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National Qualification Framework Certificate Programme THE MANAGEMENT OF TECHNOLOGY AND INNOVATION (MOTI) Accredited and offered by The Da Vinci Institute for Technology Management Programme Framework (customised for management development employees)

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Page 1: The Da Vinci Institute - dmcodyssey.orgdmcodyssey.org/wp-content/uploads/2013/08/Gung-HO-2013.pdfChapter Gung Ho! Kim Blanchard and Sheldon Bowles wrote the book, Gung Ho!, which is

National Qualification Framework

Certificate Programme

THE MANAGEMENT OF TECHNOLOGY AND

INNOVATION (MOTI) Accredited and offered

by

The Da Vinci Institute for Technology Management

Programme Framework

(customised for management development employees)

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The material within this document is the intellectual property of DMC Process Management, a Research associate of The Da Vinci Institute for Technology Management. This Module was exclusively developed and forms part of a National Certificate Qualification in Business Management. Dissemination of this material to a third party or use of this material outside of the scope of the qualification, will constitute a violation of the intellectual property rights of The Da Vinci Institute for Technology Management (Pty) Ltd and DMC Process Management (Pty).

© 2013

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NATIONAL CERTIFICATE PROGRAMME

MANAGEMENT DEVELOPMENT

The Da Vinci Institute for Technology Management (Pty) LtdRegistered with the Department of Education as a private higher education institution

under the Higher Education Act, 1997. Registration No. 2004/HE07/003

NATIONAL CERTIFICATE

PROGRAMMELEARNER GUIDE

MANAGEMENT

DEVELOPMENT

NQF LEVEL 5

Team Management

Gung Ho!

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TABLE OF CONTENT

Chapter Content Page

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4 | MANAGEMENT DEVELOPMENT | THE DA VINCI INSTITUTE | TEAM MANAGEMENT

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ANNEXURE

Annexure Description Page

A

B

C

D

E

F

G

H

I

J

NATIONAL CERTIFICATE PROGRAMME

SUPERVISORY MANAGEMENT

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National Qualification Framework

Certificate Programme

THE MANAGEMENT OF TECHNOLOGY AND

INNOVATION (MOTI)

Chapter

Team LeadershipGung Ho!

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Chapter

Gung Ho!

Kim Blanchard and Sheldon Bowles wrote the book, Gung Ho!, which is an invaluable management tool. This book outlines a foolproof way to increase productivity by fostering excellent morale and boosting enthusiasm in the work place.

Gung Ho! is an Indian word (originating from the Aborigine people of North America) meaning Turned On. If you are Gung Ho!, you are turned on, or excited!

OVERVIEW: The Three Principles of Gung Ho!

Spirit of the Squirrel – Worthwhile Work

๏ Knowing we make the world a better place.

๏ Everyone works toward a shared goal.

๏ Values guide all plans, decisions, and actions.

Way of the Beaver – In Control of Achieving the Goal

๏ A playing field with clearly marked territory.

๏ Thoughts, feelings, needs, and dreams are respected, listened to, and acted upon.

๏ Able, but challenged.

Gift of the Goose – Cheering Each Other On

๏ Active or passive congratulations must be T.R.U.E.

๏ No score, no game, and cheer the progress.

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MANAGEMENT DEVELOPMENT

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๏ E = mc2 Enthusiasm equals Mission x Cash and Congratulations.

Synopsis

After Peggy had spent the afternoon observing squirrels, Andy asked her, “Why do these squirrels work so hard?” She replied, “Because they are motivated.” “Why?” asked Andy. “They have a goal. They are motivated because if they don’t store up food, they won’t survive the winder. They will die”, said Peggy. Andy said, “They’re motivated because the work is important. It’s beyond important. It’s

worthwhile.”

Worthwhile Work

1. Knowing we make the world a better place.

๏ It is the understanding, not the work

๏ It is how the work helps others, not the units dealt with.

๏ The result is self-esteem – its power ranks up there with love.

2. Everyone works toward a shared goal.

๏ Goal sharing means buy-in, not announcing. Trusting team members and putting them first leads to support for goals.

๏ The manager sets critical goals. The team can set the rest (People support best that which they help create).

๏ Goals are marker posts you drive in to the future landscapes, defining where you are and where you want to be. They focus attention productively.

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3. Values guide all plans, decisions, and actions.

๏ Goals are for the future. Values are now. Goals are set. Values are lived. Goals change. Values are rocks you can count on. Goals get people going. Values sustain the effort.

๏ Values become real only when you demonstrate them in the way you act and the way you insist others behave.

๏ In a Gung Ho! organization, values are the real boss.

Synopsis

As Andy and Peggy watched the beavers repair their dam, Peggy noticed that they were hard workers, but there seemed to be no “head beaver” directing the work. Andy said, “They’re all independent contractors. They’re doing worthwhile work, saving their lodge, but each beaver is in control of achieving the goal.”

In Control of Achieving the Goal!

1. A playing field with clearly marked territory.

๏ Goals and values define the playing field and rules of the game.

๏ Leaders decide what positions team members play, but then have to get off the field and let the players move the ball.

๏ Freedom to take charge comes from knowing exactly what territory is yours.

2. Thoughts, feelings, needs, and a dreams are respected, listened to, and acted upon.

๏ You can’t be in control unless the rest of the organisation supports you and does not tear you, or your work, apart.

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๏ Golden Role of Management: Value individuals as people.

๏ Information is the gatekeeper to power. Everyone needs full open access to information. Managers must be willing to give up the levels of control they’ve worked a lifetime to gain It’s tough to be boss without being bossy.

3. Able, but challenged.

๏ Production expectations should be within capacity and skills, but if you undershoot, you’ll insult.

๏ Nothing drains self-esteem faster than knowing you’re ripping off the system, not contributing. If people cannot do a fair day’s work for a fair day’s pay, you demean them.

๏ Gung Ho! requires a stretch: work that demands people’s best, and allows them to learn and move ahead into unchartered territory.

Synopsis

“They must be honking a message, Andy. But it’s not a warning, and it’s not tied into switching the lead.” “If it’s not a warning, what is the opposite?” I thought for a minute. “That everything is going well?” “Even better. What’s even better?” “That everything is great? Fantastic? Terrific?” “Of course”, said Andy. “They are cheering each other on. Just listen to them.”

Cheering Each Other On.!

1. Catch people doing something right.

๏ Congratulations are affirmations that who people are, and what they do matters, and that they are making a valuable contribution toward achieving the shared goals and purposes.

๏ Telling people what a great job they have done, or presenting an award, is an active recognition of their contribution. Passive congratulations are such things as stepping side

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and allowing a team member to go forward with a tricky, complicated, and important project without exercising any sort of control, or even offering advice.

๏ You can’t overdo T.R.U.E. congratulations: Timely, Responsive, Unconditional, and Enthusiastic.

2. No score, no game, and cheer the progress.

๏ At football games, fans don’t sit mute as the ball is moved down field, waiting for the touchdown before cheering. Cheer the progress, not just the results. Measurement (score) shared with everyone generates excitement.

๏ The congratulations should be more: Spontaneous than Planned, Individual than Blanket, Specific than General, and Unique than Traditional.

๏ Stop focusing on problems and start looking for those who are making positive contributions.

3. E = mc2 - Enthusiasm equals Mission times Cash and Congratulations.

๏ Worthwhile work and being in control of achieving the goal – that’s a mission.

๏ Cash comes first – you need to feed material needs (food, clothing, etc.) before you can feed the spirit with congratulations.

๏ Cheering each other on brings enthusiasm to work.

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Gung Ho! Revisited

Build on an environment that creates Gung Ho! (excited/turned on) employees, eager to accept their worthwhile challenges, take the lead, and encourage … on the path to success.

Remember: People who are truly in control work for organisations that value them as individuals. Their thoughts, feelings, needs and dreams are respected, listened to, and acted upon.

THE NEED FOR SOCIETY

Bring “The Secret of the Squirrel” alive in your organization:

๏ Manage by values

๏ Clarify and communicate your mission and values

๏ Create a vision and manage the future

THE INDIVIDUAL’S RELATIONSHIP WITH THE ORGANISATION

Bring “The Way of the Beaver” alive in your organisation:

๏ Provide solid leadership in times of change

๏ Take the lead when you’re not in charge

๏ Help teams solidify their purpose, build relationships, be productive, and recognise achievement

THE ORGANISATION’S RELATIONSHIP WITH THE INDIVIDUAL

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Bring “The Gift of the Goose” alive in your organisation:

๏ Help individuals feel good about serving (internal and external) customers

๏ Enthusiasm = mission x cash x congratulations.

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Gung Ho! Game Plan (8)

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