CHARLES COTTER

12-14 NOVEMBER 2014

 TRAINING PROGRAMME OVERVIEW
• Management Principles and Practice

• Team Productivity and Delegation

• Decision-making and Problem-solving

• Leadership

• Communication and Interpersonal skills

• Motivation

• Team performance

• Diversity management
CONTEXT OF MANAGEMENT
THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A
SESSION 1: MANAGEMENT PRINCIPLES
AND PRACTICE
• The necessity of management

• Defining management

• Management roles

• Management skills

• Management functions

• Business functions

• Management resources
MANAGEMENT SKILLS
RESOURCE MANAGEMENT
 SYNDICATE GROUP LEARNING
ACTIVITY 1
• Refer to page 23 in Learner Guide

Apply 4 management functions

4 E’s of Resource Management

• Present a summary of group discussion

SESSION 2: TEAM PRODUCTIVITY AND
DELEGATION
• Defining productivity

• Productivity improvement strategies

• Delegation golden rules

• Responsibility and Accountability

• Delegation process

• Delegation flow-chart
DEFINING PRODUCTIVITY
PRODUCTIVITY IMPROVEMENT FOCAL
POINTS
• Processes

• Resources

• Structures

• Behaviour

• Systems
 PRODUCTIVITY IMPROVEMENT
STRATEGIES
• Job design

• Intra-preneurial incentives

• Training and education

• Incentives

• Empowerment and participation

• Devising reward systems

 I
DON"T
Update your team constantly
on your key priorities so they
Expect people to read your
know what's most important.
mind.

Be guilty of giving "drive-by

delegations."

Give your team members the takes to do things-not

support they need to leverage everything can be done as
you better. quickly as you might think.

Tell your team when you're

just brainstorming so they'll
know whether to take action.
Delegate your Unique Ability®
activities.
Be patient. Let others learn
and grow.
Underestimate your team's
capabilities.
Be clear about your team's
level of authority.
RESPONSIBILITY, AUTHORITY AND
ACCOUNTABILITY
DELEGATION PROCESS
DECIDING WHAT JOBS TO DELEGATE?
Delegation Flow Chart

• Realization
• Observation
• Collaboration
• Evaluation
• Delegation
<12011·2013 lead~tshfpLtnk,. Inc.
 SYNDICATE GROUP LEARNING
ACTIVITY 2
• Refer to page 34 in Learner Guide

Develop productivity improvement strategies

Apply the 5-step delegation process

• Present a summary of group discussion

 SESSION 3: DECISION-MAKING AND
PROBLEM-SOLVING
• Types of decisions

• Conditions of decision-making

• Criteria of effective decision-making

• Optimal decisions

• Individual and group decision-making

• Problem-solving process
 TYPES OF DECISIONS
• Programmed

• Repetitive and routine approach – applied to

structured problems

Procedure
Rule
Policy

• Non-programmed

• Unique and custom approach – applied to

unstructured problems
CONDITIONS OF DECISION-MAKING
OPTIMAL DECISIONS
INDIVIDUAL vs. GROUP DECISION-
MAKING
INDIVIDUAL GROUP

Faster More time-consuming

Realizes less accurate decisions Realizes better results

More cost-effective More labour intensive

Easier to reach a decision More difficult to reach a decision owing to seeking consensus

Employee exclusion Employee involvement and participation

 PROBLEM-SOLVING PROCESS
• Step 1: Identify, analyze and define problem

• Step 2: Search for ideas and solutions

• Step 3: Evaluate ideas and solutions

• Step 4: Select most appropriate solution

• Step 5: Implement solution

• Step 6: Evaluate the effectiveness of solution

STEP 1: ANALYZE (BY MEANS OF
FISHBONE DIAGRAM)
STEP 3: EVALUATE (BY MEANS OF
DECISION MATRIX)
 STEP 4: TYPES OF SOLUTIONS
• MOP-IT • STOP-IT
STEP 5: IMPLEMENT (BY MEANS OF
ACTION PLAN)
 SYNDICATE GROUP LEARNING
ACTIVITY 3
• Refer to pages 46-47 in Learner Guide

Individual and group decision-making

Criteria for effective decision-making

Apply the 6-step problem-solving process

• Present a summary of group discussion

SESSION 4:LEADERSHIP BEST PRACTICE
• The leadership process

• Sources of leadership power

• Transformational and other leadership styles

 LEADERSHIP PROCESS
• Creating a Vision

• Articulating that vision in a Compelling and Inspirational

manner

• Guiding and Supporting followers in the pursuit of

achievement of the vision

• Being a Driver and Agent of Change

• Nurturing, Developing and Empowering followers

• Serving as a Role Model

 SYNDICATE GROUP LEARNING
ACTIVITY 4
• Refer to page 54 in Learner Guide

Sources of leadership power

The value and merits of Transformational

leadership

• Present a summary of group discussion

 SESSION 5: COMMUNICATION AND
INTERPERSONAL SKILLS
• Communication

• Relationship building

• Interpersonal processes

• Empathy

• Empowerment
COVEY’S EMOTIONAL BANK
ACCOUNT
 It is all in the
mind of the
Building Credibility
'other person'

II(_J Credibility
uL ( Earned by communicating )

heir
~ellef
Fiiter
Respect
( Earned through action )

Trust
( An innate characteristic? + Ethics )
 BUILDING CREDIBILITY
• The Credibility Formula as: Credibility = Integrity +
Expertise.

• Achieving a distinguishable level of follower faith and

loyalty is certainly not an overnight occurrence and can be
achieved only through openness; committed people
investment and a proven scorecard of leadership and
performance excellence.

• Leader behaviour, actions and decisions congruent with

reliability, fairness, consistency and transparency are
instrumental values which can enhance follower perception
of the leader’s reputation, standing and eventually, their
willingness to follow and support that leader.
 EMPOWERMENT – BEING A
CONDUCTOR/FACILITATOR OF LEARNING
 SYNDICATE GROUP LEARNING
ACTIVITY 5
• Refer to pages 70-71 in Learner Guide

Communication

Relationship-building

Empowerment

• Present a summary of group discussion

 SESSION 6:MOTIVATION
• Performance equation

• Benefits of motivated workforce

• Motivation strategies
PERFORMANCE EQUATION
 BENEFITS OF A MOTIVATED
WORKFORCE
• Quality performance

• High levels of productivity (“a team member

is a productive team member”)

• High levels of commitment (to both the team

and organization)

• High levels of team cohesion

THE PIVOTAL MOTIVATIONAL ROLE OF
THE TEAM LEADER
 SYNDICATE GROUP LEARNING
ACTIVITY 6
• Refer to page 76 in Learner Guide

Motivation strategies

• Present a summary of group discussion

 TEAM LEADER MOTIVATION ACTIONS
• Set specific goals for employees

• Goals should be realistic and attainable

• Job must suit the employee’s personality

• Respect and recognise individual differences

• Provide immediate feedback to employees on their performance

• Rewards should be individualistic

• Link rewards to performance

• Honour the principle of internal equity (i.e. fairness for all employees)

• Motivational theories should be regarded as cultural bound

STAGES OF TEAM DEVELOPMENT
Performance
Development
Cycle
PERFORMANCE DEVELOPMENT
 CAUSES OF POOR PERFORMANCE

• Personal problems

• Skills/competence

• Lack of resources

• Organizational factors
 SYNDICATE GROUP LEARNING
ACTIVITY 7
• Refer to pages 89-90 in Learner Guide

Characteristics of effective teams

Performance development

• Present a summary of group discussion

DIVERSITY MANAGEMENT STRATEGIES
• Fully accept diversity

• Recruit broadly and select fairly

• Provide orientation and training programs

• Sensitize team members

• Strive to be flexible

• Seek to motivate individually and support valuable team membership

• Reinforce employee differences

• Encourage interaction and engagement

 Audit: to establish the prejudicing or discrimination of certain people

Systems, processes, Organliational

Policies procedures and climate - both Competency
practices overt and covert Assessment

Involve taff representatives so as to ensure credibility of the process ====l:

Diversity awareness training if necessary

·--~~::::::::::::::_:-
R••po,, .. blllty for all
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Creete
Community
·~~~~~~~~~~~~--
to different level• .ond/or te•m•/lndlvldu.o .. In the orgenlzMlon

for all
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...-~~~~~~~~~~~~~--::·~~~~~~~~~~~~~--.
Opportunity for all
Deliver (some skill training might be Involved)

Review
 SYNDICATE GROUP LEARNING
ACTIVITY 8
• Refer to page 95 in Learner Guide

Diversity management

• Present a summary of group discussion

 CONCLUSION

• Key points

• Summary

• Questions
 CONTACT DETAILS

• Charles Cotter

• (+27) 84 562 9446

• charlescot@polka.co.za

• LinkedIn

• Twitter: Charles_Cotter