Assignment 20

Explain the principles that have been found to be effective in providing feedback to others.

Providing feedback to others I believe is the most essential way for a business to be successful. If no feedback is provided and procedures and policies aren’t being followed how can the employee know if what he or she is doing wrong? Feedback focuses on the behaviours not the person, observations not assumptions, descriptions not evaluations, specific situations or incidents, not abstract or general situations. Feedback must focus on the here and now and not the past, sharing ideas and information and not giving advice. Managers must also give valuable feedback not feedback that provides an emotional release, and finally it must be at an appropriate time and place and not when it is convenient for you.

Assignment 19

Explain the two critical aspects related to effective team leadership. How might a leader develop each of these skills?

In order for managers to be effective in leadership that must be developing credibility. Leaders must earn the respect, trust and commitment of members of team demonstrating integrity, positive energy, and optimism, encourage coaching and be able to manage agreements and disagreements between employees. This is the building of personal forms of empowerment by influencing people indirectly.

Management must also be able to establish SMART and Everest Goals. The SMART goals focus on the content of the goal rather than the means on how to attain the goal. Everest goals are goals that are of ultimate achievement and an extraordinary accomplishment. Everest goals require everything you have to give; they require all of your passion and commitment needed to achieve something that no one has ever done before.

Assignment 18

1. Explain the four stages of team development and the key interpersonal behaviors exhibited by team members at each stage.
a. Forming – Is the sense of members coming together. Managers help them get acquainted with one another and they become a cohesive unit. In this stage is it most likely that members will feel a little self-conscious, dependence and superficiality. This is the stages that the management prepares to bring the team together
b. Norming – is the sense of getting acquainted with one another, the sense of the team atmosphere. It is the developing of the structure to get the work done. This is where roles/responsibilities are determined, participation and empowerment are discussed, interdependent support and feedback systems are set up, and the decision making process is formed. This is also where cooperation, conformity to standards, expectations, and interpersonal attractions are formed. The “groupthink” needs to be avoided in this process. Groupthink is when members feel invulnerable, and discredit discomforting information. In order to prevent groupthink teams must have open discussion and enrol the help of outside experts.
c. Storming - This is the next stage where employees can express differences. This is where they are feeling more comfortable with one another, and where they are experiencing exploring different roles. Here conflict and counter-dependence may occur. The success of the team depends on how well they overcome the problems that may occur. Competition, coalitions, disagreements with leaders, and challenges to one’s point of views may occur. Maintaining flexibility within the team and focusing on common objectives, common vision and encouraging must happen.
d. Performing – this is the final stage in the 4 stages of team development. After working through all of the difficulties teams members in this stage begin to become more effective and efficient. Here creating a performance that is above ordinary and average. Trusting relationships, mutual commitments, support, trial and error learning, and capitalizing on core competencies occur at this stage. High mutual trust, unconditional commitment to learn, and experiencing high levels of performance are high priority in this stage.

Assignment 17

1. Diagnostic Survey for building Effective Teams

• My total score was 85
• I was in the 1st Quartile

2. Diagnosing the Need for team building

• My total score was 50
• I was in the 2nd Quartile

3. Based on the team development behaviours survey identify two or three skills you want to improve on.

• One are that i would like to improve on would be how to be an effective team member. Being apart of a team and knowing my role within that team is essential for that success. Being able to provide helpful feedback to those on my team I believe is also another essential element.

Identify a circumstance in which the improvement efforts will occur (focus on a particular issue, work situation, or specific set of individuals)

• Sports is a prime example of being apart of a team. Sports teams need to be cohesive and work well together to accomplish their task. The task of ultimately winning the game. Individuals must be able to get over their differences in order for the team to be successful.

Pinpoint specific behaviours that will help you to improve your skill performance.

• For example members of a football team must be able to work together in order to get the football down to the endzone to score a touchdown. In order to do this good relationships must be formed by encouraging the performance of each team member. Although a kicker is not necessarily a good quarterback but the kicker must have people to replace them if an injury may occur. Supporting other teammates in positions that may be a little less familiar to them is important.

Identify specific outcomes that will indicate success.

• Sometimes winning football games isn't that predictable because you think that although you may be ahead in the game, but the other team bounces back and comes from behind to win the game, losing the game may bring your team closer together. Looking at all the different skills levels and what each member brings to the table is important. Providing each team member with positive or constructive feedback will help to know that each player is willing to give their 100% commitment and that they want the team be successful.

Another area that i would like to improve on is team leading. The success of team depends on how well the team is being lead and if the leader has the capabilities to complete the task.

Identify a circumstance in which the improvement efforts will occur (focus on a particular issue, work situation, or specific set of individuals)

• Being in management at a restaurant is a circumstance in which leading a team is extremely important. Being able to motivate and empower employees to be passionate about their jobs and care about what they are doing isn't an easy task but when done it leads to the success of the business and everyone is proud of what they've accomplished.
  

Pinpoint specific behaviours that will help you to improve your skill performance.

• One area to pinpoint that I believe will make me a good manager is listening to the staff, and being able to communicate with them by being open and honest and holding nothing back.
  

Identify specific outcomes that will indicate success.

• Some outcomes will be that the team will give me more respect and trust that I havfe the ability to guide the team to make us more successful!!

4. Complete the multiple choice self-test. How many questions did you get correct? 27 /33

Assignment 16

Explain the five key criteria one should focus on in determining when to delegate work to others.

1. Does the employee have the necessary or superior information or expertise? Does the employee have the knowledge in order to complete the task properly.

2. Is the commitment of the subordinate critical to the successful implementation of the task? Does involving the employee have a positive impact on the success of the task

3. Will the employees capabilities be expanded by this assignment? Is there growth in sight for the employees if they are involved in the task?

4. Does the employee share with the management and each other the common values and perspectives? Why is the task important and does the employee care of the future success of the task?

5. Is there a sufficient amount of time to the job effectively? If it saves time by having an employee complete the task then is it important they be involved?

Assignment 15

Nine Principles are provided on how to development empowerment in employees. Explain these nine principles and provide an example of each.

1. Articulating a clear vision and goal

• Creating an environment where individuals are guided clearly by an articulated vision of where the organization is heading. An example of this would an organization make a Vision statement is which the employees try to achieve.

These goals must be attained using the SMART strategy.

• Specific goals - the goals must be identifiable, behaviourable, and observable.
  
• Measurable goals - they must have outcome criteria, and a degree of success must be attainable.
  
• Aligned goals - these goals must have a purpose and vision of the organization
  
• Realistic goals - the goals must be realistic something that is not far above the capacity of the individual.
  
• Time bound goals - time for accomplishing the goals must be specified.

2. Fostering Personal Mastery Experience

• You must help provide a personal mastery experience over some challenge or problem by breaking up larger tasks into smaller ones (small-wins strategies)

3. Modelling

• Providing a clear example of past successful behaviors that others are to perform.

4. Providing Support

• Managers should praise employees, encourage, express approval, back them up and reassure them. Without the support of managers knowing if you've done your job correctly is absolutely important

5. Emotional Arousal

• This is replacing negative emotions caused by stress and other negative emotions with positive emotions such as excitement, passion, anticipation. It is also making the environment a fun and attractive place to work.

6. Providing Necessary Information

• Managers must be able to provide the right information to the employees for them to feel like they have some control over their work. Managers must be able to delegate tasks to the employees who are open to coming up with a solution.

7. Providing Resources

• Managers must provide the appropriate resources needed to accomplish the tasks that employees are given. Employees must have the proper trainings, equipment, development space and time.

8. Connecting to Outcomes

• The managers must be able to enable the employees to see the connection between individuals work and their outcomes. Is what they are doing important and what kind of outcome will it have? This helps foster employee empowerment.

9. Creating Confidence

• This is the relationship between the manager and employee. The Manager must be reliable, he or she must be stable, consistent, and dependable. The manager must able be fair, making clear standards for employees to follow and the manager must also be caring. They must have personal concern for their employees and validate the point of view of others.
• The manager must also have a sense of openness. They must be will be straightforward, honest and open in their relationships with no hidden agendas. And finally they must be competent. Employees must believe that the managers have the ability, experience and knowledge to perform tasks.
  

Assignment 14

Compare and Contrast the key differences between power and empowerment.

Power and empowerment are two very different things. Someone can give an individual power but empowerment is accepted by the individual.

Power is given by an external source, it's the capacity to have others do what you want. In order to get more power you must take it away from someone else, and it ultimately leads to competition.

Empowerment is determined within yourself. Ultimately anyone can have it depends on if you want it yourself or not. It is the capacity to have others do what they want and is not influenced by outside resources. In order to get it, it does not mean taking it away from others and it leads to a form of cooperation.
When people have empowerment, they have a sense of Self-Efficacy, self-determination, personal consequence, meaning and trust.