Chapter 1 - Management, Supervision and Leadership

Leadership Styles Include:

Autocratic Consultative, Democratic, or Participative Laissez-Faire

Symptoms of Micromanagement

Being overly critical of subordinates when reviewing work, finding something wrong every time -"red pen syndrome" Easily irritated if decisions are made without their input Spending inordinate amount of time overseeing simple tasks Seldom praising Noticing subordinate appear unmotivated and never take initiative.

Characteristics of Effective Managers Include:

Being well-organized and dependable Setting Expectations Providing Organizational Direction Performing work that is tangible Serving as Risk Managers Accepting and Defining reality Controlling human resources Enforcing and following the rules Providing directions that must be followed

Successful Managers Have:

Clear Goals A commitment to excellence Feedback Support

Leadership Can be Developed by

Comprehensive training programs including participative management and team-building theory, motivational theory, communications and decision making.

Most Successful Managers are:

Consistently Self-Confident Consistent Positive Attitude

Coercion

Discourages creativity and risk taking and causes people to rebel.

Mechanistic Model

Divides tasks into highly specialized jobs where job holders become experts in their fields, demonstrating the one best way to perform their cog in the wheel (Taylorism); Opposite of the organic model

Trait Theorists:

Focused on traits of individuals. Although many leadership traits have been identified, none dominate. Possession of all traits did not guarantee leadership success.

Two Kinds of Pride

Good Pride: Represents Personal Dignity and Self-respect. Bad Pride: Deadly leadership sin of superiority that reeks of conceit and arrogance.

Team Management

High Concern for Results; High Concern for People (Upper right corner)

Authority-Compliance Management (Task Management)

High Concern for Results; Low Concern for People (Lower Right Corner)

Level 5 leaders:

Humility + Will; leaders are frantically driven, infected with an incurable need to produce results. Ambitious toward their companies success, did not exhibit large egos, quiet and reserved.

Laissez-Faire Leadership

Implies non-intervention and lets everything run itself without direction from the leader who exerts little or no control. Wants employees to be happy and believe that employees are happy, they will be more productive. Caveat: Leaderless management or free-reign leadership may result in low morale, inefficiency, lack of discipline and low productivity.

Leadership

Influencing, working with and through individuals and groups to accomplish a common goal

Drucker's Management by Objectives

Involves Managers and subordinates setting goals and objectives together and then tracking performance to ensure that the objectives are met.

Authority

Is the Power to enforce laws, exact obedience and command. Legal right to get things done through others. Formal comes from rank or credentials. Informal comes from friendships or alignments with others.

Concern of TQM Is:

It may hinder innovation and change because progress often demands risk taking and mistakes.

Three Principles of Leadership Behavior

Leaders must give task direction to their followers Closeness of supervision directly affects employee production; high producing units had less direct supervision while highly supervised units had lower production Leaders must be employee oriented.

Michigan State/Ohio State University Studies

Leaders must provide an environment that motivates employees to accomplish organizational goals. Leaders must have a sense of task to be accomplished and the most favorable work environment.

Initiating Structure

Looked at how leaders assigned tasks. It focused on leaders who assigned employees to specific tasks and asked them to follow standard rules and regulations.

Consideration Structure

Looks at establishing the relationship between the group and the leader. Focused on leaders who found time to listen to employees, were willing to make changes, were friendly and approachable.

Country-Club Management

Low Concern for Results; High Concern for People (Upper Left Corner)

Impoverished Management

Low Concern for Results; Low Concern for People (Lower Left Corner)

Consultative, Democratic, or Participative Leadership

Management welcomes employees input and ideas and employees are encouraged to be innovative. However, management still makes the final decisions. (Organic Model)

Seagull Management

Manager hears something is wrong, flies in, makes a lot of noise, craps on everybody and flies away.

Basic Difference Between Managers and Leaders:

Managers focus on tasks, whereas leaders focus on people. Manage things, lead people.

Autocratic Leadership

Managers make decisions without participant input, completely authoritative, showing little or no concern for subordinates. (Mechanistic Model)

Deming's Total Quality Management (TQM)

Managers should create constancy of purpose for improvement of product and service, adopt the new philosophy, improve constantly, institute modern methods of training on the job, institute modern methods of supervision, drive fear from the workplace, break down barriers between staff areas, eliminate numerical goals for the work force, remove barriers that rob people of pride of workmanship and institute a vigorous program of education and training. Watchword is zero defects.

Four Theories About Management Style

McGregor - Theory X/Theory Y Likert - Four System Approach Argyris - Mature Employee Theory Blake and Mouton - Managerial Grid

Responsibility

Means being answerable, liable, or accountable.

Manage

Means to control and direct, to administer, to take charge of.

Middle of the Road Management

Moderate Concern for Results; Moderate Concern for People (In the Center)

System 3

More liberal, uses employee initiative and gives employee more responsibility.

Change

Not merely necessary to life, it is life. Managers must ask for subordinates input before making critical decisions that affect them. Managers must stop reacting to incidents and begin solving problems. Must permit risk taking and tolerate honest mistakes to encourage creativity and achieve innovation.

Humility

One way to show........ as a leader is to respect and rely on the knowledge held by those around you, regardless of their rank. Some subordinates are very experienced, having forgotten more than their new supervisors or managers will learn for months or years.

Mature Employee Theory

Organizations and Individuals exist for a purpose. Both are interdependent, organizations provide jobs and people perform them. As individuals develop, they mature from passive to active and from dependent to interdependent. They need to grow and mature together to be of mutual benefit. The work force has energy to be released if management recognizes it.

Supervision

Overseeing the actual work being done

Micromanagement

Oversupervising, providing oversight with excessive control and attention to details better left to the operational personnel.

System 4

Participative Management, final decisions made by management but only after employees input. Communication flows back freely through the organization and there is much feedback. Also includes team management.

Common Leadership Errors

Preoccupation Indecisiveness Defending Decisions Made Without Full Information Ignoring Danger Signs - Management By Walking Around

Three Levels of Authority

Recommending - Employee researches options and presents manager with best choice Informing and Implementing - Employee researches best option, informs manager and ready to implement Acting - Giving employee authority to act if confident employee can handle task independently

Delegation

Requires carefully selecting right person Thoroughly defining the task and specifying the qualifications for doing it well The results, standards, and deadlines should be clearly defined. Also requires authority, support, and time officer will need to accomplish task

Maintain a Consistent Level of Self-Confidence

Seek support of peers Set Goals for yourself in mastering skills Get feedback

Essentials of Dispersed Leadership

Shared Understanding of What leadership means Commitment to shared goals and values Leaders at all levels of the organization Leaders leading differently at all levels of organization Way to Develop leadership knowledge and skills throughout the organization A way to determine where you are as an organization and as individual leaders.

System 2

Similiar to System 1 but economic rewards replace coercion.

System 1

Similiar to Theory X, exploits employees and uses coercion and few economic rewards.

Situational Leadership

Specifies that initially workers need support and direction and as the followers readiness level in relation to task increases, leaders should lessen their direction or task behavior and increase their relationship behavior.

Keys to Successful Delegation

Stress the Results, the final outcome, not the details Turn employee questions around and ask for possible answers Establish measurable objectives Develop reporting systems Set realistic deadlines Recognize accomplishments

Micromanagement

Supervisors should not accuse them of this management style but help them identify the reasons they manage this way. Work to obtain a clear understanding of priorities, the importance of each task, and which tasks need careful oversight. Encourage them to avoid asking those they manage the "why" questions and instead ask them how they might have done it differently. Allow honest mistakes and help them learn from them. Become a mentor instead of a micromanager

Management Style Continuum

Task-----Time-----People; If task requires great deal of time and will involve working with same group of people throughout the duration, it is important to cater to group morale and manage from people side of continuum. If time is short and task will be over before morale becomes a factor, manage more from the task side of the continuum. Battles are won by task oriented managers; wars are won by people oriented managers.

Basic Management Skills Include:

Technical Skills - Include all procedures necessary to be successful police officer Administrative Skills - Organizing, delegating and directing work of others. Conceptual Skills - Ability to problem solve, plan and see the big picture People Skills - include being able to communicate clearly, to motivate, to discipline appropriately and to inspire. Higher management more important these skills become.

Management

The Process of Combining resources to accomplish organizational goals

Leadership

The art of getting someone else to do something you want done, because he wants to do it. Effective leadership requires trust. Leadership and trust are inseparable

Wallenda Effect

The negative consequences of fear of failure.

Delegation

Transferring authority and requires placing trust in others. Form of empowerment. It is not passing the buck, shirking personal responsibility or dumping on someone. Helps avoid getting tied up in administrivia.

Transformational Leadership

Treats employees as the organization's most valuable asset. It is employee centered and focused on empowerment. However, followership is often lacking and employees need training, resources, and authority to be truly empowered.

Caveats to Leadership

Use your wit to amuse not abuse Acknowledge Mistakes Quickly and Completely Avoid I don't trust you phrases Welcome Criticism Don't become a wind chime Be a blame acceptor Establish self-reinforcing relationships Be a leader developer Find an anchor and hold onto it in tough times

Theory Y

Views employees as committed and motivated by growth and development. Employees should share in decision making. Humanistic approach. Decisions could be delegated. Employees responsive to management's goals if management set the proper environment for work.

Theory X

Views employees as lazy and motivated by pay. May have worked in past but with better-educated workers, may create hostility. The average worker has an aversion to work and does not want responsibility. Managements responsibility is to provide constant employee supervision and control workers through coercion, threats and punishment.

Organic Model

a flexible, participatory, science based structure that will accomodate change; designed for effectiveness in serving the needs of citizens rather than the autocratic rationality of operation.

Dispersed leadership

the 21st century trend to not tie leadership to rank but rather to instill leadership qualities throughout the department.