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Creating and Sustaining Commitment and Cohesion

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1 Creating and Sustaining Commitment and Cohesion
Collaborate Create Compete Control Module 1: Creating and Sustaining Commitment and Cohesion Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

2 Human Relations Model Agenda for Module 1 Assumptions and Goals
Paradoxes Competencies Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

3 Human Relations Model Assumptions and Goals
Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture Commitment, cohesion, morale Involvement leads to commitment Collaborate Participation, conflict resolution, consensus building Clan Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

4 Paradoxes of Collaborating
By developing your self- awareness, you can increase your capacity for making personal change Involving employees in decision-making processes can slow the planning but make the implementation more efficient Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 4

5 Another Paradox of Collaborating
Collaborating means that we want to build employees’ commitment and cohesion by encouraging them to voice differing ideas and opinions Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 5

6 Collaborate Core Competencies
Understanding Self and Others Communicating Honestly and Effectively Mentoring and Developing Others Managing Groups and Leading Teams Managing and Encouraging Constructive Conflict Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 6

7 Managers who focus on human relations …
have a high level of self-awareness communicate by listening, as well as by speaking provide employees with constructive feedback on a regular basis ensure that all group (team) members know what is expected of them encourage employees to learn from others who have different ideas and perspectives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 7

8 Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

9 Understanding Self and Others
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 9

10 Emotional and Social Intelligence
Emotional Intelligence Self-awareness Emotional awareness Self-assessment Self-confidence Self-management Social Intelligence Social Awareness Relationship Management Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

11 Personality Big Five Meyers-Briggs Neuroticism Extraversion Openness
Agreeableness Conscientiousness Meyers-Briggs Introversion – Extraversion Sensing – Intuition Thinking Feeling Judging - Perceiving Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

12 Increasing Your Self-awareness
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

13 Asking for Feedback Make sure you are open to hearing new information
Be aware you are receiving the other person’s perception Ask specific questions about your behavior Check your understanding of the feedback Express appreciation Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

14 Empathic Listening Empty Yourself Pay Attention
Accept the Other Person’s Reaction Avoid Judgment or Comparison Stay with the Feeling Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

15 Communicating Honestly and Effectively
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 15

16 Basic Model of Communication
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

17 Barriers to Effective Communication
Inarticulateness Hidden agendas Status Hostility Distractions Differences in communication styles Organizational norms and patterns of communication Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

18 Discovering the Left-Hand Column
Left-Hand Column: What Is Thought (But Is Not Directly Communicated) Right-Hand Column: What Is Said Terry: Troy: Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

19 Reflective Listening Use empathy Do not evaluate, judge or advise
Reflect what you hear Use open-ended questions Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

20 Mentoring and Developing Others
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 20

21 Stages of Performance Evaluation
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

22 Guidelines for Giving Feedback
Ask the person whether or not this is a good time to receive feedback Give the person feedback in a private place Be supportive and encouraging; focus on behaviors you are looking for in the future Provide feedback on both positive and negative behaviors Describe the other person’s behavior and your perceptions of it using specific examples of behavior that you have observed Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

23 Guidelines for Giving Feedback
Try to remain calm and emotionally neutral. Be direct in your statements. Don’t avoid the key issues Ask the other person to clarify, explain, change, or correct. After giving feedback, give the receiver time to respond. Use the opportunity to develop a joint action plan. Identify ways that you can contribute positively to improving the employee’s behavior. Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

24 Performance Appraiser
Coaching Career Advisor Strategist Performance Appraiser Trainer Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

25 Steps to Effective Delegation
Clarify what it is that you want done and why this is an appropriate assignment for the individual Meet with the employee and to discuss the assignment and your expectations Allow the employee to do the task the way he or she feels comfortable doing it Check on the progress of the assignment, but do not rush to the rescue if things are not “on track” Recognize the employee’s accomplishments Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

26 Managing Groups and Leading Teams
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 26

27 Team Decision Making Advantages Disadvantages
Greater knowledge and expertise Wider range of values and perspectives Greater employee commitment to implementation of the idea More likely to surface obstacles Enhances employees’ skills and abilities Disadvantages Takes more time Will result in lower quality decision if team does not have appropriate expertise Some may over- contribute, others may fail to contribute Team members may become too concerned with gaining consensus Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

28 Four Team Player Styles (Roles)
Communicator Challenger Collaborator Contributor Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

29 Increasing Meeting Effectiveness
Prepare for the meeting by setting objectives, selecting participants, selecting the time and place and setting an agenda In Running the meeting, start on time, have someone take minutes, review the agenda, make sure participants know each other, follow agenda, minimize interruptions, encourage participation, restate decisions Follow up by distributing minutes and checking on progress for any assignments P R F Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

30 Team Development Forming Storming Norming Performing Adjourn
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

31 Managing and Encouraging Constructive Conflict
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 31

32 Abilene Paradox Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

33 Conflict Management Approaches
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

34 Managing Conflict Constructively
Face the conflict Decide how to approach the other person Meet in a neutral environment Let each person state personal views Try to find a mutual definition of the conflict Generate potential solutions Search for a mutually acceptable solution Decide what will be done & who will do it Figure out what you have learned Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

35 Stimulating Conflict: Advocacy Groups
Assign groups different positions to adopt Allow groups to gather data for their position Each group presents position and asks questions of other group. Note that the goal is not to win but to hear the different ideas, information, theories, conclusions, etc. Each group seeks additional information to address other group’s questions as well as to understand other group’s position Groups work together to develop a synthesis of the different alternatives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion


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