Creating and Sustaining Commitment and Cohesion Collaborate Create Compete Control Module 1: Creating and Sustaining Commitment and Cohesion Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Human Relations Model Agenda for Module 1 Assumptions and Goals Paradoxes Competencies Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Human Relations Model Assumptions and Goals Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture Commitment, cohesion, morale Involvement leads to commitment Collaborate Participation, conflict resolution, consensus building Clan Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Paradoxes of Collaborating By developing your self- awareness, you can increase your capacity for making personal change Involving employees in decision-making processes can slow the planning but make the implementation more efficient Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 4

Another Paradox of Collaborating Collaborating means that we want to build employees’ commitment and cohesion by encouraging them to voice differing ideas and opinions Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 5

Collaborate Core Competencies Understanding Self and Others Communicating Honestly and Effectively Mentoring and Developing Others Managing Groups and Leading Teams Managing and Encouraging Constructive Conflict Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 6

Managers who focus on human relations … have a high level of self-awareness communicate by listening, as well as by speaking provide employees with constructive feedback on a regular basis ensure that all group (team) members know what is expected of them encourage employees to learn from others who have different ideas and perspectives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 7

Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Understanding Self and Others Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 9

Emotional and Social Intelligence Emotional Intelligence Self-awareness Emotional awareness Self-assessment Self-confidence Self-management Social Intelligence Social Awareness Relationship Management Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Personality Big Five Meyers-Briggs Neuroticism Extraversion Openness Agreeableness Conscientiousness Meyers-Briggs Introversion – Extraversion Sensing – Intuition Thinking Feeling Judging - Perceiving Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Increasing Your Self-awareness Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Asking for Feedback Make sure you are open to hearing new information Be aware you are receiving the other person’s perception Ask specific questions about your behavior Check your understanding of the feedback Express appreciation Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Empathic Listening Empty Yourself Pay Attention Accept the Other Person’s Reaction Avoid Judgment or Comparison Stay with the Feeling Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Communicating Honestly and Effectively Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 15

Basic Model of Communication Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Barriers to Effective Communication Inarticulateness Hidden agendas Status Hostility Distractions Differences in communication styles Organizational norms and patterns of communication Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Discovering the Left-Hand Column Left-Hand Column: What Is Thought (But Is Not Directly Communicated) Right-Hand Column: What Is Said Terry: Troy: Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Reflective Listening Use empathy Do not evaluate, judge or advise Reflect what you hear Use open-ended questions Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Mentoring and Developing Others Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 20

Stages of Performance Evaluation Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Guidelines for Giving Feedback Ask the person whether or not this is a good time to receive feedback Give the person feedback in a private place Be supportive and encouraging; focus on behaviors you are looking for in the future Provide feedback on both positive and negative behaviors Describe the other person’s behavior and your perceptions of it using specific examples of behavior that you have observed Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Guidelines for Giving Feedback Try to remain calm and emotionally neutral. Be direct in your statements. Don’t avoid the key issues Ask the other person to clarify, explain, change, or correct. After giving feedback, give the receiver time to respond. Use the opportunity to develop a joint action plan. Identify ways that you can contribute positively to improving the employee’s behavior. Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Performance Appraiser Coaching Career Advisor Strategist Performance Appraiser Trainer Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Steps to Effective Delegation Clarify what it is that you want done and why this is an appropriate assignment for the individual Meet with the employee and to discuss the assignment and your expectations Allow the employee to do the task the way he or she feels comfortable doing it Check on the progress of the assignment, but do not rush to the rescue if things are not “on track” Recognize the employee’s accomplishments Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Managing Groups and Leading Teams Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 26

Team Decision Making Advantages Disadvantages Greater knowledge and expertise Wider range of values and perspectives Greater employee commitment to implementation of the idea More likely to surface obstacles Enhances employees’ skills and abilities Disadvantages Takes more time Will result in lower quality decision if team does not have appropriate expertise Some may over- contribute, others may fail to contribute Team members may become too concerned with gaining consensus Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Four Team Player Styles (Roles) Communicator Challenger Collaborator Contributor Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Increasing Meeting Effectiveness Prepare for the meeting by setting objectives, selecting participants, selecting the time and place and setting an agenda In Running the meeting, start on time, have someone take minutes, review the agenda, make sure participants know each other, follow agenda, minimize interruptions, encourage participation, restate decisions Follow up by distributing minutes and checking on progress for any assignments P R F Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Team Development Forming Storming Norming Performing Adjourn Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Managing and Encouraging Constructive Conflict Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 31

Abilene Paradox Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Conflict Management Approaches Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Managing Conflict Constructively Face the conflict Decide how to approach the other person Meet in a neutral environment Let each person state personal views Try to find a mutual definition of the conflict Generate potential solutions Search for a mutually acceptable solution Decide what will be done & who will do it Figure out what you have learned Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Stimulating Conflict: Advocacy Groups Assign groups different positions to adopt Allow groups to gather data for their position Each group presents position and asks questions of other group. Note that the goal is not to win but to hear the different ideas, information, theories, conclusions, etc. Each group seeks additional information to address other group’s questions as well as to understand other group’s position Groups work together to develop a synthesis of the different alternatives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion