Mr.

Know-It-All Case Critique

Almenario, Rallion Gilbert Monteclaro, Allan Jay Palaya, Aiza May

Leading
Three Major Aspects of Leading
1. Motivating 2. Leadership 3. Communication

Ingredients of leadership:
1. The ability to use power effectively and responsibly 2. The ability to comprehend that human beings have different motivating forces at different times and situations. 3. The ability to inspire followers 4. The ability to act in a manner that will develop a climate conducive to responding to and arousing motivations

Kurt Lewin (University of Iowa)

1. Autocratic 2. Democratic 3. Laizzes-faire

Likerts Management System

1. Exploitative Authoritative: Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates. The decisions are imposed on subordinates and they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very little and the motivation is based on threats. 2. Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation is based on a system of rewards. 3. Consultative: Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. Some amount of discussion about

job related things takes place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job. 4. Participative: Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.

Approaches to Conflict
Power-based Approach - resolution to conflict is reached because one party can wield power over a weaker adversary and force compliance on its terms. Rights-based Approach - Parties depend on rules, policies, law, or other framework to claim they should prevail in the interests of equity, justice, or other entitlements. Interest-based Approach - Parties seek to understand each other's interests and find ways to achieve an outcome that is acceptable and mutually beneficial to to them.

Staffing
Roles played on Teams Task management roles-those that facilitate accomplishing the task that needs to be done Seeking or giving information or opinion Timekeeping Summarizing Elaborating Acting as devils advocate Team maintenance roles focused upon the emotional well-being of the individuals in the group and on the function of the group itself. Harmonizing Gatekeeping Encouraging others Bridge building or negotiating Compromising Dysfunctional roles - hinder the work of the team. Consist of behavior that is directed toward fulfilling personal rather than team needs Blocking other peoples suggestions Being overly aggressive and competitive Putting down other team members Withdrawing and not participating

 Disrupting meeting Acting like a clown

Thomas-KilMann Conflict Mode Instrument

The TKI is designed to measure a person's behavior in conflict situations. "Conflict situations" are those in which the concerns of two people appear to be incompatible. In such situations, we can describe an individual's behavior along two dimensions: (1) assertiveness, the extent to which the person attempts to satisfy his own concerns, and (2) cooperativeness, the extent to which the person attempts to satisfy the other person's concerns.

1. Competing is assertive and uncooperativean individual pursues his own concerns at the other person's expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own positionyour ability to argue, your rank, or economic sanctions. Competing means "standing up for your rights," defending a position which you believe is correct, or simply trying to win. 2. Accommodating is unassertive and cooperativethe complete opposite of competing. When accommodating, the individual neglects his own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when you would prefer not to, or yielding to another's point of view. 3. Avoiding is unassertive and uncooperativethe person neither pursues his own concerns nor those of the other individual. Thus he does not deal with the conflict. Avoiding might take the

form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation. 4. Collaborating is both assertive and cooperativethe complete opposite of avoiding. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating between two persons might take the form of exploring a disagreement to learn from each other's insights or trying to find a creative solution to an interpersonal problem. 5. Compromising is moderate in both assertiveness and cooperativeness. The objective is to find some expedient, mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. In some situations, compromising might mean splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.

Solutions
Progressive Discipline
Cooperative Conflict Theory (CCT) Conflict is the difference between the interests between people. In most cases, it refers to people working against each other. Cooperative Conflict Theory suggests that the kind of relationship that conflict partners want to establish as well as the actions complement the relationship. When people believe believe their goals are cooperative, they are committed to promote and help each other to be effective. Conflict partners consider each other's ideas. Conflict is used to get the job done and strengthen the relationship. Phases of Cooperative Conflict Management. 1. Foster cooperative conflict context * Develop realistic attitudes that working together cooperatively requires conflict management. * Focus on working together to deal with the conflict. * Work for win-win situation. * Calculate the losses of continuing the conflict and the gains of resolving it. 2. State and explain your position. * Arrange a time and place to discuss the conflict. * Identify the ideas and feelings behind positions. * Be hard on the problem, soft on the person. 3. Question and understand opposing views. * Probe and ask questions. * Put yourself in the other's shoes.

* Show respect and acceptance as you disagree with the opposing position. * Follow the golden rule of conflict of using the approach you wan others to use. 4. Integrate and create options. * Define the problem together. * Be firm in furthering mutual needs, but flexible in how to do that. * Brainstorm options. 5. Agree and shake. * Agree to the option. * Reaffirm the agreement. 6. Reflect and learn. * Give each other feedback and support. * Celebrate.

Staff Development
personality development; address team harmony and dynamics