Transcript How Can I Do My Job When You Only Give Me Broken Crayons?

How Can I Do My Job When
You Only Give Me Broken
Crayons?
Coloring in the lines is hard!
Have you ever heard your mother say, “If
you want a job done right, do it yourself?”
 What that means is - If you want a job done
your way, you may have to do it yourself.
 Doing it your way and doing it the right
way may be two different things.

Delegation

Is the process of establishing and
maintaining effective working relationships.
It works when the performance of specified
work is entrusted to another and the
expected results are mutually understood.
Responsibility

Involves the agreement to perform specified
services for others. Responsibility is the
acceptance of certain obligations with the
understanding that the subordinate will be
answerable for the results.
Authority
Is the permission granted to take ACTION
for and by the organization, almost always
within certain limits.
 Authority is also the right to use and
commit resources and to make the decisions
required to meet the agreed upon
responsibilities.

Accountability
Is the measure of
accomplishment or progress
against planned GOALS.
 Accountability is the basis
for credit or blame resulting
from the use of resources
and exercising authority in
meeting the responsibilities.

Degrees of Delegation
Highest level - take the action required and
report on the results.
 Lowest level – go look into the problem or
opportunity, report your findings and we’ll
decide what to do next.

Problem-solving and Decisionmaking or Gluing the Crayons
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Identify the problem.
Gather data.
Analyze the facts.
List possible solutions.
Test the possible solutions.
Select a solution.
Take/get action.
Identify the Problem
Write down what you think the problem is,
not the effect of the problem. Try
describing the situation to someone else,
then listen. Their responses often pin-point
fallacies in your thinking.
Gather Data
How much data is too much? There’s no easy
answer, but you’re less apt to make a
mistake with too much data rather than too
little. Make sure what the data is that you
need and the cost to gather it. But, don’t
stack the deck.
Analyze the Facts
Try to see the various relationships. Don’t
blindly accept ideas or opinions no matter
who expresses them. Objectively evaluate
the information.
List Possible Solutions
There is always more than one acceptable
solution to a problem . . . or approach to a
decision. Try to identify the “best”.
There will always be a high quality decision
and a low quality decision. Sometimes the
low quality decision with a high degree of
acceptance is better than the “best” solution.
Test the Possible Solutions
Ask yourself – Will this solution/approach do the job
partially or completely?
Is the effect long term or short term?
Will it work in practice?
What will it cost and can we afford it?
Can I get acceptance or who is likely to resist?
Select a Solution
This is the actual decision. And this is where
you build in the flexibility and controls so if
what you decide to do doesn’t work well,
you can change directions quickly.
Take/Get Action
Communicate and work out
strategies that will get others
involved and committed. Let
everyone know what is
expected.
Skills Are Learned
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Understand why the skill is important and
how it will be of value to employee.
Understand what the skill is, what are the
component behaviors you have to engage
in to perform the skill.
Find situations where your employee can
practice the skill.
Assess how well the skills are being
implemented.
Skill Development Takes the
Following Steps:
Self-conscious, awkward engagement of the
skill
 Feelings of phoniness
 Skilled but mechanical use of the skill
 Automatic, routine use where the skill is
fully integrated
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Problem-Solving 101

In most problem-solving
situations, some
information is shared by
everyone, some
information is known
only to a few, and each
person has information
that no one else knows.
5 Characteristics of an Effective
Decision
The resources of the organization are fully
utilized.
 Time is well spent.
 The decision is correct or of high quality.
 The decision is implemented fully.
 The problem-solving ability of the
individual is enhanced or at least, not
lessened.

Practice Makes Perfect
Exercise on decision-making.
What Decision-making Process is
Used in Your Office?
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Decision by authority without discussion
Expert member
Average of opinions
Decision by authority after discussion
Majority control
Minority control
Consensus
Decision By Authority Without
Discussion
Advantages:
1.
Applies to administrative
needs
2.
Useful for simple,
routine decisions
3.
Used when time is of the
essence
4.
Used when the leader is
expected to make the
decision
5.
Used when rest of group
lacks the skills to decide
Disadvantages
1.
One person is not a good
resource for every
decision.
2.
No advantage to group
interaction
3.
No commitment to
implement decision
4.
Resentment and
disagreement may result
in sabotage
5.
Resources of the
employees are not used
Expert Member
Advantages
1. Useful when one
person’s expertise is
far superior to others
2. Little to be gained
through discussion
3. Need for employee
action in
implementing the
decision is slight
Disadvantages
1.
Difficult to determine
who the expert is
2.
No commitment to
implement the decision
is built
3.
Advantages of group
interaction are lost
4.
Resentment and
disagreement may result
in sabotage
5.
Resources of other
employees are not used
Average of Opinions
Advantages
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Useful when it is difficult to
get employees to talk together
When decision is so urgent
that there’s no time for
discussion
When employee commitment
is not necessary for
implementation
When employee skills and
information are lacking
Applicable to simple, routine
decisions
Disadvantages
1.
Not enough interaction
among employees for
them to gain for each
other’s resources
2.
No commitment to
implement the decision
is built
3.
Unresolved conflict and
controversy might
damage effectiveness in
the future
Decision By Authority After
Discussion
Advantages
1. Uses the resources of
the employees more
than other decision
making forms
2. Gains some of the
benefits of group
discussion
Disadvantages
1.
Does not develop
commitment to
implement decision
2.
Does not resolve
controversies and
conflicts
3.
Tends to create situations
in which employees
compete to impress the
leader
Majority Control
Advantages
1.
Can be used when
sufficient time is lacking
for decision by
consensus
2.
Can be used when
consensus is not
important
3.
Closes discussion on
issues that are not highly
important for employees
Disadvantages
1. Usually leaves an
alienated minority
2. Full commitment to
implement the
decision is lost
3. Full benefit of group
interaction is not
obtained.
Minority Control
Advantages
1.
Can be used when
everyone cannot meet to
make a decision
2.
Used when employees
are under a time pressure
3.
Used when only a few
people have relevant
information and entire
group commitment is not
needed
4.
Useful for simple,
routine decisions
Disadvantages
1.
Does not utilize
resources of many
employees
2.
Does not establish
widespread commitment
to implement the
decision
3.
Unresolved controversy
may damage employee
effectiveness
4.
Not much benefit from
group interaction
Consensus
Advantages
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Produces an innovative,
creative and high quality
decision
Elicits commitment by all
employees to implement the
decision
Uses resources of all
employees
Future decision-making
ability of employees is
enhanced
Useful in making serious,
complex decisions where all
employees are committed
Disadvantages
1.
Takes a great deal of
time and psychological
energy and a high level
of employee skill
2.
Time pressure must be
minimized
3.
There is no emergency
waiting to happen
Additional Steps To
Take
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Make sure employees aren’t
punished for their decisions
Create an environment where
ideas and decision-making are
welcomed
Coach employees to make
good decisions
Let employees in on the “big
picture”
Share successes as well as
“rubber chickens”
New Crayons
Replenish every employee’s crayon supply on
a regular basis. Trying to color with broken
crayons makes one’s job more difficult than
it should be.
Remember, someone also gave you your first
box of crayons.
Go ahead!
Color
Outside
the Lines!!