MANAGING SELF AND OTHERS

MANAGING SELF AND OTHERS

definition
skills
category
function
competency requirement

definition
source of leadership power
style
behavior

process
structure
barrier for effective comm
solution for effective comm.

Decision making

effective decision criteria
stages
type
style
decision making in groups
effective group decision making

definition
type
sign / symptom
source of stress

perspective / view
type
source of conflict
conflict dynamic
consequences of conflict
conflict resolution style
conflict management

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definition : process of co-ordinating + integrating work activities completed
- efficient
- effectively
  - with + through other people

Effective	Efficient
Result !!	How !!
good attainment	resource usage
'doing the RIGHT thing'	'doing thing RIGHT'

conceptual (C)	visionary, ability to recognize dynamic / complex issue
technical (T)	perform specialized tasks
diagnostic (D)	solving problem
human relation / interpersonal (I)	communicate effectively, ability to lead + motivate

Manager category
- top manager - policy maker, strategist - (C)(D)
- middle manager - between 1st line and top manager eg departmental manager
- lower / 1st line manager - dealing with customer, workers (I)(T)
Function (POLC)
- planning
  - define goals
  - establish strategy
  - develop plan to integrate / coordinate activities
- organizing
  - determine responsibilities / task - What? Who?
  - time schedule
- leading
  - motivating, leading
  - communication, resolving conflict
- control
  - monitoring performance
  - identify deviation
  - corrective action
Competency required :
- adaptability (flexibility to changes)
- knowledge about practice (MBO, JIT, Performance Mgt)
- interculture competencies (Diversity)
- information technology skills ( Internet)
- critical thinking skill (Problem-solving)
- creativity (innovative)
- interpersonal effectiveness (Communication)

leader - person who posses managerial authority that can influence others
leadership - ability to influence a group toward achievement of goals
- involves :
  - other people
  - values
  - unEqual distribution of power
  - ability to use different form of power
    - legitimate - authority, position in formal org. hierarchy
    - coercive - application of threat
    - reward - positive benefit
    - expert - special skills eg professional bodies, medical
    - reference - identification with a person who has desirable resources of personal threat eg: idol singer, politician
leadership style

Style	Advantage	Disadvantage
Autocratic (tell)	quick decision most effective for routine works (no wastage time)	one way communication discourage initiative
Persuasive (sells)	employee aware of decision and its reason, thus committed to follow a better idea what to do when unforseen events occur	one way communication employee might not accept decision
Consult - employee involved in decision BUT boss still has final say	agreed consensus	consume longer time sub-ordinate might inexperienced to formulate mature opinion turn into facade concealing selling style
Democratic (joins)	give off high motivation , commitment	undermine managerial authority longer time

leader behaviour
- Situational Model Behaviour
  - Phase 1 - employee need to be instructed
  - Phase 2 - employee learnt task, need to earn trust
  - Phase 3 - increased ability + achievement
  - Phase 4 - self -directing employee

High	Leader behavior
Relationship behaviour (provide supportive behaviour)	3(participate)	2(sell)
	4 (delegate)	1(tell)
Low	Task behaviour (provide counselling)		High

process
structure
- direction
  - downward communication - give directives / share info with subordinates
  - upward communication - feedback on directive, complaint to manager
  - lateral communication - sharing info, problem solving, coordination among employee
- formal vs informal
  - formal - using established channels eg formal electronic comm. network like Webpage, feedback form
  - informal - 'grapevine', oral in nature, motivational in nature
barrier for effective communication
- people
  - language
  - poor listening
  - emotional inteference
  - culture difference eg shaking hands in Muslim woman
  - physical distortion eg non-transparent room wall of boss
  - inconsistent verbal vs non-verbal communcation eg project fail but boss face happy
- organisation
  - info overload
  - incorrect filtering eg receptionist discard marketing agents which might have valuable info
  - 'closed' communcaiton climate eg autocratic leader give no room for feedback process
solution improving effective comm.
- foster open/supportive comm.climate eg listen to feedback, open-minded, transparent glass /'doorless' room
- understanding inter-cultural communication
- use technology wisely to obtain / share information
- create proper processing info system eg complain department

Decision making

effective decision criteria :
- high quality - content can meet org. goals / solving problem
- timely - time frame for decision, correct situation
- acceptable - decision maker(s) is/are comfortable, accept and can implement it
- ethical - value, appropriateness of the decision
stages
- identify / diagnose problem
- generating alternative solution
- evaluating alternative
- making choice
  - maximizing - greatest benefit
  - satisfying - choose 1st option that is acceptable, search for other alternative stop if the 1st one okay
  - optimizing - balancing among all goals
- implement decision
- evaluate decision
type
- problem avoider - ignore problem
- problem solver - approach problem when arise
- problem seeker - seeking out problem / opportunity

style

analytic - need data
conceptual - focus long run, creative
directive - direct, logical, decide with minimal info
behavioral - work well with others, avoid conflict

High	Decision making style
Tolerance of ambiguity	Analytical	Conceptual
	Directive	Behavioural
Low / Rational	Way of thinking		Intuitive

decision making in groups
- adv
  - large pool of info
  - more perspective / approach
  - intellectual stimulation
  - people understand the decision
  - people will committed to decision
- disadv
  - one person domination
  - satisfying rather than optimizing choice of decision
  - goal displacement
  - group think - choose not to disagree / raise objection to maintain team spirit
effective group decision making
- leadership
  - avoid domination
  - encourage input
  - avoid group think & satisfying
  - remember goals
- constructive conflict
  - air legitimate differences
  - stay task-related
  - be impersonal
  - play devil's advocate
- encourage creativity
  - brainstorm, ideas
  - avoid criticism

def : psychological (mind) and physical (body) reaction when person' environment (stressor) create anxiety, discomfort or feeling being overwhelmed
type
- eustress (+ ve) - keep one alert, motivate one to face problem
- disress (- ve) - body fight / flight reaction
sign / symptom
- anger outbust
- loss of efficiency
- restless, intolerance
- withdrawal, irritability
- lack of joy, happiness
- negative thought
source of stress
- job related
  - change
  - excessive workload
  - ambiguous communication create confusion
  - unplesant work environment eg dusty, small area, humid
- personal factor
  - family
  - inter personal relationship
- personality
  - type A - stressful
  - type B - relaxed
Manage stress
- take action to organize yrself
- control environment
- reward yrself, give yrself positive feedback
- exercise body
- relax
- eat balanced diet
- learn to be angry at ourselves
- learn to cope everyday problem
  - be realistic
  - xxx not have to cope alone, share problem
  - learnt accept failure
  - recognize own resources , strength, weakness
  - for org : redesigning jobs for suitable workers

perspective / view

Old / Traditional / Conventional	Current / Modern
avoidable caused by mgt error disrupt performance mgt should eliminate conflict	inevitable many causes - different perception, value can improve performance manage the LEVEL of conflict for optimal performance

type
- grouping
  - within individual
  - ind vs ind
  - ind vs group
  - group vs group
  - org vs org
- direction
  - vertical eg employee vs manager of the same department
  - horizontal eg employee vs employee of the same department
  - diagonal eg employee of marketing department vs manager of finance
- benefit
  - functional - support group goals
  - dysfunctional - hinder group goals achievement
source of conflict
- shared resources eg workload, computer, holidays
- different goal eg self interest above org. objectives
- inter-dependence of work
- different in value, perspective
- organization ambiguity eg miscommunication of directives
conflict dynamic (dont wait until it become personal charges !!)

consequences of conflict
- increased cohesion - 'We got to pull together'
- rise of leaders - more aggresive, articulated group given more power
- distorted perception - regard own skills superior, emphasize other shortcoming 'You stupid'
- increased negative serotype -diff. between group seen great, BUT diff. within group seen little
conflict resolution style

High	Conflict resolution style
Assertiveness	Forcing		Collabrating
		Compromise
	Avoid		Accomodating
Low	Co-operation			High

avoiding - useful in emotional intense

accommodating - useful when you are wrong

forcing - useful when company in crisis

compromising - useful to satisfy everyone, everyone give way

collaborating - strong, work together, win-win situation

conflict management
- stimulation
  - bring outsider in
  - go vs the book
  - encourage competition
  - restructure organisation
- reduction (cooling down)
  - say good thing about other group
  - increased social contact eg picnic, dinner, rest room in the office
  - substitute 'superior' goal that both group accepted for competitive goals eg no money allocation, so every group do fund-raising
  - unite group to meet common 'threat'
- resolving (settling)
  - dominance & suppression (repress conflict rather than settle it)
    - forcing
    - smoothing - talk one side into giving in
    - avoidance - manager keep quiet
    - majority rule
  - compromise (manager convince each party to sacrifice some objective in order to gain others)
    - separation - both party keep apart until agree to solution
    - arbitration - both party submit to 3rd party (manager)
    - settle by chances - toss of coins
    - resort to rules - org. rules decide
    - bribing -compensation in exchange to end conflict
  - integrative problem solving (conflict converted into joint problem solving)
    - consensus - meet together, find answer rather to win one side
    - confrontation - respective view confronted by both party then resolve 1 by 1
    - 'superior' goals - distract attention from their separate / competitive goals

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