the manager in hospitality industry
TRANSCRIPT
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The Manager in
Hospitality
Industry
Presented By Subroto Ghosh
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Hospitality Managers:
Manage employees makingproducts and/or performing
servicesManage first-line supervisors
Often continue to work side-by-
side with the employees theysupervise
Are successful only to the degree
their workers allow them to beSlide no. 2Subroto Ghosh
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Manager
To Customers
Fulfill their needs and desires
Ensure employees positivelyrepresent the enterprise
Respond to customercomplaints
To Sub-ordinates
Create a positive workenvironment
Support and value employees
who interact with customers
To Employer Make the enterprise profitable Run it according to the owners rules Be sensitive to the owners expectations
Manager
Slide no. 3Subroto Ghosh
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Functions of Management
Planning
Organizing
StaffingLeading
Slide no. 4Subroto Ghosh
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Functions of Management
Controlling and evaluating
Coordinating
Problems solving and Decisionmaking
Representing
Slide no. 5Subroto Ghosh
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Management TheoryTimeline
1900s: Scientific ManagementFrederickTaylor/ Frank GilbertStandardized work procedures to find the
one best way to perform a task1930s/1940s:Human Relations Theory
Elton
Employees perform best when they feel
they belong to the work group1960s/1970s:Participative Management
Workers who participate in makingdecisions are more committed to theoutcome Slide no. 6Subroto Ghosh
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Management TheoryTimeline
1980s/1990s:Total QualityManagement
Empowers employees to determinebest ways to meet goals
1990s/2000s:HumanisticManagement
Selective blending of managementsystems according to the needs of thesituation, workers and the supervisors
style of leadership Slide no. 7Subroto Ghosh
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Managerial Skills
Slide no. 8Subroto Ghosh
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Managerial Skills
Technical Skills
Establish a manager's credibility
with employeesAid in the management ofemployees
Enable manager to select and trainpeople, plan and schedule work,and take action inan emergency
Slide no. 9Subroto Ghosh
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Managerial Skills
Human Skills
Affect their attitude towards their
employees and determines theirlevel of success
Should create an atmosphere
where employees feel secure andare willing to do their best
Slide no. 10Subroto Ghosh
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Managerial Skills
Conceptual Skills
Incorporate the work of the
managers employees with theneeds of the entire enterprise
Recognize and deal with issues
from a managerial perspective
Slide no. 11Subroto Ghosh
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Leadership
Slide no. 12Subroto Ghosh
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leadership developmentinvolves:
Investing time, resources, and money tocreate a supportive culture
Defining the differences betweenmanagement skills and leadershipabilities
Developing quantifiable measurable
that support leadership skillsFocusing on leadership skill duringmanagement training
Slide no. 13Subroto Ghosh
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leadership developmentinvolves:
Encouraging continuous educationof leadership skills
Recognizing leaders on all levelsRewarding all enthusiastic leaders
Slide no. 14Subroto Ghosh
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Old-style Leadership
PROS
Some workersrespond to a
command-obeystyle of direction
Can be effective
Can be necessary
CONS
Average American doesnot respond to thisautocratic method
More likely to increaseproblems than to lessenthem
Breeds resentment, lowmorale, and adversaryrelationship
Customer service suffersand patrons go
somewhere else Slide no. 15Subroto Ghosh
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Theory X - authoritarian,repressive style. Tight
control, no development.Produces limited, depressed
culture.
management
staff management
staff
Theory Y - liberating anddevelopmental. Control,
achievement and continuousimprovement achieved byenabling, empowering and
giving responsibility.
Theory X Theory Y
Theory X and Theory Y
Slide no. 16Subroto Ghosh
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Theory X and Theory Y
Theory Xs Faulty Assumptions
2. The average human being has aninborn dislike of work and will avoid it
as much as possible.3. He or she must be coerced, controlled,
directed, threatened with punishmentto get the work done.
4. He or she prefers to be led, avoidsresponsibility, lacks ambition, andwants security above all else.
Slide no. 17Subroto Ghosh
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Theory X and Theory Y
Theory Y Propositions
2. Work is as natural as play or rest;people do not inherently dislike it.
3. People will work of their own accordtoward objectives to which they feelcommitted without control or the
threat of punishment.4. People become committed to
objectives that fulfill their innerpersonal needs.
Slide no. 18Subroto Ghosh
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Theory X and Theory Y
Theory Y Propositions
2. People can learn not only to acceptresponsibility but also to seek it. Lack of
ambition, avoidance of responsibility, andthe desire for security are not innatehuman characteristics.
3. Capacity for applying imagination,
ingenuity, and creativity to solving on-the-job problems is widely, not narrowly,distributed in the population.
4. The modern industrial organization uses
only a portion of the intellectual potentialSlide no. 19Subroto Ghosh
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Situational LeadershipStyles
Directingclose supervision mosteffective for training or emergencies
Coachingdirect supervision andsupport to build commitment
Supportiveassists employees lackingcommitment to improve performance
Delegatingbest for employees capableof making day-to-day decisions on theirown
Slide no. 20Subroto Ghosh
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TransformationalLeadership
Transformational leaders:
Communicate the mission and
objectives of the companyProvide workers with meaningful,interesting, and challenging jobs
Act as coaches and mentorsLead by example
Slide no. 21Subroto Ghosh
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Unity In Diversity
Slide no. 22Subroto Ghosh
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Dimensions of DiversityPRIMARY
Culture
Age
Gender
Physical abilities andqualities
Ethnicity
RaceReligion
Language
Sexual preference
SECONDARY
Occupation
Work
experience
Education
Income
Marital status
Slide no. 23Subroto Ghosh
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Cross-Cultural InteractionSkills
1. Increase personal awareness
2. Learn about other cultures
3. Recognize and practice cross-cultural interaction skills
4. Maintain awareness, knowledge,
and skills
Slide no. 24Subroto Ghosh
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Managing DiversityPositively
Get to know your employees
Treat your employees equitably,
butnot uniformly
Watch for any signs of harassment
Foster a work climate of mutualrespect
Encourage the contributions of
diverse employees Slide no. 25Subroto Ghosh
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Communication
Skills
Slide no. 26Subroto Ghosh
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Types of Communication
Interpersonal
Organizational
Two-way/openInterviewing
Small group
Mass
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Message distortion can occuras the result of:
Differences insenders andreceivers:
BackgroundEducation
Past experiences
Intelligence
AttitudesOpinions
Values
Perceptions
Other Reasons
Prejudices
Assumptions
Expectations
Emotions of thesender and/or
receiver
Slide no. 29Subroto Ghosh
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Five Principles of GoodListening
1. Give the speaker your undividedattention
2. Hear the speaker out3. Look for the real message
4. Keep your emotions out of the
communication5. Maintain your role
Slide no. 30Subroto Ghosh
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How to Give InstructionsEffectively
Plan what you are going to say,including to whom, when, where, andhow.
Establish a climate of acceptanceexplain the why of the task and whatis in it for the listener
Deliver the instructions calmly andconfidentlyrequest, suggest, orcommand
Slide no. 31Subroto Ghosh
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How to Give InstructionsEffectively
Verify that the instructions have beenunderstoodask people to repeat the
instructions and/or see whether theycarry out orders correctly
Follow upobserve people at workand measure results; offerassistance, and further direction ifnecessary
Slide no. 32Subroto Ghosh
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MOTIVATION
Slide no. 33Subroto Ghosh
h i f
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Some Theories ofMotivation
Motivation Through Fear
Carrot-and-Stick Method
Economic Man TheoryHuman Relations Theory (SocialMan Theory)
Maslows Hierarchy of NeedsHerzbergs Motivation-Hygiene
Theory
Transparency 5-1Slide no. 34Subroto Ghosh
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Biological and Physiological needsbasic life needs - air, food, drink, shelter, warmth, sex,
sleep, etc.
Safety needsprotection, security, order, law, limits, stability, etc
Esteem needsachievement, status, responsibility
reputationBelongingness and Love needs
family, affection, relationships, work group,etc
Self-actualisationpersonal growth and fulfilment
needs
Slide no. 35Subroto Ghosh
M l Hi h f
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Maslows Hierarchy ofNeeds
SECONDARY NEEDS
Self-actualization/self-fulfillment
Esteem Needs
PRIMARY NEEDS
Social
Safety
Physiological
Slide no. 36Subroto Ghosh
A li i f M i i
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Application of MotivationTheory
Nature of many hospitality industry jobs
Company policy, administration, andmanagement philosophy
Extent of responsibility, authority, andresources
Employees with personal priorities orthose with dependent personalities
Constant pressures and lack of time
Lack of motivational theory that iseasily and scientifically applicable
Slide no. 37Subroto Ghosh
How to Build a Positive Work
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How to Build a Positive WorkClimate
THE INDIVIDUAL
Get to know your people
Deal with security needs
Deal with social needsReward your employees
Develop your people
THE SUPERVISORSet a good example
Establish a climate ofhonesty
THE JOB
Provide anattractive jobenvironment
Provide a safe andsecure workenvironment
Put the right person
in the right jobMake the jobinteresting andchallenging
Slide no. 38Subroto Ghosh
G id li f
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Guidelines forRewarding Employees
Always give recognition in a positive andsincere manner
Contest should offer all employees an
opportunity to winChampion average employees, as well asthe heroes
Recognize employees using objective
criteriaRecognize employees in a timely fashion
Recognize employees when they leastexpect it
Tie rewards to true accomplishmentsSlide no. 39Subroto Ghosh
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Important Terms
PositionDuties andresponsibilities performed by oneemployee
JobA group of positions with thesame duties and responsibilities
Job analysisProcess that presentsa picture of how the world of worklooks for a specific job
Slide no. 40Subroto Ghosh
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Important Terms
Job descriptionDescribes a fair dayswork, including performance standards
Job specificationSpells out the
qualifications a person must have inorder to get a job
Job evaluationProcess of examining
the responsibilities and difficulties ofeach job in order to determine whichjobs are worth more than others
Slide no. 41Subroto Ghosh
P d ti it d L
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Productivity and LowEmployee Retention
Workers do not know what they aresupposed tobe doing
Workers do not know how to do whatthey are supposed to be doing
Workers do not know how well they aredoing
The supervisor has not given anydirection, help,or support
Workers have a poor relationship with
the supervisor Slide no. 42Subroto Ghosh
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Benefits of Training
To the Supervisor
More time to manage
Results in less absenteeism and lowerturnover
Reduces tensions between
management and employees
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Benefits of TrainingMakes it easier to maintain consistency ofproductsand services
Lowers costsResults, ultimately, in happier customersand moreof them
Helps supervisors advance their careers
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Benefits of Training
To the Employee
Can eliminate the five reasons that
people dopoor work
Reduces employee confusion,
allowing them towork independently
Slide no. 50Subroto Ghosh
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Why Hospitality Managers
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Why Hospitality ManagersDo Not Train Their People
1. Urgent need
2. Training time
3. Training time costs the companymoney
4. High employee turnover
5. Diversity of workers skills and abilities
6. Great variety of jobs
7. Not knowing exactly what managersexpect from employees
Slide no. 52Subroto Ghosh
Employees Learn Best
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Employees Learn BestWhen:
They are actively involved in thelearning process
Training is relevant and practical
Training material is well-organized andpresented in small, easy-to-graspchunks
The learning environment is informal,
quiet, and comfortableThey have a good trainer
They receive feedback on theirperformance and are rewarded for doingwell Slide no. 53Subroto Ghosh
How to Develop a Job
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How to Develop a JobTraining Program
1. Write a performance standard
2. Write a training objective derived fromthe performance standard
3. Develop standard procedures4. Develop unit training plan
5. Pretest
6. If the training results are negative,repeat training, try a simpler job, orterminate employee. If the trainingresults are positive, put the worker onthe job; evaluate and follow up
Slide no. 54Subroto Ghosh
Job Instruction Training
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Job Instruction TrainingSteps
1. Prepare the worker for training
2. Demonstrate what the worker is
to do (show and tell)3. Have the worker do the task as
shown
4. Follow through (put the worker onthe job, checking and corrected asneeded)
Slide no. 55Subroto Ghosh
Before correcting an
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Before correcting anemployee, ask:
Does the employee know what issupposed to be done and why?
Are there any reasons for poor
performance that the employee cannotcontrol?
How serious are the consequences of
this problem?Have you previously addressed theconcern with the employee?
Slide no. 56Subroto Ghosh
When conducting
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When conductingcoaching sessions:
1. Speak in private to the employee
2. Calmly express your concern about thespecific aspect of the job
3. Ask the employee for his or herthoughts and opinions, includingpossible solutions
4. Ask the employee to restate what has
been agreed upon to check onunderstanding
5. State your confidence in theemployees ability to turn the situation
around Slide no. 57Subroto Ghosh
Steps in the Performance
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Steps in the PerformanceEvaluation Process
1. Prepare for the evaluation
2. Make the evaluation
3. Share it with the worker4. Provide follow-up
Slide no. 58Subroto Ghosh
Rating Employee
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Rating EmployeePerformance
Be objective
Evaluate the performance, not the
employeeGive specific examples to back upratings
Slide no. 59Subroto Ghosh
Rating Employee
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Rating EmployeePerformance
Where there is substandardperformance, ask Why?
Think fairness and consistencywhen evaluating performanceGet input from the employeescoworkers
Note and discuss ideas on how theemployee can improveperformance.
Slide no. 60Subroto Ghosh
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DISCIPLINE
Slide no. 61Subroto Ghosh
Essentials of Successful
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Essentials of SuccessfulDiscipline
1. Complete set of rules that everyoneknows and understands
2. Clear statement of the consequences
of failing to observe the rules
3. Prompt, consistent, and impersonalaction to reinforce the rules
4. Appropriate recognition andreinforcement of employees positiveactions
Slide no. 62Subroto Ghosh
The Hot Stove as a Model
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The Hot Stove as a Modelof Administering Discipline
1. Warning: You can feel the hot airaround it.
2. Immediate: The instant you touch
it, it burns your finger.3. Consistent: It burns your finger
every time you touch it.
4. Impersonal: It reacts to the touch,not the person who touches it.
Slide no. 63Subroto Ghosh
Negative Versus Positive
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Negative Versus PositiveApproach to Discipline
Negative
Discipline equalspunishment
Used by:Autocratic, X-stylemanagers
Effectiveness:Does not workvery well
Four-stageformula fordisciplinary
action:2. Oral warning
3. Written warning
4. Punishment5. Termination
Slide no. 64Subroto Ghosh
Negative Versus Positive
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Negative Versus PositiveApproach to Discipline
Positive
Disciplineequals rule
complianceUsed by:
Theory Y-style
managersEffectiveness: works verywell
Four-stage formula fordisciplinary action:
2. Oral reminder
3. Written reminder
4. Suspension
5. Termination/complian
ce/resignation
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Administering Discipline
1. Collect all the facts
2. Discuss the incident with the
employee3. Decide on the appropriate action
4. Take the appropriate action
5. Write down all pertinent details6. Follow up
Slide no. 66Subroto Ghosh
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Planning Process
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Planning Process
1. Define the purpose or problemand set objectives
2. Collect and evaluate data relevant
to forecasting the future3. Develop alternate courses of
action
4. Choose the best course of action5. Carry out the plan
6. Control and evaluate results
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Qualities of a Good Plan
Provides a workable solution to theoriginal problem and meets the statedobjectives
Comprehensive; it raises all relevantquestions and answers them
Minimizes the degree of risk involved inmeeting the objectives
Specific as to time, place, supplies,tools, and people needed to carry it out
Flexible; it can be adapted if thesituation changes, or replaced by a
contingency plan Slide no. 69Subroto Ghosh
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Planning for Change
Define the problem and setobjectives
Gather data to forecast possible
solutionsGenerate alternate plans andweigh the risks of each
Decide on the best plan to meetobjectives
Make the change and follow up
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Your Time
Is the amount of time spent per dayappropriate to the activity?
How does the time spent on
unimportant activities compare to thetime spent on highly importantactivities?
Are you doing things that are not really
necessary?Are you doing things that you coulddelegate to someone else?
Slide no. 71Subroto Ghosh
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Your Time
Can you group activities better asto time and place?
Was time wasted that could havebeen avoided by better planning?
Did you spend any time at all oncertain important but time-consuming activities you should bedoing?
Slide no. 72Subroto Ghosh
Organized and Efficient
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Organized and EfficientUnit
Lines of authority andresponsibility are clearly drawnand observed
Jobs, procedures, and standardsare clearly definedand followed
People know what to do and how
to do itand they do itStandards of quality, quantity, andperformance are clearly setandmet
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Control Techniques
Require records and reports
Develop and enforce performance
standardsDevelop and enforce productivitystandards
Develop and enforce departmentalpolicies and procedures
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Making a Conscious
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Making a ConsciousChoice
Recognize alternatives rather thaninfluences
Choose a course of action to fulfilla specific result.
Put the choice into action andmake sure it is carried out.
Slide no. 76Subroto Ghosh
Factors to Examine When
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Factors to Examine WhenMaking a Decision
RiskWhich course of action provides themost benefit with the least risk?
EconomyWhich course of action will give
the best results with the least expenditureof time, money,and effort?
FeasibilityIs each course of action
feasible?AcceptabilityWill each course of action beacceptable to the people it will affect?
ObjectivesWhich course of action will best
meet Slide no. 77Subroto Ghosh
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Problem-solving Pattern
1. Define the problem and setobjectives
2. Analyze the problem3. Develop alternative solutions
4. Decide on the best solution
5. Implement the decision6. Follow up
Transparency 12-3Slide no. 78Subroto Ghosh
Participative Problem
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Participative ProblemSolving
PROS
More information and expertiserelevant to the decision
More good ideas and betteralternatives
People thinking together can arrive at
better decisions because of thestimulation and interplay of differentpoints of view
Slide no. 79Subroto Ghosh
Participative Problem
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Participative ProblemSolving
PROS
People who have participated in making thedecision are generally committed to
carrying it out.The coordination and communicationnecessary to carry out the decision aresimpler and better because everyonealready understands what is happening.
Slide no. 80Subroto Ghosh
Participative Problem
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Participative ProblemSolving
CONS
It takes longer for a group to decidesomething than it does for one person tomake the decision
The process takes everyone away from theirother work
Groups are often dominated by one person
Group participants often get involved in
winning arguments or showing off ratherthan working to make the best decision.
Slide no. 81Subroto Ghosh
Participative Problem
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Participative ProblemSolving
CONS
If consensus is required, people might goalong with a decision they do not like tofinish the process quickly
Consensus leads to mediocre decisions thatwill appease everyone rather than the bestdecision.
Consensus can lead to groupthink or
conformity rather than to the creativity thatgroup decision making is supposed to spark.
Slide no. 82Subroto Ghosh
Problem-solving
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ob e so gPossibilities
Win-lose stance (supervisor wins,worker loses)
Lose-win posture (retreat and
appeasement)Lose-lose compromise (nobody issatisfied)
Win-win approach (everyone issatisfied)
Slide no. 83Subroto Ghosh
How to Build Decision-
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Making Skills
Make sure that the decision is yours tomake, that you have both the authorityand the responsibility.
Accept your responsibility fully.Sort out the important decisions fromthe inconsequential ones.
Calculate the risks.
Adapt your decision making so that thetiming is right.
Slide no. 84Subroto Ghosh
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Three Essentials of
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Delegation
1. Responsibility
2. Authority
3. Accountability
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Steps in Delegation
1. Delegate responsibility for the task and theresults expected
Delegate the authority necessary to complete
the taskEstablish accountability
4. Follow up
Train employees as needed
Communicate the new status to everyoneconcerned
Slip into the coaching role
Slide no. 89Subroto Ghosh
Delegating to the Right
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g g gemployee
Employees Who Are:
Able but unwilling need motivation
Unable and unwilling are not goodcandidates
Unable but willing need training
Able and willing are the bestcandidates
Slide no. 90Subroto Ghosh
Common Mistakes in
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Delegation
Not communicatingclearly
Over supervising
Not taking enoughtime to trainemployees
Not givingemployees enough
supportDelegating withoutsetting up controls
Job loading
Assigningunchallenging taskswithout offering anincentive
Delegating to thewrong people
Abdicating
unpleasant parts ofthe job such as firing
Setting upoverlapping
responsibilitiesSlide no. 91Subroto Ghosh
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Subroto Ghosh Slide no. 92
Any Questions
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