How to Assign Work

Introduction Meg Whitman, CEO of eBay, is successful because she: Recognized an opportunity Made a decision Gave orders to make it work Ultimately, she assigned work effectively

Assigning Work Effectively Assigning work effectively is the most important skill of the successful leader Principles for performing this task: Consider the availability of the employee’s time and whether this is the ideal person to do the job Use work assignments as a means of developing people Know exactly what you want to communicate before giving an order

Assigning Work Effectively If many duties or steps are involved in a an order, follow oral communication with a note (keep a copy) Ask rather than tell, but leave no doubt that you expect compliance Use the correct language for the employee’s training level Make assignments in a logical sequence, using clear and concise language

Assigning Work Effectively Be considerate but never apologetic when asking someone to do a job Talk deliberately and authoritatively, but avoid shouting across a room or making an unnecessary show of power Take responsibility for the orders you give Give people the opportunity to ask questions and express opinions Follow up to make sure assignments are being carried out properly, and modify them if the situation warrants

Management Roles and Skills Leader effectiveness depends on knowledge and skill in solving organizational problems The types of problems to be solved depend on the leader’s role or level of responsibility Top managers: Establish the organization’s goals, strategy, and operating policy Represent the organization to the external environment

Management Roles and Skills Middle managers: Implement policies and plans established by top managers Supervise and coordinate activities of lower-level managers Front-line managers: Supervise and coordinate activities of operating employees Coordinate, facilitate, and support the work of subordinates

Management Roles and Skills The types of skills needed for effective performance at all levels of management

Types of Skills Technical Skill Having knowledge about and being proficient in a specific-type of work Detailed job knowledge, hands-on expertise, and ability to use equipment, techniques, and procedures Requires a high degree of technical skill

Types of Skills Relational Skill Having knowledge about and being able to work with people Ability to motivate, coordinate, and advise other people, as individuals or as a work group Requires good human relation skills

Types of Skills Conceptual Skill Having knowledge about and being able to work with concepts and ideas Long-range planning, strategic decision making, and weighing of ethical considerations Requires the ability to think abstractly

Management Roles and Skills The amount of time each level of management spends on the four processes of management

Management Processes and Functions Planning: charting a direction, determining strategies to succeed, and making policy decisions Organizing: aligning structure, people, and resources to achieve goals Directing: supervising, facilitating, coaching, and developing people Controlling: tracking progress against plans and making corrections

The Vital Shift U.S. workplace: The reward for being an outstanding producer is promotion Success is measured by status Rest of the world: Mobility is less the norm Management positions are filled on the basis of education or social standing The opportunity to become manager is not as common as it is in the U.S.

The Vital Shift Promotion can be a culture shock Progression through career stages isn’t always smooth Most difficult times are periods of vital shift-moving from one type of work to another

The Vital Shift Overpromotion syndrome: Occurs when transitions are not successful According to the Peter Principle: The individual may be dissatisfied because the new work is not interesting, or may feel inadequate because needed skills are missing The organization is harmed because the individual lacks competence In effect, the individual has been promoted to his level of incompetence

The New-Job Tryout This is one of the best ways to make a vital shift Allows one to work at a different type of job for an interim period of time Considered a two-way tryout If either the individual or organization decides it is not working, employee pride is preserved Solves the problem of embarrassment or unwillingness to hurt a person’s feelings