2a1 People Management

8/6/2019 2a1 People Management

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People

Management


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Perception in the Eye of the Beholder

Count the Fs in the statement in the box.


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The Ideal Engineer

(Some thoughts from Eugene Raudsepp,President, Princeton Creative Research, Inc.,

Princeton, NJ)


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What managers expect of engineers

yGood grasp of technical fundamentals

yUp-to-date knowledge of pertinent fields

yAbility to solve complex technical problems

yG

ood judgment and objectivity in approaching problemsyAbility to think systematically in abstract concepts

yCapability to choose the most efficient methods and the latest developments in the

solution of technical problems

yAbility to devise new or improved methods, materials, and equipment

yCapacity for adapting available methods and equipment to meet new requirements

yAbility to plan and organize work so that exact requirements and specifications of a

project are known before work is begun

ySufficient flexibility to anticipate and make provisions for meeting unforeseen

difficulties and for checking the accuracy of data and methods used

yWillingness to work under pressure and to produce outstanding results under adverse

circumstances

yPromptness in completing assignments

yCapacity for completing assignments rapidly without compromising standards of

quality

yAbility to change methods and work schedules to meet deadlines, without reducing

the value of results

yWillingness to sustain productivity without supervisory prodding

yReadiness to put in long hours if necessary

yAbility to give as well as to follow directions


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Personal qualities of the ideal engineer

When 85 engineering managers were asked to rate the

desirability of various personal qualities of engineers,

the following results were obtained. The numbersshown are the number of mentions for each quality.

yCongeniality, compatibility, cooperativeness, overall

pleasant personality (42)

yDrive, aggressiveness, ambition (28)

yPersistence, perseverance, sustained productivity,

follow-through (28)

yLoyalty, dependability, stability, honesty,conscientiousness (26)

yInitiative, self-starting (20)

yCreativity, inventiveness (20)

yEnthusiasm, interest (19)

yCommunication skills (18)

yAnalytical ability (18)

ySound judgment, clear thinking (17)yWillingness to accept responsibility (17)

yWillingness to accept any assignment (15)

yOrganizational ability (14)

yGood workmanship (14)

yInterest in keeping up-to-date in field (14)

yAbility to carry on with minimum of supervision (10)

Manager's Complaints

yTend to get sidetracked

into what interests them

without regard to the

needs of the organization

y

Approach their jobs withunrealistically high

expectations, especially

career progress. They

confront management

rather than work with it.


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Do the Ideal Engineer

Survey from theWeb Page


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MISSION STATEMENTS

You have seen some of the character traits that make up the"ideal engineer". These might also be described as the

"principles" that lie at the center of the engineer. Now is a

perfect time to use some of these principles that you hold near

and dear to develop your own PersonalMission Statement.

http://www2.franklincovey.com/mission/index.html


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Focus of Personal Mission Statement

y What you want to be (Character)

y What you want to do (Contributions/Achievements)

y Values or Principles upon which being and doing are based

Benefits From Personal Mission Statement

y Gives sense of Mission

y Gives Essence of your own pro-activity

y Direction to set Goalsy Written Constitution based on correct principles

y A constitution against which to test decisions for effective

use of time, talents, energies, resources.


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OK! LET'S DEVELOP YOUR PERSONAL MISSION

STATEMENT

MISSION STATEMENT

ROLESIN LIFE

GOALSFOR EACH ROLE

ACTION STEPS TO ACCOMPLISH EACH GOAL

(Results not just Activity)

Start by identifying Roles and Goals, then work back to

Mission Statement

What are Some RolesYou Now Play?

Husband, Father, Teacher, Administrator, Missionary

What Goal for each Role?

Be Attentive Husband, Date at least one/week


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_______________

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Goal StatementRoles

_______________

_______________

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Now Prioritize Roles


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"On my honor I will do my bestTo do my duty to God and my country

and to obey the Scout Law;To help other people at all times;

To keep myself physically strong,mentally awake, and morally straight.

Example of a PersonalMission Statement

How about a CorporateMission Statement?Sets Direction - Pathfinding

Should there be a link between Personal & Corporate Missions?


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The purp e f the B y c ut f A eric ,

i c rp r ted Febru ry 8, 1910, d

charteredby C gr ess i 1916, is t pr videaneducati nal pr gr am f rboysand young

adults tobuild character, to train in the

responsibilitiesof participating citizenship,

and todevelop personal fitness.


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Stakeholder

Needs

PathfindingMission & Strategy

AligningStructures &

Systems

EmpowermentCulture & Behavior

Results

PCLModel


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"Stakeholders"

customers, owners, stockholders, suppliers, employees

"Pathfinding

Mission: Why do we exist? What are we all about? What is

our purpose? What stakeholder needs will we attempt to meet ornot meet?

Vision: What do we want to become? Where are we

going? Where do we want to be one, three, five or any number

of years from now?

Values: How will we behave and treat our stakeholdersand each other? How will we go about making decisions? What

will guide our actions?

Strategy: What actions will we take to meet our mission?

What actions will we take to accomplish our vision?


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Results

"did the mission get done?"

metrics measurement is needed

an assessment of that measure is required ties back to the stakeholder by determining

if they are satisfied with the outcome.

This process repeats itself with ever

increasing levels of quality and satisfaction.


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You've Been Promoted to Manager: Now What?(Ref. Journal of Metals, September 1982)

Questions forYour Supervisor:

yOn what basis will your performance

be judged?

yWhat deadlines are pending?

yWhat are your most important

responsibilities?yAre there any records that will

indicate present employee moral?yAre monthly activity reports

required? In what form? Sent to

whom?

yWhat periodic meetings are required?yIs the budget fixed?yAny safety or security issues?

Your Homework:yReview department mission and

vision statementsyIdentify the basic long term goals ofdepartment

y

Identify coordinated efforts withothers

yStart keeping a written record of yourviews and how they change over time

yReview subordinates job descriptions


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First PrivateMeeting with Subordinates:

yAsk him/her to describe dept function as they see it

yAsk what they think their role is or should be

yWhat are their personal goals

yWhat strengths do they see in themselves

First GroupMeeting:

yEstablish yourself as catalyst not autocrat

yMake them aware of deadlines tasks and priorities

y

Explain organizational chartySet up MBO



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Promotions

y Be prepared to see the successful

subordinate move up. Don't hold

anyone back. The success of youremployees will reflect directly on you.

Department Review

y Review complete MBO at least

every 6 months.

y Supplement with charts, graphs; it

will help focus everyoneSelf Analysis

y Survey employees, they should be

given the opportunity to respond

anonymously and voluntarily

y Analyze yourself

Other Useful Considerations

Communications

y Encourage employees to inform you of

bad news, keep your supervisor informed

before someone else does, have a plan ready:

DBMPBMRy Share company plans, schedules, and

perspectives with your subordinates.

y Be available for counseling

Recognition

y Never forget the value of an honest thank

you.y If you are unsure about whether

recognition or criticism is appropriate, always

err on the side of giving recognition and

withholding criticism

Training

y

Encourage training and Education



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President

Manager Manager Manager

Su ervisor Su ervisor Su ervisor

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Staff

Union

A Supervisor's ResponsibilitiesWithin the Organization


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President


Su~

ervisor Su~

ervisor Su~

ervisor

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

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Title

Staff

Union

Responsibility to Higher

ManagementyServe as the "linking pin" between

higher management and employees

yPlan the work of department

yCoordinate work with other departmentsySelect and train employees

yMake work assignment

yInterpret and implement managementpoliciesyUnderstand and communicate all aspects

of operationsyMake production decisions

yMaintain moral and disciplineyKeep control of costs

ySend recommendations for changeupward

yMotivate

Responsibility to EmployeeyProvide leadership and support

yEstablish a warm and trusting working

climateyHandle employee problems promptly

yBe fair

yExplain all matters connected with job

yTrain

yAssume role of counselor on occasions

yDistribute all department amenities fairlyyDiscuss proposed changes before theyoccur

yMaintain a safe and clean work area

yProvide sound policies

yExplain fringe benefits etc.

yOrient new workersyCoordinate and plan work so that it is as

stable and predictable as possible

yDevelop good moral

yStand up for employee when being

treated arbitrarily from above


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President


Su

ervisor Su

ervisor Su

ervisor

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Staff

Union

Responsibility to OtherSupervisorsyCoordinate whatever work

flow or paperwork that needs

to be exchanged among

supervisorsyCommunicate with otherdepartments about mutual

needs and problems

yGive them support as

members of the same

management teamyCoordinate policy

interpretations with other

departments to assure

consistency and uniformity

Responsibility to StaffDepartmentsyComply with reasonable requests for

information

y

Utilize whatever standardized reportingforms are necessary per judgment of staff

managersyListen to the counsel of staff managers

yConsult with appropriate staff managers for

their special expertise

yCoordinate with staff managers where taskrequirements deem it necessary

Responsibility to Unionsy

Comply with reasonable requests forinformation

yMeet reasonable requests

yWithin your control, set up a win-win

environment

yBe prepared to negotiate


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DONT assume that your

subordinates see their job as you see

it; dont expect people to be mindreaders.

DO tell your subordinates what is

expected of them; clarify job duties;

provide standards, yardsticks, goals;

give clear directions.

DONT operate under the philosophy

of they know things are OK unless I

tell them otherwise

Do let all of your people know how

they are doing; furnish frequent

measures of progress toward goals;

help them to keep track of their job

performance.

DONT let people fumble alongwithout help; dont let wrong work

habits get established.

DO instruct, train, guide and follow-up; help people overcome weaker

points of performance.

DONT do peoples jobs for them;

dont SNOOPERvise.

DO give all of your people enough

responsibility, authority and freedom

for decision-making to challenge them

and bring out the best in them.

DONT expect people to be perfect;

don;t look for a scapegoat; dont

overemphasize punishment and

penalties.

DO try to understand mistakes; find

out what caused them; show real

interest in remedies; take action to

prevent recurrences.


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DONT let little Problems grow into big ones. DO pay attention to minor complaints; have a

real open door policy; show genuine interest

in the other persons problems; correct the

situation as soon as you can.

DONT be a flatterer, a grouch, or a chronic

faultfinder; dont wait until a person dies,transfers, or retires to give them due credit.

Do make full use of sincere praise; show your

appreciation for good work; let your supervisorknow when one of your employees or your entire

group does outstanding work.

DONT let people get the impression that their

jobs are like digging holes just to fill them up

again, or like trying to fill a leaking bucket.

DO emphasize the importance of the job; make

it meaningful; explain the why of the job;

show where the job fits into the total picture;

remove monotony and boredom as much as you

can.DONT hide their lights under a basket; dont

hold people back; dont take the easy way out.

DO help to uncover the buried abilities of

people; develop your men and women;

recommend pay increases, transfers, and

promotions when appropriate; go to bat for you

team members.

DONT make people feel stupid, cause them to

lose face, or ridicule them.

DO help your people correct their mistakes; be

constructive when criticizing; and do it

privately; welcome questions and try to answer

them in a straightforward manner.

DONT TREAT PEOPLE LIKE MACHINES,

STATISTICS, THINGS, OR TOOLS.

DO TAKE AN ACTIVE INTEREST INYOUR

SUBORDINATES; SHOWYOUR RESPECT

FOR THE DIGNITYAND UNIQUENESS OF

EACH PERSON; AND TRYTO

UND

ERS

TAND

THEIR IND

IVID

UALVIEWPOINTS AND NEEDS.


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Theory X TheoryY Beyond TheoryY

Theory X assumes thatpeople dislike work and

must be coerced,

controlled, and directed

toward organizational

goals. Furthermore, most

people prefer to be treatedthis way, so hey can avoid

responsibility

Theory Y - the integrationof goals - emphasizes that

average person's intrinsic

interest in his/her work,

their desire to be self-

directing and to seek

responsibility, and theircapacity to be creative in

solving business problems

Contingency Theory - thebest possibility for

managerial action probably

is in tailoring the

organization to fit the task

and people

Need:

y Established lines of

authorityy Clearly defined jobs

y Authority equal to

responsibility

Need:

y Participative style

y Involvement in decisionsy Self motivation

Empowerment

Need:

y Achieve a sense of

competencey Fit between task and

organization

y A sense of competence

continues to motive when

each progressive goal is

met


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Incentive BasedManagement

The Lincoln Electric Incentive Management system is

interesting first because it is an incentive system based on the

premise that the better the company does, the more eachemployee will share in that prosperity. And secondly, Lincoln

is a major company in the Welding Industry.


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BOTH WIN MANAGEMENT STYLES

Steven Covey 7 Habits of Highly Effective People

SIX PARADIGM

S OF HUM

AN INTERACTION

Win/Lose Lose/Win Lose/Lose

Win Win/Win Win/Win or No Deal


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WIN/LOSE (A uthoritarian Style)

y Use Position, Power, Credentials, Possessions, or PersonalityTo Get Their Way

y Compare Children (Others) and Withhold Patience,

Understanding or Love Based on Comparison

y

Use Conditional Love -V

alue Doesn't Lie Within Child(Associate), It Lies Outside Them. They Are Intrinsically Not

Valuable, Lovable

y Are Over Competitive, Over Achievers

y Are Peer Acceptance Cautious (Teens)

y Are Academic Achieversy Are Athletic Achievers, Sports Fanatics (Team Must Win)

y Are Litigious (suing - win at someone else's expense)

y "Who's Winning In Your Marriage (Or Other Relationship)?"

If Both People Aren't Winning, Both Are Loosing

SIX PARADIGMS OF HUMAN INTERACTION




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LOSE/WIN PEOPLE:

y Tend To Give In, Give Up

y Are Peacemakers, Will Do Anything To Keep The Peace

y Seek Strength From Popularity, People Pleasers

y Have Little Courage To Express Their Own Feelings(Easily Intimidated)

y Must Be A Nice Guy, Even If Nice Guys Finish Last

y Bury A Lot Of Feelings, They Come Back To Haunt

y Based On Insecurities

y Tend To Swing Back And Forth From Win/Lose

(Inconsideration) to Lose/Win (Indulgence)


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LOSE/LOSE PEOPLE:y Are Two Win/Lose People Butting Heads

y Are Determined, Stubborn, Ego-invested People

y Are Vindictive "Get Back", "Get Even" People

y Are The Philosophy Of War People (Hawks)

y Are Obsessed With The "Enemy"

y Are Highly Dependent People

y If Nobody Ever Wins, Perhaps Being A Loser Isn't So Bad.

y Or Is It?

WIN PEOPLE:

y Secure Their Own Ends, And Leave It Up To Others To

Secure Their Own Fate


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WIN/WIN

y Seeks Mutual Benefit In All Human Interactionsy Sees Life As Cooperative, Not Competitive

y Based On The View That There Is Plenty For All

y Negotiation Until Both Win

y Not My Way, Not Your Way, But A Better Way

(see "Both Win Management" by Karrass & Glasser)

WIN/WIN OR NO DEAL PEOPLE:

y Agree That If We Can Not Find An Option That Would

Benefit Both We Will Not Make A Deal

y Are Free From Having To Manipulate Because They

Recognize "No Deal"As An Option


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WHICH OPTION IS BEST? (It Depends)

LOSE/LOSE: NeverGood

WIN/LOSE: Usually Not Good Except In Emergency

LOSE/WIN: Usually Not Good Except Occasionally To

Maintain Relations When All Else Fails (Think About

If The Relationship Was Good In The First Place)

WIN: Does Nothing To Build Relationships

WIN/WIN: Good

WIN/WIN OR NO DEAL:G

reat


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FIVE DIMENSION FOR WIN/WIN

1) CHARACTER 2) RELATIONSHIPS 3) AGREEMENTS

4) SUPPORTIVE SYSTEMS 5) PROCESSES

SCARCITY MENTALITY PEOPLE:

y Have Difficult Time Sharing Recognition, Credit, Power, Profit

y Have Difficulty Being Happy For Others Success

y Get Self Worth From Comparing With Othersy Have Secret Hope That Others Might Fail

y Are Possessive Of Things And People

y Look On Differences Of Opinion As Signs Of Insubordination

and Disloyaltyy WHICH CHARACTER TRAITS DO YOUR MENTORS

HAVE?


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2) RELATIONSHIPS

The Best Relationship Is An Already Established - High Emotional

Bank Account Relationship

Negotiating With A Win/Lose Person

1) Focus On Your Circle Of Influence2) Make Deposits - Courtesy, Respect

3) Stay Longer In Communications

4) Listen More, Greater Depth

5) Express Yourself With Courage

6) Don't Be Reactive

7) Keep Expressing Desire For Win/Win

8) Remember, No Deal Is Always An Option If It

Just Can't Work Out





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3) AGREEMENTSDesiredResults (Not Methods) - Identify what is to be done and when

Guidelines - Specify the parameters (principles, policies, etc.)

within which results are to be accomplished

Resources - Identify human, financial, technical etc. support available

to helpAccountability - Set up the standards and time for performance

Consequences - Good and Bad, What will happen

THEN DON'T HOVER OVER OR CHECK ON

That Is Authoritarian, Win/Lose Style - The ResultofA Low Bank Account

It is more ennobling to the human spirit to let people judge themselves than to judge them.

Judge not lest ye be judged


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4) SUPPORTIVE SYSTEMS

The system or organization has to support Win/Win. Saying

Win/Win and then setting up competition (Win/Lose) destroys

the effort.

y Competition Between Organizations is OK

y Competition Within Organization is KO

Example:

Keep family score when bowling

Everyone wins the company tripThe Lincoln Electric Bonus System


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5) PROCESSES

1) See the problem from the other point of view

Seek to understand (Habit 5)

2) Identify key issues and concerns:

Don't focus on positions or personalities

3) Determine results for a fully acceptable solution

4) Identify new options to achieve results:

Separate the person from the problem, focus on

interests/concerns and not personal political positions, inventoptions for mutual gain, find some external standard or principle

that both parties can buy into.

Documents

2a1 People Management