bsbmgt605 provide leadership across the …...given these conditions, the issue of effective...

BSBMGT605 Provide leadership across

the organisation

Advanced Diploma of Leadership and Management

BSB61015

TAFE Workbook

Faculty of Business and Finance

BSBMGT605 Provide leadership across the organisation Version 1 of 54 Business & Finance Faculty Disclaimer: Printed copies of this document are regarded as uncontrolled.

CONTENTS

Welcometo:BSBMGT605Provideleadershipacrosstheorganisation................................................................................4

UnitOverview........................................................................................................................................................................4

Leadership.........................................................................................................................................................................4

Motivation.........................................................................................................................................................................6

Topic1-CommunicateOrganisationalMissionsandGoals................................................................................................14

StrategicPlanning............................................................................................................................................................14

EffectiveCommunication................................................................................................................................................19

Topic2-InfluenceGroupsandIndivduals...........................................................................................................................24

MotivationandLeadership..............................................................................................................................................24

WorkforceDiversity.........................................................................................................................................................25

WorkplaceCulture...........................................................................................................................................................26

GlobalEnvironmentandTechnology...............................................................................................................................26

FamilyResponsivenessandWorkPractices.....................................................................................................................27

EmployeeExpectations....................................................................................................................................................29

DecisionMaking..............................................................................................................................................................30

Topic3-BuildandSupportTeams......................................................................................................................................35

Work/GroupTeams.........................................................................................................................................................35

Resources........................................................................................................................................................................36

Empowerment.................................................................................................................................................................38

PositiveWorkCulture......................................................................................................................................................39

ComponentsofInnovation..............................................................................................................................................41

Topic4-DemonstratePersonalandProfessionalCompetence..........................................................................................45

Ethics...............................................................................................................................................................................45

InterpersonalCompetence..............................................................................................................................................48

Appendix–QANTASCaseStudy......................................................................................................................................52

References.......................................................................................................................................................................54


WELCOMETO: BSBMGT605 PROVIDE LEADERSHIPACROSS THEORGANISATION

UNITOVERVIEW

LEADERSHIP

Leadershiphastraditionallybeenrecognisedasacoremanagementfunction.Muchhasbeenwrittenanddebatedonthis issue within generalmanagement literature. This tells us that the topic of leadership is not only one ofcriticalimportancetoorganisationalsuccess,butcomplexinnature.

Themodernbusinessenvironmentisassociatedwithconditionsof:

• Increasedcompetition• Globalisation• Scarceresources• Increaseduncertainty,etc.

Given these conditions, the issue of effective leadership has taken on greater importance inmost organisations.Theleaderofanorganisationisexpectedtodemonstrateeffectiveleadershipinmanydiverseandvariedsituations.

This unit addresses a number of important issues, and thekind of situationswhere organisation leadersmust beabletodemonstratetheirleadershipeffectively.Theunitspecificallyprovidesskillsandknowledgethatenablethelearnerto:

• interpersonalskillstocommunicateandinspiretrustandconfidenceofothersandtoensuretheir

cooperationandsupport• networkingskillstoensuresupportfromkeygroupsandindividualsforconcepts/ideas/products/services• riskmanagementskillstoanalyse,identifyanddevelopmitigationstrategiesforidentifiedrisks• businessethicsandtheirapplication• leadershipstylesandtheirapplication• legislation,codesandby-lawsrelevanttotheorganisation'soperations• organisationmission,purposeandvalues• organisationobjectives,plansandstrategies• organisationalchangeprocesses

Source:

www.creativecommons.com


THEORIESOFLEADERSHIP

Thisunitisprimarilyanappliedone.Itrequiresyoutodemonstrateeffectiveleadershipinanumberoftypicalsituationsencounteredbyorganisationalleadersinperformingtheirrole.

Tobeabletoapplyeffectiveleadership,itisassumedthatyouhaveanunderstandingofthemaintheoriesofleadershipthat have been developed within the general management literature and throughmanagement practice. It is theknowledgeofthesetheoriesthathelpsleadersapplythemosteffectiveleadershipapproachinparticularcircumstancesortoparticularissues.

Source: www.creativecommons.com

Themaintheoriesyouneedtobefamiliarwithinclude:

1. TheTraitTheory- thistheorytakesthebasisthatleadersarebornwithparticulartraitsorcharacteristics.Itproposes that leadersarebornwith traitsorcharacteristics thatdistinguish them fromotherswhoarenoteffectiveleaders.Therationalebeingthatasetof 'leadershiptraits'existandyoushouldbeabletoidentifypeoplewhowillbeeffectiveleadersthroughtheirpossessionofthesetraits.

Research has failed to find a consistent set of leadershiptraits. What may have been present insomeacknowledgedleadersaretotallyabsentinothergreatleaders.Howeveranumberoftraitshavebeenfoundtobemoreconsistentineffectiveleadersthanothers.Thesetraitsinclude:

• Drive• Thedesiretolead• Honestyandintegrity• Self-confidence• Intelligence• Job-relatedknowledge

2. BehaviouralTheories - these focusonthebehaviourof leaders,particularlyinrelationtowhethereffective

leadersare taskorpeople focused. Theseapproachessuggest that leadership isnotaborntraitbut canbelearnt.ThefailureoftheTraitTheoryleadresearcherstolookatwhatleadersactuallydid,intheirbehaviour,thatmadethemeffectiveorpoorleaders.Theyconcentratedontheissuesofwhethereffectiveleadersweretaskorpeoplefocusedandwhethertheywereautocratic,consultativeorparticipativeintheirleadershipstyle.

Theseareimportantissuesforallleaderstoconsider.Animportantconclusionisthatleadership,becauseofitsbehaviouraldimension,isaskillthatcanbelearnt.

3. Contingency or Situational Theories - the various contingency/situational theories highlight that in any

leadershipsituationthereisnotonlytheleaderbutalsothefollowers(e.g.employees)andthetask/issuebeingaddressed.Eachofthesewillimpactonthesituationanditsleadershipaspects.Therelationshipbetweentheleader and followers, the nature and difficulty of the task, employee ability and willingness to take onresponsibility,etc.areallsituationalfactorsthathavemajorleadershipimplications.


These situational factors also change from situation to situation and hence this approach suggeststheirimplicationsmustbeconsideredbeforeanyleadershipapproachisdecidedupon.

Anumberofimportantsub-theoriesexistwithintheoverallcontingency/situationalapproach.Eachhighlightsanimportantaspectinrelationtosituationalconsiderations.

• Fiedler'sContingencyModel• Path-GoalTheory,• HerseyandBlanchard'sSituationaltheory,• TheVroomLeader-ParticipationModel

4. Empowerment Theory - this approach focuses on developing employees so they can take on many of

thetraditionalleadershiproles.

5. Transactional and Transformational Leadership Theory - this debate raises the question: do we need

differentleadersinperiodsofchangetothekindneededinstableenvironments?Transformationalleadersareseenasvisionaryleaderscapableoftransformingtheirworkplacefromwhatitisnowtowhatitneedsto be in order to survive and succeed in an environment of change. On the other hand, thetransactional leader is the traditional leader necessary to ensure the effective performance of theorganisationsday-to-dayoperations.

MOTIVATION

Thestudyofmotivationiscomplicatedbecauseyoucannotseemotivationbutonlyinferitfrombehaviours.Inturn,itbecomesfurthercomplicatedbythefactpeoplewiththesamemotivemaydisplaydifferentbehavioursandviceversa.

Perhapsofevengreaterimplicationistherealisationthatwhilstgeneralrulescanbedrawnconcerningmotivation,itis largely determined by individual or personal differences (what motivates one person may not 'work' foranother).Agooddefinitionofworkplacemotivationis:

Thereasonforexpendingefforttoachieveorganisationalgoals,conditionedbytheeffortsandabilitytoalsosatisfysomeindividualneed.

Insimpletermsthismeanswewillbemotivatedtomakeanefforttoachieveaparticulargoalifdoingsowillsatisfy,orhelpsatisfy,someneedwehave.Ifwedon'tseethatwewillachievesomeacceptabledegreeofneedsatisfactionfromaparticularaction,thenweareunlikelytobemotivatedtoexpendany/mucheffortinrelationtothisaction.

Forexample,wehaveaneedtoeat,sowearemotivatedtoexpendeffortinworkingbecausethiswillprovideuswith the means to meet our need (buy food to eat). Likewise our workplace may have a goal to improve itsmanagementofitsemployees.YoudecidetoundertakeacourseinManagementthatrequiresconsiderableeffortand dedication on your behalf but would assist your organisation to achieve its goal of better employeemanagement. You are prepared to expend this effort because it will also help satisfy your needs of gaining apromotionintoanareayouareinterestedtoworkin,itwillgiveyouapayriseandincreasedstatusandself-esteemoranadditionalcareerpath.

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Thevarioustheoriesofmotivationaregenerallycategorisedintocontenttheories,processtheoriesandothertheories.Thesetheoriesdifferinhowtheytreattheconceptofmotivation.

1. ContentTheories

In a historical perspective, the content theories tend to be the earliest theories of motivation or latermodifications of early theories. Within the work environment they have had the greatest impact onmanagementpracticeandpolicy,whilstwithinacademiccirclestheyaretheleastaccepted.

Content theories are also called needs theories, because they are generally associated with a view thatconcentratesontheimportanceofdetermining'what'motivatesus.Inotherwordstheytrytoidentifywhatour'needs'areandrelatemotivationtothefulfillingoftheseneeds.

• Maslow’sHierarchyofNeeds• "ManagementAssumptions"(TheoryXandTheoryY)• ERGTheory• McClelland’sNeedforAchievement,AffiliationandPower• Herzberg’sTwoFactorTheory

Maslow’sHierarchyofNeeds

This is the most widely known theory of motivation and was hypothesised by American psychologistAbrahamMaslowinthe1940sand1950s.Maslowputforwardtheideathatthereexistedahierarchyofneedsconsistingoffivelevelsinthehierarchy.Theseneedsprogressedfromlowerorderneedsthroughtohigherlevelneeds.

Figure1.0Maslow’sHierarchyofNeeds

The basic premise of the theory is thatweall have these five levels of needsand that starting at the lowestlevelwearemotivatedtosatisfyeachlevelinascendingorder.Aseachlevelissufficientlysatisfiedwearethenmotivatedtosatisfythenextlevelinthehierarchy.Thefivedifferentlevelswerefurthersub-categorisedintotwomaingroups,thesebeing:

• Deficiencyneeds-Maslowconsideredthesetheverybasicneedsrequiredforsurvivalandsecurity.

Theseneedsinclude:o Physiologicalneedso Safetyneedso Socialneeds

• Growthneeds-Theseareneedsassociatedwithpersonalgrowthandfulfilmentofpersonalpotential.o Esteemneedso Self-actualisationneeds


InMaslow'stheorywecanneverrunoutofmotivationbecausetheverytoplevel,self-actualisation,whichrelatestotheachievementofourfullpotential,canneverbefullymet.

Maslow’s theory has beenwidely embraced and taughtwithin the business world and few people who haveattendedabasicmanagementtrainingcourseareunlikelynottobefamiliarwiththistheory.

“ManagementAssumptions”(TheoryXandTheoryY)

Douglas McGregor further developed the needs concept of Maslow and specifically applied it to theworkplace.McGregormaintainedthateverymanagermadeassumptionsabouttheiremployeesandadoptedamanagementapproach based upon these assumptions. Hemaintained there were two main categories andthatmanagersadoptedoneortheother.

For the first category, which he termed Theory X, hemaintained was the dominantmanagement approachandassumed:

• Theaveragehumanbeinghasaninherentdislikeofworkandwillavoiditifpossible,• Becauseofthismostpeopleneededtobecoerced,controlled,directedandthreatenedwith

punishmenttogetthemtoputadequateeffortintotheachievementoforganisationalobjectives,and• The average personprefers tobedirected,wishes toavoid responsibility,hasvery littleambitionand

wantssecurityaboveallelse.

McGregor maintains that the application of this approach, as well as misunderstanding the real needs ofemployees, creates a self-fulfilling outcome because it forces people to become like this—they have noalternative.

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McGregor proposed an alternative set of assumptions, which he called Theory Y. The assumptions here arevirtuallyoppositetoTheoryX.Theyinclude:

• Workisasnaturalasplayorrest.• External control and threat of punishment are not the only means of bringing about effort

towards organisational objectives. People will exercise self-direction and self-control towards theachievementofobjectivestheyarecommittedto.

• Commitmenttoobjectivesisafunctionoftherewardsassociatedwiththeirachievement.• Theaveragepersonlearnsunderproperconditionstonotonlyacceptresponsibilitybutalsoseekit.• Theabilitytoseekanddevelopinnovativeproblemsolvingapproachesiswidely,notnarrowly

distributedacrossthewholepopulation.• Inmostworkorganisationstheabilitiesofmostemployeesisonlypartiallyutilised.

McGregoradvocatedthattheapplicationofTheoryY,wouldnotonlymeettheneedsoftheorganisationbutalsothoseoftheemployee.HebelievedthatTheoryXatbestonlymetMaslow’sDeficiencyneeds,whilstTheoryYalsomettheGrowthNeeds.YouwouldthushavemoremotivatedemployeesifyouadoptedTheoryY.


ERGTheory

Clayton Alderfer revisedMaslow's theory in 1972. He reduced the levels in the hierarchy from five to threeand termed these Existence needs, Relatedness needs and Growth needs. His most significant contribution,however,was to alterMaslow's concept of a one-way progressionup the hierarchy, to one that allowed forregression to lower levels if these needs are no longer being met. This is a more realistic approach as itrecognises that, because a need ismet, doesn'tmean itwill always remainmet. Forexample, ifwewere toremovealltheairfromtheroomyouarein,wouldyoubemotivatedtokeeplearning?

McClelland’s Need for Achievement, Affiliation andPower

McClelland'smodelarguesthatallpeoplehavethesethreeneeds.Hefurthermaintainsthatthereisadirectlinkbetweenhigh-performingmanagersandtheirneedforachievement,andtoalesserextenttheirneedforpowerandaffiliation.Inotherwords,peoplewithahighdrivetosucceedaremorelikelytobemorehighlymotivatedthanpeoplewithalowdrivetosucceed.Healsomaintainsthatitispossibletoarrangeworksituationsandconditionstogainthehighmotivationalbenefitsfromthosewithahighneedforachievement—startingbyemployingpeoplewithahighneedforachievement.

Herzberg’s Two-FactorTheory

Next to Maslow, Herzberg's theory has probably received the most attention within the workplace. Hedevelopeda theory thatdifferentiatedbetweenfactors that satisfiedemployees,andfactors that dissatisfiedemployees.Inhistheorytheoppositeof'satisfaction'isnot'dissatisfaction'butrather'nosatisfaction'.Likewise,theoppositeof'dissatisfaction'is'nodissatisfaction'.Herzbergrelatedjobsatisfactiontofivefactors:

• Achievement• Recognition• Workitself• Responsibility• Advancement

Source:www.creativecommons.com

Hetermedthesefactors'motivators'andrelatedthembacktogrowthneeds.Herzbergrelatedjobdissatisfactionto:

• Companypolicyandadministration• Supervision• Salary• Interpersonalrelationships• Workingconditions

Thesehetermed 'hygienefactors'andequatedthemwithdeficiencyneeds.Hismajor impactwastoarguethat providing hygiene factors (more money, better working conditions, etc.) wouldn't create moremotivation,onlylessdissatisfaction.Onlymotivatorscouldmotivate.


Criticismofthecontenttheories

Despitetheirwideuseandimpactontheworkplace,majorcriticismsexistofthesetheories.Whilstspecificcriticismscanbelevelledatparticulartheories,thefollowinggeneralcriticismsapplytoallofthecontenttheories.

• Universality-thetheoriespertaintobeuniversaltheoriesandapplytoeveryone.Theytakenoaccount

ofgender,age,culture,religiousorotherfactordifferences.MostweredevelopedintheUSAandatbestcanonlyrepresentmiddle-classAmericanbusinessneedsandvaluesinthe1940sto1970s.

• Researchsupportandmethodologybiases-despitemanyresearchprojectslittletonosupporthas

beenestablishedforthesetheories.Manyofthetheories,suchasMaslow's,weren'tbasedonresearchatall,butopinion,whilstothersresearchedbiasedsamples(onlymales,onlyaccountantsandengineers,etc.).Insomeinstanceswhereevidencewasfoundthatdidn'tsupportthetheory,itwasre-definedtomakeitfit.

• Workfocus-thetheoriestendtoassumethatourworkplacesaretheplaces(andonlyplaces)where

ourneedsandpersonaldevelopmentismet.Theyignoretheimportanceofotheraspectsofourlivesandtheirimpactonourworklives.

• Individualdifferencesandstabilityovertime-notonlydothetheoriesignorethesignificanceof

individualdifferencesbuttheylargelyfailtorecognisethatindividualneedsareconstantlychanging,andconsequentlywhatmaybeamotivatoronedaymaynotthenext.Theirstaticnaturedoesn'trelatetotherealworld.

• Processsimplicity-Thetheoriesassumethattheconnectionbetweenneedsandbehaviourisnon-

problematic.Theyignoretheprocessesthatmustbeevaluatedandimplementedtoachievethedesiredendresult.Overalltheyarefartoosimplistictoaccountforthecomplexityoftherealworldandthecomplexdecisionmakingprocessthatindividualsmustoftenmakeinthemotivationprocess.

Despitethesecriticisms,thesetheorieshavebeencriticalinfocusingattentionontheareaofmotivationandtheimportanceof'needs'.Theyhavehelpedmanagersevaluatetheirownperceptionsabouttheiremployeesandthemselves.Theyhavealsohelpedtoprovideabasisforfurtherstudyinthisarea.

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2. ProcessTheories

Whereasthecontenttheoriesconcentrateonthequestionof'what'motivates,theprocesstheoriesaddressmoretheissuesrelatingtohowtheprocessworksandsustainsitselfovertime,suchasfactorsthatdeterminethedegreeofeffort,thecontinuationofeffort,themodificationofeffort,etc.Aswithcontenttheory,thereareanumberofprocesstheories.Theseinclude:


• Equitytheory• Expectancytheory• ThePorter-LawlerModel

EquityTheory

Inthistheory,theemployeeconstantlyassessestheirlevelofeffortagainstfellowworkersandtherewardtheyreceivefortheireffort.Iftheyperceivethereisasignificantdifferencebetweentheirlevelofeffortandtheirfellowworkers,theywillendeavourtobringaboutequalityofeffortforeveryone—byadjustingupordowntheirownperformanceorbytakingmeasurestoadjusttheleveloftheirfellowworkers.Likewise,therelativerewardforeffortisalsomonitored.Themessageformanagersisthatemployeesneedtobeseentoberewardedonafairandequitablebasis,andinequitiesquicklyadjusted.

FromaHumanResourcesManagementperspective,formalandinformalperformancemanagementprocessesareusedtoidentifyandadjustinequities.

Figure2.0ResponsestoEquityandInequityExpectancyTheory

Thishasbeenanimportanttheoryinthehistoryofthestudyofmotivation.Thistheoryhighlightsthatmotivationispartlyadecision-makingprocessthatevaluateseffortforoutcomes.Ithighlightstheinvolvementoftheactivecognitiveprocessesanduserchoiceintheprocess.Italsohighlightstheimportanceoftheoutcomerepresentingavaluedrewardfortheindividualinvolved.

• Theactualevaluationprocessisbrokendownintoanumberofparts:• IfIputineffort,canIexpecttoperformattherequiredtask?• Willperformingthisactortaskachieveadesiredoutcome?• CanIexpecttheoutcomewillbeavailableandforthcoming?

Expectancytheorydoeshighlightthesignificanceofmatchingrewardsforeffortonanindividual/personalbasis.Itfocusesontherelationshipbetweenanticipatedfuturerewardsandpresentbehaviour.

ThePorter-LawlerModel

Thismodelofmotivationalthoughbasedontheexpectancytheory,isprobablythemostcompletetheoryofworkplacemotivation.Itisanintegratedapproachthatincludeselementsofnearlyalltheothermotivationtheories.Thisisimportantasithelpsexplainwhyeachofthevarioustheorieshaveacontributiontomakebutalsoseriouslimitations.Ifweconsidereachaspartofamorecomplexmodelofmotivationthisstartstomakesense.


Figure3.0Porter-LawlerModel

Themodelthussuggeststhatusingindividualtheorieswon'twork.Amoreintegratedapproachisneeded.Italsodiffersfromcontenttheories,particularly'twofactor'theory,insuggestingthatperformanceleadstojobsatisfaction,ratherthanjobsatisfactionleadingtoperformance

Thecomplexityofthemodel,andtheneedtoevaluateandprovidevaluedrewardsonanindividualbasis,arepracticallimitations.Howeveritisdifficulttoarguewiththeprocessofthemodel.Theareaofmotivationiscomplexandthemodelhighlightsthis—ratherthanpresentinganunrealisticallysimpleapproach,asisthecasewithmanyofthealternativetheories.

3. OtherApproaches

GoalSetting

Theory

Theunderlyingthemeofthistheoryisthatprovidingdifficultbutachievablegoals,andthenlinkingrewardstotheachievementofgoals,willincreasemotivation.Theimportanceofprovidingongoingfeedback,andthenecessaryskills,trainingandresources,isalsohighlightedinthismodel.

ReinforcementTheory(PositiveorNegativeRewards)

Basedontheprinciplesofoperantconditioningandclassicalconditioning,thebasisofthisapproachisthatourpresentandfuturebehaviour,andthereforemotivationallevels,aredeterminedbypastrewards.Thusifwehavealwaysbeenrewardedforperformingataparticularlevel,wewillcontinuetoperformatthislevel.Thisdiffersfromexpectancytheoryinitsfocusonpastrewardsdeterminingpresentbehaviour,whilstexpectancytheoryrelatesthepromiseoffuturerewardsdeterminingpresentbehaviour.

Likewiseifwehavebeenpunishedforaparticularbehaviourwearelesslikelytobemotivatedtorepeatthatbehaviour.

Theconceptofreinforcementtheorycanthusbesummarisedas:-

Wecansustainadesiredlevelofmotivationbyreinforcingitthroughrewards-motivationforundesirablebehaviourcanbemoderatedthroughpunishingthatbehaviour.


4. SummaryBynowitshouldbeclearthatmotivationisacomplexarea.Theearlycontenttheoriesgreatlyoversimplifiedtheissue,yettheyhavehad,andcontinuetohave,significantimpactonworkplacemanagementpractices.Possiblereasonsforthisincludetheirhistoricalimpact,simplicity,andtheirtendencyto'tell'manymanagers/businessownerswhattheywanttohear.

Thenewertheories,andparticularlytheintegratedtheoryapproaches,offersignificantinsightsandadvancementforourunderstandingofthiscomplexarea.Inworkplacemanagementtheyalsosuggestafarmorecompleximplementationapproachthanthecontenttheories.

Inourunderstandingofthisareaperhapsthegreatestchangethatisoccurringisthegreaterrecognitionofindividualdifferences.Mosttheorieshavetendedtotreatallemployeesasthesame.Whilstitmaybetruethatwemaybemotivatedbyreceivingrewards,thetypesofrewardsthatmotivateindividualswilldifferfrompersontoperson.Sowhilstthegeneraltheorymaybecorrect,itsimplementationmusttakeintoaccountindividualneeds.

Asaleaderinanorganisationthisisacriticalmatterthatunderpinsalltheissuescoveredinthistopic.



TOPIC 1 - COMMUNICATEORGANISATIONALMISSIONSAND GOALSThiselementfocusesonthefollowingperformancecriteria:

1.1. Clarifyobjectives,valuesandstandardsinaccordancewithorganisation'sstrategicdirection

1.2. Establishlinkagesbetweenorganisationalobjectives,valuesandstandardsandthe

responsibilitiesofrelevantgroupsandindividuals

1.3. Ensuremediaandlanguageusedisappropriatetoindividualsandgroupcircumstances

1.4. Stateclearexpectationsofinternalgroupsandindividualsandexplaininamannerthatbuildscommitmenttotheorganisation

1.5. Addressexpectationsoftheorganisation

1.6. Investigateincidentspromptlyandcommunicateresultsclearlytorelevantgroupsandindividuals

STRATEGIC PLANNING

Strategicandoperationalplanningfunctionsareamajorcomponentofanorganisationleader'srole.

The leader must ensure that a realistic strategic direction is developed and disseminated throughout theorganisation.Thisstrategicdirectionmusttakeintoaccounttheorganisation'sbusinessenvironment,theinfluenceofstakeholders,andtheorganisation'sresourcecapacity.

Theleadermustensurethatbusinessunitplans,andtheresponsibilitiesofworkteamsandindividuals,arelinkedintothestrategicplanonceitisdeveloped.

Tobeeffective,allorganisationsrequireasenseofdirectionandpurpose.Thestrategicplanencompassesthedecisionsonresourceallocationandprocurementtoachieveadesiredstrategicoutcomeforthewholeorganisation.

Strategicplansshouldcontaingoalsorobjectivesthatshouldbeachievedwithinadefinedperiodoftime.Normallytheseplansaredocumentedafteralengthyinternalprocessthatinvolvesacloselookattrendsintheenvironmentinwhichthebusinessoperatesandhowthestrengthsoftheorganisationmaybeusedtoexploitthesetrends.

Thestrategicplanshouldbeusedtodevelopplansthroughoutthelevelsofanorganisationandtheseshouldsupporttheachievementofgoalsinthestrategicplan.Eachdepartmentshouldhaveaplanandeachsectionwithinthedepartment,rightdowntoplansforindividuals.Alltheseplans,andthegoalswithinthem,arealigned.That’sthetheory.

VALUES

The values of an organisation underpin the expected behaviour of all employeeswithin the organisation. Theserelate to how employees are to act in both internal and external environments. They will thus underpin howemployeeswillbehaveinboththeestablishmentandimplementationof theorganisation'sstrategicplans.Thisinturnwill impactonhowthepublic,whorepresentexistingandpotentialcustomers,viewtheorganisationanditsproducts.

Aligningtheorganisation'sstrategicplansandvaluestotheneedsandexpectationsoftheorganisation'scustomerbase,andthegeneralcommunity,isacentralrequirementforongoingsuccessofbusinesses.Itisimportanttoappreciatethatsocialvalues—andthevaluesofspecificgroupswithincommunities—changeoraremodifiedovertime.Consequently,theorganisation'svaluesneedtobecontinuouslyreviewedtoensuretheircontinuedappropriatenessforthebusinessenvironmenttheorganisationmustoperatewithin.


VISION

Understandingwhatisgoodaboutyourorganisationisthefirststepinvisioningwhatthebusinessshouldbe.Avisioncanbeimplementedatthecorporate,businessunitorthebrandleveltoprovideguidanceforwhattheorganisationshouldbelikeinthreetofiveyearstime. Managersmustconsideranumberoffactorswhendevelopingavisionforanorganisation:

• Thesizeoftheorganisation,businessunitorbrandin3,5or10yearstime.• Theimageandreputationthatwillhavebeencreated.• Thecorporateandbrandvaluesthatwillbedeveloped.• Thenatureofthecustomerbaseandthecustomersegmentsthatwillbeserved.• Howthesecustomersshouldperceivetheorganisationorbrand.• Thegeographiccoveragethatwillhavebeenachieved.• Theoverallpositioninthemarketandthecompetitivestance.• Thelinkswithotherorganisations.

Thevisionisthefirststepindevelopingastrategicplanfortheorganisation.However,mostoftenthevisionstatementisdevelopedbytheseniormanagementteamwithlittleornoconsultationwithfrontlineemployees.Thiscreatesdisconnectbetweenwhattheidealfutureorganisationpositionshouldbeandwhattheemployeeswithintheorganisationarewilling,ableandcommittedtoachieving.Thisgivesrisetotheimportanceofmanagers’communicationwithemployeesandtheirabilitytodisseminatestrategicconceptswithintheirworkgroupsinamannerthatissynchronisedwiththeorganisation’svision.

Figure4.0TheVision,inspiringcommitmentsandleadershipprinciples(Wilson&Gilligan,2007)

MISSION

Followingtheinitialenvironmentalandbusinessanalysis,thedevelopmentofamissionstatementisthestartingpointfortheorganisationtoidentifywhatitisabout,orshouldattempttobecome.Typicallythisinvolvesansweringtwoquestions;whatbusinessarewein?Andwhatbusinessshouldbein?Theanswertothesecondquestionprovidestheguidingparametersforsettingorganisationalobjectives,developingstrategiesandoperationalactivities.

Theroleofthemissionstatementistoprovideapowerfulintegrationfunction.Aneffectivemissionstatementiscomposedofthecorecorporatevaluesandprovidestheframeworkforindividualorganisationbusinessunitstopreparetheirownbusinessplans.

Amissionstatementisnotasetandforgetexercise.Thedynamismofmarketsandtheimpactofglobalisationrequireanorganisationtoconstantlyassessitsexternalenvironmentandthecompetenciesdevelopedwithintheorganisationitself.Themissionstatementofanorganisationhasbeendescribedas‘anenduringstatementofpurpose.Itdistinguishesoneorganisationfromothersimilarenterprisesandasadeclarationofanorganisation’s‘reasonforbeing’.


Itisaformalexpressionofthevisionthecompanyhasofwhatitwantstobeandwhatitshouldbe.Theprocessofdevelopingamissionstatementforcesmanagementtocontemplate,debate&articulatethenatureofthebusiness,thereasonforthecompany’sexistence,thecustomers&marketsbeingserved&thosethatshouldbeserved,theproducts/servicesbeingmarketed&thosethatshouldbemarketed,&therewards&qualityoflifeforemployees.

Theroleofthemissionstatementistointegratethecorporatephilosophyacrossallthebusinessplanningactivities.Amanager’sworkefforthastobesubordinatetothecorporatestrategyandthereforeeverythingthemanager’soperationalplanscontainmustbecompatible.Itassistsdecentralisedandgeographicallyscatteredemployeestoworkindependentlybutyetcollectivelyinachievingtheorganisation’sgoal.Aworthwhilemissionstatementwillbecomposedofthefollowing:

• Sufficientlyspecifictohaveanimpactonthebehaviourofemployeesthroughouttheorganisation.• Foundedmoreoncustomerneedsandtheirsatisfactionthanonproductcharacteristics.• Reflecttheorganisation’scoreskills.• Reflectopportunitiesandthreats.• Beattainable.• Beflexible.

Figure5.0TheMissionStatement(Viljoen&Danntext,p136)GOALSandOBJECTIVES

Whenorganisationscancommunicatetheirgoalsandobjectivesclearly,thefrontlineemployeescanunderstandtheirroleinachievingtheorganisation’sobjectives.

Withtheenvironmentalscancompletedandthekeystakeholdersidentified,itisnowtimetobeginsettingthegoalsandobjectivesthatwilldefinethestrategicplan.

Goalsdefinewhatanorganisationwantstoachieve.Examplesinclude:

• Increasethemarketshare• Reducecustomerwaitingtimes• Reducethetrainingperiodofrecruits• Developagreaterpresenceinaparticularterritory• Reducecrimeinaparticularneighbourhood


Thegoals themselvesaregeneral andtoobroadtocommunicate in isolationwithinthestrategic plan.Thegoalsmustbedistilledintomeasurableobjectivesthatcanbeeasilycommunicatedsothatpersonnelunderstandwhatneedstobedonetoachievethegoal.ObjectivesaremeasurableoutcomesthatagoalsetsouttoachieveDwyer(2012).

Examples of objectives aligned with reducing customer wait timesinclude:

• Surveyexistingcustomerstounderstandgrievanceissues• Reviewcustomerserviceprocessestoidentifybottlenecks• Reviewemployeesinglevelsinlinewithpeakandoff-peakcustomerdemand• Optimiseemployeesrosterstomatchthepeakandoff-peakcustomerdemand• Developafeedbackmechanismtoproviderealtimemeasurementofcustomerwaitingtimes

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DEFININGTHEORGANISATION’SSTRATEGICDIRECTION

Theprocessofaligningandresourcinggroupsandindividualstotheorganisation'splanscommenceswithdefiningtheorganisation'sstrategicdirectionintermsofobjectives,valuesandstandards.

OncetheVision,Mission,StrategicGoals,ObjectivesandStrategiesofActionhavebeendevelopedandgiventheformalstructureoftheorganisation,theorganisationleadermustensurethoseworkunits(departments,sections,teams),andindividualsmostcapableofdealingwithspecificobjectives,aretheonesdelegatedtheresponsibilityfortheirachievement.ThisisfacilitatedthroughtheuseofKeyPerformanceIndicators(KPIs)linkedtoJobDescriptions.

JobDescriptionsdetailthespecificjobactivities/tasksassociatedwithpositionswithintheorganisation.Theyalsoincorporatetheknowledge,skillsandqualificationsrequiredofindividualstobeabletoeffectivelyperformtheactivities.Levelsofauthorityofpositionincumbentsandreportingrelationshipsarealsotypicallyincludedinjobdescriptions.

KPIsrepresentthestandardofperformanceemployeesmustachieveinordertoachievetheirworkunitgoalsandobjectives,andultimatelytheorganisation'sgoalsandobjectives.KPIsaredeterminedforeachofthepositiontasksandwherepossibleareexpressedinoutcometerms.ForexampleasalespersonresponsibleforsigningupnewaccountsmayhaveaKPIexpressedas:'Eachweeksignupanaverageoffivenewaccountsworthbetween$20,000-00and$50,000-00perannum;andeachmonthoneaccountworthover$100,000-00perannum'.

Themainpurposeofthisprocessistoensureallindividualsandworkgroupswithintheorganisationsareworkingtowardtheachievementoftheorganisation'soverallstrategicdirection.Youshouldhavenotedfromyourreadingsonthistopicthattheidealstrategicmanagementprocessisafullyintegratedonewhereeachlevelintheorganisationlinksintothenextlevelintheorganisationalhierarchy,thushelpingthealignmentofactivitiesundertakenwithintheorganisation'sstrategicdirection.Potentialadvantagesoflinkingworkteams/groupsandindividual'sgoalsandactivitiestostrategicplans:

• Allpartsoftheorganisation,andtheindividualswithinit,areworkingtowardstheachievementof

commongoals• Lesschanceofworkteamsorindividualsworkingatvariancetothegoalsoftheorganisation


• Moreefficientandeffectiveutilisationofresources• Betterintegrationofworkflowsbetweenworkunits• Allemployeesareabletounderstandhowtheirworkunit,personalpositionandworkteamstheybelong

tocontributetotheachievementoftheoverallstrategicplan• Workteams/groupsandindividualsarebetterabletomanagetheirownresponsibilitiesandaccountabilities• Enhancedemployeemotivationandmorale• Easierformanagerstomonitortheimplementationandoutcomesofplansandtaketimely

appropriatecorrectiveactionifneeded• Easierformanagerstoevaluatetheproductivityandachievementsofworkteamsandindividualemployees• PerformancemanagementprogramssuchasTQM,Benchmarking,continuousimprovement

initiativesthroughtoemployeeappraisalsanddevelopmentprogramsaremadepossible

Activity1–OrganisationalStrategicPlanningThepurposeofthisactivityisforyoutoidentifythelinkagesbetweenyour/yourteam’sobjectivesandtheorganisation’sstrategicdirection,bycompletingthefollowingtable:

Your/yourteam’sworkobjective

Linkagetowhichorganisationalstrategy/objective


EFFECTIVECOMMUNICATIONEffectivecommunicationisafundamentalskillneededbyorganisationleadersbothwithintheinternalandexternalbusinessenvironmentstheyoperatein.Communicationisconsideredeffectivewhentheinformationsentbythesenderisreceivedandunderstoodbythereceiverwiththesamemeaningasthesenderintendedittohave.

Tothisweshouldaddthattheinformation,ormessage,isunderstoodandreceivedinatimelymanner.Thetimeaspectisimportant,asunderstandingtheinformationmaybeofnorealvalueifitisreceivedtoolatetobeactedupon.Withinanorganisation,effectivetwo-waycommunicationisessentialtoconveydirectionandinformationbothtoandfromtheleader.

Outsidetheorganisation,intheexternalenvironment,theorganisationleadermustuseeffectivecommunicationininteractingwithexternalbodiessuchasgovernmentagencies,existingandpotentialcustomers,professionalandindustrybodies,aswellasrepresentingtheorganisationinthemediaandinthelocalandwidercommunity.

Itiseasytoseethateffectivecommunicationisoneofthemostimportantfactorsforanyorganisationandtheirmanagers.Infactitisoftenstatedthateverythingamanagerdoesinvolvescommunication.Iftheleaderisnotaneffectivecommunicatormajorproblemscanariseforallwhohavedealingswiththeorganisation,i.e.bothinternalandexternalpersonsandbodies.

THECOMMUNICATIONPROCESS

Effectivecommunication,whetheritisinternalorexternal,requiresanunderstandingofwhatistermedthecommunicationprocess.Whilstinitsmostsimplesensecommunicationisthetransferandunderstandingofinformationfromasendertoareceiver,thisprocessismorecomplexthanexpected.Theencodingofthemessageintoameaningfulidea,theuseofamediumtotransmittheinformation,itsreceptionanddecodingorretranslationbythereceiver,areallelementsofthecommunicationprocessthatcanbesubjecttodistortion.

Thefollowingisamodelofthecommunicationprocess.

Figure7.0CommunicationProcess

RobbinsetalinManagement3rded.provideanexcellentcoverageofissuesinvolvedineffectivecommunication.Theyinitiallylookatwhattheyterm'organisationalcommunication'whichcoversissuessuchasformalandinformalcommunication,directionalcommunicationflows(i.e.downward,upward,lateralanddiagonal)andcommoncommunicationnetworksincludingthe'grapevine'.Theirdiscussionontechnologyincommunicationreflectsthechangesthathaveoccurredinthisfieldandwhichcanbeexpectedtocontinuetochangeandinfluencecommunicationprocessesinthefuture.Theirpresentationof'interpersonalcommunication'outlinestheelementsinthecommunicationprocessandbarrierstoeffectivecommunication.Theimportanceofunderstandingtherolesofverbalandnonverbalcommunicationandtheimportanceoffeedbacktechniquesisalsohighlighted.


Anessentiallessontogainfromtheseissuesistoappreciatethatdifferentsituationsrequiredifferentcommunicationtechniques.Theleadermustbeabletousecommunicationmediaandlanguageappropriatetothecircumstances.

Afurtherconsiderationthatisoftenoverlookedistoappreciatethatdifferentindustries,andoftenindividualbusinesseswithinthem,tendtodevelopanduse'jargon'ortermsthatarefairlyexclusivetothatindustry.Thegeneralpublicmayhavenounderstandingofthemeaningofsuch'industrialjargon'ormayhaveadifferentunderstandingtothatusedwithinspecificbusinesses.Thereforeitisimportant,indealingwiththemediaandgeneralcommunitythattheleaderrefrainsfromtheuseofjargon.Iftheessenceofeffectivecommunicationisthatthereceiverhasacommonunderstandingwiththesender,thenthesender/leadermustuselanguagethatisunderstoodbytheintendedlistener/s.

Communicationtechnology,orratherimprovementstoit,isanotherareainfluencingorganisationalcommunicationbothintermsoftherangeofcommunicationmediaavailableforuseandalsoinhoworganisationsstructuretheirbusiness.

Whilstmoreuser-friendlyandaccessiblecommunicationtechnologycanbringsignificantbenefitstoorganisations,theycanalsopresentpotentialproblems.Thecostofconstantlyupdatingorreplacingtechnologycanbeaburdenformanyorganisations,ascantheneedtotrainorre-trainemployeesintheuseofnewtechnologies.Interfacingdifferentsystemsandmaintainingnetworksandhardwarecanalsobeimportantissues.

Afurtherissueofgrowingconcernisthatofinformationoverload,especiallythroughtheuseofemailsystems.Greateraccessibilityandspeedoftransmissionarebenefitswhenusedresponsiblybutaproblemwhenusedindiscriminately.


Therangeofcommunicationtechnologycanbeexpectedtocontinuetoexpandwhistsometechnologieswillbecomeobsolete.Ageneralmanagementprincipalisthatthebetterandmoreaccessibleinformationis,thebetterpositiondecision-makersareintomakeeffectivedecisions.However,thisneedstobetemperedbythenatureofyourbusiness(i.e.someindustriesrequirequickerinformationflowsthanothers),andwhatyoucanaffordtoresource.Inmanysituationshavingtoomuchirrelevantinformationcanbeasproblematicfordecision-makersasnotenoughinformation.Strikingabalancebetweenqualityandquantityofinformationisanimportantcommunicationissueforallorganisationleaders.However,itisapoorleaderwhodoesnotassessavailabletechnologiesandmatchestheappropriatetechnologytotheorganisation'sneeds,andlikewiseutilisethemostappropriatetechnologymediaforspecificcircumstancesbothwithinandoutsidetheorganisation.


Activity2–CommunicationProcessReviewingthoseyoucommunicatewithinyourorganisation,identifythetypesoftechnologymediaandlanguageusedtosupportthiscommunication,bycompletingthefollowingtable:

GrouporIndividual InternalorExternal TechnologyMediaUsed TypeofLanguageUsed

Ideasforimprovement…


HANDLINGPROBLEMSINAPROFESSIONALANDEMPATHICWAY

Anorganisationleadermustbeabletosolveproblemsinaprofessionalandempathicway.Thisrequiresthedevelopmentanduseofarangeofskillssuchasinterpersonal,activelistening,feedbackanddelegationskills.

Aninabilitytouseeffectivecommunicationinproblem-solvingsituationsislikelytoprolongorescalatetheproblemandpossiblyleadtoconflictsituations.Thecostofsuchoutcomescanbeconsiderableinbotheconomicandpersonaltermsforboththeorganisationandthoseinvolved.

Empathyistheabilitytoputyourselfinsomeoneelse'spositionandtrytoviewanissuefromtheirperspective.Thisisnotalwaysaneasythingtodobutitprovidesagreaterpotentialforsolvingproblemsina'win/win'outcome.Byunderstandingtheissuesfromtheother'sperspectiveyoucanunderstandwheretheperson/siscomingfromandwhatisandisn'timportanttothem.Thisthengivesyouamoreholisticunderstandingoftheissuesfromwhichtoconsideroptionstosolvetheproblem.Tobeabletosucceedinthisprocessthecommunicationskillsrelatingtointerpersonal,activelisteningandfeedbackskillsareessential.

Someconsiderationshouldhighlightthatagoodunderstandingandappropriateapplicationoftheelementsinvolvedinorganisationalandinterpersonalcommunication,aswellassolvingproblems,canhelppreventthemoccurringinthefirstplace.

INVESTIGATINGANDCOMMUNICATINGINCIDENTSPROMPTLY

Providingandreceivingcorrectinformationinatimelyandappropriatemedium,usingappropriateinterpersonal,activelistening,feedbackanddelegationskills,aswellasovercominganydistortionsandbarrierstocommunication(particularlyifhavingtorepresenttheorganisationinthemediaandcommunityonthe'incident')areessentialfornotonlypromptlysolvingtheincidentbutbeingperceivedbyrelevantstakeholders,etc.ashavingeffectivelydealtwithit.Insuchinstancestheimageportrayedbytheleadermayinfluencetheperceptionofboththepublicandemployeesoftheorganisation,itsproductsanditsmanagement.



Activity3–ManagingissuesReviewyourskillsininvestigatingandaddressingissues/difficultsituationsusingthefollowing:

Rateyourskills…

Verygoo

d

Goo

d

Average

Need

some

work

Activelisteningskillsinrespondingduringdifficultconversations

Empathyskillsinbeingabletogaintheotherperson’sperspective

Problemsolvingskillstofindwaystoproceed

Abletogettheinformationneeded

Abletobreakthroughbarrierstogettothedetailofissues

Abletogaininformationontimefromavarietyofsources

Overcomecommunicationbarriers

Negotiatewithdifficultpersonalities

Provideaccurateinformation

Providetimelyinformation

Providefeedbackskillstoimproveindividual’sperformance

Askdifficultquestionstoelicitinformativeresponse

Abletoclarifythemessagethroughinformationoverloadanddistractions

AssessmentTask1–

RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask1duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask1ontheduedateoutlinedintheAssessmentGuide.


TOPIC 2 - INFLUENCEGROUPSAND INDIVDUALSThiselementfocusesonthefollowingperformancecriteria:

2.1. Buildtrust,confidenceandrespectofdiversegroupsandindividuals,throughpositive

rolemodelling,andeffectivecommunicationandconsultation

2.2. Embrace,resourceandeffectivelyimplementimprovementstoorganisationalandworkplaceculture

2.3. Demonstrateunderstandingoftheglobalenvironmentandnewtechnologyinworkactivities

2.4. Ensureactionsconveyflexibilityandadaptabilitytochangeandaccessibility

2.5. Ensureconsultationandparticipationindecisionmakingoccurswithrelevantgroupsand

individualswhereappropriate

2.6. Ensuredecisionmakingtakesintoaccountneedsandexpectationsofbothinternalandexternalgroups

2.7. Ensuredecision-makingoccursinaccordancewithriskmanagementplansforalloptions,and

withinappropriatetimeframes

2.8. EnsurethattheorganisationisrepresentedpositivelyinthemediaandcommunityMOTIVATIONAND LEADERSHIP

Oneofthemostcriticalareasofmanagementfunctionisthedevelopmentofstrategicandoperationalplans,togetherwithresourcingandtheassigningofresponsibilitiesfortheirachievementtoteamsandindividuals.Thesettingofplansandtheirdelegationdonotguaranteesuccessfulimplementationhowever.

Amongstotherfactors,successfulimplementationofplansisdependentonemployeesbeingsufficientlymotivated/influencedtoexpendtheirenergyandabilitiesatalevelconsistentwiththatrequiredforefficientandeffectiveoperations.

Theleadermustbeabletomotivateindividualsandgroupswithintheorganisationsothatsuccessfulorganisationalperformanceisachieved.Anunderstandingofthefactorsthatinfluenceindividualandgroupmotivationandperformanceisrequiredinordertodothiseffectively.

Astheorganisation'sleaderyoumustensurethatthebenefitsassociatedwithworkforcediversity,andtheissuesassociatedinmanagingit,areunderstoodandpracticed.


WORKFORCEDIVERSITYInanincreasinglyglobalisedbusinessenvironment,successfulbusinessesemphasisetheimportanceofbringingdiversityintoanorganisation.Asbusinessesengageincontactwithanever-wideningcustomer/marketbaseassociatedwithdifferentethnicity,race,religious,political,age,genderdifferences,etc.,theirabilitytosuccessfullytransacttheirbusinessincreasinglyreliesuponnotonlyunderstandingtheneedsoftheirexternally-diversemarkets,butalsoinestablishingandmanagingdiversitywithintheirownworkforce.

Asworkplacesrecognisetheimportanceofcreatingworkforcediversityinordertosuccessfullyoperateinanincreasinglydiversebusinessenvironment,theymustalsorecognisetheequallyimportantfunctionofmanagingworkplacediversity.

Kandola,R.andFullerton,J.inBillsberry,J.(1996)maintainthatmanagingdiversitymuststartwithastrongpositivemissionstatement,andcorevaluesthatincorporatethemanagementofdiversityasalong-termstrategicobjective.Unlessthisisthecase,managersandemployeesareunlikelytoaccepttheconceptasagenuineandnecessarybusinesspractice.Ratheritmaybeperceivedasatrendycatchphrase,oraforcedcompliancewithlegislativeand/orsocialexpectations.Perhapsevenworseisthattheconceptmayresultinconfusionandresentmentwithintheorganisationandaresultthatistheoppositetoitsaim.

Followingfromthisistheexpectationthatyou,asanorganisationalleader,willbeaproactiverolemodelonthisissue.

Introducinggreaterdiversityintotheworkplacecanresultinincreasedworkplaceconflict,asmorepeoplewithdifferentbackgroundsofculture,age,etc.,mustworkwitheachother.Thepotentialforincreasedmisunderstandingandmiscommunication,thecontrastandcontestbetweendifferingpriorities,personallikesanddislikes,etc.,increasesasthediversityoftheworkforceincreases.Increasingdiversitywillonlyassisttheorganisationifitiseffectivelymanaged.Ifitisnotit,maycreatemoreproblemsthanbenefits.

Inabusinessenvironmentassociatedwithincreasedglobalisation,high-levelcompetition,amorediversecustomerbase,scarcityofresources,etc.,increasingworkforcediversitycanofferthepotentialbenefitsof:

• Awiderpoolofideas,perspectivesandexperiencetoanticipateandsolveproblems• Enhancedcreativityandinnovation• Greateropportunitytomoveintonewmarketssuchasthoseculturallydifferenttotraditionalmarkets• Theorganisation'sbusinessriskisimprovedasitisspreadoverawidercustomer/marketbase• Minimisingthepotentialformakingbaddecisionssuchasdecisionsthatmayapplyinoneculturebut

beinappropriateinothercultures• Scarceresourcescanbemoreeffectivelyandefficientlyused• Theabilitytounderstandandrespondtoculturallydifferentcompetitorsisenhanced• Theorganisation'sabilitytosucceedandsurviveisimproved



WORKPLACECULTUREWhatisworkplaceculture?

Theconceptofaworkplacecultureencompassesmanydifferentcharacteristicsofanorganisation.Culturehasvisiblecomponentsinthewaythatabusinesslooksandhowemployeesdress,butitreallythrivesintheattitudesofemployees,inthesettingofgoalsandinthecommunicationoforganisationalvaluestoworkersandcustomers.Theleadersetsthepaceforcreating,definingandrefiningthecompanyculture.

(Source:http://smallbusiness.chron.com/workplace-culture-definition-2949.html)

Therearemanywaystodevelopandimproveworkplaceculture.Thefollowingprovidesomeideastodoso:

1. Articulateyourorganisation’svision,missionandvalues.2. Communicateclearlyandopenly3. Invitenewideasandacceptmistakes4. Addressproblemsandconcerns5. Recruitemployeesthat‘fit’6. Rewardexcellenceandcelebratemilestones

Source:

www.creativecommons.comGLOBAL ENVIRONMENTAND TECHNOLOGY

Forallorganisationsthepublicrepresentstheirpotentialcustomerbaseandforthisreasonmustbekept'on-side'.Listeningtotheneedsandconcernsofthepublicconcerninggeneralcommunityissues,andthosespecificallyrelatedtoyourorganisation,isanimportantstepindevelopingapublicimagethatwillinfluenceapositivepublicattitudetowardsyourorganisation.

Thepublicimageoftheorganisationisimportantasitcansignificantlyinfluenceconsumerbehaviour,e.g.theirbrandloyalties,productpurchases,etc.

Adevelopingtrendforallorganisationsisthattheemergenceofmoresophisticatedanduser-friendlytechnology,particularlycommunicationtechnology,andthe'globaleconomy'(usuallytermed'globalisation')hasresultedinafarmoreimmediateanddiverseinteractionbetweentheorganisationanditsexternalenvironment.

Access to the organisation and access by the organisation to virtually all parts of the world means anorganisation's external environment and potential customer base are no longer restricted to their immediatecommunity.Rather,theyareglobalandassuchcanbeservicingdiversemarketsfromvirtuallyanywhere.

Theissuesofemergingtechnologiesandglobalisationhaveimportantimplicationsfororganisationleaders.Informationonorganisationsisnowfarmoreaccessibleandimmediate.ThroughtechnologysuchastheInternet,satellitecommunication,globalnewsservices,mobile/textphones,computers,etc.theactionsofanorganisationanditsleadersinanylocationcanbequicklydistributedacrosstheglobe.Theimageandactionsoftheorganisationnowfaceamuchwiderpublic.Itisvirtuallyimpossibleforpositiveornegativeactionstobehiddenorignoredbythepublic.


Likewise,globalisationmeansorganisationsandtheirleadersmustinteractwithandunderstandafarmorediversepublicexpectation.Whilstleadersmayfullyunderstandtheneedsofthepublicintheorganisation'slocalortraditionalcommunity,theymayhavelittleornounderstandingofpublicconcernsinanotherfiftydifferentcommunities,inasmanydifferentcountries,wheretheynowoperate.

Sowhilsttherearebenefitstoorganisationsfromnewtechnologiesandglobalisation,therearealsomanychallenges.

Source:

www.creativecommons.comFAMILYRESPONSIVENESSANDWORKPRACTICES

Animportanttrendoverrecenttimeshasbeenthegreaterparticipationoffemalesintheworkforce.Thisfactor,associatedwithissuessuchasworkingsingleparentsandpartnerspursuingindividualcareers,hasplacedgreateremphasisonmanagingabalancebetweenwhattheorganisationrequiresofemployeesandtheemployees’familyresponsibilities.

This isanareainwhichyou,astheorganisationsleader,candemonstratesocialresponsibilitytoyouremployeesandwider community through the introductionofwhat is termed 'FamilyResponsiveWorkPractices', 'WorkLifeBalance'ormoresimply'FamilyFriendlyPolicies'.

Aholisticviewofemployeeperformanceacknowledgesthatanorganisationhasbothasocialandlegalresponsibilitytoaddresstheneedsofemployeeswithfamilyresponsibilities.Providingflexibleworkpracticesthatrecogniseemployees’familyresponsibilitiesencouragesthedevelopmentofabalancedwork/homeenvironmentandacorporateculturethatisofbenefittotheemployee,theorganisationandsocietyingeneral.

Infinancialtermsitcanbecostlytorecruitnewemployees. Thereisalossofcompetitivenessascorporateknowledgeislostinemployeesturnover,andtheconsequentneedtocontinuouslyimproveproductivity.Itismorebeneficialtoretainandobtainmaximumcontributionfromvaluedandproductiveemployees.Amorecomprehensivediscussionofthecostimplicationsofwork/familyconflictareprovidedbyJ.Abbot,H.DeCiereandRIverson,intheirarticletitled“Costingturnover:ImplicationsofWork-FamilyConflictatManagementLevel",AsiaPacificJournalofHumanResources,Vol.36,No.1,1998.

TheimportanceofEEOatthelevelofpublicpolicyisthekeydrivingforcebehindtheelevationoftheneedfororganisationstoadopt‘familyfriendly'policies.TheHawkeFederalLabourGovernmentratifiedILOConventionNo.156onWorkerswithFamilyResponsibilitiesin1990andestablishedaWorkandFamilyUnitintheDepartmentofIndustrialRelations.ItalsodevelopedastrategyforImplementingInternationalLabourOrganisationConvention156acrossCommonwealthpoliciesandprograms,amendedtheSexDiscriminationAct,1984,andprohibiteddiscriminationonthebasisoffamilyresponsibilitiesinemploymentintheIndustrialRelationsReformAct,1993.


TheWorkplaceRelationsAct,1996,seekstofacilitatethedeterminationofemploymentconditionsthatpreventdiscriminationonthebasisoffamilyresponsibilities.UnpaidparentalandadoptionleaveremainaminimumentitlementunderthisAct.TheActalsoseekstoencourageregularpart-timework(Kramar,R.,McGraw,R.Schuler(1997)HumanResourceManagementinAustralia,P134,Longman).

AdefinitionofFamilymayincludethefollowinggroups:

• 'Traditionalfamilyrelationships(marriedhusband,wife,children,etc.)• 'Defacto'relationships(unmarriedmalepartner,femalepartner,children,etc.)• 'Extended'family(includesgrandparents,siblingsandtheirfamiliescohabitating)• 'Gayandlesbian'relationships(samegendercoupleswithorwithoutchildren)• 'Singleparents'(nevermarried,divorced,widowed)

Inotherwordstheterm'family'maybedefinedasanypersonforwhomtheworkerbelievestheyhaveaspecialrelationshipofresponsibility.

Familylifeisapartofoursocialenvironmentanditplacesnon-workrelatedresponsibilitiesonindividualsthatneedtoberecognisedandaccommodatedwithintheworkplace.Recognitionofthesesocialneedswillassistintransformingtheorganisationalculturetoonethatbettermeetstheoverallneedsofsociety.


Policiesandprogramsrelatingtoworkingconditions,jobmobility,andcareerstructuringthatcomplywithEEOlegislationandsupportsallworkerswithfamilyresponsibilitiesinclude:

• Accesstofamilyleave• Flexiblehours• Permanentpart-timework• Companysponsoredchildcarefacilities• Holidayandrespitecare• Relocationpracticesforemployeeswithfamilyresponsibilities• Establishmentofhomeoffices• Telecommuting• Jobsharingarrangements• Flexibleremunerationpackages• EAPs• Family/emergencyleaveprovisions,etc.

Introductionofthesepolicies/programsoffertheorganisationtheopportunitytoovercomesomeofthepersonalfactorsthatmaybeaffectingemployeeperformance,andmaketheorganisationattractivetoawiderrangeofpotentialemployees.


Otherbenefitsthatmayaccrueto'familyfriendly'employersinclude:

• Reducedstress,improvedmoraleandcommitment• Minimisedtardinessandabsenteeism• Increasedemployeesretention• Increasedabilitytoattractandrecruitemployees• Increasedproductivity• Enhancedcorporateimage• Lesslikelihoodofworkversusfamilyconflictintheworkplace• Increasedmorale

Whenanemployeeisforcedtomakecareerversusfamilydecisions,itishighlylikelytheorganisationwillsufferaswellastheindividual.(Abbot,J[et.al]'CostingTurnover:ImplicationsofWork/FamilyConflictatManagementLevel',AsiaPacificJournal,36[1],1998).

EMPLOYEE EXPECTATIONS

Astrongrelationshipexistsbetweenmeetingtheneedsofexternalcustomersandmeetingtheexpectationsofanorganisation'semployees(internalcustomers).Developingthetrustandconfidenceoftheemployeeresultsingreateremployeecommitmenttotheorganisationandtheenhancedpotentialtomeettheneedsofexistingandpotentialcustomers.Organisationleaderscanbuildtrustandconfidencefromtheiremployeesbypositiverolemodelling,effectivecommunicationandconsultation.Additionallyemployeetrustandconfidenceisachievedbyrecognising,respectingandaddressingthespecificneedsofdiversegroupsandindividualswithintheworkplace.

Animportantissueinmeetinginternalcustomerneedsistorecognisethatdifferentindividualsandgroupswithintheworkplacemayhavedifferentneeds.Consequently,treatingallemployeesasiftheyallhavethesameneedsmaysoundfairandegalitarianbutwilllikelycreatemoreproblemsthanitsolves.

AlanMumfordinBilsberry,Jpp221-233inhisarticle'Specialneeds,differentsolutions',discussesissuesrelatingto'WomenManagers','MultinationalNeeds'and'Graduates',andusesthesetohighlightthatdifferentgroupswithinanorganisationanddifferentcontextualsituationsdorequireindividualattention.

Inordertobuildthetrust,confidenceandcommitmentofemployeestotheleadershipandtheorganisation,organisationleadersmustaddresstwoimportantareassuggestedbythistopic—themanagementofworkforcediversityandissuesassociatedwithfamilyresponsiveworkpractices.



Activity4–Influence

Reviewthewayyousupportcurrentprogramsandpracticesdesignedforflexibilityinyourworkplace,bycompletingthefollowing:

Areaofinfluence Currentorganisationalprograms&practices Howdoyousupportthis?or

Howcouldyousupportthisfurther?WorkforceDiversity

WorkplaceCulture

GlobalEnvironmentandTechnology

FamilyResponsivenessWorkPractices

OtherArea(s)….

DECISIONMAKING

Itcanbearguedthattheleaderofanorganisationisultimatelyaccountableforallthedecisionsmadewithinhis/herorganisation,whetherthesearemadedirectlybytheleaderorotherswithintheorganisation.Afterall,thatisoneofthereasonstheleaderispaidmorethanothersintheorganisation.Decision-makingisatthecoreofanorganisationleader’sroleandiscentraltoallthemanagementfunctionsofplanning,organising,leadingandcontrol.Itisforthisreasonitisoftenstatedthateverythingamanagerdoesinvolvesdecision-making.

Withinamanagementperspective,decisionsformthebasisofplans,actionsandoutcomes.Itisintheleader’sbestinteresttoensureefficientandeffectivedecisionmakingprocessesexistwithintheorganisation,asthequalityofdecisionsultimatelydeterminesnotonlyorganisationalperformancebutalsotheirownperformanceandhowtheyareperceivedbyothersasaneffectivemanager.


Figure8.0Decision-MakingFulopandLinsteadp241andRobbinsetalbothhighlighttheimportanceofconsultingrelevantindividualsandgroupsi.e. internalandexternalstakeholders,indecision-makingprocesses.Inacompetitivecustomerfocusedmarket,organisationalsuccesslargelydependsuponsatisfyingtheneedsofcustomers.Thebettercustomerneedsareunderstoodthebetterinformedareorganisationaldecisionmakerstomakedecisionsthatcanoptimisethebenefitstoboththecustomerandtheorganisation.

Consultingrelevantstakeholdersandprovidingopportunitiesfortheirparticipationindecisionmaking-processesarewaysleaderscansatisfytheneedsofboththeorganisation,existingandpotentialcustomersandotherstakeholders.

Identifyingandunderstandingwhatthedecision-makingissuesareisthefirststepinmakingeffectivedecisions.Throughconsultationandparticipationprocesseswithkeystakeholdersbetterqualityinformationisobtainedonthedecisionmakingissue/ssotherealissuesandrisksassociatedwithdecisionscanbeunderstoodandmanaged.Likewiseconsultationandparticipationislikelytoresultinthegenerationofawiderrangeofoptionstoevaluateassolutionstotheissue/s.Again,moreeffectivedecisionsshouldbetheoutcome.

Afurtherbenefitofconsultationandparticipationprocessesisthatstakeholdersaremorelikelytofeeltheyhavecontributedtotheoutcome.Eveniftheirinputorperspectiveisn'tfullyacceptedtheymayacceptthattheirviewsandneedshavebeenlistenedtoandbemorelikelytoacceptandsupportthefinaloutcomeevenifitisnottheirpreferredresult.

Alignedtothisisthattheorganisationdecisionmakersbyunderstandingtheviewsofkeystakeholderscanbetterassessthelikelyresponsebythesee.g.resistance,legalaction,acceptanceetc.ifthefinaloutcomeisn'ttheirpreferredone.Onceagainriskmanagementplanscanbedevelopedtomanagelikelyactionsbystakeholders.

Therationaldecisionmakingmodelrepresentsthe'ideal'decisionmakingprocess.Howeveritisimportantforyoutoappreciatethatinmanysituationsitisnotpossibletoexactlyfollowthismodel.Insomesituationsdecisionmakersandtheirorganisationmaynothaveallthenecessaryresourcestofollowthismodel.

Forexample the timeavailabletomakethedecisionmaynotbesufficient toresearchandevaluateall issuesandoptions.Inothersituationsaccesstoinformationorkeypersonsmaynotbepossible,ortheorganisationmay not have the employees, in both numbers and skills base, to beable to undertake all the steps in theRationalModel.


Theseconstrainsaretermed'boundedrationality',meaningthemodelisboundedorconstrainedbytherationalityoflimitationsandbarriersorganisationsexperienceintherealworld.Wheresuchconstraintsdoexistdecisionmakersmaymodifytherationalapproachthroughanumberofmeasures.

Youshouldfamiliariseyourselfwiththeconceptsof:

1. Satisficing

• Insituationswheretimeand/orotherresourcesarenotavailabletoundertaketherationaldecision-

makingmodel,adecisionthatsatisfiesthesituationmaybechosen(eventhoughitisacceptedthatitmaynotrepresentthebestpossibledecision).Satisficingmeetstheimmediateneed.Itmayrepresentthebasedecisionthatdecisionmakersarephysicallyabletomakebecausesufficienttime,accesstoinformation,etc.mayneverbeavailable.

2. Conservatism

• Wherethereisahighriskassociatedwiththeoutcomeofadecision,decisionmakersmaychoose

tomakeconservativedecisions.Inthiswaytheyminimisetheriskofcatastrophicoutcomes.

3. Instrumentalism

• Thisiswheredecisionmakerschoosetoprogressthroughmakinganumberofsmalldecisionsrather

thanonelargedecision.Thismaybetheresultofhighriskorrelativeeaseofimplementation,forexampleitisofteneasiertointroduceandimplementanumberofsmallchangesthatwillultimatelyleadtoalargeoverallchange,thantomakealargechangeinonegiantstep.

4. Intuition

• Intuitivedecision-makingiswheredecisionmakersrelyupontheirexperienceand‘gutfeeling’.This

approachmaybetakeninconjunctionwithotherapproaches.Decisionmakersmayconsciouslyorsubconsciouslyadjustoutcomesbasedonrationalprocessesasaresultoftheirexperienceandaccumulatedknowledge.Robbinsetal(2002)usethefollowingmodelbasedonworkbyLABurkeandMKMiller(1999)tohighlightthevariousissuesinintuitivedecision-making.

Figure9.0Intuition


Similarrealityconstraintsalsomayinfluencethedegreealeaderconsultsand/orseeksactiveparticipationofkeystakeholdersindecision-makingprocesses.Theleadermustassessthebenefitsofseekingtheinvolvementofothersagainstthepotentiallimitationsofconsultationandparticipation.

Timeconstraintscanbeadeterminingfactoronthisissueasmaybetheimportanceofthedecision,theneedforsupportbykeystakeholdersforitssuccessfulimplementation,thedegreeotherswanttoparticipateandissuesrelatingtoconfidentiality.

Animportantrealityconstraintisthatmanydecisionsareroutineinnatureandoflowpriorityorhavelowimpactonindividualsandgroupsintheorganisation.Theiroutcomemaybeobviousandparticipationwouldrepresentawasteofotherstime.Insuchsituationsan'autocratic'decision-makingstylemayrepresentthemostefficientandeffectiveapproachforaleadertoadopt.

Afurtherconsiderationhereisthatparticipationprocessescanactuallyincreaseconflictoveranissue.Theresultingaftermathmaybemoredifficulttoresolvethantheinitialdecisionmakingissue.

Decision-makingissynonymouswithorganisationalmanagement.Organisationalleadersareexpectedtomakenotonlymanydiversedecisionsbutalso'effectivedecisions'.Effectivedecisionsarethosethatresultinorassistintheachievementoforganisationalstrategicobjectives.Thisdoesn'tmeantheleadermakesdecisionsinisolationoralone.

Figure10.0AlternateViewofDecision-Making


Activity5–DecisionMakingOnreviewingthedecisionmakingmodelsandconceptsinthistopic,describeyourdecisionmakingstyle.Explainthestrengthsofthisdecisionmakingstyleandequally,theaspectsthatrequireimprovement.

Shareyourexplanationwithapeerlearner.

AssessmentTask2–

RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask2duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask2ontheduedateoutlinedintheAssessmentGuide.


TOPIC 3 -BUILDANDSUPPORT TEAMSThiselementfocusesonthefollowingperformancecriteria:

3.1. Assignaccountabilitiesandresponsibilitiestoteamsconsistentwiththeircompetenciesand

operationalplans

3.2. Ensureteamsareresourcedtoallowthemtoachievetheirobjectives

3.3. Empowerteamsandindividualsthrougheffectivedelegationandsupportfortheirinitiatives

3.4. Createandmaintainapositiveworkenvironment

3.5. EncourageteamsandindividualstodevelopinnovativeapproachestotheperformanceofworkWORK/GROUPTEAMS

Theuseofworkgroups/teamshasbeenamajorwayofutilisingtheconceptsofdiversitywithintheworkplace.Asaleaderofanorganisationyouwillhavetheoptionofusinggroupprocesstoachieveorganisationalobjectives.Liketheissueofdiversity,groupprocessescanprovidesignificantbenefitstoanorganisation.However,theseareonlylikelytobeachievedifthefactorsthatinfluencegroupprocessesareunderstoodandeffectivelymanaged.Failuretomanagegroupprocessescanresultinacostlywasteofresources.

Overthepasttwodecadestherehasbeenasignificantandincreasinginterest,paidbybothpublicandprivatesectororganisationsinAustralia(andelsewhere),inworkgroup/teamprocesses.Mostmajorindustriesandmanyindividualorganisationshaveinvestigatedand/orimplemented'team'processesinpartoralloftheirworkplaces.ManyAustralianbusinessesthathavetraditionallyoperatedinanauthoritybasedhierarchy,whereindividualshavesetrolesandrelationships,arenowusingavarietyofteamprocessesandstructuresthateitherreplaceorcomplementthemoretraditionalworkpractices.


ThepresentAustralianbusinessenvironmentischaracterisedbyincreasedcomplexityanduncertaintyresultingfrommanyfactorsincluding:

• Increasedcompetitionwithmarketingglobalisation• Increasedscarcityofresources• Continuoustechnologicalchange• Uncertaintyregardingthefutureoftraditionalmarketsandcustomers• Changinglevelsofgovernmentinvolvementintherunningoftheeconomy• Thecorporatisationandprivatisationofmanypublicsectororganisations• Increasedlegislationregardingbusinessactivitiesandindustrialrelationsprocesses• Anincreasinglywell-educatedanddemandingpopulation• Changesinattitudestoworkandthecontinuedcasualizationoftheworkforce


Thesefactors,bothindividuallyandincombination,haveplacedincreasingpressureonAustralianorganisations'abilitytosurviveandsucceed.Inparticulartherehasbeenagrowingrealisationthat:

• Manydecisionsandsituationsaretoocomplexforoneindividualtodecideupon• Thepaceanddiversityofchangeisoftentoorapidforoneindividualtokeepincontactwith• Stabilityisunlikelytobeamajorcomponentofthebusinessenvironmentintheforeseeablefuture• Profitabilityandcontinuousproductivityimprovementarethemajorfocusofallorganisations(both

privateandpublic)• Organisationalflexibilityandinnovationareessentialforsurvival• Theworkforcearelesslikelytoacceptdecisionsofmanagers,justbecausetheyaremanagers,and

expectgreaterinvolvementindecisionsthatimpactonthemselvesTheserealisationshaveforcedorganisationalmanagementtoreassesstheirtraditionalapproachestomanagingtheirbusinessesandseekingoutandimplementingadditionaland/oralternativeapproachesthatofferimprovedandcontinuousproductivityimprovement,andincreasetheirorganisationsabilitytosurviveandprosperintheirbusinessenvironment.

Whilstmanydifferentelementsofworkplacemanagementandpracticeshavebeenconsidered,amajorfocushasbeenonthepotentialbenefitsofusingteamprocesses.AmajorinfluenceinthisdirectionhasbeenthespectacularpostWorldWarIIsuccessoftheJapaneseeconomy.TheJapanesehavemaintainedthatamajorreasonfortheirsuccesshasbeentheiruseofemployeeteamprocesses,suchas'qualitycircles',thatenablealltheorganisations'employeestoinputintoworkplacepracticesanddecisions.WhilstWestern-basedorganisationshavetraditionallyreliedupontheconceptsofcompetitionandindividualbenefit,theJapanesemodelhasrelieduponcooperationandcollectivebenefit.

Source:

www.creativecommons.comRESOURCES

Resourcesareneededtoturnplansandgoalsintoactualoutcomes.Strategicplansremainasconceptsuntiltheyareimplemented.Resourcessuchaspeople,technology,rawmaterials,equipment,machineryandfinanceareusedtoturntheideas—uponwhichplansaremade—intoactualoutcomes.

Ensuringworkunitsareadequatelyresourcedcommencesbyidentifyingwhatresourcesareneededtoachievetheplanoutcomes.Gapanalysisisusedtocomparewhatisneededagainstwhatisinplace.Theleadermustthendeterminehowanygapsidentifiedbetweenthesetwowillberesourced.

Theprocessofgapanalysiscanbeappliedtoallresourcecategories.Forexample,inrelationtohumanresources,askillsanalysis/inventorycanidentifywhatskillsemployeescurrentlyhave.Thisiscomparedtotheskillsneededtosuccessfullyimplementtherelevantplanningoutcome.Whereitisidentifiedaskillsgapexists,i.e.aparticularskillisn'tpresentlyavailablewithintheworkunitresponsibleforimplementingtheplan,managementmustdeterminehowtheskillwillbemadeavailable.Optionsforacquiringtheskillmayincludetrainingofexistingemployees,recruitingnewemployees,transferringanexistingemployeewhohastheskillbutworksinanotherunit,etc.


Thesameprocessisusedtoidentifygapsfortheothercategoriesofresources.Itisimportanttoappreciatethatinsomeinstancesitmaynotbepossibletoimmediatelyfillidentifiedresourcegaps.Forexample,financemaynotbeavailabletopurchasenecessaryequipmentorpayforadditionalemployees.Alternatively,requiredtechnologymaynotbereadilyavailableormayrequiremajorrealignmentofexistingprocesses,peopleskills,etc.,toaccommodateit.

Figure11.0ResourcesIncaseswhereresourcegapscan'tbeimmediatelyoreasilyfilled,managersmustdeterminealternativestrategiesofaction.Thisprocessmaymeanreviewingstrategicobjectivesandplans,and/ortimeframes.

Activity6–ResourcesIdentifywherethereareresourcegapsinyourorganisation.Documentthegapanalysisyoucurrentlyundertake.Ensureyourgapanalysisaddressesarangeofresources,includinghuman,technology,equipment,machineryandfinance.


EMPOWERMENTAnincreasinglypopularmanagementtrendisleadershipthroughemployeeempowerment.Empowermentrelatestoincreasingthedecision-makingscopeofemployees.

Itisimportanttoappreciatethatempowermentisnotmeredelegation,wheretheleader'offloads'excessworkloadsorunimportantactivitiestoemployees.Rather,empowermentrepresentsaconsciouspolicydecisiontodevelopemployeesandinvolvetheminmoredecision-makingprocesses.Empowermentrecognisestheimportanceofemployees.Greateremployeeinvolvementindecision-making,particularlythosedecisionsthatdirectlyimpactontheoperationalaspectsoftheirworkunit,bringspotentialbenefitstotheorganisation,theleader,theemployees,andultimatelycustomersandotherstakeholders.Empowermentisonewayofcapturingandutilisingtheuntappedpotentialwithinemployees.

Foranorganisationalleader,empowermentprovidestheimportantbenefitsof:

• Freeingleadersfromroutineissuessotheycandevotemoretimetothoseissuesonlytheycanmanage• Developingamoreskilledandcapableworkforce• Knowingdecisionsandopportunitieswon'tbedelayedorlostbecausetheleaderisn'tavailableata

particulartime• Reducingthestressandmanagementcontrolissuesresultingfromtheincreasedspanofcontrolmost

Leadershaveinheritedasaresultoforganisationaldownsizingandrestructures• Havingamoremotivatedandproductiveworkforce

Foremployeeempowermenttosucceedtheremustbeagenuinecommitmenttotheconceptbybothmanagementandemployees.Empowermentisunlikelytoworkifitisperceivedbyleadersasunderminingtheirpowerandpositionintheorganisation,orasnothingmorethanatrendycatchphrase.

Likewiseifemployeesdon'twanttobeinvolvedintakingonmoreresponsibilityandaccountability,oriftheyseethewholeconceptasnothingmorethantheirleadersoffloadingmoreworkontothem,theconceptisboundtofail.Theimportanceofdevelopingtheappropriateorganisationalculture,andresourcingitwithemployeesthatembraceconceptsofcontinuousorganisationalandpersonaldevelopment,ishighlightedbytheseissues.

Leadingbyempowermentchangestheroleandfocusoftheleader.Ratherthanthetraditionalroleofdirectingemployees,theleader'sfocusmustchangetothatofdevelopingemployees.Theorganisationalleadermustnotonlydemonstratetheircommitmenttoempowermentthroughpersonalrolemodelling,butbyensuringtheconceptisformallyembodiedinpoliciesandprocedures.Theymustalsoensurethatstrategicandoperationalplanningprocessesarefunctionalthroughoutalllevelsoftheorganisation.

Itisunrealisticanddangeroustoexpectemployeestoembraceempowermentiftheydon'tunderstandtheorganisation'soverallstrategicdirection,specificstrategicandoperationalobjectives,andstrategies.Consequentlyafullyfunctioningstrategicandoperationalplanningprocessisanunderpinningrequirementfortheimplementationofemployeeempowerment.



POSITIVEWORKCULTUREAstherateoforganisationalchangeshowsnosignofabating,thefocusoftheleadermustbeonthedevelopmentofanorganisationalculturethatencouragesinnovationasameansofimprovingtheorganisation.

Improvingtheorganisationisideallyaimedatimprovingeffectivenessandefficiencyandthusprovidingacompetitiveadvantage.Butinrealitychangesmademayactuallymeanretainingthestatusquo.Thiscommonlyoccursifcompetitorsaretheindustryinnovatorsandaremakingsignificantchangestotheirproductsandprocesses,i.e.youarechangingbutonlyfollowingwhatothershavealreadydone.Theresultisthatyoustayinlinewithyourcompetitorsbutdon'tachieveacompetitiveadvantageoverthem.Theotherissuehereisthatunlessyoudomakechangesinsuchanenvironmentyoumaynotretainyourpresentmarketorprofitposition,butwillstarttofallbehindyourcompetitors.Thisreinforcestheconceptthatchangeisnecessaryforsurvival,evenifwedon'tlikeit.

Perhapsthemostimportantlessonforaleadertounderstandisthatnosingleindividual(i.e.themselves)canexpecttoinitiateallthenecessarychangesanorganisationwillneedtoexperienceifitwishestoremainviable.Rather,theleaderneedstodevelopanenvironmentinwhichallemployeesareencouragedtocontributetoorganisationalinnovation.Itwouldbearareorganisationwherethecreativepotentialofalltheavailableemployeesdoesn'tfarexceedthatoftheleaderalone,regardlessofhowtalentedtheleaderis.

Amajorchangeyoumaynoticeinmostmanagementtextbookspublishedinrecenttimesistheirfocusonmanaginginabusinessenvironmentthatreflectstheimpactofwhatisgenerallytermed'globalisation'.Insimpleterms,globalisationmeansthatasaresultofchangesintechnology,communicationssystems,transportandfreertrademarkets,anorganisation'smarketisnolongerrestrictedtotheirlocalortraditionalarea.Rathertheseinnovationsandchangesmeanthatorganisationscannowtradeonamoreglobalbasis.

Fortheconsumerglobalisationhasmeantafarwideraccesstogoodsandservicesandamorecompetitivemarket.Meansoffindingandacquiringproductshasbeensignificantlyenhanced.Foranorganisationnewmarketpotentialsareavailable.Atthesametimecompetitionissignificantlyincreasedandtraditionalmarketsareputatrisk.Thereisgreaterpotentialbutalsogreaterrisk.Globalisationmeansallorganisationsaresubjecttomoreexternalchangeinfluencesthaneverbefore.

Whilstanorganisationoftenhasgreatercontroloverinternalinfluencesforchangetheexternalonescannotbeignored.Theexternalinfluencesareoftenthemoresignificantonesintermsoftheirfrequencyandnumberandperhapsmoreimportantlytheirpotentialimpactontheorganisation.

Forthisreasontheleadermustensuretheirorganisationisabletoidentifyandrespondinaplannedwaytotheforcesofchange,ratherthanadoptingareactiveapproachoftryingtocopewiththechangeafterithasimpactedontheorganisation.Thefirstapproachistermedaplannedapproachtomanagingchangewhilstthesecondisareactiveapproachtochange.

Source:



Advantagesofaplannedapproachtochangeoverareactiveapproachinclude:

• Managersandemployeesareawareofpotentialchangesinadvance.• Timeisavailabletoevaluatethepotentialimpactofthechangesontheorganisation.• Itmaybepossibletotakeactiontoinfluencethenatureofthechange,e.g.throughlobbying,exerting

marketinfluence,etc.• Alternativeoptionscanbeconsideredforrespondingtothechange.• Timeisavailabletodevelopapreferredplanofactionforrespondingtothechangethatwillmaximisethe

advantagetotheorganisationinsituationswherethechangewillbenefittheorganisation(anopportunity),orminimiseanynegativeimpactfromchangesthatarethreatstotheorganisation.

• Crisismanagementisavoided.• Employeeshavegreaterrespectfortheirmanagers.• Greatercontroloftheorganisation'sdestinyisinthehandsofitsleaders.

Managingchangeislargelyaddressedthroughtheorganisation'sstrategicplanningandriskmanagementprocesses.However,twoimportantfactorsneedtobeconsideredhere:

1. Unlessanorganisationcultureexiststhat,ataminimum,acceptschangeasanormalpartoforganisational

life,employeesmayresistwhateverplansmanagershavemadetomanagechange.2. Whilsttheprocessofplannedchangedoesoffersignificantadvantagesoverthepurelyreactiveapproach,it

stillmaybeareactiveapproach.Bythisitismeantthattheorganisationmaystillberespondingtoinfluencesforchange,albeitinaplannedandsystematicway,thathavebeeninitiatedbyothers.Itisnotinitiatingtheseinfluencesitself.

Itisforthesetworeasonstheleadermustdevelopanorganisationalculturethatembracesandfostersinnovationandpositivechange.Insuchaworkenvironmenttheconceptsofcreativityandinnovationneedtobefosteredthroughencouragementandrewardprocessesandthroughdemonstratedcommitmentbymanagement.Theaimistocreateandmaintainaworkenvironmentwhereallwithintheorganisationacceptinnovationandchangeasthenormratherthanadisturbanceofthenorm.Thisthenenablestheorganisation'smanagerstofocusnotonlyonmaximisingtheirresponsetoinfluencesforchangethatareinitiatedbyothers,butalsototakealeadershiproleasinitiatorsofchangethatprovidesarelativebenefittotheorganisationoveritscompetitors.


Thedevelopmentofaworkculturethatfosterscreativityandinnovationinallindividualsandgroupswithinanorganisationisunlikelytooccurbychance.Ratheraprocessisneededandtheleadermustunderstandthefactorsthatareinputstocreativityandinnovation,e.g.individuals,groups,organisations,andtransformationprocessesthatcanturntheseinputsintoinnovativeoutputsthatbenefittheorganisation.


RobbinsetalinManagement3rded.p.373,usethefollowingtwodiagrammaticmodelstoportraytheissuesinvolvedinfacilitatinginnovationwithintheworkplace.Theirdiscussionofthevariouselementsinthemodelsprovidesaconcisesummaryoftheseissuesaswellasstimulatingdebate(especiallyrelevantfororganisationleaders)ontheirimportancewithincontemporaryorganisations.

Figure12.0Innovation&Transformation

Itisimportanttoappreciatethattheissuespresentedinthesemodelsarenotone-offeventsbutareongoingcontinuousprocesses.Itisnotenoughtomerelyintroducethemintotheorganisation.Theymustbenurturedandmaintainediftheyaretohavethechanceofdevelopinganorganisationalcultureinwhichinnovationandchangearethenormratherthantheexception.

COMPONENTSOF INNOVATION

UTILISENEWKNOWLEDGEANDTECHNOLOGY

Becausechangeisongoingitisessentialfororganisationstohaveinplacemeansofinitiallyfindingoutaboutnewtechnologyandknowledgethatcanimproveorganisationperformance,andtothenimplementwhatisrelevantfortheorganisation.

ThearticleThePracticeofInnovationbyPeterSengeinLeader-to-Leader1998,challengestraditionalthinkingandbusinesspracticeoninnovation.Senge,discussestheelementsofestablishingmission,definingspecificresultsanddoingrigorousassessmentasthethreekeyelementsforinnovation.Headdressesreasonsforinnovationfailure.Hesuggestsmanysuccessfulinnovationscomefromoutsideorganisations,e.g.productinnovationsthatarisefromcustomers,andmostorganisationsaren'twellsetuptocapturesuchsourcesofinnovation.Healsoproposesthat


organisationsneedtocooperateandlearnfromeachotherinthisimportantareaifoverallcommercialandsocialbenefitistobeachieved.Thisarticlecanbeaccessedathttp://www.pfdf.org.

TheconceptofBenchmarkingisanimportantoneasitallowsanorganisationtoevaluateitselfagainstotherorganisations,particularlythosedesignatedasorganisationsof'Best-practice'.Suchcomparisonsmaybemadeagainstorganisationsinthesameindustry,oroutsidetheindustrysector.

Benchmarkingallowstheorganisationtoestablishperformanceobjectivesandplansinordertoraisetheirlevelofperformance.Thiscontinuousevaluationprocessfosterscontinuousimprovementandhelpsensuretheorganisationismakingprogress.Italsoprovidesameansofobtainingnewknowledgeandinformationaboutnewtechnology.Itisusuallyacheaperprocessthanhavingtodevelopnewtechnologywithintheorganisation.

LikewisetheconceptofTotalQualityManagement(TQM)hasbeenextensivelyusedtofocusontheissueof'quality'andfosterinnovationandcontinuousimprovementwithinorganisations.TQMisaplannedapproachofaimingforcontinuousimprovementinallaspectsorelementsofajob.Itisverymuchamanagementphilosophythatifsuccessfullyimplementedinallpartsofanorganisationhelpscreateastrongorganisationalculturebasedonquality,continuousimprovementandchange.

Aswithotherissuesdiscussedinthistopic,TQMrequiresaplannedapproachforitssuccessfuloperation.Robbinsetal(2002)suggestthatmanagerscansuccessfullyimplementTQMprovidedtheyprovidetherightstructure,technologyandhumanresources.


AnaspectofTQMtoappreciateisthatitrepresentsanincrementalapproachtochangeratherthanaquantumleap.BythisitismeantTQMintroduceschangeinsmallstagesgraduallyovertimeratherthanlargechangesinonego.Itisbelievedthatincrementalchangeislessdisruptive,easierforemployeestocopewithandlessrisky.Ifasmallchangedoesn'tworkoutitisunlikelytohaveseriousimplicationsforthecontinuedviabilityoftheorganisation.Thismaynotbethecasewherealargeandfar-reachingchangeismadeinoneattempt.

Activity7–EmpowermentandInnovationReviewthecurrentareasinyourorganisationandworkplacethatrequireaninnovativeapproach.Fromtheseareas,identifyhowemployeesandtheirteamscanbeempoweredtosupportthis,bycompletingthegridoverthepage.


Areasrequiringaninnovativeapproach

Howemployees/teamscansupportthisinnovationapproach

IMPLEMENTORGANISATIONALANDWORKPLACECULTUREIMPROVEMENTS

Throughoutthistopicacommonthemeofimprovingorganisationalculturehaspervaded.Thisisbecauseorganisationalorworkplaceculturecanassistanorganisationifitisalignedtothebusinessenvironmenttheorganisationmustoperatewithin.Likewiseifthecultureisn'talignedtotheorganisation'sbusinessenvironment,itcanseverelyhindertheabilityoftheorganisationtooperateinaneffectiveandefficientway.

Thetopicoforganisationalcultureandhowtomanageit,especiallychangeit,isacurrenthigh-profileareabecausemostorganisationsnowexistinabusinessenvironmentofcontinuousandoftenrapidchange.Whenmanagershavetriedtointroducemeasureswithintheirorganisationtoensureitcansurviveandeffectivelyoperateinitspresentandperceivedfuturebusinessenvironment,theyhaveoftenfoundtheyhavebeenhamperedfromdoingsobytheprevailingcultureoftheorganisation.

Employeeresistancetochangecanresultfromthebeliefthatvaluestheorganisationstandsfor,andwhichtheypersonallysupportandhaveworkedtouphold,areunderthreat.Suchresistanceislikelytobemoststronginorganisationswheretherehasbeenastrongcorecultureassociatedwithvaluingstabilityandthetraditionalwaysoftheorganisation.

Robbinsetal(2002)provideawidecoverageofissuesrelatingtoorganisationalculture.Manymodelsexistformanagingculturalchange.ItisimportanttoappreciatethatChangeManagementisaspecialistfieldandmajorchanges,particularlywhereculturalresistanceisanissue,usuallyrequirestheservicesofaspecialistpractitioner,typicallytermeda'changeagent'.


Theorganisationleadercantakeanactiveroleinthisprocessbybeingarolemodelwhoenactsthenewculturalvaluesandputsinplaceprocessesthatwillreinforcethem.Thesecaninclude:

• Initiallydefiningtheorganisationalcultureasonethatembracesconceptssuchasquality,continuous

improvement,creativityandinnovation,andwherechangeisacceptedasanormalpartofbusinesslife.

• Employingpeoplethatembracethesevalues.• Reinforcingtheculturethroughrecognitionandrewardprocesses.• Ensuringcommunicationandeducationprocesseseffectivelyconveythereasonsforchanges.• Providingopportunitiesforemployeeinputintochangedecisions,particularlythosethatsignificantly

impactonthempersonally.• Listentowhatemployeesaresaying,theymayprovideimportantissuesforyoutoconsider.• Personallyconveyanimageofaccessibility,flexibilityandadaptabilitytochange.


Thislastpointisimportant.Fewthingswillsinkattemptstomakeculturalchangemorequicklythanifemployeesperceivetheirmanagersdon'tpracticethenewvalues.

Ifmanagersareaccessible,employeeconcernscanbeaddressedquickly,beforetheybecomedifficulttomanage.Likewisethiswillprovidemanagerswithearlyfeedbackonacceptanceorpossibleproblemswithproposedchanges,andanopportunitytore-evaluatetheirplans.

Demonstratingflexibilityandadaptabilitybylisteningtoandtakingon-boardemployeeconcernsalsohelpsreinforcetheattitudesandvaluestheleaderistryingtoestablishascoreorganisationalculturevalues.Thewholeconceptislostiftheleaderistellingemployeestheyneedtobeflexibleifhe/shecannotdemonstrategenuineadaptability.Acknowledgingthepotentialcreativeandinnovativevalueofeachindividualandgroupwithintheworkplacesignificantlyexpandstheprobabilityoffindingtherightsolutiontoimportantissues.

Adoptionofthesepracticesbytheleaderreinforcestheperceptionthatchangeisnotforceduponemployees,andhelpscreateaculturewherechangeisnotautomaticallyperceivedasanegativeexperience.

AssessmentTask3–RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask3duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask3ontheduedateoutlinedintheAssessmentGuide.


TOPIC 4 -DEMONSTRATEPERSONAL AND PROFESSIONAL COMPETENCEThiselementfocusesonthefollowingperformancecriteria:

4.1. Modelethicalconductinallareasofworkandencourageotherstoadoptbusinessethics

4.2. Adaptappropriateinterpersonalandleadershipstylestomeetparticularcircumstancesand

situations

4.3. Setandachievepersonalobjectivesandworkprogramoutcomes

4.4. Ensureself-performanceandprofessionalcompetenceiscontinuouslyimprovedthroughengagementinarangeofprofessionaldevelopmentactivities

4.5. Participateregularlyinindustry/professionalnetworksandgroups

ETHICS

Everybodyhasideasaboutwhatisrightandwrongandthesearederivedfrompersonalvalues,behavioursandexperiencesthatindividualshavepracticedovertheirlifetime.Personalethics,professionalethicsandcorporateethicsaresetsofmoralprinciplesbywhichwejudgehumanactionsandproposalsasgoodorbad,orrightorwrong.

Thebehavioursofmanagerscaninfluencetheethicalstandardsbywhichemployeeswilloperate.Ethicalbehaviourleadstoprofessionalbehaviour.Ethicalbehaviourrequirespeopletotreatothersequally,fairlyandimpartially.ThedesiredbehavioursareoftendescribedinanorganisationcontextthroughtheuseofaCodeofEthics.

Acodeofethicsbenefitsanorganisationandemployeesby(Dwyer2012):

• Reinforcingtheorganisation’sstandardofconduct• Remindingemployeesthatmanagementwantsethicalissuesconsideredinalldecisionsmade• Identifyingpracticesthatareandarenotpermissible• Allowingleaders,managersandotherstoshareexperiencesandideasaboutwhatisandisnotanethical

position• Developingasharedculturebasedonethicsandaccountability

Managerscannotmakeemployeesactethically,however,theycansetinplacerewards,rulesandprocedurestofacilitateethicalbehaviourbutultimatelyindividualsareresponsiblefortheirownactions.

Aheavyresponsibilityisplacedontheindividualtomaketheirowndecisions.Thisisduetothegeneraltrendofflattenedorganisationalhierarchy,decentraliseddecision-making,andtheempowermentofemployees,ofteninself-managedteams.Itislesslikelythatemployeeswillregularlyseefirstlinemanagerstoenablethemtobecrediblerolemodels.Individualsmustdeveloptheircognitiveandbehaviouralattributestoenablethemtomaketheirownjudgementsaboutethicaldecisions



ETHICALFRAMEWORK

Withoutapredeterminedethicalframeworkinplacetoguidedecision-making,inconsistenciescanarisewhichmaybedifficulttodefend.Everymanagershoulddevelopanethicalframework,whichcanthenguidehisorheractions,ratherthanjustreactingtoeachsituationasitoccurs.Akeydevelopmentskilliscriticalanalysisinrelationtoethicaldecision-making.Knowledgeandinformationbecomesdatedbutmanagersneedtodeveloptheabilitytoassesstheadequacyofideas,knowledgeandcontentasitbecomesavailable.Thisinvolvesthefollowing-

• Whatarethestrengthsandweaknessesofparticulararguments?• Whenyouplacewhatyouarelookingatwithinabiggerpicture,wherearethegapsinknowledge?• Howvalidistheevidenceonwhichtheseargumentsarebased?

Managersareoftenfacedwiththeneedtomaximiseincomeaswellastheneedtobeanethicalrolemodel.Attentionneedstobeplacedontheexpectedemployeebehavioursrelatingtorewardsystems,performanceandevaluationsystemsandhowdecision-makingisassigned.Self-leadershipleadershipthroughself-awarenessisadvocatedasameanstoestablishhighethicalstandardsthroughoutalllevelsoftheorganisationandmanagersneedtoensurethatfactorsofthefirm’sorganisationalstructurearecongruentwiththis.Itisalsoworthnotingthatcodesofethics,ethicsaudits,ethicstrainingandethicshotlinesmaybeinsufficienttoensurehighethicalstandards.

CORPORATESOCIALRESPONSIBILITY

Internalandexternalstakeholdersaretakinganincreasinginterestintheactivitiesoforganisations.Mostoftheeffortisaimedatidentifyingfinancialperformance,theenvironmentalfootprintsofcompanies,theimpactonlocalcommunitiesandhowtheytreattheiremployees.Thepastfinancialperformanceandthequalityofmanagementwithintheorganisationareparticularlyusedasanindicatoroflikelyfutureperformance.

Sometimes,organisationshavesocialresponsibilitiesthatconflictwith&overridetheresponsibilitytomaximiseprofits.Primitiveviewsoncorporatesocialresponsibility(CSR)focusontheinherentcapacityofthefreemarkettocorrectitselfandworkforthewiderpublicgood.(Friedman1970).Organisationsbothliveoff,anddirectlyimpactonthesocietiesinwhichtheyoperate.Businessneedstomakeaprofitbutalsocomplywithlegalregulationsandthesocialvalueswithinthecommunity.

It’snothowyouspendyourmoneyonlocalcommunitiesandcharities,it’showyoumakeyourmoneyonadailybasisthatdetermineswhetherornotyou’reanethicalorganisation.AttractaLagan,KPMG,2002


POLICIES

Policiesandstandardworkproceduresareinplacetoprotectemployeesandtheorganisationfromharm.Policiesaredesignedtoenforceacceptableconductinvarioussituations.Forexample,anorganisationmayhaveanITpolicythatcoverstheacceptableuseofinformationtechnologysystems,whatcanandcannotbeaccessedandtheresultingactionifanemployeechoosestoignorethepolicycontent.Policiesgenerallydescribeacceptablebehaviourstothebroaderorganisationandinmanycasesmirrorlegislativeandregulatoryrequirements.


PROCEDURES

Proceduresarelocalisedtothetasksrequiredtocompleteanactivity.Proceduresdescribethestep-by-stepactionsthatanemployeemustfollowtosuccessfullycompleteanactivity.Proceduresarelocalisedandtaskdependantandreflecttheactualworkbeingdoneintheworkplace.

Policyandproceduredocumentationisstoredbothelectronicallyandinhardcopyformthroughouttheorganisation.Thesedocumentsshouldbereadilyaccessiblebyemployeestoensurethecorrectbehavioursarefollowed.Itisoftendifficulttoupdatehardcopypoliciesandprocedureswithinlargeorganisationssoaccessingthemostcurrentcopythroughtheintranetisprudent.

PERFORMANCESYSTEMS

Performancesystemsaredesignedtoassisttheorganisationincomparingitscurrentstatetoitsdesiredlevelofachievement.Thekeymeasuresareproductivity,basedonindividual,workgroup,businessunitandorganisationallevelsofoutputagainstameasureofcostortime.

AccreditationtoqualitymanagementsystemssuchasAS/NZSISO9001,allowanorganisationtobenchmarkitsperformanceagainstglobalstandards.Othersystemsmightbeinplacetocollectsalesdata,customerreturns,inventorylevelsandmedicallytreatedinjuries.Systemsprovideaframeworkfororganisationalcontrolandimprovement. Performancesystemsalsoallowanorganisationtomeasureimportantcharacteristicsofindividualemployees,theworkgroup,thebusinessunitandtheorganisationalasawhole.Managersmaybeinvolvedintheidentificationofappropriatemeasuresthatcanidentifykeyresultsrequiredtoachievetheorganisation’sobjectives.Insomecases,themeasuresaredeterminedexternallyofthetargetgroupandthiscanleadtodissentionandademotivationofemployees.

Activity8–EthicsThinkingaboutyourorganisation.Haveyoudealtwithanethicalissuerecently?Describetheissueandhowyouarrivedatthemostappropriatedecision?Whatethicalframeworkexistsinyourorganisationtosupportmanagementofsuchissues?Whatlegislationexiststhatrequirescomplianceinmanagingsuchissues?


INTERPERSONAL COMPETENCEPeoplebringpatternsofbehaviourtotheworkplacethathasrootsinearlylifeandtheyformrelationshipstofitindividualstylesandpreferences,oftenignoringwhattheorganisationrequires.Aneffectivemanagerbuildstrustbetweenindividualsandthenleveragesandgeneratesthebondsoftrustacrossagroupofpeopletobuildacohesiveteam.

However,beforeleaderscanmodeldesiredactions,theymustclarifytheirownvaluesandaligntheiractionsaccordingly.Thisconceptlinksbacktoethicsandtheethicalframeworkthatguidesamanagers’decision-making.Managersareconstantlyinteractingwithpeers,employeesandcustomersandasaresulttheyareconstantlydisplayingtheirstrengthsandweaknesses.

Communicationdefinestheteam’sabilitytooptimisethequalityofteammember’sinteractionsthroughresolutionofdissent,utilisationofco-operativebehaviours,ortheuseofmotivationalreinforcingstatements.Thisisperhapsthemostexplicitemotionalaspectofleadershipandinvolvesencouragingtheheartbyshowingappreciationforothers’accomplishmentsandcelebratingcommunity.


Therearethreekeycriteriathatestablishtheeffectivenessofleaderswithinanorganisationasdetailedbelow:1. Taskaccomplishment:

• Appropriatelydefineaproblemanddifferentiateessentialobjectivesfromlessrelevantconcerns.• Anticipatelikelyobstaclestoachievingobjectivesandidentifysensiblemeanstocircumventthem.• Criticallyexaminetheaccuracyofunderlyingassumptionsbeingreliedupon.• Articulatethestrengthsandweaknessesofthesuggestionsorargumentsposedbyothers.• Recognisewhatisknownaboutanissue,whatmoreneedstobeknownandhowbesttoobtaintherelevant

andaccurateinformationneeded.• Usemultipleperspectivestoidentifylikelyunintendedconsequencesofvariousactionplans.

2. Workingwithpeople:

• Recognisetheconclusionsthatcanandcannotbedrawnfromaparticularexchange.• Recognisethelikelyunderlyingagendaandmotivationsofindividualsandgroupsofpeoplethatareinvolved

inasituation.• Recognisethelikelyemotionalreactionsofindividualstoactionsorcommunications.• Accuratelyidentifythecoreissuesandperspectivesthatarecentraltoaconflict.• Appropriatelyconsidertheprobableeffectsandlikelyunintendedconsequencesthatmayresultfromtaking

aparticularcourseofaction.• Recogniseandbalancethedifferentneedsofallrelevantstakeholders.


3. Assessingoneself:

• Pursueandencouragefeedbackthatmayrevealanerrorinjudgmentandthenmakeappropriateadjustments.

• Demonstrateanabilitytorecogniseone’sownpersonalbiasesorlimitationsinperspectiveandusethisunderstandingtoimproveone’sownthinkingandplansforaction.

• Recognisewhenseriousflawsinone’sownideasoractionsrequireswiftpublicacknowledgmentofthemistakeandadramaticchangeindirection.

• Appropriatelyarticulatetheflawsintheargumentsofothersandreiteratethestrengthsofone’sownposition.

• Recognisewhenitisappropriatetoresisttheobjectionsofothersandremaincommittedtoasoundcourseofaction.

Source: www.creativecommons.comAmanagerinteractswithmanypeopleandatmanydifferentlevelswithinandoutsideanorganisation.Considerthemannerinwhichtheactionsofamanagerareperceivedbytheircolleagues,directreports,seniormanagersandcustomers.Therearevaryingexpectationsfromallparticipantsoftheconversationswiththemanagerastothebehaviours,theattentionanddemeanourofthemanager.

Thedirectreportswilllikelyseethemanagerasarolemodel,supportiveintheirowndevelopmentandofferingadvicetosolvemoredifficulttaskorientedissues.Themanagerwouldexpectalevelofrespectfromthedirectreportsaswellasthecomforttoapproachhim/heraboutanyconcernsrelatingtotheworkgroupenvironment.

Interpersonalcompetencebecomesmoreimportantaspeopledevelopwithinanorganisation.Inentry-levelroles,theindividualisfocussedontaskabilityandcompletion.Astheydeveloptaskcompetency,theindividualmaytakeonsupervisoryresponsibilitiestoassistotheremployeesandmanageasmallteam.Withfurtherdevelopmentintoamanagerialposition,thetaskabilitycomponentofanindividual’srolebecomeslesscriticalandtheirabilitytointeractwithpeopleacrosstheorganisationisfarmoreimportant.Withfurtherdevelopmentintoseniormanagementroles,theinterpersonalcompetenceofleadersisunquestionablytheirmostimportantasset.

Thereisaminimalrequirementforseniorleaderstohaveanintimateunderstandingoftheindividualtasksconductedindailybusinessbutthereisadefiniteneedtobeabletocommunicateeffectively,motivateemployeesandprovideeffectiveleadershipwithinadynamicenvironment.


NETWORKING

Formalandinformalnetworkscanprovideadditional,non-biasedsupportformanagersseekingclarificationorvalidationthatacourseofactionisethical,professionalandwithingenerallyacceptablebehaviours.Therearenumerouswaystodevelopaviableandsupportivenetwork:

1. Internal

• Mentors• Coaches• Colleagues• SeniorManagers

2. External

• Friends• Family• ProfessionalAssociations• SocialMediaPlatforms(e.g.LinkedIn)

Aneffectivenetworkisessentiallyacollectionofpeople,preferablywithabroadarrayofexperienceandknowledgetowhichanindividualisinperiodiccontact.Aneffectivebusinessnetworkrequiresconstantmaintenanceandreview,withabalanceofgiveandtake.Apersondoesnothaveanetworkunlessthepeopleinitcomethroughwhentheneedarises.Informalnetworkscanbenefitthewholeorganisationinmanyways:

• Lessre-inventionofthewheel• Alignmentofpeople• Assistinmakingfast,accuratedecisions


PROFESSIONALMEMBERSHIPS

Thedevelopmentofpersonalcompetenciesrequiredinaparticularindustrycanbeacceleratedthroughthemembershipofappropriateprofessionalbodies.Usually,theseorganisationsarefocussedondeliveringbenefitstotheirmemberconstituentsandmayinvolveanyofthefollowingactivities:

1. Conferencesandtradeexhibitions2. Industryrelatededucationprogrammes3. Optimisedleadershipdevelopmentprogrammes4. Awarenessoflegalchangesrelatedtotheindustry5. Lobbyinggovernmentandotherstakeholdersonbehalfoftheindustry6. Promotionoftheindustryasameansofchangingconsumerperceptionsorrecruitingnewemployees

Forthemanager,theseassociationsallowforthesharingofideasandthepotentialtoleverageknowledgethatisavailablewithinthemembership.


Activity9–PersonalandprofessionalcompetenceReflectonyourpersonalandprofessionaldevelopmentanddocumentyourprogressinthefollowingkeyareas:

Areaofleadershipdevelopment Plannedactions,strategiesinplacetosupportyourdevelopment

Progresswiththeseplansandideasforfurthersupport

Taskaccomplishment

Workingwithpeople

Self-assessment

Networking

Professionalmemberships

AssessmentTask4–

RefertotheAssessmentGuidefordetailsonpreparingyour‘draft’forAssessmentTask4duringtheworkshop.Youwillneedtoelectronicallyconvert,editandenhancethis‘draft’forsubmissionasAssessmentTask4.Ensureyoupresentyourassessmentasonedocument,includingassessmenttasks1-4tobeemailedtoyourfacilitatorontheduedateoutlinedintheAssessmentGuide.


APPENDIX –QANTASCASESTUDY

Note:Thiscasestudyhasbeenincludedasadditionalmaterialonly,shouldyouchoosenottoreviewyourworkplace/organisationfortherequiredassessmenttasks.

SmokeinBoeing747-400latestQantasscare

VikkiCampionandAndrewCarswell,HeraldSunNovember16,201012:00AMhttp://www.heraldsun.com.au/news/jumbo-smoke-latest-qantas-scare/story-e6frf7jo-1225954047595

TENdaysofhellforQantascontinuedyesterdaywhenajumbojetwasforcedtoreturntoSydneyafteritscockpitfilledwithsmoke.TheBoeing747-400wasaboutanhourintoaflighttoArgentinawith199passengersonboardwhenithadtoturnback.SixbabieswereonboardQF17.

Thepilotandcrewdonnedoxygenmaskswhensmokebeganpouringfromaninstrumentpanelafterashortcircuitintheelectricalsystem.Afterdumpingfuel,thejetrequestedapriorityclearancetolandatSydneyAirport,touchingdownat1.22pm.Sixemergencyservicevehicleswerecalledtotherunwaybutthejetlandedsafely.

Itwasthefifthmid-airdramaforQantasin10days.OnNovember4,anengineexplodedonanA380soonaftertake-offfromSingapore,forcingQantastogrounditsfleetofsixsuperjumbos.

TwodayslateranotherQantasjetwasforcedtoturnbacktoSingaporewithanoverheatedengine.WithinhoursaQantasflightreturnedtoLondonwhenapanellightwronglyindicatedaproblemwithitshydraulics.

LastFriday,aQantasflightfromPerthtoMelbournewasforcedbackwhenthecrewbecameawareofavibrationinoneoftheBoeing767'sengines.Qantasdeployedsparecapacityandshuffleditsfleettomaintainlong-hauloperationsaffectedbythegroundingofitssixA380s.

ChiefexecutiveofficerAlanJoycetrumpetedthecompany'ssafetyrecordtoallayconcernsthatpassengersmightshunQantasinfavourofothercarriers.Yesterday'sincidentwasreportedtotheCivilAviationSafetyAuthorityandtheAirTransportSafetyBureau.

"Ourengineersarestillworkingtoestablishthecauseoftheissue,"aQantasspokesmansaid.Passengerswereduetoleaveonareplacementaircraftabout5pm.Butthatdeparturewasdelayedbydamagetotherunwaypossiblycausedbybadweather.Qantasinsistednosmokeappearedinthemaincabin.

"Todaywasaminorelectricalfaultinthecockpit-itwassimplytodowithafaultypart,"spokeswomanOliviaWirthsaid.

"Wedonotexpectthisaircrafttobegroundedinfuturedays.Thefeedbackwehavehadisourtechnicalcrew,ourpilotsandcabincrewhavehandledthissituationinaperfectmanner."


CASESTUDYSUMMARY

Keypointsextractedfromthearticle:

• “10daysofhellforQANTAScontinuedyesterdaywhenajumbojetwasforcedtoreturntoSydneyafterit’scockpitfilledwithsmoke”.

• TheBoeing747-400wasaboutanhourintoaflighttoArgentinawith199passengersonboardwhenithadtoturnback.

• Sixbabiesamongthepassengers.• Thepilotandcrewhadtofitoxygenmaskswhensmokebeganpouringfromaninstrumentpanelafteran

electricalsystemshortcircuit.• Afterdumpingfuel,thejetaskedforprioritylandingtouchingdownat1.22pmwithsixemergencyvehicles

andcrewsonstandby.• ThiswasthefifthmidairdramaforQANTASina10dayperiod.Othereventsincluded;

o OnNovember4,anengineexplodedonanA380SuperJumbotakingofffromSingaporeAirportcausinganemergencylanding.ThisincidentforcedQANTAStogrounditsfleetofsixA380SuperJumbos.

o 2dayslateranotherQANTASjetwasforcedbacktoSingaporewithanoverheatedengine.o WithinhoursanotherQANTASflightreturnedtoHeathrowAirport,Londonwithanemergencylight

indicatinghydraulicsproblemso AnotherQANTASflightwasforcedtoreturntoPerthAirportwhenthecrewreportedasuspicious

vibrationinoneoftheengines.


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Bolton,R.(1987), PeopleSkills.SimonandSchuster,Sydney.

Dwyer(2012),TheBusinessCommunicationHandbook,9thEdition,PearsonAustraliaGalvin,M.Prescott,D.&Huseman,R.(1992),BusinessCommunication,StrategiesandSkills(Chapter20).Harcourt,Brace&Co,Sydney.

Hall,D.T.etal.(1982), ExperiencesinManagementandOrganisationalBehaviour(2ndEdition).JohnWileyandSons,NewYork.

Haynes(1996),ProjectManagementfromIdeatoImplementation,RevisedEdition,CrispPublications

Hubbard,G,Rice,JandBeamish,P(2008)StrategicManagementPearsonEdAust3rdEdition.ISBN9780733986758

Nutting,J.,Cielens,M.&Strachan,J. (1996),TheBusinessofCommunicating(3rdEdition).McGraw-HillBookCompany,Sydney.

Oshry,B(1995),SeeingSystems:UnlockingtheMysteriesofOrganisationalLifeBerrett-KoehlerSanFrancisco

Robbins,S.andMukerji,D.(1994), Managingorganisations:NewChallengesandPerspectives.(2ndEdition).PrenticeHall,Sydney.

Saunders,S.(1993),DevelopingInterpersonalRelationships.FacultyofEducation,UTS,Sydney.

Viljoen&Dann(2002),StrategicManagement(4thEdition),PrenticeHall

WilsonandGilligan(2007),StrategicMarketingManagement,3rdEdition,Elsevier

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