bsbmgt605 provide leadership across the …...given these conditions, the issue of effective...
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BSBMGT605 Provide leadership across
the organisation
Advanced Diploma of Leadership and Management
BSB61015
TAFE Workbook
Faculty of Business and Finance
BSBMGT605 Provide leadership across the organisation Version 1 Page 3 of 54 Business & Finance Faculty Disclaimer: Printed copies of this document are regarded as uncontrolled.
CONTENTS
Welcometo:BSBMGT605Provideleadershipacrosstheorganisation................................................................................4
UnitOverview........................................................................................................................................................................4
Leadership.........................................................................................................................................................................4
Motivation.........................................................................................................................................................................6
Topic1-CommunicateOrganisationalMissionsandGoals................................................................................................14
StrategicPlanning............................................................................................................................................................14
EffectiveCommunication................................................................................................................................................19
Topic2-InfluenceGroupsandIndivduals...........................................................................................................................24
MotivationandLeadership..............................................................................................................................................24
WorkforceDiversity.........................................................................................................................................................25
WorkplaceCulture...........................................................................................................................................................26
GlobalEnvironmentandTechnology...............................................................................................................................26
FamilyResponsivenessandWorkPractices.....................................................................................................................27
EmployeeExpectations....................................................................................................................................................29
DecisionMaking..............................................................................................................................................................30
Topic3-BuildandSupportTeams......................................................................................................................................35
Work/GroupTeams.........................................................................................................................................................35
Resources........................................................................................................................................................................36
Empowerment.................................................................................................................................................................38
PositiveWorkCulture......................................................................................................................................................39
ComponentsofInnovation..............................................................................................................................................41
Topic4-DemonstratePersonalandProfessionalCompetence..........................................................................................45
Ethics...............................................................................................................................................................................45
InterpersonalCompetence..............................................................................................................................................48
Appendix–QANTASCaseStudy......................................................................................................................................52
References.......................................................................................................................................................................54
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WELCOMETO: BSBMGT605 PROVIDE LEADERSHIPACROSS THEORGANISATION
UNITOVERVIEW
LEADERSHIP
Leadershiphastraditionallybeenrecognisedasacoremanagementfunction.Muchhasbeenwrittenanddebatedonthis issue within generalmanagement literature. This tells us that the topic of leadership is not only one ofcriticalimportancetoorganisationalsuccess,butcomplexinnature.
Themodernbusinessenvironmentisassociatedwithconditionsof:
• Increasedcompetition• Globalisation• Scarceresources• Increaseduncertainty,etc.
Given these conditions, the issue of effective leadership has taken on greater importance inmost organisations.Theleaderofanorganisationisexpectedtodemonstrateeffectiveleadershipinmanydiverseandvariedsituations.
This unit addresses a number of important issues, and thekind of situationswhere organisation leadersmust beabletodemonstratetheirleadershipeffectively.Theunitspecificallyprovidesskillsandknowledgethatenablethelearnerto:
• interpersonalskillstocommunicateandinspiretrustandconfidenceofothersandtoensuretheir
cooperationandsupport• networkingskillstoensuresupportfromkeygroupsandindividualsforconcepts/ideas/products/services• riskmanagementskillstoanalyse,identifyanddevelopmitigationstrategiesforidentifiedrisks• businessethicsandtheirapplication• leadershipstylesandtheirapplication• legislation,codesandby-lawsrelevanttotheorganisation'soperations• organisationmission,purposeandvalues• organisationobjectives,plansandstrategies• organisationalchangeprocesses
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THEORIESOFLEADERSHIP
Thisunitisprimarilyanappliedone.Itrequiresyoutodemonstrateeffectiveleadershipinanumberoftypicalsituationsencounteredbyorganisationalleadersinperformingtheirrole.
Tobeabletoapplyeffectiveleadership,itisassumedthatyouhaveanunderstandingofthemaintheoriesofleadershipthat have been developed within the general management literature and throughmanagement practice. It is theknowledgeofthesetheoriesthathelpsleadersapplythemosteffectiveleadershipapproachinparticularcircumstancesortoparticularissues.
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Themaintheoriesyouneedtobefamiliarwithinclude:
1. TheTraitTheory- thistheorytakesthebasisthatleadersarebornwithparticulartraitsorcharacteristics.Itproposes that leadersarebornwith traitsorcharacteristics thatdistinguish them fromotherswhoarenoteffectiveleaders.Therationalebeingthatasetof 'leadershiptraits'existandyoushouldbeabletoidentifypeoplewhowillbeeffectiveleadersthroughtheirpossessionofthesetraits.
Research has failed to find a consistent set of leadershiptraits. What may have been present insomeacknowledgedleadersaretotallyabsentinothergreatleaders.Howeveranumberoftraitshavebeenfoundtobemoreconsistentineffectiveleadersthanothers.Thesetraitsinclude:
• Drive• Thedesiretolead• Honestyandintegrity• Self-confidence• Intelligence• Job-relatedknowledge
2. BehaviouralTheories - these focusonthebehaviourof leaders,particularlyinrelationtowhethereffective
leadersare taskorpeople focused. Theseapproachessuggest that leadership isnotaborntraitbut canbelearnt.ThefailureoftheTraitTheoryleadresearcherstolookatwhatleadersactuallydid,intheirbehaviour,thatmadethemeffectiveorpoorleaders.Theyconcentratedontheissuesofwhethereffectiveleadersweretaskorpeoplefocusedandwhethertheywereautocratic,consultativeorparticipativeintheirleadershipstyle.
Theseareimportantissuesforallleaderstoconsider.Animportantconclusionisthatleadership,becauseofitsbehaviouraldimension,isaskillthatcanbelearnt.
3. Contingency or Situational Theories - the various contingency/situational theories highlight that in any
leadershipsituationthereisnotonlytheleaderbutalsothefollowers(e.g.employees)andthetask/issuebeingaddressed.Eachofthesewillimpactonthesituationanditsleadershipaspects.Therelationshipbetweentheleader and followers, the nature and difficulty of the task, employee ability and willingness to take onresponsibility,etc.areallsituationalfactorsthathavemajorleadershipimplications.
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These situational factors also change from situation to situation and hence this approach suggeststheirimplicationsmustbeconsideredbeforeanyleadershipapproachisdecidedupon.
Anumberofimportantsub-theoriesexistwithintheoverallcontingency/situationalapproach.Eachhighlightsanimportantaspectinrelationtosituationalconsiderations.
• Fiedler'sContingencyModel• Path-GoalTheory,• HerseyandBlanchard'sSituationaltheory,• TheVroomLeader-ParticipationModel
4. Empowerment Theory - this approach focuses on developing employees so they can take on many of
thetraditionalleadershiproles.
5. Transactional and Transformational Leadership Theory - this debate raises the question: do we need
differentleadersinperiodsofchangetothekindneededinstableenvironments?Transformationalleadersareseenasvisionaryleaderscapableoftransformingtheirworkplacefromwhatitisnowtowhatitneedsto be in order to survive and succeed in an environment of change. On the other hand, thetransactional leader is the traditional leader necessary to ensure the effective performance of theorganisationsday-to-dayoperations.
MOTIVATION
Thestudyofmotivationiscomplicatedbecauseyoucannotseemotivationbutonlyinferitfrombehaviours.Inturn,itbecomesfurthercomplicatedbythefactpeoplewiththesamemotivemaydisplaydifferentbehavioursandviceversa.
Perhapsofevengreaterimplicationistherealisationthatwhilstgeneralrulescanbedrawnconcerningmotivation,itis largely determined by individual or personal differences (what motivates one person may not 'work' foranother).Agooddefinitionofworkplacemotivationis:
Thereasonforexpendingefforttoachieveorganisationalgoals,conditionedbytheeffortsandabilitytoalsosatisfysomeindividualneed.
Insimpletermsthismeanswewillbemotivatedtomakeanefforttoachieveaparticulargoalifdoingsowillsatisfy,orhelpsatisfy,someneedwehave.Ifwedon'tseethatwewillachievesomeacceptabledegreeofneedsatisfactionfromaparticularaction,thenweareunlikelytobemotivatedtoexpendany/mucheffortinrelationtothisaction.
Forexample,wehaveaneedtoeat,sowearemotivatedtoexpendeffortinworkingbecausethiswillprovideuswith the means to meet our need (buy food to eat). Likewise our workplace may have a goal to improve itsmanagementofitsemployees.YoudecidetoundertakeacourseinManagementthatrequiresconsiderableeffortand dedication on your behalf but would assist your organisation to achieve its goal of better employeemanagement. You are prepared to expend this effort because it will also help satisfy your needs of gaining apromotionintoanareayouareinterestedtoworkin,itwillgiveyouapayriseandincreasedstatusandself-esteemoranadditionalcareerpath.
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Thevarioustheoriesofmotivationaregenerallycategorisedintocontenttheories,processtheoriesandothertheories.Thesetheoriesdifferinhowtheytreattheconceptofmotivation.
1. ContentTheories
In a historical perspective, the content theories tend to be the earliest theories of motivation or latermodifications of early theories. Within the work environment they have had the greatest impact onmanagementpracticeandpolicy,whilstwithinacademiccirclestheyaretheleastaccepted.
Content theories are also called needs theories, because they are generally associated with a view thatconcentratesontheimportanceofdetermining'what'motivatesus.Inotherwordstheytrytoidentifywhatour'needs'areandrelatemotivationtothefulfillingoftheseneeds.
• Maslow’sHierarchyofNeeds• "ManagementAssumptions"(TheoryXandTheoryY)• ERGTheory• McClelland’sNeedforAchievement,AffiliationandPower• Herzberg’sTwoFactorTheory
Maslow’sHierarchyofNeeds
This is the most widely known theory of motivation and was hypothesised by American psychologistAbrahamMaslowinthe1940sand1950s.Maslowputforwardtheideathatthereexistedahierarchyofneedsconsistingoffivelevelsinthehierarchy.Theseneedsprogressedfromlowerorderneedsthroughtohigherlevelneeds.
Figure1.0Maslow’sHierarchyofNeeds
The basic premise of the theory is thatweall have these five levels of needsand that starting at the lowestlevelwearemotivatedtosatisfyeachlevelinascendingorder.Aseachlevelissufficientlysatisfiedwearethenmotivatedtosatisfythenextlevelinthehierarchy.Thefivedifferentlevelswerefurthersub-categorisedintotwomaingroups,thesebeing:
• Deficiencyneeds-Maslowconsideredthesetheverybasicneedsrequiredforsurvivalandsecurity.
Theseneedsinclude:o Physiologicalneedso Safetyneedso Socialneeds
• Growthneeds-Theseareneedsassociatedwithpersonalgrowthandfulfilmentofpersonalpotential.o Esteemneedso Self-actualisationneeds
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InMaslow'stheorywecanneverrunoutofmotivationbecausetheverytoplevel,self-actualisation,whichrelatestotheachievementofourfullpotential,canneverbefullymet.
Maslow’s theory has beenwidely embraced and taughtwithin the business world and few people who haveattendedabasicmanagementtrainingcourseareunlikelynottobefamiliarwiththistheory.
“ManagementAssumptions”(TheoryXandTheoryY)
Douglas McGregor further developed the needs concept of Maslow and specifically applied it to theworkplace.McGregormaintainedthateverymanagermadeassumptionsabouttheiremployeesandadoptedamanagementapproach based upon these assumptions. Hemaintained there were two main categories andthatmanagersadoptedoneortheother.
For the first category, which he termed Theory X, hemaintained was the dominantmanagement approachandassumed:
• Theaveragehumanbeinghasaninherentdislikeofworkandwillavoiditifpossible,• Becauseofthismostpeopleneededtobecoerced,controlled,directedandthreatenedwith
punishmenttogetthemtoputadequateeffortintotheachievementoforganisationalobjectives,and• The average personprefers tobedirected,wishes toavoid responsibility,hasvery littleambitionand
wantssecurityaboveallelse.
McGregor maintains that the application of this approach, as well as misunderstanding the real needs ofemployees, creates a self-fulfilling outcome because it forces people to become like this—they have noalternative.
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McGregor proposed an alternative set of assumptions, which he called Theory Y. The assumptions here arevirtuallyoppositetoTheoryX.Theyinclude:
• Workisasnaturalasplayorrest.• External control and threat of punishment are not the only means of bringing about effort
towards organisational objectives. People will exercise self-direction and self-control towards theachievementofobjectivestheyarecommittedto.
• Commitmenttoobjectivesisafunctionoftherewardsassociatedwiththeirachievement.• Theaveragepersonlearnsunderproperconditionstonotonlyacceptresponsibilitybutalsoseekit.• Theabilitytoseekanddevelopinnovativeproblemsolvingapproachesiswidely,notnarrowly
distributedacrossthewholepopulation.• Inmostworkorganisationstheabilitiesofmostemployeesisonlypartiallyutilised.
McGregoradvocatedthattheapplicationofTheoryY,wouldnotonlymeettheneedsoftheorganisationbutalsothoseoftheemployee.HebelievedthatTheoryXatbestonlymetMaslow’sDeficiencyneeds,whilstTheoryYalsomettheGrowthNeeds.YouwouldthushavemoremotivatedemployeesifyouadoptedTheoryY.
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ERGTheory
Clayton Alderfer revisedMaslow's theory in 1972. He reduced the levels in the hierarchy from five to threeand termed these Existence needs, Relatedness needs and Growth needs. His most significant contribution,however,was to alterMaslow's concept of a one-way progressionup the hierarchy, to one that allowed forregression to lower levels if these needs are no longer being met. This is a more realistic approach as itrecognises that, because a need ismet, doesn'tmean itwill always remainmet. Forexample, ifwewere toremovealltheairfromtheroomyouarein,wouldyoubemotivatedtokeeplearning?
McClelland’s Need for Achievement, Affiliation andPower
McClelland'smodelarguesthatallpeoplehavethesethreeneeds.Hefurthermaintainsthatthereisadirectlinkbetweenhigh-performingmanagersandtheirneedforachievement,andtoalesserextenttheirneedforpowerandaffiliation.Inotherwords,peoplewithahighdrivetosucceedaremorelikelytobemorehighlymotivatedthanpeoplewithalowdrivetosucceed.Healsomaintainsthatitispossibletoarrangeworksituationsandconditionstogainthehighmotivationalbenefitsfromthosewithahighneedforachievement—startingbyemployingpeoplewithahighneedforachievement.
Herzberg’s Two-FactorTheory
Next to Maslow, Herzberg's theory has probably received the most attention within the workplace. Hedevelopeda theory thatdifferentiatedbetweenfactors that satisfiedemployees,andfactors that dissatisfiedemployees.Inhistheorytheoppositeof'satisfaction'isnot'dissatisfaction'butrather'nosatisfaction'.Likewise,theoppositeof'dissatisfaction'is'nodissatisfaction'.Herzbergrelatedjobsatisfactiontofivefactors:
• Achievement• Recognition• Workitself• Responsibility• Advancement
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Hetermedthesefactors'motivators'andrelatedthembacktogrowthneeds.Herzbergrelatedjobdissatisfactionto:
• Companypolicyandadministration• Supervision• Salary• Interpersonalrelationships• Workingconditions
Thesehetermed 'hygienefactors'andequatedthemwithdeficiencyneeds.Hismajor impactwastoarguethat providing hygiene factors (more money, better working conditions, etc.) wouldn't create moremotivation,onlylessdissatisfaction.Onlymotivatorscouldmotivate.
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Criticismofthecontenttheories
Despitetheirwideuseandimpactontheworkplace,majorcriticismsexistofthesetheories.Whilstspecificcriticismscanbelevelledatparticulartheories,thefollowinggeneralcriticismsapplytoallofthecontenttheories.
• Universality-thetheoriespertaintobeuniversaltheoriesandapplytoeveryone.Theytakenoaccount
ofgender,age,culture,religiousorotherfactordifferences.MostweredevelopedintheUSAandatbestcanonlyrepresentmiddle-classAmericanbusinessneedsandvaluesinthe1940sto1970s.
• Researchsupportandmethodologybiases-despitemanyresearchprojectslittletonosupporthas
beenestablishedforthesetheories.Manyofthetheories,suchasMaslow's,weren'tbasedonresearchatall,butopinion,whilstothersresearchedbiasedsamples(onlymales,onlyaccountantsandengineers,etc.).Insomeinstanceswhereevidencewasfoundthatdidn'tsupportthetheory,itwasre-definedtomakeitfit.
• Workfocus-thetheoriestendtoassumethatourworkplacesaretheplaces(andonlyplaces)where
ourneedsandpersonaldevelopmentismet.Theyignoretheimportanceofotheraspectsofourlivesandtheirimpactonourworklives.
• Individualdifferencesandstabilityovertime-notonlydothetheoriesignorethesignificanceof
individualdifferencesbuttheylargelyfailtorecognisethatindividualneedsareconstantlychanging,andconsequentlywhatmaybeamotivatoronedaymaynotthenext.Theirstaticnaturedoesn'trelatetotherealworld.
• Processsimplicity-Thetheoriesassumethattheconnectionbetweenneedsandbehaviourisnon-
problematic.Theyignoretheprocessesthatmustbeevaluatedandimplementedtoachievethedesiredendresult.Overalltheyarefartoosimplistictoaccountforthecomplexityoftherealworldandthecomplexdecisionmakingprocessthatindividualsmustoftenmakeinthemotivationprocess.
Despitethesecriticisms,thesetheorieshavebeencriticalinfocusingattentionontheareaofmotivationandtheimportanceof'needs'.Theyhavehelpedmanagersevaluatetheirownperceptionsabouttheiremployeesandthemselves.Theyhavealsohelpedtoprovideabasisforfurtherstudyinthisarea.
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2. ProcessTheories
Whereasthecontenttheoriesconcentrateonthequestionof'what'motivates,theprocesstheoriesaddressmoretheissuesrelatingtohowtheprocessworksandsustainsitselfovertime,suchasfactorsthatdeterminethedegreeofeffort,thecontinuationofeffort,themodificationofeffort,etc.Aswithcontenttheory,thereareanumberofprocesstheories.Theseinclude:
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• Equitytheory• Expectancytheory• ThePorter-LawlerModel
EquityTheory
Inthistheory,theemployeeconstantlyassessestheirlevelofeffortagainstfellowworkersandtherewardtheyreceivefortheireffort.Iftheyperceivethereisasignificantdifferencebetweentheirlevelofeffortandtheirfellowworkers,theywillendeavourtobringaboutequalityofeffortforeveryone—byadjustingupordowntheirownperformanceorbytakingmeasurestoadjusttheleveloftheirfellowworkers.Likewise,therelativerewardforeffortisalsomonitored.Themessageformanagersisthatemployeesneedtobeseentoberewardedonafairandequitablebasis,andinequitiesquicklyadjusted.
FromaHumanResourcesManagementperspective,formalandinformalperformancemanagementprocessesareusedtoidentifyandadjustinequities.
Figure2.0ResponsestoEquityandInequityExpectancyTheory
Thishasbeenanimportanttheoryinthehistoryofthestudyofmotivation.Thistheoryhighlightsthatmotivationispartlyadecision-makingprocessthatevaluateseffortforoutcomes.Ithighlightstheinvolvementoftheactivecognitiveprocessesanduserchoiceintheprocess.Italsohighlightstheimportanceoftheoutcomerepresentingavaluedrewardfortheindividualinvolved.
• Theactualevaluationprocessisbrokendownintoanumberofparts:• IfIputineffort,canIexpecttoperformattherequiredtask?• Willperformingthisactortaskachieveadesiredoutcome?• CanIexpecttheoutcomewillbeavailableandforthcoming?
Expectancytheorydoeshighlightthesignificanceofmatchingrewardsforeffortonanindividual/personalbasis.Itfocusesontherelationshipbetweenanticipatedfuturerewardsandpresentbehaviour.
ThePorter-LawlerModel
Thismodelofmotivationalthoughbasedontheexpectancytheory,isprobablythemostcompletetheoryofworkplacemotivation.Itisanintegratedapproachthatincludeselementsofnearlyalltheothermotivationtheories.Thisisimportantasithelpsexplainwhyeachofthevarioustheorieshaveacontributiontomakebutalsoseriouslimitations.Ifweconsidereachaspartofamorecomplexmodelofmotivationthisstartstomakesense.
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Figure3.0Porter-LawlerModel
Themodelthussuggeststhatusingindividualtheorieswon'twork.Amoreintegratedapproachisneeded.Italsodiffersfromcontenttheories,particularly'twofactor'theory,insuggestingthatperformanceleadstojobsatisfaction,ratherthanjobsatisfactionleadingtoperformance
Thecomplexityofthemodel,andtheneedtoevaluateandprovidevaluedrewardsonanindividualbasis,arepracticallimitations.Howeveritisdifficulttoarguewiththeprocessofthemodel.Theareaofmotivationiscomplexandthemodelhighlightsthis—ratherthanpresentinganunrealisticallysimpleapproach,asisthecasewithmanyofthealternativetheories.
3. OtherApproaches
GoalSetting
Theory
Theunderlyingthemeofthistheoryisthatprovidingdifficultbutachievablegoals,andthenlinkingrewardstotheachievementofgoals,willincreasemotivation.Theimportanceofprovidingongoingfeedback,andthenecessaryskills,trainingandresources,isalsohighlightedinthismodel.
ReinforcementTheory(PositiveorNegativeRewards)
Basedontheprinciplesofoperantconditioningandclassicalconditioning,thebasisofthisapproachisthatourpresentandfuturebehaviour,andthereforemotivationallevels,aredeterminedbypastrewards.Thusifwehavealwaysbeenrewardedforperformingataparticularlevel,wewillcontinuetoperformatthislevel.Thisdiffersfromexpectancytheoryinitsfocusonpastrewardsdeterminingpresentbehaviour,whilstexpectancytheoryrelatesthepromiseoffuturerewardsdeterminingpresentbehaviour.
Likewiseifwehavebeenpunishedforaparticularbehaviourwearelesslikelytobemotivatedtorepeatthatbehaviour.
Theconceptofreinforcementtheorycanthusbesummarisedas:-
Wecansustainadesiredlevelofmotivationbyreinforcingitthroughrewards-motivationforundesirablebehaviourcanbemoderatedthroughpunishingthatbehaviour.
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4. SummaryBynowitshouldbeclearthatmotivationisacomplexarea.Theearlycontenttheoriesgreatlyoversimplifiedtheissue,yettheyhavehad,andcontinuetohave,significantimpactonworkplacemanagementpractices.Possiblereasonsforthisincludetheirhistoricalimpact,simplicity,andtheirtendencyto'tell'manymanagers/businessownerswhattheywanttohear.
Thenewertheories,andparticularlytheintegratedtheoryapproaches,offersignificantinsightsandadvancementforourunderstandingofthiscomplexarea.Inworkplacemanagementtheyalsosuggestafarmorecompleximplementationapproachthanthecontenttheories.
Inourunderstandingofthisareaperhapsthegreatestchangethatisoccurringisthegreaterrecognitionofindividualdifferences.Mosttheorieshavetendedtotreatallemployeesasthesame.Whilstitmaybetruethatwemaybemotivatedbyreceivingrewards,thetypesofrewardsthatmotivateindividualswilldifferfrompersontoperson.Sowhilstthegeneraltheorymaybecorrect,itsimplementationmusttakeintoaccountindividualneeds.
Asaleaderinanorganisationthisisacriticalmatterthatunderpinsalltheissuescoveredinthistopic.
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TOPIC 1 - COMMUNICATEORGANISATIONALMISSIONSAND GOALSThiselementfocusesonthefollowingperformancecriteria:
1.1. Clarifyobjectives,valuesandstandardsinaccordancewithorganisation'sstrategicdirection
1.2. Establishlinkagesbetweenorganisationalobjectives,valuesandstandardsandthe
responsibilitiesofrelevantgroupsandindividuals
1.3. Ensuremediaandlanguageusedisappropriatetoindividualsandgroupcircumstances
1.4. Stateclearexpectationsofinternalgroupsandindividualsandexplaininamannerthatbuildscommitmenttotheorganisation
1.5. Addressexpectationsoftheorganisation
1.6. Investigateincidentspromptlyandcommunicateresultsclearlytorelevantgroupsandindividuals
STRATEGIC PLANNING
Strategicandoperationalplanningfunctionsareamajorcomponentofanorganisationleader'srole.
The leader must ensure that a realistic strategic direction is developed and disseminated throughout theorganisation.Thisstrategicdirectionmusttakeintoaccounttheorganisation'sbusinessenvironment,theinfluenceofstakeholders,andtheorganisation'sresourcecapacity.
Theleadermustensurethatbusinessunitplans,andtheresponsibilitiesofworkteamsandindividuals,arelinkedintothestrategicplanonceitisdeveloped.
Tobeeffective,allorganisationsrequireasenseofdirectionandpurpose.Thestrategicplanencompassesthedecisionsonresourceallocationandprocurementtoachieveadesiredstrategicoutcomeforthewholeorganisation.
Strategicplansshouldcontaingoalsorobjectivesthatshouldbeachievedwithinadefinedperiodoftime.Normallytheseplansaredocumentedafteralengthyinternalprocessthatinvolvesacloselookattrendsintheenvironmentinwhichthebusinessoperatesandhowthestrengthsoftheorganisationmaybeusedtoexploitthesetrends.
Thestrategicplanshouldbeusedtodevelopplansthroughoutthelevelsofanorganisationandtheseshouldsupporttheachievementofgoalsinthestrategicplan.Eachdepartmentshouldhaveaplanandeachsectionwithinthedepartment,rightdowntoplansforindividuals.Alltheseplans,andthegoalswithinthem,arealigned.That’sthetheory.
VALUES
The values of an organisation underpin the expected behaviour of all employeeswithin the organisation. Theserelate to how employees are to act in both internal and external environments. They will thus underpin howemployeeswillbehaveinboththeestablishmentandimplementationof theorganisation'sstrategicplans.Thisinturnwill impactonhowthepublic,whorepresentexistingandpotentialcustomers,viewtheorganisationanditsproducts.
Aligningtheorganisation'sstrategicplansandvaluestotheneedsandexpectationsoftheorganisation'scustomerbase,andthegeneralcommunity,isacentralrequirementforongoingsuccessofbusinesses.Itisimportanttoappreciatethatsocialvalues—andthevaluesofspecificgroupswithincommunities—changeoraremodifiedovertime.Consequently,theorganisation'svaluesneedtobecontinuouslyreviewedtoensuretheircontinuedappropriatenessforthebusinessenvironmenttheorganisationmustoperatewithin.
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VISION
Understandingwhatisgoodaboutyourorganisationisthefirststepinvisioningwhatthebusinessshouldbe.Avisioncanbeimplementedatthecorporate,businessunitorthebrandleveltoprovideguidanceforwhattheorganisationshouldbelikeinthreetofiveyearstime. Managersmustconsideranumberoffactorswhendevelopingavisionforanorganisation:
• Thesizeoftheorganisation,businessunitorbrandin3,5or10yearstime.• Theimageandreputationthatwillhavebeencreated.• Thecorporateandbrandvaluesthatwillbedeveloped.• Thenatureofthecustomerbaseandthecustomersegmentsthatwillbeserved.• Howthesecustomersshouldperceivetheorganisationorbrand.• Thegeographiccoveragethatwillhavebeenachieved.• Theoverallpositioninthemarketandthecompetitivestance.• Thelinkswithotherorganisations.
Thevisionisthefirststepindevelopingastrategicplanfortheorganisation.However,mostoftenthevisionstatementisdevelopedbytheseniormanagementteamwithlittleornoconsultationwithfrontlineemployees.Thiscreatesdisconnectbetweenwhattheidealfutureorganisationpositionshouldbeandwhattheemployeeswithintheorganisationarewilling,ableandcommittedtoachieving.Thisgivesrisetotheimportanceofmanagers’communicationwithemployeesandtheirabilitytodisseminatestrategicconceptswithintheirworkgroupsinamannerthatissynchronisedwiththeorganisation’svision.
Figure4.0TheVision,inspiringcommitmentsandleadershipprinciples(Wilson&Gilligan,2007)
MISSION
Followingtheinitialenvironmentalandbusinessanalysis,thedevelopmentofamissionstatementisthestartingpointfortheorganisationtoidentifywhatitisabout,orshouldattempttobecome.Typicallythisinvolvesansweringtwoquestions;whatbusinessarewein?Andwhatbusinessshouldbein?Theanswertothesecondquestionprovidestheguidingparametersforsettingorganisationalobjectives,developingstrategiesandoperationalactivities.
Theroleofthemissionstatementistoprovideapowerfulintegrationfunction.Aneffectivemissionstatementiscomposedofthecorecorporatevaluesandprovidestheframeworkforindividualorganisationbusinessunitstopreparetheirownbusinessplans.
Amissionstatementisnotasetandforgetexercise.Thedynamismofmarketsandtheimpactofglobalisationrequireanorganisationtoconstantlyassessitsexternalenvironmentandthecompetenciesdevelopedwithintheorganisationitself.Themissionstatementofanorganisationhasbeendescribedas‘anenduringstatementofpurpose.Itdistinguishesoneorganisationfromothersimilarenterprisesandasadeclarationofanorganisation’s‘reasonforbeing’.
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Itisaformalexpressionofthevisionthecompanyhasofwhatitwantstobeandwhatitshouldbe.Theprocessofdevelopingamissionstatementforcesmanagementtocontemplate,debate&articulatethenatureofthebusiness,thereasonforthecompany’sexistence,thecustomers&marketsbeingserved&thosethatshouldbeserved,theproducts/servicesbeingmarketed&thosethatshouldbemarketed,&therewards&qualityoflifeforemployees.
Theroleofthemissionstatementistointegratethecorporatephilosophyacrossallthebusinessplanningactivities.Amanager’sworkefforthastobesubordinatetothecorporatestrategyandthereforeeverythingthemanager’soperationalplanscontainmustbecompatible.Itassistsdecentralisedandgeographicallyscatteredemployeestoworkindependentlybutyetcollectivelyinachievingtheorganisation’sgoal.Aworthwhilemissionstatementwillbecomposedofthefollowing:
• Sufficientlyspecifictohaveanimpactonthebehaviourofemployeesthroughouttheorganisation.• Foundedmoreoncustomerneedsandtheirsatisfactionthanonproductcharacteristics.• Reflecttheorganisation’scoreskills.• Reflectopportunitiesandthreats.• Beattainable.• Beflexible.
Figure5.0TheMissionStatement(Viljoen&Danntext,p136)GOALSandOBJECTIVES
Whenorganisationscancommunicatetheirgoalsandobjectivesclearly,thefrontlineemployeescanunderstandtheirroleinachievingtheorganisation’sobjectives.
Withtheenvironmentalscancompletedandthekeystakeholdersidentified,itisnowtimetobeginsettingthegoalsandobjectivesthatwilldefinethestrategicplan.
Goalsdefinewhatanorganisationwantstoachieve.Examplesinclude:
• Increasethemarketshare• Reducecustomerwaitingtimes• Reducethetrainingperiodofrecruits• Developagreaterpresenceinaparticularterritory• Reducecrimeinaparticularneighbourhood
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Thegoals themselvesaregeneral andtoobroadtocommunicate in isolationwithinthestrategic plan.Thegoalsmustbedistilledintomeasurableobjectivesthatcanbeeasilycommunicatedsothatpersonnelunderstandwhatneedstobedonetoachievethegoal.ObjectivesaremeasurableoutcomesthatagoalsetsouttoachieveDwyer(2012).
Examples of objectives aligned with reducing customer wait timesinclude:
• Surveyexistingcustomerstounderstandgrievanceissues• Reviewcustomerserviceprocessestoidentifybottlenecks• Reviewemployeesinglevelsinlinewithpeakandoff-peakcustomerdemand• Optimiseemployeesrosterstomatchthepeakandoff-peakcustomerdemand• Developafeedbackmechanismtoproviderealtimemeasurementofcustomerwaitingtimes
Source:
www.creativecommons.com
DEFININGTHEORGANISATION’SSTRATEGICDIRECTION
Theprocessofaligningandresourcinggroupsandindividualstotheorganisation'splanscommenceswithdefiningtheorganisation'sstrategicdirectionintermsofobjectives,valuesandstandards.
OncetheVision,Mission,StrategicGoals,ObjectivesandStrategiesofActionhavebeendevelopedandgiventheformalstructureoftheorganisation,theorganisationleadermustensurethoseworkunits(departments,sections,teams),andindividualsmostcapableofdealingwithspecificobjectives,aretheonesdelegatedtheresponsibilityfortheirachievement.ThisisfacilitatedthroughtheuseofKeyPerformanceIndicators(KPIs)linkedtoJobDescriptions.
JobDescriptionsdetailthespecificjobactivities/tasksassociatedwithpositionswithintheorganisation.Theyalsoincorporatetheknowledge,skillsandqualificationsrequiredofindividualstobeabletoeffectivelyperformtheactivities.Levelsofauthorityofpositionincumbentsandreportingrelationshipsarealsotypicallyincludedinjobdescriptions.
KPIsrepresentthestandardofperformanceemployeesmustachieveinordertoachievetheirworkunitgoalsandobjectives,andultimatelytheorganisation'sgoalsandobjectives.KPIsaredeterminedforeachofthepositiontasksandwherepossibleareexpressedinoutcometerms.ForexampleasalespersonresponsibleforsigningupnewaccountsmayhaveaKPIexpressedas:'Eachweeksignupanaverageoffivenewaccountsworthbetween$20,000-00and$50,000-00perannum;andeachmonthoneaccountworthover$100,000-00perannum'.
Themainpurposeofthisprocessistoensureallindividualsandworkgroupswithintheorganisationsareworkingtowardtheachievementoftheorganisation'soverallstrategicdirection.Youshouldhavenotedfromyourreadingsonthistopicthattheidealstrategicmanagementprocessisafullyintegratedonewhereeachlevelintheorganisationlinksintothenextlevelintheorganisationalhierarchy,thushelpingthealignmentofactivitiesundertakenwithintheorganisation'sstrategicdirection.Potentialadvantagesoflinkingworkteams/groupsandindividual'sgoalsandactivitiestostrategicplans:
• Allpartsoftheorganisation,andtheindividualswithinit,areworkingtowardstheachievementof
commongoals• Lesschanceofworkteamsorindividualsworkingatvariancetothegoalsoftheorganisation
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• Moreefficientandeffectiveutilisationofresources• Betterintegrationofworkflowsbetweenworkunits• Allemployeesareabletounderstandhowtheirworkunit,personalpositionandworkteamstheybelong
tocontributetotheachievementoftheoverallstrategicplan• Workteams/groupsandindividualsarebetterabletomanagetheirownresponsibilitiesandaccountabilities• Enhancedemployeemotivationandmorale• Easierformanagerstomonitortheimplementationandoutcomesofplansandtaketimely
appropriatecorrectiveactionifneeded• Easierformanagerstoevaluatetheproductivityandachievementsofworkteamsandindividualemployees• PerformancemanagementprogramssuchasTQM,Benchmarking,continuousimprovement
initiativesthroughtoemployeeappraisalsanddevelopmentprogramsaremadepossible
Activity1–OrganisationalStrategicPlanningThepurposeofthisactivityisforyoutoidentifythelinkagesbetweenyour/yourteam’sobjectivesandtheorganisation’sstrategicdirection,bycompletingthefollowingtable:
Your/yourteam’sworkobjective
Linkagetowhichorganisationalstrategy/objective
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EFFECTIVECOMMUNICATIONEffectivecommunicationisafundamentalskillneededbyorganisationleadersbothwithintheinternalandexternalbusinessenvironmentstheyoperatein.Communicationisconsideredeffectivewhentheinformationsentbythesenderisreceivedandunderstoodbythereceiverwiththesamemeaningasthesenderintendedittohave.
Tothisweshouldaddthattheinformation,ormessage,isunderstoodandreceivedinatimelymanner.Thetimeaspectisimportant,asunderstandingtheinformationmaybeofnorealvalueifitisreceivedtoolatetobeactedupon.Withinanorganisation,effectivetwo-waycommunicationisessentialtoconveydirectionandinformationbothtoandfromtheleader.
Outsidetheorganisation,intheexternalenvironment,theorganisationleadermustuseeffectivecommunicationininteractingwithexternalbodiessuchasgovernmentagencies,existingandpotentialcustomers,professionalandindustrybodies,aswellasrepresentingtheorganisationinthemediaandinthelocalandwidercommunity.
Itiseasytoseethateffectivecommunicationisoneofthemostimportantfactorsforanyorganisationandtheirmanagers.Infactitisoftenstatedthateverythingamanagerdoesinvolvescommunication.Iftheleaderisnotaneffectivecommunicatormajorproblemscanariseforallwhohavedealingswiththeorganisation,i.e.bothinternalandexternalpersonsandbodies.
THECOMMUNICATIONPROCESS
Effectivecommunication,whetheritisinternalorexternal,requiresanunderstandingofwhatistermedthecommunicationprocess.Whilstinitsmostsimplesensecommunicationisthetransferandunderstandingofinformationfromasendertoareceiver,thisprocessismorecomplexthanexpected.Theencodingofthemessageintoameaningfulidea,theuseofamediumtotransmittheinformation,itsreceptionanddecodingorretranslationbythereceiver,areallelementsofthecommunicationprocessthatcanbesubjecttodistortion.
Thefollowingisamodelofthecommunicationprocess.
Figure7.0CommunicationProcess
RobbinsetalinManagement3rded.provideanexcellentcoverageofissuesinvolvedineffectivecommunication.Theyinitiallylookatwhattheyterm'organisationalcommunication'whichcoversissuessuchasformalandinformalcommunication,directionalcommunicationflows(i.e.downward,upward,lateralanddiagonal)andcommoncommunicationnetworksincludingthe'grapevine'.Theirdiscussionontechnologyincommunicationreflectsthechangesthathaveoccurredinthisfieldandwhichcanbeexpectedtocontinuetochangeandinfluencecommunicationprocessesinthefuture.Theirpresentationof'interpersonalcommunication'outlinestheelementsinthecommunicationprocessandbarrierstoeffectivecommunication.Theimportanceofunderstandingtherolesofverbalandnonverbalcommunicationandtheimportanceoffeedbacktechniquesisalsohighlighted.
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Anessentiallessontogainfromtheseissuesistoappreciatethatdifferentsituationsrequiredifferentcommunicationtechniques.Theleadermustbeabletousecommunicationmediaandlanguageappropriatetothecircumstances.
Afurtherconsiderationthatisoftenoverlookedistoappreciatethatdifferentindustries,andoftenindividualbusinesseswithinthem,tendtodevelopanduse'jargon'ortermsthatarefairlyexclusivetothatindustry.Thegeneralpublicmayhavenounderstandingofthemeaningofsuch'industrialjargon'ormayhaveadifferentunderstandingtothatusedwithinspecificbusinesses.Thereforeitisimportant,indealingwiththemediaandgeneralcommunitythattheleaderrefrainsfromtheuseofjargon.Iftheessenceofeffectivecommunicationisthatthereceiverhasacommonunderstandingwiththesender,thenthesender/leadermustuselanguagethatisunderstoodbytheintendedlistener/s.
Communicationtechnology,orratherimprovementstoit,isanotherareainfluencingorganisationalcommunicationbothintermsoftherangeofcommunicationmediaavailableforuseandalsoinhoworganisationsstructuretheirbusiness.
Whilstmoreuser-friendlyandaccessiblecommunicationtechnologycanbringsignificantbenefitstoorganisations,theycanalsopresentpotentialproblems.Thecostofconstantlyupdatingorreplacingtechnologycanbeaburdenformanyorganisations,ascantheneedtotrainorre-trainemployeesintheuseofnewtechnologies.Interfacingdifferentsystemsandmaintainingnetworksandhardwarecanalsobeimportantissues.
Afurtherissueofgrowingconcernisthatofinformationoverload,especiallythroughtheuseofemailsystems.Greateraccessibilityandspeedoftransmissionarebenefitswhenusedresponsiblybutaproblemwhenusedindiscriminately.
Source:www.creativecommons.com
Therangeofcommunicationtechnologycanbeexpectedtocontinuetoexpandwhistsometechnologieswillbecomeobsolete.Ageneralmanagementprincipalisthatthebetterandmoreaccessibleinformationis,thebetterpositiondecision-makersareintomakeeffectivedecisions.However,thisneedstobetemperedbythenatureofyourbusiness(i.e.someindustriesrequirequickerinformationflowsthanothers),andwhatyoucanaffordtoresource.Inmanysituationshavingtoomuchirrelevantinformationcanbeasproblematicfordecision-makersasnotenoughinformation.Strikingabalancebetweenqualityandquantityofinformationisanimportantcommunicationissueforallorganisationleaders.However,itisapoorleaderwhodoesnotassessavailabletechnologiesandmatchestheappropriatetechnologytotheorganisation'sneeds,andlikewiseutilisethemostappropriatetechnologymediaforspecificcircumstancesbothwithinandoutsidetheorganisation.
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Activity2–CommunicationProcessReviewingthoseyoucommunicatewithinyourorganisation,identifythetypesoftechnologymediaandlanguageusedtosupportthiscommunication,bycompletingthefollowingtable:
GrouporIndividual InternalorExternal TechnologyMediaUsed TypeofLanguageUsed
Ideasforimprovement…
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HANDLINGPROBLEMSINAPROFESSIONALANDEMPATHICWAY
Anorganisationleadermustbeabletosolveproblemsinaprofessionalandempathicway.Thisrequiresthedevelopmentanduseofarangeofskillssuchasinterpersonal,activelistening,feedbackanddelegationskills.
Aninabilitytouseeffectivecommunicationinproblem-solvingsituationsislikelytoprolongorescalatetheproblemandpossiblyleadtoconflictsituations.Thecostofsuchoutcomescanbeconsiderableinbotheconomicandpersonaltermsforboththeorganisationandthoseinvolved.
Empathyistheabilitytoputyourselfinsomeoneelse'spositionandtrytoviewanissuefromtheirperspective.Thisisnotalwaysaneasythingtodobutitprovidesagreaterpotentialforsolvingproblemsina'win/win'outcome.Byunderstandingtheissuesfromtheother'sperspectiveyoucanunderstandwheretheperson/siscomingfromandwhatisandisn'timportanttothem.Thisthengivesyouamoreholisticunderstandingoftheissuesfromwhichtoconsideroptionstosolvetheproblem.Tobeabletosucceedinthisprocessthecommunicationskillsrelatingtointerpersonal,activelisteningandfeedbackskillsareessential.
Someconsiderationshouldhighlightthatagoodunderstandingandappropriateapplicationoftheelementsinvolvedinorganisationalandinterpersonalcommunication,aswellassolvingproblems,canhelppreventthemoccurringinthefirstplace.
INVESTIGATINGANDCOMMUNICATINGINCIDENTSPROMPTLY
Providingandreceivingcorrectinformationinatimelyandappropriatemedium,usingappropriateinterpersonal,activelistening,feedbackanddelegationskills,aswellasovercominganydistortionsandbarrierstocommunication(particularlyifhavingtorepresenttheorganisationinthemediaandcommunityonthe'incident')areessentialfornotonlypromptlysolvingtheincidentbutbeingperceivedbyrelevantstakeholders,etc.ashavingeffectivelydealtwithit.Insuchinstancestheimageportrayedbytheleadermayinfluencetheperceptionofboththepublicandemployeesoftheorganisation,itsproductsanditsmanagement.
Source: www.creativecommons.com
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Activity3–ManagingissuesReviewyourskillsininvestigatingandaddressingissues/difficultsituationsusingthefollowing:
Rateyourskills…
Verygoo
d
Goo
d
Average
Need
some
work
Activelisteningskillsinrespondingduringdifficultconversations
Empathyskillsinbeingabletogaintheotherperson’sperspective
Problemsolvingskillstofindwaystoproceed
Abletogettheinformationneeded
Abletobreakthroughbarrierstogettothedetailofissues
Abletogaininformationontimefromavarietyofsources
Overcomecommunicationbarriers
Negotiatewithdifficultpersonalities
Provideaccurateinformation
Providetimelyinformation
Providefeedbackskillstoimproveindividual’sperformance
Askdifficultquestionstoelicitinformativeresponse
Abletoclarifythemessagethroughinformationoverloadanddistractions
AssessmentTask1–
RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask1duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask1ontheduedateoutlinedintheAssessmentGuide.
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TOPIC 2 - INFLUENCEGROUPSAND INDIVDUALSThiselementfocusesonthefollowingperformancecriteria:
2.1. Buildtrust,confidenceandrespectofdiversegroupsandindividuals,throughpositive
rolemodelling,andeffectivecommunicationandconsultation
2.2. Embrace,resourceandeffectivelyimplementimprovementstoorganisationalandworkplaceculture
2.3. Demonstrateunderstandingoftheglobalenvironmentandnewtechnologyinworkactivities
2.4. Ensureactionsconveyflexibilityandadaptabilitytochangeandaccessibility
2.5. Ensureconsultationandparticipationindecisionmakingoccurswithrelevantgroupsand
individualswhereappropriate
2.6. Ensuredecisionmakingtakesintoaccountneedsandexpectationsofbothinternalandexternalgroups
2.7. Ensuredecision-makingoccursinaccordancewithriskmanagementplansforalloptions,and
withinappropriatetimeframes
2.8. EnsurethattheorganisationisrepresentedpositivelyinthemediaandcommunityMOTIVATIONAND LEADERSHIP
Oneofthemostcriticalareasofmanagementfunctionisthedevelopmentofstrategicandoperationalplans,togetherwithresourcingandtheassigningofresponsibilitiesfortheirachievementtoteamsandindividuals.Thesettingofplansandtheirdelegationdonotguaranteesuccessfulimplementationhowever.
Amongstotherfactors,successfulimplementationofplansisdependentonemployeesbeingsufficientlymotivated/influencedtoexpendtheirenergyandabilitiesatalevelconsistentwiththatrequiredforefficientandeffectiveoperations.
Theleadermustbeabletomotivateindividualsandgroupswithintheorganisationsothatsuccessfulorganisationalperformanceisachieved.Anunderstandingofthefactorsthatinfluenceindividualandgroupmotivationandperformanceisrequiredinordertodothiseffectively.
Astheorganisation'sleaderyoumustensurethatthebenefitsassociatedwithworkforcediversity,andtheissuesassociatedinmanagingit,areunderstoodandpracticed.
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WORKFORCEDIVERSITYInanincreasinglyglobalisedbusinessenvironment,successfulbusinessesemphasisetheimportanceofbringingdiversityintoanorganisation.Asbusinessesengageincontactwithanever-wideningcustomer/marketbaseassociatedwithdifferentethnicity,race,religious,political,age,genderdifferences,etc.,theirabilitytosuccessfullytransacttheirbusinessincreasinglyreliesuponnotonlyunderstandingtheneedsoftheirexternally-diversemarkets,butalsoinestablishingandmanagingdiversitywithintheirownworkforce.
Asworkplacesrecognisetheimportanceofcreatingworkforcediversityinordertosuccessfullyoperateinanincreasinglydiversebusinessenvironment,theymustalsorecognisetheequallyimportantfunctionofmanagingworkplacediversity.
Kandola,R.andFullerton,J.inBillsberry,J.(1996)maintainthatmanagingdiversitymuststartwithastrongpositivemissionstatement,andcorevaluesthatincorporatethemanagementofdiversityasalong-termstrategicobjective.Unlessthisisthecase,managersandemployeesareunlikelytoaccepttheconceptasagenuineandnecessarybusinesspractice.Ratheritmaybeperceivedasatrendycatchphrase,oraforcedcompliancewithlegislativeand/orsocialexpectations.Perhapsevenworseisthattheconceptmayresultinconfusionandresentmentwithintheorganisationandaresultthatistheoppositetoitsaim.
Followingfromthisistheexpectationthatyou,asanorganisationalleader,willbeaproactiverolemodelonthisissue.
Introducinggreaterdiversityintotheworkplacecanresultinincreasedworkplaceconflict,asmorepeoplewithdifferentbackgroundsofculture,age,etc.,mustworkwitheachother.Thepotentialforincreasedmisunderstandingandmiscommunication,thecontrastandcontestbetweendifferingpriorities,personallikesanddislikes,etc.,increasesasthediversityoftheworkforceincreases.Increasingdiversitywillonlyassisttheorganisationifitiseffectivelymanaged.Ifitisnotit,maycreatemoreproblemsthanbenefits.
Inabusinessenvironmentassociatedwithincreasedglobalisation,high-levelcompetition,amorediversecustomerbase,scarcityofresources,etc.,increasingworkforcediversitycanofferthepotentialbenefitsof:
• Awiderpoolofideas,perspectivesandexperiencetoanticipateandsolveproblems• Enhancedcreativityandinnovation• Greateropportunitytomoveintonewmarketssuchasthoseculturallydifferenttotraditionalmarkets• Theorganisation'sbusinessriskisimprovedasitisspreadoverawidercustomer/marketbase• Minimisingthepotentialformakingbaddecisionssuchasdecisionsthatmayapplyinoneculturebut
beinappropriateinothercultures• Scarceresourcescanbemoreeffectivelyandefficientlyused• Theabilitytounderstandandrespondtoculturallydifferentcompetitorsisenhanced• Theorganisation'sabilitytosucceedandsurviveisimproved
Source:www.creativecommons.com
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WORKPLACECULTUREWhatisworkplaceculture?
Theconceptofaworkplacecultureencompassesmanydifferentcharacteristicsofanorganisation.Culturehasvisiblecomponentsinthewaythatabusinesslooksandhowemployeesdress,butitreallythrivesintheattitudesofemployees,inthesettingofgoalsandinthecommunicationoforganisationalvaluestoworkersandcustomers.Theleadersetsthepaceforcreating,definingandrefiningthecompanyculture.
(Source:http://smallbusiness.chron.com/workplace-culture-definition-2949.html)
Therearemanywaystodevelopandimproveworkplaceculture.Thefollowingprovidesomeideastodoso:
1. Articulateyourorganisation’svision,missionandvalues.2. Communicateclearlyandopenly3. Invitenewideasandacceptmistakes4. Addressproblemsandconcerns5. Recruitemployeesthat‘fit’6. Rewardexcellenceandcelebratemilestones
Source:
www.creativecommons.comGLOBAL ENVIRONMENTAND TECHNOLOGY
Forallorganisationsthepublicrepresentstheirpotentialcustomerbaseandforthisreasonmustbekept'on-side'.Listeningtotheneedsandconcernsofthepublicconcerninggeneralcommunityissues,andthosespecificallyrelatedtoyourorganisation,isanimportantstepindevelopingapublicimagethatwillinfluenceapositivepublicattitudetowardsyourorganisation.
Thepublicimageoftheorganisationisimportantasitcansignificantlyinfluenceconsumerbehaviour,e.g.theirbrandloyalties,productpurchases,etc.
Adevelopingtrendforallorganisationsisthattheemergenceofmoresophisticatedanduser-friendlytechnology,particularlycommunicationtechnology,andthe'globaleconomy'(usuallytermed'globalisation')hasresultedinafarmoreimmediateanddiverseinteractionbetweentheorganisationanditsexternalenvironment.
Access to the organisation and access by the organisation to virtually all parts of the world means anorganisation's external environment and potential customer base are no longer restricted to their immediatecommunity.Rather,theyareglobalandassuchcanbeservicingdiversemarketsfromvirtuallyanywhere.
Theissuesofemergingtechnologiesandglobalisationhaveimportantimplicationsfororganisationleaders.Informationonorganisationsisnowfarmoreaccessibleandimmediate.ThroughtechnologysuchastheInternet,satellitecommunication,globalnewsservices,mobile/textphones,computers,etc.theactionsofanorganisationanditsleadersinanylocationcanbequicklydistributedacrosstheglobe.Theimageandactionsoftheorganisationnowfaceamuchwiderpublic.Itisvirtuallyimpossibleforpositiveornegativeactionstobehiddenorignoredbythepublic.
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Likewise,globalisationmeansorganisationsandtheirleadersmustinteractwithandunderstandafarmorediversepublicexpectation.Whilstleadersmayfullyunderstandtheneedsofthepublicintheorganisation'slocalortraditionalcommunity,theymayhavelittleornounderstandingofpublicconcernsinanotherfiftydifferentcommunities,inasmanydifferentcountries,wheretheynowoperate.
Sowhilsttherearebenefitstoorganisationsfromnewtechnologiesandglobalisation,therearealsomanychallenges.
Source:
www.creativecommons.comFAMILYRESPONSIVENESSANDWORKPRACTICES
Animportanttrendoverrecenttimeshasbeenthegreaterparticipationoffemalesintheworkforce.Thisfactor,associatedwithissuessuchasworkingsingleparentsandpartnerspursuingindividualcareers,hasplacedgreateremphasisonmanagingabalancebetweenwhattheorganisationrequiresofemployeesandtheemployees’familyresponsibilities.
This isanareainwhichyou,astheorganisationsleader,candemonstratesocialresponsibilitytoyouremployeesandwider community through the introductionofwhat is termed 'FamilyResponsiveWorkPractices', 'WorkLifeBalance'ormoresimply'FamilyFriendlyPolicies'.
Aholisticviewofemployeeperformanceacknowledgesthatanorganisationhasbothasocialandlegalresponsibilitytoaddresstheneedsofemployeeswithfamilyresponsibilities.Providingflexibleworkpracticesthatrecogniseemployees’familyresponsibilitiesencouragesthedevelopmentofabalancedwork/homeenvironmentandacorporateculturethatisofbenefittotheemployee,theorganisationandsocietyingeneral.
Infinancialtermsitcanbecostlytorecruitnewemployees. Thereisalossofcompetitivenessascorporateknowledgeislostinemployeesturnover,andtheconsequentneedtocontinuouslyimproveproductivity.Itismorebeneficialtoretainandobtainmaximumcontributionfromvaluedandproductiveemployees.Amorecomprehensivediscussionofthecostimplicationsofwork/familyconflictareprovidedbyJ.Abbot,H.DeCiereandRIverson,intheirarticletitled“Costingturnover:ImplicationsofWork-FamilyConflictatManagementLevel",AsiaPacificJournalofHumanResources,Vol.36,No.1,1998.
TheimportanceofEEOatthelevelofpublicpolicyisthekeydrivingforcebehindtheelevationoftheneedfororganisationstoadopt‘familyfriendly'policies.TheHawkeFederalLabourGovernmentratifiedILOConventionNo.156onWorkerswithFamilyResponsibilitiesin1990andestablishedaWorkandFamilyUnitintheDepartmentofIndustrialRelations.ItalsodevelopedastrategyforImplementingInternationalLabourOrganisationConvention156acrossCommonwealthpoliciesandprograms,amendedtheSexDiscriminationAct,1984,andprohibiteddiscriminationonthebasisoffamilyresponsibilitiesinemploymentintheIndustrialRelationsReformAct,1993.
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TheWorkplaceRelationsAct,1996,seekstofacilitatethedeterminationofemploymentconditionsthatpreventdiscriminationonthebasisoffamilyresponsibilities.UnpaidparentalandadoptionleaveremainaminimumentitlementunderthisAct.TheActalsoseekstoencourageregularpart-timework(Kramar,R.,McGraw,R.Schuler(1997)HumanResourceManagementinAustralia,P134,Longman).
AdefinitionofFamilymayincludethefollowinggroups:
• 'Traditionalfamilyrelationships(marriedhusband,wife,children,etc.)• 'Defacto'relationships(unmarriedmalepartner,femalepartner,children,etc.)• 'Extended'family(includesgrandparents,siblingsandtheirfamiliescohabitating)• 'Gayandlesbian'relationships(samegendercoupleswithorwithoutchildren)• 'Singleparents'(nevermarried,divorced,widowed)
Inotherwordstheterm'family'maybedefinedasanypersonforwhomtheworkerbelievestheyhaveaspecialrelationshipofresponsibility.
Familylifeisapartofoursocialenvironmentanditplacesnon-workrelatedresponsibilitiesonindividualsthatneedtoberecognisedandaccommodatedwithintheworkplace.Recognitionofthesesocialneedswillassistintransformingtheorganisationalculturetoonethatbettermeetstheoverallneedsofsociety.
Source: www.creativecommons.com
Policiesandprogramsrelatingtoworkingconditions,jobmobility,andcareerstructuringthatcomplywithEEOlegislationandsupportsallworkerswithfamilyresponsibilitiesinclude:
• Accesstofamilyleave• Flexiblehours• Permanentpart-timework• Companysponsoredchildcarefacilities• Holidayandrespitecare• Relocationpracticesforemployeeswithfamilyresponsibilities• Establishmentofhomeoffices• Telecommuting• Jobsharingarrangements• Flexibleremunerationpackages• EAPs• Family/emergencyleaveprovisions,etc.
Introductionofthesepolicies/programsoffertheorganisationtheopportunitytoovercomesomeofthepersonalfactorsthatmaybeaffectingemployeeperformance,andmaketheorganisationattractivetoawiderrangeofpotentialemployees.
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Otherbenefitsthatmayaccrueto'familyfriendly'employersinclude:
• Reducedstress,improvedmoraleandcommitment• Minimisedtardinessandabsenteeism• Increasedemployeesretention• Increasedabilitytoattractandrecruitemployees• Increasedproductivity• Enhancedcorporateimage• Lesslikelihoodofworkversusfamilyconflictintheworkplace• Increasedmorale
Whenanemployeeisforcedtomakecareerversusfamilydecisions,itishighlylikelytheorganisationwillsufferaswellastheindividual.(Abbot,J[et.al]'CostingTurnover:ImplicationsofWork/FamilyConflictatManagementLevel',AsiaPacificJournal,36[1],1998).
EMPLOYEE EXPECTATIONS
Astrongrelationshipexistsbetweenmeetingtheneedsofexternalcustomersandmeetingtheexpectationsofanorganisation'semployees(internalcustomers).Developingthetrustandconfidenceoftheemployeeresultsingreateremployeecommitmenttotheorganisationandtheenhancedpotentialtomeettheneedsofexistingandpotentialcustomers.Organisationleaderscanbuildtrustandconfidencefromtheiremployeesbypositiverolemodelling,effectivecommunicationandconsultation.Additionallyemployeetrustandconfidenceisachievedbyrecognising,respectingandaddressingthespecificneedsofdiversegroupsandindividualswithintheworkplace.
Animportantissueinmeetinginternalcustomerneedsistorecognisethatdifferentindividualsandgroupswithintheworkplacemayhavedifferentneeds.Consequently,treatingallemployeesasiftheyallhavethesameneedsmaysoundfairandegalitarianbutwilllikelycreatemoreproblemsthanitsolves.
AlanMumfordinBilsberry,Jpp221-233inhisarticle'Specialneeds,differentsolutions',discussesissuesrelatingto'WomenManagers','MultinationalNeeds'and'Graduates',andusesthesetohighlightthatdifferentgroupswithinanorganisationanddifferentcontextualsituationsdorequireindividualattention.
Inordertobuildthetrust,confidenceandcommitmentofemployeestotheleadershipandtheorganisation,organisationleadersmustaddresstwoimportantareassuggestedbythistopic—themanagementofworkforcediversityandissuesassociatedwithfamilyresponsiveworkpractices.
Source: www.creativecommons.com
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Activity4–Influence
Reviewthewayyousupportcurrentprogramsandpracticesdesignedforflexibilityinyourworkplace,bycompletingthefollowing:
Areaofinfluence Currentorganisationalprograms&practices Howdoyousupportthis?or
Howcouldyousupportthisfurther?WorkforceDiversity
WorkplaceCulture
GlobalEnvironmentandTechnology
FamilyResponsivenessWorkPractices
OtherArea(s)….
DECISIONMAKING
Itcanbearguedthattheleaderofanorganisationisultimatelyaccountableforallthedecisionsmadewithinhis/herorganisation,whetherthesearemadedirectlybytheleaderorotherswithintheorganisation.Afterall,thatisoneofthereasonstheleaderispaidmorethanothersintheorganisation.Decision-makingisatthecoreofanorganisationleader’sroleandiscentraltoallthemanagementfunctionsofplanning,organising,leadingandcontrol.Itisforthisreasonitisoftenstatedthateverythingamanagerdoesinvolvesdecision-making.
Withinamanagementperspective,decisionsformthebasisofplans,actionsandoutcomes.Itisintheleader’sbestinteresttoensureefficientandeffectivedecisionmakingprocessesexistwithintheorganisation,asthequalityofdecisionsultimatelydeterminesnotonlyorganisationalperformancebutalsotheirownperformanceandhowtheyareperceivedbyothersasaneffectivemanager.
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Figure8.0Decision-MakingFulopandLinsteadp241andRobbinsetalbothhighlighttheimportanceofconsultingrelevantindividualsandgroupsi.e. internalandexternalstakeholders,indecision-makingprocesses.Inacompetitivecustomerfocusedmarket,organisationalsuccesslargelydependsuponsatisfyingtheneedsofcustomers.Thebettercustomerneedsareunderstoodthebetterinformedareorganisationaldecisionmakerstomakedecisionsthatcanoptimisethebenefitstoboththecustomerandtheorganisation.
Consultingrelevantstakeholdersandprovidingopportunitiesfortheirparticipationindecisionmaking-processesarewaysleaderscansatisfytheneedsofboththeorganisation,existingandpotentialcustomersandotherstakeholders.
Identifyingandunderstandingwhatthedecision-makingissuesareisthefirststepinmakingeffectivedecisions.Throughconsultationandparticipationprocesseswithkeystakeholdersbetterqualityinformationisobtainedonthedecisionmakingissue/ssotherealissuesandrisksassociatedwithdecisionscanbeunderstoodandmanaged.Likewiseconsultationandparticipationislikelytoresultinthegenerationofawiderrangeofoptionstoevaluateassolutionstotheissue/s.Again,moreeffectivedecisionsshouldbetheoutcome.
Afurtherbenefitofconsultationandparticipationprocessesisthatstakeholdersaremorelikelytofeeltheyhavecontributedtotheoutcome.Eveniftheirinputorperspectiveisn'tfullyacceptedtheymayacceptthattheirviewsandneedshavebeenlistenedtoandbemorelikelytoacceptandsupportthefinaloutcomeevenifitisnottheirpreferredresult.
Alignedtothisisthattheorganisationdecisionmakersbyunderstandingtheviewsofkeystakeholderscanbetterassessthelikelyresponsebythesee.g.resistance,legalaction,acceptanceetc.ifthefinaloutcomeisn'ttheirpreferredone.Onceagainriskmanagementplanscanbedevelopedtomanagelikelyactionsbystakeholders.
Therationaldecisionmakingmodelrepresentsthe'ideal'decisionmakingprocess.Howeveritisimportantforyoutoappreciatethatinmanysituationsitisnotpossibletoexactlyfollowthismodel.Insomesituationsdecisionmakersandtheirorganisationmaynothaveallthenecessaryresourcestofollowthismodel.
Forexample the timeavailabletomakethedecisionmaynotbesufficient toresearchandevaluateall issuesandoptions.Inothersituationsaccesstoinformationorkeypersonsmaynotbepossible,ortheorganisationmay not have the employees, in both numbers and skills base, to beable to undertake all the steps in theRationalModel.
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Theseconstrainsaretermed'boundedrationality',meaningthemodelisboundedorconstrainedbytherationalityoflimitationsandbarriersorganisationsexperienceintherealworld.Wheresuchconstraintsdoexistdecisionmakersmaymodifytherationalapproachthroughanumberofmeasures.
Youshouldfamiliariseyourselfwiththeconceptsof:
1. Satisficing
• Insituationswheretimeand/orotherresourcesarenotavailabletoundertaketherationaldecision-
makingmodel,adecisionthatsatisfiesthesituationmaybechosen(eventhoughitisacceptedthatitmaynotrepresentthebestpossibledecision).Satisficingmeetstheimmediateneed.Itmayrepresentthebasedecisionthatdecisionmakersarephysicallyabletomakebecausesufficienttime,accesstoinformation,etc.mayneverbeavailable.
2. Conservatism
• Wherethereisahighriskassociatedwiththeoutcomeofadecision,decisionmakersmaychoose
tomakeconservativedecisions.Inthiswaytheyminimisetheriskofcatastrophicoutcomes.
3. Instrumentalism
• Thisiswheredecisionmakerschoosetoprogressthroughmakinganumberofsmalldecisionsrather
thanonelargedecision.Thismaybetheresultofhighriskorrelativeeaseofimplementation,forexampleitisofteneasiertointroduceandimplementanumberofsmallchangesthatwillultimatelyleadtoalargeoverallchange,thantomakealargechangeinonegiantstep.
4. Intuition
• Intuitivedecision-makingiswheredecisionmakersrelyupontheirexperienceand‘gutfeeling’.This
approachmaybetakeninconjunctionwithotherapproaches.Decisionmakersmayconsciouslyorsubconsciouslyadjustoutcomesbasedonrationalprocessesasaresultoftheirexperienceandaccumulatedknowledge.Robbinsetal(2002)usethefollowingmodelbasedonworkbyLABurkeandMKMiller(1999)tohighlightthevariousissuesinintuitivedecision-making.
Figure9.0Intuition
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Similarrealityconstraintsalsomayinfluencethedegreealeaderconsultsand/orseeksactiveparticipationofkeystakeholdersindecision-makingprocesses.Theleadermustassessthebenefitsofseekingtheinvolvementofothersagainstthepotentiallimitationsofconsultationandparticipation.
Timeconstraintscanbeadeterminingfactoronthisissueasmaybetheimportanceofthedecision,theneedforsupportbykeystakeholdersforitssuccessfulimplementation,thedegreeotherswanttoparticipateandissuesrelatingtoconfidentiality.
Animportantrealityconstraintisthatmanydecisionsareroutineinnatureandoflowpriorityorhavelowimpactonindividualsandgroupsintheorganisation.Theiroutcomemaybeobviousandparticipationwouldrepresentawasteofotherstime.Insuchsituationsan'autocratic'decision-makingstylemayrepresentthemostefficientandeffectiveapproachforaleadertoadopt.
Afurtherconsiderationhereisthatparticipationprocessescanactuallyincreaseconflictoveranissue.Theresultingaftermathmaybemoredifficulttoresolvethantheinitialdecisionmakingissue.
Decision-makingissynonymouswithorganisationalmanagement.Organisationalleadersareexpectedtomakenotonlymanydiversedecisionsbutalso'effectivedecisions'.Effectivedecisionsarethosethatresultinorassistintheachievementoforganisationalstrategicobjectives.Thisdoesn'tmeantheleadermakesdecisionsinisolationoralone.
Figure10.0AlternateViewofDecision-Making
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Activity5–DecisionMakingOnreviewingthedecisionmakingmodelsandconceptsinthistopic,describeyourdecisionmakingstyle.Explainthestrengthsofthisdecisionmakingstyleandequally,theaspectsthatrequireimprovement.
Shareyourexplanationwithapeerlearner.
AssessmentTask2–
RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask2duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask2ontheduedateoutlinedintheAssessmentGuide.
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TOPIC 3 -BUILDANDSUPPORT TEAMSThiselementfocusesonthefollowingperformancecriteria:
3.1. Assignaccountabilitiesandresponsibilitiestoteamsconsistentwiththeircompetenciesand
operationalplans
3.2. Ensureteamsareresourcedtoallowthemtoachievetheirobjectives
3.3. Empowerteamsandindividualsthrougheffectivedelegationandsupportfortheirinitiatives
3.4. Createandmaintainapositiveworkenvironment
3.5. EncourageteamsandindividualstodevelopinnovativeapproachestotheperformanceofworkWORK/GROUPTEAMS
Theuseofworkgroups/teamshasbeenamajorwayofutilisingtheconceptsofdiversitywithintheworkplace.Asaleaderofanorganisationyouwillhavetheoptionofusinggroupprocesstoachieveorganisationalobjectives.Liketheissueofdiversity,groupprocessescanprovidesignificantbenefitstoanorganisation.However,theseareonlylikelytobeachievedifthefactorsthatinfluencegroupprocessesareunderstoodandeffectivelymanaged.Failuretomanagegroupprocessescanresultinacostlywasteofresources.
Overthepasttwodecadestherehasbeenasignificantandincreasinginterest,paidbybothpublicandprivatesectororganisationsinAustralia(andelsewhere),inworkgroup/teamprocesses.Mostmajorindustriesandmanyindividualorganisationshaveinvestigatedand/orimplemented'team'processesinpartoralloftheirworkplaces.ManyAustralianbusinessesthathavetraditionallyoperatedinanauthoritybasedhierarchy,whereindividualshavesetrolesandrelationships,arenowusingavarietyofteamprocessesandstructuresthateitherreplaceorcomplementthemoretraditionalworkpractices.
Source: www.creativecommons.com
ThepresentAustralianbusinessenvironmentischaracterisedbyincreasedcomplexityanduncertaintyresultingfrommanyfactorsincluding:
• Increasedcompetitionwithmarketingglobalisation• Increasedscarcityofresources• Continuoustechnologicalchange• Uncertaintyregardingthefutureoftraditionalmarketsandcustomers• Changinglevelsofgovernmentinvolvementintherunningoftheeconomy• Thecorporatisationandprivatisationofmanypublicsectororganisations• Increasedlegislationregardingbusinessactivitiesandindustrialrelationsprocesses• Anincreasinglywell-educatedanddemandingpopulation• Changesinattitudestoworkandthecontinuedcasualizationoftheworkforce
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Thesefactors,bothindividuallyandincombination,haveplacedincreasingpressureonAustralianorganisations'abilitytosurviveandsucceed.Inparticulartherehasbeenagrowingrealisationthat:
• Manydecisionsandsituationsaretoocomplexforoneindividualtodecideupon• Thepaceanddiversityofchangeisoftentoorapidforoneindividualtokeepincontactwith• Stabilityisunlikelytobeamajorcomponentofthebusinessenvironmentintheforeseeablefuture• Profitabilityandcontinuousproductivityimprovementarethemajorfocusofallorganisations(both
privateandpublic)• Organisationalflexibilityandinnovationareessentialforsurvival• Theworkforcearelesslikelytoacceptdecisionsofmanagers,justbecausetheyaremanagers,and
expectgreaterinvolvementindecisionsthatimpactonthemselvesTheserealisationshaveforcedorganisationalmanagementtoreassesstheirtraditionalapproachestomanagingtheirbusinessesandseekingoutandimplementingadditionaland/oralternativeapproachesthatofferimprovedandcontinuousproductivityimprovement,andincreasetheirorganisationsabilitytosurviveandprosperintheirbusinessenvironment.
Whilstmanydifferentelementsofworkplacemanagementandpracticeshavebeenconsidered,amajorfocushasbeenonthepotentialbenefitsofusingteamprocesses.AmajorinfluenceinthisdirectionhasbeenthespectacularpostWorldWarIIsuccessoftheJapaneseeconomy.TheJapanesehavemaintainedthatamajorreasonfortheirsuccesshasbeentheiruseofemployeeteamprocesses,suchas'qualitycircles',thatenablealltheorganisations'employeestoinputintoworkplacepracticesanddecisions.WhilstWestern-basedorganisationshavetraditionallyreliedupontheconceptsofcompetitionandindividualbenefit,theJapanesemodelhasrelieduponcooperationandcollectivebenefit.
Source:
www.creativecommons.comRESOURCES
Resourcesareneededtoturnplansandgoalsintoactualoutcomes.Strategicplansremainasconceptsuntiltheyareimplemented.Resourcessuchaspeople,technology,rawmaterials,equipment,machineryandfinanceareusedtoturntheideas—uponwhichplansaremade—intoactualoutcomes.
Ensuringworkunitsareadequatelyresourcedcommencesbyidentifyingwhatresourcesareneededtoachievetheplanoutcomes.Gapanalysisisusedtocomparewhatisneededagainstwhatisinplace.Theleadermustthendeterminehowanygapsidentifiedbetweenthesetwowillberesourced.
Theprocessofgapanalysiscanbeappliedtoallresourcecategories.Forexample,inrelationtohumanresources,askillsanalysis/inventorycanidentifywhatskillsemployeescurrentlyhave.Thisiscomparedtotheskillsneededtosuccessfullyimplementtherelevantplanningoutcome.Whereitisidentifiedaskillsgapexists,i.e.aparticularskillisn'tpresentlyavailablewithintheworkunitresponsibleforimplementingtheplan,managementmustdeterminehowtheskillwillbemadeavailable.Optionsforacquiringtheskillmayincludetrainingofexistingemployees,recruitingnewemployees,transferringanexistingemployeewhohastheskillbutworksinanotherunit,etc.
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Thesameprocessisusedtoidentifygapsfortheothercategoriesofresources.Itisimportanttoappreciatethatinsomeinstancesitmaynotbepossibletoimmediatelyfillidentifiedresourcegaps.Forexample,financemaynotbeavailabletopurchasenecessaryequipmentorpayforadditionalemployees.Alternatively,requiredtechnologymaynotbereadilyavailableormayrequiremajorrealignmentofexistingprocesses,peopleskills,etc.,toaccommodateit.
Figure11.0ResourcesIncaseswhereresourcegapscan'tbeimmediatelyoreasilyfilled,managersmustdeterminealternativestrategiesofaction.Thisprocessmaymeanreviewingstrategicobjectivesandplans,and/ortimeframes.
Activity6–ResourcesIdentifywherethereareresourcegapsinyourorganisation.Documentthegapanalysisyoucurrentlyundertake.Ensureyourgapanalysisaddressesarangeofresources,includinghuman,technology,equipment,machineryandfinance.
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EMPOWERMENTAnincreasinglypopularmanagementtrendisleadershipthroughemployeeempowerment.Empowermentrelatestoincreasingthedecision-makingscopeofemployees.
Itisimportanttoappreciatethatempowermentisnotmeredelegation,wheretheleader'offloads'excessworkloadsorunimportantactivitiestoemployees.Rather,empowermentrepresentsaconsciouspolicydecisiontodevelopemployeesandinvolvetheminmoredecision-makingprocesses.Empowermentrecognisestheimportanceofemployees.Greateremployeeinvolvementindecision-making,particularlythosedecisionsthatdirectlyimpactontheoperationalaspectsoftheirworkunit,bringspotentialbenefitstotheorganisation,theleader,theemployees,andultimatelycustomersandotherstakeholders.Empowermentisonewayofcapturingandutilisingtheuntappedpotentialwithinemployees.
Foranorganisationalleader,empowermentprovidestheimportantbenefitsof:
• Freeingleadersfromroutineissuessotheycandevotemoretimetothoseissuesonlytheycanmanage• Developingamoreskilledandcapableworkforce• Knowingdecisionsandopportunitieswon'tbedelayedorlostbecausetheleaderisn'tavailableata
particulartime• Reducingthestressandmanagementcontrolissuesresultingfromtheincreasedspanofcontrolmost
Leadershaveinheritedasaresultoforganisationaldownsizingandrestructures• Havingamoremotivatedandproductiveworkforce
Foremployeeempowermenttosucceedtheremustbeagenuinecommitmenttotheconceptbybothmanagementandemployees.Empowermentisunlikelytoworkifitisperceivedbyleadersasunderminingtheirpowerandpositionintheorganisation,orasnothingmorethanatrendycatchphrase.
Likewiseifemployeesdon'twanttobeinvolvedintakingonmoreresponsibilityandaccountability,oriftheyseethewholeconceptasnothingmorethantheirleadersoffloadingmoreworkontothem,theconceptisboundtofail.Theimportanceofdevelopingtheappropriateorganisationalculture,andresourcingitwithemployeesthatembraceconceptsofcontinuousorganisationalandpersonaldevelopment,ishighlightedbytheseissues.
Leadingbyempowermentchangestheroleandfocusoftheleader.Ratherthanthetraditionalroleofdirectingemployees,theleader'sfocusmustchangetothatofdevelopingemployees.Theorganisationalleadermustnotonlydemonstratetheircommitmenttoempowermentthroughpersonalrolemodelling,butbyensuringtheconceptisformallyembodiedinpoliciesandprocedures.Theymustalsoensurethatstrategicandoperationalplanningprocessesarefunctionalthroughoutalllevelsoftheorganisation.
Itisunrealisticanddangeroustoexpectemployeestoembraceempowermentiftheydon'tunderstandtheorganisation'soverallstrategicdirection,specificstrategicandoperationalobjectives,andstrategies.Consequentlyafullyfunctioningstrategicandoperationalplanningprocessisanunderpinningrequirementfortheimplementationofemployeeempowerment.
Source: www.creativecommons.com
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POSITIVEWORKCULTUREAstherateoforganisationalchangeshowsnosignofabating,thefocusoftheleadermustbeonthedevelopmentofanorganisationalculturethatencouragesinnovationasameansofimprovingtheorganisation.
Improvingtheorganisationisideallyaimedatimprovingeffectivenessandefficiencyandthusprovidingacompetitiveadvantage.Butinrealitychangesmademayactuallymeanretainingthestatusquo.Thiscommonlyoccursifcompetitorsaretheindustryinnovatorsandaremakingsignificantchangestotheirproductsandprocesses,i.e.youarechangingbutonlyfollowingwhatothershavealreadydone.Theresultisthatyoustayinlinewithyourcompetitorsbutdon'tachieveacompetitiveadvantageoverthem.Theotherissuehereisthatunlessyoudomakechangesinsuchanenvironmentyoumaynotretainyourpresentmarketorprofitposition,butwillstarttofallbehindyourcompetitors.Thisreinforcestheconceptthatchangeisnecessaryforsurvival,evenifwedon'tlikeit.
Perhapsthemostimportantlessonforaleadertounderstandisthatnosingleindividual(i.e.themselves)canexpecttoinitiateallthenecessarychangesanorganisationwillneedtoexperienceifitwishestoremainviable.Rather,theleaderneedstodevelopanenvironmentinwhichallemployeesareencouragedtocontributetoorganisationalinnovation.Itwouldbearareorganisationwherethecreativepotentialofalltheavailableemployeesdoesn'tfarexceedthatoftheleaderalone,regardlessofhowtalentedtheleaderis.
Amajorchangeyoumaynoticeinmostmanagementtextbookspublishedinrecenttimesistheirfocusonmanaginginabusinessenvironmentthatreflectstheimpactofwhatisgenerallytermed'globalisation'.Insimpleterms,globalisationmeansthatasaresultofchangesintechnology,communicationssystems,transportandfreertrademarkets,anorganisation'smarketisnolongerrestrictedtotheirlocalortraditionalarea.Rathertheseinnovationsandchangesmeanthatorganisationscannowtradeonamoreglobalbasis.
Fortheconsumerglobalisationhasmeantafarwideraccesstogoodsandservicesandamorecompetitivemarket.Meansoffindingandacquiringproductshasbeensignificantlyenhanced.Foranorganisationnewmarketpotentialsareavailable.Atthesametimecompetitionissignificantlyincreasedandtraditionalmarketsareputatrisk.Thereisgreaterpotentialbutalsogreaterrisk.Globalisationmeansallorganisationsaresubjecttomoreexternalchangeinfluencesthaneverbefore.
Whilstanorganisationoftenhasgreatercontroloverinternalinfluencesforchangetheexternalonescannotbeignored.Theexternalinfluencesareoftenthemoresignificantonesintermsoftheirfrequencyandnumberandperhapsmoreimportantlytheirpotentialimpactontheorganisation.
Forthisreasontheleadermustensuretheirorganisationisabletoidentifyandrespondinaplannedwaytotheforcesofchange,ratherthanadoptingareactiveapproachoftryingtocopewiththechangeafterithasimpactedontheorganisation.Thefirstapproachistermedaplannedapproachtomanagingchangewhilstthesecondisareactiveapproachtochange.
Source:
www.creativecommons.com
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Advantagesofaplannedapproachtochangeoverareactiveapproachinclude:
• Managersandemployeesareawareofpotentialchangesinadvance.• Timeisavailabletoevaluatethepotentialimpactofthechangesontheorganisation.• Itmaybepossibletotakeactiontoinfluencethenatureofthechange,e.g.throughlobbying,exerting
marketinfluence,etc.• Alternativeoptionscanbeconsideredforrespondingtothechange.• Timeisavailabletodevelopapreferredplanofactionforrespondingtothechangethatwillmaximisethe
advantagetotheorganisationinsituationswherethechangewillbenefittheorganisation(anopportunity),orminimiseanynegativeimpactfromchangesthatarethreatstotheorganisation.
• Crisismanagementisavoided.• Employeeshavegreaterrespectfortheirmanagers.• Greatercontroloftheorganisation'sdestinyisinthehandsofitsleaders.
Managingchangeislargelyaddressedthroughtheorganisation'sstrategicplanningandriskmanagementprocesses.However,twoimportantfactorsneedtobeconsideredhere:
1. Unlessanorganisationcultureexiststhat,ataminimum,acceptschangeasanormalpartoforganisational
life,employeesmayresistwhateverplansmanagershavemadetomanagechange.2. Whilsttheprocessofplannedchangedoesoffersignificantadvantagesoverthepurelyreactiveapproach,it
stillmaybeareactiveapproach.Bythisitismeantthattheorganisationmaystillberespondingtoinfluencesforchange,albeitinaplannedandsystematicway,thathavebeeninitiatedbyothers.Itisnotinitiatingtheseinfluencesitself.
Itisforthesetworeasonstheleadermustdevelopanorganisationalculturethatembracesandfostersinnovationandpositivechange.Insuchaworkenvironmenttheconceptsofcreativityandinnovationneedtobefosteredthroughencouragementandrewardprocessesandthroughdemonstratedcommitmentbymanagement.Theaimistocreateandmaintainaworkenvironmentwhereallwithintheorganisationacceptinnovationandchangeasthenormratherthanadisturbanceofthenorm.Thisthenenablestheorganisation'smanagerstofocusnotonlyonmaximisingtheirresponsetoinfluencesforchangethatareinitiatedbyothers,butalsototakealeadershiproleasinitiatorsofchangethatprovidesarelativebenefittotheorganisationoveritscompetitors.
Source: www.creativecommons.com
Thedevelopmentofaworkculturethatfosterscreativityandinnovationinallindividualsandgroupswithinanorganisationisunlikelytooccurbychance.Ratheraprocessisneededandtheleadermustunderstandthefactorsthatareinputstocreativityandinnovation,e.g.individuals,groups,organisations,andtransformationprocessesthatcanturntheseinputsintoinnovativeoutputsthatbenefittheorganisation.
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RobbinsetalinManagement3rded.p.373,usethefollowingtwodiagrammaticmodelstoportraytheissuesinvolvedinfacilitatinginnovationwithintheworkplace.Theirdiscussionofthevariouselementsinthemodelsprovidesaconcisesummaryoftheseissuesaswellasstimulatingdebate(especiallyrelevantfororganisationleaders)ontheirimportancewithincontemporaryorganisations.
Figure12.0Innovation&Transformation
Itisimportanttoappreciatethattheissuespresentedinthesemodelsarenotone-offeventsbutareongoingcontinuousprocesses.Itisnotenoughtomerelyintroducethemintotheorganisation.Theymustbenurturedandmaintainediftheyaretohavethechanceofdevelopinganorganisationalcultureinwhichinnovationandchangearethenormratherthantheexception.
COMPONENTSOF INNOVATION
UTILISENEWKNOWLEDGEANDTECHNOLOGY
Becausechangeisongoingitisessentialfororganisationstohaveinplacemeansofinitiallyfindingoutaboutnewtechnologyandknowledgethatcanimproveorganisationperformance,andtothenimplementwhatisrelevantfortheorganisation.
ThearticleThePracticeofInnovationbyPeterSengeinLeader-to-Leader1998,challengestraditionalthinkingandbusinesspracticeoninnovation.Senge,discussestheelementsofestablishingmission,definingspecificresultsanddoingrigorousassessmentasthethreekeyelementsforinnovation.Headdressesreasonsforinnovationfailure.Hesuggestsmanysuccessfulinnovationscomefromoutsideorganisations,e.g.productinnovationsthatarisefromcustomers,andmostorganisationsaren'twellsetuptocapturesuchsourcesofinnovation.Healsoproposesthat
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organisationsneedtocooperateandlearnfromeachotherinthisimportantareaifoverallcommercialandsocialbenefitistobeachieved.Thisarticlecanbeaccessedathttp://www.pfdf.org.
TheconceptofBenchmarkingisanimportantoneasitallowsanorganisationtoevaluateitselfagainstotherorganisations,particularlythosedesignatedasorganisationsof'Best-practice'.Suchcomparisonsmaybemadeagainstorganisationsinthesameindustry,oroutsidetheindustrysector.
Benchmarkingallowstheorganisationtoestablishperformanceobjectivesandplansinordertoraisetheirlevelofperformance.Thiscontinuousevaluationprocessfosterscontinuousimprovementandhelpsensuretheorganisationismakingprogress.Italsoprovidesameansofobtainingnewknowledgeandinformationaboutnewtechnology.Itisusuallyacheaperprocessthanhavingtodevelopnewtechnologywithintheorganisation.
LikewisetheconceptofTotalQualityManagement(TQM)hasbeenextensivelyusedtofocusontheissueof'quality'andfosterinnovationandcontinuousimprovementwithinorganisations.TQMisaplannedapproachofaimingforcontinuousimprovementinallaspectsorelementsofajob.Itisverymuchamanagementphilosophythatifsuccessfullyimplementedinallpartsofanorganisationhelpscreateastrongorganisationalculturebasedonquality,continuousimprovementandchange.
Aswithotherissuesdiscussedinthistopic,TQMrequiresaplannedapproachforitssuccessfuloperation.Robbinsetal(2002)suggestthatmanagerscansuccessfullyimplementTQMprovidedtheyprovidetherightstructure,technologyandhumanresources.
Source:www.creativecommons.com
AnaspectofTQMtoappreciateisthatitrepresentsanincrementalapproachtochangeratherthanaquantumleap.BythisitismeantTQMintroduceschangeinsmallstagesgraduallyovertimeratherthanlargechangesinonego.Itisbelievedthatincrementalchangeislessdisruptive,easierforemployeestocopewithandlessrisky.Ifasmallchangedoesn'tworkoutitisunlikelytohaveseriousimplicationsforthecontinuedviabilityoftheorganisation.Thismaynotbethecasewherealargeandfar-reachingchangeismadeinoneattempt.
Activity7–EmpowermentandInnovationReviewthecurrentareasinyourorganisationandworkplacethatrequireaninnovativeapproach.Fromtheseareas,identifyhowemployeesandtheirteamscanbeempoweredtosupportthis,bycompletingthegridoverthepage.
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Areasrequiringaninnovativeapproach
Howemployees/teamscansupportthisinnovationapproach
IMPLEMENTORGANISATIONALANDWORKPLACECULTUREIMPROVEMENTS
Throughoutthistopicacommonthemeofimprovingorganisationalculturehaspervaded.Thisisbecauseorganisationalorworkplaceculturecanassistanorganisationifitisalignedtothebusinessenvironmenttheorganisationmustoperatewithin.Likewiseifthecultureisn'talignedtotheorganisation'sbusinessenvironment,itcanseverelyhindertheabilityoftheorganisationtooperateinaneffectiveandefficientway.
Thetopicoforganisationalcultureandhowtomanageit,especiallychangeit,isacurrenthigh-profileareabecausemostorganisationsnowexistinabusinessenvironmentofcontinuousandoftenrapidchange.Whenmanagershavetriedtointroducemeasureswithintheirorganisationtoensureitcansurviveandeffectivelyoperateinitspresentandperceivedfuturebusinessenvironment,theyhaveoftenfoundtheyhavebeenhamperedfromdoingsobytheprevailingcultureoftheorganisation.
Employeeresistancetochangecanresultfromthebeliefthatvaluestheorganisationstandsfor,andwhichtheypersonallysupportandhaveworkedtouphold,areunderthreat.Suchresistanceislikelytobemoststronginorganisationswheretherehasbeenastrongcorecultureassociatedwithvaluingstabilityandthetraditionalwaysoftheorganisation.
Robbinsetal(2002)provideawidecoverageofissuesrelatingtoorganisationalculture.Manymodelsexistformanagingculturalchange.ItisimportanttoappreciatethatChangeManagementisaspecialistfieldandmajorchanges,particularlywhereculturalresistanceisanissue,usuallyrequirestheservicesofaspecialistpractitioner,typicallytermeda'changeagent'.
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Theorganisationleadercantakeanactiveroleinthisprocessbybeingarolemodelwhoenactsthenewculturalvaluesandputsinplaceprocessesthatwillreinforcethem.Thesecaninclude:
• Initiallydefiningtheorganisationalcultureasonethatembracesconceptssuchasquality,continuous
improvement,creativityandinnovation,andwherechangeisacceptedasanormalpartofbusinesslife.
• Employingpeoplethatembracethesevalues.• Reinforcingtheculturethroughrecognitionandrewardprocesses.• Ensuringcommunicationandeducationprocesseseffectivelyconveythereasonsforchanges.• Providingopportunitiesforemployeeinputintochangedecisions,particularlythosethatsignificantly
impactonthempersonally.• Listentowhatemployeesaresaying,theymayprovideimportantissuesforyoutoconsider.• Personallyconveyanimageofaccessibility,flexibilityandadaptabilitytochange.
Source:www.creativecommons.com
Thislastpointisimportant.Fewthingswillsinkattemptstomakeculturalchangemorequicklythanifemployeesperceivetheirmanagersdon'tpracticethenewvalues.
Ifmanagersareaccessible,employeeconcernscanbeaddressedquickly,beforetheybecomedifficulttomanage.Likewisethiswillprovidemanagerswithearlyfeedbackonacceptanceorpossibleproblemswithproposedchanges,andanopportunitytore-evaluatetheirplans.
Demonstratingflexibilityandadaptabilitybylisteningtoandtakingon-boardemployeeconcernsalsohelpsreinforcetheattitudesandvaluestheleaderistryingtoestablishascoreorganisationalculturevalues.Thewholeconceptislostiftheleaderistellingemployeestheyneedtobeflexibleifhe/shecannotdemonstrategenuineadaptability.Acknowledgingthepotentialcreativeandinnovativevalueofeachindividualandgroupwithintheworkplacesignificantlyexpandstheprobabilityoffindingtherightsolutiontoimportantissues.
Adoptionofthesepracticesbytheleaderreinforcestheperceptionthatchangeisnotforceduponemployees,andhelpscreateaculturewherechangeisnotautomaticallyperceivedasanegativeexperience.
AssessmentTask3–RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask3duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask3ontheduedateoutlinedintheAssessmentGuide.
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TOPIC 4 -DEMONSTRATEPERSONAL AND PROFESSIONAL COMPETENCEThiselementfocusesonthefollowingperformancecriteria:
4.1. Modelethicalconductinallareasofworkandencourageotherstoadoptbusinessethics
4.2. Adaptappropriateinterpersonalandleadershipstylestomeetparticularcircumstancesand
situations
4.3. Setandachievepersonalobjectivesandworkprogramoutcomes
4.4. Ensureself-performanceandprofessionalcompetenceiscontinuouslyimprovedthroughengagementinarangeofprofessionaldevelopmentactivities
4.5. Participateregularlyinindustry/professionalnetworksandgroups
ETHICS
Everybodyhasideasaboutwhatisrightandwrongandthesearederivedfrompersonalvalues,behavioursandexperiencesthatindividualshavepracticedovertheirlifetime.Personalethics,professionalethicsandcorporateethicsaresetsofmoralprinciplesbywhichwejudgehumanactionsandproposalsasgoodorbad,orrightorwrong.
Thebehavioursofmanagerscaninfluencetheethicalstandardsbywhichemployeeswilloperate.Ethicalbehaviourleadstoprofessionalbehaviour.Ethicalbehaviourrequirespeopletotreatothersequally,fairlyandimpartially.ThedesiredbehavioursareoftendescribedinanorganisationcontextthroughtheuseofaCodeofEthics.
Acodeofethicsbenefitsanorganisationandemployeesby(Dwyer2012):
• Reinforcingtheorganisation’sstandardofconduct• Remindingemployeesthatmanagementwantsethicalissuesconsideredinalldecisionsmade• Identifyingpracticesthatareandarenotpermissible• Allowingleaders,managersandotherstoshareexperiencesandideasaboutwhatisandisnotanethical
position• Developingasharedculturebasedonethicsandaccountability
Managerscannotmakeemployeesactethically,however,theycansetinplacerewards,rulesandprocedurestofacilitateethicalbehaviourbutultimatelyindividualsareresponsiblefortheirownactions.
Aheavyresponsibilityisplacedontheindividualtomaketheirowndecisions.Thisisduetothegeneraltrendofflattenedorganisationalhierarchy,decentraliseddecision-making,andtheempowermentofemployees,ofteninself-managedteams.Itislesslikelythatemployeeswillregularlyseefirstlinemanagerstoenablethemtobecrediblerolemodels.Individualsmustdeveloptheircognitiveandbehaviouralattributestoenablethemtomaketheirownjudgementsaboutethicaldecisions
Source: www.creativecommons.com
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ETHICALFRAMEWORK
Withoutapredeterminedethicalframeworkinplacetoguidedecision-making,inconsistenciescanarisewhichmaybedifficulttodefend.Everymanagershoulddevelopanethicalframework,whichcanthenguidehisorheractions,ratherthanjustreactingtoeachsituationasitoccurs.Akeydevelopmentskilliscriticalanalysisinrelationtoethicaldecision-making.Knowledgeandinformationbecomesdatedbutmanagersneedtodeveloptheabilitytoassesstheadequacyofideas,knowledgeandcontentasitbecomesavailable.Thisinvolvesthefollowing-
• Whatarethestrengthsandweaknessesofparticulararguments?• Whenyouplacewhatyouarelookingatwithinabiggerpicture,wherearethegapsinknowledge?• Howvalidistheevidenceonwhichtheseargumentsarebased?
Managersareoftenfacedwiththeneedtomaximiseincomeaswellastheneedtobeanethicalrolemodel.Attentionneedstobeplacedontheexpectedemployeebehavioursrelatingtorewardsystems,performanceandevaluationsystemsandhowdecision-makingisassigned.Self-leadershipleadershipthroughself-awarenessisadvocatedasameanstoestablishhighethicalstandardsthroughoutalllevelsoftheorganisationandmanagersneedtoensurethatfactorsofthefirm’sorganisationalstructurearecongruentwiththis.Itisalsoworthnotingthatcodesofethics,ethicsaudits,ethicstrainingandethicshotlinesmaybeinsufficienttoensurehighethicalstandards.
CORPORATESOCIALRESPONSIBILITY
Internalandexternalstakeholdersaretakinganincreasinginterestintheactivitiesoforganisations.Mostoftheeffortisaimedatidentifyingfinancialperformance,theenvironmentalfootprintsofcompanies,theimpactonlocalcommunitiesandhowtheytreattheiremployees.Thepastfinancialperformanceandthequalityofmanagementwithintheorganisationareparticularlyusedasanindicatoroflikelyfutureperformance.
Sometimes,organisationshavesocialresponsibilitiesthatconflictwith&overridetheresponsibilitytomaximiseprofits.Primitiveviewsoncorporatesocialresponsibility(CSR)focusontheinherentcapacityofthefreemarkettocorrectitselfandworkforthewiderpublicgood.(Friedman1970).Organisationsbothliveoff,anddirectlyimpactonthesocietiesinwhichtheyoperate.Businessneedstomakeaprofitbutalsocomplywithlegalregulationsandthesocialvalueswithinthecommunity.
It’snothowyouspendyourmoneyonlocalcommunitiesandcharities,it’showyoumakeyourmoneyonadailybasisthatdetermineswhetherornotyou’reanethicalorganisation.AttractaLagan,KPMG,2002
Source: www.creativecommons.com
POLICIES
Policiesandstandardworkproceduresareinplacetoprotectemployeesandtheorganisationfromharm.Policiesaredesignedtoenforceacceptableconductinvarioussituations.Forexample,anorganisationmayhaveanITpolicythatcoverstheacceptableuseofinformationtechnologysystems,whatcanandcannotbeaccessedandtheresultingactionifanemployeechoosestoignorethepolicycontent.Policiesgenerallydescribeacceptablebehaviourstothebroaderorganisationandinmanycasesmirrorlegislativeandregulatoryrequirements.
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PROCEDURES
Proceduresarelocalisedtothetasksrequiredtocompleteanactivity.Proceduresdescribethestep-by-stepactionsthatanemployeemustfollowtosuccessfullycompleteanactivity.Proceduresarelocalisedandtaskdependantandreflecttheactualworkbeingdoneintheworkplace.
Policyandproceduredocumentationisstoredbothelectronicallyandinhardcopyformthroughouttheorganisation.Thesedocumentsshouldbereadilyaccessiblebyemployeestoensurethecorrectbehavioursarefollowed.Itisoftendifficulttoupdatehardcopypoliciesandprocedureswithinlargeorganisationssoaccessingthemostcurrentcopythroughtheintranetisprudent.
PERFORMANCESYSTEMS
Performancesystemsaredesignedtoassisttheorganisationincomparingitscurrentstatetoitsdesiredlevelofachievement.Thekeymeasuresareproductivity,basedonindividual,workgroup,businessunitandorganisationallevelsofoutputagainstameasureofcostortime.
AccreditationtoqualitymanagementsystemssuchasAS/NZSISO9001,allowanorganisationtobenchmarkitsperformanceagainstglobalstandards.Othersystemsmightbeinplacetocollectsalesdata,customerreturns,inventorylevelsandmedicallytreatedinjuries.Systemsprovideaframeworkfororganisationalcontrolandimprovement. Performancesystemsalsoallowanorganisationtomeasureimportantcharacteristicsofindividualemployees,theworkgroup,thebusinessunitandtheorganisationalasawhole.Managersmaybeinvolvedintheidentificationofappropriatemeasuresthatcanidentifykeyresultsrequiredtoachievetheorganisation’sobjectives.Insomecases,themeasuresaredeterminedexternallyofthetargetgroupandthiscanleadtodissentionandademotivationofemployees.
Activity8–EthicsThinkingaboutyourorganisation.Haveyoudealtwithanethicalissuerecently?Describetheissueandhowyouarrivedatthemostappropriatedecision?Whatethicalframeworkexistsinyourorganisationtosupportmanagementofsuchissues?Whatlegislationexiststhatrequirescomplianceinmanagingsuchissues?
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INTERPERSONAL COMPETENCEPeoplebringpatternsofbehaviourtotheworkplacethathasrootsinearlylifeandtheyformrelationshipstofitindividualstylesandpreferences,oftenignoringwhattheorganisationrequires.Aneffectivemanagerbuildstrustbetweenindividualsandthenleveragesandgeneratesthebondsoftrustacrossagroupofpeopletobuildacohesiveteam.
However,beforeleaderscanmodeldesiredactions,theymustclarifytheirownvaluesandaligntheiractionsaccordingly.Thisconceptlinksbacktoethicsandtheethicalframeworkthatguidesamanagers’decision-making.Managersareconstantlyinteractingwithpeers,employeesandcustomersandasaresulttheyareconstantlydisplayingtheirstrengthsandweaknesses.
Communicationdefinestheteam’sabilitytooptimisethequalityofteammember’sinteractionsthroughresolutionofdissent,utilisationofco-operativebehaviours,ortheuseofmotivationalreinforcingstatements.Thisisperhapsthemostexplicitemotionalaspectofleadershipandinvolvesencouragingtheheartbyshowingappreciationforothers’accomplishmentsandcelebratingcommunity.
Source: www.creativecommons.com
Therearethreekeycriteriathatestablishtheeffectivenessofleaderswithinanorganisationasdetailedbelow:1. Taskaccomplishment:
• Appropriatelydefineaproblemanddifferentiateessentialobjectivesfromlessrelevantconcerns.• Anticipatelikelyobstaclestoachievingobjectivesandidentifysensiblemeanstocircumventthem.• Criticallyexaminetheaccuracyofunderlyingassumptionsbeingreliedupon.• Articulatethestrengthsandweaknessesofthesuggestionsorargumentsposedbyothers.• Recognisewhatisknownaboutanissue,whatmoreneedstobeknownandhowbesttoobtaintherelevant
andaccurateinformationneeded.• Usemultipleperspectivestoidentifylikelyunintendedconsequencesofvariousactionplans.
2. Workingwithpeople:
• Recognisetheconclusionsthatcanandcannotbedrawnfromaparticularexchange.• Recognisethelikelyunderlyingagendaandmotivationsofindividualsandgroupsofpeoplethatareinvolved
inasituation.• Recognisethelikelyemotionalreactionsofindividualstoactionsorcommunications.• Accuratelyidentifythecoreissuesandperspectivesthatarecentraltoaconflict.• Appropriatelyconsidertheprobableeffectsandlikelyunintendedconsequencesthatmayresultfromtaking
aparticularcourseofaction.• Recogniseandbalancethedifferentneedsofallrelevantstakeholders.
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3. Assessingoneself:
• Pursueandencouragefeedbackthatmayrevealanerrorinjudgmentandthenmakeappropriateadjustments.
• Demonstrateanabilitytorecogniseone’sownpersonalbiasesorlimitationsinperspectiveandusethisunderstandingtoimproveone’sownthinkingandplansforaction.
• Recognisewhenseriousflawsinone’sownideasoractionsrequireswiftpublicacknowledgmentofthemistakeandadramaticchangeindirection.
• Appropriatelyarticulatetheflawsintheargumentsofothersandreiteratethestrengthsofone’sownposition.
• Recognisewhenitisappropriatetoresisttheobjectionsofothersandremaincommittedtoasoundcourseofaction.
Source: www.creativecommons.comAmanagerinteractswithmanypeopleandatmanydifferentlevelswithinandoutsideanorganisation.Considerthemannerinwhichtheactionsofamanagerareperceivedbytheircolleagues,directreports,seniormanagersandcustomers.Therearevaryingexpectationsfromallparticipantsoftheconversationswiththemanagerastothebehaviours,theattentionanddemeanourofthemanager.
Thedirectreportswilllikelyseethemanagerasarolemodel,supportiveintheirowndevelopmentandofferingadvicetosolvemoredifficulttaskorientedissues.Themanagerwouldexpectalevelofrespectfromthedirectreportsaswellasthecomforttoapproachhim/heraboutanyconcernsrelatingtotheworkgroupenvironment.
Interpersonalcompetencebecomesmoreimportantaspeopledevelopwithinanorganisation.Inentry-levelroles,theindividualisfocussedontaskabilityandcompletion.Astheydeveloptaskcompetency,theindividualmaytakeonsupervisoryresponsibilitiestoassistotheremployeesandmanageasmallteam.Withfurtherdevelopmentintoamanagerialposition,thetaskabilitycomponentofanindividual’srolebecomeslesscriticalandtheirabilitytointeractwithpeopleacrosstheorganisationisfarmoreimportant.Withfurtherdevelopmentintoseniormanagementroles,theinterpersonalcompetenceofleadersisunquestionablytheirmostimportantasset.
Thereisaminimalrequirementforseniorleaderstohaveanintimateunderstandingoftheindividualtasksconductedindailybusinessbutthereisadefiniteneedtobeabletocommunicateeffectively,motivateemployeesandprovideeffectiveleadershipwithinadynamicenvironment.
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NETWORKING
Formalandinformalnetworkscanprovideadditional,non-biasedsupportformanagersseekingclarificationorvalidationthatacourseofactionisethical,professionalandwithingenerallyacceptablebehaviours.Therearenumerouswaystodevelopaviableandsupportivenetwork:
1. Internal
• Mentors• Coaches• Colleagues• SeniorManagers
2. External
• Friends• Family• ProfessionalAssociations• SocialMediaPlatforms(e.g.LinkedIn)
Aneffectivenetworkisessentiallyacollectionofpeople,preferablywithabroadarrayofexperienceandknowledgetowhichanindividualisinperiodiccontact.Aneffectivebusinessnetworkrequiresconstantmaintenanceandreview,withabalanceofgiveandtake.Apersondoesnothaveanetworkunlessthepeopleinitcomethroughwhentheneedarises.Informalnetworkscanbenefitthewholeorganisationinmanyways:
• Lessre-inventionofthewheel• Alignmentofpeople• Assistinmakingfast,accuratedecisions
Source: www.creativecommons.com
PROFESSIONALMEMBERSHIPS
Thedevelopmentofpersonalcompetenciesrequiredinaparticularindustrycanbeacceleratedthroughthemembershipofappropriateprofessionalbodies.Usually,theseorganisationsarefocussedondeliveringbenefitstotheirmemberconstituentsandmayinvolveanyofthefollowingactivities:
1. Conferencesandtradeexhibitions2. Industryrelatededucationprogrammes3. Optimisedleadershipdevelopmentprogrammes4. Awarenessoflegalchangesrelatedtotheindustry5. Lobbyinggovernmentandotherstakeholdersonbehalfoftheindustry6. Promotionoftheindustryasameansofchangingconsumerperceptionsorrecruitingnewemployees
Forthemanager,theseassociationsallowforthesharingofideasandthepotentialtoleverageknowledgethatisavailablewithinthemembership.
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Activity9–PersonalandprofessionalcompetenceReflectonyourpersonalandprofessionaldevelopmentanddocumentyourprogressinthefollowingkeyareas:
Areaofleadershipdevelopment Plannedactions,strategiesinplacetosupportyourdevelopment
Progresswiththeseplansandideasforfurthersupport
Taskaccomplishment
Workingwithpeople
Self-assessment
Networking
Professionalmemberships
AssessmentTask4–
RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask4duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask4.Ensureyoupresentyourassessmentasonedocument,includingassessmenttasks1-4tobeemailedtoyourfacilitatorontheduedateoutlinedintheAssessmentGuide.
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APPENDIX –QANTASCASESTUDY
Note:Thiscasestudyhasbeenincludedasadditionalmaterialonly,shouldyouchoosenottoreviewyourworkplace/organisationfortherequiredassessmenttasks.
SmokeinBoeing747-400latestQantasscare
VikkiCampionandAndrewCarswell,HeraldSunNovember16,201012:00AMhttp://www.heraldsun.com.au/news/jumbo-smoke-latest-qantas-scare/story-e6frf7jo-1225954047595
TENdaysofhellforQantascontinuedyesterdaywhenajumbojetwasforcedtoreturntoSydneyafteritscockpitfilledwithsmoke.TheBoeing747-400wasaboutanhourintoaflighttoArgentinawith199passengersonboardwhenithadtoturnback.SixbabieswereonboardQF17.
Thepilotandcrewdonnedoxygenmaskswhensmokebeganpouringfromaninstrumentpanelafterashortcircuitintheelectricalsystem.Afterdumpingfuel,thejetrequestedapriorityclearancetolandatSydneyAirport,touchingdownat1.22pm.Sixemergencyservicevehicleswerecalledtotherunwaybutthejetlandedsafely.
Itwasthefifthmid-airdramaforQantasin10days.OnNovember4,anengineexplodedonanA380soonaftertake-offfromSingapore,forcingQantastogrounditsfleetofsixsuperjumbos.
TwodayslateranotherQantasjetwasforcedtoturnbacktoSingaporewithanoverheatedengine.WithinhoursaQantasflightreturnedtoLondonwhenapanellightwronglyindicatedaproblemwithitshydraulics.
LastFriday,aQantasflightfromPerthtoMelbournewasforcedbackwhenthecrewbecameawareofavibrationinoneoftheBoeing767'sengines.Qantasdeployedsparecapacityandshuffleditsfleettomaintainlong-hauloperationsaffectedbythegroundingofitssixA380s.
ChiefexecutiveofficerAlanJoycetrumpetedthecompany'ssafetyrecordtoallayconcernsthatpassengersmightshunQantasinfavourofothercarriers.Yesterday'sincidentwasreportedtotheCivilAviationSafetyAuthorityandtheAirTransportSafetyBureau.
"Ourengineersarestillworkingtoestablishthecauseoftheissue,"aQantasspokesmansaid.Passengerswereduetoleaveonareplacementaircraftabout5pm.Butthatdeparturewasdelayedbydamagetotherunwaypossiblycausedbybadweather.Qantasinsistednosmokeappearedinthemaincabin.
"Todaywasaminorelectricalfaultinthecockpit-itwassimplytodowithafaultypart,"spokeswomanOliviaWirthsaid.
"Wedonotexpectthisaircrafttobegroundedinfuturedays.Thefeedbackwehavehadisourtechnicalcrew,ourpilotsandcabincrewhavehandledthissituationinaperfectmanner."
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CASESTUDYSUMMARY
Keypointsextractedfromthearticle:
• “10daysofhellforQANTAScontinuedyesterdaywhenajumbojetwasforcedtoreturntoSydneyafterit’scockpitfilledwithsmoke”.
• TheBoeing747-400wasaboutanhourintoaflighttoArgentinawith199passengersonboardwhenithadtoturnback.
• Sixbabiesamongthepassengers.• Thepilotandcrewhadtofitoxygenmaskswhensmokebeganpouringfromaninstrumentpanelafteran
electricalsystemshortcircuit.• Afterdumpingfuel,thejetaskedforprioritylandingtouchingdownat1.22pmwithsixemergencyvehicles
andcrewsonstandby.• ThiswasthefifthmidairdramaforQANTASina10dayperiod.Othereventsincluded;
o OnNovember4,anengineexplodedonanA380SuperJumbotakingofffromSingaporeAirportcausinganemergencylanding.ThisincidentforcedQANTAStogrounditsfleetofsixA380SuperJumbos.
o 2dayslateranotherQANTASjetwasforcedbacktoSingaporewithanoverheatedengine.o WithinhoursanotherQANTASflightreturnedtoHeathrowAirport,Londonwithanemergencylight
indicatinghydraulicsproblemso AnotherQANTASflightwasforcedtoreturntoPerthAirportwhenthecrewreportedasuspicious
vibrationinoneoftheengines.
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