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Foundations of Management

Foundations of Management. KCUMB. Agenda. Introductions They’re people – not furniture Denise’s Top-10 Challenging Personalities “I” Messages Discussion Roadmaps Compare and Contrast Influence. Sound familiar?. I’ve Made it!. I’ve had it!. Video Keeping the Good Ones.

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Foundations of Management

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  1. Foundations of Management KCUMB

  2. Agenda Introductions They’re people – not furniture Denise’s Top-10 Challenging Personalities “I” Messages Discussion Roadmaps Compare and Contrast Influence

  3. Sound familiar? I’ve Made it!

  4. I’ve had it!

  5. Video Keeping the Good Ones

  6. Denise’s Top 10 Style – Develop Design and Communicate your management style. Team – Make team commitment a non-negotiable. Task Clarity – Make each job explicitly clear. Feedback – Provide feedback quarterly.

  7. Denise’s Top 10 – Cont. Facilitator – Change from order giver, controller of people – to coach, teacher, mentor, and facilitator. Assertive – Deal with problems quickly. Collaborative – Choose a collaborative – not an antagonistic style in working with others.

  8. Denise’s Top 10 – Cont. Meetings – Conduct regular team meetings. Advocate – Be an advocate for your people at the next highest level. Positive – Catch them doing it right!

  9. THAT Personality Type is Certainly Challenging!

  10. The Pessimist Doom and Gloom Attitude Drains Energy Expects the Worst Why Bother?

  11. The “Super-Agreeable” People-Pleaser Whatever you want Self-conscious Nervous Energy Ineffective Unrealistic Impractical Phony

  12. The Controller Angry Stressed Arrogant Intimidating Blaming Micro-Manages Power Driven

  13. The Pessimist…Strengths Detail Oriented No need for Power or Status Likes Routines and Sequence Likes to Work Alone Meets Deadlines – Accurate

  14. The “Super-Agreeable”…Strengths! Relationship Builder Motivator Develops Teams Creates Harmonious Environment Shares Feelings Demonstrates Compassion

  15. The Controller…Strengths! Leadership Results Driven Responsible High Integrity Loyal

  16. Response to a Pessimist Require him/her to cite specifics rather than accepting sweeping generalizations Offer examples of past successes Begin sentences with action verbs Keep the conversation simple State which option you think is best

  17. Response to a Super-Agreeable Take care of the person first – then the problem Listen closely to his/her humor – there may be hidden messages Create an environment of togetherness Understand value of an Agreeable in a group Reassure and support when appropriate

  18. Response to a Controller Let him/her VENT!!! Avoid being pulled into the heat of the moment Ask open-ended questions to allow the “story” to be told Don’t interrupt Breathe Take notes

  19. “I” Messages Non-Blameful Description of the Behavior Feeling Effect on You – Department - University

  20. Three Responses to “I” Messages The person changes! You change! “BUG OFF”

  21. The Problem Continues…Now what? Ask yourself… Am I prepared (and justified by organizational policies/procedures etc.) to take disciplinary/corrective action if the behavior doesn’t change?

  22. Four Situations … When it affects the employee’s output When it affects the output of others When it violates organizational policies/procedures When it becomes too annoying or offensive to overlook

  23. Create a Roadmap – Step One Describe in detail the behavior you have observed…be specific. Don’t begin with a compliment! Focus on the problem – not the person.

  24. Step Two Indicate why it concerns you. What are the effects on…?

  25. Step Three Ask for reasons and listen openly to the explanation. Avoid Judgment Clarify Facts

  26. Step Four Indicate that the situation must be changed and ask for ideas for solving the problem. Be understanding …and firm.

  27. Step Five Discuss each idea and offer your help. Discuss pros and cons. Make a direct offer to help…if appropriate.

  28. Step Six Agree on specific action to be taken and set a specific follow-up date. Use employee’s ideas when possible.

  29. PMEP Tips.. Stick to “specific” facts. Eliminate opinions and/or possibilities WHY a behavior occurred. Future orientated statements = goals. “Walk on water” vs. meeting objectives of job description. Short concise paragraphs – please! Avoid terms such as: always, never, deliberately.

  30. Management styles can differ…. Let’s compare….

  31. Influence Consultation – seeking someone’s participation in a decision or change Rational – trying to convince by relying on detailed plans, info, logic, reason Inspirational – appealing to emotions, values, or ideals

  32. Ingratiating – making someone feel important before making a request Coalition – seeking the help of someone else to persuade Pressure Tactics – relying on intimidation, demands or threats to gain support

  33. Upward Appeals – Obtaining formal or informal support of higher management Exchange Tactics – exchange of favors, reminding someone of a past favor

  34. Storm Warning

  35. Most Importantly… What are you saying to yourself? What tapes are you playing over and over again in your head? "The state of your life is nothing more than a reflection of your state of mind." Dr. Wayne Dyer

  36. Congratulations! You really have made it!

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