This presentation is designed to teach principles and processes associated with delegating tasks and managing organizational conflict. It underpins a two-hour workshop that is part of Pitt’s University Library System (ULS) Leadership Program. The workshop exercises reinforce the skills of delegating tasks and managing conflicts contextually, using a variety of approaches.
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Team Cohesion" and will show you how to build cohesive teams that have strong ties.
" United we lead and Divided we fall...". This presentation teaches you the basic essence of Team Building, why it is Important and how can we make a strong and effective Team.
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Team Cohesion" and will show you how to build cohesive teams that have strong ties.
" United we lead and Divided we fall...". This presentation teaches you the basic essence of Team Building, why it is Important and how can we make a strong and effective Team.
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
This is about supervisory skills and particularly dealing with the critical aspect of Coaching & Mentoring. Why there is a need of Coaching? Why every super star needs a Coach? Where a Coach can lead U to....? Feel free to contact me for field force effectiveness. GMT+5
Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development".
I am sure you are aware the never before in the history of the work place has the concept of team work been more crucial to the operations of successful organizations. We are seeing unprecedented economic pressure, global competition, and a constant stream of negative news that we are all barely holding on. It reminds me of a story I heard where a gentleman was hiking ….tell joke. I know we all wonder is someone else up there and many of us are like the hiker barely holding on. Well today we are going to talk about why the number one reason teams are successful, we will discuss knowing your team, the 4C’s of ever successful team, a few attributes that all team must have, and finally some general tips to motivate and reward you team or organization.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
This is about supervisory skills and particularly dealing with the critical aspect of Coaching & Mentoring. Why there is a need of Coaching? Why every super star needs a Coach? Where a Coach can lead U to....? Feel free to contact me for field force effectiveness. GMT+5
Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development".
I am sure you are aware the never before in the history of the work place has the concept of team work been more crucial to the operations of successful organizations. We are seeing unprecedented economic pressure, global competition, and a constant stream of negative news that we are all barely holding on. It reminds me of a story I heard where a gentleman was hiking ….tell joke. I know we all wonder is someone else up there and many of us are like the hiker barely holding on. Well today we are going to talk about why the number one reason teams are successful, we will discuss knowing your team, the 4C’s of ever successful team, a few attributes that all team must have, and finally some general tips to motivate and reward you team or organization.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Delegation PowerPoint PPT Content Modern SampleAndrew Schwartz
128 slides include: the common objectives for delegation, overcoming barriers to delegating, top 5 reasons to delegate, types of questions to ask before delegating, effective delegation checklist, 6 steps for effective delegation, and appropriate tasks for delegation, 9 delegation opportunities, crisis delegation, tips for delegating to experts, bosses, and associates, 5 ingredients of communicating successfully, personal and organizational benefits, how to's plus more.
This seminar introduces the concepts, application, practice and strategies involved in determining the urgent need for business to operate through sustainable practices. In addition, it addresses ethical issues in a way that upholds and enhances the triple bottom line of a company: People, Planet, and Profit.
Addition, this seminar introduces the students to concepts in business ethics and how it influences the topic of sustainability. The seminar teaches practical solutions on how to embed sustainability within the business operations. Students will come away from the course understanding what embedded sustainability is and how to drive proactive solutions that bring social innovation to the forefront of the business as a key strategy for future business success.
Leadership is the ability to influence people with your thoughts and ideas. It helps attain the goals of an organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
I created this document to help leaders in a large organization improve collaboration skills. You can update/modify as needed and adapt it for your audience. Source material is noted on the title page.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
If you are to help other people to be useful in meetings, first you have to be sorted in yourself, Part of a Workshop Facilitation module on MSc Agile Software Development
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
Stephanie Cooper - Genuine Curiosity - Conversations for ChangeAgileNZ Conference
People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
This was a test guide I prepared for one of my classes (COMM 265G) Principles of Communication at NMSU-A. The instructor was Prof. Jim Gallagher Ph. D.
Project Management in Libraries for UCLA IS 410Karen S Calhoun
A 3-hour class introducing project management in libraries, prepared and presented at the invitation of Dr. Beverly Lynch for her 3-credit graduate course "Management Theory and Practice for Information Professional," IS 410 in the UCLA Department of Information Studies.
The evolution of digital libraries as socio-technical systemsKaren S Calhoun
Introduces and orients participants to digital libraries as socio-technical systems--that is, systems based on the interplay of technology, information, and people. The objective is to expose thematic connections between digital library infrastructure, cultural heritage and scholarly collections, social forces, and online community building. Key challenges of the current environment include interoperability, community engagement, intellectual property rights, and sustainability. Invited presentation for the Nimitiz Library staff, US Naval Academy.
Explores how library collections have been, are and will be built in the context of changing information-seeking behavior, changes in the nature of collections, the social web, and new enabling technology.
A detailed briefing on the current position of the library catalog and its prospects in the age of internet discovery and changing preferences for information seeking. Based on the speaker's extensive research and writings abou the catalog and metadata at Cornell University Library and for the Library of Congress. Prepared for the "New Age of Discovery" Institute sponsored by ASERL and hosted by Auburn University Libraries. Presented July 19, 2007. Includes speaker notes.
Leading from the Middle: Rationale and Impact of Pitt's ProgramKaren S Calhoun
One of three panel presentations at "Leadership Development in Action: Changing Lives, Changing Libraries," delivered March 27, 2015 at the ACRL National Conference in Portland OR, this session describes the motivation, learning objectives, curriculum, and evaluation of a leadership development program for the University Library System at the University of Pittsburgh
Engaging Your Community Through Cultural Heritage Digital Libraries Karen S Calhoun
Based on the book Exploring Digital Libraries, this ALA Techsource webinar examines cultural heritage collections in the context of the social web and online communities. Calhoun and Brenner explore the possibilities and provide examples of digital libraries' shift toward social platforms, along the way discussing how to increase discoverability and community engagement, for instance through crowdsourcing.
Networking Repositories, Optimizing Impact: Georgia Knowledge Repository MeetingKaren S Calhoun
Prepared as the keynote for the Georgia Knowledge Repository's annual meeting, this presentation discusses why repositories are important, the challenges they face, and solutions or opportunities for networking repositories and optimizing their impact for local, regional and global communities.
Supporting Digital Scholarship: From Collections to CommunitiesKaren S Calhoun
A webinar presented by Aaron Brenner and Karen Calhoun for ALA TechSource based on Calhoun's book Exploring Digital Libraries (ALA Neal-Schuman, 2014).
Rethinking Library Cooperatives: Prepared for the Program for Cooperative Cat...Karen S Calhoun
In the context of current initiatives around linked data and cloud-based service frameworks, the presentation invites exploration of future directions that library cooperatives might take to significantly improve the visibility and recognition of library collections on the web.
Exploring Digital Libraries: Chapter by Chapter Summary by Facet PublishingKaren S Calhoun
From Facet Publishing, on the new book by Karen Calhoun. From book cover: "thought-provoking and practical, [the text] not only weaves an enormous amount of content into a manageable resource for teaching and learning, but also covers new topics in the field, including digital library roles on the social web and in libraries' digital future."
Teambuilding Workshop - ULS Leadership ProgramKaren S Calhoun
This presentation is designed to help leaders understand why to use teams and how to lead and work with them. Includes sections on kickoff meetings, team size, dealing with issues of trust, establishing norms and getting people to participate. This is one of the workshops in Pitt’s University Library System (ULS) Leadership Program.
ULS Leadership Program: Presentations WorkshopKaren S Calhoun
Considers a whole brain model for enhancing creativity and how the model applies to designing and giving presentations. Explores and provides opportunities to practice ideas and techniques for presenting effectively and more creatively. Includes list of sources.
Effective Meetings Workshop: ULS Leadership programKaren S Calhoun
One of a series of workshops prepared for the University Library System (ULS) Leadership Program at the University of Pittsburgh. Covers how to make meetings more productive and deal with common problems, for example, getting people to participate and managing dysfunctional behaviors.
An interactive workshop on the changing academic library, from endings to new beginnings. Prepared at the invitation of the Associated College Libraries of Central Pennsylvania, the workshop covers how budgets, staffing, and shifts in information-seeking behaviors and preferences are driving change in collections and services. The workshop concludes with a consideration of opportunities for innovation to add value and advance the missions of the colleges and universities that libraries serve.
Developing new services in library organizationsKaren S Calhoun
A workshop for a library and information science class on management. Includes sections on innovation and new service development in libraries; project initiation and management; teamwork and leadership; and project politics.
Workshop on Project Management and Teamwork for ULSKaren S Calhoun
A workshop for task force members of the Pitt University Library System (ULS). Includes sections on project initiation, design teams, environmental scanning and stakeholder evaluation, the Future Search methodology, the use of SharePoint for collaboration, and strategic option analysis.
From Ideas to Innovation: Powering Up for ChangeKaren S Calhoun
Presented at the December 2011 PALCI Member Meeting in Harrisburg PA. Calhoun describes her new role at the University of Pittsburgh Library as AUL for Organizational Development; the nature of and necessary conditions for transformational change; and the challenges of the the change cycle.
Rethinking Our Jobs: Toward a New Kind of Academic Library Karen S Calhoun
Invited presentation for Library Staff Day at Duquesne University, 3 January 2012. Makes a case for change in academic libraries; recommends changes and a process for enabling change. Cites a 2011 Education Advisory Board report and other evidence to support new strategies and new types of jobs for librarians and staff.
Library Process Redesign: Renewing Services, Changing Workflows Karen S Calhoun
Invited presentation for Cambridge University Library, 10 February 2011. Reviews trends in research library collections including e-resources and special collections; discusses principles and practice of library process redesign to free up time for new initiatives.
Time Management Workshop - ULS Leadership ProgramKaren S Calhoun
Prepared as a component of the Pitt University Library System's Leadership Development Program, a year-long set of learning activities to strengthen ULS leadership capacity for achieving strategic initiatives, managing projects, and working in teams across organizational boundaries.
Delegation and Conflict Management: A Mini-Workshop
1. ULS Leadership Program
Karen Calhoun
5 February 2013
This work is licensed under a
Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
2. Outcomes – Understanding and
Paths to Personal Mastery
1. Understand the principles and process of delegating
tasks
2. Be able to delegate tasks at a variety of levels (1-6)
3. Understand the positive side of conflict and keys to
successfully managing it
4. Be able to apply conflict management skills using a
variety of styles
2
3. Agenda Topic Time
Arrival 1:00-1:05 pm
Delegation 1:05-1:20 pm
Personal delegation profile (exercise) 1:20-1:30 pm
Practice delegating a task (exercise) 1:30-1:45 pm
Short break 1:45-1:50 pm
Conflict management in organizations 1:50-2:10 pm
Conflict management styles and cases 2:10-2:35 pm
(exercise)
Case study - reporting and discussion 2:35-2:50 pm
Close and get on shuttle 2:50-3:00 pm
3
4. You, without
delegation
Naples Archaeological Museum Picture:
Sculpture of Atlas with Farnese Globe on his shoulders
CC BY SA: http://en.wikipedia.org/wiki/File:Atlas_(Farnese_Globe).jpg
4
5. Am I Willing to …
Invest my time in delegating?
Invest my time in following up and communicating?
Model the behaviors that the organization needs?
Actively managing projects?
Distributing responsibility and accountability?
Being specific about expected results?
Helping people get involved, learn and work together?
Providing feedback, support and constructive criticism?
Promoting honest communication on problems and
progress?
5
6. Principles of Delegation
Select the right person Agree on level of
Delegate the good and authority, what is to be
the bad delivered, when, who
Take the time you need else involved, what help
is needed
If you have been under-
Don’t hover, do support
delegating, don’t try to
transfer everything Coach (if needed)
overnight Establish steps and
Delegate in advance! checkpoints
Delegate for specific
results
6
7. Your Roles as Chair or Team Leader
+ Delegator:
Be specific – who,
what, when, how?
Chair
+ Sometimes:
Recorder – if you
can’t recruit one
Organizer Facilitator
7
8. Delegation = An Interaction Between a Project
Manager and Team Member
Delegation checklist:
Describe the work package Define any parameters or
(task) and expected results constraints
(deliverable) Explain how much feedback you
Pass on information needed to expect and when
get started Spell out how much authority is
Say if others will be involved and being delegated
their roles Communicate who is taking the
Ask for input on duration and lead on this work package (if
availability; reach agreement multiple people are working on
Ask if training or help is needed it)
8
9. Six Levels of Delegation
1 Look into the situation. Get the facts and report back. I’ll decide what to
do.
2 Identify the issues, propose alternative actions, and list the pros and cons of
each. Recommend one for my approval.
3 Examine the issues. Let me know what you intend to do but don’t take
action until you check with me.
4 Take responsibility for this action. Let me know what you intend to do and
then do it unless I say not to.
5 Take action on this matter and let me know what you did.
6 Take action. No further contact with me is necessary.
9
10. Personal Delegation Profile
(Individual Exercise) – 10 minutes
A. Things I Have B. Things I Could C. Things I Am D. Things I
Already Delegate Uncertain About Cannot Delegate
Delegated Delegating
Instructions:
1. Think about your objectives and tasks (at work and/or at home).
2. Fill out the form above, paying particular attention to “things I could delegate”
3. Choose one task from column B for the next exercise. 10
11. Designing a Delegation (Pairs
Exercise)
Work in pairs – 10 minutes (5 minutes each person)
As a pair, take a minute to glance quickly through
slides 6 to 9 and summarize key points
In turns, and for the task you chose to delegate in the
previous exercise, work with your partner to:
Choose the level of delegation and
Design the delegation of the task (using the delegation
checklist)
Report out as a pair: describe what you learned from
the exercise (max 1-2 minutes each pair )
11
12. Take a Bow and a Short Break!
By: Stoli151. CC BY NC ND
http://www.flickr.com/photos/52441769@N02/4947073937/ 12
13. What is
conflict?
“A struggle
between at
least two
parties who
perceive they
have
incompatible
goals.”
Image: from the Cornell University Collection of Political Americana
1864. No known copyright restrictions
http://hdl.handle.net/1813.001/5z90
13
14. Conflict Can Have a Positive Side (If
Managed)
Increased ability to learn and grow
More information and communication
More group cohesion
Better decisions
More buy-in
Getting unstuck (out of the box thinking)
14
15. Keys to Successful Conflict
Management
Know your own
habitual thinking
patterns (style)
Understand others’
habitual thinking
patterns (styles)
Be able to use different
conflict management
styles
15
16. Styles for Handling Conflict
CONCERN FOR SELF
CONCERN FOR OTHERS
High Low
Collaborating Accommodating
High
(Integrating) (Obliging)
Compromising
Competing
Avoiding
Low
(Dominating)
Sources consulted: Thomas, K. W. and Kilman, R. H. 1974. Thomas-Kilmann Conflict Mode Instrument. Xicom .
Rahim, M. A. 1986. Managing Conflict in Organizations. Praeger.
16
17. Thomas-Kilman Conflict Mode Instrument
Self-assessment
You are not “stuck” with one style!
All styles have their uses
See handouts (4)
Competing/Dominating
Collaborating/Integrating
Compromising
Avoiding
Accommodating/Obliging
17
18. Spontaneous or Nonspontaneous?
Spontaneous – when people are exploding with
emotion or rigidly stubborn and an immediate
response is needed
Non-spontaneous – when you have time to think about
the best way to approach the conflict
18
19. Some Conflict Management Skills
Attending, active listening, valuing the person (showing
interest and concern, paraphrasing, appreciating feelings)
Questioning – try to understand person’s viewpoint and
position, ascertain, verify, clarify facts and perspectives
(esp. perceived differences)
Disagreeing, confronting, contracting: one technique:
I know ___ (give benefit of doubt) and I appreciate ___ (value
person), but I feel ___ (your own feeling) when ___ (situation
or behavior) and I would like ___ (desired results). How do
you feel about this ____? Let’s deal with it now.
19
20. Using Different Styles for Managing
Conflict (Exercise)
Work alone and in pairs – 25 minutes
Case assignment (see handout of cases)
Working alone, review the Rahim table and pages 10-14 of
the Thomas-Kilman handout( “uses” sections under each
style (5 minutes)
Working alone, use the Rahim and Thomas-Kilman
handouts and the “worksheet,” to analyze your assigned
case (10 minutes)
Working as a pair, prepare to report out: what did you
decide about which styles to use for your cases? What did
you learn from the exercise? (10 minutes)
20
21. Closing – What Have You Learned Today About
Delegation and Conflict Management?
Answer this question:
What have you learned today that you will use tomorrow
or before the end of the week? How will you use it?
How will you evaluate your progress over the next six
weeks or so?
21
22. Thanks for
coming!
Please don’t
forget to fill out
the evaluation
form in
SurveyMonkey!
Photo: Cover of Puck magazine, Feb. 8, 1911. From drawing by Frank Nankivell
Repository: Library of Congress, Prints and Photographs Division
hdl.loc.gov/loc.pnp/pp.print
Rights Info: No known restrictions on publication.
22