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Designing for Effectiveness

Designing for Effectiveness. Question…. Discuss the advantages and disadvantages of dividing work?  What are the implications for managers of dividing work. Small group activity….

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Designing for Effectiveness

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  1. Designing for Effectiveness

  2. Question… • Discuss the advantages and disadvantages of dividing work?  What are the implications for managers of dividing work.

  3. Small group activity… You have been asked to start an employee wellness program for Ball State University. How would you design the organizational structure? • Who are the key stakeholders? • Based on: • Level of professionalism • Level of uncertainty in work • Degree of standardization of work • Degree of interaction between managers and others participants • Degree of task integration required What would you consider the appropriate span of control? Tall Complex, Flat, or somewhere in between? • Thinking about the “team” concept, what type of a team do you see emerging for this program? Do you see different types of teams/clusters being utilized? • How would you design the organizational structure? • What informal groups do you see emerging?

  4. Mechanisms of Coordination Mintzberg (1983) • Mutual adjustment • Direct supervision • Standardization of work processes • Standardization of work outputs • Standardization of work skills

  5. Card Stack Team Building Round 1 • A card (or stack) may be moved any distance horizontally or vertically, but never diagonally • It must always end its move on top of another card (or stack) that is the same rank or suit. It can never take an empty space • Once a card is placed on top of another card, the resulting stack if moved as one unit driven by its top card. Round 3 Round 2

  6. Questions… • How close were you to the goal of one stack? • What affected the final results? • How did you deal with everyone’s ideas about the way to proceed? • How does this activity relate to teamwork? • Did anyone emerge as the leader? How did he or she function? • How did you handle disagreements? • What implications could this have in a job situation?

  7. Leading to Accomplish Desired Results Influencing and Facilitating

  8. Motivation Challenging work Self- actualization • Needs in humans trigger and energize behaviors intended to satisfy the needs. Title Ego Friends at work Social activity Health Care Health Promotion Physical Activity Exercise Food Good Nutrition Relationships Volunteerism Health Wellness Health Plan Safety and security Salary Physiological

  9. Questions… • Do you think lower level needs must be fulfilled before moving to the next level? • Do you think needs are learned or innate? • How do people’s preferences for outcomes impact motivation? • How does equity impact motivation? • How does environment impact motivation?

  10. Motivation

  11. DISC Theory A V S K CH UB E CB X PC MC A – Attitude V – Values S Skills K – Knowledge E – Experience X – Expectations MC – Mental Condition PC – Physical Condition CH – Cultural Heritage CB – Conscious Behavior UB – Unconscious Behavior

  12. Why might we use DISC? • To learn more about ourselves • To understand other people better • To initiate discussion • To give and receive feedback

  13. D-Style • Aggressive, competitive, demanding • Is direct and challenges you • Self-starter, independent • Black or white no gray areas • Wants to be in control • Results-oriented • Under pressure-lack of concern • Fear-loss of control

  14. I-Style • Talkative, social, impulsive, communicative • Very excited, agrees with you, small “personal space” • Promises more than can deliver • Always selling, avoids details • Forgets rules, makes small mistakes • Good with people • Under pressure-disorganized • Fear-social rejection

  15. S-Style • Calm, steady, systematic • Careful, patient, resists sudden change • Family-oriented • Good listener, polite • Modest, stays in background • Trustworthy • Team-oriented, reliable • Under pressure-too willing • Fear-loss of stability

  16. C-Style • Exact, perfectionist, logical, analytical • Afraid of being wrong, obeys the law and rules • Looks for order • Silent, matter of fact, doesn’t inspire • Detail-oriented • Diplomatically polite • Avoids risk • Under pressure-overly critical • Fear-criticism of work

  17. Choose 2…

  18. Plot your point D/C Issues Logic C Rules Exactness D Goals Results D/I Influence Activity S/C Routine Carefulness I People Atmosphere S Own Team Security I/S Helping Friendliness

  19. Moving Activity… You just learned that the building you are working in has been sold. Your 25-person team has to find a new home! Tasks to complete… • Find a new location • Coordinate with a builder the plans to “build out” the new facility • Assign offices to employees • Coordinate the actual shifting of the offices What “styles” of employees are best suited to each of the tasks.

  20. Drive Leadership motivation Honesty and integrity Self-confidence Cognitive ability Knowledge Charisma Creativity Flexibility Emotional Intelligence Self-awareness Self-regulation Motivation Empathy Social skill Leader Traits

  21. Styles Autocratic Consultative Participative Democratic Laissez-faire Situations Directive Supportive Participative Achievement-oriented Leader Behaviors

  22. Who do your consider to be a good leader? Why?

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