MLCP Supervisory Skills for Business Industry MODULE 9

MLCP: Supervisory Skills for Business & Industry MODULE 9: CRITICAL LEGISLATION FOR SUPERVISORS Hear ye! The Employment Standards Act Hear ye! “Last week’s agenda was…” The Human Rights Code The Charter of Rights and Freedoms The Labour Relations Act Occupational Health and Safety Act Workplace Hazardous Materials Information System (WHMIS) Environmental Legislation Freedom of Information and Protection of Privacy Act Pay Equity Act Workplace Safety and Insurance Act

MLCP: Supervisory Skills for Business & Industry MODULE 9: CRITICAL LEGISLATION FOR SUPERVISORS Your ‘STAY-OUT-OF-JAIL’ Checklist

MLCP: Supervisory Skills for Business & Industry MODULE 9: CRITICAL LEGISLATION FOR SUPERVISORS WH MI S

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Today’s Line-up: Revisit Module 3: The Continuous Tasks of the Supervisor Responding to Today’s ‘Leadership Challenge’ Revisit Recruitment and Retention Module 4: The Matter of Retention: - Why People Stay Revisit Problem Solving Module 5: A 7 -Step Systematic Problem-Solving Model

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Leadership is interpersonal influence directed toward attaining shared goals. Leadership is action that causes others in turn to act or respond in a common direction. Leadership is the art of influencing people, by persuasion or example, to follow a given course. Leadership is the key dynamic force that motivates and coordinates an organization in the process of accomplishing its mission.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY The Classic Management Functions: PLANNING ORGANIZING STAFFING DIRECTING CONTROLLING MANAGING : ‘Doing Things Right’ LEADING: ‘Doing the Right Things’ The Leadership Role: ‘Leading’ has a strong ‘Soft Skills’ orientation: Inspiring; modeling; coaching; coordinating; facilitating change; enlisting volunteers. . .

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Traits of Superior Leaders - U. Santa Clara Study - 2, 615 Mgrs 1 Honest 83% 2 Competent 67% 3 Forward-Looking 62% 4 Inspiring 58% 5 Intelligent 43% 6 Fair-Minded 40% 7 Broad-Minded 37% 8 Straightforward 34% 9 Imaginative 34% 10 Dependable 33% 11 Supportive 32% 12 Courageous 27% 13 Caring 26% 14 Cooperative 25% 15 Mature 23% 16 Ambitious 21% 17 Determined 20% 18 Self-Controlled 13% 19 Loyal 11% 20 Independent 10%

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Jim Kouzes Barry Posner ISBN 1 -55542 -061 Jossey-Bass Inc San Francisco

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Inspiring Shared Vision Envision the Future Enlist Others Encouraging the Heart Recognize Contributions Celebrate Successes Modeling the Way Challenging the Process Search for Opportunities Experiment and Taking Risks Enabling Others Set the Example Foster Collaboration Plan Small Wins Strengthen Others

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Inspiring Shared Vision: Envisioning the Future; Enlisting Others. Describing to others the kind of future you can create together; Showing others how their interests can be fulfilled by a common vision; Clearly communicating a positive and hopeful outlook.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Challenging the Process: Searching for Opportunities; Experimenting & Risk-taking. Experimenting and being willing to take risks – even though you might fail; Asking, “What can we learn? ” when efforts fail; Always looking for ways to improve and innovate.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Enabling Others to Act: Fostering Collaboration; Strengthening Others. Involving others in planning the actions that affect them; Giving people the freedom to make their own decisions; Creating an atmosphere of mutual respect and trust.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Modeling the Way: Setting the Example; Planning Small Wins. Being clear about your values and beliefs; Making certain that people adhere to agreed-upon values; Being consistent in practicing what you preach.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Encouraging the Heart: Recognizing Contributions; Celebrating Successes. Praising people for a job well done; Celebrating when project milestones are met; Linking rewards to achievements.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY “Pencils at the ready, People! It’s time for you to take stock of your Leadership Practices Inventory!” For each of the 30 statements, please circle the scale value that is most typical of you.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

MLCP: Supervisory Skills for Business & Industry Encourag’g Modeling Enabling Inspiring Challeng’g MODULE 10: REVIEW and SUMMARY 22 24 23 22 25

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Sanderson-Neale, a leading UK HR consulting firm has studied turn-over / retention extensively. They report: ‘Secure’ employees, truly loyal to their organizations and intending to stay. ‘High Risk’ – Not committed; not intending to stay Feel ‘Trapped’ so plan to stay, but are not committed turnover Typically 150% of annual salary of the departed employees cost: A major shift: “People don’t work just for money anymore”

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Abraham Maslow

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Another need takes its place As soon as one need is fulfilled, These needs are in a particular sequence We are motivated by ‘Unfulfilled Needs’ Man is a ‘Wanting Animal’ According to Maslow:

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY KEYPOINT: A SATISFIED NEED IS NO LONGER A MOTIVATOR “Food ain’t much of a motivator when your belly’s full!”

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY KEYPOINT: When progress up the hierarchy is blocked, people revert to being preoccupied with lowerorder needs that had already been satisfied.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY The ‘BASIC’ Needs Elements Workplace Needs Survival Needs: Oxygen Food / Water Rest / Shelter Clothing Sex BASIC NEEDS Fair earnings, to be able to afford the food, shelter, clothing and the other amenities of life.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY The ‘SAFETY’ Needs Elements Workplace Needs Security Fair Treatment Avoiding Risk Safe Work Env’t Orderliness Protective Rules Stability Good Conditions Guidelines Procedures Job Security SAFETY NEEDS BASIC NEEDS “Ouch!”

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY The ‘BELONGING’ Needs Elements Workplace Needs Friendships Social Acceptance Membership in Groups Being Accepted as a Member Being Treated with Decency Opportunities to Socialize BELONGING SAFETY NEEDS BASIC NEEDS

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY The ‘ESTEEM’ Needs Elements Workplace Needs Appreciation Respect from Co-Workers Responsibility Accomplishment Recognition Promotion Recognition Ambition Status Advancement ESTEEM BELONGING SAFETY NEEDS BASIC NEEDS

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY The ‘Self-Actualizing’ Needs Workplace Needs Elements Self-Fulfillment Creativity Freedom to Act Responsibly Freedom to Think & Do Make Creative Contributions SELF ACTUALIZATION ESTEEM BELONGING SAFETY NEEDS BASIC NEEDS

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Based on extensive studies in industry, Herzberg was able to differentiate in a particular way between factors that ‘Motivate’, and factors that ‘Dissatisfy’. The “MOTIVATORS”, he found, tend to relate to JOB CONTENT (such as challenging work, responsibility, achievement) The factors leading to DISSATISFACTION generally relate to the JOB ENVIRONMENT.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY DISSATISFACTION 30 20 10 10 20 30 40 MOTIVATORS ACHIEVEMENT RECOGNITION WORK ITSELF RESPONSIBILITY ADVANCEMENT COMPANY POLICY SALARY WORKING CONDITIONS HYGIENE MOTIVATING FACTORS DISSATISFIERS 40 SATISFACTION

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY HYGIENE FACTORS: Herzberg coined the term ‘HYGIENE FACTORS’ for those DISSATISFIERS that, if you attend to them, will PREVENT DISSATISFACTION . . BUT. . Taking care of the HYGIENE FACTORS doesn’t necessarily create MOTIVATION - It merely prevents DISSATISFACTION! The TRUE MOTIVATING FACTORS are those that lead to the individual experiencing POSITIVE INTERNAL FEELINGS in the work setting.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY External vs. Internal Motivators: Herzberg also contrasted between forms of ‘EXTERNALLY APPLIED MOTIVATION’ that he called KITA, and may ‘move’ the subject in the right direction. . . as opposed to: factors that produce POSITIVE INTERNAL MOTIVATION! True motivation can’t be externally applied: IT HAS TO COME FROM WITHIN!

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY “Hmm – Sounds good!” 1. Take care of the HYGIENE FACTORS 2. Cut the KITA 3. Focus on JOB CONTENT factors that elicit feelings of POSITIVE INTERNAL MOTIVATION

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY JOB ENRICHMENT PRINCIPLE MOTIVATORS INVOLVED 1. Make more data/reports directly available Involvement Recognition 2. Give individuals/teams greater authority (job freedom) Recognition Responsibility Achievement 3. Remove controls while retaining accountability Responsibility Achievement

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY JOB ENRICHMENT PRINCIPLE MOTIVATORS INVOLVED 4. Give individuals/teams whole units/sections as their own Recognition Responsibility Achievement 5. Introduce new tasks that are more difficult than previously handled Challenging Learning & Growth 6. Assign specialist tasks enabling people to become expert Responsibility Growth Advancement

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Scott-Myers examined why people could be so enthusiastic over sports & hobbies, and yet be equally UNenthusiastic about their jobs! Studying 10 -pin bowling, he noted: A visible goal Challenging but attainable Played to individually-set standards Immediate results feedback Can satisfy social needs Receives recognition for doing well

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Scott-Myers then theorized, - “What if we were to. . ” Take away the pins, leaving the bowler to roll balls down an empty alley? (No visible goal) Hang a drape across the alley, so bowler can’t see result? (No direct feedback) "What if we do both of the above, then put a ‘boss’ on the job to give him an ‘opinion’ on how well he’s doing, along with ‘constructive advice’ on how to improve?

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY “And what if we were also to. . ” Change the rules of the game or the standards of performance, but forget to let the bowler know? Disallow social interaction between the bowling team members, and discourage team effort? Give most of the credit /recognition for good performance to the ‘Boss’? Keep the bowler on the job through threat of job security? QUESTION: Does the ‘man on the job’ ever experience anything quite like this? ?

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Combines Maslow’s lower order needs and Herzberg’s Hygiene Factors to create the ‘Maintenance’ foundation Combines Maslow’s higher needs and Herzberg’s Motivators to meet employee motivational needs.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY “It’s human nature to: . . dislike work and responsibility!. . and try to avoid them if you can!” So therefore, you have to: Coerce; Control; Punish; Reward Work is as natural as play or rest! Man is NOT a lazy, turned -off animal! It’s just that his experience at work has caused him to appear that way! Man has inherent capacity to excel in right environment!

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 1. “The way they are” BELIEFS “The average human being has an inherent dislike of work, and will avoid it whenever (s)he can” IMPLICATIONS Assumes that: People just don’t like to work: It’s tedious. So Management has to offset with command & control, and by stressing productivity.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 2. “How you have to manage them” BELIEFS “Because humans so dislike work, most people have to be coerced, controlled, directed, threatened with punishment to force them to make efforts to achieve the goals of the organization” IMPLICATIONS Suggests that: Rewarding people for work isn’t enough to counteract their tendency to avoid it. Better to control with: - Close supervision; - Threats of punishment; - “You’re Fired!”

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 3. “Why you have to operate that way” BELIEFS “The average human being prefers to be directed; wants to avoid responsibility; Has relatively little ambition; and wants security above all” IMPLICATIONS Reflects the view that: People have to be ‘operated’ Willing to be directed and controlled Focused on job security Don’t want responsibility

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 1. “The way they are” BELIEFS “The expenditure of physical and manual effort in work is as natural as play or rest” IMPLICATIONS The perspective here: Not true that people dislike work; They are predisposed to work and produce; People can like to work as much as they like to play.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 2. “Same game; different rules” BELIEFS “External controls / threats are not the only way to aim effort towards organizational objectives. People will exercise self-direction and self control in the service of objectives to which they are committed” IMPLICATIONS People don’t have to be ordered, pushed & threatened to get them to put forth.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 3. “Commitment to objectives & rewards” BELIEFS IMPLICATIONS “Commitment to objectives is a function of the rewards from achieving them” When people value the available rewards, they’ll self-govern to work effectively. People view personal freedom, independence, and autonomy as valued rewards.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 4. “Why you can play by different rules” BELIEFS “Under the right conditions, people not only accept – but seek - responsibility” IMPLICATIONS Avoiding responsibility, lack of ambition, and seeking security are not inherently human characteristics. In fact, people look for more responsibility / autonomy on the job, and value as reward that increases commitment to organizational objectives.

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 5. “How Mc. Gregor summed it up” BELIEFS “The capacity to exercise high degrees of imagination, creativity and ingenuity in problem-solving is widely, rather than narrowly, distributed in the work force. IMPLICATIONS This views people at all levels: as being capable and willing to grapple with, and solve problems. But most organizations fail to provide the opportunities, so all parties fail to reap the full extent of rewards.

KEEP SMILING!

MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

Take Care, Folks! It’s Been A Pleasure