Professional Documents
Culture Documents
Introduction
a. Main Character:
Entrepreneur – lacks devoted hardworking talent in her organization
One Minute Manager – vulnerable leader that is highly spoken of by his
employee
b. Supporting character:
Larry McKenzie - Director of training and Human Resource Development
- OMM uses directive and authoritarian (Autocratic)
Cindy Murrow – Director of Finance
- OMM uses Supportive and Participative ( Democratic)
John DaLapa – Director of Operations
- OMM uses Supportive and Democratic
Alice Marshall – Diagnostic Skills
Alex Randall – director of Personnel
1. Directing.
The leader provides specific direction and closely monitors task accomplishment.
(p.46): Involves clearly telling people what to do, how to do it, when to do it, and then closely
monitoring their performance.
(p.57): for people who lack competence but are enthusiastic and committed.
2. Coaching
The leader continues to direct and closely monitor accomplishments, but also explains decisions,
solicits suggestions, and supports progress.
(p.57): for people who have some competence but lack commitment.
3. Supporting
The leader facilitates and supports people's efforts toward task accomplishment and shares
responsibility for decision-making with them.
(p.46): Involves listening to people, providing support and encouragement for their efforts, and then
facilitating their involvement in problem-solving and decision-making.
(p.57): for people who have competence but lack confidence or motivation.
4. Delegating
The leader turns over responsibility for decision-making and problem-solving to people.
(p.57): for people who have both competence and commitment.
p.33: There is nothing so unequal as the equal treatment of unequals.
p.37: I think people lose their commitment only after they realize that good performance doesn't make a
difference.
p.38: "Leave alone - ZAP" style of management.
Also, "Seagull management": fly in, make a lot of noise, dump on everyone, and then fly out.
p.42: Delegating is appropriate for people who ware self-reliant achievers -- people who are competent and
committed. Therefore they don't need much direction, and they are also able to provide their own support.
p.44: When I slow down I go faster.
p.49: Competence is a function of knowledge and skills, which can be gained from education,
training,and/or experience.
Commitment is a combination of confidence and motivation.
Confidence is a measure or a person's self-assuredness -- a feeling of being able to do a task well without
much supervision, whereas motivation is a person's interest in and enthusiasm for doing a task well.
Hire and promote first on the basis of integrity; second, motivation; third,
capacity; fourth, understanding; fifth, knowledge; and last and least,
experience.
Without integrity, motivation is dangerous;
without motivation, capacity is impotent;
without capacity, understanding is limited;
without understanding, knowledge is meaningless;
without knowledge, experience is blind.
Experience is easy to provide and quickly put to good use by people with
all the other qualities.
p.53: Everyone has peak performance potential -- you just need to know where they are coming from
and meet them there.
p.58: the three secrets of One Minute Management: One Minute Goal Setting, One Minute Praisings, and
One Minute Reprimands.
p.60: Some people are more developed in some areas of their job than in others. They can function
independently, without supervision, on some tasks, but need lots of direction and support on other tasks.
Thus, you must always assess development level with a specific goal or task in mind. You cannot
determine a person's competence or commitment in general, only his or her development level to
accomplish a certain goal.
p.64: don't confuse 'abdication' from 'delegation'.
p.65: When you know what you're doing, you don't need a boss.
p.66: People do not learn skills by love alone. ...
if a person doesn't have competence on a particular task, then someone has to direct, control, and
supervise that person's behavior and if that person's commitment is low, you also have to provide support
and encouragement.
p.67: A particular leadership style, which is appropriate with a person at one moment in time, may be
inappropriate with the same person later on. ... Your goal as a manager should be to gradually increase the
competence and confidence of your people so that you can begin to use less time-consuming styles --
supporting and delegating -- and still get high-quality results.
Submitted by:
Hassan BJ T. Marabong BSN-4C
Submitted to:
Lorie N. Paclipan, RN, MPH
Theory Instructor