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IUB SPH-R 311 - Core Competencies and Building Trust
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SPH-R 311 1nd Edition Lecture 13 Outline of Last Lecture I. Organizational Structure II. Decision Making and Problem Solving III. Communication IV. Teams and Teamwork V. Ethics Outline of Current Lecture I. Different Skills Managers Possess II. Competencies III. Trust IV. Delegation V. Myths of Delegation Current LectureI. Different Skills Managers Possess - Technical skills: ability to manage things; organizational methods and technical skills - Human/interpersonal skills: group work, build an atmosphere of cooperation inside one’s team and communication - Conceptual skills: conceptualize the organization as a whole and makedecisions based on this understanding, visioning and planning - Managers must be able to1. Think analytically without being bogged down in the details2. Making timely decisions without getting impulsive 3. Building consensus without compromising results 4. Getting people to want to do what you want them to doII. Competencies - Competency: any individual characteristic that can be measured and can differentiate between strong and ineffective performance in the workplace - Defined through the observable behaviors someone demonstrates on the job- Includes traits that are not observable - Three main categories of competencies 1. People—behaviors associated with effectively managing and interacting with others in the workplace o Fostering teamwork o Empowering others 2. Business—behaviors associated with managing business activities o Analytical thinking o Initiative 3. Self Management—behaviors associated with personal effectiveness o Personal credibilityo Flexibility - Improves organizational and individual performance by selecting individuals with the appropriate competencies for the roleIII. Trust- Trust: having faith that people and the organization as a whole will do what they say they’ll do; credibility of actions - Based on interpretations from 1. Instinct 2. Past Experience 3. Current Experience - Interpretations act as filters through which we determine whether we will trust another - When managers do not trust1. Lack of commitment 2. Lower employee satisfaction 3. Lack of open communication - Trust can be encouraged by1. Asking for input and put it to use 2. Do what you say you’ll do 3. Delegate effectively IV. Delegation - Good delegation: saves time, develops people, grooms a successor, and motivates- Poor delegation: will cause frustration, demotivates and confuses people, and fails to achieve the task or purpose itself - Delegation is 1. Built on trust 2. Transfers a degree of power and accountability 3. Authorize and send a person as a representative - Delegation will be effective if1. Carefully choose people to who you delegate2. Define the responsibility and the make the assignment clear3. Agree on performance objectives and on a performance timetable4. Show trust and allow the other person to act5. Provide performance feedback and recognize/reinforce progress6. Help when things go wrongV. Myths of Delegation - Myth one: You can’t trust your employees to be responsible - Myth two: When you delegate, you lose control of a task and its outcome- Myth three: You are the only one who has all the answers- Myth four: You can do the work faster by yourself- Myth five: Delegation dilutes your authority- Myth six: The organization recognizes your employees for doing a good job, not


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IUB SPH-R 311 - Core Competencies and Building Trust

Type: Lecture Note
Pages: 4
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