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Tuesday, May 14, 2019

Leading Human Resources: An Analysis (part 12)


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Determining Effectiveness
by
Charles Lamson

One of the most important issues facing the applied behavioral sciences is that of human productivity---the quality and quantity of work. Productivity concerns both effectiveness (the attainment of goals) and efficiency (resource costs, including those human resource costs affecting the quality of life). Our focus in this post will be primarily on effectiveness because, as Peter Drucker, a founding father of management theory, wrote, "Effectiveness is the foundation of success---efficiency is a minimum condition for survival after success has been achieved. Efficiency is concerned with doing things right. Effectiveness is doing the right things."

Image result for greek mythology

Management Effectiveness versus Leadership Effectiveness

In discussing effectiveness, we must once again distinguish between management and leadership. As we discussed in an earlier post, leadership is a broader concept than management. Management is thought of as a special kind of leadership in which the accomplishment of organizational goals is paramount. Leadership is an attempt to influence people, individually and in groups, for whatever reason. Influence and leadership may be used interchangeably. Not all leadership behavior is directed toward accomplishing organizational goals. In fact, many times when you are trying to influence someone else you are not even part of an organization. For example, when you are trying to get some friends to go someplace with you, you are not engaging in management, but you certainly are attempting leadership. If they agree to go, you are an effective leader but not an effective manager. Even with an organizational setting, managers may attempt to engage in leadership rather than management because they are trying to accomplish personal goals, not organizational ones.

For example, a vice president may have a strong personal goal to become the company president. In attempting to achieve this goal, this executive may not be concerned with organizational goals at all, but only with undermining the plans of the president and other executives who may be contenders for the job. The vice president may accomplish this personal goal and, in that sense, be a successful leader. However, this individual cannot be considered an effective manager because these actions were probably disruptive to the effective operation of the firm.

Parkinson's "law" suggests a clear example of a person's placing personal goals before organizational goals. His law states that in bureaucracies, managers often try to build up their own departments by adding unnecessary personnel, more equipment, or expanded facilities. Although this tendency may increase the prestige and importance of the managers, it often leads to "an organizational environment that is not only inefficient but also stifling and frustrating to the individuals who must cope with [it]." Thus, in discussing effectiveness, we must recognize the differences between individual goals, leadership, and management.

Image result for greek mythology

Successful Leadership versus Effective Leadership

An attempt by an individual to have some effect on the behavior of another is called attempted leadership. This attempted leadership can be successful or unsuccessful in producing the desired response. A basic responsibility of managers in any type of organization is to get work done, with and through people, so their success is measured by the output or productivity of the group they lead. With that thought in mind, Bernard M. Bass suggested a clear distinction between successful and effective leadership or management.

Suppose manager A attempts to influence individual B to do a certain job. A's attempt will be considered successful or unsuccessful depending on the extent to which B accomplishes the job. It is not really an either/or situation. A's success could be depicted on a continuum (see Figure 1) ranging from very successful to very unsuccessful, with gray areas in between that would be difficult to ascertain as either.

Figure 1 
Bass's Successful Leadership Continuum
Source: Based on Bernard M. Bass, Leadership, Psychology, and Organizational Behavior (New York: Harper & Brothers, 1960), pp. 90, 448.

Let us assume that A's leadership is successful. In other words, B's response to A's leadership stimulus falls at the successful end of the continuum. We still do not know the whole story of effectiveness.

If A's leadership style is not compatible with the expectations of B, and if B is antagonized and does the job only because of A's position power, then we can say that A has been successful but not effective. B has responded as A intended because A has control of rewards and punishment---not because satisfying the goals of the manager or the organization also satisfies B's needs.

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On the other hand, if A's attempted leadership leads to a successful response, and B does the job because it is personally rewarding, then we consider A as having not only position power, but also personal power. B respects some personal goals. In fact, B sees these personal goals as being accomplished by this activity. This is what is meant by effective leadership, keeping in mind that effectiveness also appears as a continuum that can range from very effective to very ineffective, as illustrated in Figure 2.

Figure 2
Bass's Successful and Effective Leadership Continuum
Source: Based on Bernard M. Bass, Leadership, Psychology, and Organizational Behavior (New York: Harper & Brothers, 1960), pp. 90, 448.

Success has to do with how the individual or the group behaves. On the other hand, effectiveness describes the internal state, or predisposition, of an individual or a group, and thus it is attitudinal in nature. Individuals who are interested only in success tend to emphasize their position power and use close supervision. Effective individuals, however, will also depend on personal power and use more general supervision. Position power tends to be delegated down through the delegation; personal power is generated upward from below through follower acceptance.

Fred Luthans, a professor of management at the University of Nebraska, conducted a 4-year observational study to determine the similarities and differences between successful managers (those who were rapidly promoted) and effective managers (those who had satisfied, committed employees and high-performing departments). The study reported that successful managers spent more of their time and effort networking with others inside and outside the organization than did effective managers. Politicking and socializing occupied most of their time, with less time spent on the traditional activities of managing---planning, decision making, and controlling. In contrast, the effective managers spent most of their time in communications, that is, exchanging information and paperwork, and in human resource management (see Figure 3). These activities contributed most to the quality and quantity of their high-performing departments.

Figure 3 The Activities of Real Managers
Source: Academy of Management Executive, 1988, Academy of Management.

Less than 10 percent of the managers in the study sample were in both the top third of successful managers and the top of effective managers. These managers were able to achieve a balanced approach in their activities; they networked and got the job done. The study concluded that more attention needs to be paid to designing systems to reward and support effective managers, not those with the most successful and political social skills. By rewarding effectiveness, organizations will increase their abilities to compete and excel in rapidly changing market and environmental conditions.

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In the management of organizations, the difference between successful and effective often explains why many supervisors can get a satisfactory level of output only when they are right there looking over a worker's shoulder. But as soon as they leave, output declines and often such things as horseplay and scrap loss increase.

This same phenomenon occurs in organizations that rely on phone conversations with service representatives for order placement. By monitoring incoming calls, the supervisor can rapidly determine if service representatives are answering calls quickly, correctly, and in a friendly fashion. If the representatives perceive the monitoring in a negative fashion and view the supervisor as ineffective, their performance can deteriorate when the monitoring is stopped. A supervisor who uses the monitoring as a tool to assist the representatives in achieving departmental goals and who rewards positive improvements in call answering and order placement will find that performance stabilizes or improves even when the monitoring is discontinued. The supervisor has used effective leadership to help the representatives meet department and corporate goals.

The phenomenon described applies not only to educational and business organizations but also to less formal organizations such as the family. If parents are successful and effective, have both position and power, their children accept family goals as their own. Consequently, if the husband and wife leave for the weekend, the children behave no differently than if their parents were there. If, however, the parents continually use close supervision and the children view their own goals as being stifled by their parents' goals, the parents have only position power. They maintain order because of the rewards and the punishments they control. If these parents went away on a trip, leaving the children behind, upon returning they might be greeted by chaos.

In summary, managers could be successful, but ineffective, having only a short-lived influence over the behavior of others. On the other hand, if managers are both successful and effective, their influence tends to lead to long-run productivity and organizational development. This really is what leadership and management are all about. In the words of The Wall Street Journal, "The first job of the manager is to make the organization perform."

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It should be pointed out that this successful versus effective framework is a way of evaluating the response to a specific behavioral event and not of evaluating performance over time. Long-term evaluation is not a result of a single leadership event but a summation of many different leadership events. 

*SOURCE: MANAGEMENT OF ORGANIZATIONAL BEHAVIOR: LEADING HUMAN RESOURCES, 8TH ED., 2001, PAUL HERSEY, KENNETH H. BLANCHARD, DEWEY E. JOHNSON, PGS. 126-130*

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The kingdom of God is among you
Luke 17:20-25 Asked by the Pharisees when the kingdom of God was to come, Jesus gave them this answer, ‘The coming of the kingdom of God does not admit of observation and there will be no one to say, “Look here! Look there!” For, you must know, the kingdom of God is among you.’ He said to the disciples, ‘A time will come when you will long to see one of the days of the Son of Man and will not see it. They will say to you, “Look there!” or, “Look here!” Make no move; do not set off in pursuit; for as the lightning flashing from one part of heaven lights up the other, so will be the Son of Man when his day comes. But first he must suffer grievously and be rejected by this generation.’

Live Adoration from Tyburn Convent

Live Adoration from Tyburn Convent
Adoration, also known as Eucharistic Adoration, is a Catholic prayer in front of the Blessed Sacrament. It is a sign of devotion and worship to Jesus Christ, who is believed to be present in the consecrated host. During adoration, Catholics pray to Jesus Christ before the Eucharist at their local parish. The Eucharist is typically kept in a tabernacle at the parish church, and may be presented in front of a closed tabernacle or in front of the exposed host in a monstrance. A monstrance is a vessel used in Roman Catholic, Anglican, High Church Lutheran, and Old Catholic churches. It is a stand made of precious metal that holds the Blessed Sacrament during adoration. The word "monstrance" comes from Latin and means "to show".

English Audio Bible - Old Testament (COMPLETE) - New American Standard Bible 1995 (NASB)

English Audio Bible - Old Testament (COMPLETE) - New American Standard Bible 1995 (NASB)

English Audio Bible - New Testament (COMPLETE) - New American Standard Bible 1995 (NASB)

English Audio Bible - New Testament (COMPLETE) - New American Standard Bible 1995 (NASB)

Catechism of the Catholic Church

Catechism of the Catholic Church
Read online.

The women who accompanied Jesus

The women who accompanied Jesus
Luke 8:1-3:Jesus made his way through towns and villages preaching, and proclaiming the Good News of the kingdom of God. With him went the Twelve, as well as certain women who had been cured of evil spirits and ailments: Mary surnamed the Magdalene, from whom seven demons had gone out, Joanna the wife of Herod’s steward Chuza, Susanna, and several others who provided for them out of their own resources.

St Matthew, Apostle and Evangelist

St Matthew, Apostle and Evangelist
He was born in Capernaum, and was working as a tax-collector when Jesus called him. He is thought by some scholars to have written an early version of his gospel in Aramaic, a precursor to the Greek version we now have. He is also said to have preached in the East.

'Woman, this is your son'

'Woman, this is your son'
John 19:25-27: Near the cross of Jesus stood his mother and his mother’s sister, Mary the wife of Clopas, and Mary of Magdala. Seeing his mother and the disciple he loved standing near her, Jesus said to his mother, ‘Woman, this is your son.’ Then to the disciple he said, ‘This is your mother.’ And from that moment the disciple made a place for her in his home.

Love

Love
1 Corinthians 13:4-7: Love is always patient and kind; it is never jealous; love is never boastful or conceited; it is never rude or selfish; it does not take offence, and is not resentful. Love takes no pleasure in other people’s sins but delights in the truth; it is always ready to excuse, to trust, to hope, and to endure whatever comes. 1 Corinthians 13:8-9,13: Love does not come to an end. But if there are gifts of prophecy, the time will come when they must fail; or the gift of languages, it will not continue for ever; and knowledge – for this, too, the time will come when it must fail. For our knowledge is imperfect and our prophesying is imperfect. In short, there are three things that last: faith, hope and love; and the greatest of these is love. Colossians 3:14-15: Over all these clothes, to keep them together and complete them, put on love. And may the peace of Christ reign in your hearts, because it is for this that you were called together as parts of one body. Always be thankful.

The Holy Rosary | How To Pray (A Step By Step Guide)

The Holy Rosary | How To Pray (A Step By Step Guide)
A hematite rosary

It is not peace I have come to bring, but a sword

It is not peace I have come to bring, but a sword
Jesus instructed the Twelve as follows: ‘Do not suppose that I have come to bring peace to the earth: it is not peace I have come to bring, but a sword. For I have come to set a man against his father, a daughter against her mother, a daughter-in-law against her mother-in-law. A man’s enemies will be those of his own household. ‘Anyone who prefers father or mother to me is not worthy of me. Anyone who prefers son or daughter to me is not worthy of me. Anyone who does not take his cross and follow in my footsteps is not worthy of me. Anyone who finds his life will lose it; anyone who loses his life for my sake will find it. ‘Anyone who welcomes you welcomes me; and those who welcome me welcome the one who sent me. ‘Anyone who welcomes a prophet will have a prophet’s reward; and anyone who welcomes a holy man will have a holy man’s reward. ‘If anyone gives so much as a cup of cold water to one of these little ones because he is a disciple, then I tell you solemnly, he will most certainly not lose his reward.’ When Jesus had finished instructing his twelve disciples he moved on from there to teach and preach in their towns.

The beheading of John the Baptist

The beheading of John the Baptist
Matthew 14:1-12 Herod the tetrarch heard about the reputation of Jesus, and said to his court, ‘This is John the Baptist himself; he has risen from the dead, and that is why miraculous powers are at work in him.’ Now it was Herod who had arrested John, chained him up and put him in prison because of Herodias, his brother Philip’s wife. For John had told him, ‘It is against the Law for you to have her.’ He had wanted to kill him but was afraid of the people, who regarded John as a prophet. Then, during the celebrations for Herod’s birthday, the daughter of Herodias danced before the company, and so delighted Herod that he promised on oath to give her anything she asked. Prompted by her mother she said, ‘Give me John the Baptist’s head, here, on a dish.’ The king was distressed but, thinking of the oaths he had sworn and of his guests, he ordered it to be given her, and sent and had John beheaded in the prison. The head was brought in on a dish and given to the girl, who took it to her mother. John’s disciples came and took the body and buried it; then they went off to tell Jesus.

Psalms 9:16

The LORD is known by the judgment which he executeth: the wicked is snared in the work of his own hands. Higgaion. Selah - Question: What does Higgaion and Selah mean? Answer: Both Higgaion and Selah are used numerous times in the Old Testament. They occur together in Psalm 9:16. The meanings of these words are uncertain. We observe Higgaion in such passages as Psalm 9:16; 19:14; 42:3; Lamentations 3:63. In Arabic, the root gives a deep vibrating sound, like the murmering sound of a harp (Psa. 92:3). The International Standard Bible Encyclopedia states that it may be derived from the Greek versions of Psalm 9:16 and takes it to mean an instrumental interlude. It may also mean a soliloquy or meditation such as concerning the judgment of God (Psa. 9:16), the words and work of God (Psa. 19:14), and the loving kindness and faithfulness of God (Psa. 92:2-3). In the Septuagint, Selah is translated as daplasma (meaning a division). It occurs in Habakkuk 3:3, 9, 13 and 71 times in the Psalms. It is used in 39 of our 150 psalms. Of those 39 psalms, 31 they are ones handed over to "the chief Musician." So, pause and meditation may be the predominate idea. In addition, it may mean to lift up (Hebrew, salal) or, in some definitions, a repetition, end of a strophe, or a recurring symphony. In his sermon named "HIGGAION!" about Psalm 9:16, Archibald G. Brown, on August 17, 1873, at the East London Tabernacle said this: "When the psalmist wrote this verse, and reached the words 'The wicked shall be snared in the work of his own hands', he seemed to be overpowered at the terror of the thought, and so put a full stop and wrote in the word 'Higgaion!' As much as to say, 'O my soul, meditate on the tremendous truth my hand has penned, and let all who read the same meditate.' And then after 'Higgaion' he puts 'Selah'. He would have there to be a solemn pause. Oh, I would that there could be just one moment's solemn pause in our meeting tonight. Would that there could be a Selah, a Higgaion! Friends, shall there be? I put it to you. 'The Lord is known by the judgment which he executes; and the wicked shall be snared in the work of his own hands!" Now let us just for a moment meditate on that. Let there be a solemn Higgaion, and let every heart ask itself the question, 'How do I stand in reference to this tremendous truth?' *Answer by Dr. Joseph R. Nally, Jr. (https://thirdmill.org/answers/answer.asp/file/47892)*

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