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71 terms

SNCO course 14

SNCO course 14
STUDY
PLAY
choosing a team
is willing to commit to teams goals. You need someone who is a team player. If they are in it for personal fame and glory.
see the big picture. a basic management skill is to think conceptually and not get bogged down int too many small details
a good team member is willing to ask tough questions ever heard of the yes man"
a good team member is willing to try something new. if something is restant to change they will be restant to thinking outsid ethe box or not able to generate new ideas in the team.
first phase of team dev
team members are a bit nervous and are trying to get to know each other
second phase of team dev
team members need to underatand what the goals and rules are for the team
third phase of team dev
team members may exhibit arguing becuase ind goals are coming out instead of team goals.
finally of team dev
the team gets highly prod and ind goals fade s the focus moves toward team goals
goal
broad statment describing a desired future cond or achievement
with clearly defined goals
be able to track thier own progress
have a voice in determining what needs to be accomplished
learn how to establish and meet thier goals.
goals
give people a target to aim for give workers a sense of accomplisment and a feeling of closure
good objectives
specific
measurable
agreed upon
realistic
time-framed
objective should not be too easy or too hard...
realistic
setting a start and end date makes your objective
time framed
being commited to achieving your goal means its
agreed upon
specific statment normally short term
an objective
a broad non statement of a desired future outcome
a goal statement
80/20 principle
80% of the resuls done by 20% of the people
18th Pareto
swiss cheese technique
accomplishing bits and pieces of an activity until it becomes more manageable and attainable
strategy for managing paperwork
sort through papers and handle them only once, sorting them into a,b and c priorities
strategy for managing paperwork
sort through papers and handle them only once, sorting them into a,b and c priorities
when delegating consider
if person has higher priorities then you, and skill level
workers ability willingness and confidence
distractions
keep telephone calls short
group outgoing calls and schedule them for a single block of time each day
schedule meetings at locations away from your office
for unannounced visitors gret them and remain standing
devise a method for handling last minute taskings.
Win lose conflict
is a person who is out to win no matter what
the withdraw person
avoids conflict like the kid who says I'm going t take my ball and go home
the problem solver
is the one who wants to get everyone together to talk things out and make peace
stakes
how important the issue is is
situation
will help us decide what conflict managemtn techniqe to use.
optimum
level of conflict for superior performance
high assertives
forcing I win you lose
low assertiveness
avoiding dont get involved
high stakes
collaborating i win you win
low stakes
accommodating i lose you win
I win you lose
assertiveness is high cooperation is low
I win you win
assertiveness is high
stakes are high
and coop is high
I win you win; I lose; you lose
stakes and cooperation are moderate
avoiding
assertiveness is low and coop is low
I lose you win
assertiveness is low
unfreezing
prepares an organization for change
refreezing
solidifies the change within an organization
org change
adopting of a new idea or behavior by an organization
first stage of change management is called
unfreezing
in unfreezing stage
dev change management plan
start to create a felt need for change in your people
your change plan should include
a time line, resources needed, standards for measurement, rewards for refreezing change
creating a felt need for change
your people need to feel a need for the change
change agent
is the one who is supporting the change
if change agent cannot be present
change agent needs to delegate authority to someone
how do you lock in the norms or behavior
use rewards or reinforcements
determine rewards you will use for refreezing
during the planning process
if you fail to lock in the new norms
peoplw will revert back
Mechanistic desgin enhances
effectiveness
line of authority within an ogranization will often dictate the organizations succes
org with clearcut lines of authity are more successful
flow of communication
because the line of authority is clear and distinct there is a formal direct flow of communication from top levels .
major strengths
clear lines of authority are major stregnths in an organization, gives each person universally applied rules, regulations, and controls
environment
does your organization depend on other organization to accomplish its goals
Mechanist desgin comm
communication flows from the branch chief to the shops to the respective line operators most communication occurs at the top level.
Mechanicstic design overview
emphasives vertical specialization and control an extensive use of managerial techniques.
organizational design
org emphasis would be on following strict rules policies and procedures.
environment for org design
if environment is predicatable then a mechanistic design would be appropiate
organic design
emphasized horizontal specialization and an extensive use of personal coordination and loose rules policies and procedures
organic desing communication
horizontal lines means there is a lot of interatction between shops in the organization. shops talk directly to each other and work together.
organic design
communication can flow freely between the shops
organic goals
if the org goals allow flexibility and relaxed controls then the organic desing would be appropiate
organic env
if the org env is high in uncertainty and the mission is constantly changing the the org needs to have flexibility and innovativeness to meet the challenge
organic size
best suited for org that are small to moderate size
techonology organic
org that have changing technological demans are good candidates for organic design
diverse org
combines organic and mechanic design
matrix design
the matrix design has dual lines of authority means people have 2 bosses
first step in problem solving
identify the real problem
Kepner and tregoe suggest you detern must and wants in problem solving
a must means solves true problem a numerical weight is then assigned to the wants
Andrew dubrin in his book essentials of management proposes a
pro/con approach to select teh best alternative
things to consider when you implement a solution
people, material, training, timing, time line, measurements, backup/alternatives
problem solving
implementing only one solution at atime and not mixing other issues with it.
a problem is normally discovered beacuase
a sypmtom shows up
according to richard chang step by step problem solving model which alternative best describes a problem def statement
the true problem and the desire future state are the parts of the problem identification support