Dealing with Counterproductive People Chapter 12

Learning Objectives: 1. Understand the nature of the influence process; Acquire insights into how to confront and criticize counter productive (or difficult) people; Appreciate the role of recognition and affection in dealing with counter productive people.

2.
3.

Dealing with Counterproductive People

A. The influence process:
Five concepts to consider in trying to influence or change people: 1. 2. 3. 4. 5. It is an emotional process; Recognize your motives; All change is self-change; Change is uncomfortable; Responsibility for change should be shared.

Dealing with Counter Productive People (Cont)

B. Confronting and criticizing the difficult person

Confrontation techniques:

1. 2. 3. 4. 5. 6.

Attempt to relax during the session; Quickly get to the core topic; Avoid being apologetic or defensive; Be non-hostile in your confrontation; Confront job-related behavior; Show that you care.

Dealing with Counter Productive People (Cont)

B. Confronting and criticizing the difficult person (cont)

Suggestions for constructive criticism:

1. 2. 3. 4. 5.

Be sensitive to the setting; Base the criticism on objective facts; Express your criticism in terms of a common goal; Avoid playing boss; When criticizing your boss, relate to your work performance.

Dealing with Counter Productive People (Cont)

C. Giving recognition and affection

Counter productive people are sometimes seeking attention. By giving them recognition and attention, their counter productive behavior sometimes decreases.

Working within a group Chapter 13

Learning Objectives: 1. 2. 3. 4. Understand the importance of groups; Understand the difference between a formal and informal group; Explain some advantages and disadvantages of group effort; Understand how decisions are made and problems solved by groups.

Working within a group

A group is a collection of people who interact with each other, are aware of each other, and are working toward some common purpose. I. Why are groups important?

Building blocks of a larger organization; To accomplish a task.

Working within a group (cont)

II. Formal versus Informal Groups

A formal group is one deliberately

formed by an organization to accomplish specific tasks and achieve objectives.

An informal group is one that evolves

naturally in an organization to take care of peoples desire for friendship and companionship.

Working within a group (cont)

Advantages of group effort:
1. 2. 3. 4. 5. 6. Assistance in solving problems; Economic power; Feeling of safety; Satisfaction of psychological needs; Reduction of tension; Increased job satisfaction.

Working within a group (cont)

Disadvantages of group effort:

1. 2. Pressures toward conformity; Pressures toward mediocre or average performance; Avoidance of individual responsibility;

3.

4.

Breeding of conflict.

Working within a group (cont)

III. Group decision making and problem solving:

Types of group decision making:

Consultative the group leader consults with members before making a decision. Democratic the problem is turned over to the group and they delegated the authority to arrive at a decision themselves. Consensus the leader shares the problem with the subordinates and together they generate and evaluate alternatives to reach on a solution.

Working within a group (cont)

Advantages of group decision making: 1. A greater variety of alternatives and solution is considered. 2. Helpful in gaining acceptance and commitment. Potential problems with group decisions: 1. Individual dominance. 2. Group think.

Working within a group (cont)

IV. Group Brainstorming:

A method or way of generating multiple alternatives for solving a problem.

Rules for effective brainstorming session:

1. 2. 3. 4. 5. 6. 7.

Group size: five to seven people; No criticism allowed; Encourage freewheeling (unrestrictive); Quantity and variety are very important; Encourage combinations and improvements; Take notes during the session; Edit the alternatives generated to avoid duplication.

Leading and Influencing Others Chapter 14

Learning Objectives: 1. 2. 3. Understand the meaning of leadership and power; Be aware of some of the potential satisfactions and frustrations in being a leader; Identify the characteristics and behaviors of effective leaders; To describe three key leadership styles.

4.

Leading and Influencing People

I. What is leadership? How does it differ from Management and Supervision? Leadership is the process of influencing the activities of an individual or a group toward reaching a goal in a given situation. It can be exercised by a person whether or not he has the official job title of manager or supervisor. Management is a process of working with and through other individuals and groups to accomplish organizational goals in a changing environment. Supervision is essentially a first-level management. It involves overseeing the work of others with a particular emphasis on leadership.

Conceptual Framework of Management

Organizational Resources: Human Financial Material Information Functions of Management: Planning Organizing Leading Controlling

INPUTS

Manager

uses

through

in order to

Effectively and Efficiently

Produced Goods Render Services Profit OUTPUTS/ SOCIAL RESPONSIBILITY

The organizations obligation to benefit society aside from profits (Eco, legal, ethical, discretionary)

The goals and objectives of the organization in a changing environment

ATTAIN

FEEDBACK

THE MANAGEMENT PROCESS

Management Skills

TOP MANAGEMENT

MIDDLE MANAGEMENT

Human Skills or Interpersonal Skills

Conceptual Skills

Technical Skills

BOTTOM MANAGEMENT

Leading and Influencing People (cont)

Satisfaction of leaders:
1. 2. 3. 4. 5. 6. 7. Feeling of power and prestige; Chance to help others; High income; Respect and status; Good opportunities for advancement; Feeling of being in on things; Chance to control money.

Frustration of leaders:
1. 2. 3. 4. 5. Too much casual overtime; Too many headaches; Not enough authority to carry out responsibilities; Loneliness; Too many personnel problems; Too much paper works; Too much politics.

6. 7.

Leading and Influencing People (cont)

II. How leaders use power to influence others? Power is the ability to get others to do things and to influence others.

Leading and Influencing People (cont)

Two Types of power: 1. Position Power when power stems from the formal position occupied. Three subtypes of position power:

a) Legitimate power is the legitimate right of the leader to make certain types of requests.
b) Reward power refers to the leaders control over rewards valued by the subordinate. c) Coercive power refers to the leaders control over punishments.

Leading and Influencing People (cont)

Two Types of power (cont): 2. Personal Power when power stems from your personal characteristics.

Two subtypes of personal power:

a) Expert power is the leaders knowledge relevant to the job at hand perceived by subordinates.

b) Referent power or Charismatic power refers to loyalty to the leader and the subordinates desire to please that person.

Leading and Influencing People (cont)

III. Characteristics and behaviors of effective leaders
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Human relation skills; Technical competence; Self-confidence; Motivation and energy; Problem solving ability; Sensitivity to people; Need for achievement; Need for power; Stability of performance; High expectations for subordinates; Good work habits; Ability to size up people and situations.

Leading and Influencing People (cont)

Three key leadership styles:
1. Autocratic leadership (boss-centered) - attempt to retain most of the authority. Participative leadership (consultative and democratic styles) shares decision making with members of the group. Free-rein leadership (subordinate-centered style) referred to as laissez-faire (allow them to do).

2.

3.

End of Presentation