Course 1b
Course 1b
Course 1b
Effectiveness
Supervisory Development Program
1
Review
Slide 2
Achieving Leadership
Effectiveness
Course Content
Day 1:
Sched Content
AM 1 Introduction: From Performer to Supervisor
AM 2 Leadership Focus Exercise
PM 1 Leadership Focus Presentations
PM 2 Supervisory Challenges
Supervisory Functions, Roles, Responsibilities
Slide 3
Achieving Leadership
Effectiveness
Course Content
Day 2:
Sched Content
AM 1 Achieving Team Objectives
AM 2 Organizing Work and Authority
PM 1 Practicing Effective Leadership
Pursuing Continual Improvements
PM 2 Integration: Action Planning
Slide 4
Basketball Exercise 2
Instructions- Round 1:
The objective is to beat your team score yesterday
The supervisors will lead the team in developing
team objectives and strategies for 2 minutes
Each team member is given 30 seconds to shoot as
many balls as possible into the basket. The shooter
must stand on and cannot move away from the
designated spot. However, other team members
may assist the shooter in any way.
Individual scores are recorded and the team
average is computed.
Slide 5
Basketball Exercise 2
Instructions- Round 2:
The objective is to continue improving team score
The supervisors will lead the team in developing
team objectives and strategies for 2 minutes
Each team member is given 30 seconds to shoot as
many balls as possible into the basket. The shooter
must stand on and cannot move away from the
designated spot. However, other team members
may assist the shooter in any way.
Individual scores are recorded and the team
average is computed.
Slide 6
Basketball Exercise 2
Instructions- Round 3:
The objective is to continue improving team score
The supervisors will lead the team in developing
team objectives and strategies for 2 minutes
Each team member is given 30 seconds to shoot as
many balls as possible into the basket. The shooter
must stand on and cannot move away from the
designated spot. However, other team members
may assist the shooter in any way.
Individual scores are recorded and the team
average is computed.
Slide 7
Basketball Exercise 2
Processing:
What enabled or prevented the team from improving
the team score?
To what extent did team objectives contribute to
improving team score?
How can we relate this to the workplace?
Slide 8
Achieving Team Objectives
Planning Process
GAA
Commitments
• Align all
OPCR plans
• Support
plans with
DPCR
PIP
IPCR
Slide 9
Societal Goals/Outcomes
2040 – MATATAG, MAGINHAWA AT PANATAG NA BUHAY SER
Socio-Economic
2022 – FOUNDATION FOR INCLUSIVE GROWTH, A HIGH-TRUST SOCIETY AND A Report
GLOBALLY COMPETITIVE KNOWLEDGE ECONOMY
MARC-II Mgt
Leadership, Learning,&
Financial Stewardship Internal Process Accountability
Growth
Report Card
Slide 11
Achieving Team Objectives
Objectives
Core
Strategic
Support
Slide 12
Achieving Team Objectives
Objectives
Slide 13
Achieving Team Objectives
Core
transform
Strategic internal
capability
Support to deliver your
mandate
Slide 14
Achieving Team Objectives
Core
to achieve to
Strategic ensure proper
delivery
Support of your mandate
Slide 15
Achieving Team Objectives
Effective Indicators
Specific
Objectives
Core
Measurable
Strategic Aligned
Support Realistic
Time-bounded
Slide 16
Achieving Team Objectives
Types of Indicators
Quality
Efficiency
Timeliness
Slide 17
Achieving Team Objectives
Types of Indicators
Quality
Refers to the
characteristics of
Efficiency the service/product
valued by the client
Timeliness
Slide 18
Achieving Team Objectives
Types of Indicators
Quality
Refers to the
volume produced
Efficiency within a given
timeframe
Timeliness
Slide 19
Achieving Team Objectives
Types of Indicators
Quality
Refers to the need
to deliver within a
Efficiency specified period or
target date
Timeliness
Slide 20
Achieving Team Objectives
Controlling Process
Control Tools
Set Performance
• Budgets
Standards
• Monitoring
Monitor Sheet
Performance • Performance
Celebrate Success/ Reports
Solve Problems • Personal
Observations
Samuel C. Certo,
Slide 21
Supervision p. 156-165
Recalling the
Team Presentation Exercise
Processing
How did you organize yourselves yesterday during
the Team Presentation Exercise?
Could there have been a better way to organize
yourselves as a team?
How can we apply this in the workplace?
Slide 22
Organizing Work and
Authority
Authority
The right to carry out tasks
or give order to someone else.
Samuel C. Certo,
Slide 23
Supervision p. 183-185
Organizing Work and
Authority
Process of Organizing
Group
Determine
Define the Activities
needed
Objective and Assign
Resources
Duties
Samuel C. Certo,
Slide 24
Supervision p. 186-188
Organizing Work and
Authority
Process of Delegating
Decide What
to Delegate
Obligation
Follow-up
Authority
Create an
Assign
Grant
Work
Samuel C. Certo,
Slide 25
Supervision p. 193-195
Organizing Work and
Authority
Principles of Organizing
Parity Principle
Unity of Command
Chain of Command
Span of Control
Samuel C. Certo,
Slide 26
Supervision p. 188-191
Organizing Work and
Authority
Principles of Organizing
Parity Principle Each employee
should have
Unity of Command
only one
Chain of Command supervisor
Span of Control
Samuel C. Certo,
Slide 28
Supervision p. 189
Organizing Work and
Authority
Principles of Organizing
Authority flows
Parity Principle from one level of
management to
Unity of Command the next, from
the top of the
Chain of Command organization to
the bottom.
Span of Control
Samuel C. Certo,
Slide 29
Supervision p. 189
Organizing Work and
Authority
Principles of Organizing
Parity Principle The number of
people a
Unity of Command
manager
Chain of Command supervises
Span of Control
Samuel C. Certo,
Slide 30
Supervision p. 190
Characteristics of
Effective Leaders Exercise
Think of the most effective leaders you have
observed. For you, what indicated that they were
effective? What characteristics made them effective?
Share your responses with your team mates. Within
the team select the top three indicators and top
three characteristics of most effective leaders.
How would you measure yourself against the
characteristics of these effective leaders?
Slide 31
Practicing Effective
Leadership
Good
is the Enemy of
Great
Jim Collins
Jim Collins;
Slide 32
Good to Great
Practicing Effective
Leadership
Good to Great
Level Level 5 Professional Will and
Framework
5 Executive Personal Humility
Level Effective Vigorous Pursuit of
4 Leader Compelling Vision
Level BUILD-UP
Competent Pursuit of Predetermined
Level 5 3 First Manager
Who ... Confront the Objectives
Hedgehog Culture of Technology
Leadership Then What Brutal Facts Concept Discipline Accelerators
Level Contributing Works Effectively with
2 People
Disciplined Team Member Others
Disciplined Thought Disciplined Action
Managerial Middle
of the Road
Grid Mgt
Impoverished Task
Mgt Mgt
Low Concern for Production High
Individual Motivation
Supportive Behavior
Situational
Leadership
Delegating Directing
Low Directive Behavior High
Blanchard; Slide 35
Situational Leadership
Case Study: Delayed Reports
Slide 36
Case Study: Delayed Reports
Slide 37
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 38
Supervision p. 230-234
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality The tendency to
• Subjective Rationality simply recall
• Rationalization
experiences and
consider how
• Personal Perspective
similar problems
• Recency Syndrome were handled
• Stereotyping
Samuel C. Certo,
Slide 39
Supervision p. 230
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality The tendency to
• Subjective Rationality settle for
• Rationalization
“good enough”
alternatives
• Personal Perspective
given time, cost or
• Recency Syndrome other limitations
• Stereotyping
Samuel C. Certo,
Slide 40
Supervision p. 231
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
The tendency to
• Subjective Rationality rely on intuitive or
• Rationalization gut instincts
• Personal Perspective instead of using
• Recency Syndrome impartial data
• Stereotyping
Samuel C. Certo,
Slide 41
Supervision p. 232
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality The tendency to
• Rationalization
favor solutions that
they think they can
• Personal Perspective
justify to others
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 42
Supervision p. 232
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality The tendency to
• Rationalization
assume everyone
sees things the
• Personal Perspective
way they do
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 43
Supervision p. 232
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality The tendency to
• Rationalization
rely on recent
events that is
• Personal Perspective
easily recalled
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 44
Supervision p. 233
Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
The tendency to
categorize people
• Personal Perspective
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Slide 45
Supervision p. 234
Pursuing Continual
Improvements
Rational Problem Solving Process
Slide 46
Pursuing Continual
Improvements
Problem Solving Tools
• Brainstorming
• Fishbone Diagram
• Pareto Diagram
• Flow Chart
• Histogram
• Decision Tree
Slide 47
Pursuing Continual
Improvements
Brainstorming
Slide 48
Pursuing Continual
Improvements
Fishbone Diagram
Man Machine
Cause 1.1 Cause 2.1
Cause 1.2 Cause 2.2
Cause 1.3 Cause 2.3
Problem
Cause 3.1 Cause 4.1
Cause 3.2 Cause 4.2
Cause 3.3 Cause 4.3
Method Materials
Slide 49
Pursuing Continual
Improvements
Pareto Diagram
Slide 50
Pursuing Continual
Improvements
Flow Chart
START
N
?
Y
END
Slide 51
Pursuing Continual
Improvements
Histogram
Slide 52
Pursuing Continual
Improvements
Tree Diagram
60% Cause 1.1 45%
Cause 1.0
Cause 1.2 15%
100% 25% Cause 2.1 15%
Problem Cause 2.0
Cause 2.2 10%
Slide 53
Competency Self-Assessment
Leading Change
1. Alerts the unit to opportunities and threats
relating to the organization
2. Collects useful information to manage the
change, assesses people’s reception and
recommends alternatives to make the change
implementation more appropriate.
3. Asks employees for suggestions and
incorporates their ideas in the change plan.
Slide 54
Competency Self-Assessment
Leading Change
4. Identifies and allows key individuals in the unit
to devote time to move the change forward.
5. Adheres to applicable stated or communicated
processes, policies and assigned work in the
implementation of change.
Documents new processes and practices as a
result of the change agenda.
6. Develops one’s own individual development
plan as change leader/agent.
Slide 55
Competency Self-Assessment
Slide 56
Competency Self-Assessment
Slide 57
Competency Self-Assessment
Slide 58
Competency Self-Assessment
Slide 59
Competency Self-Assessment
Slide 60
Competency Self-Assessment
Managing Performance and Coaching for
Results
4. Gives genuine acknowledgement of a person’s
qualities and feedback on developmental
needs.
5. Communicates standards and expectations for
mutual support and respect and open and
honest relationship.
6. Acknowledges mistakes and learns from them
through self-reflection.
Slide 61
Competency Self-Assessment
Slide 63
Competency Self-Assessment
Slide 64
Competency Self-Assessment
Slide 65
Competency Self-Assessment
Slide 66
Integration: Action Plannning
Slide 67
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