DeVry University Human Relations in Business Discussion

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Choose one of the following:

  1. Shake the hands of five people you know Ask them to give you feedback on your handshake, and then write at least two to three paragraphs about it.
  2. Visit a public place such as a mall or restaurant. Observe how people use technology when they are alone and when others are around them. What did you observe? What would be considered rude and what would be considered acceptable and normal behavior? Write four paragraphs on your observations.

** I have attached chapter 12 & 13 in case needed for reference.

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Chapter 13: Manage Your Career I long to accomplish a great and noble task, but it is my chief duty to accomplish small tasks as if they were great and noble. By Helen Keller A journey of a thousand miles begins with a single step. By Lao-Tzu A Shining Star In the morning, Jackson gives a lot of thought to what he is going to wear to work. Not only does he want to look nice, but he also finds that clients respect him more and look to him for answers when he dresses up. His company has a casual policy, but Jackson always wears at least dress pants and a button-up shirt. The program director wears the same outfit, and Jackson wants to be promoted some time, so he assumes it is best to look the part. Another thing Jackson does for career success is to have an awareness of his power position. To create a stronger power position, Jackson is helpful to his colleagues, has a positive attitude, shows his problem-solving ability, and handles conflicts with people well. He also rarely complains. These are all human relations skills he has learned over his tenyear career. Jackson is a positive, upbeat person who others like to be around. He is polite, friendly, and confident, but not in an egotistical way. Jackson’s manager says he is a prime candidate for a promotion. He is dedicated, commits himself to client satisfaction, and tries to continuously learn new things. When a deadline is looming, Jackson stays late to help his colleagues finish projects. Jackson always recognizes people’s contributions to the organization. Jackson epitomizes someone who is emotionally intelligent, which in turn, creates better relationships and thus more career opportunities. Like Jackson, you can do many things to achieve career success, no matter what career you choose. It is impossible to achieve career success without human relations skills. This chapter will discuss some of the strategies, such as understanding power positions, dealing with change, and dressing and networking that can help propel anyone to have positive human relations and high emotional intelligence, which are both ingredients to career success. Blue Mountain Community College Business Administration Department Chapter 13 - Page 1 Career Growth: Power Positioning and Power Sources LEARNING OBJECTIVES 1. Apply power positioning techniques to your career. Remember our ongoing discussion on emotional intelligence skills and their necessity for career success? Here is how emotional intelligence skills tie into our chapter on career success: Throughout this book, we have discussed the factors that create good human relations with our work relationships and personal relationships. When you started reading this book, you learned how your personality, attitude, and self-esteem could impact your human relations with other people. We also talked about the following: • The importance of emotional intelligence when relating to other people, both professionally and personally. • Understanding diversity, and how our own diversity and that of others could impact our human relations. • How to work in teams, as working on a team is a mainstay of the workplace, and working with others is required in most jobs and careers. • Communication styles—both ours and others can impact how we relate to people and how they relate to us. Blue Mountain Community College Business Administration Department Chapter 13 - Page 2 • Handling conflict in the workplace. The ability to handle conflict in a constructive manner ensures our ability to manage our relations with others. • People respect others who are ethical; therefore, making ethical decisions can assist us in creating good relationships with others. • Having an understanding of human motivation can give us perspective into how others “tick,” allowing us to handle our relationships better. • Knowing what it means to have personal success can create happiness—which leads to better human relations skills. • The ability to make sound decisions relates to human relations, in that these skills can help us think logically and not emotionally, which can improve how we relate to others in group decision making. Knowing how to make sound decisions also relates to conflict management and the ability to handle conflict in group decisionmaking processes. • Managing stress so it doesn’t create negative human relations with others. With an understanding and practice in all of these areas, we can become successful people in our careers. This is the focus of the chapter—the skills it takes to be productive individuals through positive human relations. The first step is developing an understanding of how we can use power both at work and in our personal life. Understanding power and power structure in our organizations can assist us in being more successful in our career. Power refers to our ability to influence others and convince them to do what we want them to do. Power is different than influence, in that influence is the application of the power we have to get people to do what we want them to do. Although it may seem this only applies to managers, we all use power in a variety of ways, both in our personal and professional lives. For example, Abbey may use her power to convince Amy they should have sushi for dinner tonight, but that doesn’t mean that Amy thinks it is the right thing to do. It isn’t until Abbey uses her influence that Amy agrees to eat sushi. Please keep in mind that power is not a negative thing if used in the correct way. Power and influence, ultimately, are what allow things to get done in our organizations.[1] Whether or not we are leaders in our organization, power can come in many forms. A study by John French and Bertram Raven in 1959 identified the ways leaders can influence others.[2] They include the following: 1. Reward power. Reward power refers to a person’s ability to present the receiver some type of reward, should they do something in return. For example, a manager may use raises or praise. If John wants to reward his employees, he might use reward power by offering them a bonus if they meet certain sales goals. John, as a parent, may promise dessert if his son finishes his dinner. 2. Coercive power. Coercive power refers to the power of someone to punish someone should they not do something the person wants them to do. For example, John may say, “If you don’t meet the sales goal, you will have to look for another Blue Mountain Community College Business Administration Department Chapter 13 - Page 3 job.” This type of power is focused on punishment rather than rewards. As a parent, John may tell his son he will be grounded if his son does not do what is asked. 3. Legitimate power. This type of power refers to the ability to make another feel obligated or responsible. Because John’s title is manager, for example, this gives him the power or the right to make certain decisions. This can be powerful at first, but over time it can become less important if trust does not exist. Have you ever heard your Mom say, “Because I said so,” without further explanation? This is an example of legitimate power. The mother has the power simply because she is the mother. 4. Expert power. Sometimes people have power because they have a lot of knowledge or are known as experts in a certain area. John, for example, might use expert power by saying, “I know you can meet the sales goal because I was able to meet this same sales goal last year.” Because John is an expert salesperson, his employees respect his abilities and this respect gives him power. If John is using expert power with his son when teaching him to play baseball, he might tell his son about the years of experience he has had playing the sport—therefore, John’s son is motivated to listen to him. 5. Referent power. Referent power is often referred to as charisma, charm, or appeal. This type of power comes from one person respecting and liking another, so they are willing to do what the leader says. For example, if John’s employees really like and respect him, his source of power is the fact that people want to do what he says. If John is a convincing person with charisma, he may also use his power to convince his friends to go to the movie he wants to see. Again, we feel it is important to point out there is nothing wrong with utilizing power to make things happen; the concern is when an individual is power-compulsive. Power compulsive means the person’s personality has a lust for power and may use it for personal gain. This is the opposite of the power-shy personality, who prefers not to be in charge of things and is not comfortable using power. Power-shy individuals may not be positive either, in that at some point, people must be willing to use power to make decisions. Keep in mind, we all use power, no matter what title we hold at work. Managers may use various types of power depending on the person they are trying to influence. The figure above[3] shows some of the strategies used for influence. Blue Mountain Community College Business Administration Department Chapter 13 - Page 4 As mentioned earlier, the idea of “power” often seems negative, but we can use power in an appropriate way when getting ahead in our organizations. This is called power position. Power position comes from the concept of feng shui, where the power position is the physical position in the room for a business meeting. In this position, the person can see all entrances to the room and is seated against a wall. Because of this, they are said to be the center of attention and thus in the power position. Our meaning here refers to your ability to use conscientious techniques that can lead to personal and professional organizational growth; these also happen to be the characteristics needed for career success, and we can tie into emotional intelligence. Techniques that may help increase your power position at work include the following: 1. Be authentic. Be yourself. Stay true to your values and those things you find important. 2. Refuse to let people push your buttons. This can result in conflict, which does not increase your position power. Make an effort to try and get along with others. 3. Develop esteem and confidence. Esteem and confidence will give you the ability to take on difficult tasks, help others, and contribute to the organization. 4. Be a team player. Do all the things necessary to be part of a team. Get along with and help others. Helping others shows leadership, ability, and good citizenship. It can put you in a position of not only earning the respect of others but also showing your value to the organization. 5. Be someone that makes others feel good. Make others feel good when they are around you—for example, by being genuinely interested in them. 6. Develop your communication skills. Work on your written, oral, and nonverbal language skills. Learn to read and understand others’ body language. 7. Be visible in the workplace. Don’t take credit for others’ work, but do take credit for your own work. Choose high-profile projects that can put you in a position where others see your work. 8. Don’t complain. Unless you can also provide a solution, don’t offer a complaint! 9. Be goal oriented and willing to take risks. Focus on goal setting personally and professionally. Show managers and colleagues how you can help them meet goals. 10. Have positive psychological capital. There are four aspects to positive psychological capital: hope, self-efficacy, optimism, and resiliency. Self-efficacy refers to belief in your own abilities while optimism means to have a positive outlook. Resiliency is the ability to make it through difficult circumstances. In a study by the Leadership Institute[4] on psychological capital, there was a clear relationship between positive psychological capital and job performance/job satisfaction—two very important components for good human relations! Blue Mountain Community College Business Administration Department Chapter 13 - Page 5 In addition to the techniques, we can think about position power as a set of behaviors we exhibit on a daily basis. These five behaviors can help us increase our power position at work. We can think about the acronym POWER to remember these behaviors:[5] • Positive approach. Having a positive approach to everything can help increase your power position. Avoiding rumors, gossip, and other negative behaviors can gain the trust of others. • Open. Being open to others, new ideas, and people can help increase your power position. • Willingness. The willingness to do things different, try something new, and take risks can increase your power position. • Employing. Employing things like tact, common courtesies, humor, patience, and emotional intelligence skills can increase your position power. • Remembering. Know your purpose, set goals, and always do your best. Having an understanding of the types of power and how to improve your own power position at work can increase your human relations at work and, therefore, your success— and probably make work more enjoyable, too! KEY TAKEAW AY • Power refers to our ability to influence others and convince them on what to do. This is different from influence, which is the application of our power to get people to do what we want them to do. In other words, power is our ability, while influence allows us to move someone to action. • Someone who is power-compulsive may lust for power, while someone who is power-shy may try to avoid situations where he or she might have to exert power. • Our power position can help us achieve career success. Our power position refers to the use of our own power to get ahead in organizations. • Power positioning can be done using a variety of methods, but specific techniques and behaviors can be used to up our power position. For example, the POWER method refers to behaviors we can exhibit to increase our power position. They include positive approach, openness, willingness, employing things like tact and social skills, and remembering our purpose and goals. Exercise 1. In a small group, discuss examples you or your team members have experienced relating to each of the sources of power. The discussion can be examples from past or present work experience, school, or home life. Compile a list and then present to the rest of the class. Blue Mountain Community College Business Administration Department Chapter 13 - Page 6 References [1] Mind Tools Website. (n.d.). French and Raven’s five forms of power, accessed March 12, 2012, http://www.mindtools.com/pages/article/newLDR_56.htm [2] French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright & A. Zander (Eds.). Group dynamics. New York: Harper & Row. [3] David Kipnis et al., “Patterns of Managerial Influence: Shotgun Managers, Tacticians, and Bystanders,” Organizational Dynamics 12, no. 3 (New York: American Management Association, 1984), 62. [4] Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Leadership Institute Faculty Publications. Paper 11.http://digitalcommons.unl.edu/leadershipfacpub/11 [5] Dawson, J. (2007–8) What good leaders do. ADI Performance website, accessed March 13, 2012, http://www.adiperformance.com/08/pub_article03.html Blue Mountain Community College Business Administration Department Chapter 13 - Page 7 Career Growth: Behaviors and Change LEARNING OBJECTIVES 1. Describe how you can be promoted in your current or future organization. Since this chapter is all about professional growth, it makes sense to discuss planning strategies used by people who want to further their careers. Each of these involves and requires emotional intelligence skills discussed in Chapter 2 "Achieve Personal Success" and throughout the book. Having emotional intelligence skills, as you may recall, is even more important than having a high IQ.[1] Knowing ourselves and the ability to manage ourselves is the core of this section in the form of a discussion on what kinds of human relations behaviors are necessary to achieve career success. How to get promoted must be one of the questions managers are asked the most. Often earning a promotion or movement into a higher level is dependent on not only one’s skills and abilities but also certain behaviors. According to Long Yun Siang of Career Success for Newbies,[2] there are several characteristics people have that can help them earn a promotion, and these areas fall into one of three categories: plan, attitude, and action. They are as follows: 1. Perform self-analysis. Where are you and why are you there? Is there a key strength that has gotten you to where you are now? What skills can you continue to leverage to get that promotion? Likewise, are there weaknesses you must handle before moving to the next level? 2. Keep your eye on the goals. Where do you want to be and how do you get there? Remember our chapter on goal setting? Now is the time to apply those ideas! Using SMART objectives (Chapter 2 "Achieve Personal Success"), determine where you want to be in the short, medium, and long term. Then create objectives that will help you meet those goals. 3. Put pride, passion, and belief in everything you do. People who get promoted have pride in their work; they enjoy what they are doing and have genuine enthusiasm. They work toward their own goals but also the goals of the company and of the department. 4. Back it up with skills, knowledge, and direction. Do what is required to acquire skills. Take seminars and workshops and attend conferences. Make sure you continually update your skills. 5. See challenges as opportunities. Avoid complaining and look at things to overcome as ways to improve your skills but also to show others you are capable of solving problems. Blue Mountain Community College Business Administration Department Chapter 13 - Page 8 6. Understand your role in helping the organization achieve goals. Be a team player to understand what you must do to help the rest of the department and organization achieve. 7. Do your best and do more than necessary. Volunteer for more work or projects, and take initiative. Look at how you can solve problems for the manager. 8. Do work from the next level up. Continue to do your own work, but try to take on assignments that may be “above your pay grade” or above your normal expected workload. This shows you are capable of the position you want. 9. Understand the importance of networking. Much of the business done today happens through networking.[3] Networking events are where we can meet new clients, friends, and employers. They might include events through your local chamber of commerce, charity functions, and professional organization conferences and events. The ability to stay in touch with people we meet at events has never been easier through the use of technology. Building relationships with others takes time but also is worthwhile. People you meet today may be a future employer or client one year from now. Besides understanding the skills, attitudes, and abilities needed for promotion, learning how to handle change is a great way to earn a promotion and obtain career success. We discussed change in Chapter 2 "Achieve Personal Success"; because it’s necessary both from a personal and career perspective, it is good to discuss it here from a career approach. Oftentimes, people get too comfortable in their job, which does not allow them to move upwardly within the organization. We know that change is a continual process, and the more comfortable we can get, the better, especially to experience continued success at work. But why do people avoid change in their careers or jobs and why would they avoid taking on more responsibility to obtain a promotion? The graphic below gives some examples. When considering making a career change, whether it be to move to a different company or to earn a promotion, there are many reasons why people may be afraid of such a change. Blue Mountain Community College Business Administration Department Chapter 13 - Page 9 It is important to identify the reasons why you may avoid change. When we identify them and our behaviors, we can begin to understand why we behave the way we do, which is a key component to self- knowledge and emotional intelligence skills. Another aspect to career success is knowing basic etiquette, which we will discuss next. KEY TAKEAW AYS • Part of career success is making sure you know how to increase your power position and having an awareness of your attitude and personality. • There are three main aspects to optimizing career success: planning, attitude, and action. Examples include being willing to go above and beyond your job description and having a specific path you know you want to reach. Besides goal setting, having a positive, can-do attitude can help improve chances for promotion. • Besides attitude and personality, career promotion means being uncomfortable with possible changes. People resist change because of fear of job security, the unknown, and failure; their individual personality; and bad past experiences with change. Exercises 1. Go to http://images.barnesandnoble.com/pimages/resources/pdf/Change_Quiz.pdf and take the quiz on change. Then answer these questions: a Based on your results, what are some things you could do to improve your resistance to change? b Why do you think the abilities to deal with change and with job promotion are so closely tied? 2. Discuss each of the personality ways to obtaining a promotion. If you were a manager, how important do you think these are? Which would be the most important to you? End Notes [1] Goleman, D. (n.d.). Emotional intelligence. New York Times, accessed May 23, 2012, http://www.nytimes.com/books/first/g/goleman-working.html [2] Siang, L. Y. (2006). How to get promoted. Career Success for Newbies, accessed March 13, 2012, http://www.career-success-for-newbies.com/how-to-get-promoted.html [3] Fox News. (2008, June 3). The importance of networking, accessed May 21, 2012,http://www.foxnews.com/story/0,2933,362704,00.html Blue Mountain Community College Business Administration Department Chapter 13 - Page 10 Career Growth: Impression Management LEARNING OBJECTIVES 1. Be able to explain etiquette aspects that can help you achieve career success. Perhaps the most important components to career success are how we manage our reputation and the impression we give to others both in person and online. Learning how to manage our reputation can be a key ingredient to developing good human relations, which often results in career success. Although much of this will be a review, it is important to discuss key elements to making a good impression in a professional environment. Introductions An introduction to a person is possibly one of the most important aspects to etiquette. This nonverbal behavior can send positive or not-so-positive messages to a person with whom you want to make a good impression.[1] Here are the components to a good handshake and introduction: 1. Firm handshake. A firm handshake shows self-confidence. Try not to make it too firm or too soft. Do not place your hand on top of the other person’s hand while shaking. 2. Web to web. When you shake someone’s hand, put your right hand out and the web of skin between your thumb and pointer finger should touch the web of the other person. Try to avoid grabbing someone’s fingers when shaking hands, as this could send a negative message. 3. Eye contact. As you shake the person’s hand, make direct eye contact. This can be challenging for some people who grew up in a culture where direct eye contact would be considered rude. Make sure to smile. 4. Say your name and repeat the other person’s name. As you are making eye contact and shaking hands, you might say something like, “Hi, my name is Jane Doe. It is a pleasure to meet you.” When they say their name, make sure to repeat it, which will make it easier to remember. In fact, if they give you a business card, perhaps write down some of the things you discussed. This way, when you meet again, you are more likely to connect their name with a personal or professional interest. 5. Introducing two people. If you know two people and are introducing them, say both people’s names and try to tell them something they have in common they can discuss. For example, “Casey, meet Ms. Robins. Both of you went to the University of Washington-Bothell campus.” This gives them a starting point to begin their conversation. Blue Mountain Community College Business Administration Department Chapter 13 - Page 11 Good handshakes and introductions are important, but they also take practice. Often, people are too worried about the impression they are making to focus on their handshake, eye contact, and other aspects. The more comfortable you can get with this, the more second nature it will become and the better your human relations will be! Dining Out Often a time will come when you must have a business dinner with your supervisor or colleagues. When we dine alone or with our family, sometimes we do not pay as much attention to table manners as we should. Showing you have proper table manners in a business setting not only conveys high emotional intelligence but also can create positive relationships with others. Let’s discuss this as if we are starting a dinner from the beginning. Sometimes the amount of dinnerware can be overwhelming! For forks, use the last one out and work your way in. Make sure the napkin goes on your lap. Also be aware, your bread and butter plate will always be on your left, while your glasses will be on your right. First, it would be proper to make sure the host is seated before you sit. Unless the host is male, in which case he would wait until all females are seated until he takes his seat. Likewise, in any situation, such as a job interview, you should never sit unless invited. Next, you will want to put the napkin on your lap. Avoid wiping your face or nose with the napkin. If you need to get up, leave the napkin on either side of your plate. Try to order within the same price range as your host. Never order the most expensive menu item. Also avoid ordering alcohol unless the host is ordering it, and even then, never drink more than your limit in a business situation. When food is served, you should not begin eating until everyone has received their food. Any food dish on the left is yours; any glass that is yours is on the right. Most silverware is set so the one you will use first is on the outside, and you work your way in. For example, the appetizer fork might be on the outside, then the salad fork, then the dinner fork. When you are finished with your meal, rest the silverware crosswise on your plate to indicate you are done. Blue Mountain Community College Business Administration Department Chapter 13 - Page 12 If you are in a situation where food should be passed, always pass from left to right. Avoid reaching past people’s plates to get something. If someone asks you for salt and pepper, always pass both together, even if both were not requested. It goes without saying, but don’t talk with your mouth full or play with food on your plate. If you don’t like something, try to take a few bites, but it is ok to leave food. If you have special dietary restrictions—for example, if you are a vegetarian—don’t make a big deal out of it and just avoid eating those things you wouldn’t normally eat. Always say please and thank you to anyone who does something for you, such as refilling your water or removing your plate. These basic manners can go a long way in showing politeness. When the check comes and there is no obvious host, reach for it. If there is an obvious host, such as your supervisor had told everyone he was going to take the department to dinner, it is fine not to reach for the check. If people are splitting the check, it is normal to split it evenly, unless of course people had significantly different-priced items. For example, if one person had only a salad and another person had the porterhouse steak, splitting might not be appropriate.[2] Likewise, if you had drinks but someone else didn’t, offering to pay more would be appropriate. It is also customary to tip 15 to 20 percent, and not doing so would be considered in poor taste. Please note that dining etiquette discussed here is specific to the United States. Before you travel, consider doing research on proper etiquette. Clothing Dress is another consideration with etiquette. Dress will vary greatly from region to region. For example, in the Seattle area, it is normal for many people to wear jeans to work, while in other parts of the country, this would be considered inappropriate. When deciding what to wear, it is always best to be a bit overdressed than underdressed. For job interviews, jeans or shorts would rarely, if ever, be acceptable. Normally in job interviews, dressing one “step up” from what people wear at the company is a good rule of thumb. Showing too much skin or revealing tattoos or facial piercings in some work environments may prevent upward movement in a company, as it sends the wrong message to your boss, or future boss (fair or not). In a study by Peter Click, women in high-level positions who dress in what is seen as sexy attire are viewed as less competent, regardless of their skill sets.[3] Fair or not, there are many unspoken rules about what is appropriate and what is not. The best thing to do is to look at what the successful people around you are wearing. For example, if all of the men in the workplace wear suit jackets and rarely take them off, this is an indicator of expected workplace dress. If all of the women in the office wear closed toed shoes and leave the flip flops at home, it might be a good idea for you to do the same as well. Personal style and individuality are important, but in some professions, it makes sense to err on the side of caution when choosing a work wardrobe. Blue Mountain Community College Business Administration Department Chapter 13 - Page 13 Technology Another important thing to mention is the use of technology. Although many people do it, the increased use of technology has actually made people ruder; according to an Intel survey, 9 of 10 Americans report they’ve seen others misuse technology and 75 percent agree that mobile etiquette is worse than it was a year ago.[4] Here are some examples of basic etiquette when it comes to technology: • Don’t look at your phone while talking with someone else. • Don’t use a phone for calls or texts while at the dinner table. • Don’t talk loudly on the phone in a public space. • Avoid letting “text speak” cross over into e-mails (i.e., “tho” is OK for texts, but spell it out—“though”—for e-mails). • Try to avoid multitasking with your phone in inappropriate places, such as when in the restroom. • When sending e-mails, avoid clogging up peoples’ e-mail boxes with “reply all” messages. • Use spell-check for e-mails. • Try to answer e-mails within twenty-four hours, even if it is to say, “I am not sure about this but I will get back to you.” Another note related to technology is the use of social media and the Internet. Reputation Management Many companies pay hundreds, even thousands of dollars every month to monitor and clean up their online reputations. The process of monitoring your online reputation is called reputation management. Reputation.com, one of hundreds of firms that specializes in “fixing” online reputations, has become popular for companies looking to enhance their online image. Reputation management isn’t just for companies—individuals are using these services to make unflattering things on the Internet about them disappear.[5] Anything posted on the Internet, from a picture on Facebook to a comment on a blog, will be in cyberspace indefinitely. Consider the case of a New York professor. Eight years earlier, he had been charged with receiving grant money wrongfully. If you googled his name, you would find a press release listing this charge as one of his name’s top search results, even though he had paid the $2,000 fine.[6] Not exactly something he would want a potential or current employer to see! This is exactly why it is important in career development to be aware of the kinds of things you post—whether you are looking for a job or already have a job. For example, thirteen Virgin Airlines employees were fired for a chat Blue Mountain Community College Business Administration Department Chapter 13 - Page 14 they had on Facebook about the plane’s safety, along with negative comments about customers.[7] In yet another example,[8] a job seeker posted the following to Twitter: “Cisco just offered me a job! Now I have to weigh the utility of a fatty paycheck against the daily commute to San Jose and hating the work.” And Cisco, who regularly monitors the Internet for mentions of their name (reputation management), replied, “Who is the hiring manager. I’m sure they would love to know that you will hate the work. We here at Cisco are versed in the web.” Needless to say, the job offer to this future employee was rescinded. Websites that allow for professional networking can be a great tool but can also be detrimental. For example, BG, a natural gas company, had an employee post his resume on LinkedIn and clicked the “job seeker” box. When his employer saw this, he was fired for expressing interest in other job opportunities, along with his posting of disparaging comments about his employer.[9] So how exactly can you monitor your online reputation? Here are some tips: • Google yourself often and see what the search results return. • Consider changing your privacy settings in Facebook, so people you are not friends with cannot view your profile. • Change your Facebook setting so you must approve posts that “tag” you. • Be aware of your company’s policy on posting resumes on websites like LinkedIn. • Do not talk about work on Twitter, Facebook, or any other social media site. • Never mention your company name on social media sites. Managing your online reputation can make sure that when an employer or potential employer sees your online persona, they are seeing the side you want them to see. It will show them that you represent the company in a positive light, which can enhance career success. General Etiquette for Career Success We should discuss other parts to etiquette that would be considered general politeness and show professionalism, both skills that create positive relationships with others. Some of these include the following: • Be on time for appointments. If you can’t be on time, call if you will be more than five minutes late. • RSVP when people send an invitation. • Always use please and thank you. Blue Mountain Community College Business Administration Department Chapter 13 - Page 15 • Always send thank you notes when someone goes out of their way for you. • Apologize if you make a mistake. • Always bring a gift, wine, or flowers to the host when dining at another person’s home. • Hold the door—whether you are male or female—if you get to the door first. • Make eye contact. • When given a business card, always look at it before tucking it away. Do not put it in a pocket. • Avoid hording a conversation. Learn how to ask questions and be interested in what others have to say, too. • Don’t use swear words in a professional environment. • Don’t interrupt people. Understanding and following general etiquette can help boost your career. People who do not have manners may not be as respected, and as a result, they may not be promoted or experience career growth. Etiquette is part of social intelligence skills, which—as we discussed in Chapter 2 "Achieve Personal Success"—are proven to help people attain career success. Speaking of career growth, how does one actually grow in their career? KEY TAKEAW AYS • To ensure career success, there are a few main things to be concerned about. First impressions are important, so having a firm handshake that is web to web is important. • When meeting someone, shake their hand, look them in the eye, and repeat their name to help you remember their name. • When dining, there are many etiquette rules. For example, place the napkin on your lap and use the right forks and glasses. Generally speaking, the first forks you will use are farthest from the plate, and then you work your way in. Dinnerware, such as a bread plate, is always on the left and glasses are always on your right. • Basic commonsense etiquette such as not using the napkin on your face or nose and waiting to begin eating until everyone has their food would be important to consider in dining etiquette. • The use of technology has increased and so has the rudeness, some studies show. Basic etiquette for phones includes not texting while you are having a face-to-face conversation with someone and avoiding speaking loudly. Blue Mountain Community College Business Administration Department Chapter 13 - Page 16 • Other things to consider regarding technology might include not copying everyone on an e-mail, making sure to use spell-check, and using proper grammar. • Make sure to engage in careful consideration before posting comments on social media. This is called reputation management. • Other tips for etiquette include sending thank you cards (not e-mails), being on time, keeping commitments, and making sure to involve others in a conversation. Exercises 1. Shake the hands of five people you know well. Ask them to give you feedback on your handshake, and then write at least two to three paragraphs about it. 2. Visit a public place such as a mall or restaurant. Observe how people use technology when they are alone and when others are around them. What did you observe? What would be considered rude and what would be considered acceptable and normal behavior? Write four paragraphs on your observations and bring to class to discuss. End Notes [1] Lorenz, K. (2009, September 9). Six tips for a perfect handshake. Career Builder, accessed March 15, 2012, http://www.careerbuilder.com/Article/CB-431-Getting-HiredSix-Tips-for-a-Perfect-Handshake/ [2] United States dining etiquette Guide, accessed March 15, 2012, http://whatscookingamerica.net/Menu/DiningEtiquetteGuide.htm [3] Sinberg, L. (2009, July 22). What not to wear to work. Forbes, accessed May 21, 2012, http://www.forbes.com/2009/07/22/office-fashion-sexy-forbes-woman-styleclothes.html [4] Bruzzese, A. (2011, March 27). Technology increases rudeness quotient. TribLive Business News, accessed March 15, 2012, http://www.pittsburghlive.com/x/pittsburghtrib/business/s_729376.html [5] Tozzi, J. (2008, April 30). Do reputation management services work? Businessweek, accessed May 22, 2012, http://www.businessweek.com/smallbiz/content/apr2008/sb20080430_356835.htm [6] Bilton, N. (2011, April 1). Erasing the digital past. New York Times, accessed May 22, 2012, http://www.nytimes.com/2011/04/03/fashion/03reputation.html?pagewanted=all [7] Bloomberg News. (2008, November 1). Facebook chat gets 13 Virgin Airlines employees fired, accessed March 22, 2012, http://www.nydailynews.com/news/money/facebookchat-13-virgin-airlines-employees-fired-article-1.335199 Blue Mountain Community College Business Administration Department Chapter 13 - Page 17 [8] Popkin, H. (2009, March 23). Twitter gets you fired in 140 characters or less. MSNBC.com, accessed May 22, 2012, http://www.msnbc.msn.com/id/29796962/ns/technology_and_sciencetech_and_gadgets/t/twitter-gets-you-fired-characters-or-less/ [9] Nichols, S. (2012, January 5). Employee challenges dismissal after posting CV on LinkedIn. V3 Technology News, accessed May 21, 2012, http://www.v3.co.uk/v3uk/news/2135631/claims-firing-linkedin-cv-posting Blue Mountain Community College Business Administration Department Chapter 13 - Page 18 Career Growth: Personality and Strategies LEARNING OBJECTIVES 1. Be able to explain the personality characteristics that can increase the chances for your personal career growth. 2. Be able to explain why having a mentor can be an important part of your career growth. While this section doesn’t discuss job searching, resumes, and cover letters (since you do that in other classes), we will discuss tips for developing a career after you already have the job. First, we already know there are some personality characteristics that tend to be required for career success. Please note that this is different than behaviors, which we discussed earlier. Personality is a stable set of traits, while behavior is an expression of those traits in different circumstances. Although personality traits tend to be stable over time, we can change our personality traits. For example, Phil’s personality may normally not be career driven and motivated. This could come out in the way he relates to others in his organization. But suppose Phil finds a job he really likes. His behavior can change in that his satisfaction makes him confident, relaxed, and able to work well in teams. So sometimes when we change our behavior, our personality can change—and our human relations can change, too. Some of the personality characteristics for success might include the following: • Motivated • Driven • Good social skills • Listening • Reading body language • Written communication • Verbal communication • Ability to make good decisions • Ability to work with a diverse workforce • Teamwork • Handling conflict Blue Mountain Community College Business Administration Department Chapter 13 - Page 19 • Managing emotions • Managing stress • Being ethical • Positive attitude • Goal oriented • Informing your supervisor that you want to grow your career Of course this list is not exhaustive, but we have discussed many of these throughout the book. But how do you develop these skills? First, being aware of your own need for selfimprovement can go a long way to improving these skills. Assume Steve isn’t a very good listener and he identifies this as an area for improvement. Steve then needs to make a conscious effort to improve his listening skills. Having an awareness of this need and then putting together an improvement plan is a step in the right direction. But until we are able to recognize our strengths and weaknesses, we are not able to improve upon them. In another example, assume Duana realizes she gets very stressed at work, and that stress causes her to be short with people. Learning how to manage stress better can create better relations with other people. Why Human Relations? Human relations skills allow us to better deal with situations and people (us included) who are imperfect. Human relations—and emotional intelligence—has shown to be twice as important to determine excellent performance at work.[1] Not every work situation will be great. Bosses will be difficult to work for, we will have colleagues who we don’t enjoy working with, and personal relationships will have their ups and downs. How we handle these situations is the true measure of our human relations skills. How well can we handle situations that are difficult or learn to make decisions that may be challenging? By employing the human relations information throughout the book, we can begin to analyze our own strengths and weaknesses in each of these areas. If we have an “I’m fine” attitude, we are not able to improve, limiting our potential for positive human relations, thus, limiting our career success. To get better at human relations, we need to hone on our strengths and weaknesses (selfawareness skills) and understand what human relations skills we should and could improve upon. Those areas we identify as our strengths, we need to continue to develop those strengths. Sample assessment of strengths and weaknesses: • I want to improve e-mail communication (), so I am more focused and clear, resulting in the receiver understanding my message more clearly. Blue Mountain Community College Business Administration Department Chapter 13 - Page 20 • I tend to be impatient and protective of my time. Because of this personality trait (), I can sometimes come across as too demanding to others. • I want to improve the way I deal with difficult team or group situations (), so I don’t get so angry when things don’t go the way I want. • Improve conflict management skills. My emotions run too high when there is conflict and disagreement. I want to improve this skill, because I know effective skills will allow me to resolve situations and move forward in my relationships (). • A strength is my ability to solve problems () in a logical manner. I will continue to employ logical thinking in the decisions I make and teach others to do the same through the example I set. • A strength is my understanding and appreciation of cultural differences. I understand people may behave differently from me based upon their background (). Because I know this, I am comfortable in a wide variety of work environments. I will continue to develop this skill by reading about other cultures and traveling to experience the culture firsthand. • A strength is my willingness to help team members. I try to always go above and beyond to assist someone who may lack skills that I have (). I will make an effort to continually do this, even if it isn’t convenient. This example shows how you might assess your own strengths and weaknesses in relation to your own human relations. As we know from this chapter, first acknowledging the need to further develop, then making efforts to improve the skills are the first steps to a positive human relations—and a successful career. Soon, you will be taking final exams, working on final projects, and moving on to the next set of classes—or maybe a new career. Don’t think of your journey for improving emotional intelligence skills as ending; really, it is just beginning. As you begin the process of self-assessment and self-awareness, you can do this more thoroughly because you know the components of good human relations. One of the ways we can develop the skill of recognizing your strengths and weaknesses is to utilize a mentor. A mentor is someone who is a trusted counselor or teacher. Sometimes, companies have formal mentorship programs. Often, though, the best mentorships come from relationships that form over time. For example, when Paul started working at Ascent Corporation, he knew he wanted to move up the company ranks but didn’t know how. When Paul was put on a project with Beth, a managing director, he knew that he wanted to talk with her to find out how she made it to that position. Paul felt nervous approaching Beth at first because she was so busy. But he decided to take the risk and invited her to have coffee after their meeting. After that, they began to speak weekly and Beth took an interest in helping Paul in his career. Together, the two worked to develop strategies and objectives for Paul’s career. When he had questions about his career path, she helped him. When a position opened up, Beth coached Paul on the interview and he was promoted. Blue Mountain Community College Business Administration Department Chapter 13 - Page 21 Make sure you continue learning. Taking seminars and courses can help make you more marketable in your field. Since most fields change on a regular basis, we must continually update our skills to build upon what we already know and learn new things. KEY TAKEAW AYS • There are many personality characteristics that can help someone be successful at work. They include learning how to manage emotions, being ethical, and learning how to deal with stress. • Other factors to career success might include the ability to set goals, make decisions, and deal with conflict. • Knowing which of these things you are good at and which need work is an important part to making sure you continually grow professionally and personally. • Getting a mentor, that is, someone who can guide you through your career, is also a valuable tool for making sure you experience career growth. • Continually learning is another way to grow in your career. Make sure you stay updated on new technologies and discoveries in your field. This can happen through formal training courses or reading publications from your industry. Exercises 1. Looking at the list of personality characteristics for success in this section, rate yourself on a scale from one to ten, with ten being your strongest areas. Once you rate yourself, look at the three lowest areas. Create specific goals and objectives that will help you overcome these weaknesses. 2. List at least three possible mentors for you, and then discuss how you might approach each one to ask about his or her availability to mentor you. End Notes [1] Goleman, D. (2004, January). What makes a leader? Harvard Business Review, accessed May 23, 2012, http://hbr.org/2004/01/what-makes-a-leader/ar/1 CHAPTER SUMMARY • Power refers to our ability to influence others and convince them on what to do. This is different from influence, which is the application of our power to get people to do what we want them to do. In other words, power is our ability, while influence allows us to move someone to action. Blue Mountain Community College Business Administration Department Chapter 13 - Page 22 • Someone who is power-compulsive may lust for power, while someone who is power-shy may try to avoid situations where he or she might have to exert power. • Our power position can help us achieve career success. Our power position refers to the use of our own power to get ahead in organizations. • Power positioning can be done using a variety of methods, but specific techniques and behaviors can be used to up our power position. For example, the POWER method refers to behaviors we can exhibit to up our power position. They include positive approach, open, willingness, employing things like tact and social skills, and remembering our purpose and goals. • Part of career success is making sure you know how to increase your power position, but it is also having an awareness of your attitude and personality. • There are three main behavioral aspects to optimizing career success: planning, attitude, and action. Examples include being willing to go above and beyond your job description and having a specific path you know you want to reach. Besides goal setting, having a positive, can-do attitude can help improve chances for promotion. • To ensure career success, there are a few main things one should be concerned about. First impressions are important, so having a firm handshake that is web to web is important. • When meeting someone, shake their hand, look them in the eye and repeat their name to help you remember it. • When dining, there are many etiquette rules—for example, placing the napkin on your lap and using the right forks and glasses. Generally speaking, the first forks you will use are farthest from the plate, and then you work your way in. Dinnerware, on your such as a bread plate, is always on the left and glasses are always right. • Basic commonsense etiquette such as not using the napkin on your face or nose, waiting to begin eating until everyone has their food, and others would be considered important things to consider in dining etiquette. • The use of technology has increased and so has the rudeness, some studies show. Some basic etiquette rules for phones include not texting while you are having a face-to-face conversation with someone and avoid speaking loudly. • Other things to consider regarding technology might include not copying everyone on an e-mail, making sure to use spell check, and proper grammar. • Other tips for etiquette include sending thank you cards (not e-mails), being on time, keeping commitments, and making sure to involve others in a conversation. Blue Mountain Community College Business Administration Department Chapter 13 - Page 23 • Many personality characteristics can help someone be successful at work. They include many topics discussed throughout this book, such as learning how to manage emotions, being ethical, and learning how to deal with stress. • Other factors to career success might include the ability to set goals, make decisions, and deal with conflict. • Knowing which of these things you are good at and which need work is an important part to making sure you continually grow professionally and personally. • Getting a mentor, that is, someone who can guide you through your career is also a valuable tool for making sure you experience career growth. • Continually learning is another way to grow in your career. Stay updated on new technologies and discoveries in your field. This can happen through formal training courses or reading publications from your industry. Exercises: Case Study Robert is a supervisor at a large bottling company. His job includes managing safety and breaks and setting schedules for his twenty-five employees who use forklifts and other machinery to package and move filled bottles on to trucks for delivery. Robert has career goals with the organization. First, he would like to become the bottling manager, which is one step up from his current job. In five years, Robert would like to become the director of operations who oversees the entire factory floor. Robert is an excellent, well-liked manager by his employees, but when it comes to his supervisors, he is very quiet. He never mentioned the fact that his shift had one hundred accident-free days in a row or that productivity had increased 10 percent since he took over the shift. Robert is also a bit shy, so he avoids any kind of social interaction such as the holiday party. While Robert wants to be promoted in the organization, he knows he lacks some of the skills needed to do the job, such as the ability to put together budgets. Because of this, he has identified two courses he would like to take to improve his financial skills. Robert was recently asked to review the operational processes during his shift and excelled at it. In fact, because of the shifts’ awareness, Robert motivated his staff to change some of the procedures to be more cost effective. Since Robert would like a promotion, he knows he should assess his strengths and weaknesses. 1. Consider each of the following topics discussed in this chapter and discuss Robert’s strengths and weaknesses in each of the following areas (making reasonable assumptions is fine). Then create a plan addressing what Robert can do to improve in each area:  Power positioning  Planning, action, and attitude Blue Mountain Community College Business Administration Department Chapter 13 - Page 24  Etiquette  Personality characteristics  Mentoring  Continual learning 2. Once you complete some ideas for Robert, think about your strengths and weaknesses in each area. Make a plan on how you can improve on each point. Blue Mountain Community College Business Administration Department Chapter 13 - Page 25 Chapter 12: Be a Leader Leadership is action, not position. By Donald H. McGannon Leaders don't create followers, they create more leaders. By Tom Peters The Biggest Challenge Casey is the Human Resource manager at your company. You set an appointment with him because of some issues you are having with your supervisor. “Casey,” you say, “I really need to vent. Can I sit down and talk with you?” Casey offers you a seat. You begin to tell him about Sam, your supervisor, and the way he has been managing your team lately. You say, “Sam was a really great manager when he started here three months ago. He had individual meetings with all of us, and he asked a lot of questions. We were all really excited to have him as our new boss, because he really seemed to care and implemented some of our ideas. “Lately, though, he seems to be short-tempered and seems to want to make all of the decisions. I have talked with him about it, but he doesn't seem to notice that it has become a problem. In fact, I know of two people that are looking for other jobs because of it.” Casey thinks about the situation and asks you if the timing of Casey's behavior change was around the same time corporate people had come to visit. "I hadn't thought of that before, but yes, the timing would be about right." Casey explains that many of the managers have been told they need to make some changes in the organization, and these changes are those that must be done without feedback from employees. Casey says that he knows it is different than the usual management style of the branch and asks you if you can hang on for a little longer. He believes once the changes are made, Sam will be back to his old self. In the meantime, Casey suggests you talk with your manager about your concerns. Although you feel a bit nervous to do so, you feel talking with Sam might be the best thing for your department. Blue Mountain Community College Business Administration Department Chapter 12 - Page 1 Management Styles LEARNING OBJECTIVES 1. Define the various types of management styles you may be exposed to at work. 2. Explain how, when we become managers, we can determine which style to use in a variety of situations. As we saw in the opening case, most managers will use a variety of management styles depending upon the situation. In our scenario, Sam obviously may have gone too far in his use of management style. As we will discuss in this chapter, there are several management styles that can be used in a variety of situations. As you read this chapter, consider past managers and think about what style they may have used. Understanding management styles can help us become better managers or prepare us to take on the role of manager someday. In addition, understanding your manager’s style can be beneficial to know—as it can help you relate to him or her better. Management style ties in very closely with communication style. There isn’t necessarily one management style that is better than another; they are simply different and might be used in a variety of situations. Task Style versus People-Centered Style When we look at the styles of management, we see that most styles fall into one of two categories: a task-oriented management style or a people-centered style. A manager with a task-oriented style will focus on the technical or task aspects of the job. The concern for this manager is that employees know what is expected of them and have the tools needed to do their job. A people-oriented style is more concerned with the relationships in the workplace. The manager emphasizes the interpersonal relations, as opposed to the task. The manager is most concerned about the welfare of the employee and tends to be friendly and trusting. Understanding these two main differences in management style, we will now look at other possible styles a manager might use. Participatory, Directing, or Teamwork Styles Utilization of a participatory management style involves both a task-oriented style and a people- centered style. This style emphasizes how the employee’s assigned task fits into the bigger picture. This style will provide support and input where needed. As a result, the focus is on the task but also on the person and the relationships required to get the task done. This style might be used when the employees are experienced and the deadlines reasonable enough to provide the time needed to focus both on the task and the person. If more hands-on management is required,[1] a directing management style might be Blue Mountain Community College Business Administration Department Chapter 12 - Page 2 appropriate. Consider a very tight deadline or an emergency situation in which someone needs to be calling the shots. For example, assume you own a business that creates specialty home-baked dog treats. You just received an order for one hundred dog cookies by later this afternoon. You might consider using a directing style with your employees to make sure it gets done on time. This style doesn’t focus on the person but rather on getting the task done; hence it tends to be more of a task-oriented style. A manager who uses a teamwork management style believes there is a value (or necessity) in having people work in teams. As a result, this style tends to require a peoplecentered approach. Relationships are most important, and assuming the individuals work well together, the task will be successfully accomplished. The advantage to this style, given the type of task and situation, is that as a manager you are able to pool resources and abilities from several different people. Use of a team style can also provide big benefits for the company. For example, Google uses a teamwork approach it calls “grouplets.” Google believes that individuals should be able to spend time on something that interests them and is also company related. Engineers at Google spend 20 percent of their time on this endeavor. As a result, grouplets are formed, and the grouplet works on their idea with no specific budget. Some of the best ideas from Google have come through this teamwork process. Gmail, in fact, was developed using a grouplet.[2] Autocratic, Participative, and Free-Reign Styles An autocratic style of management involves the task-oriented style. The focus is on getting things done, and relationships are secondary. This type of manager tends to tell people what to do and takes a “my way or the highway” approach. Another description for this type of manager is a taskmaster. This person uses his or her authority and makes all the decisions as to who does what, how it is done, and when it should get done. On the other hand, a participative style constantly seeks input from the employees. Setting goals, making plans, and determining objectives are viewed as a group effort, rather than the manager making all the decisions. At the other extreme, a free-rein style gives employees total freedom to make decisions on how things will get done. The manager may establish a few objectives, but the employees can decide how those objectives are met. In other words, the leader tends to be removed from the day-to-day activities but is available to help employees deal with any situation that may come up. Path Goal Model for Leadership The path goal theory says that the role of a leader is to define goals and lay down the path for the employees to meet those goals. Aspects include clarification of the task and scope of the process. Clarification of the employee’s role and clarification around how the success of the task will be measured are key aspects in this model. The leader also is involved in guidance and coaching surrounding the goal and removes obstacles for employees that might affect the completion of the task. The path goal theory says that if employees are satisfied by the leadership style, they will be motivated toward the goals of Blue Mountain Community College Business Administration Department Chapter 12 - Page 3 leadership. Part of the model also stresses that the skills, experience, and environmental contingencies of the job play a role in the success of the leader. Applying Management Styles It is great to talk about management style, but the application of that management style is just as important as knowing the management styles. In this section, we will discuss how and when you might use each style when managing people. If you aren't managing people yet, consider the style your current (or past) manager uses. Do you think it is effective based on our discussion? Another way we can view leadership is through the situational leadership model.[3] This model, developed by Ken Blanchard (author of the One Minute Manager series of books), does a good job explaining how we might use one type of management style versus another. The model looks at three areas: the relationship behavior of the manager, the task behavior of the manager, and the readiness of employees. The relationship behavior means how supportive the manager needs to be in helping employees. Task behavior refers to the type of style the manager should use when managing employees based on their readiness level. Readiness includes the willingness and skills to perform the task at hand. Depending on where the employees fall in each of these areas, a manager might use a different style: • D4—High competence, high commitment. Experienced at the job and comfortable with their own ability to do it well. May even be more skilled than the leader. • D3—High competence, variable commitment. Experienced and capable but may lack the confidence to go it alone or the motivation to do it well/quickly. • D2—Some competence, low commitment. May have some relevant skills but won’t be able to do the job without help. The task or the situation may be new to them. Blue Mountain Community College Business Administration Department Chapter 12 - Page 4 • D1—Low competence, high commitment. Generally lacking the specific skills required for the job at hand but has the confidence and/or motivation to tackle it. Based on the readiness and commitment of the employee, the leader can see what management style and level of support the employee should experience:[4] • S1—Telling/directing—High task focus, low relationship focus. Leaders define the roles and tasks of the “follower” and supervise them closely. Decisions are made by the leader and announced, so communication is largely one way. This style can be used with people who lack competence but are enthusiastic and committed and who need direction and supervision to get them started. • S2—Selling/coaching—High task focus, high relationship focus. Leaders still define roles and tasks but seek ideas and suggestions from the follower. Decisions remain the leader’s prerogative, but communication is much more two-way. This approach can be used with people who have some competence but lack commitment and who need direction and supervision because they are still relatively inexperienced. These individuals may also need support and praise to build their self-esteem and involvement in decision making to restore their commitment. • S3—Participating/supporting—Low task focus, high relationship focus. Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is given to the follower. This style can be used with people who have the necessary competence but lack confidence or motivation. These individuals may need little direction because of their skills, but support is necessary to bolster their confidence and motivation. • S4—Delegating—Low task focus, low relationship focus. Leaders are still involved in decisions and problem solving, but control is with the follower. The follower decides when and how the leader will be involved. This style would work with people who have both competence and commitment and who are able and willing to work on a project by themselves with little supervision or support. The bottom line when discussing management style is that no one style works best in all situations. We may be more comfortable with one style versus another, but we need to change our management style depending on the person and task we are working with. For example, if you have an employee who is brand new, you will likely work with that person using a more directive style. As she develops, you might change to a participative style. Likewise, someone who does good work and has lots of experience may prefer a free-rein style. Many managers make the mistake of trying to use the same style with every person in every situation. To be a great manager, we must change our styles based on the situation and the individual involved. Blue Mountain Community College Business Administration Department Chapter 12 - Page 5 How does this relate to human relations? First, how people are managed is one of the most important aspects to motivation in any organization. Understanding "good" management and "not so good" management can help develop us for when we are placed in management positions, if we aren't already. KEY TAKEAW AYS • Just like in communication, a different management style should be used depending on the employee. • Task styles focus on getting the job done, while people-centered styles focus on relationships. • A participatory style involves both task-oriented and people-centered styles. A directing style is focused on the task and doesn’t allow for employee participation. A teamwork style focuses on teamwork and is a peopleoriented style. The advantage of this style is the ability to use strengths from everyone on the team. • An autocratic style doesn’t allow much room for employee decision making; the focus is on getting the task done. A participative style constantly requires input from employees. The free-rein style gives employees freedom to make decisions on how things will get done. • The situational leadership model, which looks at relationship behavior, task behavior, and the readiness of employees, is used to recommend different management styles. Blue Mountain Community College Business Administration Department Chapter 12 - Page 6 • No one management style works in all situations. Just like with communication, you will likely want to vary your approach based on the situation to get the best results. Exercises 1. Why is it important to understand management style in a human relations course? Discuss at least three points. 2. What combinations of management style might you use in each of these situations and why?  You are considering a major change in the way your company does business. Your staff has an excellent record of achieving goals, and your relationship with them is trusting and supportive.  Your employees do a great job. A situation has developed in which you need to make quick decisions and finish a project by the end of the week.  Your employees are having trouble getting the job done. Their performance as a whole is less than expected.  You have an employee who is very motivated but has little experience. End Notes [1] “Three Effective Management Styles,” Dun & Bradstreet Credibility Corp., 2010, accessed February 5, 2010, http://smallbusiness.dnb.com/human-resources/workforcemanagement/11438-1.html. [2] Bharat Mediratta, as told to Julie Bick, “The Google Way: Give Engineers Room,” New York Times, October 21, 2007, accessed February 15, 2010, http://www.nytimes.com/2007/10/21/jobs/21pre.html. [3] Ken Blanchard, Patricia Zigarmi, and Drea Zigarmi, Leadership and the One Minute Manager (New York: HarperCollins Entertainment, 2000). [4] Situational Leadership Grid, Chimaera Consulting, 2008, accessed February 4, 2010, http://www.chimaeraconsulting.com/models.htm. Blue Mountain Community College Business Administration Department Chapter 12 - Page 7 Leadership versus Management LEARNING OBJECTIVES 1. Describe the process you may use for leadership development. 2. Describe several different leadership styles you may use and their likely influence on followers. Leadership Many people use the term leadership as interchangeable with management, but the two terms are actually quite different. The term management implies someone has been given a position, and through that position or title they have power to guide others. Leadership, on the other hand, does not require specific titles. Consider the last group project you worked on for school. It was likely that someone took on the leadership role for this project, such as coordinating schedules, e-mailing the team, and so forth. This person did not have a formal title but lead the group anyway. This is an example of leadership. To be successful at our jobs, we must show leadership skills. These leadership skills can come from our emotional intelligence skills—for example, self-awareness, self-management, relationship management, and social awareness. All emotional intelligence skills are needed to be a successful leader. For example, if you are the informal leader for your group project and feel frustrated with response times, you must have the ability to be aware of this emotion and manage it by not yelling at your team member when you see them! Getting the team to work better together requires social awareness skills, or the ability to understand how actions of one team member may affect another. Finally, relationship management is necessary to manage group conflict and maintain good relationships with your team. As you can see, leadership encompasses all of the emotional intelligence skills we have been discussing throughout the book. Do you think leadership comes natural to some and not to others? Whether or not there is a “natural leader,” born with a combination of talents and traits that enable a person to lead others, has been a subject of debate across time. In a modern context, we have come to recognize that leadership comes in many form and representations. Once it was thought that someone with presence of mind, innate intelligence, and an engaging personality was destined for leadership, but modern research and experience shows us otherwise. Just as a successful heart surgeon has a series of skill sets, so does a dynamic leader. A television producer must both direct and provide space for talent to create, balancing control with confidence and trust. This awareness of various leadership styles serves our discussion as groups and teams often have leaders, and they may not always be the person who holds the title, status, or role. Leaders take on the role because they are appointed, elected, or emerge into the role. The group members play an important role in this process. An appointed leader is designated Blue Mountain Community College Business Administration Department Chapter 12 - Page 8 by an authority to serve in that capacity, irrespective of the thoughts or wishes of the group. They may serve as the leader and accomplish all the designated tasks, but if the group does not accept their role as leader, it can prove to be a challenge. As Bruce Tuckman[1] notes, “storming” occurs as group members come to know each other and communicate more freely, and an appointed leader who lacks the endorsement of the group may experience challenges to his or her authority. A democratic leader is elected or chosen by the group but may also face serious challenges. If individual group members or constituent groups feel neglected or ignored, they may assert that the democratic leader does not represent their interests. The democratic leader involves the group in the decision-making process and ensures group ownership of the resulting decisions and actions as a result. Open and free discussions are representative of this process, and the democratic leader acknowledges this diversity of opinion. An emergent leader contrasts the first two paths to the role by growing into the role, often out of necessity. The appointed leader may know little about the topic or content, and group members will naturally look to the senior member with the most experience for leadership. If the democratic leader fails to bring the group together or does not represent the whole group, subgroups may form, each with an informal leader serving as spokesperson. Types of Leaders Thomas Harris and John Sherblom[2] specifically note three leadership styles that characterize the modern business or organization and reflect our modern economy. We are not born leaders but may become them if the context or environment requires our skill set. A leader-as-technician role often occurs when we have skills that others do not. If you can fix the copy machine at the office, your leadership and ability to get it running again are prized and sought-after skills. You may instruct others on how to load the paper or how to change the toner, and even though your pay grade may not reflect this leadership role, you are looked to by the group as a leader within that context. Technical skills, from Internet technology to facilities maintenance, may experience moments where their particular area of knowledge is required to solve a problem. Their leadership will be in demand. The leader-as-conductor involves a central role of bringing people together for a common goal. In the common analogy, a conductor leads an orchestra and integrates the specialized skills and sounds of the various components the musical group comprises. In the same way, a leader who conducts may set a vision, create benchmarks, and collaborate with a group as they interpret a set script. Whether it is a beautiful movement in music or a group of teams that comes together to address a common challenge, the leader-as-conductor keeps the time and tempo of the group. Coaches are often discussed in business-related books as models of leadership for good reason. A leader-as-coach combines many of the talents and skills we’ve discussed here, serving as a teacher, motivator, and keeper of the goals of the group. A coach may be autocratic at times, give pointed direction without input from the group, and stand on the Blue Mountain Community College Business Administration Department Chapter 12 - Page 9 sidelines while the players do what they’ve been trained to do and make the points. The coach may look out for the group and defend it against bad calls and may motivate players with words of encouragement. We can recognize some of the behaviors of coaches, but what specific traits have a positive influence on the group? Thomas Peters and Nancy Austin[3] identify five important traits that produce results: 1. Orientation and education 2. Nurturing and encouragement 3. Assessment and correction 4. Listening and counseling 5. Establishing group emphasis Coaches are teachers, motivators, and keepers of the goals of the group. There are times when members of the team forget that there is no “I” in the word “team.” At such times, coaches serve to redirect the attention and energy of the individuals to the overall goals of the group. They conduct the group with a sense of timing and tempo, and at times, they relax and let the members demonstrate their talents. Through their listening skills and counseling, they come to know each member as an individual but keep the team focus for all to see. They set an example. Coaches, however, are human and by definition are not perfect. They can and do prefer some players over others and can display less than professional sideline behavior when they don’t agree with the referee, but the style of leadership is worthy of your consideration in its multidisciplinary approach. Coaches use more than one style of leadership and adapt to the context and environment. A skilled business communicator will recognize that this approach has its merits. Since we have discussed both leadership and management in this chapter, you can see where the difference between the two is not altogether clear. Either way, looking toward future careers it can be valuable to understand both management and management styles as well as the process of leader development over time. Why Human Relations? As we have discussed in this chapter, you do not need a fancy title to be a leader. To be an effective leader, you must exhibit all aspects of emotional intelligence skills. For example, good leaders will know themselves well and know their strengths and weaknesses. Good leaders also know their feelings from moment to moment and they have learned how to handle those emotions. Good leaders have many similar qualities, such as empathy, ethics, understanding, and patience. These skills are also emotional intelligence skills—specifically, social awareness and relationship management skills. Social awareness skills are key in leadership, including reading and interpreting social cues and body language, setting goals, resolving conflict, understanding the perspectives of others, and a positive attitude. A leader is someone people want to be around, because Blue Mountain Community College Business Administration Department Chapter 12 - Page 10 they have a certain charisma that draws us to them! Leaders are also excellent at relationship management in that they handle relationships with others well. Remember, you do not need a fancy title to be a leader, but showing these skills in the workplace can not only make you a happier person but also show your supervisor you are ready to move up within your organization. KEY TAKEAW AYS • Leadership is a bit different than management in that management includes a "title" while leadership and the leadership development process can occur without a title. • Leaders can be appointed into a role, elected into the role, or emerge into the role of leader. • There are three types of leaders. The first is leader as technician—meaning the person who takes the leadership role has skills we may not have. • The second, leader as conductor role, involves a central role of bringing people together to reach a common goal. • The third, leader as coach, combines many talents and skills, such as teacher and motivator. • Many leaders will use a variety of approaches, depending on the situation. Exercises 1. Think of a leader you admire and respect. How did this individual become a leader— for example, by appointment, democratic selection, or emergence? How would you characterize this leader’s style—is the leader autocratic or laissez-faire, a technician or a coach? Write three paragraphs and describe. End Notes [1] Tuckman, B. (1965). Developmental sequence in small groups. Psychological Bulletin, 63, 384–99. [2] T. Harris and J. Sherblom, Small group and team communication (Boston, MA: Allyn & Bacon, 1999). [3] T. Peters and N. Austin, A Passion for Excellence: The Leadership Difference (New York, NY: Random House, 1985). CHAPTER SUMMARY • Just like in communication, a different management style should be used depending on the employee. Blue Mountain Community College Business Administration Department Chapter 12 - Page 11 • Task styles focus on getting the job done, while people-centered styles focus on relationships. • A participatory style involves both task-oriented and people-centered styles. A directing style is focused on the task and doesn’t allow for employee participation. • A teamwork style focuses on teamwork and is a people-oriented style. The advantage of this style is the ability to use strengths from everyone on the team. • An autocratic style doesn’t allow much room for employee decision making; the focus is on getting the task done. A participative style constantly requires input from employees. The free-rein style gives employees freedom to make decisions on how things will get done. • The situational leadership model, which looks at relationship behavior, task behavior, and the readiness of employees, is used to recommend different management styles. • No one management style works in all situations. Just like with communication, you will likely want to vary your approach based on the situation to get the best results. • Leadership and management are similar, although management implies a specific title. Leadership may be selected in a variety of ways, such as an appointment leader, democratic leader or emergent leader. Some people may be excellent leaders, although they may not have a formal title within an organization. • Depending on the situation, a leader may take on a variety of roles to solve challenges. Exercises You own a regional gifts store in your town. The store opened in 2009 and the same four people have worked together since that time. Recently, the manager left and you need to hire a new manager. You have decided that one of the four people currently working for you would definitely be great for the job, but you need to create a list of criteria for the job and then compare it with the skills of your existing employees. Your task is to develop specific criteria or a "wish list" of skills and abilities for this job based on three different aspects: 1. Skills needed for the job 2. Human relations skills 3. Leadership skills Once you have created the criteria, rank the skills in each category and provide a written description as to why you ranked as you did. 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