Prof. Y. Sano Graduate School of Economics Nov 27 th 2013 Human Development Grid (2) Human Resources Management

Human Development Grid 2 Coaching StyleProblem-solving Style Delegating StyleDirective Style Staff mainly responsible for making decisions Boss mainly responsible for making decisions High Low Supportive Behavior LowHigh Directive Behavior S2S3 S1S4

Common Style Pattern 33 High Low Supportive Behavior LowHigh Directive Behavior S2S3 S1S4 1-4 Pattern Common Style Pattern Frustration Pattern

Worst Managers 4 They tend to rely heavily on S1 and S4 Worst comments are on S1 dominators, all S4 abdicators, managers Three findings consistent in different cultures IndustryS1S2S3S4 Accounting Financial Consulting Technology Energy Chemicals Scores of the Worst Managers

Common Style Pattern 55 High Low Supportive Behavior LowHigh Directive Behavior S2S3 S1S Empowerment Cycle

Best Managers 6 They use a mix of styles depending on the situation S3 and S4, but also S1 and S2 in sequence Information, directions, advice, delegation, support & build confidence without taking away responsibility. Finally S2. IndustryS1S2S3S4 Accounting Financial Consulting Technology Energy Chemicals Scores of the Best Managers

Assessing Staff Readiness 7 Key Issues: Match manager’s people management to the situation. What style does the situation require? Manager has to know how far they have to cycle Manager has to know readiness potential of the staff to perform certain tasks. Person’s Competence (skill & ability) Commitment (motivation)

Readiness = Competence + Commitment 8 What to do: First Step:Think of specific task Second Step: Assess that staff’s competence and commitment 2 points1 point0 point Competence HighModerate Low 2 points1 point0 point Commitment Comp 2 Comm 2 Comp 1 Comm 2 Comp 2 Comm 0 Comp 1 Comm 0 Comp 2 Comm 1 Comp 1 Comm 1 Comp 0 Comm 2 Comp 0 Comm 1 Competence + Commitment R4R3R2R1 Readiness Potential

Readiness = Competence + Commitment Goal is not: to label the staff Most people find they have varying degrees of competence and commitment. Depending on the task you feel: R4 : highly competent & committed R3 : need a little help R2 : need to actively seek substantial support R1 : tasks that are not enjoyed

Readiness = Competence + Commitment 10 Staff Readiness Potential Grid Coaching Style S3Problem-solving Style S2 Delegating Style S4 Directive Style S1 R4R3R2R1 Delegating with R4 Staff : Hand off responsibility. Stay out of the way Developing with R3 Staff : Help to prioritize task. Improve confidence, listen & ask Problem-solving with R2 Staff : Encourage participation in decision, offer feedback Directing with R1 Staff: On-the-job training. Need clear directions. Move to R2 R0 HR Issues Directing with R0 Staff: Consult with HR. (exhaust & use up manager’s time)

High Performance Team Characteristics of High Performance Team Common Purpose Crystal Clear Roles Leadership Effective Process Solid Relationship Excellent Communication

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