1. CVE 5074 Leading Construction Operations Organizational Leadership Part III – Directing & Delegating

2. Organizational Leadership 1. Motivation of individuals 2. Shaping the organization 3. Directing/delegating tasks 4. Responding to employees 5. Representing the organization

3. Student presentations today.. Principle Centered LeadershipPrinciple Centered Leadership Evan Ryan The One Minuet ManagerThe One Minuet Manager Morgan Thomas You Don’t Understand – Elaine BrownYou Don’t Understand – Elaine Brown You Don’t Understand – Antonio BerberYou Don’t Understand – Antonio Berber Next Class..

4. System of Coordination Middle Manager Top Manager First-Line Manager Work Group Work Group Work Group Work Group Work Group Work Group Work Group Work Group Defined positions show relative power Formal lines of communication reach all workers

5. System of Coordination 1. Channels of communication must be known 2. Channels reach every member of the company 3. Channels are as short & direct as possible 4. All channels are utilized all the time 5. Persons issuing orders are competent 6. Channels are not interrupted 7. Communications are authenticated as valid

6. Organizational Leadership 1. Motivation of individuals 2. Shaping the organization 3. Directing/delegating tasks 4. Responding to employees 5. Representing the organization

7. Directing & Delegating Essential for action...Essential for action... Transmits authority to subordinatesTransmits authority to subordinates Must tailor to task and subordinatesMust tailor to task and subordinates Releases the total capacity of the organizationReleases the total capacity of the organization Enables employee motivationEnables employee motivation

8. Why do leaders resist delegation???? Class discussion….

9. Why leaders resist delegation No timeNo time Desire for perfectionDesire for perfection Personal satisfactionPersonal satisfaction Lack of confidenceLack of confidence Fear of failureFear of failure

10. Degrees of Delegation (worst to best) Boss decides all – employee executes You Make recommendation – boss decides You Make recommendation – joint decision You Decide – info boss before acting You Decide – info boss on outcome only

11. Choosing the Correct Style… Follower’s capabilities Hi Relationship Low Relationship Selling Telling Participating Delegating Hi Task Low Task Unable, unwilling insecure Willing but unable Able but insecure Able willing, secure Boss decides Recommendation Joint Decision Employee Decides

12. Keys to delegation Decide what tasks to delegateDecide what tasks to delegate Delegate to lowest levelDelegate to lowest level Select employees according to taskSelect employees according to task Assign appropriate authorityAssign appropriate authority Convey clear expectationsConvey clear expectations Monitor progress / superviseMonitor progress / supervise

13. Decide what to delegate Break task into separate activities (WBS)Break task into separate activities (WBS) Prioritize activitiesPrioritize activities Consider employee development/experienceConsider employee development/experience Decide which tasks to retainDecide which tasks to retain –Consider your own expertise –Consider your time –Consider importance of the task –Consider relation to success or vision

14. Select employees Seek optimal skillsSeek optimal skills Consider level of interest or motivationConsider level of interest or motivation Consider employees time availableConsider employees time available Evaluate level of effort requiredEvaluate level of effort required Evaluate leadership & maturityEvaluate leadership & maturity Select the best person(s) for each taskSelect the best person(s) for each task

15. Assign appropriate authority Create an organization chartCreate an organization chart Define the boundaries of each functionDefine the boundaries of each function Clarify where approval is requiredClarify where approval is required Inform all employeesInform all employees

16. Convey clear expectations Write a clear statement of purposeWrite a clear statement of purpose Ensure employee understands taskEnsure employee understands task Clarify staffing & resourcesClarify staffing & resources Define allowable decisionsDefine allowable decisions Define reporting you requireDefine reporting you require

17. Monitor progress Ask employees to write action plansAsk employees to write action plans Develop due dates & reportsDevelop due dates & reports Schedule regular meetingsSchedule regular meetings Clarify how to deal with problemsClarify how to deal with problems Observe performanceObserve performance Plan to coach employeesPlan to coach employees Feedback

18. Functions of Directives Orientation of Employees & SuperiorsOrientation of Employees & Superiors Issuing Orders or InstructionsIssuing Orders or Instructions Assigning work to subordinatesAssigning work to subordinates

19. Orientation New employees need guidanceNew employees need guidance Frequently ignoredFrequently ignored Increased sense of teamIncreased sense of team Continuing information flowContinuing information flow Get feedbackGet feedback Mentor & modify leadership styleMentor & modify leadership style

20. Directives Directives initiate & control all actionsDirectives initiate & control all actions Must be authoritativeMust be authoritative Properly communicatedProperly communicated Forms: oral, written, silent, regulations,Forms: oral, written, silent, regulations, standards, policies standards, policies

21. Process of Directing Begin PlanningBegin Planning Inspect the site or locationInspect the site or location Complete the planComplete the plan Issue the orderIssue the order SuperviseSupervise

22. Military Order Format 1.Situation – what’s the problem? 2.Mission – what’s the expected outcome? 3.Execution – what’s the plan? 4.Admin & Logistics – where’s the chow (beer)? 5.Command & Signal – whose in charge?

23. Simplified format – 6 W’s Who – should do itWho – should do it What – needs to be doneWhat – needs to be done When – it needs to be completedWhen – it needs to be completed Where – will it be doneWhere – will it be done Why – establishes importanceWhy – establishes importance Wow – what does success look likeWow – what does success look like

24. Communications (the environment of speech) Filters SourceEncoder ReceiverDecoder Message ---- A,A,A,A!!---- ?????? PersonalityPerceptionAttitudesEmotionsPrejudices Personal Goals Skill level FormatEnvironment Your delivery Feedback

25. Communications (verbal & non-verbal speech) SourceEncoder ReceiverDecoder Verbal: Words, Gestures, Voice = 30% Non-verbal: Face, Eyes, Expression = 70%

26. Summary on Directives 1. Directive must be understandable 2. Consistent with the organizational purpose 3. Consistent with employee's personal goals 4. Mentally and physically able to comply 5. Come from an authoritative source

27. Communication Networks Middle Manager Top Manager First-Line Manager Work Group Work Group Work Group Work Group Work Group Work Group Work Group Work Group Informal Communications are key

28. Degrees of Delegation (worst to best) Boss decides all – employee executes Make recommendation – boss decides Make recommendation – joint decision Decide – info boss before acting Decide – info boss on outcome only

29. Summary on Giving Directives Boss DecidesRecommend Joint DecisionsDecide & info boss

30. Dilbert on presentations…