MANAGING FOR PERFORMANCE

1. MANAGING FOR PERFORMANCE Walter C. Farrell, Jr. Professor School of Social Work SEPTEMBER 11, 2012

2. Faith Hedgepeth, UNC Student, 1993-2012 • Biology Major, Aspiring Physician • Native American Role Model (Haliwa-Saponi American Indian Tribe) • American Indian Center Volunteer • Member of Education and Outreach Group, Carolina Indian Circle • Performer in A Cappella Group, Unheard Voices

3. Organizational And Psychological Work Climate Psychological Climate--Employees’ perceptions of how their work environment impacts them Positive Climate:___________________ Negative Climate:__________________ Organizational Climate—the extent to which employees agree on their perceptions How would you go about determining the organizational climate of your class environment—SOWO 874

4. Organizational Culture • Culture--Shared values, norms, and beliefs • Climate and Culture • Property of social system—Culture • Property of individual--Climate • Social processes by which members share their beliefs, values, and norms—Culture • List the similarities and differences

5. Impact of Climate and Culture On Delivery Of Social Services • Relationships and interactions between service providers and service recipients • Tone—Give examples • Role of service systems norms and expectations • Role of ethnicity, race, and gender

6. Climate and Culture In Organizations • Why they differ • How do climate and culture develop in an organization? • How are they maintained? • Certainty • Power • Socialization of new employees

7. Climate and Culture Between Different Types Of Organizations • Human Service vs. Non-Human Service • Profit vs. Nonprofit • Pluses • Minuses • Public vs. Private

8. Developing A Leadership Style • Visionary • Moving workers toward a new set of shared dreams • Articulates where a group is going • Does not determine how it will get there • Setting people free to innovate, experiment, take risks • Style is most appropriate when an organization needs a new direction • Describe a visionary you have observed, read about or worked under

9. Developing A Leadership Style • Coaching • One-on-one focus on individual development • Show how to improve performance • Show how to connect to personal goals and organizational goals • Works best with employees who show initiative • Can backfire when employee perceives it as micromanaging • Have to be careful not to undermine employee self confidence

10. Developing A Leadership Style • Democratic • Draws on employees’ knowledge and skills • Creates a group commitment to resulting goals • Works best when the direction the organization should take is unclear--Why? • The leader taps into the collective wisdom of the group • This consensus-building can be disastrous in a time of crisis—Why?

11. Developing A Leadership Style • Affiliative • Emphasizes teamwork • Creates harmony in a group by connecting people to each other • Valuable when trying to heighten team harmony, increase morale, improve communication, or repair broken trust in an organization • Do not use this approach alone • Have to be careful not to allow emphasis on group praise to allow for poor performance by an individual to go uncorrected

12. Developing A Leadership Style • Pacesetting • Leader sets high standards for performance • S/he is obsessive about doing things better and faster • S/he demands this of all employees • Style should be used sparingly because it can undercut morale and make people feel as if they are failing • More often than not, “Pacesetting” poisons the organizational climate—Michael Jordan example

13. Developing A Leadership Style • Commanding • Classic model of “military” style leadership • Rarely involves praise of individuals • Frequent use of criticism • Undercuts morale and job satisfaction • Probably the most often used but least effective. Most effective in a Crisis!

14. Critical Role Of Information • Getting right information/selecting measures • Deciding what to measure is critical—Why? • Training for service events • Staff support and morale, avoiding burnout • Some services invite staff “Burnout” • Availability of necessary resources and efficiency • Using results to empower staff • IT applications---Best approach

15. THE FIVE DYSFUNCTIONS OF A TEAM

16. THE HIERARCHIAL ORGANIZATION(Can It Function As A Team?) (Policy) Board (Management) Executive Staff (Workers)Professional, Clerical Community Members, Clients Constituencies

17. THE 5 DYSFUNCTIONS OF A TEAM Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST

18. #1 BUILDING TRUST (Ascending) • Trust is the foundation of teamwork • On a team, trust is all about vulnerability, which is difficult for most people • Building trust takes time, but the process can be greatly accelerated • Like a good marriage, trust on a team is never complete; it must be maintained over time

19. #2 MASTERING CONFLICT • Good conflict among team members requires trust, which is all about engaging in unfiltered passionate debate about issues • Even among the best teams, conflict will at times be uncomfortable • Conflict norms, though they will vary from team to team, must be discussed and made clear among the team • The fear of occasional personal conflict should not deter a team from having regular, productive debate

20. #3 ACHIEVING COMMITMENT • Commitment requires clarity and buy-in • Clarity requires that teams avoid assumptions and ambiguity. And that they end discussions with a clear understanding about what they decided upon • Buy-in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision

21. #4 EMBRACING ACCOUNTABILITY • Accountability on a strong team occurs directly among peers • For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues • The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so

22. #5 FOCUSING ON RESULTS • The true measure of a great team is that it accomplishes the results it sets out to achieve—focusing like a laser beam! • To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs • To stay focused, teams must publicly clarify their desired results and keep them visible

23. Celebrating End Of “RAMADAN’, • August 20, 2012* And 9/11 • A most Holy Holiday Period for members of the Islamic Faith. Would you acknowledge it for the Muslims on your staff? Why or why not • How would you deal with other employees on your staff who lost family members on 9/11 if you were managing a Human Service Organization in New York City in view of the “Burn the Koran” controversyacross the nation? • How would you observe 9/11 in your workplace if at all? • Given these challenges, how would you EMPOWER all staff? • *The Publisher of the Portland Press Herald (Maine) apologized for acknowledging the end of Ramadan (pursuant to the celebration of 3,000 Muslims at the Portland Expo) on page 1 on September 10, 2010 without mention of the ninth anniversary of the 9/11 attack. Should 9/11 have been mentioned in the article?