Read Ch. 5, 6,7
Please do the following questions:
Give an example of the following term empowerment, coaching and teaching.
Explain in 100 words or more of a way that you will empower, coach and teach within your organization. Please provide specific examples.
Explain three of the seven habits of unsucessful executives
Read case study on pg. 131 and explain the type of power he/she displays.
Discuss four ways delegation is important. Give examples of your organization
How would your organization or company set boundaries to create autonomy and empowerment?
Read the Case study on pg. 146 and answer the questions.
Ch. 6 Communication
What is communication?
What is the communication process?
Explain the differerent ways in which nonverbal communications influence supervisory communication.
Recall three non verbal messages and explain each of the three you chose. Give examples.\
Compare and contrast downward communication and upward communication.
What are some barriers to effective supervisory communication?
How can you improve supervisory communication between you and your staff?
Define and explain active listening skills. Give a scenario for your organization.
Chapter 7 Motivation
Define Motivation and give an example or name a person that motivates you and why?
Identify three levels of employee motivation.
What would be an example of intrinsic motivation in your organization?
Define and explain Expectancy Theory.
Define and explain Goal Setting Theory.
Define and explain Reinforcement Theory.
What are the five steps that heigtens or increases employee motivation?
Give some additional steps that will increase employee motivation within your organization.
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Chapter 5 Michele Dennis
Please do the following questions:
1. Give an example of the following term empowerment, coaching and teaching.
a. Empowerment: giving those employees closest to the customers the power of making decisions. Ex. Allowing assistant teachers to occasionally do the job of the lead teacher.
b. coaching-helping employees see their potential and reaching their highest levels of performing. Ex. Often having work improvement classes.
c. Teaching- teaching employees, in a way that would prepare them for advancement. Ex. Teaching a lead teacher the ways of the business in order to become (cross-training) assistant director.
2. Explain in 100 words or more of a way that you will empower, coach and teach within your organization. Please provide specific examples.
In “Big Momma’s house, we could empower, coach and teach in several different ways. We could empower our assistant teachers by giving them the duties of the lead teachers on regular basis. This may be done once a week, once a month, or just during absences. We could do coaching by implementing a mandatory monthly session that all employees attend to improve upon their skills such as teaching methods, CPR/first aid, and problem solving. WE would also using teaching to cross train lead teachers to be able to perform as assistant director. All of these tactics will create a sound platform for our business and its success.
3. Explain three of the seven habits of unsuccessful executives.
a. They think they have all the answers: Some leaders fail to delegate because they think if they share some of their responsibilities they will also lose their power and authority.
b. They underestimate obstacles: When leaders underestimate their obstacles, they become overloaded with work that could have otherwise been done by a subordinate if they had properly coached and trained someone else to do his/her job.
c. They stubbornly rely on what worked for them in the past: Leaders may have the mentality of “If you want something done right, do it yourself”.
4. Read case study on pg. 131 and explain the type of power he/she displays. Mary displays legitimate power.
5. Discuss four ways delegation is important. Give examples of your organization.
a. Employees’ development: employees learn from their experiences.
b. Improved control: managers emphasize results, and provide feedback.
c. Improved time management: managers who effectively delegate tasks to their subordinates have more time to spend on planning and trouble- shooting.
d. Enhanced power: when employees are empowered, an environment is created resulting in more people being knowledgeable and concerned about the organizations’ objectives.
How would your organization or company set boundaries to create autonomy and empowerment?
Read the Case study on pg. 146 and answer the questions.
Ch. 6 Communication
What is communication?
A process by which information is exchanged through individuals through a common system. ( Merriam-Webster dictionary)
What is the communication process?
Model of the five components of communication and their relationships.
a. message encoding
b. channel
c. message decoding
d. feedback
e. noise
Explain the different ways in which nonverbal communications influence supervisory communication.
Nonverbal communication can send positive or negative information in seven different categories…
a. voice signals
b. body signals
c. facial signals
d. object signals
e. space signals
f. time signals
g. touching signals
Recall three nonverbal messages and explain each of the three you chose. Give examples.
1. body signals: communicated by body action (ex. slumped posture, clenched fist or the act a kicking a piece of equipment.)
2. space signals: based on physical distance from one another. (ex. Huddling close, or being distant.)
3. touching signals: messages sent by body contact (ex shaking hands or pat on back)
Compare and contrast downward communication and upward communication.
Downward communication begins with the managers and supervisors and passes down to the employees. Examples are job assignments, procedures, and decisions. Up ward communication flow from lower organizational levels. Examples are attitudes, suggestions, or requests for help.
What are some barriers to effective supervisory communication?
Organizational, interpersonal, or language related.
How can you improve supervisory communication between you and your staff?
We could have an open door policy.
Define and explain active listening skills. Give a scenario for your organization.
Active listening is when the listener makes a response so as to encourage feedback.
Chapter 7 Motivation
Define Motivation and give an example or name a person that motivates you and why?
Motivation is the willingness to work to achieve the organization’s objectives. A person that motivates me is my Pastor. He motivates me by encouraging, teaching, and also reprimanding when necessary.
Identify three levels of employee motivation.
1. The direction in which the individual behaves.
2. How hard the individual works to perform the behavior
3. Persistence
What would be an example of intrinsic motivation in your organization?
The employees are present for work everyday because of the bonus they will receive at the end of the month for perfect attendance.
Define and explain Expectancy Theory.
Expectancy theory views an individual’s motivation as a conscious effort involving the expectancy that a reward will be given for a good result.
Define and explain Goal Setting Theory.
Goal-setting theory is the theory that task goals, properly set and managed, can be an important employee motivator.
Define and explain Reinforcement Theory.
Reinforcement theory, based on the law of effect, holds that behaviors that meet with pleasant consequences tend to be repeated, and rewards and punishments are used as a way to shape the individual.
What are the five steps that heighten or increase employee motivation?
a. Help make employees’ jobs interesting.
b. Provide clear performance objectives.
c. Support employees’ performance efforts.
d. Provide timely performance feedback.
e. Reward employee’s performance.
Give some additional steps that will increase employee motivation within your organization.
Empowerment , coaching and teaching.
1. They think they have all the answers. They underestimate obstacles. They rely on Recognition for improvements of their field of work
2. what worked for them in the past.
3. Referent Power. She realized that she couldn’t just ignore the problems in her department and went to seek the advice of her senior leaders. They reacted by realizing that she recognized them as leaders and respected their input. In return, they helped her sort out department issues and later gained their support.
4. Employee Development/ Improved Control/ Improved Time Management/ Enhanced Power
5. I would set boundaries to create autonomy and empowerment by communicating with my employees on a daily basis so they are aware of their assignments or duties.
6. He made changes to the managers that were there prior to his arrival and put more leaders and people who understood their jobs and put them in leadership roles.
7. People in leadership roles are not doing their jobs effectively.
8. There needs to be one set of authority level. The rest of the leaders need to follow the chain of command and establish show support for their suboridiants and help wherever management needs. Top Management needs to listen more to their staff and help them wherever they might need some assistants.
9. Communication- words exchanged between two or more people.
10. Communication process- message encoding, the channel, message decoding, feedback, and noise.
11. A supervisor can use nonverbal messages to voice signals, use body signals, facial signals, an object signals such as trophies or awards, and time signals.
12. Voice signals- ex. Calling someone’s name Facial signals- ex. A smile or a frown at someone Space signal- ex. Standing beside someone or sitting next to someone.
13. Downward communication originates with managers and supervisors and passes down to employees. Upward communication flows from lower to upper organizational levels
14. Some barriers for effective supervisory communication are (1) layers of hierarchy (2) Authority and status and (3) specialization and its related jargon.
15. I can improve my communication between me and employees by (1) setting the proper climate my employees (2) planning my communication, (3) using repetition to reinforce key ideas, (4) encourage the use of feedback, and (5) become a better listener.
16. Active listening skills- The listener makes a response so as to encourage feedback
17. Motivation- Willingness to work to achieve the organizations objectives Ex. My Pastor
18. Three levels of employee motivation: Direction of Behavior – Level of Effort- Level of Persistence
19. Teaching the kids their lessons
20. Expectancy Theory- Views an individual’s motivation as a conscious effort involving the expectancy that a reward will be given for a good result. It’s the what’s in it for me view.
21. Goal Setting Theory- The theory that tasks goals, properly set and managed, that can be an important employee motivator. Setting a goal for employees to try to accomplish for a prize or promotion.
22. Reinforcement Theory- Uses rewards and punishments that follow a person’s behavior as a way to shape that individuals ‘s future behavior.
23. The five steps to motivating employees: (1) Help make employees’ job interesting (2) Provide clear performance objectives (3) Support employees’ performance efforts (4) Provide timely performance feedback (5) Reward employees’ performance
24. Empowerment – ex. A military General Coaching- ex. A sports coach Teaching- ex. A college Professor
Homework Chapters 5,6,7
CHAPER 5
1.
1. Ex: Empowerment- would be giving me the authority to run the Dr’s front office how I see fit. When sales people come in I can make the decision if we need the product or not. Making sure everyone is doing what they are suppose to be doing on their job. I need to be able to order supplies to keep the front office running smoothly.
2. Coaching- would be giving my staff strategies for dealing with irate or rude patients, whether in person or on the phone. Giving them idea’s on how to run the front office smoothly and not have it be a crazy mess.
3. Teaching- would be to teach them how to run our medical system, with appointments, posting money, and adding transactions when patient’s check out. They need to know how to run the insurance in case I am out so the Dr’s money keeps a steady flow.
2. When we started our organization we had to hire people. Each on of us had our own role in the organization. Me being the CEO I needed to coach/teach Lasondra and Jacqueline what I did on my part of the job. They needed to know that when I was out they would be in complete charge of everything, also to handle daily situations that might arise. We also needed to coach and teach our staff. This is so they would be productive and understand how the organization runs with their work ethics and knowledge.
3. First of the seven habits of unsuccessful executives are:
1. They think they have all the answers. I interpret this as they know everything there is to know about the company and any input from someone else will always be wrong. These people are not open for idea’s or anything else because they know it all.
2. They ruthlessly eliminate anyone who isn’t 100 percent behind them. I interpret this as not only being know it alls and having all the answers, if someone bucks them on a situation instead of agreeing with everything they say they will be terminated from their job. If they are not terminated they will leave this person out of the loop and find someone else who will back everything they say. Kind of like a brown noser. Agree with the boss right or wrong and they will be taken care of.
3. They stubbornly rely on what worked for them in the past- I interpret this as there is always room for improvement and new technology and updates are very important, but unfortunately these people think what work before will continue to work for them in the future. They are not willing to learn new things, so therefore they are cheating themselves and the company an opportunity to maybe expand, bring in more income.
4. Reverent power is what I feel she displayed based on what the people identified her as being a woman. The people’s identification with a leader and what that leader stands for or symbolizes personal charisma, charm, courage and other traits are important factor’s in the exercise of reverent power. She handled herself in a very professional manner and consulted with two people higher up in management to help deal with the situation.
5. Delegation.
1. Employee development – our employees’ can learn from experience. Ex: either by the more you work in the medical system (repitition) the better they will feel about the job. They can also learn from a previous experience in a prior job, or by their mistakes.
2. Improved Control- the supervisor who delegates to the employees’ will give feed back on what job they were given. They also emphasize results. Ex: If I gave my administrator say reports to work on, I need to be specific on what I expected and give feed back when the task is completed.
3. Improved time management- A manager cannot “do it all themselves” they need to delegate to people under them so they can spend more time on more important issues. Ex: I can get my managers to help me with sending out flyers to help with getting donations for the free clinic, while I work on a plan and strategy of how we can be more efficient in getting these donations.
4. Enhanced Power- When employees’ are empowered an environment is created in people being more knowledgeable and concerned about the organization. Managers giving employees’ more duties will help them grow in the organization and have more concern for what we offer to the public.
6. Setting boundaries to create autonomy and empowerment- Everybody should have boundaries where they work. If you do not you need to set some. At the free clinic we deal with the public everyday. We need to make the m understand how we work as far as how we see patient’s everyday. Know what the roles or jobs employees’ have and make sure they are over seen by the supervisor.
7. Case study-
1. There are a large number of engineers and when the plant manager took over, the managers working had engineering backgrounds. They were able to go through several processes and come out with a finished product. He moved to an autocratic management system and production was high.
2. The foreman and supervisory levels are not doing their jobs effectively, unless he develops job descriptions for these positions and initiate a foreman management development program that will teach the foreman to get more work out of the unionized employees’.
3. Our recommendations are as follows: Develop descriptive job duties for the foreman and supervisors. There is a need to cut management levels because there are too many chiefs and not enough Indians. This is costing too much money to pay these managers who are not even doing the work. The morale needs improvement. Offer incentives for the employees’, let them know they are doing a good job when you see higher production. The leadership style was good until he did not stay on top of his foreman’s and managers. Try to give foreman’s more authority in decision making. Sit down with them and strategize your plans for the future of the mill.
CHAPTER 6
1. Communication- this is a process where information is exchanged among staff (managers) and employees’ so everyone knows what they need to do so there are no questions asked.
2. Five elements –
1. Message encoding
2. The channel
3. Message decoding
4. Feedback
5. Noise
3. Nonverbal communication can send negative or positive information which fall into seven different categories.
1. Voice signals
2. Body signals
3. Facial signals
4. Object signals
5. Space signals
6. Time signals
7. Touching signals
4. Three examples
1. Voice signals- Emphasis on certain words, pauses, or tone of voice- Ex: how you speak to someone.
2. Body signals- Slumped posture, clenched fist, or kicking a piece of furniture. Ex: body language is how a person sees you react to something good or bad.
3. Facial signals- smile, frown, raised eyebrow, or degree of eye contact. Ex: if someone says something nice or ugly, it will depend on how your face reacts.
5. Downward and upward communication compare and contrast.
Downward communication- originates with managers and supervisors and it passes down to the employees’, a lot of communication constantly flows in this direction. Ex: include announcements of goals and objectives, policies, decisions, procedures, job assignments and general info.
Upward communication- flows from lower to upper organizational levels. Consists or progress reports on a job, requests for help or clarification communication about employees’ concerns, attitudes, feelings, or idea’s and suggestions for improvement on the job.
6. Barriers to effective supervisory communication.
1. Organizational- messages go up and down the organization, it passes through a number of substations. It can add and take away from qualify or completely change the original message.
2. Interpersonal- communication can be distorted. A major barrier to communication results from the increasingly diverse work force, differences in age, race, sex, education, nationality, and other factors result in different perceptions and interpretations.
3. Language- A primary communication barrier is posed of lack of common primary language. Spanish is the second dominant language spoken, followed by Chinese. The immigrants from Mexico many of whom speak little or no English have created communication problems in many organizations.
7. Improving Supervisory communication- Improving your skills in communication will help you accomplish your “task” and “people” goals. Five examples of what you can do:
1. Set the proper climate with your employees’
2. Plan you communication
3. Use repetition to reinforce key idea’s
4. Encourage the use of feedback
5. Become a better listener
8. Define and explain active listening. Give a scenario of your organization.
The listener makes a response so as to encourage feedback.
Ex: If one of my employees’ came to me with a problem, I would say back what they told me so they knew I was listening and try to offer some advice to help the situation. Encourage that person to come back to me and give me feedback as to whether or not the situation was better.
CHAPTER 7
1. Define motivation- willingness to work to achieve the organizations objectives. My boss motivates me because, she teaches and sometimes will give me a task and I have to just go for it and try to figure it out. To me this is a learning experience. If I have made a mistake she lets me know so that I will not repeat it again. Also to learn from what I did.
She will let me know when I have done a good job.
2. Three levels of employee motivation.
1. Direction of behavior- What behavior the employee chooses to perform.
2. Level of effort- How much energy the employee puts into behavior.
3. Level of persistence- How hard an employee will pursue behavior when faced with an obstacle.
3. What would be an example of intrinsic motivation in your organization
Behavior that an individual produces because of the pleasant experiences associated with the behavior itself. Ex: An employee of mine who is on time, never out, goes above and beyond the call of duty will get employee of the month and a $100 bonus.
4. Expectancy Theory- views individuals motivation as a conscious effort involving the expectancy that a reward will be given for a good result.
1. Expectancy that effort will lead to a given performance result.
2. Probability of reward associated with the performance result.
3. The value of the reward to the individual.
5. Goal setting theory- the theory that task goals are properly set and managed, can be an important employee behavior.
1. Set specific goals
2. Set challenging but reasonable goals
3. Ensure timely feedback to employees’ about goal achievement
4. Where practical strengthen employees’ commitment by allowing them to participate in goal setting
5. When multiple goals are established, make sure employees’ understand their priorities
6. Reinforce goal accomplishment.
6. Reinforcement theory- based on the law of effect, holds that the behaviors that meet with pleasant consequence tend to be repeated and rewards and punishments are used as a way to shape the individual. Two ways-
1. You can positively reinforce (praise reward) the worker’s favorable behavior (showing up on time) thereby encouraging him or her to repeat it.
2. You can discourage the worker’s unfavorable behavior through punishment (scolding, writing a disciplinary warning, assigning non desirable work duties) thereby encouraging him or her not to repeat it.
7. Five steps that heightens or increases employee motivation.
1. Help make employees’ jobs interesting
2. Provide clear performance objectives
3. Support employees’ performance efforts
4. Provide timely performance feedback
5. Reward employees’ performance
8. Give some additional steps that will increase employee motivation within your organization.
Teaching – being able to teach my employees’ the job that I expect from them. The more they learn the better it will be for them, which also means cross-training in the front and back of the clinic. It will be beneficial not only for the clinic but the employee will have knowledge of working up front and also working in the back with the doctors.
Empowerment- letting the employees’ have some control on decision making pertaining to their job. They are the ones who will be dealing with the patient’s as they enter the clinic.
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