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Dr. Bagus Nurcahyo Program Studi Manajemen Pemasaran Direktorat Program D3 Bisnis & Kewirausahaan
BnR-Peng.Manajemen-Chap-10
Importance of Control
Critical link back to planning No control often sidetracks a good plan Facilitates goal achievement Are objectives being met? If not, WHY not? Makes delegation easier/better Provides feedback on performance of delegated authority Opportunity for delegation over-ride Trust, but verify portion of management BnR-Peng.Manajemen-Chap-10 2
Personality Traits
Developed from inborn tendencies and our environment Nature AND Nurture Six traits impact interpersonal relations and job performance: Extroversion Agreeableness Conscientiousness Emotional Stability (Neuroticism) Openness to Experience Self Monitoring of Behavior- How we are seen BnR-Peng.Manajemen-Chap-10
Gathering Information
Sensation (S) type individuals Prefer routine and order Search for concrete details (Specific and exact) Prefer to work with established facts Intuitive (N) type individuals Overall perspective Big Picture Generalities and approximations Rely on intuition Dislike routine Look for abstract possibilities from info gathered BnR-Peng.Manajemen-Chap-10 7
Evaluating Information
Feeling (F) type individuals: Based on personal, subjective value systems Act on what they believe to be right May adapt to others wishes (Approval) or avoid issues that may cause disagreement Thinking (T) type individuals: Rely on logic and objective considerations Downplay emotion in problem solving and decision-making Logical, rational, impartial
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Perception
Websters: A mental image Physical sensation interpreted in the light of experience Process people use to make sense of their environment XO says: A bias that can affect the way in which we process information Frequently leads to an incorrect deduction
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Why Important?
Plays a powerful role in relationships with superiors, peers, and subordinates You will be judged and often judge others on the perception of intentions and effectiveness Normally based on:
Limited observation Incomplete information
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Aspects of Perception
Fundamental Attribution Error:
Tendency to overestimate the dispositional causes of behavior and downplay the environmental factors
in others behavior
Self-Serving Bias:
Blame external attributions for failure (environment/situation) Internal attributions (Intelligence/charisma) responsible for success BnR-Peng.Manajemen-Chap-10
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Aspects of Perception
Actor/Observer Difference:
People observing an action are much more likely than the actor to make the fundamental attribution error
Self-Fulfilling Prophecy:
Expectations or predictions play a causal role in bringing about the events we predict (Forced
Eventuality/Scenario Fulfillment)
BnR-Peng.Manajemen-Chap-10 14
Non-Verbal Communication
Messages sent through actions and behaviors rather than words Not what you say, but how you say it 75-90% of our info is from non-verbal communication Message behind the message? (Emotion) Physical appearance Facial expressions/Eye contact Body language
Aggressive, defensive, disconnected, relaxed
Proxemics
BnR-Peng.Manajemen-Chap-10 15
Non-Verbal Communication
How important is it? 93% of emotional impact Message breakdown Verbal (Spoken words) Vocal (Pitch, tone, timbre) Body Language
Listening Barriers
Environmental External noise/other stimuli Internal stress/exhaustion/personal issues Physiological Speaking vs. Thinking Rate Ailment loss of hearing/flu
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Listening Barriers
(CONT)
Assertiveness
Stand up for your rights in a way that recognizes the rights of others to do the same. Differs from two other means of dealing with conflict:
Acquiescence Back down easily when challenged Aggression Achieve aims by attacking or hurting others.
Assertiveness achieves aims by direct communication in an open, fair and positive manner.
BnR-Peng.Manajemen-Chap-10 21
Assertiveness
Take responsibility for what you say and do. Be clear about what you want. Speak up for what you need. Learn to say no. Exhibit positive inner dialogue. Be persistent.
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Constructive Feedback
Feedback should be helpful. (Positive or negative) Be specific. Focus on behaviors. Be descriptive. Stick to the facts. Be timely. Be flexible. May have to wait for a better time to give the feedback. Give both positive and negative feedback. Avoid blame and embarrassment.
BnR-Peng.Manajemen-Chap-10 23
Moral Leadership
What is moral leadership?
Distinguishing right from wrong AND doing whats right
Having the courage to take an unpopular stand
Why important?
People want honest and trustworthy leaders All leaders face ethical dilemmas
BnR-Peng.Manajemen-Chap-10 24
Conventional Level
People conform to behavioral expectations of group Rules, norms, and values of the group are followed
If honesty is the rule,
Principled Level
Leaders guided by internalized set of principles (Universal right or wrong) Leaders may disobey rules/laws that violate universal principles
Internalized values
avoid consequences
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Authoritarian Management
Direct and control subordinates Efficiency and Stability paramount
Power, purpose, and privilege reside with top management Emphasizes tight top-down control, standardization, and specialization
Followers given a routine and controlled along with machines and materials Management by impersonal measurement and analysis
BnR-Peng.Manajemen-Chap-10 26
Participative Management
Encourages participation and suggestions Uses teamwork, but mindset remains paternalistic:
Top leaders determine purpose/goals, make final decisions, and decide rewards Leaders still responsible for outcome No real distribution of power and authority
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Stewardship
Employees empowered to make decisions Control over how they do their jobs Localize decisions/power to those closest to work Tap into energy and commitment of followers Leaders accountable to others as well as to the organization Partnership assumption Joint responsibility/accountability Facilitate vice control followers. Guide without dominating. Recognize and reward the value of labor rewards tied to success of the organization
BnR-Peng.Manajemen-Chap-10 28
Servant Leadership
Transcend self-interest to:
Serve the needs of others Help others grow and develop Provide opportunities for others to gain
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