Management Training for Integrated Services Course 4

8/8/2019 Management Training for Integrated Services Course 4

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MANAGEMENT TRAINING FORINTEGRATED SERVICES

OF AUTHORITY

Intercamp Consulting 20101


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LeadershipLeadershipLeadershipLeadershipLeadership in business is the process of influencing others towork willingly towards an organizations goals and to the bestof their capabilities.The essence of leadership is followership.


follow the directions of the management or business owner.It is one of the functions of management and also determinesthe growth of the business.


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Leadership StylesLeadership StylesLeadership StylesLeadership Styles



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Leadership StylesLeadership StylesLeadership StylesLeadership Styles continumcontinumcontinumcontinumSTYLE / VARIANT

Dictatorial Manager makes decision andenforces them

Autocratic Manager makes decision andannounces them

Manager sells his decision tosubordinates


Democratic Manager suggests his sketchedideas, asks for comments andamends his ideas as a result

Manager presents a problem, asksfor ideas, makes a decision from theideas

Laissez Faire Manager allows his subordinates toact as they wish within specifiedlimits


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The strengths and weaknesses of eachThe strengths and weaknesses of eachThe strengths and weaknesses of eachThe strengths and weaknesses of eachmanagement stylemanagement stylemanagement stylemanagement styleManagement style Strengths weaknesses

Dictatorial (Tells style) 1. Quick decisions can be madewhen speed is required

2. It is the most efficient type ofleadership for highlyprogrammed routine work

1. It does not encourage thesubordinate to give hisopinions when these might beuseful

2. Communication between themanger and the subordinateswill be one-way


.

afterwards if his orders have been properly understood

Autocratic (sells style) 1. Employees are made aware ofthe reasons for decision

2. Selling decisions to staff mightmake them more willing to co-operate

3. Staff will have a better idea ofwhat to do when unforeseenevents arise in their work because the manager will haveexplained his intentions

1. Communications are stilllargely one-way. Subordinatesmight not buy his decisions.

2. It does not encourage initiativeand commitment fromsubordinates


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Management style Strengths weaknesses

Democratic (consultative style) 1. Employees are involved indecisions before they are made.This encourages motivationthrough greater interest andinvolvement

2. An agreed consensus of opinioncan be reached and for somedecisions, consensus can be anadvantage rather than a weakcompromise

3. Employees can contribute their

1. It might take much longer toreach a decision

2. Subordinates might be tooinexperienced to formulatemature opinions and give

practical advice

now e ge an exper ence o

help in solving mare complexproblems

Laissez Faire (joins style) 1. It can provide high motivationand commitment from

employees2. It shares the other advantages ofthe consultative style.

1. The authority of the managermight be undermined

2. Decision-making might becomea very long process, and cleardecisions might be difficult toreach

3. Subordinates might lack enoughexperience



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Leadership development modelLeadership development modelLeadership development modelLeadership development model

Modeling

Mentoring Trusted leader

Leadership team


Abilities

Knowledge

base

Coaching Leadership team

Training

Development


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Delegation of AuthorityDelegation of AuthorityDelegation of AuthorityDelegation of AuthorityThis refers to the process of giving authority to carry out a dutyfor a superior or of carrying out a certain aspect of thesuperiors duties. This action enables the smooth running andco-ordination in a business ensuring that growth androfitabilit continues.



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Reasons for delegating authorityReasons for delegating authorityReasons for delegating authorityReasons for delegating authorityThere is no physical or mental limitation to the work load of any individual in authorityThe need for specializationFreedom to concentrate on more important aspect of work


ncrease e amoun an spee a w c wor s oneTo give accountabilityIncrease in work output


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Flow of Delegation in a BusinessFlow of Delegation in a BusinessFlow of Delegation in a BusinessFlow of Delegation in a BusinessThe flow of delegation or structure is done using thefollowing:

Organizational chartDocumented in schedulesDocumented usin manuals


A weak organizational structure results in stress and conflictin the daily operations and performance of business activities.In the figure below the flow of delegation is better explained.


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Process of delegationProcess of delegationProcess of delegationProcess of delegationSpecification of performance level of subordinates, outliningduties and responsibilities for each job titleSubordinates agreement to perform or carry out delegatedduties which is usually provided in the employmentdocument iven to subordinates when he/she is em lo ed


Allocation of resources for carrying out tasksExacting responsibility to work from subordinates


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To whom should you delegate?To whom should you delegate?To whom should you delegate?To whom should you delegate?The factors to consider here include:The experience, knowledge and skills of the individual as theyapply to the delegated task.What knowledge, skills and attitude does the person already have?

Do you have time and resources to provide any training needed?The individuals preferred work style.


How independent is the person?What does he or she want from his or her job?What are his or her long-term goals and interest, andHow do these align with the work proposed?

The current workload of this person.Does the person have time to take on more work?Will you delegating this task require reshuffling of other responsibilities andworkloads?


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How should you delegate?How should you delegate?How should you delegate?How should you delegate?The following principles are used to delegate successfully:

Clearly articulate the desired outcome. Begin with the end in mind and

specify the desired results.Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:

Wait to be told what to do?


Recommend what should be done, and then act?Act, and then report results immediately?Initiate action, and then report periodically?

Where possible, include people in the delegation process. Empowerthem to decide what tasks are to be delegated to them and when.Match the amount of responsibility with the amount of authority.Understand that you can delegate some responsibility, however you cantdelegate away ultimate accountability. The buck stops with you!


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Delegate to the lowest possible organizational level. The people who are closest

to the work are best suited for the task, because they have the most intimateknowledge of the detail of everyday work. This also increases workplaceefficiency, and helps to develop people.Provide adequate support, and be available to answer questions. Ensure theprojects success through ongoing communication and monitoring as well asprovision of resources and credit.Focus on results. Concern yourself with what is accomplished, rather thandetailing how the work should be done: Your way is not necessarily the only oreven the best way! Allow the person to control his or her own methods andprocesses.


Avoid upward delegation. If there is a problem, dont allow the person to shiftresponsibility for the task back to you: ask for recommended solutions; anddont simply provide an answer.Build motivation and commitment. Provide recognition where deserved.Establish and maintain control.

Discuss timelines and deadlines.Agree on a schedule of checkpoints at which youll review project progress.Make adjustments as necessary.Take time to review all submitted work.


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AccountabilityAccountabilityAccountabilityAccountabilityWhen delegated work is delivered back to you, set aside enoughtime to review it thoroughly.

If possible, only accept good quality, fully-complete work. If youaccept work you are not satisfied with, your team member doesnot learn to do the job properly.Worse than this, you accept a whole new tranche of work that you


wi pro a y nee to comp ete yourse . Not on y oes t isoverload you, it means that you dont have the time to do yourown job properly.Of course, when good work is returned to you, make sure to

both recognize and reward the effort. As a leader, you should getin the practice of complimenting members of your team everytime you are impressed by what they have done.


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Documents

Management Training for Integrated Services Course 4