Diploma in Public Service Diploma in Public Service DeliveryDelivery

Introduction to ManagementIntroduction to Management

• Model of managementModel of management

• Consider your key responsibilities and Consider your key responsibilities and functionsfunctions

• Styles of management Styles of management

• DelegationDelegation

• Goal settingGoal setting

• Exercise Exercise

Agenda

Model of ManagementModel of Management

Purpose Process

PeoplePerformance

Purpose Process

People

Culture

Macro EnvironmentTask & Competitive

Environment

Internal Environment

Model of Management- Model of Management- EnvironmentEnvironment

Efficiency vs. EffectivenessEfficiency vs. Effectiveness

INPUTS OUTPUTS OUTCOMES

Activity Self AssessmentActivity Self AssessmentYour Role as a ManagerYour Role as a Manager

Task% Your input% Others input

Team % Time spent in building team, communicating information i.e. regular meeting

Individual% of time given to one to one sessions, feedback, dealing with difficulties

90% Managerial

Managerial

Managerial

Managerial Operating

Operating

Operating 30%/70%

50% / 50%

70/80% / 20/30%

Organisational Hierarchy and Organisational Hierarchy and Individual GrowthIndividual Growth

Conventional Styles of Conventional Styles of LeadershipLeadership

• Autocratic v. DemocraticAutocratic v. Democratic

• Task V People OrientationTask V People Orientation

THREE VARIABLESTHREE VARIABLES

AMOUNT OF DIRECTION AMOUNT OF SUPPORT

READINESS OF FOLLOWER

Situational Situational Leadership/ManagementLeadership/Management

Two types of leadership/management behaviourTwo types of leadership/management behaviour

• TaskTaskExtent to which a leader engages in one-way Extent to which a leader engages in one-way communication (who, what, where, when)communication (who, what, where, when)KEY WORDS : STRUCTURE, CONTROL, KEY WORDS : STRUCTURE, CONTROL, SUPERVISESUPERVISE

• RelationshipRelationshipExtent to which a leader engages in two-way Extent to which a leader engages in two-way communication by providing support and facilitationcommunication by providing support and facilitationKEY WORDS : PRAISE, LISTEN, CONSULTATIONKEY WORDS : PRAISE, LISTEN, CONSULTATION

Situational Situational Leadership/ManagementLeadership/Management

S3

PARTICIPATING

• collaborating

• facilitating

• committing

S2

SELLING

• explaining

• persuading

• clarifying

S4

DELEGATING

• observing

• monitoring

S1

TELLING

• guiding

• directing

• structuring

Four Styles Situational Four Styles Situational Management/LeadershipManagement/Leadership

Relationship

Task

DelegationDelegationvv

AllocationAllocationvv

AbdicationAbdication

Effective Delegation

ActivityActivity

• In groups discuss and answer the In groups discuss and answer the following:following:– What are the benefits of delegating?What are the benefits of delegating?– What are the barriers to delegating What are the barriers to delegating

effectively? effectively?

The Benefits of DelegationThe Benefits of Delegation

- Reduces your workloadReduces your workload- Frees you for more important workFrees you for more important work- Gives you time to reflect and be creativeGives you time to reflect and be creative- Develops your subordinatesDevelops your subordinates- Raises moraleRaises morale- Provides cover in your absenceProvides cover in your absence- Decisions made closer to the actionDecisions made closer to the action- Reduces costsReduces costs

I Can’t Delegate Because….I Can’t Delegate Because….

• It takes time, it will be quicker to do it myselfIt takes time, it will be quicker to do it myself• My staff will know more than meMy staff will know more than me• Its risky – what if they make a mistake?Its risky – what if they make a mistake?• I need to be seen to be busyI need to be seen to be busy• I don’t know how to do itI don’t know how to do it• I need to be in control and on top of everythingI need to be in control and on top of everything• Other people will object – staff, unions, my bossOther people will object – staff, unions, my boss• My staff don’t want responsibilityMy staff don’t want responsibility

TRUST

CONTROL

Getting the Balance

7 Steps To Effective 7 Steps To Effective DelegationDelegation

1.1. Delegate gradually to build Delegate gradually to build confidenceconfidence

2.2. Match task to skill levelMatch task to skill level

3.3. Delegate the whole taskDelegate the whole task

4.4. Delegate for specific resultsDelegate for specific results

5.5. Delegate with participation and Delegate with participation and discussiondiscussion

6.6. Delegate appropriate authorityDelegate appropriate authority

7.7. Never take the job backNever take the job back

Setting GoalsSetting Goals

• Importance of specifying few, Importance of specifying few, relatively concrete goalsrelatively concrete goals

• Depends on:Depends on:– Ability to identify and link particular Ability to identify and link particular

performance dimensions to performance dimensions to strategic goalsstrategic goals

– Stability of objectives and hence Stability of objectives and hence performance dimensionsperformance dimensions

Setting of Objectives

Rewards(Based on outcomes)

Measurement ofPerformance

Feedback ofResults

Amendmentsto Objectives and

Activities

Performance Management Performance Management CycleCycle

•SSpecificpecific

•MMeasurableeasurable

•AAchievablechievable

•RRelevantelevant

•TTime boundime bound

•OOwnedwned

Goal SettingGoal Setting

Measuring PerformanceMeasuring Performance

• QuantitativeQuantitative– E.g. financial indicators, sales E.g. financial indicators, sales

targetstargets

• QualitativeQualitative– E.g. via an appraisal systemE.g. via an appraisal system

Rewarding PerformanceRewarding Performance

• Intrinsic vs ExtrinsicIntrinsic vs Extrinsic• Depends on:Depends on:

– Finding out which goals or rewards Finding out which goals or rewards will be valued by employeeswill be valued by employees

– Coping with individual differences Coping with individual differences without making the system too without making the system too complexcomplex

– Understanding that the value placed Understanding that the value placed on a particular reward can change on a particular reward can change over timeover time

Process LinksProcess Links

– Crucial that employees perceive a close Crucial that employees perceive a close link:link:•between their efforts and what is measured between their efforts and what is measured

as the chosen dimensions of performance and as the chosen dimensions of performance and

•between performance as measured and the between performance as measured and the rewards that resultrewards that result

– If other, uncontrollable factors influence If other, uncontrollable factors influence these links motivation will be affectedthese links motivation will be affected

– Reviewing individual goals and behaviourReviewing individual goals and behaviour– Reviewing the performance of the systemReviewing the performance of the system