Effective Managing Training Pack

SELF STUDY LESSONS AND ACTIVITIES
100
Author Sohailuddin ALAVI 60 International Training Adviser, AIBF East West (International Expert in 40 Capacity Building and Institutional Development)
80 20 0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr North
March 2012
Effective Managing
Authors Profile
ALAVI, Sohailuddin
He is a capacity building and institutional development expert. He brings learning through working internationally for more than 28 years. Through the years he has unleashed skills in document writing, proposal development, critical thinking and creativity. His career spans over 28 years of learning In his initial career he has worked in a Pakistani bank as trainer, coordinator and training manager for management development programs for almost 15 years. Later he established his own institutional management and training consultancy. As consultant he has had conducted numerous management training workshops both in Pakistan and Afghanistan. Besides, he has had worked on many institutional development projects in the corporate, development sector and the Govt. departments, as consultant. He has taught for more than ten years in the undergraduate and post graduate programs of Shaheed Zulfikar Ali Bhutto Institute of Science and Technology, Faculty of Management Sciences and Karachi University Business School, Pakistan. He has written extensively in management, leadership, organization-behavior; business ethics, and entrepreneurial development for professional magazines, authored books and training manuals.
Personal Contact Details: Email: sohailuddinalavi@yahoo.com Public Profile: http://pk.linkedin.com/pub/alavi-sohailuddin/44/ab4/997 Cell No. 00 92 (0) 333 213 87 42 Karachi, Pakistan
Afghanistan Institute of Banking and Finance (Author Sohailuddin Alavi) March 2012
Effective Managing
Contents
Preface Management as a process: an hypothesis Activity #1 Teamwork Activity #2 Goal & Objectives Activity #3 Action planning Activity #4 Decision making Activity #5 Problem solving Activity #6 Motivation Activity #7 Motivating Activity #8 Delegation 02 03 12 14 16 18 20 22 24 26
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Preface Management commonly refers to a position and sometimes gets associated with ones stature. Ironically this understanding eclipses the essential functionality of management as a process, hence displaces and distorts the performance of functional managers per se. In the back drop of this scenario, role clarity as functional managers and understanding of basic managerial skills are essential for the managers to manage their work at higher level of productivity. Sadly, lack of management process understanding leads to dysfunctional conflicts, power politics and status incongruence that transform organizations into internally competing individual managers. Same common manifestations of lack of managerial process understanding are given below: Ritualism prevails over rationality and objectivity in organizational decisions Controlling people and their actions dominate over management of people performance and productivity Managers tend to compete internally for greater power and self-gratification over organizational goals This training workbook presents basic management processes on a self-study format. It aims to develop a pragmatic outlook on management process by clarifying management function within an organizational system, introducing management as enabling process and helping to identify management locus. As evident, the discussions in this course will be made from the standpoint of management as a process not the personified manager. I would like to dedicate this booklet to my Parents, Family members, the Institute of Banking and Finance (AIBF) and the Universities and other institutions where I studied and taught.
Sohailuddin Alavi
March 12, 2012
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Management as a Process: A hypothesis

Management is defined as a set of processes generally referred to a number of essential interventions that aim to achieve business effectiveness and efficiency on day-in day-out as well as on long terms bases. These interventions typically include establishing communication structures; enabling coordination; enabling smart decision making; harnessing organization culture; and, continuous learning and development . Let us describe each of the above intervention separately. 1. Communication Structures: Flow of information within and outside an organization between different departments and individuals is critical for efficient and effective business performance. It is understandable that the information contents must be valid and reliable at all times. The term valid refers to the usefulness and relevance of the information to the receiver, while the term reliable refers to the accuracy and consistency of the information. Much of the information validity and reliability depends upon the communication network that exists in an organization. Does the network allow free flow of information? Does the network allow timely and correct information exchange? Do people have trust on the network? These are few aspects that determine efficiency and effectiveness of communication network in a work setting. Management intervention hence should aim at fostering the above to ensure reliable and valid communication across the work organization and within its permeable environment. Generally speaking information flows formally as well as informally in an organization. When any information is routed through formal structures it is said to have been communicated formally, while information routed outside the formal structures is said to have been communicated informally. While formal structures allow more control on the information flow, informal information is rather speedier and has its unique advantages. Hence, coexistence of formal and informal communication
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networks provide a unique combination of effective and efficient communication opportunity, respectively. Formal communication structures are predominantly influenced by the organizations management system. Communication structure in a tall administrative (dogmatic) management system is likely to be top-down and bureaucratic. Such structures are generally characterized by red-tapism; controlled access; inefficient; less responsive; and, are largely vulnerable to subjectivity i.e. perception differences due to respective positions and interests and status incongruence i.e. emotional prejudice of seniors vs. juniors. These characteristics raise doubts about the validity and reliability of information communicated through administrative communication structures. Moreover, it encourages unwarranted reliance on informal structures (grapevine) that lead to false assumptions and distorted perceptions. As better management systems evolved over the years, improvements in the communication structure also followed. Consequently we witnessed emergence of many variants with increased validity and reliability within the domain of administrative management system. Most noteworthy are the two-way communication; lateral communication; and, direct (flat) communication structures. Two way communications allows down-top communication in addition to top-down communication. Firstly, this structure allows people at the top (in the center) get the feedback thus make better decisions subsequently. Secondly, it encourages and allows participation across the work organization hence builds stronger trust between top (center) and front (outer) segments of the work organization. However, it is observed that the argued improvements remain pseudo in quite a few situations. Lateral communication allows individuals to communicate (exchange information) across the departments concerned without unnecessarily involving other individuals, especially those on the higher echelons. While it makes communication speedier, subjectivity and status incongruence remains a barrier. Direct (flat) communication refers to a scenario where the middle tiers are virtually or physically by-passed as and when the top man communicates with the front-end employees and vice versa.
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While this structure promotes better relations between the two; improves morale at the front end; and, enhances communication efficacy, it also causes some degree of chaos in the work place by challenging the legitimate authority of middle tier employees. Matrix organizations are rather emerging structures. For many obvious reasons the communication system in these structures is also quite different from the conventional variants. In order to understand the communication dynamics in here, it is important to understand how a matrix organization structure works. It would be right to consider a matrix structure as dynamic or fluid in nature. The positions and roles of various individuals keep changing on task to task basis. For instance, the cricket field virtually plays under the directions of the bowler. As soon as the new bowler, another player from the existing field, takes over the bowling his predecessor moves back to a field position. To find a similar analogy in a work setting think of a project based structure. Individuals from diverse specializations (departments) come together to work on multiple projects. Each person will have varied stature in the organizational hierarchy. However, his or her status in each project would primarily be of a team player. In one project he or she may work under the supervision of another team player, while in another project he or she may have a supervisory role whereas the other individual would now work under this persons supervision. This phenomenon of changing roles can also be witnessed in a routine work situation as different team players might supervise different tasks being done by the same group. Yet another example is of committees. In any modern organizations there is more than one committee, while the members all the more remain common, different individuals from amongst head different committees. Consequently, a dynamic communication structure would emerge whereby individuals will communicate with each other in multiple capacities simultaneously. Like any other system, this system also has its peculiar limitations. Such as, dogmatic organizational culture; status incongruence; specialists subjectivity; etc. deters communication to a large extent. Informal communication structures are basically outcome of inadequacy of formal communication system. When the formal system fails to communicate, people tend
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to move towards informal structure in search of truth irrespective of the fact if they find it or not. Informal structures are made up of individuals working at randomly different locations in an organization yet inter connected with each other on rather informal relationship basis: colleagues, friends, members to an association, etc. Ironically no one has the complete information but just a bit of it. By sharing with each other what one knows enables them building a bigger picture true or false. While it satisfies the natural urge for complete information it also provides strong basis for developing shared assumptions and understanding. Sometimes the shared assumptions and understanding can be much close to the realities, however, most of the times these are mere wishful beliefs that allow individual to sustain consonance in their perceptions and the work situation. Informal communication structures are largely seen as supportive of formal communication system unless the organization is extremely dogmatic. The underlying reasons for this supportive nature of informal communication structures are very simple: information travels much faster in here as compared to formal communication system; individuals tend to have more confidence on informal communication structure as it is primarily built on personal relationships; individuals tend to be more candor in expressing their feelings and facts through informal structure; etc. It is therefore organizations consider it as complimentary to the formal communication system, especially in seeking candid feedback. 2. Coordination Organizations business processes or functions are split into numerous departments such as warehouse; production; marketing & sales; finance & accounting; research & development; and, human resources and administration; etc. which means each department performs a different role. However, it is imperative for each department to synchronize its activities with other departments in order to optimize business process efficacy. Thus the second most important management intervention is to encourage and enable coordination across the organization for optimal efficacy.
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Coordination as clearly demonstrated above refers to synchronizing the activities of two or more departments and/or processes. It can be thought of either horizontal or vertical in nature. A horizontal coordination refers to lateral coordination while vertical coordination refers to upwards coordination. The need for horizontal and lateral coordination exists for both at intra-department and inter-department levels. An interesting way to achieve inter-department coordination is by identifying and emphasizing internal customer and supplier relationship between two or more departments based on their process interdependencies. For instance, Purchase department is a virtual (internal) supplier of materials either to the warehouse or production department while the latter department is the virtual (internal) customer of the former. The recognition of this type of relationships enables each process (department) to focus on their virtual customers and synchronize their activities in accordance with them. It is interesting to note that a particular department can be a virtual customer in one situation and a virtual supplier in another situation. Just like the production department in the above example is the internal customer to the purchase department for raw materials, simultaneously it is an internal supplier of finished goods to the sales department. Intra-department coordination is enabled through job design and direct supervision. A complex job design i.e. a job that allows individuals more control over the outcome and also empowers the individual to make job related decisions provides more independence hence entails lesser need for coordination. Whereas, a simpler job which requires many people to work together to produce specific output coupled with lesser empowerment at the individual level entails much frequent coordination and control. 3. Decision making Decision making is quite an essential behavior that needs attention. Decisions need to be unified, rational and consistent where ever and whoever decides. This follows that all decisions should essentially be taken with the holistic organizational perspective. For instance, how will this decision affect the entire organization? Secondly, a decision needs to be based on some organizational rationales (principles).
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For instance, whether it envisages increased profits or decreased expenses, etc. Finally a decision should be consistent with decisions made elsewhere and in the past. For instance, a decision to reduce non development cost in a department should essentially coincide with similar decisions made elsewhere in the organization. It is, however, interesting to note that in dynamic environments organizations do require to deviate from their legacies and make radical turns in their business direction. In such scenarios business rationale might advocate making inconsistent decisions from past. However, this would be exceptions. In an administrative organization mostly and in other organizational system often supervisors take decisions and their subordinates comply with them by performing certain tasks. Ironically it is this decision making role of supervisors that is considered management and the supervisors are titled as managers although these decisions come directly under the purview of a typical business process. On the contrary the managements role or function per se, is of clarifying direction and empowering individuals within the business process domain to make smart (reliable and valid) decisions, be it supervisors or their subordinates. This follows that primarily two distinct yet complimentary management interventions need to be carried out towards enabling good decision making in an organization. Namely; clarifying organizational direction and encouraging empowerment. Clarifying organizational direction is not establishing organizational direction but communicating it across the organization effectively and efficiently. This involves selling, negotiating and persuading by the management specialists in order to create a shared sense of direction across various business processes or departments. Sharing of direction is not enough to make smart decisions. Empowerment of the individuals who make decisions day in day out is equally critical. The term empowerment strictly refers to a state of an individuals mental maturity (capability) where s/he begins to make rational decisions from a holistic perspective. This typically requires diverse work exposure and mentoring in the organization along with encouragement to out of box thinking. Here a typical management intervention
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would be to provide a policy environment where all this is recognized and enabled in letter and spirit. In organizations four major variants of decision making structures are found, namely; centralized, consultative, participative, and delegated. Centralized decision making entails that all decisions are made by a single person who is usually Head of the organization or department rather independently. Consultative decision making is a bit different from the centralized decision making. It encourages the decision maker to consult and ponder upon the issues with other members of the organization before making the decision. Participative decision making is a step further. Here other members not only participate in considering the issue or its solutions but also are part of the decision making. Meaning decisions are made on the basis of consensus between amongst the select group of individuals and where the consensus is difficult or not possible then on the basis of majority. Delegated decision making is the opposite of centralized decision making. Here each individual is delegated authority to make decisions within his or her domain /specialization. For instance, people decisions are made by the HR specialist; production decisions are made by the production specialists, so on and so forth. Centralized decision making by default is constrained by the bounded rationality of an individual. However, it is quicker and requires lesser coordination efforts. Consultative decision making effectively overcomes the bounded rationality by the involvement of individuals, especially when they come from diverse backgrounds. Such as marketing, finance, production, etc. Simultaneously, it also has the advantage of lesser coordination requirement as the decision is finally made by the individual. (Interestingly, it is this consultative decision making that is prescribed in the Noble Quran). Participative decision making is vulnerable to dilution and displacement of the issues and unnecessary delays. Moreover, usually in process of gaining consensus inevitably compromises are made on subject matter of the decision. Likewise in case of decisions by the majority, it is much likely that certain interest groups will dominate to influence the decision in their favor as it is very common in our political society. Delegated decisions provide for specialized and
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focused decision making but at the same time it is likely to lead to subjectivity (narrow horizon) and require a lot much coordination efforts. 4. Organization Culture Culture is defined as set of shared beliefs, values and norms. Organization culture thus refers to set of shared beliefs, values and norms of individuals working together in a particular organization. The significance of organizational culture is that it provides a strong basis for discipline, cooperation, and performance, hence it merits harnessing for higher business efficacy. Beliefs are deep rooted assumptions that help us perceive about events, situations, opportunities and even people. A valid belief would obviously cause valid perception and vice versa. Values are the principles that enable us distinguish between good and bad, right and wrong, etc. Values are largely influenced by our beliefs and reinforced by our immediate environment. Norms refer to our (automatic) standard responses to particular event, situation, opportunities or people. Here a typical management intervention would be to encourage positive (constructive) culture and at the same time to discourage dysfunctional culture. It is clearly evident that as an organization embarks upon a Change Management program, altering the culture usually precedes change in any other direction, for without cultural change business practices and processes cannot be changed. This is because of the fact that behind every business process and practice is a human mind that either accepts the change or rejects it. To initiate the cultural change organizations need to identify so called Dos and Donts of work behavior in the form of organizational values; communicate or disseminate the same to the outer most boundaries of the organization, and finally introduce rewards and punishment system to encourage adherence and to prevent ignorance of the values, respectively.
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5. Learning and Development Prophet Mohammad SAAW said, Whos today is no better than yesterday is doomed. According to an article published in an international magazine,
Fig. 1.1
organizations grow to doom. This phenomenon is explained by Daniel

Alpha
Pace of Change/Performance
Goleman in his famous research on Emotional Intelligence. Accordingly, as world class summers stopped
Beta
improving their performances their subsequent performance deteriorated, this was validated in a
Time Horizon
structured experiment conducted by Goleman. Organizations are no
exceptions.
Bryan Joiner in his book titled, Fourth Generation Management
articulated this concept by comparing two organizations with varied pace of learning and change. He concluded that the organization, which was learning and changing faster than its counterpart organization comes out as winner especially in the long run. See figure 1.1 Surely the locus of learning and change should be the business processes. Attempts should be made continually to improve upon the efficacy of business processes as a basis for increasing organization performance. But creating a policy and physical environment conducive for learning and innovation is a function inside the purview of management process. Integration of technology into business processes, such as ERP solution is a good example of creating an enabling environment. Besides, providing appropriate inducements to encourage innovation at each point is also critical. For example, Cummins UK explicitly encourages its employees by saying that, We have hired you to improve, if you maintain status quo we will fire you. Likewise, KAIZEN, TQM and Six Sigma are also good examples of inducing learning and change.
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TEAMWORK
DEFINITION Together every one achieves more To or more persons working together for achieving a common goal To or more persons working interdependently to accomplish goals that they individually cannot accomplish
Activity #1
TASK Write as many words as you can for each letter, to describe Team characteristics T E A M S TEAM SYNERGY ESSENTIALS Managing diversity is about bringing together people of diverse competencies. Managing conflicts is about taking advantage of divergent views and perspectives while eliminating the negativity arising out of personal differences. Moving away from positions toward interests. Harnessing motivation is about understanding individuals unique motivators and striving to satisfy them. Managing communication is about enabling individuals to share openly, directly, and honestly the information and feelings necessary to accomplishing the task at hand and for maintaining congenial relationships.
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TEAMWORK (ACTVITY) INSTRUCTIONS You are asked to think of a group of people at work or elsewhere, whom you think a real good team. Give Imaginary title to the Team
Now go on listing as many factors as you can that in your opinion are positively or negatively affecting the Teams performance POSITIVE FACTORS NEGATIVE FACTORS
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GOALS & OBJECTIVES

DEFINITION Goals: Goals are the ends Goals are the statements of intent and purpose Goals give vision and the reason to every activity
Activity #2
Objectives: Objectives are the means to an end Objectives are the statements of strategy and tactics Objectives provide focus and a standard to measure progress
FORMAT Goal is a brief statement, usually expressing: Destiny, and Shared commitment Objective is an elaborate expression of strategy, usually expressing: Time frame, Expected outcome, Measuring standard, and Resources required In other words, good objectives are expected to conform to the SMART criteria [Specific; Measurable; Accomplishment oriented; Realistic; and, Tough & Time bounded].
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GOALS & OBJECTIVES (Activity) INSTRUCTIONS Imagine yourself in the following situation, You are a branch manager of a corporate centre in Karachi. Head Office has required you to improve upon your competitive position viz. other banks operating in the nearby localities. You are asked to define a goal and annexed objectives, 1. Write your goal below:
2.
Elaborate your objectives below, using SMART criteria:
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ACTION PLANNING
DEFINITION Action planning is about deciding: What is to be done? How will it be done? Who will do it?
Activity #3
Decision One What is to be done? This involves breaking down the objective into smaller tasks/activities. Example: To improve Transaction Processing Time. Tasks/Activities: To accomplish the above objective, following tasks/activities will be performed - To introduce technology (Electronic scanner/register, etc.) - To conduct training to upgrade concerned employees technical skills and knowledge - To upgrade systems to support the change. Decision Two How will it be done? This involves detailing each task/activity necessary to accomplish the objective successfully. Example: Task / Activity: To conduct training - Will it be done in-house or ex-house? - Will it be a theoretical session or a practical workshop? - What resources will be required? Etc. Decision Three Who will do it? This involves setting up task teams and delegating the specific task responsibilities to them. This also involves allocating resources, deciding time frame and setting criteria for progress evaluation.
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ACTION PLANNING (Activity) INSTRUCTIONS You are asked to prepare action plans for any three objectives that you have identified in Activity #2 above. ACTION PLAN
Sr. No. Objective description Task(s) description Who will do it Required resources. Completion date. Progress evaluation.
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DECISION MAKING
DEFINITION Decision-making is about: Foreseeing the future. Identifying alternate strategies. Selecting the best strategy. Putting the strategy to work. TYPES OF BUSINESS DECISIONS Strategic decision is about determining future of the business entity. Example: What kind of businesses would we be in? Whether we should maintain our competitive advantage through building costleadership or product differentiation? Operating decision is about ensuring smooth running of the business operations. Example: How to mobilize working capital for meeting day to day business needs? What to produce first? What inventories are needed? Etc. METHODS IN MAKING DECISIONS Autocratic manager decides on his own. Later decisions are communicated downwards in the form of policies, procedures or instructions. Making decisions autocratically is a quicker way. But implementing such decisions in their true spirit is more than difficult. Participative manager involves every other member of his organization. Here decisions are made through participation and consensus of the group. Making participative decisions is time consuming. But implementing such decisions in their true spirit is guaranteed. Consultative manager seek deeper understanding through consultations with diverse groups. Subsequently, the individual take responsibility to make decisions on his own. Consultative decisions are more informed ones. Besides, the process allows cascading decision making to the individual level.
Activity #4
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DECISION MAKING (Activity) INSTRUCTIONS Answer the following questions: You plan to open a branch in a newly established residential colony. What sort of decisions would you be taking in the near future? Please list most probable questions that you may ask. 1. In the context of Strategic Decisions
2.
In the context of Operating Decisions
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PROBLEM SOLVING
DEFINITION Problem solving is about Trouble-shooting Fire fighting Regaining status-quo Crises management Salvaging Amputating the dead organ TYPES Intra-personal problems are the problems and/or impediments that affect individuals performance on the job. Such as integrity, motivation, attitude, skills deficiency, etc. Inter-personal problems are the inter-relationship problems that affect group performance on the job. Such as work culture, norms, communication, etc. Administrative problems are the technical / systemic difficulties that affect individual as well as group performance on the job. Such as technology obsolescence, lack of enabling systems and policies, procedural inefficiencies, etc. METHODS IN PROBLEM SOLVING Prevention: Problems are anticipated and tackled even before they surface. This approach increases productivity. Solution: Problems are recognized after they have occurred. Subsequently, efforts are made to correct the damage. This approach leads to salvaged productivity. Diffusion: Problems are ignored hoping that situation will automatically improve over time. This approach puts the productivity in jeopardy. Dissolution: Sometimes the situation is re-arranged to dissolve the problem. For example, if the employees are habitual of taking longer breaks for Jumma congregation declaring Friday as weekly holiday will dissolve the problem.
Activity #5
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PROBLEM SOLVING (Activity) INSTRUCTIONS 1. You are asked to list a few problematic instances that you had come across recently.
________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ 2. Look back at the problems and try to remember how did you handle the situation then? How would you prefer to solve What outcome can you think of Problem the problem (e.g. Prevention, your preferred solution strategy? Cure, Diffusion or Dissolution)
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MOTIVATION
DEFINITION Motivation is inner energy that makes us all Do what we do and Dont Do what we never do. Thus motivation is about knowing our needs and expectations and relating them with reinforcements (rewards and punishments) that exist in our surroundings. Types of Needs: Physiological food, shelter, clothing, etc. Psychological spiritual, emotional, intellectual, social, etc. MOTIVATION MANIFESTATIONS Rights Centered is the first level motivation. People at this level tend to focus on their rights vis--vis organization, spouse, family, friends, colleagues, seniors, juniors, society, etc. Persons at this level tend to excel in competing with each other with a view to maximize their personal gains. Putting it differently, they operate with a Win-Lose or Scarce mentality. Responsibility Centered is the second level motivation. People at this level tend to focus on their responsibilities vis--vis organization, spouse, family, friends, colleagues, seniors, juniors, society, etc. Persons at this level tend to excel in cooperating with each other with a view to enable each other succeed. Putting it differently, they operate with a Win Win mentality. Service Centered is the third level motivation. People at this level have selfless urge to help others succeed like a parent nurturing the child out of sheer feeling of love and affection. Persons at this level tend to go an extra mile in doing favors or in extending a helping hand to others. Putting it differently, they operate with Abundance mentality. BASES OF MOTIVATION Every individual and every situation is unique in itself. Thus it is very difficult to say what motivates different people in different situations. However, we can identify generalized bases of motivation for better description of one behavior. Unsatisfied needs Fear Fun Values Followership
Activity #6
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MOTIVATION (Activity) INSTRUCTIONS 1. Think of many reasons why you feel energetic to do a job and why not? Factors that usually make me energetic Factors that dont energize me
2.
Prioritize My Energizers
My De-energizers
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MOTIVATING
DEFINITION Motivating is about: Is about making fellow employees aware of their motivators Enabling them to link the motivators with the available reinforcements in the immediate environment. Motivating is thus a process helping others do their jobs better. SATISFACTION vs. DISSATISFACTION Satisfaction is a state of motivation in which a person becomes ready to perform above the routine standard or beyond the expectations. A few reinforcements that improve satisfaction are: High Self Esteem. Participative management system. Challenging and exciting work. Opportunities to excel in profession. Career advancement potentials. Dissatisfaction is a state of motivation in which a person begins to retreat from the work situation, substitute achievements at work with achievements outside, and subsequently leaves the occupation. Absences of a few reinforcements that create dissatisfaction are: Adequate or equitable salary. Convenient working systems. Congenial interpersonal relationships. Sense of Indifference is a state of motivation in which a person neither experiences satisfaction nor dissatisfaction. At this situation, a person secures his continuity by maintaining his performance at minimum level with a view to avoid probable reprimands.
Activity #7
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MOTIVATING (Activity) INSTRUCTIONS 1. Describe an instance you fellow employee had performed like never before:
2.
Identify the probable motivators and their reinforcements that existed in that situation Motivators Reinforcements
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DELEGATING
DEFINITION Delegating is about: Taking other peoples help in doing your job Getting your job done through other people Assigning responsibilities to other people REASONS OF DELEGATING Every one possesses unique competencies. Achieving synergy at work place requires everyone to perform what he or she can perform with a competitive edge over others. This follows that complex tasks can only be accomplished successfully through effective delegation. Increasing workload. Managers are facing difficulties in effectively coping up with the ever increasing workload individually. Finite span of managerial control. Managers are increasingly finding it difficult to cope up with managing more and more people within a limited span of time. PROCESS OF DELEGATION Successful delegation is a three-stage process. It involves: Enlightening is about preparing the mindset needed to perform a task. Enabling is about giving knowledge and developing skills necessary to perform a task. Empowering is about giving access to resources and authority to make decisions required in performing the task in a befitting manner.
Activity #8
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DELEGATING (Activity) INSTRUCTIONS 1. Do you remember last time you delegated a task to your colleague? Please describe the true circumstances that made you delegate the task
2.
How did you delegate the task? Please detail the process you adopted in delegating the task.
3.
What had been the outcome? Please evaluate: How it affected overall productivity of your How it affected your performance? branch?
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SELF STUDY LESSONS AND ACTIVITIES

Management as a Process: A hypothesis

organizations grow to doom. This phenomenon is explained by Daniel

structured experiment conducted by Goleman. Organizations are no

Bryan Joiner in his book titled, Fourth Generation Management

GOALS & OBJECTIVES

Elaborate your objectives below, using SMART criteria:

In the context of Operating Decisions

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