Collaborate

Create

Control

Compete

Module 1:
Creating and Sustaining Commitment and Cohesion

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

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Agenda for Module 1

‡ Assumptions and Goals ‡ Paradoxes ‡ Competencies

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

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Human Relations Model

Assumptions and Goals
1. Criteria of effectiveness 2. Means-ends theory 3. Action imperative 4. Emphasis 1. Commitment, cohesion, morale 2. Involvement leads to commitment 3. Collaborate 4. Participation, conflict resolution, consensus building 5. Clan
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5. Culture

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 4 .Paradoxesof Collaborating ‡ By developing your selfawareness. (2011). Becoming a Master Manager: A Competing Values Approach. you can increase your capacity for making personal change ‡ Involving employees in decision-making processes can slow the planning but make the implementation more efficient Quinn et al.

. Becoming a Master Manager: A Competing Values Approach.Another Paradoxof Collaborating ‡ Collaborating means that we want to build employees commitment and cohesion by encouraging them to voice differing ideas and opinions Quinn et al. (2011). 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 5 .

5th edition Module 1: Creating and Sustaining Commitment and Cohesion 6 . Becoming a Master Manager: A Competing Values Approach.Collaborate Core Competencies ‡ Understanding Self and Others ‡ Communicating Honestly and Effectively ‡ Mentoring and Developing Others ‡ Managing Groups and Leading Teams ‡ Managing and Encouraging Constructive Conflict Quinn et al. (2011)..

(2011). Becoming a Master Manager: A Competing Values Approach. as well as by speaking ‡ provide employees with constructive feedback on a regular basis ‡ ensure that all group (team) members know what is expected of them ‡ encourage employees to learn from others who have different ideas and perspectives Quinn et al.Managers who focus on human relations ‡ have a high level of self-awareness ‡ communicate by listening.. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 7 .

Becoming a Master Manager: A Competing Values Approach. (2011). 5th edition Module 1: Creating and Sustaining Commitment and Cohesion ..Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY Quinn et al.

Understanding Self and Others Quinn et al. (2011). 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 9 .. Becoming a Master Manager: A Competing Values Approach.

5th edition Module 1: Creating and Sustaining Commitment and Cohesion . (2011). Becoming a Master Manager: A Competing Values Approach..Emotional and Social Intelligence ‡ Emotional Intelligence ± Self-awareness ‡ Emotional awareness ‡ Self-assessment ‡ Self-confidence ± Self-management ‡ Social Intelligence ± Social Awareness ± Relationship Management Quinn et al.

Perceiving Quinn et al. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion .. Becoming a Master Manager: A Competing Values Approach.Personality ‡ Big Five Neuroticism Extraversion Openness Agreeableness Conscientiousness ‡ Meyers-Briggs  Introversion Extraversion  Sensing Intuition  Thinking Feeling  Judging . (2011).

Increasing Your Self-awareness Quinn et al. Becoming a Master Manager: A Competing Values Approach.. (2011). 5th edition Module 1: Creating and Sustaining Commitment and Cohesion .

5th edition Module 1: Creating and Sustaining Commitment and Cohesion .. (2011).Asking for Feedback ‡ Make sure you are open to hearing new information ‡ Be aware you are receiving the other person s perception ‡ Ask specific questions about your behavior ‡ Check your understanding of the feedback ‡ Express appreciation Quinn et al. Becoming a Master Manager: A Competing Values Approach.

(2011).. Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion .Empathic Listening ‡ ‡ ‡ ‡ ‡ Empty Yourself Pay Attention Accept the Other Person s Reaction Avoid Judgment or Comparison Stay with the Feeling Quinn et al.

Communicating Honestly and Effectively Quinn et al. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 15 . Becoming a Master Manager: A Competing Values Approach. (2011)..

(2011). 5th edition Module 1: Creating and Sustaining Commitment and Cohesion .Basic Model of Communication Quinn et al. Becoming a Master Manager: A Competing Values Approach..

. (2011).Barriers to Effective Communication ‡ ‡ ‡ ‡ ‡ ‡ ‡ Inarticulateness Hidden agendas Status Hostility Distractions Differences in communication styles Organizational norms and patterns of communication Quinn et al. Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion .

.Discovering the Left-Hand Column Left-Hand Column: What Is Thought (But Is Not Directly Communicated) Right-Hand Column: What Is Said Terry: Troy: Terry: Troy: Terry: Terry: Troy: Terry: Troy: Terry: Quinn et al. Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion . (2011).

5th edition Module 1: Creating and Sustaining Commitment and Cohesion . (2011).Reflective Listening ‡ ‡ ‡ ‡ Use empathy Do not evaluate. Becoming a Master Manager: A Competing Values Approach.. judge or advise Reflect what you hear Use open-ended questions Quinn et al.

Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 20 . (2011).Mentoring and Developing Others Quinn et al..

Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion . (2011).Stages of Performance Evaluation Performance Planning Performance Execution Performance Review Performance Assessment Quinn et al..

5th edition Module 1: Creating and Sustaining Commitment and Cohesion .. (2011). Becoming a Master Manager: A Competing Values Approach.Guidelines for Giving Feedback ‡ Ask the person whether or not this is a good time to receive feedback ‡ Give the person feedback in a private place ‡ Be supportive and encouraging. focus on behaviors you are looking for in the future ‡ Provide feedback on both positive and negative behaviors (remain position) ‡ Describe the other person s behavior and your perceptions of it using specific examples of behavior that you have observed Quinn et al.

Be direct in your statements.. ‡ After giving feedback.Guidelines for Giving Feedback ‡ Try to remain calm and emotionally neutral. Quinn et al. Identify ways that you can contribute positively to improving the employee s behavior. give the receiver time to respond. Don t avoid the key issues ‡ Ask the other person to clarify. (2011). Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion . or correct. explain. change. ‡ Use the opportunity to develop a joint action plan.

Coaching Career Advisor Strategist Trainer Performance Appraiser Quinn et al. (2011).. Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion .

Recognize the employee s accomplishments Quinn et al. Meet with the employee and to discuss the assignment and your expectations 3.Steps to Effective Delegation 1. but do not rush to the rescue if things are not on track 5. Becoming a Master Manager: A Competing Values Approach.. Check on the progress of the assignment. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion . Allow the employee to do the task the way he or she feels comfortable doing it 4. (2011). Clarify what it is that you want done and why this is an appropriate assignment for the individual 2.

(2011). Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 26 ..Managing Groups and Leading Teams Quinn et al.

others may fail to contribute ± Team members may become too concerned with gaining consensus (coming to agreement) 27 Quinn et al. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion .Team Decision Making ‡ Advantages ± Greater knowledge and expertise ± Wider range of values and perspectives ± Greater employee commitment to implementation of the idea ± More likely to surface obstacles ± Enhances employees skills and abilities ‡ Disadvantages ± Takes more time ± Will result in lower quality decision if team does not have appropriate expertise ± Some may overcontribute. (2011).. Becoming a Master Manager: A Competing Values Approach.

Four Team Player Styles (Roles) Communicator Challenger Contributor Collaborator Quinn et al.. Becoming a Master Manager: A Competing Values Approach. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion . (2011).

selecting the time and place and setting an agenda ‡ In Running the meeting. encourage participation. (2011).. have someone take minutes. make sure participants know each other. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion . selecting participants. start on time. minimize interruptions. follow agenda. Becoming a Master Manager: A Competing Values Approach. review the agenda.Increasing Meeting Effectiveness ‡ Prepare for the meeting by setting objectives. restate decisions ‡ Follow up by distributing minutes and checking on progress for any assignments Quinn et al.

5th edition Module 1: Creating and Sustaining Commitment and Cohesion 30 . (2011).. Becoming a Master Manager: A Competing Values Approach.Team Development Storming Performing Forming Norming Adjourn Quinn et al.

(2011). Becoming a Master Manager: A Competing Values Approach.Managing and Encouraging Constructive Conflict Quinn et al. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 31 ..

. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 32 . Becoming a Master Manager: A Competing Values Approach. (2011).Abilene Paradox Quinn et al.

5th edition Module 1: Creating and Sustaining Commitment and Cohesion 33 . (2011).Conflict Management Approaches Quinn et al.. Becoming a Master Manager: A Competing Values Approach.

. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 34 . Becoming a Master Manager: A Competing Values Approach. (2011).Managing Conflict Constructively Face the conflict Decide how to approach the other person Meet in a neutral environment Let each person state personal views Try to find a mutual definition of the conflict Generate potential solutions Search for a mutually acceptable solution Decide what will be done & who will do it ‡ Figure out what you have learned ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Quinn et al.

Note that the goal is not to win but to hear the different ideas. ‡ Each group seeks additional information to address other group s questions as well as to understand other group s position ‡ Groups work together to develop a synthesis of the different alternatives Quinn et al. Becoming a Master Manager: A Competing Values Approach. conclusions. (2011). etc..Stimulating Conflict: Advocacy (support) Groups ‡ Assign groups different positions to adopt ‡ Allow groups to gather data for their position ‡ Each group presents a position and asks questions of the other group. theories. information. 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 35 .

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