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Coaching and development are one of the fundamental ways to improve productivity. The process involves the manager / group leader communicating clear expectations to each employee in terms of activities completed per day and quality of work, then following-up to identify the variance between the expectations and actual performance. If the cause of the variance is related to the skill level, attitude or motivation of the employee, then the corrective action can be coaching and development.
Coaching and development is the method to provide continuous feedback to each employee regarding performance. The manager must exercise the appropriate level of involvement and follow-up with employees to accurately determine what type of coaching or development is needed. The manager should have daily interaction with employees focusing on those not performing to expectations. Managers should always lead by example or role model their actions for all employees to follow.
Managers who use this style generally believe that hard work and learning are necessary to realize a person’s potential. Coaching requires energy and commitment that is focused as much on the individual’s development as it is on accomplishing the task.
Using a structuring style means that the manager decides how a task can best be accomplished, and then tells the person what is expected and how to achieve it. A demonstration is often part of this approach, since setting an example can be an effective way to exert influence. Instructing, coupled with close follow up, is also characteristic of this style. Structuring behaviors do not have to be cold, unfriendly, or demanding. This style should communicate a sincere wish to help the other person succeed.
With this approach a manager assigns tasks or makes a request, and then allows individuals to work on their own. Occasional monitoring helps the manager stay informed and ensures that people have the necessary resources. The delegating style requires the manager to be willing to allow others to set their own pace for accomplishing the assignment. The manager, primarily ensures that interference of disruptions beyond the subordinate’s control do not occur.
The delegating style is the least interactive of the supervisory styles, conveying the attitude that this person can get the job done without active direction or follow-up. There may be little day to day interactions, and those that occur tend to be on a factual, straightforward level. The manager acknowledges the expertise of individuals by consulting with them on relevant problems, and by including them, when appropriate, in planning and decision making.