Lesson 3 - Organising

7/25/2019 Lesson 3 - Organising

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SESSION 3

FUNCTIONSFUNCTIONSOF AOF A

SUPERVISOR-SUPERVISOR-


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FUNCTIONS IN THEMANAGEMENT PROCESS


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DEFINITIONThe Allocation and reallocation ofresources, and the exercise of

vigilance and control to keepthings on course.

It involves the proper andecient of all resources hu!an,capital etc. to ensure productivit"

is !axi!ised.


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DO YOU CONSIDERDO YOU CONSIDER

YOURSELF ORGANISEDYOURSELF ORGANISED

WHAT DOES IT MEAN TO

YOU TO BE ORGANISED?


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BENEFITS TO ABENEFITS TO A

MANAGER OFMANAGER OFGOODGOOD

ORGANISATIONALORGANISATIONALSKILLSSKILLS


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O#$ANISATIONA% S&I%%S

A#E ST#ATE$IES T'AT

(O) *AN *O+E ) -IT'

SO AS TO E O#$ANISE/.


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01 EST O#$ANISATION

S&I%%S1. Self-motivation2. Self-discipline,

3. Positive Attitude,

4. Accountability,5. Sense Of U!ency And "t#ic,

$. %nte!ity

&. 'ommunication

(. Pioiti)ation

*. +leibility

1. eam/o0


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WHY BEWHY BE

ORGANISED?ORGANISED?


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1.1. It is th K! t" S#$$ss.It is th K! t" S#$$ss.'aving good organi2ational skills helps tokeep "ou on track and ale to kno4

4here things are and 4hat needs to edone a lot easier.

%.%.R$s St'ssR$s St'ss#educing stress is a huge ene5t of havinggood organi2ational skills. A situation caneco!e ver" stressful ver" 6uickl", if


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(.(. S)* Ti+ ),& E"'tS)* Ti+ ),& E"'t

Saving ti!e and e7ort is a !a8or ene5t tohaving good organi2ational skills. (ou 4ill have

!ore ti!e to do the things "ou 4ant or need todo. This could possil" save "our !one",!one" .

.. G""& E/)+0 t" Oth'sG""& E/)+0 t" Oth's

eing 4ell organi2ed not onl" ene5ts "ou, ut4ill sho4 others ho4 to e organi2ed. (ou 4illset a good exa!ple for "our co94orkers andsuordinates.


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GOODGOOD

ORGANISATIONALORGANISATIONALSKILLSSKILLS


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Whatever industry you workin, organizational skills are

expected. With them, you are an effective

Supervisor. Without them, you stand to look like a

bumbling fool who can't complete tasks. Many

Supervisors claim to be organized, but can't

articulate what skills are needed. ood skills include

!. "rioritizing #asks

$. %ffectively Managing #ime&. reating (r )ollowing "olicies *nd "rocedures +.

eeping -ocumentation.

. -elegation
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1.1. P'i"'iti2i,3 T)s4sP'i"'iti2i,3 T)s4s

'aving an :in: ox is a start, ut "ou need to prioriti2eand !ethodicall" co!plete 4ork. &no4 expectations andset realistic guidelines to prioriti2e tasks. If one expectationis all phone calls are returned 4ithin ;< hours, set aside 31!inutes a da" for this task. Allo4 !ore ti!e or ask for helpto deal 4ith an usuall" high volu!e of calls.

T5" thi,3s )' i+0"'t),t i, 0'i"'iti2i,3 )$ti",s/0$t& ),& &)&i,s. If there=s no i!!ediate action

needed, delete the e9!ail or >ag the co!!unication forperusal later. This helps prioriti2e 4hat=s i!portant.


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%. M),)3i,3 Y"#' Ti+

Ti!e !ust e !anaged.Ti!e !ust e !anaged.

There are a lot of distractions in the 4orkplace. Identif"those people, tasks or things that cause "ou to :lose: ti!eand 5nd a !ethod to avoid the!.

If "ou have resources and tools availale, "ou can !anage"our ti!e 4ell. A co!putercalendar 4ith alar!s 4illre!ind "ou aout tasks and appoint!ents. An organi2edlist of i!portant contacts can get "ou ans4ers 6uickl".

Take se!inars or read articles on ti!e !anage!ent. $ooduse of do4nti!e, !ultitasking are e7ective strategies.
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(.(. H)*i,3 P'"$sss ),& P'"$'sH)*i,3 P'"$sss ),& P'"$'s

S"ste!s, processes and procedures help people sta"organi2ed. *reate a 5ling s"ste! to keep docu!entsand paper4ork organi2ed and eas" to 5nd. ?ollo4

alread" estalished procedures, co!e up 4ith "ouro4n or !ake suggestions for etter ones.

Even ho4 "ou co!!unicate can have a processehind it. @ensen suggests that ever"co!!unication, 4hether 4ritten or veral,addresses the issue of eing organised.


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.. D"$#+,t)ti",D"$#+,t)ti",

eing organi2ed also !eans kno4ing 4hat "ou did ordid not do, so "ou can reference infor!ation later./ocu!entation is critical. I!agine receiving a phone

call aout so!ething that happened three !onthsago. If "ou have 4ritten docu!entation, copies ofpaper4ork, recorded "ou can recall and track 4hathappened. /ocu!entation !a" !ean loggingevents, keeping receipts, using spreadsheets etc.


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6. D3)ti,36. D3)ti,3

The assignment of responsibility andaccountability for specic outcomes or

tasks to a specic individual ororganisation unit. The delegation can betemporary or permanent.

The secret of success is not in doingThe secret of success is not in doing

your own work, but in recognizing theyour own work, but in recognizing the

right person to do it.right person to do it.


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PRIORITISINGPRIORITISING

CRITICALCRITICAL

ORGANISATIONALORGANISATIONAL

SKILLSSKILLS


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DO YOU KNOW THEDO YOU KNOW THE

DIFFERENCE BETWEENDIFFERENCE BETWEENURGENT ANDURGENT AND

IMPORTANT?IMPORTANT?


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I+0"'t),tactivities have an outco!e that

leads to the achieve!ent of "our goalsIt isso!ething that 4ill have a ig i!pact

on "our future operations. U'3,tactivities de!and i!!ediate

attention, and has a close pendingdeadline. )rgent activities are often theones 4e concentrate onB the" de!andattention ecause the conse6uences of notdealing 4ith the! are i!!ediate.


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The )rgentCI!portant +atrix


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#herefore, if something is important but not yet urgent

you have time to planyou have time to plan how todeal with it.

/f it is urgent but not too important then get it doneget it done but

don't waste too much time on it.

/f something is important and urgentthen 0 how the

h12l did you get into this mess. Why weren't you paying

attention earlier3

/t its not important and not urgent then do somethingdo something

elseelse with a higher priority.


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Ei3ht 7#sti",s t" As4 Wh,Ei3ht 7#sti",s t" As4 Wh,

Stti,3 P'i"'itisStti,3 P'i"'itis

0. If I deal 4ith this pro8ectCtask 5rst, 4ill it !ake other tasks easier

later onD

;. If I deal 4ith this pro8ectCtask 5rst, 4ill it dela" the solution of

another that 4ill eventuall" interfere 4ith productivit" D

3. If I dela" action on this, 4ill it solve itselfD


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C'it'i) 8"' Stti,3C'it'i) 8"' Stti,3

P'i"'itisP'i"'itisThree asic "ardstick to follo4 in settingpriorities.

?irst?irst is 8udge!ent. (ou are the est 8udge, so

prioritising is a do9it9"ourself undertaking.SecondSecond is relativit". #elativit" can est edeter!ined " asking the 6uestion -hat isthe est use of !" ti!e right no4DJ

ThirdThird is ti!ing. /eadlines often dictatepriorities, ut starting ti!es need to e !adein advance, and these decisions involve thepriorit" process.


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&eeping riorit" %ists?lexileThe 5rst thing "ou learn aout settingpriorities is that the order !a" not lastlong. All it takes is a call fro! "our

!anager, an e!ergenc" situation, anunexpected hu!an relations prole!, ora !echanical reakdo4n to force "ou to!ake up a ne4 list.

A 0'i"'it! is ,"t st)ti$ thi,3 ),& +)!,& '*isi", +),! ti+s ) &)!.


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O#$ANISIN$ +ATE#IA%S

0. OrderingC rocuring

;. /eliver"

3. Storage


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ORGANISING TOOLS

TO DO LIST

Th 4! t" ), $ti* t" &" ist is,"t th ist its89 h"5 it:s "'3),i2&

),& +),)3&9 ;#t th habit"8 #si,39)&&i,3 t"9 ),& '*i5i,3 th ist.eople 4ho !ake sporadic lists onl" 4henthe"Kre al!ost co!pletel" over4hel!ed

tend to do a good 8o of 4riting up theirlists and not using the!.


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Those 4ho use a To do list haituall" kno4 thevalue of t" &" ists, and use it continuousl"throughout the da" and in various aspects oftheir life.

%ike an" hait, using a todo list on a dail"asis takes so!e ti!e to estalish to the point4here itKs auto!atic. So the 5rst order ofusiness is to put "our to do list so!e4hereintrusive. /onKt count on 4illpo4er, logic,pride, or luck to help "ou keep on track. &eep"our list in "our faceL


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T'E TO /O %IST

0. /ecide 4hen is the est ti!e to do "our list;. -rite do4n Ever"thing "ou have to do.

3. reak large tasks into discrete, doale chunks


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ORGANISING TOOLSORGANISING TOOLS

;. *alendar +icrosoft *alendar

3. +icrosoft ro8ect


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CONCLUSIONCONCLUSION

$ood organisational skills refers to eingale to see the 5h" 0i$t#'5h" 0i$t#' of ho4ever"thing needs to 4ork together toco!plete a pro8ect, or organise an oce,or !anage a group of e!plo"ees. Anindividual 4ith good organisational skillscan 4alk into a situation and

i!!ediatel" see 4hat could e done toi!prove a situation, a setting, or apro8ect.


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EME#*ISE EME#*ISE Organisational SkillsOrganisational Skills


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DELEGATIONDELEGATION


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DELGATION - DEFINITION

Entrusting theerfor!ance of a speci5c

task to so!eone else,nor!all" fro! a Supervisor

to a Suordinate.


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D3)ti", is ,"t t)s4)ssi3,+,t. Task assign!ent issi!pl" assigning 4ork to an individual

4ithin the duties and responsiilitiesof his position. /elegation, on theother hand, involves the !anager

giving so!eone the responsiilit" andauthorit" to do so!ething that isnor!all" part of the !anagerKs 8o.


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/elegation is not


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D3)ti", is ,"t );&i$)ti",.The!anager still has the ulti!ateaccountailit" for the assign!ent. ThatKs

4h" it is i!portant for "ou to estalishappropriate controls and checkpoints to!onitor progress. esides, !anagers shouldgive delegatees the appropriate authorit" to

act along 4ith clear expectations includingan" oundaries or criteria. The !anager,ho4ever, should tr" to avoid prescriing'O- the assign!ent should e co!pleted.


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D3)ti", i,*"*sth' i+0"'t),t$",$0ts ),& 0')$ti$s responsiilit", authorit", and

accountailit". Wh, !"# &3)t9Wh, !"# &3)t9

!"# sh)' 's0",si;iit! ),&!"# sh)' 's0",si;iit! ),&

)#th"'it! 5ith "th's ),& !"#)#th"'it! 5ith "th's ),& !"#h"& th+ )$$"#,t); 8"' thi'h"& th+ )$$"#,t); 8"' thi'

0'8"'+),$.0'8"'+),$.The ulti!ate

accountailit", ho4ever, still lies 4iththe supervisor 4ho should clearl"understand that .


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RESPONSIBILITY

refers to the assign!ent itselfand the intended results. That

!eans setting clearexpectations. It also !eans that"ou should avoid prescriing the

e!plo"ee 'O- the assign!entshould e co!pleted.


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AUTHORITY

refers to the appropriate po4ergiven to the individual or group

including the right to act and!ake decisions. It is ver"i!portant to co!!unicate

oundaries and criteria such asudgetar" considerations.


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ACCOUNTABILITYACCOUNTABILITY

refers to the fact that therelevant individual !ust ans4er

K for hisCherCtheir actions anddecisions along 4ith the re4ardsor penalties that acco!pan"

those actions or decisions


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E>ERCISE L*s "8E>ERCISE L*s "8

D3)ti",D3)ti",


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WHATWHATYOUYOU

SHOULDSHOULD

KNOWKNOW

WHENWHEN

DELEGATIDELEGATINGNG

WHAT THE TASKS ENTAILST'E #ES)%TS NEE/E/

T'E /EA/%INE

T'E P)A%IT( O? #ES)%TS #EP)I#E/

WHAT TO KNOW ABOUT YOURTEAM

T'EI# S&I%%S

TAS&S T'E( %I&E AN/ /IS%I&E

T'EI# -O#&%OA/S

#ESISTAN*E T'E( +A( )T )

A#EAS IN -'I*' T'E( NEE/

I+#OQE+ENT


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$OO/ /E%E$ATION$OO/ /E%E$ATION

saves "ou ti!e develops "our people,

groo!s a successor Encourages pro!otion !otivates.


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ENE?ITS TO (O) T'EENE?ITS TO (O) T'E

S)E#QISO# O? $OO/S)E#QISO# O? $OO/

/E%E$ATION/E%E$ATIONI!proves the level of trust

R I!proves the level of co!!unication

R Achieves !ore goals that !a" re6uire!ore than a single person

R Trains successors so "ou can !ove up


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/E%E$ATION 9 A##IE#S

Exhaustive research provesthat the iggest arrier to

delegation is !"#9 this !"#9 ths#0'*is"'.s#0'*is"'. -hen supervisorsare asked 4h" the" donKt

delegate !ore, the" often givethe follo4ing excuses


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EM*)SES ?O# NOTEM*)SES ?O# NOT

/E%E$ATIN$/E%E$ATIN$ It takes too long to explain+" e!plo"ees resist responsiilit" It is easier and 6uicker to do thing !"self

+" e!plo"ees lack experience and co!petence If "ou 4ant it done right, "ou etter do it

"ourself

* S S O O


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No one on !" sta7 is 6uite capale ofdoing the 4ork +" e!plo"ees 4onKt like !e if I

expect too !uch of the! I can do the 4ork in !" depart!entetter than an"one else

+" people are alread" over4orked. IcanKt overload an"thing on the!

EM*)SES ?O# NOTEM*)SES ?O# NOT

/E%E$ATIN$/E%E$ATIN$

REAL REASONS FOR NOT


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REAL REASONS FOR NOTDELEGATING

-hat if the other person !esses up thetaskB I a! still accountale. If so!eone else can do !" 8o, !a"e I

4onKt e needed an"!ore. I a! the !anagerB I a! supposed tohave full control over ever"thing. IK! co!fortale doing the 8o IKve een

doing for a long ti!e. If I give that up,then I have to concentrate on theresponsiilities of !" ne4 8o 4hich I a!not co!fortale 4ith.

E i t 8 i t t


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E+0"!s 'sist "' 8)i t" )$$0tRs0",si;iit! 8"' s"+ "8 th

8""5i,3 ')s",s The" !a" feel that the task is eingi!posed on the! The" !a" not have the skills,

kno4ledge or ailit" to do the 8o The" received no re4ard or recognitionin the past for a 8o 4ell done. The" !a" fear criticis! fro! the

!anager if the" donKt do things exactl"as he expects.


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S!+0t"+s "8 P""'D3)ti",There are !an" s"!pto!s of poor

delegation, and can e seen in the4orking haits of the supervisor, the

attitude of the e!plo"ees, or theoverall productivit" of theorgani2ation. *heck fro! the

follo4ing list the s"!pto!s that arevisile in "our depart!ent Corgani2ation

S t 8 P


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S!+0t"+s "8 P""'D3)ti", @$",t:&

/eadlines are fre6uentl" !issed So!e e!plo"ees are !uch usier thanothers *o!petent e!plo"ees feel frustrated andored Supervisor is usuall" too us" to talk toe!plo"ees E!plo"ees are assigned the tasks 4ithproper training E!plo"ees are unsure of their authorit"and responsiilit"

S t 8 P


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S!+0t"+s "8 P""'D3)ti", @$",t:&

E!plo"eesK suggestions are oftenneglected and overlooked E!plo"ees fre6uentl" re6uest transfers

to other depart!ents Supervisornever has ti!e to visit thee!plo"eesK 4ork stations *hanges in plans and o8ectives are

not passed on to e!plo"ees

S t 8 P


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S!+0t"+s "8 P""'D3)ti", @$",t:&

*o!!unication >o4 is ver" slo4,inco!plete and often too late The depart!entCorganaisation is

plagued " slo4 decision !aking Supervisorso!eti!es intervenes in thetask 4ithout infor!ing suordinates

S t 8 P


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S!+0t"+s "8 P""'D3)ti", @$",t:&

Supervisor insists that allinco!ingCoutgoing !ail !ust 5rst passthrough hi!

Supervisor does not !eet thedeadlineB often takes the oce 4ork tohis ho!e and so!eti!es dela"s Cpostpones his vacation ecause of the

4ork load

S t 8 P


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S!+0t"+s "8 P""'D3)ti", @$",t:&

If "ou have checked one or t4o ofthe aove state!ents, "ou shouldlook ver" carefull" at "our delegation

practices and e!phaticall" ask"ourself 4h" these conditions existin "our depart!ent C organisation.


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STEPS INSTEPS IN

DELEGATING-DELEGATING-H),&"#tH),&"#t


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WHAT DO YOUWHAT DO YOU

DELEGATE?DELEGATE?

DELEGADELEGATETE

#outine Tasks Interesting TasksTasks Others *ould /o etterTasks Others +a" En8o"Tasks That +a" /evelop (ourTea!

-hole TasksTi!e *onsu!ing TasksTasks ?or -hich (ou Are Not

#esponsile


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WHAT DO YOUWHAT DO YOU

DELEGATE?DELEGATE?

DODO

NOTNOTDELEGADELEGA

TETE

oring Tasks *rises

Ill9/e5ned TasksTasks ?or -hich (ou Are

#esponsile

#O*#ASTINATION


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#O*#ASTINATION

/E?INITION

rocrastination is the hait ofdela"ing an action or task.

rocrastination cuts into "our 4orkti!e, interrupts "our productivit",and dela"s progress. All of these

prole!s 4ill co!pound ti!e!anage!ent prole!s.

#O*#ASTINATION


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#O*#ASTINATION

CAUSES

The follo4ing factors contriute toprocrastination ?ear of confrontation

%ack of con5dence

?ear of failure

Incorrect prioriti2ation erceived dicult"

/isorgani2ation


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E>ERCISE - DELEGATINGE>ERCISE - DELEGATINGSCENARIOSSCENARIOS


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THETHE

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Lesson 3 - Organising

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