POA Mgmt


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This presentation was developed to introduce the idea of POA, and how this approach to management appeals to all levels of development and personality types.

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POA Mgmt

  1. 1. P.O.A. Management Strategy Presented by Timothy Barker
  2. 2. “ The task of management is to create an alignment of strengths making our weaknesses irrelevant.” Peter Drucker <ul><li>The challenge to management is that the workforce of today is more diverse than ever before. </li></ul><ul><li>Managers are being asked to respond to this diversity with an increasingly complex range of strategies. </li></ul>
  3. 3. What challenges to effective management can you think of? <ul><li>Cultural differences </li></ul><ul><li>Opposing administrative rules </li></ul><ul><li>Differences in perceived situation </li></ul>
  4. 4. Efforts to manage this diverse work force <ul><li>Understand diverse perspectives </li></ul><ul><li>example: Myers-Briggs, Disc Inventory </li></ul><ul><li>Align efforts of workforce </li></ul><ul><li>example: Management by Objective, performance management systems </li></ul><ul><li>Change strategy based on situation </li></ul><ul><li>example: Situational Leadership </li></ul>
  5. 5. <ul><li>In the previous strategies: </li></ul><ul><li>Organizations ask managers to develop unique approaches for each individual and situation. </li></ul><ul><li>In many cases this creates confusion and frustration. </li></ul><ul><li>It is extremely difficult for a manager to apply the best approach when choosing from a wide range of options. </li></ul>The Problem
  6. 6. <ul><li>A singular approach that can be applied as a baseline, regardless of the individual or situation. </li></ul><ul><li>This strategy, which is appropriate in all situations, will support the development of more complex and fulfilling relationships. </li></ul><ul><li>An individual will only respond positively to management styles which they feel are appropriate to their perception of the situation. </li></ul>The Solution
  7. 7. P.O.A – 3 Essential Factors in Effective Management <ul><li>POLITENESS OPENNESS AUTOCRACY </li></ul><ul><li>Represents a base approach a manager can use when working with a person in any situation. </li></ul><ul><li>Promotes the development of more complex relationships based on the experience of common respect and understanding. </li></ul><ul><li>Reduces conflict resulting from differing perspectives. </li></ul>
  8. 8. Politeness : Friendly, considerate, firm Absent of: disrespectful, negative, harsh <ul><li>Dynamics of Politeness: </li></ul><ul><li>Shows genuine interest </li></ul><ul><li>Adheres to established social norms </li></ul><ul><li>Involvement is appropriate in degree </li></ul><ul><li>Listens without becoming distracted yet can express personal time constraints </li></ul>
  9. 9. Openness : authentic, transparent, available Absent of: closed, withholding, biased <ul><li>Dynamics of Openness: </li></ul><ul><li>Information is accessible and flows freely. </li></ul><ul><li>Accurate and appropriate exchange of information and feelings without fear of exploitation. </li></ul><ul><li>The concerns and needs of all, are listened to without judgment. </li></ul>
  10. 10. Autocracy : decisive, accepting responsibility Absent of: “that’s not my job”, powerlessness <ul><li>Dynamics of Autocracy: </li></ul><ul><li>Takes responsibility </li></ul><ul><li>Puts self on the line </li></ul><ul><li>Sets the baseline and provides direction </li></ul><ul><li>Quick reacting, assertive, and autonomous </li></ul>
  11. 11. The alignment of strengths will only occur through collaboration and respect. <ul><li>POA is easy to understand and communicate. </li></ul><ul><li>These principles support the foundation of strong relationships. </li></ul><ul><li>People in all situations and levels of development will respond positively to these characteristics. </li></ul><ul><li>After establishing a solid foundation, more complex relationships can be formed and developed. </li></ul>
  12. 12. What opportunities or challenges for implementing P.O.A. come to mind?
  13. 13. References <ul><li>Graves, C. W., Madden, Helen T., Madden Lynn P. (1970). The congruent management strategy. http://www.clarewgraves.com/articles.html </li></ul><ul><li>Beck, D. and Cowan, C. (2006). Spiral dynamics: Mastering values, leadership, and change . Blackwell Publishing. </li></ul>