Management M8

Communication is, by far, the most important managerial skill. Without it, all other skills are inoperative. Communication systems form the cornerstone of cultural shaping and participative management.

True

Customer satisfaction often depends on employees' writing skills. Customers want simple and clear messages they can understand.

True

Effective leaders are persuasive negotiators who obtain commitment rather than obedience from their people.

True

Failure to delegate regularly, honestly, and properly is a major cause of supervisory failure, and if not failure, then it is often the reason why a supervisor may go no higher in the organization.

True

No modern business technology is more misused and abused than email.

True

Some employers are not pleased with the writing ability of today's graduates.

True

Supervisors negotiate with vendors; workers negotiate over vacation schedules. When we hold a counseling session, or moderate a problem-solving meeting, we often wish that we were better negotiators.

True

The supervisor who fails at delegation is doing considerable self-damage by limiting his or her chances for growth and is hurting employees by denying them the opportunity to learn and grow.

True

Trainers at health care institutions know the importance of upgrading writing skills but must limit their instruction to writing competencies.

True

assigning

- telling a person what to do, how to do it, & when it needs to be completed

semantic barriers

5 languages, We often fail to consider the educational, cultural, and mental status of each of our customers and employees

purpose of meetings

: ■ To explain new policies, laws, services, protocols, systems, or restructuring activities; in general, anything that involves change ■ To accept reports or recommendations ■ To make decisions, solve problems, allocate resources, prepare plans, establish priorities, generate ideas, or assign tasks ■ To persuade or obtain commitment for an idea, program, or proposal ■ To teach, train, demonstrate, or explain tasks and procedures ■ To congratulate or reward

The high-low-dollar approach

A game where sellers quote more than they expect to get and buyers respond with less than they expect to pay. If you are the buyer and have done your homework, make one honest offer and stick to it.

Negotiating With Your Boss

After the first rebuff, try a second verbal approach at a better time or place and bring more information with you. If that attempt stalls, put your request in writing. If nothing reasonable has worked, you must decide whether the matter is important enough to challenge your boss and possibly to risk your career.

Theory Y

An assumption that people are not naturally passive or resistant to organizational needs; motivation, development potential, willingness to assume responsibility, and readiness to work toward organizational goals are present in most people; it is management's responsibility to enable people to recognize and develop these characteristics for themselves

Theory X

An assumption that people must be actively managed; they must be directed and motivated, and their actions must be controlled and their behavior modified to fit the needs of the organization; therefore, people must be persuaded, controlled, rewarded, or punished as necessary to accomplish the aims of the organization

Steps in negotiation

Clarify interests. Focus initially on points of agreement. Formulate possible options. Agree on the best option. Be prepared to encounter an impasse. Perfect the deal, Wrap it up.

Can be delegated

Any of your tasks that can be described as technical or non-managerial

prepare for negotiation

Assemble your wish list Collect data Organize your approach (Sketch out the options you can offer.Prepare your opening remarks.Ready your arguments. Role-play what you plan to say or offer. Choose the best time and place.)

horizontal delegation

Assignment to individuals over whom you have no authority; can be colleagues or volunteers, it is essentially getting someone else to do something for you when there is no official requirement for the other party to do so increases in importance as health care institutions feature more cross-functional activities and make greater use of volunteers.

when putting a caller on hold

Avoid saying, "Just a second, I'll be right back."

Facsimiles (Faxes)

Avoid sending long or irrelevant documentsContain all the information needed for the recipient to replyCareful with confidential documentsProvides a permanent record

an employee seeks permission to leave work early each day so she can pick up her child at school. Her supervisor balks. When the employee proposes to make up the time by accepting more weekend assignments, the supervisor readily agrees. They both win.

Collaboration or value adding

pick what to delegate

Consider something that someone else in your group could do.Look at successful temporary assignments.Ask employees at performance reviews. Select tasks from your position description

Some employees thus stifled seek their futures elsewhere, and those aren't the ones you want to keep.

False

Subordinates don't withhold important information from their superiors if they dislike or mistrust them

False

most important step in negotiation

Formulate possible options. The more the better.

Abilene Paradox

Inability to manage agreement, occurring when members approve an action that is contrary to what they really want because they fail to express their true opinions and vote for something to which they object but which they believe the group favors

Steps that Empower

Know what each of your employees does and how well the tasks are done. Decide what additional authority they can handle right now. Ascertain what preparation each of your employees needs to achieve what will empower them. Ensure that workers know the purpose (mission) of their jobs. Delegate activities that involve decision making and problem solving.

three keys to listening

Look as though you are Sound as though you are Provide feedback.

reduces your message

Making requests or demands in question form. Using disclaimers: "I know this sounds silly, but..."Using weak qualifiers: "sort of," "maybe"Tolerating interruptions

Collaboration or value adding

Most likely to result in win-win outcomes. You achieve your goals while helping others achieve theirs. Negotiators add value rather than seeking concessions from each other.

Can not be delegated

No form of decision-making that has to do with personnel management can be delegated—hiring, firing, promotion, demotion, finalizing disciplinary action, etc.

hopscotch delegation

Occurs when your manager bypasses you and gives assignments directly to your subordinates without including you in the process; this is a dangerous practice that tends to undercut your authority; any reasonable higher manger will not do it.

The power-play or "gotcha" approach

People who play this game may have prestigious titles, powerful friends, or weighty professional expertise. Many such people consider it naïve to believe that cooperation works; they believe that their way is best.

more steps that empower

Review your education and training program. Delegate activities that involve decision making and problem solving. Review your education and training program. Make tasks more challenging. Provide sufficient resources. Emphasize commitment over conformity. Conceptualize a supervisory role that matches the level of supervision with the ability, maturity, and motivation of each employee.

Implementing a Delegated Action

Select the right task and the right person.If it's a major change, get permission. If you are operating in a team mode, discuss the change with your team.Provide essential training, resources, and authority. Agree on an action plan. Listen carefully to delegates' ideas about how to get it done.Set up checkpoints to monitor progress and to give some pats on the back.

For better messages

Speak with conviction. Substitute strong responses for weak ones. Call a difference between people a misunderstanding rather than a disagreement.Say what you can do, not what you cannot do.Shake hands with enthusiasm and smile.Be assertive. Use people's names often and pronounce them correctly.

Conducting the Meeting

Start on timeIntroduce people (as necessary)Encourage participationMaintain controlForce decisions (if necessary)Summarize upon closing

Hawthone Effect

The alteration of behavior by the subjects of a study due to their awareness of being observed

reverse delegation

The art of passing a task up the chain of command, usually to one's immediate superior

Grant writing

The process of preparing a document to serve as an application (or part of an application) for funding; in other words, for funds made available for certain purposes by organizations such as departments of government, various corporations, and foundations and trusts

why supervisors are reluctant to delegate

They are workaholics or perfectionists. They are insecure, afraid that (1) the individual will fail, (2) the employee will do it better, or (3) they will be accused of dumping.They do not like to turn over tasks they enjoy doing.

Why Supervisor's Fail to Delegate

They do not believe their employees are ready or willing.They have had unpleasant experiences with delegation.They do not know how to delegate properly and effectively.They do not believe their employees are ready or willing.They have had unpleasant experiences with delegation.They do not know how to delegate properly and effectively.

pluses to answering machines

They force you to be brief. You get no negative feedback or long-winded conversations. There is less likely to be misinterpretation. They minimize phone tag. They avoid interruptions at critical times.

empowerment

Total, proper delegation, giving people the authority to do what they are capable of handling and encouraging them to make judgments, form conclusions, reach decisions, and then act

The haggling approach

ask for more than they expect to get and promise more than they will deliver. They offer options that are only favorable to them. Don't get drawn into this kind of negotiation

Advantages to team approach

augmented expertise and mutual support

Delegation falters

don't abandon ship, encourage meaningful growth, prepare a balance sheet, discuss negatives, how could you have helped

dumping

employees are loaded with repetitive, mundane work that has little value to the organization or to their careers—when they get only what the supervisor doesn't want to do

organizational communication

can be simply defined as the transfer of meaning.

examples of dumping

have poor working relationships with their superiors,have been dumped on in the past,know that others have resisted undertaking the same task, fail to see any personal advantage in carrying out the assignment,have not been told that they will sometimes be asked to do things that are not in their position descriptions, orsee the delegator wasting time while they do all the work.

Psychological Barriers

interrupting, arguing, blaming, talking down to, kidding, or being sarcastic;name calling or threatening;using patronizing words or sexist terms;making statements indicative of indifference or apathy

"Empowerment"

is proper, thorough, and total delegation.

Spoken communication

is usually the fastest means because it allows complex exchanges and transmits feelings better than other forms of communication. Use it when you want immediate responses or reactions or when discussion or lengthy questioning is needed.

naïve listening

listen as you did the first time you had any contact with that person, proceeding as though this individual has just entered your life

Skilled listeners

make frequent use of supportive, responses and they avoid defensive, judgmental, and advisory ones, also listen carefully for underlying feelings.

Written communication

messages can mute hostility or emotion. They are permanent, and usually—but not always—are less susceptible to misinterpretation.

informal system of communication

or grapevine, flourishes when information is scarce or changes take place. The grapevine is rapid, up to date, and pervasive and distributes information quickly—BUT IT IS OFTEN UNRELIABLE.

formal system of communication

written messages, formal meetings, and orders or instructions issued orally by higher management. (Supervisors who depend entirely on formal sources are soon out of touch with what is going on in the organization.)

supervisor

remains responsible and accountable for what the employee does when delegating

Disadvantages to team approach

you lack the ability to handle the process by yourself. Sometimes one member of your group may make a remark that hurts your case or reveals disunity among the group's member, it takes longer and is more likely to end without a consensus being reached.

Barriers to negotiation

•Fear • Secrecy • Ultimatums and deadlines • Anger, guilt, ridicule, or tears • The team approach • Reliance on data • Delaying tactics

Chairperson's Advance Preparations

•Prepare agenda •Set day and time •Secure facilities •Select attendees •Select a recorder •Distribute agenda in advance

electronic barriers

these can all adversely affect relationships with customers and collegiality with colleagues. Because managers can get masses of data instantly, they often believe they have a complete handle on things. Unfortunately, not all significant information gets into the computer.

employees are agreeable to the delegation

they believe themselves to be qualified,their previous efforts have succeeded,they believe they have sufficient time available,they like the delegated activity or see some reward in it,they believe they will have enough authority to get the job done,they believe the delegator will support them,they like the delegated activity or see some reward in it,they believe they will have enough authority to get the job done,they believe the delegator will support them,

delegation

transferring authority, (accountability, and responsibility)to a person for a specific task

advantages of grapevine

•Speed of transmission—information moves faster than by most other means. •Depth of penetration—the "rumor mill" reaches people who never read a newsletter, look at a bulletin board

8 kinds of power (4)

■ Authority: Delegated power. "You all report to me because the organization chart says so." ■ Competency: The power of expertise. "See Louise, she's the only one who really knows this stuff." ■ Knowledge: The power of information. "Ask Joe; he's on the committee and he has all the figures." ■ Physical: The power of brute force. "If you want to stay healthy, you'll do as you're told."

8 kinds of power (4 other)

■ Connections: The power of who they know. "His mother is on the Board." ■ Fiscal: The power of who has the bucks. "He who gets grant money gets promoted." ■ Union: Power conferred by one's peers. "Nora will get action; she's the union rep." ■ Charisma: Persuasiveness. "He can talk you into anything." Activities that involve too great a career risk for the supervisor or the delegate

Avoid the following while listening

■ Criticizing ■ Diagnosing ■ Falsely praising ■ Ordering ■ Name calling ■ Advising ■ Moralizing ■ Threatening ■ Cross-examining ■ Diverting ■ Feigned listening ■ Insincerely reassuring

delegated with caution

■ Interviewing, selecting, and orienting new employees (a delegate's role here is that of making recommendations, never actually deciding) ■ Approving new hires (again, the delegate should be limited to making recommendations to the supervisor) ■ Coaching and counseling (a constructive use of senior employees who can also serve as mentors)

Effective information sharing

■ Multidirectional, moving up, down, laterally, and diagonally with equal facility ■ Objective, factual, and true ■ Comprehensive but not excessive ■ Credible ■ Timely

8 factors of horizontal delegation

■ Persuasiveness ■ Influence ■ Interpersonal skills ■ Rapport ■ Degree of teamwork ■ Past favors done for the other person ■ Strength of one's network ■ Rewards and recognition for past cooperation

components of a meeting

■ Purpose: the reason for the meeting ■ Input and content: leader, attendees, agendas, visual aids, handouts, meeting room facilities, objectives, facts, and opinions ■ Process: presentation, discussion, consensus, voting, negotiation, information exchange, expression of feelings, planning, problem solving, and decision making ■ Product: problems solved, decisions made, compromises reached, commitments obtained, schedules, assignments, priorities, resources allocated, and action plans ■ Responses and follow-up: actions taken, information provided to meeting constituents and other people affected by the decisions