTOCRATIC STYLE holds ____ meetings

Democratic Style

BEHAVIORAL MODEL:

▪ We decide

▪ Decision-making is shared

▪ Manager has great confidence in employees

▪ He serves to improve the morale and motivation

▪ Usually holds many meetings

We

BEHAVIORAL MODEL: DEMOCRATIC STYLE ____ decide

Many

BEHAVIORAL MODEL: DEMOCRATIC STYLE holds ____ meetings

Free Rein Style

BEHAVIORAL MODEL:

▪ You decide

▪ Employees decide their own within certain boundaries or limits

You

BEHAVIORAL MODEL: FREE REIN STYLE ____ decide

Contingency Model

THEORIES OF LEADERSHIP: It examines the relationship between the characteristic of a given situation and the leader’s behavior

Task Orientation, Relationship Orientation, and Follower Readiness or Maturity

THEORIES OF LEADERSHIP: TYPES OF CONTINGENCY MODEL

Task Orientation

CONTINGENCY MODEL: It is a one-way form of communication

Task Orientation

CONTINGENCY MODEL: Leader define and assigns the roles of individuals in the group by explaining the tasks & responsibilities

Relationship Orientation

CONTINGENCY MODEL: It is a two-way form of communication

Relationship Orientation

CONTINGENCY MODEL: Provides socio-emotional support, and utilizes the facilitative versus directive efforts to bring change

Relationship Orientation

CONTINGENCY MODEL: Takes into account the established and effective interpersonal relationships (manager needs feedbacks on positive and negative)

Follower Readiness or Maturity

CONTINGENCY MODEL: It is related to the willingness to accept responsibilities, tasks, and duties and their ability and necessary training or experiences to perform these tasks well

Leadership Style

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

Leadership Style

How the manager views and treats employees will significantly affect the morale and motivation of workers

AFFILIATIVE STYLE, AUTHORITATIVE STYLE, COACHING STYLE, COERCIVE STYLE, DEMOCRATIC STYLE, and PACESETTING STYLE

STYLES OF LEADERSHIP

AFFILIATIVE STYLE

STYLES OF LEADERSHIP: Creates harmony and builds emotional bonds

AFFILIATIVE STYLE

STYLES OF LEADERSHIP: Helps create a sense of belonging and security through feedback and reward systems

AFFILIATIVE STYLE

STYLES OF LEADERSHIP: It focuses on praise and belonging

AFFILIATIVE STYLE

STYLES OF LEADERSHIP: The leader tends not to give negative criticism or deliver bad news

AUTHORITATIVE STYLE

STYLES OF LEADERSHIP: Individuals display self-confidence, empathy, and the ability to develop cooperation and teamwork

AUTHORITATIVE STYLE

STYLES OF LEADERSHIP: The leader motivates the team toward a new vision by creating a trusting environment

AUTHORITATIVE STYLE

STYLES OF LEADERSHIP: The leader develops the end vision and goals while allowing the team to determine how to achieve them

COACHING STYLE

STYLES OF LEADERSHIP: This is to help employees improve their performance over time for long-term

COACHING STYLE

STYLES OF LEADERSHIP: The coach delegates responsibilities for the dual purpose of achieving outcomes and accomplishing tasks, and encouraging employees to develop new skills

Achieve Current Tasks, and Active New Skills

STYLES OF LEADERSHIP: 2 PURPOSE OF COACHING STYLE

COERCIVE STYLE

STYLES OF LEADERSHIP: Individual demands immediate compliance w/ orders and directives

COERCIVE STYLE

STYLES OF LEADERSHIP: It is primarily associated w/ leaders displaying a strong sense of self-management but paying little attention to others

COERCIVE STYLE

STYLES OF LEADERSHIP: This style has a negative impact on morale of employees

DEMOCRATIVE STYLE

STYLES OF LEADERSHIP: It observes collaboration and teamwork to gain buy-in from constituents

DEMOCRATIVE STYLE

STYLES OF LEADERSHIP: Leaders use social skills as the primary means for directing the activities of a group (good at communication)

PACESETTING STYLE

STYLES OF LEADERSHIP: They are more autocratic in their leadership styles

PACESETTING STYLE

STYLES OF LEADERSHIP: They set high standards of performances themselves and expect others to follow the same standards

AUTHORITATIVE STYLE, AND COACHING STYLE

STYLES OF LEADERSHIP: Appear best and should be used as the primary tools for leading groups and individuals

DEMOCRATIC STYLE, AND AFFLIATIVE STYLE

STYLES OF LEADERSHIP: Also effective but may present challenges when used

COERCIVE STYLE, AND PACESETTING STYLE

STYLES OF LEADERSHIP: May be effective in short-term but should be used sparingly because these have an overall negative impact on the culture and moral of the employee

Soft Skills of a Manager

Personal attributes that enhance an individual’s interactions, career prospects and job performance