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Responsibility, Authority and Delegation

1. Understand the difference between Authority and Accountability

· Authority is the Right to perform or command…it allows the holder to act in certain designated ways and to directly influence the actions of others through orders.  Increases probability specific commands will be obeyed. It does not always lead to obedience.

Authority without accountability is not leadership

the acceptance of authority if determined less by formal org decree than by acceptance among those under the authority\ The individual can understand the order being communicated. Authority exacts obedience only when it is accepted

· Accountability

Employee’s liability to perform

Nonperformance results in punishment

Performance results in some kind of reward

2. Understand why Delegation is one of the most important skills in your management toolkit

· Delegation is the most important skill and tool because it helps employees grow and know you support their career path.

Step 1: Assign specific duties to the individual

Step 2: Grant authority to the individual

Step 3: Create an obligation

· Effective Delegation

•  Give employees the freedom to pursue tasks in their own way.

•  Establish mutually agreed-upon results and performance standards for delegated tasks.

•  Encourage employees to take an active role in defining, implementing, and communicating progress on tasks.

•  Entrust employees with the completion of whole projects or tasks whenever possible.

•  Explain the relevance of delegated tasks to larger projects or department or organization goals.

•  Give employees the authority necessary to accomplish tasks.

•  Allow employees access to all information, people, and departments necessary to perform delegated tasks.

•  Provide the training and guidance necessary for employees to complete delegated tasks satisfactorily.

•  When possible, delegate tasks on the basis of employee interests.

· Delegation

One of the most important skills in your toolbox. Once you can delegate and trust, you are truly empowering employees.  Your job as a manager is to create your replacement.

· Benefits include:

Enhanced employee confidence

Improved subordinate involvement and interest

More free time for supervision to accomplish tasks

Assistance from subs in competing for tasks the manager wouldn’t have time for otherwise

HR

3. Have an understanding on why Human Resources is a valuable partner to a manager and how they fall into the success of employee satisfaction.

Appropriate Human Resources-Valuable Employees

Inappropriate Human Resources- Get them off the bus

4. Understand the HR processes of Recruiting, Selecting, Training and Performance Reviews and how they fit into your management toolkit.

· Recruitment-Attracting and screening the supply of prospective human resources available to fill a position. Managers must:

· Be aware of a job they are trying to fill

· Stay abreast of recruiting trends

· Identify where appropriate human

· resources are located

· Knowing the job, knowing the law.

· Recruitment is the initial attraction and screening of the supply of prospective human resources available to fill a position.  Its purpose is to narrow a large field of prospective employees to a relatively small group of individuals from which someone eventually will be hired.

· Recruiters must know the job.  The technique commonly used to gain that understanding is job analysis.  Job analysis provides a job description and a job specification

· Recruiters must also be able to pinpoint sources of human resources.  The supply of individuals from which to recruit is continually changing, which means finding appropriate human resources will be much harder than at other times.

· Develop “people funnel” Always be recruiting.  Use LinkedIn, competitors, seminars.

· Selecting

· Testing: Aptitude Tests, Achievement Tests, Vocational Interest Tests, Personality Tests

Assessment Centers

· Interview: Lunch, phone, video, Structured

· Training 

· Developing qualities in human resources to enable them to be more productive

· The purpose is to increase employee productivity

· “Maximizing your investment in the individual”

Training is the process of developing qualities in human resources that will enable them to be more productive and thus contribute more to organizational goal attainment

· Training needs are the information or skill areas of an individual or group that require further development to increase the productivity of that individual or group, based on stakeholder feedback.

Once the training needs have been determined, a training program aimed at meeting those needs must be designed.

· Administering the training program is essentially the delivery of the training.  A trainer may use lectures, programmed learning, or on-the-job training.

· Evaluating the training program entails determining if the training was effective.

Some training is mandatory,

Change and Conflict

5. Understand the different types of conflict settling strategies that we learned about in the class exercise. Conflict occurs at many levels, so how would you handle certain situations?

Conflict

–     Struggle resulting from opposing needs or feelings of two or more people

· Can result in positive outcome for organization

· Generally, results when managers make changes that threaten employees or create conflicting views between managers and employees

Strategies for Settling Conflict

Compromising- Involved parties get PART of what they wanted

Compromising means parties to the conflict settle on a solution that gives both of them part of what they wanted.  Neither gets exactly what they wanted.

Avoiding- Conflict is ignored

Avoiding is a conflict management technique whereby managers simply ignore the conflict.  HR issues on employment. Just ignore and face the consequences later. Sometimes problems do resolve without your engagement, (lopping off heads).  Non-Western cultures believe it is best to avoid conflicts.

Forcing-Managers declare conflict is ended

Forcing is where managers use authority to declare that the conflict is ended.  Sometimes it is more expedient to make the decision yourself and retrench at a later date, may not be popular, but you need to move forward.  It should not be used for the majority of your decisions.

Resolving- Differences are worked out

Resolving is working out the difference(s) between managers and employees.  Pinpoint issues and listen to the people involved. “What I hear you saying is…”  Win-Win agreement

Strategies for Settling Conflict （from note)

Competition=I win, you lose.  My goal is the most important.  High Assertiveness, Low Cooperation

Avoidance=Lose, Lose.  We would rather not deal with it.  Low assertiveness, Low cooperation

Compromise=Win Some, Lose some.  One person cuts, the other picks.  Middle ground.

Accommodation=I lose, you win.  “I surrender” High cooperation, low assertiveness AKA Withdrawing

Collaboration=Win, Win.  High cooperation, high assertion

How you resolve conflicts is also situational.  I was very different in resolving conflict vs. my home life.  I was Win-Win at work and Avoidance at home….

Conflict and Control issues sometimes go hand in hand.  Claire with flooring or picking dinner. President Trump thrives on Conflict as it allows him to change/control the dialogue

Influence and Communication

6. Understand Emotional Intelligence and how it can help you as a manager. Is this a tool for all to use or only the smart ones?

· Emotional Intelligence is the capital of people to recognize their own feelings and the feelings of others, to motivate themselves, and to manage their own emotions as well as their emotions in relationships with others.

· How it helps as a manager:

1. Motivate others

2. Focus on personal and organizational achievement

3. Understand others

4. Communicate efficiently and effectively

5. Lead others

6. Build successful teams

7. Handle conflict appropriately

8. Change organizations appropriately

9. Manage diversity

10. Manage creativity and innovation.

· This is the tool for all to use not only the smartest.

7. Understand how Influence and Communication work together in meeting your management goals. As leaders, these two skills are paramount to success. So why do so many leaders fail?

· Influencing is the process of guiding the activities of organization members in appropriate directions, which focusing on organization members as people and system objectives. Influencing also means an ability to influence others, which is a primary determinant of a successful manager, while communication is the process of sharing information with other individuals.

· There are so many leaders fail because they don’t know how to combine these two skills together to reach effectiveness in managing. Some managers may have great skills in managing, but the way they communicate done nothing in influencing their employees or motivate others. Thus, if a manager can’t work well on put together these 2 skills in managing, he/she will not achieve the effectiveness in controlling a corporation.

Leadership

8. Identify all the traits of a good leader and understand how to use them in managing a team. Determine the differences between leaders and manager, both good and bad.

· A successful leader tends to possess the following traits:

1. Intelligence, including judgment and verbal ability

2. Past achievement in scholarship and athletics

3. Emotional maturity and stability

4. Dependability, persistence, and a drive for continuing achievement

5. The skill to participate socially and adapt to various groups

6. A desire for status and socioeconomic position.

· The differences between leaders and managers:

LEADERSHIP

· Emphasizes behavioral issues

· Cares about and focuses on people doing the job

· Focuses on concern for workers as people

· Do the right things

· Motivate, Inspire, Influence

MANAGEMENT

· Focuses on both non-behavioral issues

· Makes sure job gets done

· Focuses on organizational processes

· Do things right

· Plan, Organize, Control

9. Understand the differences in the leadership styles, theories and approaches:

(Situational Approach, Life Cycle Theory, Fiedler’s Contingency Theory, Path-Goal Theory)

(Servant, Level 5 and Authentic)

· Situational Approach: Each instance of leadership is different and requires a unique combination of leaders, followers, and leadership situations

· Life cycle theory: based on the relationship that leadership style should reflect the maturity level of the followers

1. Maturity – Ability of followers to perform their jobs independently, assume additional responsibilities, and desire to achieve success

2. The more of these attributes the followers possess, the more mature they are said to be.

3. Manager’s leadership style is only effective if it is appropriate for the maturity level of the followers

· Fiedler’s Contingency Theory: proposes the solution for effective leadership is to change the organizational situation to fit the leader’s style (vs. changing leader style as situation Change-Life Cycle).

•Three primary factors:

1. Leader-Member Relations (leader feels accepted by followers)

2. Task Structure (goals clearly outlined)

3. Position Power (leader controls rewards and punishment)

· Path-goal Theory:

Basic premise:

1. Leader outlines goals for followers

2. Leader clears a path that followers should take

3. Followers achieve goals and earn rewards contingent on doing so

* Managers can facilitate job performance by showing employees how their performance directly affects receiving desired results.

· Servant leadership: Leader’s primary role is to help followers in quests to satisfy personal needs, aspirations, and interests.

•Places a high value on service to others over self-interests

•Good listeners – Persuasive – Aware of their surroundings – Empathetic – Stewards.

· Level 5 leadership: is an approach to leadership that blends personal humility with an intense will to build the long-range organization.

· Authentic leadership: entails leaders who are deeply aware of their own and others’ moral perspectives

•Leaders are confident, hopeful, optimistic, resilient, and of high moral character

•Moral Courage – strength to take actions consistent with moral beliefs

Motivation

10. Understand Motivation and what drives people. What is your challenge as a manager to each employee on your team?

· Inner state causing an individual to learn in a way that ensures the accomplishment of some goal.

· Motivated by a cause or belief or faith or health or legacy or fear or money, etc.

· Initiative – Persistence – Direction of employee efforts toward job performance

· Wikipedia: Motivation is one’s direction to behavior, or what causes a person to want to repeat a behavior, a set of force that acts behind the motives. An individual’s motivation may be inspired by others or events (extrinsic motivation) or it may come from within the individual (intrinsic motivation).

· Needs-Goal Theory:

. Managers must be familiar with employee needs and offer valued rewards to satisfy those needs.

. When a manager offers rewards that are not relevant to employees’ personal needs, the employees will not be motivated.

. The game is to find out what motivates each person to succeed.

· Equity Theory:

· Vroom Expectancy Theory:

· Porter-Lawler Theory:

11. Understand the difference between Process and Content methods

(Needs-Goal Theory, Equity Theory, Vroom Expectancy Theory, Porter-Lawler Theory).

(Maslow’s Hierarchy of Needs, Alderfer’s ERG Theory, Argyris’s Maturity-Immaturity Continuum,

McClelland’s Acquired Needs Theory)

· Process method:

· Emphasize how individuals are motivated.

· Focus on steps occurring when an individual is motivated.

· Theory of Motivation:

1. Needs-Goal Theory:

1. An individual has a particular need and behavior is directed at achieving that need.

1. With regard to motivation and perception, motivation strength is directly related to the perceived value of the result of performing a behavior.

1. Motivation begins with individual feeling a need

1. Need transforms into behavior that supports the performance of goal behavior to reduce the felt need

1. Individuals who set goals have an easier time focusing on relevant activities

2.  Role of Individual Needs

1. Managers need to understand individual employee needs.

1. Managers need to understand offering unvalued rewards does not motivate employees.

3. Equity Theory:

1. “Based on what I give to this organization, am I getting the same rewards as my peers?”

1. When individuals believe they have been treated unfairly in comparison to other coworkers, they react in a way to try to fight the inequity:

2. Change work outputs, (slow down)

2. Change perceptions, (survival mode)

2. Become resistant, uncooperative, or competitive.

2. Leave situation

. Either they will ask for a raise or decrease output based on what they feel their perceived value is by the company.  If unsuccessful, they will change their own perception to survive or flee the situation.

. Millennials tend to leave any situation they don’t like.

. Dangerous as people tend to value themselves higher than reality would.

4. Vroom Expectancy Theory:

5. Porter-Lawler Theory:

· Content method:

· Emphasize an individual’s internal characteristics.

· Focus on understanding what needs individuals have and how to satisfy those needs.

1. Maslow’s Hierarchy of Needs

2. Alderfer’s ERG Theory

3. Argyris’s Maturity-Immaturity Continuum

4. McClelland’s Acquired Needs Theory

12. Be able to identify certain motivational strategies, (Theory X, Theory X, and Z)

Theory Types	X	Y	Z
View of work	Dislike and Avoid it	As natural as rest and play	A whole part of a person
Attitude toward responsibility	Avoid it, Seek formal direction	Accept and seek it	Collective Responsibility
Attitude toward innovation	Security valued over-ambition	Individuals capable of innovation	The whole is better than the sum of parts
Ability to Control	Coerced, Controlled, Threatened	Self-direction, Self-Control	Implicit Control by Loyalty to the team

Teams

13. Understand the difference between formal and informal teams.

14. Understand the difference between people-related, org related and task related factors in building effective teams.