#321: Today's "Pop-Up" Course Is "From Directing to Delegating"

In today's "People Skills" newsletter, we're looking at another one of our "pop-up" presentations where we give you a micro-course on a key workplace soft skill. Today, it's on "From Directing to Delegating".

One of the most common skills that managers must have involves directing and delegating work to your team. Many first-time managers find this aspect of the role to be challenging, particularly in deciding whether to direct, ie tell someone what to do, or to delegate, ie give them some say in how the job is to be done.

So, if you are a new manager, or simply want to update your knowledge and skills in managing others, then take some time out today to sit down and run through this mini-course. It won't last more than five minutes but what you'll learn could last a lifetime.

01. Intro to "From Directing to Delegating"

At the beginning of the 20th century, the predominant model of management was the model of direction, based on the idea that people had to be directed to perform work. By the start of the 21st century, that model had been replaced by delegating...

02. The Ford Model of Management

The Ford motor company of the early 20th century reflected the earliest management theory, scientific management. Its management style was directive. Its production was standardised; measured; repetitive; and mechanistic...

03. Question 01

Describe the features of an organisation using scientific management principles. What are the benefits and drawbacks?

04. Management By Control

The early Ford model of management was management by control. People were not seen as anything different from any other resource. They were a measurable cost...

05. Question 02

What features of management by control are still present in today’s organisations, including your own?

06. The Volvo Model of Management

The Volvo motor company of the mid-20th century onwards reflected the shift towards people management. Its management style was democratic. Its production was standardised and measured but included job rotation and the building of whole cars by teams...

07. Question 03

Describe the features of an organisation using team management principles. What are the benefits and drawbacks?

08. Team Management

The following advert from Volvo in the 1990's shows the company's social approach to working: "Henry Ford started the assembly plant. Now Volvo has stopped it...

09. Question 04

What are the features of team management that are still used in organisations today, including your own?

10. The Nissan Model of Management

The Nissan motor company of the late 20th century reflects the shift from the earlier approaches to the delegated and empowering approach. Its production has a high use of technology operating through self-managed and highly trained groups...

11. Question 05

On a scale of 1 (low) to 10 (high), how empowered are the organisations you know of today including your present organisation?

12. Trust and Co-operation

In Japanese organisations, the "company" means "family" and employees are like children in the family. Japanese organisational charts show only collective units, not individual positions or title or names...

13. Question 06

Give an example of a team or organisation you know of that is like a family. How would you describe your current team or organisation?

14. Nissan's Principles

The following are 3 of Nissan's General Principles. They are the need to...

15. Question 07

On a scale of 1 (low) to 10 (high), how does your current team or organisation perform on each of the 3 Nissan principles?

16. A Final Word

Whatever the predominant management styles of the last 100 years were, the most successful companies have been those which became experts in the predominant style...

What Next?

If you have worked through each slide in this newsletter, you will now have a great set of materials to help you develop others, whether through direction, delegation, or empowerment.

And, with this as your starting point, you can now take things further.

With over 22,000 learning resources on our 6 websites, with 2 sites offering free downloads, you can now take charge of your own learning and create your own learning pathways to success.

Simply commit yourself to a daily snippet of learning and then practise it, reflect upon it, apply it, and review it, and in no time at all, you will have mastered the skill with confidence.

Thanks for reading this edition of the "People Skills" newsletter and good luck with your ongoing learning.

Oh, and one last thing.

In the spirit of making the world a freer, happier and more enlightened place...

...please pass this newsletter on.

Thankyou!

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This sale comprises all 6 websites, over 22,000 soft skills learning items, and all 37 e-books which have earned over ￡1 million in global sales through our publishing partners.

We have been leaders in Soft Skills e-learning since the late 1990's and, today, there is unprecedented demand globally for "People Skills" learning and training.

Uniquely, we currently offer our materials for free use and download but a new owner can easily commercialise our offering through a wide range of options.

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Eric Garner

Managing Director

KSA Training Ltd