EXECUTING THE PLAN

CHRISTINE P. YNOT
 DEFINITION OF EXECUTION

• It is the carrying out of the plan, order or course of action.

• “As a missing link” described in the book DISCIPLINE OF GETTING THINGS DONE
• It is accordingly the main reason
 THE GRID THEORY 5

• MANAGERIAL GRID, now referred to as the Leadership Grid, introduced more than 50 years ago
• Used by many companies around the world
• Place these two types of leaders in a roomful of people.
Combine them with four other leaders who respectively
demonstrate indifference (1,1), a compromising stance (5,5)
prescription and guidance approach (paternalistic), and
exploitation and manipulation style (opportunistic). Without a
9,9 leader who has a high concern for both production and
people in this room and who will attempt to contribute and
commit to unifying the behavior of all these people in the
room, there can be no synergy achieved from this
convergence of people. One can just imagine how their
meeting will proceed. It will be chaos.
1, 9 9, 9

5, 5

1, 1 9, 1
 A SOUND LEADERSHIP STYLE CAN BE APPLIED IN
PRACTICALLY ALL ORGANIZATION SCENARIOS
• When one’s dominant leadership style is sound, this can influence the behavior of team members. The (9,9) sound leadership style can
be applied by making decisions, resolving conflicts, making inquiries, giving feedback, communicating, and confronting issues.
• Let us give an example of how different leaders will behave according to their dominant leadership style using the dimension, conflict
resolution:

• (1,1) Indifferent: He/She will avoid direct conflict or quietly go along

• (9,1) Controlling. He/She will suppress or cut off conflict.
• (1,9) Accommodating: He /She will attempt to divert attention away from conflict by offering encouragement, comfort, and
reassurance.

• (5,5) Status Quo: He/She will prefer to remove himself/herself from direct conflict by taking a neutral position
PATERNALISTIC: He/she will take responsibility for diminishing disagreement in relationships because he/she considers conflict as a sign
of weakness.
OPPORTUNISTIC: He/she will manipulate conflict to further personal ambitions or gain something

(9,9) Sound: He/she will explore disagreements and conflicts openly in order to surface underlying causes that are barriers to
effectiveness. He/she will encourage team members to work through differences in a constructive way to ensure effective resolution.
WHICH LEADERSHIP STYLE IS YOUR PREFERRED STYLE?
 THE DYNAMICS OF TEAMWORK
• (GO BACK TO THE GRID)
• HOW IS IT DONE?

By building a strong team where each team member

discovers and acknowledges what dominant
leadership style he/she has and how his/her style
affects his/her team. How does the team resolve
conflicts? How does it make sound decisions? How
does it turn failure into success? There are just some
questions that individuals, teams, and organizations
 WHAT IS YOUR THOUGHT ABOUT THIS?

•IF THE RATE OF CHANGE INSIDE THE

ORGANIZATION IS NOT AS FAST AS THE RATE
OF CHANGE OUTSIDE, THEN THE END IS NEAR.
- JECK WELCH
 10 – MINUTE SEATWORK
• TRUE OR FALSE
1. Planning is the carrying out of plan, order, or course of action.
2. The executioner is the type of a leader who implements but his/her
actions are not backed up by planning.
3. Staffing is a management function that determines the structure and
allocation of jobs.
4. Theory X says that “the average human being has inherently dislike
of work and will avoid it, if possible.”
5. Pay, interpersonal relations, supervision, among others, are motivation
factors.
MANAGING PEOPLE
CHRISTINE P. YNOT
 GROUPINGS

“I view HR’s role as being a strategic business

partner. There is also one role of HR which I find
very important. It is being to solve organization
concerns which cannot be solved by line
managers”
– CEO RAMAGOPAL RAO, FUJI XEROX
A. DEFINITION OF HUMAN
RESOURCE MANAGEMENT
HRM
• (or simply HR) is a function that involves the management of people.
• Objective : to ensure that people’s performance is optimized
• It is the responsibility of every manager to ensure that the people are
competent, committed, and engaged.

•What will happened if they are like this?

They are able to contribute more effectively and

efficiently to the achievement of the organization’s
business objectives.
GROUPINGS
B. ORIGIN OF HR
C. THE HR FRAMEWORK 2
 Career Organization Design
Development

Performance
Development
Workforce Planning

Employee
Relations
Recruitment/Selection
/Placement

Learning and Rewards and

Development Recognition
C. HUMAN RESOURCE
DEVELOPMENT (HRD)
C. HUMAN RESOURCE
MANAGEMENT (HRM)
 F. EMPLOYEE LIFE CYCLE 5
RECRUIT, SELECT,
ORIENTATION

DISENGAGEMENT SETTING - IN

COMPETENT
MONOTONY PERFORMANCE
G. WHY IS MODERN PEOPLE MANAGEMENT MORE
CRITICAL AT THE PRESENT TIME
H. DAVE ULRICH FRAMEWORK ON STRATEGIC HR
a. To learn to understand the different aspects of people management.
b. To appreciate the connection between people focused and system – based
interventions
c. To gain knowledge of the evolution of people management, dating back from
its humble beginnings
d. To understand how functional areas are linked with every aspect of the
employee life cycle
e. To appreciate the significance of people management programs and initiatives
as they affect every aspect of the employee life cycle
f. To be cognizant of how people managers play a critical and strategic role in
helping CEOs grow the business
g. To be aware of the challenges of strategic HR with examples of strategic HR
work and initiatives
 DEFINITION OF HUMAN RESOURCE MANAGEMENT

• HUMAN RESOURCE MANAGEMENT (or simply HR) is a

function that involves the management of people.

What is the objective of the HR function?

To ensure that people’s performance is optimized. It is the responsibility
of every manager to ensure that are competent, committed, and
engaged. If they are, they are able to contribute more effectively and
efficiently to the achievement of the organization’s business objectives.
 THE ORIGIN OF HR

• HR has metamorphosed from its humble beginnings dating back 1920 which is believed to be the
year the HR function was born with the publication of the first discipline’s textbook title,
“PERSONNEL ADMINISTRATION”