effective managing training pack

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SELF STUDY LESSONS AND ACTIVITIES

AuthorSohailuddin ALAVI

International Training Adviser, AIBF(International Expert in Capacity Building and Institutional Development)

March 20120

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1 Afghanistan Institute of Banking and Finance (Author Sohailuddin Alavi) March 2012

Effective Managing

Authors Profile

ALAVI, Sohailuddin

He is a capacity building and institutional development expert. He brings learning through

working internationally for more than 28 years. Through the years he has unleashed skills in

document writing, proposal development, critical thinking and creativity. His career spans over

28 years of learning

In his initial career he has worked in a Pakistani bank as trainer, coordinator and training

manager for management development programs for almost 15 years. Later he established his

own institutional management and training consultancy. As consultant he has had conducted

numerous management training workshops both in Pakistan and Afghanistan. Besides, he has

had worked on many institutional development projects in the corporate, development sector

and the Govt. departments, as consultant.

He has taught for more than ten years in the undergraduate and post graduate programs of

Shaheed Zulfikar Ali Bhutto Institute of Science and Technology, Faculty of Management

Sciences and Karachi University Business School, Pakistan. He has written extensively in

management, leadership, organization-behavior; business ethics, and entrepreneurial

development for professional magazines, authored books and training manuals.

Personal Contact Details:

Email: [email protected] Profile:http://pk.linkedin.com/pub/alavi-sohailuddin/44/ab4/997

Cell No. 00 92 (0) 333 213 87 42

Karachi, Pakistan
http://pk.linkedin.com/pub/alavi-sohailuddin/44/ab4/997http://pk.linkedin.com/pub/alavi-sohailuddin/44/ab4/997http://pk.linkedin.com/pub/alavi-sohailuddin/44/ab4/997http://pk.linkedin.com/pub/alavi-sohailuddin/44/ab4/997


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Contents

Preface 02

Management as a process: an hypothesis 03

Activity #1 Teamwork 12

Activity #2 Goal & Objectives 14

Activity #3 Action planning 16

Activity #4 Decision making 18

Activity #5 Problem solving 20

Activity #6 Motivation 22

Activity #7 Motivating 24

Activity #8 Delegation 26


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Preface

Management commonly refers to a position and sometimes gets associated with ones

stature. Ironically this understanding eclipses the essential functionality of management

as a process, hence displaces and distorts the performance of functional managers per

se. In the back drop of this scenario, role clarity as functional managers and

understanding of basic managerial skills are essential for the managers to manage their

work at higher level of productivity. Sadly, lack of management process understanding

leads to dysfunctional conflicts, power politics and status incongruence that transform

organizations into internally competing individual managers. Same common

manifestations of lack of managerial process understanding are given below:

Ritualism prevails over rationality and objectivity in organizational decisions

Controlling people and their actions dominate over management of people

performance and productivity

Managers tend to compete internally for greater power and self-gratification over

organizational goals

This training workbook presents basic management processes on a self-study format. It

aims to develop a pragmatic outlook on management process by clarifying management

function within an organizational system, introducing management as enabling process

and helping to identify management locus. As evident, the discussions in this course will

be made from the standpoint of management as a process not the personified manager.

I would like to dedicate this booklet to my Parents, Family members, the Institute of

Banking and Finance (AIBF) and the Universities and other institutions where I studied

and taught.

Sohailuddin Alavi

March 12, 2012


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Management as a Process: A hypothesis

Management is defined as a set of processes generally referred to a number of essential

interventions that aim to achieve business effectiveness and efficiency on day-in day-out

as well as on long terms bases. These interventions typically include establishing

communication structures; enabling coordination; enabling smart decision making;

harnessing organization culture; and, continuous learning and development . Let us

describe each of the above intervention separately.

1. Communication Structures:Flow of information within and outside an organization between different

departments and individuals is critical for efficient and effective business

performance. It is understandable that the information contents must be valid and

reliable at all times. The term valid refers to the usefulness and relevance of the

information to the receiver, while the term reliable refers to the accuracy and

consistency of the information.

Much of the information validity and reliability depends upon the communication

network that exists in an organization. Does the network allow free flow of

information? Does the network allow timely and correct information exchange? Do

people have trust on the network? These are few aspects that determine efficiency

and effectiveness of communication network in a work setting. Management

intervention hence should aim at fostering the above to ensure reliable and valid

communication across the work organization and within its permeable environment.

Generally speaking information flows formally as well as informally in an organization.

When any information is routed through formal structures it is said to have been

communicated formally, while information routed outside the formal structures is

said to have been communicated informally. While formal structures allow more

control on the information flow, informal information is rather speedier and has its

unique advantages. Hence, coexistence of formal and informal communication


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networks provide a unique combination of effective and efficient communication

opportunity, respectively.

Formal communication structures are predominantly influenced by the organizations

management system. Communication structure in a tall administrative (dogmatic)

management system is likely to be top-down and bureaucratic. Such structures are

generally characterized by red-tapism; controlled access; inefficient; less responsive;

and, are largely vulnerable to subjectivity i.e. perception differences due to

respective positions and interests and status incongruence i.e. emotional prejudice of

seniors vs. juniors. These characteristics raise doubts about the validity and reliability

of information communicated through administrative communication structures.

Moreover, it encourages unwarranted reliance on informal structures (grapevine)

that lead to false assumptions and distorted perceptions.

As better management systems evolved over the years, improvements in the

communication structure also followed. Consequently we witnessed emergence of

many variants with increased validity and reliability within the domain of

administrative management system. Most noteworthy are the two-waycommunication; lateral communication; and, direct (flat) communication structures.

Two way communications allows down-top communication in addition to top-down

communication. Firstly, this structure allows people at the top (in the center) get the

feedback thus make better decisions subsequently. Secondly, it encourages and

allows participation across the work organization hence builds stronger trust between

top (center) and front (outer) segments of the work organization. However, it is

observed that the argued improvements remain pseudo in quite a few situations.

Lateral communication allows individuals to communicate (exchange information)

across the departments concerned without unnecessarily involving other individuals,

especially those on the higher echelons. While it makes communication speedier,

subjectivity and status incongruence remains a barrier. Direct (flat) communication

refers to a scenario where the middle tiers are virtually or physically by-passed as

and when the top man communicates with the front-end employees and vice versa.


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While this structure promotes better relations between the two; improves morale at

the front end; and, enhances communication efficacy, it also causes some degree of

chaos in the work place by challenging the legitimate authority of middle tieremployees.

Matrix organizations are rather emerging structures. For many obvious reasons the

communication system in these structures is also quite different from the

conventional variants. In order to understand the communication dynamics in here, it

is important to understand how a matrix organization structure works. It would be

right to consider a matrix structure as dynamic or fluid in nature. The positions and

roles of various individuals keep changing on task to task basis. For instance, the

cricket field virtually plays under the directions of the bowler. As soon as the new

bowler, another player from the existing field, takes over the bowling his predecessor

moves back to a field position. To find a similar analogy in a work setting think of a

project based structure. Individuals from diverse specializations (departments) come

together to work on multiple projects. Each person will have varied stature in the

organizational hierarchy. However, his or her status in each project would primarily

be of a team player. In one project he or she may work under the supervision ofanother team player, while in another project he or she may have a supervisory role

whereas the other individual would now work under this persons supervision. This

phenomenon of changing roles can also be witnessed in a routine work situation as

different team players might supervise different tasks being done by the same group.

Yet another example is of committees. In any modern organizations there is more

than one committee, while the members all the more remain common, different

individuals from amongst head different committees. Consequently, a dynamic

communication structure would emerge whereby individuals will communicate with

each other in multiple capacities simultaneously. Like any other system, this system

also has its peculiar limitations. Such as, dogmatic organizational culture; status

incongruence; specialists subjectivity; etc. deters communication to a large extent.

Informal communication structures are basically outcome of inadequacy of formal

communication system. When the formal system fails to communicate, people tend


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to move towards informal structure in search of truth irrespective of the fact if they

find it or not. Informal structures are made up of individuals working at randomly

different locations in an organization yet inter connected with each other on ratherinformal relationship basis: colleagues, friends, members to an association, etc.

Ironically no one has the complete information but just a bit of it. By sharing with

each other what one knows enables them building a bigger picture true or false.

While it satisfies the natural urge for complete information it also provides strong

basis for developing shared assumptions and understanding. Sometimes the shared

assumptions and understanding can be much close to the realities, however, most of

the times these are mere wishful beliefs that allow individual to sustain consonance

in their perceptions and the work situation.

Informal communication structures are largely seen as supportive of formal

communication system unless the organization is extremely dogmatic. The

underlying reasons for this supportive nature of informal communication structures

are very simple: information travels much faster in here as compared to formal

communication system; individuals tend to have more confidence on informal

communication structure as it is primarily built on personal relationships; individualstend to be more candor in expressing their feelings and facts through informal

structure; etc. It is therefore organizations consider it as complimentary to the formal

communication system, especially in seeking candid feedback.

2. CoordinationOrganizations business processes or functions are split into numerous departments

such as warehouse; production; marketing & sales; finance & accounting; research &

development; and, human resources and administration; etc. which means each

department performs a different role. However, it is imperative for each department

to synchronize its activities with other departments in order to optimize business

process efficacy. Thus the second most important management intervention is to

encourage and enable coordination across the organization for optimal efficacy.


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Coordination as clearly demonstrated above refers to synchronizing the activities of

two or more departments and/or processes. It can be thought of either horizontal or

vertical in nature. A horizontal coordination refers to lateral coordination whilevertical coordination refers to upwards coordination. The need for horizontal and

lateral coordination exists for both at intra-department and inter-department levels.

An interesting way to achieve inter-department coordination is by identifying and

emphasizing internal customer and supplier relationship between two or more

departments based on their process interdependencies. For instance, Purchase

department is a virtual (internal) supplier of materials either to the warehouse or

production department while the latter department is the virtual (internal) customer

of the former. The recognition of this type of relationships enables each process

(department) to focus on their virtual customers and synchronize their activities in

accordance with them. It is interesting to note that a particular department can be a

virtual customer in one situation and a virtual supplier in another situation. Just like

the production department in the above example is the internal customer to the

purchase department for raw materials, simultaneously it is an internal supplier of

finished goods to the sales department.

Intra-department coordination is enabled through job design and direct supervision.

A complex job design i.e. a job that allows individuals more control over the outcome

and also empowers the individual to make job related decisions provides more

independence hence entails lesser need for coordination. Whereas, a simpler job

which requires many people to work together to produce specific output coupled with

lesser empowerment at the individual level entails much frequent coordination and

control.

3. Decision makingDecision making is quite an essential behavior that needs attention. Decisions need

to be unified, rational and consistent where ever and whoever decides. This follows

that all decisions should essentially be taken with the holistic organizational

perspective. For instance, how will this decision affect the entire organization?

Secondly, a decision needs to be based on some organizational rationales (principles).


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For instance, whether it envisages increased profits or decreased expenses, etc.

Finally a decision should be consistent with decisions made elsewhere and in the past.

For instance, a decision to reduce non development cost in a department shouldessentially coincide with similar decisions made elsewhere in the organization. It is,

however, interesting to note that in dynamic environments organizations do require

to deviate from their legacies and make radical turns in their business direction. In

such scenarios business rationale might advocate making inconsistent decisions from

past. However, this would be exceptions.

In an administrative organization mostly and in other organizational system often

supervisors take decisions and their subordinates comply with them by performing

certain tasks. Ironically it is this decision making role of supervisors that is

considered management and the supervisors are titled as managers although these

decisions come directly under the purview of a typical business process. On the

contrary the managements role or function per se, is of clarifying direction and

empowering individuals within the business process domain to make smart (reliable

and valid) decisions, be it supervisors or their subordinates. This follows that

primarily two distinct yet complimentary management interventions need to becarried out towards enabling good decision making in an organization. Namely;

clarifying organizational direction and encouraging empowerment.

Clarifying organizational direction is not establishing organizational direction but

communicating it across the organization effectively and efficiently. This involves

selling, negotiating and persuading by the management specialists in order to create

a shared sense of direction across various business processes or departments.

Sharing of direction is not enough to make smart decisions. Empowerment of the

individuals who make decisions day in day out is equally critical. The term

empowerment strictly refers to a state of an individuals mental maturity (capability)

where s/he begins to make rational decisions from a holistic perspective. This

typically requires diverse work exposure and mentoring in the organization along

with encouragement to out of box thinking. Here a typical management intervention


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would be to provide a policy environment where all this is recognized and enabled in

letter and spirit.

In organizations four major variants of decision making structures are found, namely;

centralized, consultative, participative, and delegated. Centralized decision making

entails that all decisions are made by a single person who is usually Head of the

organization or department rather independently. Consultative decision making is a

bit different from the centralized decision making. It encourages the decision maker

to consult and ponder upon the issues with other members of the organization

before making the decision. Participative decision making is a step further. Here

other members not only participate in considering the issue or its solutions but also

are part of the decision making. Meaning decisions are made on the basis of

consensus between amongst the select group of individuals and where the

consensus is difficult or not possible then on the basis of majority. Delegated

decision making is the opposite of centralized decision making. Here each individual

is delegated authority to make decisions within his or her domain /specialization. For

instance, people decisions are made by the HR specialist; production decisions are

made by the production specialists, so on and so forth.

Centralized decision making by default is constrained by the bounded rationality of

an individual. However, it is quicker and requires lesser coordination efforts.

Consultative decision making effectively overcomes the bounded rationality by the

involvement of individuals, especially when they come from diverse backgrounds.

Such as marketing, finance, production, etc. Simultaneously, it also has the

advantage of lesser coordination requirement as the decision is finally made by the

individual. (Interestingly, it is this consultative decision making that is prescribed in

the Noble Quran). Participative decision making is vulnerable to dilution and

displacement of the issues and unnecessary delays. Moreover, usually in process of

gaining consensus inevitably compromises are made on subject matter of the

decision. Likewise in case of decisions by the majority, it is much likely that certain

interest groups will dominate to influence the decision in their favor as it is very

common in our political society. Delegated decisions provide for specialized and


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focused decision making but at the same time it is likely to lead to subjectivity

(narrow horizon) and require a lot much coordination efforts.

4. Organization CultureCulture is defined as set of shared beliefs, values and norms. Organization culture

thus refers to set of shared beliefs, values and norms of individuals working together

in a particular organization. The significance of organizational culture is that it

provides a strong basis for discipline, cooperation, and performance, hence it merits

harnessing for higher business efficacy.

Beliefs are deep rooted assumptions that help us perceive about events, situations,

opportunities and even people. A valid belief would obviously cause valid perception

and vice versa. Values are the principles that enable us distinguish between good

and bad, right and wrong, etc. Values are largely influenced by our beliefs and

reinforced by our immediate environment. Norms refer to our (automatic) standard

responses to particular event, situation, opportunities or people.

Here a typical management intervention would be to encourage positive(constructive) culture and at the same time to discourage dysfunctional culture. It is

clearly evident that as an organization embarks upon a Change Management

program, altering the culture usually precedes change in any other direction, for

without cultural change business practices and processes cannot be changed. This is

because of the fact that behind every business process and practice is a human mind

that either accepts the change or rejects it. To initiate the cultural change

organizations need to identify so called Dos and Donts of work behavior in the form

of organizational values; communicate or disseminate the same to the outer most

boundaries of the organization, and finally introduce rewards and punishment system

to encourage adherence and to prevent ignorance of the values, respectively.


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5. Learning and DevelopmentProphet Mohammad SAAW said, Whos today is no better than yesterday is

doomed. According to an article published in an international magazine,organizations grow to doom. This

phenomenon is explained by Daniel

Goleman in his famous research on

Emotional Intelligence. Accordingly,

as world class summers stopped

improving their performances their

subsequent performance

deteriorated, this was validated in a

structured experiment conducted by

Goleman. Organizations are no

exceptions. Bryan Joiner in his book titled, Fourth Generation Management

articulated this concept by comparing two organizations with varied pace of learning

and change. He concluded that the organization, which was learning and changing

faster than its counterpart organization comes out as winner especially in the long

run. See figure 1.1

Surely the locus of learning and change should be the business processes. Attempts

should be made continually to improve upon the efficacy of business processes as a

basis for increasing organization performance. But creating a policy and physical

environment conducive for learning and innovation is a function inside the purview of

management process. Integration of technology into business processes, such as

ERP solution is a good example of creating an enabling environment. Besides,

providing appropriate inducements to encourage innovation at each point is also

critical. For example, Cummins UK explicitly encourages its employees by saying that,

We have hired you to improve, if you maintain status quo we will fire you. Likewise,

KAIZEN, TQM and Six Sigma are also good examples of inducing learning and

change.

Fig. 1.1

Alpha

Beta

Pace

ofChange/Performance

Time Horizon


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Activity #1

TEAMWORK

DEFINITION

Together every one achieves more

To or more persons working together for achieving a common goal

To or more persons working interdependently to accomplish goals that theyindividually cannot accomplish

TASK

Write as many words as you can for each letter, to describe Team characteristics

T

E

A

M

S

TEAM SYNERGY ESSENTIALS

Managing diversity is about bringing together people of diverse competencies.

Managing conflicts is about taking advantage of divergent views and perspectiveswhile eliminating the negativity arising out of personal differences. Moving away frompositions toward interests.

Harnessing motivation is about understanding individuals unique motivators andstriving to satisfy them.

Managing communication is about enabling individuals to share openly, directly, andhonestly the information and feelings necessary to accomplishing the task at hand and

for maintaining congenial relationships.


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TEAMWORK (ACTVITY)

INSTRUCTIONSYou are asked to think of a group of people at work or elsewhere, whom you think a realgood team.

Give Imaginary title to the Team

Now go on listing as many factors as you can that in your opinion are positively ornegatively affecting the Teams performance

POSITIVE FACTORS NEGATIVE FACTORS


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Activity #2

GOALS & OBJECTIVES

DEFINITION

Goals:

Goals are the ends

Goals are the statements of intent and purpose

Goals give vision and the reason to every activity

Objectives:

Objectives are the means to an end

Objectives are the statements of strategy and tactics

Objectives provide focus and a standard to measure progress

FORMAT

Goal is a brief statement, usually expressing: Destiny, and Shared commitment

Objective is an elaborate expression of strategy, usually expressing: Time frame, Expected outcome, Measuring standard, and Resources required

In other words, good objectives are expected to con form to the SMART criteria[Specific; Measurable; Accomplishment oriented; Realistic; and, Tough & Time bounded].


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GOALS & OBJECTIVES (Activity)

INSTRUCTIONSImagine yourself in the following situation, You are a branch manager of a corporatecentre in Karachi. Head Office has required you to improve upon your competitiveposition viz. other banks operating in the nearby localities.

You are asked to define a goal and annexed objectives,

1. Write your goal below:

2. Elaborate your objectives below, using SMART criteria:


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Activity #3

ACTION PLANNING

DEFINITION

Action planning is about deciding:

What is to be done? How will it be done? Who will do it?

Decision OneWhat is to be done?

This involves breaking down the objective into smaller tasks/activities.

Example:

To improve Transaction Processing Time.

Tasks/Activities:To accomplish the above objective, following tasks/activities will be performed- To introduce technology (Electronic scanner/register, etc.)- To conduct training to upgrade concerned employees technical skills and knowledge- To upgrade systems to support the change.

Decision TwoHow will it be done?

This involves detailing each task/activity necessary to accomplish the objectivesuccessfully.

Example:

Task / Activity:To conduct training- Will it be done in-house or ex-house?- Will it be a theoretical session or a practical workshop?- What resources will be required? Etc.

Decision Three Who will do it?

- This involves setting up task teams and delegating the specific task responsibilities tothem.

- This also involves allocating resources, deciding time frame and setting criteria forprogress evaluation.


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ACTION PLANNING (Activity)

INSTRUCTIONSYou are asked to prepare action plans for any three objectives that you have identified inActivity #2 above.

ACTION PLANSr.No.

Objectivedescription

Task(s)description

Who willdo it

Requiredresources.

Completiondate.

Progressevaluation.


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Activity #4

DECISION MAKING

DEFINITION

Decision-making is about: Foreseeing the future. Identifying alternate strategies. Selecting the best strategy. Putting the strategy to work.

TYPES OF BUSINESS DECISIONS

Strategic decision is about determining future of the business entity.

Example: - What kind of businesses would we be in? Whether we should maintain our competitive advantage through building cost-

leadership or product differentiation?

Operating decision is about ensuring smooth running of the business operations.

Example: - How to mobilize working capital for meeting day to day business needs? What to produce first? What inventories are needed? Etc.

METHODS IN MAKING DECISIONS

Autocratic manager decides on his own. Later decisions are communicateddownwards in the form of policies, procedures or instructions. Making decisionsautocratically is a quicker way. But implementing such decisions in their true spirit ismore than difficult.

Participative manager involves every other member of his organization. Heredecisions are made through participation and consensus of the group. Makingparticipative decisions is time consuming. But implementing such decisions in their truespirit is guaranteed.

Consultative manager seek deeper understanding through consultations with diversegroups. Subsequently, the individual take responsibility to make decisions on his own.Consultative decisions are more informed ones. Besides, the process allows cascadingdecision making to the individual level.


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DECISION MAKING (Activity)

INSTRUCTIONSAnswer the following questions:

You plan to open a branch in a newly established residential colony. What sort ofdecisions would you be taking in the near future? Please list most probable questionsthat you may ask.

1. In the context of Strategic Decisions

2. In the context of Operating Decisions


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Activity #5

PROBLEM SOLVING

DEFINITION

Problem solving is about Trouble-shootingFire fighting Regaining status-quoCrises management Salvaging Amputating the dead organ

TYPES

Intra-personal problems are the problems and/or impediments that affect individualsperformance on the job. Such as integrity, motivation, attitude, skills deficiency, etc.

Inter-personal problems are the inter-relationship problems that affect groupperformance on the job. Such as work culture, norms, communication, etc.

Administrative problems are the technical / systemic difficulties that affect individualas well as group performance on the job. Such as technology obsolescence, lack ofenabling systems and policies, procedural inefficiencies, etc.

METHODS IN PROBLEM SOLVING

Prevention: Problems are anticipated and tackled even before they surface. Thisapproach increases productivity.

Solution: Problems are recognized after they have occurred. Subsequently, efforts aremade to correct the damage. This approach leads to salvaged productivity.

Diffusion: Problems are ignored hoping that situation will automatically improve overtime. This approach puts the productivity in jeopardy.

Dissolution: Sometimes the situation is re-arranged to dissolve the problem. Forexample, if the employees are habitual of taking longer breaks for Jumma congregation

declaring Friday as weekly holiday will dissolve the problem.


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PROBLEM SOLVING (Activity)

INSTRUCTIONS

1. You are asked to list a few problematic instances that you had come acrossrecently.

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

2. Look back at the problems and try to remember how did you handle the situationthen?

ProblemHow would you prefer to solvethe problem (e.g. Prevention,Cure, Diffusion or Dissolution)

What outcome can you think ofyour preferred solution strategy?


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Activity #6

MOTIVATION

DEFINITIONMotivation is inner energy that makes us allDowhat we do andDont Dowhat wenever do. Thus motivation is about knowing our needs and expectations and relatingthem with reinforcements (rewards and punishments) that exist in our surroundings.

Types of Needs: Physiological food, shelter, clothing, etc. Psychological spiritual, emotional, intellectual, social, etc.

MOTIVATION MANIFESTATIONS

Rights Centered is the first level motivation. People at this level tend to focus on theirrights vis--vis organization, spouse, family, friends, colleagues, seniors, juniors, society,etc. Persons at this level tend to excel in competing with each other with a view tomaximize their personal gains. Putting it differently, they operate with a Win-Loseor

Scarcementality.

Responsibility Centered is the second level motivation. People at this level tend tofocus on their responsibilities vis--vis organization, spouse, family, friends, colleagues,seniors, juniors, society, etc. Persons at this level tend to excel in cooperating with eachother with a view to enable each other succeed. Putting it differently, they operate withaWin Winmentality.

Service Centered is the third level motivation. People at this level have selfless urge tohelp others succeed like a parent nurturing the child out of sheer feeling of love andaffection. Persons at this level tend to go an extra mile in doing favors or in extending ahelping hand to others. Putting it differently, they operate withAbundancementality.

BASES OF MOTIVATION

Every individual and every situation is unique in itself. Thus it is very difficult to say whatmotivates different people in different situations. However, we can identify generalized

bases of motivation for better description of one behavior.

Unsatisfied needs

Fear

Fun

Values

Followership


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MOTIVATION (Activity)

INSTRUCTIONS

1. Think of many reasons why you feel energetic to do a job and why not?

Factors that usually make me energetic Factors that dont energize me

2. Prioritize

My Energizers My De-energizers


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Activity #7

MOTIVATING

DEFINITION

Motivating is about: Is about making fellow employees aware of their motivators Enabling them to link the motivators with the available reinforcements in the

immediate environment. Motivating is thus a process helping others do their jobs better.

SATISFACTION vs. DISSATISFACTION

Satisfaction is a state of motivation in which a person becomes ready to perform abovethe routine standard or beyond the expectations.

A few reinforcements that improve satisfaction are: High Self Esteem. Participative management system. Challenging and exciting work. Opportunities to excel in profession. Career advancement potentials.

Dissatisfaction is a state of motivation in which a person begins to retreat from thework situation, substitute achievements at work with achievements outside, andsubsequently leaves the occupation.

Absences of a few reinforcements that create dissatisfaction are: Adequate or equitable salary. Convenient working systems. Congenial interpersonal relationships.

Sense of Indifference is a state of motivation in which a person neither experiencessatisfaction nor dissatisfaction. At this situation, a person secures his continuity bymaintaining his performance at minimum level with a view to avoid probable reprimands.


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MOTIVATING (Activity)

INSTRUCTIONS

1. Describe an instance you fellow employee had performed like never before:

2. Identify the probable motivators and their reinforcements that existed in thatsituation

Motivators Reinforcements


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Activity #8

DELEGATING

DEFINITION

Delegating is about: Taking other peoples help in doing your job Getting your job done through other people Assigning responsibilities to other people

REASONS OF DELEGATING

Every one possesses unique competencies. Achieving synergy at work place

requires everyone to perform what he or she can perform with a competitive edge overothers. This follows that complex tasks can only be accomplished successfully througheffective delegation.

Increasing workload. Managers are facing difficulties in effectively coping up with theever increasing workload individually.

Finite span of managerial control. Managers are increasingly finding it difficult tocope up with managing more and more people within a limited span of time.

PROCESS OF DELEGATION

Successful delegation is a three-stage process. It involves:

Enlightening is about preparing the mindset needed to perform a task.

Enabling is about giving knowledge and developing skills necessary to perform atask.

Empowering is about giving access to resources and authority to make decisionsrequired in performing the task in a befitting manner.


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DELEGATING (Activity)

INSTRUCTIONS

1. Do you remember last time you delegated a task to your colleague?Please describe the true circumstances that made you delegate the task

2. How did you delegate the task?Please detail the process you adopted in delegating the task.

3. What had been the outcome? Please evaluate:

How it affected your performance?How it affected overall productivity of yourbranch?

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