Leadership Assessment

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7/14/2017

Provide leadership across the organisationProvide leadership across the organisation

Reading Resources 1

1.1 Clarify objectives, values and standards in accordance with organisation's strategic direction

1.2. Establish linkages between organisational objectives, values and standards and the responsibilities of relevant groups and individuals

1.3. Ensure media and language used is appropriate to individuals and group circumstances

1.4. State clear expectations of internal groups and individuals and explain in a manner which builds commitment to the organisation

1.5. Address expectations of the organisation

1.6. Investigate incidents promptly and communicate results clearly to relevant groups and individuals

What is Leadership?What is Leadership?

Organisational leadership

• Social influence process

• Attempts to influence other people

in attaining some goal

Leadership behaviour:

• Can be shown by anyone

• Is expected of most managers

• Could be demonstrated more

What is Leadership?What is Leadership?

Effective leadership

• Influence that assists an

organisation to meet its goals and

perform successfully

Effective leaders:

• Enable people to accomplish more

than if there had been no such

leadership

• Unlock other people’s potential

Leading and Managing: The Same or Leading and Managing: The Same or

Different?Different?

LeadersLeaders

• Create vision for organisations and units

• Promote major changes in goals and procedures

• Set and communicate new directions

• Inspire subordinates

Managers

• Deal with interpersonal

conflict

• Plan

• Organise

• Implement goals set by

others (the leaders)

Leading and Managing: The Same or Leading and Managing: The Same or

Different?Different? • Managing ought to

involve most of the

activities thought of

as leading

• Organisations need

their managers to

incorporate

leadership roles into

their behaviour

ManagersLeaders

Leaders and

Managers

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Leadership and PowerLeadership and Power

Power

• The capacity or ability to influence

Power can:

• Lead to greater capacity to influence

• Be used to overcome resistance

• Be abused and lead to undesirable consequences

• Produce positive outcomes if used skillfully

Types of PowerTypes of Power

Based on a manager's rank in an organisational

structure and given to the manager by

superiors

Based on a person's individual characteristics;

stay with the individual regardless of his or her

position in the organisational structure

Position

Power

Personal

Power

Types of PowerTypes of Power

Legitimate—How much authority does the

organisation give to your position?

Reward—Are you able to give others the rewards

they want?

Coercive—Are you able to punish others or withhold

rewards?

Expert—Do you have knowledge that others need?

Referent—Do others respect you and want to be like

you?

Position

Power

Personal

Power

Leadership activitiesLeadership activities

Leadership activities can be grouped into eight different tasks:

� developing a vision and setting goals

� making jobs meaningful

� giving feedback

� developing teamwork

� motivating team members

� representing and supporting members

� counselling members

� providing mentoring and coaching

The SMART approachThe SMART approach

Set SMART goals to achieve a common understanding of the

team’s purpose and activities.

Specific

Measurable

Achievable

Relevant

Time-limited

Effective feedbackEffective feedback

Team leaders give useful feedback by:

� focusing on behaviour

� using factual information rather than hearsay

or gossip

� making it timely – close to the event

� delivering it in an open and appropriate way

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PowerPower

At least five different types of power can be used by a leader:

1. legitimate power

2. expertise power

3. reward power

4. coercive power

5. consultative power

Leadership stylesLeadership styles

These can be divided into three general categories:

� authoritarian

� participative

� laissez-faire

Flows of communication Flows of communication ––authoritarian style of authoritarian style of

leadershipleadership

Flows of communication Flows of communication –– participative style of participative style of

leadershipleadership

Flows of communication Flows of communication –– laissezlaissez--faire style of faire style of

leadershipleadership Developing team performanceDeveloping team performance

Modern organisations expect their team leaders to:

� contribute positively to the organisation’s business plans

� encourage the team to be innovative and take the initiative

� monitor team and individual competencies regularly

� ensure the team achieves its goals

� encourage team members to share and enhance their knowledge and skills

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Identify skills gapsIdentify skills gaps

Methods used by leaders to identify a development need

include:

� observation of performance

� skills audits

� performance reports

� interviews

� surveys and questionnaires

RADAR fiveRADAR five--step approachstep approach

Leaders can discuss practical problems by using the five-step

approach:

1. Request that the other person identifies the

what and why of the problem or situation

2. Ask for the details

3. Develop ideas

4. Agree on the actions to be taken

5. Review the main points and decide how to follow up

TaskTask--related behaviourrelated behaviour

Setting goals:

� planning and organising

� controlling

� directing

� meeting deadlines

MaintenanceMaintenance--related behaviourrelated behaviour

� Communicating

� Providing feedback

� Supporting

� Interacting

� Listening

2.1. Build trust, confidence and respect of diverse groups and individuals, through positive role modelling, and effective communication and consultation

2.2. Embrace, resource and effectively implement improvements to organisational and workplace culture

2.3. Demonstrate understanding of the global environment and new technology in work activities

2.4. Ensure actions convey flexibility and adaptability to change and accessibility

2.5. Ensure consultation and participation in decision making occurs with relevant groups and individuals where appropriate

2.6. Ensure decision making takes into account needs and expectations of both internal and external groups

2.7. Ensure decision making occurs in accordance with risk management plans for all options, and within appropriate timeframes

2.8. Ensure that the organisation is represented positively in the media and community

Types of Influence TacticsTypes of Influence Tactics

Rational

Persuasion

Uses logical arguments and factual evidence to show a

proposal or request is feasible and relevant for attaining

important task objectives

Apprising

Explains how carrying out a request or supporting a

proposal will benefit the target personally or help

advance the target person’s career

Inspirational

Appeals

Makes an appeal to values and ideals or seeks to

arouse the target person’s emotions to gain

commitment for a request or proposal

Consultation

Encourages the target to suggest improvements in a

proposal or to help plan an activity or change for which

the target person’s support and assistance are desired

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Types of Influence Tactics (cont.)Types of Influence Tactics (cont.)

Exchange

Offers an incentive, suggests an exchange of favors, or

indicates willingness to reciprocate at a later time if the

target will do what the agent requests

Collaboration

Offers to provide relevant resources and assistance if

the target will carry out a request or approve a proposed

change

Personal

Appeals

Asks the target to carry out a request or support a

proposal out of friendship, or asks for a personal favor

before saying what it is

Ingratiation

Uses praise and flattery before or during an influence

attempt or expresses confidence in the target’s ability

to carry out a difficult request

Types of Influence Tactics (cont.)Types of Influence Tactics (cont.)

Legitimating

Tactics

Seeks to establish the legitimacy of a request or to

verify authority to make it by referring to rules, formal

policies, or official documents

Pressure Uses demands, threats, frequent checking, or persistent reminders to influence the target person

Coalition

Tactics

Seeks the aid of others to persuade the target to do something or uses the support of others as a reason for the target to agree

Locus of LeadershipLocus of Leadership

Three leadership variables:

• The leader

• The situation

• The followers

Locus of leadership:

• Where the three

variables intersect

Leader

SituationFollowers

Locus of

Leadership

Leaders’ TraitsLeaders’ Traits

Drive

Achievement, ambition, energy,

tenacity, initiative

Emotional maturity

Even tempered, calm under

stress, unself-centered,

nondefensive

Self-confidence

Set high goals for self and others, optimistic about overcoming obstacles (if

taken to extreme, can lead to arrogance and sense of infallibility)

Motivation to Lead

Desire to influence others,

comfortable using power

Honesty and Integrity

Trustworthy, open,

forthright Leader

Charismatic LeadershipCharismatic Leadership

Charismatic leadership

• Is a strong form of referent power

• Is based on individual inspirational qualities rather than formal power

• Generates followers who identify with charismatic leaders because of these exceptional qualities

• Is rare; very few people are considered truly “charismatic”

GandhiGandhi

• A cause, commitment, vision, energy, courage; they all

have dramatic stage-effect. - Gandhi wore clothing he

knit himself as an inspiration and example to others to

defy British colonial rule; at that time Gandhi and his

followers were prohibited from manufacturing their own

cotton clothing

• The charismatic leader takes the stage to enact scripted

dialogue and set up the frame to construct their

charismatic character. Mahatma Gandhi is an example of

exemplifying trustworthiness and moral responsibility; to

be examples to their followers of the non-violent

characters they expected followers to imitate. Gandhi's

fasting and dress were examples of the self-sacrifice and

discipline it takes to change the world. Charismatic

leaders sometimes engage in self-promotion to appear

competent, powerful, determined, innovative, etc

http://www.youtube.com/watch?v=mVwCeGxTN-A

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Charismatic Leaders

http://www.socialstudent.co.uk/understanding-max-webers-charismatic-

leadership/

Richard Branson

Sir Richard Branson, Responsible For

International Virgin Enterprises

(http://www.leadingtoday.org/weleadinlearning

/transformationalleadership.htm)

Richard Branson (chairperson, Virgin Enterprises):

"His gift is creating businesses. And his other gift

is turning over responsibility for those businesses

to his managers and staff. People who were once

wrapping CDs are now senior managers at Virgin

music stores. Because he is really an ideas person,

he seeks out people who are opposite from him

— talented people who are great implementers.

He is a good judge of talent."

Benefits of workplace diversityBenefits of workplace diversity

Utilising employee diversity can result in:

� greater breadth of skill, knowledge, experience and

creativity available to provide superior levels of service to

internal and external clients

� greater utilisation of staff talents

� greater encouragement of staff to contribute to their full

potential

Benefits of workplace diversity Benefits of workplace diversity (cont.)(cont.)

� different approaches to problem solving

� increased productivity and innovation

� diminished conflict and grievance issues

� improved job satisfaction

� improved reputation in the local community

Utilising employee diversity can result in:

Demonstrate sensitivityDemonstrate sensitivity

In a diverse workforce the challenge is for everyone to show

respect for others by:

� treating people with dignity and sensitivity

� considering the needs of others

� accepting individual differences

� respecting cultural differences

� valuing diversity

Illegal grounds for discriminationIllegal grounds for discrimination

Illegal

grounds

Race

and

colour Parental

status

Sex

Religion

Medical

record

Criminal

record

Sexual

prefer-ences Trade

union

activities

Marital

status

National

extrac-

tion

Political

opinion

Social

origin

Physical

disability

Intell-

ectual

disability

Age

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WorkWork--team enablersteam enablers

3.1. Assign accountabilities and responsibilities to teams consistent with their competencies and operational plans

3.2. Ensure teams are resourced to allow them to achieve their objectives

3.3. Empower teams and individuals through effective delegation and support for their initiatives

3.4. Create and maintain a positive work environment

3.5. Encourage teams and individuals to develop innovative approaches to the performance of work

Leaders’ SkillsLeaders’ Skills

TECHNICAL SKILLS

Specialised knowledge

INTERPERSONAL SKILLS

Sensitivity, persuasiveness, empathy

CONCEPTUAL SKILLS

Logical reasoning, judgment, analytical

abilities

Leaders’ SkillsLeaders’ Skills

TECHNICAL SKILLS

Specialised knowledge

INTERPERSONAL SKILLS

Sensitivity, persuasiveness, empathy

CONCEPTUAL SKILLS

Logical reasoning, judgment, analytical

abilities

EMOTIONAL INTELLIGENCE

Self-awareness, self-regulation, motivation,

empathy and social skill

SOCIAL INTELLIGENCE

Ability to “read” other people

Leaders’ BehaviorsLeaders’ Behaviors

Task Behaviour

• Specifies roles and tasks

• Schedules work

• Sets performance standards

• Develops procedures

People Behaviour

• Is friendly

• Is supportive

• Shows trust and confidence in subordinates

• Shows concern for subordinates’ welfare

• Gives recognition to subordinates for accomplishments

Approaches Based on Leaders’ Behaviour

BLAKE & MOUTON:

MANAGERIAL GRID

Best managers are both

task- and people-oriented

TRANSFORMATIONAL LEADERSHIP

Leaders who inspire followers

to make major changes or to achieve

at very high levels

TRANSACTIONAL LEADERSHIP

Emphasises the exchange of rewards

for followers’ compliance

AUTHENTIC LEADERSHIP

Model self-awareness and regulation

and motivate followers to act

more authentically too

Leadership ApproachesLeadership Approaches

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Managerial GridManagerial Grid

• Focuses on two

leadership behaviour’s:

concern for people and

concern for results

• Leaders can be

▫ High in both

▫ Low in both

▫ In the middle on both

▫ High in one, low in the

other

Low High

Low

High

Concern for Results

C o

n c e

rn f

o r

P e

o p

1 2 3 4 5 6 7 8 9

Good

Leaders

Poor

Leaders

Mediocre

Leaders

Transformational LeadershipTransformational Leadership

Transformational leaders

• Empower and coach followers

• Motivate followers to:

▫ Ignore self-interest

▫ Work for the larger good of the

organisation

▫ Achieve significant

accomplishments

▫ Make major changes

John F. Kennedy: A Transformational LeaderJohn F. Kennedy: A Transformational Leader

• Kennedy's ability to reframe issues by

▫ (1) arousing emotions of his followers,

▫ (2) dealing with conflict and change,

▫ (3) utilising his outstanding rhetorical skills,

▫ (4) creating an image,

▫ (5) developing a sense of trust and

▫ (6) establishing group cohesiveness made

him a transformational leader.

John F. KennedyJohn F. Kennedy::

A A Transformational LeaderTransformational Leader

• "Kennedy had to deal with conflict and change. This meant not only

the Cold War with USSR, but the serious situations escalating in Viet

Nam.

• The two most serious conflicts during his presidency were

▫ the Cuban missile crisis, where he and his advisers managed to get Krushchev to

back down from the installation of missile sites in Cuba; and

▫ the Bay of Pigs fiasco, where poor planning and judgment led to the deaths and

capture of some Cuban refugees trying (with covert help from the U.S.) to

invade Cuba and somehow overthrow Fidel Castro."

Kabir Khan Women Hockey CoachKabir Khan Women Hockey Coach

• India losing a final to Pakistan in the men's World

Cup due to the captain Kabir Khan missing a

penalty and then facing the ire of the media and

the public with allegations of being a Pakistan

supporter. Kabir Khan leaves his locality and goes

into obscurity for 7 years. A bunch of bureaucrats

that never-been-on-the-field from the Hockey

Association are in charge over the coach's job

appointment for the Indian Women's Hockey team

and Kabir Khan accepts the job

• Kabir khan showed How the Impossible is made

Possible, This means winning Women's hockey

World Cup for India.

KabirKabir Khan Success as CoachKhan Success as Coach

• The Indian Hockey team – Initially gender based unity did not work for the girls but

humiliation was the agent which motivated them to perform and succeed in the

game.

• They all came from different parts of the country and lacked team spirit. Diversity,

Individualism, Personal Egos and Power Dynamics created discourse, conflicts and

negative energy from the beginning. All of them had the right skills for the game

but lacked a common vision. Kabir Khan utilised the diversity and skills of the team

members to realised a team goal.

• The movie gives insight into the theoretical underpinnings of Transformational

Leadership (as against Transactional Leadership) as a process that involves

mutually influencing (psychic) interactions between the leader and the followers in

an organisational context, which in this case is a Women’s hockey team preparing

for the World Cup competition – the campaign.

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Transactional LeadershipTransactional Leadership

Transactional leadership

• Is more passive

• Emphasises exchange or

rewards or benefits for

compliance with leader’s

requests

• Appeals to followers’ self-

interests to motivate their

performance

Transformational

Leadership

Transactional

Leadership

Leader gains

subordinates’

compliance by:

Appeals focus on:

Type of planned

change:

Transformational Versus Transactional Transformational Versus Transactional

LeadershipLeadership

Inspiring, empowering, and coaching followers

Exchange of rewards and benefits

Organisational and “common good”

interests Self-interest

Major organisational change Routine changes

Transactional Leadership

• * Leaders are aware of the link

between the effort and reward

• * Leadership is responsive and its

basic orientation is dealing with

present issues

• * Leaders rely on standard forms

of inducement, reward,

punishment and sanction to

control followers

• Transformational Leadership

• * Leaders arouse emotions in their

followers which motivates them to act beyond the framework of what

may be described as exchange relations

• * Leadership is proactive and forms

new expectations in followers

• * Leaders are distinguished by their

capacity to inspire and provide individualised consideration,

intellectual stimulation and idealised influence to their followers

Transformational Versus Transactional Transformational Versus Transactional

LeadershipLeadership

Transactional Leadership

• * Leaders motivate followers by

setting goals and promising

rewards for desired

performance

• * Leadership depends on the

leader’s power to reinforce

subordinates for their

successful completion of the

bargain.

Transformational Leadership

• * Leaders create learning

opportunities for their followers and

stimulate followers to solve problems

• * Leaders possess good visioning,

rhetorical and management skills, to

develop strong emotional bonds with

followers

• * Leaders motivate followers to work

for goals that go beyond self-interest.

Transformational Versus Transactional Transformational Versus Transactional

LeadershipLeadership

Guidelines for Transformational LeadershipGuidelines for Transformational Leadership

• Develop a clear and appealing vision • Develop a strategy for attaining the vision • Articulate and promote the vision • Act confident and optimistic • Express confidence in followers • Use early success in small steps to build

confidence • Celebrate successes • Use dramatic, symbolic actions to emphasise key

values • Lead by example

Leadership ModelsLeadership Models

BolmanBolman and Deal's Four Frameworksand Deal's Four Frameworks

Structural Framework - Social architect whose leadership style

is analysis and design - focus on

structure, strategy, environment,

implementation,

experimentation, and adaptation

Political Framework - Advocate, whose leadership style is coalition

and building - clarify what they want and what they can get; they assess

the distribution of power and interests; they build linkages to

other stakeholders; use persuasion first, then use negotiation and

coercion only if necessary.

Human Resource Framework - Catalyst and servant whose leadership style is support,

advocate, and empowerment - visible and accessible; they

empower, increase participation, support, share information, and

move decision making down into the organisation.

Symbolic Framework - Prophet, whose leadership style is inspiration,

view organizations as a stage or theater to play certain roles and give

impressions; these leaders use symbols to capture attention; they try

to frame experience by providing plausible interpretations of

experiences; they discover and communicate a vision.

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1. The Structural Framework1. The Structural Framework

• The "structural" manager tries to design and implement a process or structure

appropriate to the problem and the circumstances. This includes:

▫  to clarify organisational goals

▫  manage the external environment

▫  develop a clear structure appropriate to task, and environment

▫  clarify lines of authority

▫  focus on task, facts, logic, not personality and emotions

• This approach is useful when goals and information are clear, when cause-effect

relations are well understood, when technologies are strong and there is little

conflict, low ambiguity, low uncertainty, and a stable legitimate authority.

2. The Human Resource Framework2. The Human Resource Framework

• The human resource manager views people as the heart of any organisation and

attempts to be responsive to needs and goals to gain commitment and loyalty. The

emphasis is on support and empowerment.

• The HR manager listens well and communicates personal warmth and openness.

This leader empower people through participation and attempts to gain the

resources people need to do a job well. HR managers confront when appropriate

but try to do so in a supportive climate

• This approach is appropriate when employee morale is high or increasing or when

employee morale is low or declining. In this approach resources should be

relatively abundant; there should be relatively low conflict and low diversity.

3. The Political Framework3. The Political Framework

• The political leader understands the political reality of organisations and can deal

with it. He or she understands how important interest groups are, each with a

separate agenda.

• This leader understands conflict and limited resources. This leader recognises

major constituencies and develops ties to their leadership. Conflict is managed as

this leader builds power bases and uses power carefully.

• The leader creates arenas for negotiating differences and coming up with

reasonable compromises. This leader also works at articulating what different

groups have in common and helps to identify external "enemies" for groups to

fight together.

• This approach is appropriate where resources are scarce or declining, where there

is goal and value conflict and where diversity is high.

4. The Symbolic Framework4. The Symbolic Framework

• This leader views vision and inspiration as critical; people need something to

believe in. People will give loyalty to an organisation that has a unique identity and

makes them feel that what they do is really important.

• Symbolism is important as is ceremony and ritual to communicate a sense of

organisational mission. These leaders tend to be very visible and energetic and

manage by walking around.

• Often these leaders rely heavily on organisational traditions and values as a base

for building a common vision and culture that provides cohesiveness and meaning.

• This approach seems to work best when goals and information are unclear and

ambiguous, where cause-effect relations are poorly understood and where there is

high cultural diversity.

Choosing a FrameChoosing a Frame • There are times when any of the four frames is appropriate. The table below

suggests some ways of determining when each is appropriate Question

Structural, Human Resource, Political and Symbolic

▫ If commitment and motivation are important: human resources and symbolic

▫ If there is ambiguity and uncertainty: Structural

▫ If resources are scarce: structural, political, symbolic

▫ If there is conflict and diversity: political and symbolic

▫ If there is a top down approach: structural and human resources

Matching with Matching with BolmanBolman and Deal's Four Frameworksand Deal's Four Frameworks

1. You lead the production department in a manufacturing plant. It is a large

company with divisions spread around the country. They have been in

business for the past 15 years. Lately, the company has been starting to

lag behind the competition. But, you are about to start producing an

exciting new product which could put your company back in the lead. The

product line requires new technology to produce and it is an extremely

complicated procedure.

2. You have just been promoted to a supervisor after working as a clerk for

the last three years. Many of your co-workers are happy for you, but you

have heard that a couple of them are not pleased because they also applied

for the job and they thought they were better suited for the position.

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3. Like many retailers, your busiest time is during the Christmas holiday

season. You manage the sales department and have brought on almost

as many temporary workers as compared to your regular staff. They all

need a lot of training to meet your company standards.

4. You lead a small group within the accounting department of a large

corporation. The Chief Financial Officer and several of his key advisors

have just been fired after an outside audit turned up several

misappropriations.

Matching with Matching with BolmanBolman and Deal's Four Frameworksand Deal's Four Frameworks

5. You are a supervisor and your boss is a complete authoritarian (autocratic)

manager. Some of your peers have a nick-name for this person, "The Little

Dictator." You believe that the employees who work for you deserve

better, so you have always been a buffer between the manager and them.

6. You lead a department of highly educated and skilled computer

programmers. There is a shortage of these workers and they always seem

to be moving on to other companies for either better pay, better benefits,

a project that interest them, or to learn a new programming skill.

7. You lead a department of unskilled workers who work on an assembly line.

They make just above minimum wage and are not highly motivated, yet

your manager expects you to maintain a high production quota.

Matching with Matching with BolmanBolman and Deal's Four Frameworksand Deal's Four Frameworks

Five Stages of teams developmentFive Stages of teams development

•Tuckman (1965) identified 4 stages of team development

•Since then, a fifth stage has been added:

� forming

� storming

� norming

� performing

� adjourning

5 roles within teams5 roles within teams

� task related roles

� maintenance related roles

� defensive roles

� dysfunctional roles

� liaison related roles

Task related rolesTask related roles

Task-related roles are the behaviours needed to

focus on the specified goals to be completed as the

team achieves it purposes.

� goal setting

� decision making

� problem solving

Maintenance related rolesMaintenance related roles

Maintenance related roles are the behaviours needed

to focus on people and their relationships.

� harmoniser

� encourager

� communication facilitator

� interpersonal problem solver

� standard setter

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Defensive rolesDefensive roles

Defensive roles are behaviours that protect the team

from anxiety when it is unable to function effectively or

deflect the team from its task.

- scapegoat

- tension reliever

Dysfunctional rolesDysfunctional roles

Dysfunctional roles are behaviours intended to distract the

team from its purpose or to inhibit the team’s progress

towards its goals.

� blocker

� pessimist

� aggressor

� rebel

� loudmouth

� lobbyist

� recognition seekers

Liaison related rolesLiaison related roles

Liaison related roles are behaviours that encourage

team-to-team relationships and collaboration. These

roles are:

� information giver

� resource sharer

� inter-team planner

� joint decision maker

� inter-team problem solver

Roles of a workplace coach Roles of a workplace coach

The seven roles are:

1. guiding role

2. tutoring role

3. training role

4. empowering role

5. counselling role

6. managing performance role

7. communicating role

Ways of making decisionsWays of making decisions

Four different ways to make decisions are:

1. decision by authority

2. decision by consensus

3. decision by majority

4. decision by compromise

Team groupthinkTeam groupthink

Teams suffering from groupthink display the following

characteristics:

� the illusion of invulnerability

� a tendency to stereotype outsiders

� a readiness to ridicule members if they criticise or put

forward new ideas

� a failure to express doubt because of ‘self-censorship’

and social pressure by other members

� an illusion of internal harmony, maintained by avoiding

disagreements

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Team development planTeam development plan Advantages of working in teamsAdvantages of working in teams

The advantages include: � better quality of decision making � consideration of a wider range of alternatives and

opinions � a greater sharing of attitudes and experience � a greater capacity to evaluate ambiguous situations

and promote unique ideas � involvement of several people means easier

acceptance of new ideas � a greater sense of involvement produces better

morale and motivation

Disadvantages of working in teamsDisadvantages of working in teams

The disadvantages include:

� more time needed to reach a decision and take action

� pressure to conform to team norms and attitudes

� resistance to change if the team’s culture is negative

Disadvantages of working in teams Disadvantages of working in teams (cont.)(cont.)

� influence of the team’s decision making by a

dominant person

� more opportunity for conflict to emerge and

continue

� difficulty in working out who is responsible for

action

What is risk?What is risk?

• An event or situation for which there is no corrective

action that can be taken and which can endanger

part or all of the project.

• Future conditions or circumstances that exist outside

of the control of the project team that will have an

adverse impact on the project if they occur.

‘Never take anything for granted’‘Never take anything for granted’

• Contingency:

▫ An activity or allowance that will have to be made

should a specific situation arise.

▫ A risk for which you have chosen to have an action

plan should it occur.

• External dependency:

▫ A reliance on a third party outside the direct control of

the project to supply a component/ service necessary

for the completion of the project.

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Risk ManagementRisk Management

• Benefits:

▫ Identify warning signs and act quickly to minimize or eliminate their impact

▫ Make a decision early on that a project is too risky to continue

▫ Possible to look at changing elements of the project so that risks can be avoided

▫ Increase chance of delivering the project on time and to budget

Risk IdentificationRisk Identification

• Approach one:

▫ Gather the project team, plus any customer, supplier and sub-contractor representatives who can be persuaded to attend , for a brainstorming meeting

• Approach two:

▫ Conduct a series of interviews with all those identified as having a view on the project, using a formal form.

Risk IdentificationRisk Identification

• Low impact:

▫ Minor or negligible effect on either time scale or cost

• Medium impact:

▫ A noticeable but not extreme impact on time scale

and/or cost

• High impact:

▫ A significant or catastrophic impact on the project in

terms of both time scales and costs

Risk analysisRisk analysis

• Step 1:

▫ eliminate all low-impact risks regardless of probability

• Step 2:

▫ Eliminate all low-probability, medium-impact risks

• Step 3:

▫ Ranking: � Very high- unacceptable: high impact, high probability

� High- potentially unacceptable: high impact, medium probability

� High: medium impact, high probability

� Medium: medium impact, medium probability

Risk PlanRisk Plan

• Identify risk areas and the constituent risk factors in each area

• Assess the risk factors identified and the probability of occurrence and potential damage

• Assign appropriate resources to reduce the risk factors

• Identify and analyze the alternatives available for deducing the risk factors

• Select the most promising alternatives for each risk factor

• Plan implementation of the selected alternatives for each risk factor

• Obtain feedback to determine the success of the risk-reducing action for each risk factor

Candidate list of risk driversCandidate list of risk drivers

• Overambitious schedule

• Overambitious performance

• Underambitious budget

• Unrealistic expectations

• Misunderstood contract obligations

• Unfamiliar technology or processes

• Inadequate software sizing estimate

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• Unsuitable development model

• Unfamiliar new hardware

• Poorly defined requirement

• Inadequately skilled personnel

• Continuous requirements changes

• Inadequate software development plan

• Unsuitable organizational structure

• Poor software engineering methods

Candidate list of risk driversCandidate list of risk drivers

4.1. Model ethical conduct in all areas of work and encourage others to adopt business ethics

4.2. Adapt appropriate interpersonal and leadership styles to meet particular circumstances and situations

4.3. Set and achieve personal objectives and work program outcomes

4.4. Ensure self performance and professional competence is continuously improved through engagement in a range of professional development activities

4.5. Participate regularly in industry/professional networks and groups

Business ethics definedBusiness ethics defined

An inquiry into the nature and grounds of morality where the term morality means moral judgment, standards, and rules of conduct.

Also, the study of human conduct

In summary business ethics comprises the principles, values, and standards that guide behavior in the world of business.

Principles: values are specific boundaries for behavior that are universal and absolute.

Values: are used to develop norms that are socially enforced like integrity, trust and credibility.

Why Study Business Ethics?Why Study Business Ethics?

• Insider trading is a serious issue in business and

ethics. Getting inside information and using it to

ones’ own interest.

• We call it corruption

• Code of ethics

• Gifts , discrimination acts, injustice.

• Falsification, deception and forgery, in sports (drug)

• Universities, schools, research, publications

• And many, many other aspects.

Developing an organizational and global Developing an organizational and global

ethical culture ethical culture

Its hard to develop a global ethical culture. why?

But its very important to create certain regulations, I

mean governmental rules and regulations beside

organizational ones in order to have an ethical

culture.

The Benefits of Business The Benefits of Business EEthics thics

1. employee commitment

2. investor loyalty

3. customer satisfaction

These three within an ethical culture will lead to:

4. ethics contribute to profit.

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Social responsibility and ethics Social responsibility and ethics

SR and Ethics are interchangeable.

Socially responsible orgs are more ethical entities than

others.

ISO 26000 for CSR

ISO 1400 for the environment

ISO 1800 for health and safety!

Going green- many companies are going green

Renewable energy investments. Example the wind and

the solar energy.

Establish Personal Work GoalsEstablish Personal Work Goals

Personal Goal Setting

Goal setting is a powerful process for personal work planning.

By setting goals on a routine basis you decide what you want

to achieve, and then move step-by-step towards achieving

these goals.

The process of setting goals and targets allows you to choose

where you want to go in your professional life.

You also know what is merely a distraction that will lead you

no where.

The first step in setting personal goals is to consider what you

want to achieve in your lifetime, as setting Lifetime goals gives

you the overall perspective that shapes all other aspects of your

decision making.

Once you have set your lifetime goals, set a 10-year plan of

smaller goals that you should complete if you are to reach your

lifetime plan.

Then set a 3-year plan, 1-year plan, 6-month plan, and 1 month

plan of progressively smaller goals that you should reach to

achieve your lifetime goals.

Each of these should be based on the previous plan

Establish Personal Work GoalsEstablish Personal Work Goals

Next set a daily ‘To-Do List’ of things that you should do today to

work towards your lifetime goals. This will help you to improve

the quality and realism of your goal setting.

Finally review your plans, and make sure that they fit the way in

which you want to live your life.

Once you have decided your first set of plans, keep the process

going by reviewing and updating your ‘To-Do List’ on a daily

basis.

Periodically review the longer-term plans, and modify them to

reflect your changing priorities and experience.

Establish Personal Work GoalsEstablish Personal Work Goals

The following will help you to set effective goals: • State each goal as a positive statement

• Be precise

• Set priorities

• Write goals down

• Keep operational goals small

• Set performance goals, not outcome goals

• Set realistic goals

• Do not set goals too low

Establish Personal Work GoalsEstablish Personal Work Goals

Achieving Goals

When you have achieved a goal, take the time to enjoy the

satisfaction of having done so.

Absorb the implications of the goal achievement, and observe

the progress you have made towards other goals.

If the goal was a significant one, reward yourself appropriately.

Establish Personal Work GoalsEstablish Personal Work Goals

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Review the rest of your goal plans:

• If you achieved the goal too easily, make your next goals

harder.

• If the goal took too long to achieve, make the next goals a

little easier.

• If you learned something that would lead you to change

other goals, do so.

• If you noticed a deficit in your skills, decide whether to set

goals to fix this.

Establish Personal Work GoalsEstablish Personal Work Goals

Remember too that your goals will change as you mature.

Adjust them regularly to reflect this growth in your personality.

If goals do not hold any attraction any longer, then let them go.

Goal setting is your servant, not your master.

It should bring you real pleasure, satisfaction and a sense of

achievement.

Establish Personal Work GoalsEstablish Personal Work Goals

Set and Meet Own Work PrioritiesSet and Meet Own Work Priorities

After you've defined the major elements of your workload, the

next step is to prioritise them by identifying critical deadlines,

routine maintenance items, and fun/relaxation time.

Once you have identified your priorities, look at all of your

options for achieving them.

Evaluate and move forward with the ones you feel are the most

useful for you.

The only time to consider changing approaches mid-task is

when you know the change will save time.

Set and Meet Own Work PrioritiesSet and Meet Own Work Priorities One excellent way of ensuring that you concentrate on the

right things is to agree them with your employer.

You should ask the following questions:

• What is the purpose of the job?

• What are the measures of success?

• What is exceptional performance?

• What are the priorities and deadlines?

• What resources are available?

• What costs are acceptable?

• How does this relate to other people?

Professional CompetenceProfessional Competence

Personal Development

Very often careers do not pan out how you had planned.

Even so, career planning and skill assessment are crucial in being able to

develop and maintain a current skill set.

A skills audit is a review of your existing skills against the skills you need both

now and in the future.

It can help you to identify your existing skills, identify what skills you may need

to carry out your existing voluntary work and role more effectively and to

plan, develop and improve the skills and knowledge needed for your future

career.

Professional CompetenceProfessional Competence

Skills Audit

Carrying out a skills audit is a five stage process:

Stage 1 - Existing Skills and Knowledge Identification

Stage 2 - Future Skills and Knowledge Identification

Stage 3 - Rating Your Ability

Stage 4 - Review Your Ability Ratings

Stage 5 - Your Future Development

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Skills Audit A more advanced method of carrying out a skills audit is to

produce three bullet point lists:

• Behavioural skills: Transferable personal and interpersonal skills necessary for your career.

• Technical knowledge and skills: These are those which are specific to technical/ professional area(s) in which you work.

• Other knowledge and skills: Those that do not appear on either of the other two lists.

Professional CompetenceProfessional Competence

Improving your Skills In order for your career to move in the right direction, it is

important that you develop new skills and expand your knowledge.

• Self study courses offered through an industry association.

• Continuing education courses offered at a TAFE or University.

• Videotape or audiotape courses.

• Online courses/distance learning.

• One day seminars or workshops.

Professional CompetenceProfessional Competence

How do I Choose the Right Subject to Study?

If you're going to make a time and financial commitment to

improving your skills, you need to be sure you choose a

course or training option that will give your career the

biggest boost in the right direction.

• Mentors

• Role Models

• Skill Coach

Professional CompetenceProfessional Competence

Training and Self Study

There are many training opportunities that exist, and you can

even undertake some of these with little expense required:

• Study Business and Trade Magazines

• Read Books

• Take Online Courses

• Be Active in Your Professional Association

• Volunteer

• Work With Your Manager

Professional CompetenceProfessional Competence

Personal development is a critical skill for all

managers to possess.

You need to ensure that you continually try to

improve yourself, and reach your goals in order to

be truly effective in the workplace.

Professional CompetenceProfessional Competence