Professional Documents
Culture Documents
functional areas.
Second is the degree to which hierarchy, tenure, and location matter of the manager's social relationships. Third is the length of time managers have known their connections.
Fourth is the extent to which manager's personal networks are the result of interactions that are built in their schedules (such as planned meetings) rather than ad hoc encounters in the hallways. Because informal networks are not, by their very nature, part of the official hierarchy, they are often starved of resources - and the right kind of management attention. It is only after executives openly and systematically start working with informal networks that the groups will become more effective. Moreover, we have found that people with strong personal networks - such as the key role-players - are more satisfied in their jobs and stay longer at. their companies than employees with weak networks. Thus, working with the role-players to improve their effectiveness will not only boost productivity but will also help executives retain the people who really make their organisations tick.
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Direct the disillusioned learner (skill and will are low) First build the will by: clear briefings, identify motivations, develop a vision Second build the skill by: structure the tasks for "quick wins", coach and train Then sustain the will by: "state of the art" feedback, praise and nurture Direct and support
Excite the reluctant contributor (high skill, low will) Identify reasons for low will as the style of management, the tasks, Motivate Monitor and feedback Praise, listen and facilitate
Low will
Annoyed, demotivated
Motivated, stretched
Low
challenge high
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2. 3. 4. 5. 6. 7.
Insensitivity to others: abrasive, intimidating or bullying style, uncaring Cold, aloof and arrogant: makes others feel inferior, stupid, diminished, bad, always has to win, doesn't listen, isolates self from others Overly ambitious: focuses excessively on self and career progress and promotions, bruises people on the way up, primarily manages up to please top management Lack of composure: gets emotional and volatile under stress, does not handle pressure well, unpredictable Fails to staff effectively: consistently picks the wrong people, uses inappropriate standards, cloning, not good at building teams, doesn't resolve conflict among staff Over managing: is a poor delegator, over controls and meddles, doesn't get the most out of people, doesn't develop subordinates well Unable to think strategically: can't deal wit business or organisational complexity of jobs
requiring complex strategy formulation, gets mired in details and tactics, can't adapt to new situations easily, can't make the transition from a technical to a general manager 8. Betrayal of trust: fails to follow through on promises, leaves people dangling due to unmet promises, says one thing and means another, makes a splash and moves on without really completing the job 9. Low detail orientation : lets things fall through the cracks, lacks attention to essential details, leaves a trail of little problems, overcommits and under delivers 10.0verdependence on an advocate/mentor: has stayed with the same
boss/mentor/champion 11.0verdependence
functional perspective 12. Unable to adapt to bosses/strategies/management/culture : has trouble working with
and adapting to bosses and others with different philosophies and strategies, disagrees with higher management on culture/ strategies/issues 13. Performance problems with the business 14. Key skill deficiencies: perform consistently lacks one or more key executive-level, job-required skills to
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