WEEK 2: LECTURE SESSION

Collaborate
Create
Becoming a
Control Compete Master Manager
Human Relations Model:
Creating and Sustaining
Commitment and Cohesion

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 28-82
 Collaborate Core Competencies:
• Understanding Self and Others
• Communicating Honestly and
Effectively
• Mentoring and Developing Others
• Managing Groups and Leading
Teams
• Managing and Encouraging
Constructive Conflict
Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 28-82
 WEEK 2 Lecture Overview:
• Understanding Self and Others
• Communicating Honestly and
Effectively
• Mentoring and Developing Others
• Managing Groups and Leading Teams
• Managing and Encouraging
Constructive Conflict
Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 28-82
 Competency 3

MENTORING & DEVELOPING

OTHERS

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
Stages of Performance Evaluation p50

Performance Performance
Planning Execution

Performance Performance
Review Assessment

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
Guidelines for Giving Feedback p.52

• Set an appointment and give the person time to prepare

• Adopt a developmental perspective
• Conduct the feedback session in a private place
• Be supportive and encouraging; focus on behaviors you
are looking for in the future
• Provide feedback on both positive and negative
behaviors
• Describe the other person’s behavior and your
perceptions of it using specific examples of behavior
that you have observed
Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
Guidelines for Giving Feedback p52

• Try to remain calm and emotionally neutral. Be direct in

your statements. Don’t avoid the key issues
• Ask the other person to clarify, explain, change, or
correct.
• After giving feedback, give the receiver time to respond.
• Use the opportunity to develop a joint action plan.
Identify ways that you can contribute positively to
improving the employee’s behavior.

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
 What is Coaching?
‘Unlocking a person’s potential to maximise
their performance…helping them to learn
rather than teaching them’
(Whitmore, 1996).

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
 What is Mentoring?
A sound working definition was offered by
Eric Parsloe, 2009:

'Mentoring is to support and encourage

people to manage their own learning in
order that they may maximise their
potential, develop their skills, improve their
performance and become the person they
want to be.'

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
 Coaching p53

Career Strategist
Advisor

Performance
Trainer
Appraiser

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
 Steps to Effective Delegation p55-56
Clarify
Clarify what it is that you want done and why this is an appropriate assignment for the individual

Meet
Meet with the employee and to discuss the assignment and your expectations

Allow
Allow the employee to do the task the way he or she feels comfortable doing it

Check
Check on the progress of the assignment, but do not rush to the rescue if things are not “on track”

Recognize
Recognize the employee’s accomplishments
Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 48-58
 Competency 4

MANAGING GROUPS & LEADING

TEAMS

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 59-71
 What is a Team?

A team is a group of people who are

interdependent with respect to
information, resources, and skills and who
seek to combine their efforts to achieve a
common goal.
(Thompson, 2000)

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 59-71 13
Common Types of Teams p.73
▪ Traditional manager-led teams

▪ Self-managed teams
(aka self-directed or empowered teams)

▪ Cross-functional teams

▪ Virtual teams

▪ Permanent teams

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 59-71
 Team Decision Making p62
Advantages Disadvantages
• Greater knowledge and • Takes more time
expertise • Will result in lower
• Wider range of values and quality decision if team
perspectives does not have appropriate
• Greater employee expertise
commitment to • Some may over-
implementation of the contribute, others may fail
idea to contribute
• More likely to surface • Team members may
obstacles become too concerned
• Enhances employees’ with gaining consensus
skills and abilities
Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 59-71
Four Team Player Styles (Roles) p65

Communicator Challenger

Contributor Collaborator

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 59-71
Increasing Meeting Effectiveness p66

• Prepare for the meeting by setting objectives, selecting participants,

selecting the time and place and setting an agenda
P
• In Running the meeting, start on time, have someone take minutes,
review the agenda, make sure participants know each other, follow
R agenda, minimize interruptions, encourage participation, restate decisions

• Follow up by distributing minutes and checking on progress for any

assignments
F

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 59-71
 Team Development p67

Storming Performing

Forming Norming Adjourn

Quinn et al., (2021). Becoming a Master Manager: A Competing Values Approach, 7th edition
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Human Relations Management Model: Creating and Sustaining Commitment and Cohesion pp 59-71
The 5 Dysfunctions of a Team

(Lencioni, 2002)

Lencioni (2002). The Five Dysfunctions of a Team 19