Managing Quality In Business

Week..
Staff Consultation, Performance
Improvement and Communication

The action or process of formally consulting

or discussing.
They improved standards in consultation
with consumer representatives"

Discussion, dialogue, discourse, debate, negotiation,

conference, deliberation

Consultation is a process based upon an

equal relationship characterized by mutual
trust and open communication.
joint approaches to problem identification,
the pooling of personal resources to identify
and select strategies that will have some
probability of solving the problem that has
been identified, and shared responsibility in
the implementation and evaluation of the
program or strategy that has been initiated

Expert consultation:
Where you sort the advice of professional
experts to find solutions to issues

Collaborative consultation:
Where heads are put together to discuss
issues or matters of interest and a joint
agreement or solutions are identified before
final decisions and made

Class discussion and debate

The process of transferring the

responsibility for a specific task to
another member and empowering
that individual to accomplish the task
effectively.

Refers to the assignment of a task - It is

work focused
It is not turning over work that the manager
dislikes
Empowerment is focused on the individual
Increases productivity and the
organizations ability to achieve goals

More involved empowered workforce

Increased productivity and quality
Reduced costs
More innovation
Greater commitment

Increases managers discretionary time

Develops subordinate capabilities
Demonstrates confidence in delegates
Enhances commitment of delegates
Improves decision making
Increases efficiency

10

Things to consider when delegating:

Qualifications of subordinate
Necessity of employee commitment
Expansion of employee capabilities
Evidence of shared values and
perspectives
Sufficient time for delegation

11

Lack of confidence
Fear
Vanity
Insecurity
Self -importance

1.
2.
3.
4.
5.

Decide what to delegate

Decide who will do the task
Assign responsibility
Grant authority
Establish accountability

Deciding when:
Subordinates have
needed information
Commitment is crucial
Common values are shared
Sufficient time
is available
Subordinates
capabilities will
be expanded

Deciding to whom:
Involve no one
Consult with other
individuals, but decide
alone
Consult with a team
but decide alone
Let the team decide
Participate as a
member of the team

Effective outcomes of delegation:

Readily acceptable assignments
High morale and motivation
Organizational coordination
and efficiency
Increased problem solving abilities
More discretionary time for managers
Stronger interpersonal relationships
Successful task completion

Deciding how:
Begin with the end
in mind
Delegate completely
Allow for participation
Match authority
with responsibility
Work within the
structure
Provide support
Focus accountability
on results
Delegate consistently
Avoid upward
delegation
Clarify consequences

14

Begin with the end in mind

Delegate broadly
Allow participation in delegation
Work toward parity between authority and
responsibility
Work within the organizational structure

15

Provide adequate support

Focus accountability on results
Delegate consistently
Avoid upward delegation
Clarify consequences of tasks, especially
rewards

16

Wait to be told what to do least

delegation & empowering
Ask what to do delegation &
empowerment is constrained
Recommend then take action more
delegation & empowerment over time and
content
Act, then report immediately
Initiate action and report routinely
highest level of delegation &
empowerment

17

Subordinates are given an opportunity to

negotiate the roles (degree of acceptance of
delegation)
Subordinates should feel free to express
ideas about the parameters of the work
Managers should be available for
consultation during the assignment on an
exceptions basis

18

Delegate the authority along with the

responsibility
Ultimate accountability cannot be
delegated but can be shared with the
manager

19

Delegate through subordinates not around

them in the chain-of-command
Establish the norm of delegation to the
lowest level of the organization
Everyone affected by the decision to
delegate should be informed.

20

Provide relevant information

Provide necessary resources to accomplish
the task
Give credit for the task publicly
When errors are made, focus on the
;problem, not individuals.

21

Specify the goal not preferred methods

Do not micromanage
Support subordinates in the choice of their
own methods to accomplish results

22

Primary reason to assigning responsibilities

& authority is to empower employees
Assign both the pleasant and unpleasant
tasks
Delegate continuously, not just when
overworked

23

Knowledgeable
Motivated
Able

Describe tasks/expected results

Agree on standards and timetables
Identify training needs
Identify resources
Prepare a report timetable
Specify authority

Process by which information is exchanged

and understood by two or more people,
usually with the intent to motivate or
influence behavior

Manager = 80% every working day in direct

communication with others 48 min/hour

Manager = 20% every work day in

communication in the form of reading and writing
-12 min/hour

Class discussions

Individual

Organizational

Interpersonal dynamics

Status and power difference

Channels and media

Departmental needs and

goals

Inconsistency

Communication network
unsuited
Lack of formal channels