Pengantar Manajemen Chap 09

8/6/2019 Pengantar Manajemen Chap 09

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Critical link back to planning

No control often sidetracks a good plan

Facilitates goal achievement

Are objectives being met?

If not, WHY not?

Makes delegation easier/better

Provides feedback on performance of delegatedauthority

Opportunity for delegation over-ride

Trust, but verify portion of management

Importance of Control




Personality Traits

Developed from inborn tendencies and ourenvironment

Nature AND Nurture

Six traits impact interpersonal relations and jobperformance:

Extroversion

Agreeableness

Conscientiousness Emotional Stability (Neuroticism)

Openness to Experience

Self Monitoring of Behavior- How we are seen




Personality Types - Background

Everyone has a preferred mode of operation withinthe four categories:

Where we get our energy for life

Extroverted or Introverted How we see reality (Take in information)

Sensing or iNtuition

How we judge that reality (Make decisions) Thinking or Feeling

Our orientation with world on day-to-day basis

Judging or Perceiving




Extraversion vs. Introversion

Extroverts (E) - energy from external sources

People and things

Think out loud

Empowered by others; Sense of connectedness

Introverts (I) - energy from internal world

Ideas and concepts

Wait to speak until ideas fully formulated Spatiality

What is said, not how much




Feeling (F) type individuals:

Based on personal, subjective value systems

Act on what they believe to be right

May adapt to others wishes (Approval) or avoidissues that may cause disagreement

Thinking (T) type individuals:

Rely on logic and objective considerations Downplay emotion in problem solving and

decision-making

Logical, rational, impartial

Evaluating InformationEvaluating Information




Judging vs. Perceiving

Judging (J)

More comfortable with scheduled, structuredenvironment

Neat, orderly, and settled

Organized and purposeful

Perceiving (P) More comfortable with open, casual environment

Flexible and diverse

Adaptability Play it by ear




The Paul Principle

Gradual obsolescence of leaders as they lose touchw/organization they lead

Become too conservative (Risk-averse)

Resist innovation and change (Stagnation) Fail to take advantage of technological

breakthroughs (Comfortable)

Find answers for problems from their youth Cant teach an old dog new tricks

Antidotes?




Why Important?

Plays a powerful role in relationships withsuperiors, peers, and subordinates

You will be judged and often judge others onthe perception of intentions and effectiveness

Normally based on:

Limited observation Incomplete information




Aspects of Perception

Fundamental Attribution Error:

Tendency to overestimate the dispositional causesof behavior and downplay the environmental factors

in others behavior

Self-Serving Bias:

Blame external attributions for failure(environment/situation)

Internal attributions (Intelligence/charisma)responsible for success




Non-Verbal Communication Messages sent through actions and behaviors

rather than words

Not what you say, but how you say it

75-90% of our info is from non-verbalcommunication

Message behind the message? (Emotion)(Emotion)

Physical appearance

Facial expressions/Eye contact Body language

Aggressive, defensive, disconnected,relaxed

Proxemics




How important is it? 93% of emotional impact

Message breakdown

Verbal (Spoken words) 10% Vocal (Pitch, tone, timbre) 30%

Body Language 60%

Non-Verbal Communication

What happens when words andWhat happens when words andactions contradict?actions contradict?




Become aware

Dont contradict words w/body language

Know facial expressions Benefits of smile/head nod

Direct your eye contact

Gesturing with purpose Note personal/cultural differences

Using Non-verbal Advantageously




Listening Barriers

Environmental

External noise/other stimuli

Internal stress/exhaustion/personalissues

Physiological

Speaking vs. Thinking Rate

Ailment loss of hearing/flu




Listening Barriers(CONT)

Psychological

Selective Listening

Negative Listening Attitudes Personal Reactions

Words have meanings

Buzz words

Poor Motivation

Lack of preparation

Goals help you focus




Communication & the FourManagement Functions

Planning: Gather information Write memos, letters, reports Meet to formulate plans

Organizing: Gather info about state of organization Communicate new structure

Directing:

Communicate plan and strategy ( H ow and Why) Motivate employees

Controlling: Feedback; How are we doing?




Assertiveness

Stand up for your rights in a way that recognizes the rights of others to do the same.

Differs from two other means of dealing with

conflict: Acquiescence Back down easily when challenged

Aggression Achieve aims by attacking or hurtingothers.

Assertiveness achieves aims by direct communication in an open, fair andpositive manner.




Assertiveness

Take responsibility for what you say and do.

Be clear about what you want.

Speak up for what you need.

Learn to say no.

Exhibit positive inner dialogue.

Be persistent.




Constructive Feedback

Feedback should be helpful. (Positive ornegative)

Be specific. Focus on behaviors.

Be descriptive. Stick to the facts. Be timely.

Be flexible. May have to wait for a better timeto give the feedback.

Give both positive and negative feedback.

Avoid blame and embarrassment.




Moral Leadership

What is moral leadership?

Distinguishing right from wrong AND doing

whats right Having the courage to take an unpopular stand

Placing others/organization ahead of oneself

Why important?

People want honest and trustworthy leaders

All leaders face ethical dilemmas




Levels of Moral DevelopmentLevels of Moral Development

PrePre--conventionalconventionalLevelLevel

ConventionalConventional

LevelLevel

PrincipledPrincipled

LevelLevelIndividuals seek

external rewards

Obey authority toavoid consequences

Motivated solely byself interest

Take what you can get

Leadership tends to beautocratic towardothers; Aimed atpersonal advancement

People conform tobehavioral expectations

of group

Rules, norms, andvalues of the group arefollowed

If honesty is the rule,

people will be honest If dishonesty is therule, people will bedishonest

Leaders guided byinternalized set of

principles (Universalright or wrong)

Leaders may disobeyrules/laws that violateuniversal principles

Internalized valuesmore important thatothers· expectations




Direct and c ontr ol subordinates

Efficiency and Stability paramount

Power, purpose, and privilege reside with topmanagement

Emphasizes tight top-down control,standardization, and specialization

Followers given a routine and controlled along withmachines and materials

Management by impersonal measurement andanalysis

Authoritarian Management




Encourages participation and suggestions

Uses teamwork, but mindset remains

paternalistic: Top leaders determine purpose/goals, make

final decisions, and decide rewards

Leaders still responsible for outcome No real distribution of power and authority

Participative Management




Stewardship

Employees empowered to make decisions

Control over how they do their jobs

Localize decisions/power to those closest to work

Tap into energy and commitment of followers Leaders accountable to others as well as to the organization

Partnership assumption

Joint responsibility/accountability

Facilitate vice control followers. Guide without dominating. Recognize and reward the value of labor rewards tied tosuccess of the organization




Servant Leadership

Transcend self-interest to:

Serve the needs of others

Help others grow and develop Provide opportunities for others to gain

Belief making others better makes the

whole organization/group better

Pengantar Manajemen Chap 09

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