IMPLEMENTING SITUATIONAL LEADERSHIP: MANAGING PEOPLE TO PERFORM

ORGANIZATIONAL PERFORMANCE FACTORS THAT CONTRIBUTE TO THE MODEL organizational structure knowledge nonhuman resources strategic planning human process Refer to page 342, figure 15-1

EMPHASIS: IMPROVE HUMAN PRODUCTIVITY “focusing on a firm’s human resources could provide a significant opportunity to secure a sustained edge over competitors” (Hersey, Blanchard, & Johnson, 343)

MacMillan & Schular see an increasing role for human resource managers in developing strategy Identify needed skills and current in- house skills

Questions To Ask Which human resources are unequivocally excellent? How do you motivate employees who possess the key skills? What strategic targets could be pursued? What strategic thrusts will be critical for the future?

MacMillan and Schuler state that advantage can be gained by making employees have the essential skills and are suitably motivated.

MOTIVE GOAL COMPETENCE FEEDBACK MEANS OPPORTUNITY STANDARDS SEVEN FACTORS OF PERFORMANCE BY CLAY CARR

MOST CRITICAL ASPECTS GOAL—WHAT THE INDIVIDUAL OR GROUP TRIES TO ACHIEVE FORMAL VS REAL NOT A REQUIREMENT NOT A DESIRE MOTIVE—WHY SHOULD THEY DO IT? INCENTIVES RECOGNITION JOB SECURITY

OTHER PARTS OF THE SEVEN STANDARDS—TELL WHEN GOAL IS ACCOMPLISHED; WHEN DO I KNOW I AM SUCCESSFUL FEEDBACK—REPORTS OF QUALITY AND QUANTITY OF PROGRESS TOWARD THE GOAL MEANS—WHAT ARE THE RESOURCES AVAILABLE TO ACHIEVE THE GOAL COMPETENCE—NOT JUST LEARN BUT APPLY/PERFORM TASKS OPPORTUNITY—MUST BE GIVEN TIME AND PRIORITY BY SUPERVISOR

IMPROVING PRODUCTIVITY OUTPUT OF GOODS & SERVICES PRODUCTIVITY= INPUT OR RESOURCES USED TO PRODUCE THOSE GOODS & SERVICES

OUTPUT EXAMPLES HIGHER QUALITY BETTER MARKETING IMPROVED DISTRIBUTION

INPUT EXAMPLES MORE TRAINING BETTER UTILIZATION INVENTORY MANAGEMENT

ESSENTIAL TO IMPROVING PRODUCTIVITY: LEADER- FOLLOWER INTERACTION

360 DEGREE ASSESMENT PROCESS TYPE OF FEEDBACK USED TO EVALUATE PERFORMANCE FROM MULTIPLE SOURCES SELF-ASSESSMENT, PEER, FOLLOWER, SUPERVISOR, & CUSTOMER EVALUATIONS STEPHEN COVEY RELATES THIS TO EMPOWERMENT

THE ACHIEVE MODEL PAUL HERSEY AND MARSHALL GOLDSMITH

WHY THE ACHIEVE MODEL TO DETERMINE WHY PROBLEMS EXIST TO DEVELOP STRATEGIES TO SOLVE DETERMINE KEY FACTORS THAT INFLUENCE PERFORMANCE PRESENT MODEL IN A WAY TO REMEMBER--MNUEMONIC

ACHIEVE A=ABILITY C=CLARITY H=HELP I=INCENTIVE E=EVALUATION V=VALIDITY E=ENVIRONMENT

ABILITY TASK-RELEVANT EDUCATION— FORMAL OR INFORMAL TRAINING TASK-RELEVANT EXPERIENCE TASK-RELEVANT SKILLS CAN THE PERSON DO THE JOB WITH THE KNOWLEDGE, SKILL, AND EXPERIENCE HE/SHE HAS?

CLARITY UNDERSTANDING OR ROLE PERCEPTION WHAT ARE THE MAJOR GOALS HOW SHOULD THEY BE ACCOMPLISHED PRIORITY OF OBJECTIVES WRITTEN NOT VERBAL THE FOLLOWER AND LEADER SHOULD HAVE THE SAME ANSWERS FOR THE TOP THREE

HELP ORGANIZATIONAL SUPPORT ADEQUATE BUDGET & PERSONNEL SUITABLE EQUIPMENT & FACILITIES SUPPORT FROM OTHER DEPARTMENTS KNOW WHERE HELP IS NEEDED

INCENTIVE MOTIVATION OR WILLINGNESS INTRINSIC OR EXTRINSIC REWARDS RELATES TO PAY, PROMOTION, RECOGNITION, JOB SECURITY, ETC.

EVALUATION COACHING & PERFORMANCE FEEDBACK INFORMAL—DAY TO DAY FORMAL—PERIODIC REVIEWS ROCOGNITION FOR GOOD THINGS

VALIDITY VALID & LEGAL PERSONNEL PRACTICES MUST BE DOCUMENTED & JUSTIFIED ON THE BASIS OF PERFORMANCE- ORIENTED CRITERIA

ENVIRONMENT ENVIRONMENTAL FIT EXTERNAL FACTORS CAN INFLUENCE PERFORMANCE EXAMPLES: COMPETITION, CHANGING MARKET CONDITIONS, GOVERNMENT REGULATIONS, SUPPLIERS, ETC.

PERFORMANCE MANAGEMENT INTEGRATES SITUATIONAL LEADERSHIP CONCEPT & ACHIEVE MODEL

IMPLEMENTING PERFORMANCE MANAGEMENT PERFORMANCE PLANNING COACHING PERFORMANCE REVIEW

PERFORMANCE PLANNING LOOK AT READINESS LEVEL TO DETERMINE INPUT OF FOLLOWERS AGREE ON EVERYONE’S ROLE WHAT SUPPORT SHOULD THE ORGANIZATION PROVIDE

COACHING CONNECTIONS BETWEEN LEADERSHIP STYLE AND READINESS SUFFICIENT ANALYSIS BEFORE INTERVENTION FACE PROBLEMS EARLY

PERFORMANCE REVIEW NO SURPRISES HIGH READINESS—SELF EVALUATIONS LOW READINESS—DIRECTIVE REVIEW MIDDLE READINESS—JOINT DECISIONS