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Directing in a Cooperative


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For the Board of Director of a Cooperative

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Directing in a Cooperative

  1. 1. Directing Prepared by Jo B. Bitonio Presenter/Discussant Directing
  2. 2. Directing Leading Influencing Actuating Motivating Inducing Delegating Directing
  3. 3. <ul><li>is the art of inducing others to cooperate toward achieving a common goal. It is exercised over the members in such a way as to obtain their confidence, cooperation, participation, respect and loyalty at all times. </li></ul>Directing Directing
  4. 4. <ul><li>is leading people in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. </li></ul>Directing Directing
  5. 5. <ul><li>Conceptual Skills </li></ul><ul><li>Problem Solving Skills </li></ul><ul><li>Decision Making Skills </li></ul><ul><li>Technical Skills </li></ul><ul><li>Time Management </li></ul><ul><li>Conflict Management </li></ul>Directing <ul><li>Interpersonal skills </li></ul><ul><li>Motivation Skills </li></ul><ul><li>4Cs (Command, Control Collaboration, </li></ul><ul><li>Communication) </li></ul>People Challenge Work Challenge Directing
  6. 6. <ul><li>People Challenge </li></ul><ul><li>Interpersonal skills </li></ul><ul><li>Motivation Skills </li></ul><ul><li>4Cs (Command, Control, </li></ul><ul><li>Collaboration, </li></ul><ul><li>Communication) </li></ul>Directing
  7. 7. <ul><li>one of the most important skills to learn is the ability to motivate people. A leader should have skill in “how to get along with others” </li></ul><ul><li>Treat others as you would like to be treated </li></ul><ul><li>Respect is the cornerstone of all our intentions in getting along with people </li></ul><ul><li>Flexibility to workforce diversity </li></ul>Interpersonal skills . Directing
  8. 8. <ul><li>Sensitivity. Conflict can be avoided when workers are sensitive and respectful of the numerous differences among them. </li></ul><ul><li>Helping others to adjust and fit in </li></ul><ul><li>Cooperation </li></ul><ul><li>Having a good attitude reflects that you care about others on your work team. Co-workers are usually more willing to accept a person who has a good attitude. </li></ul>Directing
  9. 9. <ul><li>The increased use of human relations skills will lead to a much higher quality of life and a more pleasant work environment with less strife or conflict. When people are getting along well with one another a workplace can increase productivity, with fewer errors, and having a positive feeling of team spirit and lower employee turnover. </li></ul>Directing
  10. 10. Motivation Skill SELF MOTIVATION . First be motivated yourself and demonstrate that energy to others through your positive goal oriented actions. Being motivated yourself attracts others with similar attitude. Because of your action other people are motivated to join in (positive contamination) Finding the Spark do I just need a moment to recharge? Directing
  11. 11. <ul><li>The key to motivation is INVOLVEMENT . Make everyone feel part of the team. Everybody is an important players. Teamwork leads to extraordinary performance, the better the workplace, the better a workplace team performs, the better the manager looks and the better off the cooperative will be. </li></ul>Directing
  12. 12. <ul><li>Publicly acknowledge your APPRECIATION for those individuals and groups who have done a good deed or exhibited an exemplary attitude </li></ul>Directing
  13. 13. <ul><li>Are your people motivated </li></ul><ul><li>Let O U T C O M E S speak for themselves </li></ul>Directing
  14. 14. <ul><li>1. Command </li></ul>Sail the 4Cs <ul><li>Good governance is good government </li></ul><ul><li>Autocratic governance vs. democratic governance </li></ul><ul><li>Governance is values-based </li></ul><ul><li>Put values first. Business should not be all </li></ul><ul><li>numbers. Achieving numbers becomes easier </li></ul><ul><li>when people share a common vision and a set of </li></ul><ul><li>values. </li></ul><ul><li>Governance is based on behavioral. Lead by </li></ul><ul><li>energizing others. Genuine leadership is the </li></ul><ul><li>ability to spark others to extraordinary </li></ul><ul><li>performance, not intimidation . </li></ul>Directing
  15. 15. <ul><li>2. Controlling . Maintaining standards and guiding the organization to its objective. </li></ul><ul><li>Why the emphasis on control? Reasons? </li></ul><ul><li>Provides information to help solve recurring problems </li></ul><ul><li>Gives feedback to the planning process </li></ul><ul><li>Help to chart or monitor all progresses </li></ul><ul><li>It allows predictions and trends forecasting </li></ul><ul><li>Alerts the board for unauthorized actions within the cooperative </li></ul>Sail the 4Cs Directing
  16. 16. <ul><li>Evaluate results. Analyze your facts. There are challenges you need to overcome in every stage of the business and how best to prepare for the next stage of growth </li></ul><ul><li>Taking corrective actions. Correct unfavorable deviations. Implement appropriate actions or steps </li></ul>Directing
  17. 17. <ul><li>Give team members CONTROL. People </li></ul><ul><li>respond in astounding ways when they </li></ul><ul><li>are given even a little control over work </li></ul><ul><li>they do. </li></ul><ul><li>Control but do not over control </li></ul><ul><li>  </li></ul>Directing
  18. 18. Types of Leadership Directing
  19. 19. <ul><li>Leader makes decisions and announces it </li></ul><ul><li>Leaders presents decisions and sells it to </li></ul><ul><li>members </li></ul><ul><li>Leaders announces decisions with no </li></ul><ul><li>feelings or responsibility or accountability </li></ul><ul><li>to share the reasons </li></ul><ul><li>Leader announces his decisions and </li></ul><ul><li>shares the reasons behind it. </li></ul>Authoritarian (Survival) Directing
  20. 20. <ul><li>Leader presents tentative decision subject to change </li></ul><ul><li>Leader presents situation, gets inputs, makes decision </li></ul><ul><li>Leader calls on member to make decision, but holds to veto </li></ul><ul><li>Leader announces his/her tentative decision and announces that he/she is open to question or clarification and discussion (Dialogue with willingness to change decision if necessary) </li></ul>Consultative (Security) Directing
  21. 21. <ul><li>Leader identifies situation or problem and moves into facilitating role to surface assumptions and suggestions, then moves out of facilitating role and makes decision. </li></ul><ul><li>Leader calls on group to identify situation and limitations, explore and make decision contingent on leader’s veto power. </li></ul>Consultative (Security) Directing
  22. 22. <ul><li>Leader defines limits, calls on member to make decision </li></ul><ul><li>Leader calls on members to identify limits, explore situation, make decision </li></ul><ul><li>Leader shares any givens (e.g. funds available, time parameters, etc) and facilitates a decision by members on basis of limitations </li></ul><ul><li>Leader maintains a facilitating role allowing members to identify situation or problem, identify limits, explore and make decisions </li></ul>Enabling (Participation) Directing
  23. 23. <ul><li>If the aim of a program is to help people develop maturity and responsibility, participating in making their own decisions, the Enabling style of leadership is essential </li></ul><ul><li>Management means helping people to get the best out of themselves . </li></ul><ul><li>People will on the other hand generally improve their performance if empowered to develop their own strategic capability and responsibility within the organization </li></ul>Directing
  24. 24. A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include: 1. Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee Directing
  25. 25. 2. Using a participative style with a team of workers who know their job. The leader knows the problem well, but he wants to create a team where the employees take ownership of the project. The employees know their jobs and want to become part of the team. The situation allows time. Directing
  26. 26. <ul><li>3. Using a delegative style with a worker who knows more about the job than you. You cannot do everything! The employee needs to take ownership of her job. Also, the situation might call for you to be at other places doing other things. </li></ul>Directing
  27. 27. <ul><li>Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian ). </li></ul><ul><li>Asking for their ideas and input on creating a new procedure (participative). </li></ul><ul><li>Delegating tasks in order to implement the new procedure (delegative). </li></ul>Using all three: Directing
  28. 28. Directing
  29. 29. <ul><li>A manager makes a decision and tells the group what to do. </li></ul><ul><li>A manager makes a decision and sells it to the group. </li></ul><ul><li>A manager makes a decision and invites questions. </li></ul><ul><li>A manager announces draft decision, consults and decides </li></ul><ul><li>A manager explains a problem, invites ideas then decides. </li></ul><ul><li>A manager explains a problem, the group decides . </li></ul><ul><li>The group identifies the problem and decides. </li></ul>A spectrum of involvement of employees in decision making Directing
  30. 30. Likert's 'Systems' of Management System 1 Exploitive authoritative Based on centralized commands, no communication and the use of threats and coercion to ensure compliance System 2 Benevolent authoritative Little communication, uses financial 'carrot' rather than 'stick'. System 3 Consultative. Some trust and involvement, decisions are still centralized but take employees views into account System 4 Participative Complete trust, employees involved in goal setting, substantial communication and teamwork. Directing
  31. 31. Are your people overmanaged or underled? management issues or leadership issues ? Directing
  32. 32. <ul><li>The Board of Directors should encourage good coordination at all levels of the cooperative </li></ul><ul><li>Synchronizing the various elements of coordination. Coordination includes moving up, down or across the organization. </li></ul>Sail the 4Cs 3. Coordinating Directing
  33. 33. <ul><li>The best way to cultivate better relationship at the coop is COMMUNICATION & COMMUNICATING it clearly With details & instruction Not presumed or presupposed </li></ul>Sail the 4Cs 4. Communication & Communicating Directing
  34. 34. <ul><li>Be sure that the information are understood, supervised and accomplished </li></ul><ul><li>The leader should give clear and concise information that can be understood. A leader should supervise staff in accomplishing the tasks assigned to them. </li></ul>Directing
  35. 35. <ul><ul><li>Keep your members informed – A member who is well informed is more effective in his/her job than one who is uninformed. A leader should give members every information necessary to guide them in their job or task. Everyone likes to know what is happening. </li></ul></ul>Directing
  36. 36. <ul><li>Let employees know what you expect from them. Do not assume that they know. Tell them.   </li></ul><ul><li>Give employees start to finish responsibility. Do not fragment responsibilities. Doing little pies of work does not turn people on. </li></ul>Directing
  37. 37. <ul><li>Give team members feedback. People want to know how they are doing. </li></ul><ul><li>Make team members champions. Make them feel good about themselves. Make them feel good about it, show that you believe in their work is important, that you are excited about it, and that you are confident they will do a great job </li></ul>Directing
  38. 38. <ul><li>Develop platforms of communication </li></ul><ul><li>Control communication killers </li></ul><ul><li>Encourage honesty and transparency in conversation/discussion </li></ul><ul><li>Adopt a positive communication style </li></ul><ul><li>Build Relationship & Start Now </li></ul>Handy Tips to Communicate Directing
  39. 39. Communication Style Ref. CUDCC Result of Communication Process Direction- It takes people Effect on Recipient Retaliation Destroys + communication Against each other Degrading Domination Destroys open communication Over each other Intimidating Isolation Destroys hope of communication Away Frustrating Cooperation Develops + & open communication With each other Encouraging Directing
  40. 40. <ul><li>Work Challenge </li></ul><ul><li>Conceptual Skills </li></ul><ul><li>Problem Solving Skills </li></ul><ul><li>Decision Making Skills </li></ul><ul><li>Technical Skills </li></ul><ul><li>Time Management </li></ul><ul><li>Conflict Management </li></ul>Directing
  41. 41. Conceptual skills A concept is a tiny form or idea within the intellectual stratum of the mind. It is a container of information. <ul><li>Creation Phase: </li></ul><ul><li>Establish positive thinking </li></ul><ul><li>Develop creative ideas </li></ul><ul><li>Combine </li></ul><ul><li>Refine </li></ul><ul><li>Re-arrange </li></ul><ul><li>Simplify </li></ul>Directing
  42. 42. Problem Solving Skills <ul><li>Prevention Principle </li></ul><ul><ul><li>Solve problem @ the source. Live by the 1 – 10 – 100 rule </li></ul></ul><ul><li>Practice Principle </li></ul>Directing
  43. 43. <ul><li>1 – 10 – 100 Rule </li></ul>If problem is not fixed when it occurs it will become costlier to fix later – money and time Prevent Problem Fix Problem Before it Reaches Customer Fix Problem After it Goes to Customer 100 10 1 Cost Directing
  44. 44. Decision making is making a choice in achieving a goal. Making the best choices consistently is the key to success in life. Making decisions can be tough, so avoiding decisions may seem easier at times. Making your own decisions is the only way to take charge of your life. No one makes the right decision every time, but by developing your decision-making skills, you can increase your success rate! Decision Making Skills Directing
  45. 45. <ul><li>Development of your technical skills as an integral part of your personal development </li></ul><ul><li>Strong technical skills can save you time and increase income </li></ul>Technical Skills Directing
  46. 46. <ul><li>Building on Stephen Covey's work, we will learn about putting first things first, and take a close look at our First Things. Focus will be on relationships and results, as we examine the roles we play in our work and in our life and their relative importance and urgency. </li></ul>Managing Time Directing
  47. 47. <ul><li>Don’t kill time; time is gold, time is too short, devote time to collaborate, socialize, </li></ul><ul><li>Devote time to continuously improve self, hone skills and develop related skills </li></ul><ul><li>Don’t squander your most important personnel resources : “time, treasure and thought (3Ts) </li></ul>Directing
  48. 48. <ul><li>Associate Wisely - It is human nature to adapt to ones surroundings, so make sure those around you are a good influence. Surround yourself with individuals who are geared for success and who manage their time well. </li></ul>Directing
  49. 49. <ul><li>Create a timeline at the start of your day. Then establish definitive goals, benchmarks, and measurements as your day moves along. This will assist in developing good habits and patterns. </li></ul>Directing
  50. 50. <ul><li>Make timely & sound Decisions – The ability to make rapid appraisal of the situation, arrive a sound decision and announce decision in the correct form of order at the proper time is essential to a leader. For any situation that may arise the leader should be able to act logically. </li></ul>Directing
  51. 51. Restoring enthusiasm in your employees has nothing to do with management and there’s no hard rule on how to maintain a project’s momentum. If you are not recognizing these moments , which happens daily in a dynamic organization, your people are underled . Directing
  52. 52. Effective leaders are not tolerant of a lot of half baked projects as part of the cost of doing business. They are attuned to every shifting momentum of a project. If there’s a setback, they don’t wait for their employees to correct it. They see the dangerous moment and find a way to rally the troops to overcome it. Directing
  53. 53. <ul><li>Everyday is an important day, every second, is a growth of opportunity to deepen your character. </li></ul><ul><li>Don’t be a time waster Avoid: someday, one day, if, tomorrow, in the future, next time, bahala na, saka na, may bukas pa. If you often use these words in your life then you are habitually wasting your time </li></ul>Directing
  54. 54. <ul><li>Conflict in the workplace is a painful reality.  </li></ul><ul><li>The goal is to recognize friction and tension and deal with it before it escalates into a major problem.  One point is clear--conflict does not magically go away if ignored </li></ul><ul><li>Conflict is a part of most every interpersonal relationship. Managing conflict, then, is important if the relationship is to be long-lasting and rewarding. </li></ul>Directing
  55. 55. <ul><li>Managers who exhibit favoritism toward one or more employees set themselves up for problems with the “non-favored.”  </li></ul><ul><li>Employees who find ways to appear busy while doing nothing can easily create dissatisfaction among the rest of the department.   </li></ul><ul><li>Conflict may develop when an employee did not fully understand the job responsibilities, receives an unsatisfactory job evaluation.  </li></ul>Do you have people in your office that dislike each other?  Do they cause problems for everyone else?  Directing
  56. 56. <ul><li>    A manager may not feel it necessary to intervene when a minor exchange of words occurs between employees--unless such an incident becomes a daily occurrence and expands beyond the employees initially involved.  </li></ul><ul><li>a situation where one employee threatens another requires immediate action.  When handling conflict, some basic guidelines apply. </li></ul>What type of conflict requires intervention?   And to what degree? Anything that disrupts the office or poses a threat to other employees needs addressing . The degree to which you tolerate a situation before intervention may vary . Directing
  57. 57. <ul><li>When handling conflict, some basic guidelines apply: </li></ul><ul><li>Dissect issues personal and professional </li></ul><ul><li>Solve first professional issues, e.g. workload, workflow </li></ul><ul><li>Solve second personal issues, empathize, feedback resolve where possible </li></ul>Personal vs. Professional Directing
  58. 58. <ul><li>Act decisively .  Once you have taken time to gather information, talked to all the parties involved, and reviewed all the circumstances, make your decision and act.  </li></ul><ul><li>Leaving the matter in limbo can damage your employees’ perception of you as an effective manager.   They may view you as either too weak, too uncaring, or both, to handle the problem.   The employees may not all agree with your decision, but at least they will know where matters stand </li></ul>Directing
  59. 59. <ul><li>Manage your stress, anger by: </li></ul><ul><ul><li>Looking for ways to curtail fighting instinct. Anger management program is a good place to start </li></ul></ul><ul><ul><li>Need to create an internal bomb squad that can recognize signs & quickly diffuse tensions/reactions </li></ul></ul><ul><ul><li>Find an outlet that will let you burn your anger. Non violent resolutions are out there </li></ul></ul>Managing Conflict Directing
  60. 60. Be Proactive - Don't blame other people and events for your problems. Instead, be proactive so that it doesn't happen again. &quot;Pity Parties&quot; do not make you more productive because you are too busy pointing the finger at someone (or something) else. Directing
  61. 61. <ul><ul><li>As much as possible avoid people & situations that have a problem for you in the past </li></ul></ul><ul><ul><li>TACT – Ability to deal with others without hurting their feelings. Do not try to resolve conflict by intimidation </li></ul></ul>Directing
  62. 62. <ul><ul><li>As you choose to cool it in the interest of your coop ask yourself TESTOSTERONE or COOP </li></ul></ul>you make the call ! Directing
  63. 63. <ul><li>Looks to the future </li></ul><ul><li>Develops the individual </li></ul><ul><li>Ensures teamwork </li></ul><ul><li>Achieves the task </li></ul><ul><li>Satisfies the Members </li></ul>A Successful Manager: Directing