EpmAssignment2

The Rod of Correction

Done by: Xie Pinjiao Shan Xiaoxu Soh Cheong Jun Nazru Noordin Wang Ruiting

ContentContent

The Rod of CorrectionThe Rod of Correction ProtectProtect CorrectCorrect InspectInspect ConclusionConclusion ReflectionReflection ReferencesReferences

The Rod of CorrectionThe Rod of Correction ProtectProtect CorrectCorrect InspectInspect ConclusionConclusion ReflectionReflection ReferencesReferences

The Rod of CorrectionThe Rod of Correction

Protect: Stand in the gap and fight for your sheep

Correct: Approach discipline as a teaching opportunity

Inspect: Regularly inquire about your people’s progress


Correct: Approach discipline as a teaching opportunity

Inspect: Regularly inquire about your people’s progress

The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People, Dr. Kelvin Leman & William Pentak



Protect your sheep from predators How does shepherd protect his

flock? Case study from new legislation in

2009

Protect your sheep from predators How does shepherd protect his

flock? Case study from new legislation in

2009

Presented by Xie Pinjiao

Protect your sheep from predatorsProtect your sheep from predators

What does predator means? The predator can be any animals

have threat to sheep. E.g. wild dogs, lions, wolves and coyotes

In management, predators mean any client or man let your people feel threatened and endangered by the circumstances.

What does predator means? The predator can be any animals

have threat to sheep. E.g. wild dogs, lions, wolves and coyotes

In management, predators mean any client or man let your people feel threatened and endangered by the circumstances.

How does shepherd protect his flock?How does shepherd protect his flock?

Shepherd carried slings and rocks. If slingshot didn’t scare the predators, shepherd had only his rod to defend his flock. But when a shepherd cut this rod out from beneath an oak tree, he knew he was carving a weapon of last resort.

Shepherd carried slings and rocks. If slingshot didn’t scare the predators, shepherd had only his rod to defend his flock. But when a shepherd cut this rod out from beneath an oak tree, he knew he was carving a weapon of last resort.

How does shepherd protect his flock? (cont’)

How does shepherd protect his flock? (cont’)

In management, you should show your people you worthy of their trust. You are Johnny-on-the-spot.

Esprit de corps is very important to a team.

In management, you should show your people you worthy of their trust. You are Johnny-on-the-spot.

Esprit de corps is very important to a team.

Case study from new legislation in 2009Case study from new legislation in 2009

New legislation imposes liability under the Sex Discrimination Act 1975 on an employer that fails to protect employees during the course of their employment from third party harassment related to sex. The employer will be liable where it knew the employee had been subject to harassment on at least two previous occasions by a third party.

Reference: http://www.personneltoday.com/articles/2009/02/01/48246/protect-your-people.html

Case study from new legislation in 2009Case study from new legislation in 2009

Solution: Employer should stand between

the employee and the third party. Employer should try to change

the offensive environment. Employer should persuade the

third party and try to solve the situation with peaceful method.

Solution: Employer should stand between

the employee and the third party. Employer should try to change

the offensive environment. Employer should persuade the

third party and try to solve the situation with peaceful method.

Key points:

• Trustworthy

• Give some guideline to member who will be in danger.

• Give some appropriate discipline for mistakes

Correct

Presented by Shan Xiao Xu

Trustworthy (base point):

• “What if the person I’m disciplining doesn’t buy it?”• “They will buy it if they buy you.”

Give them the feeling like “when my people get in trouble, it’s my ability to go and get them out”

Target:Target: You discipline your You discipline your people, not harm them, but to people, not harm them, but to keep them from harm.keep them from harm.

Method:Method: Give some advices to Give some advices to the member before the problem the member before the problem goes to worse.goes to worse.

Target:Target: You discipline your You discipline your people, not harm them, but to people, not harm them, but to keep them from harm.keep them from harm.

Method:Method: Give some advices to Give some advices to the member before the problem the member before the problem goes to worse.goes to worse.

Give some guideline to member who is in danger

Give some appropriate discipline for mistakesGive some appropriate discipline for mistakes

For example, if someone use the office resources to do his personal things, or is not following rules.

How to correct the people who have done something wrong?

As the leader how you will deal with a situation:

Attitude

• You should never become too close to your employee, and you should take action against them when it is needed.

• Using persuasion rather than coercion and about giving people freedom of movement but making sure they know where the fence line is.

Be equal

No one should be above the rules, not even the leader. If they do wrong, they should get the same discipline that is given to employees.

Declare the rules & have a Declare the rules & have a good communication with the good communication with the staffstaff

InspectInspect

The rod does not only serves as a protecting weapon and correcting tool, but also an inspecting tool.

People usually do better in their jobs under inspection. They tend to know what you expects

through inspections

“Expectation sets the height of the bar, but it is regular inspection that resets the height of the bar so as to ensure it is achievable.”

--- Dr. Mike Teng

“Expectation sets the height of the bar, but it is regular inspection that resets the height of the bar so as to ensure it is achievable.”

--- Dr. Mike Teng

Presented by Wang Ruiting

Inspect: DefinitionInspect: Definition

Regular Regular checkingchecking on the progress of on the progress of your peopleyour people As some people will tend to act as if they As some people will tend to act as if they

understand when jobs/instructions are understand when jobs/instructions are given, and ask among themselves, trying given, and ask among themselves, trying to know what exactly was instructed.to know what exactly was instructed.

It’s a follow-up of what the leader It’s a follow-up of what the leader delegatesdelegates

A A responsibilityresponsibility of a leader to develop of a leader to develop one’s followersone’s followers

Regular Regular checkingchecking on the progress of on the progress of your peopleyour people As some people will tend to act as if they As some people will tend to act as if they

understand when jobs/instructions are understand when jobs/instructions are given, and ask among themselves, trying given, and ask among themselves, trying to know what exactly was instructed.to know what exactly was instructed.

It’s a follow-up of what the leader It’s a follow-up of what the leader delegatesdelegates

A A responsibilityresponsibility of a leader to develop of a leader to develop one’s followersone’s followers

“…lame sheep does everything it can to blend in with the flock.”---The Way of the Shepherd, p. 93“…lame sheep does everything it can to blend in with the flock.”---The Way of the Shepherd, p. 93

Inspect: DefinitionInspect: Definition

There’s limitations to OBSERVE for There’s limitations to OBSERVE for problems.problems.

Thus, inspecting is a way to Thus, inspecting is a way to ““identify areas for improvementsidentify areas for improvements”” This is also to This is also to ensure the right peopleensure the right people

are allocated are allocated with the right jobswith the right jobs Challenges them to improveChallenges them to improve

In business, inspection also allow In business, inspection also allow “strategies to be reviewed and “strategies to be reviewed and change from time to time to ensure change from time to time to ensure alignment with market dynamics”. alignment with market dynamics”. (Dr. Mike Teng)(Dr. Mike Teng)

There’s limitations to OBSERVE for There’s limitations to OBSERVE for problems.problems.

Thus, inspecting is a way to Thus, inspecting is a way to ““identify areas for improvementsidentify areas for improvements”” This is also to This is also to ensure the right peopleensure the right people

are allocated are allocated with the right jobswith the right jobs Challenges them to improveChallenges them to improve

In business, inspection also allow In business, inspection also allow “strategies to be reviewed and “strategies to be reviewed and change from time to time to ensure change from time to time to ensure alignment with market dynamics”. alignment with market dynamics”. (Dr. Mike Teng)(Dr. Mike Teng)

Inspect: WaysInspect: Ways

Asking questionsAsking questions:: How are they doing?How are they doing? Is there anything you can help with?Is there anything you can help with? Do they need any more clarifications?Do they need any more clarifications?

AnalyzeAnalyze:: If your people were not doing up to your If your people were not doing up to your

expectations, even after inspectionsexpectations, even after inspections Put the right people in the right job; maybe their Put the right people in the right job; maybe their

capabilities are not what they are doing now.capabilities are not what they are doing now. Develop them with what they CAN do.Develop them with what they CAN do.

Asking questionsAsking questions:: How are they doing?How are they doing? Is there anything you can help with?Is there anything you can help with? Do they need any more clarifications?Do they need any more clarifications?

AnalyzeAnalyze:: If your people were not doing up to your If your people were not doing up to your

expectations, even after inspectionsexpectations, even after inspections Put the right people in the right job; maybe their Put the right people in the right job; maybe their

capabilities are not what they are doing now.capabilities are not what they are doing now. Develop them with what they CAN do.Develop them with what they CAN do.

Inspect: Case StudyInspect: Case Study

In a student-organized concert, one In a student-organized concert, one of the member, who is appointed as of the member, who is appointed as a Technical Support, does not know a Technical Support, does not know what he is supposed to do and the what he is supposed to do and the senior committee members also did senior committee members also did not teach much about it but expects not teach much about it but expects him to know everything.him to know everything.

In a student-organized concert, one In a student-organized concert, one of the member, who is appointed as of the member, who is appointed as a Technical Support, does not know a Technical Support, does not know what he is supposed to do and the what he is supposed to do and the senior committee members also did senior committee members also did not teach much about it but expects not teach much about it but expects him to know everything.him to know everything.

Example provided by Ruiting

Inspect: SolutionInspect: Solution

If the member had no experience of technical stuff, the committee member should not have place him in that position first.

However, if the intention is to train the member, the committee member should teach him first and inspect at times to see whether he’s doing right or not.

Without inspection, expectations are most likely unable to be meet As the member does not know what is

required to do.

If the member had no experience of technical stuff, the committee member should not have place him in that position first.

However, if the intention is to train the member, the committee member should teach him first and inspect at times to see whether he’s doing right or not.

Without inspection, expectations are most likely unable to be meet As the member does not know what is

required to do.

Conclusion

In conclusion, taking care of In conclusion, taking care of subordinates will involve more than subordinates will involve more than just giving them instructions; It just giving them instructions; It requires proactive interference to requires proactive interference to mould your subordinates into a mould your subordinates into a cohesive team, as well as providing cohesive team, as well as providing protection to the team when they need protection to the team when they need it.it.

Presented by Nazru

Conclusion

• Unit 5: Coaching and MentoringUnit 5: Coaching and Mentoring• Chapter mentions the need to Chapter mentions the need to

approach discipline as a approach discipline as a teaching opportunityteaching opportunity

• Discipline != PunishmentDiscipline != Punishment• Discipline == Corrective action Discipline == Corrective action

to improve behaviour.to improve behaviour.

Discipline• Guidelines for effective discipline

1. Clearly communicate rules to everyone2. Ensure that the punishment fits the

crime3. Follow the rules4. Take consistent, impartial action when

rules are broken5. Discipline immediately, but get all the

necessary facts first6. Discipline in private7. Document discipline8. Resume normal relations once

discipline is over

Discipline

• Progressive disciplineProgressive discipline– Oral WarningOral Warning– Written WarningWritten Warning– SuspensionSuspension– DismissalDismissal

Discipline

• The Discipline modelThe Discipline model1.1. Refer to past feedbackRefer to past feedback

2.2. Ask why undesired behaviour Ask why undesired behaviour was usedwas used

3.3. Give the disciplineGive the discipline

4.4. Get a commitment to change, Get a commitment to change, and develop a planand develop a plan

5.5. Summarise and state the follow-Summarise and state the follow-upup

Reflections On How To Manage WellReflections On How To Manage Well

The Dos Protect

Make your staff feel safe working under you.

Protect them from unfair treatment Correct

Guide staff patiently Disciple Correctly.

Presented by Soh Cheong Jun


The Dos Inspect

Constantly check on staff Be responsible.


The Don'ts Do not be clueless about what your

staff does. Do not overwork your staffs. Do not make insensitive remarks. Do not play favorites.

ReferencesReferences

Dr Kevin Leman & William Pentak (2004). The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People. Zondervan.

Protect Your People. Retrieved 18th July 2009, from http://www.personneltoday.com/articles/2009/02/01/48246/protect-your-people.html

Mike Teng (2008). People Tend To Do What You Inspect Rather Than What You Expect. Retrieved 18th July 2009, from http://ezinearticles.com/?People-Tend-To-Do-What-You-Inspect-Rather-Than-What-You-Expect&id=321787

Kevin Hartford (n.d.). Management tips: How to manage people. Helium, p. 12. Retrieved 18th July 2009, from http://www.helium.com/items/1220991-using-delegation-follow-up-and-recognition-to-manage-people

Dr Kevin Leman & William Pentak (2004). The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People. Zondervan.

Protect Your People. Retrieved 18th July 2009, from http://www.personneltoday.com/articles/2009/02/01/48246/protect-your-people.html

Mike Teng (2008). People Tend To Do What You Inspect Rather Than What You Expect. Retrieved 18th July 2009, from http://ezinearticles.com/?People-Tend-To-Do-What-You-Inspect-Rather-Than-What-You-Expect&id=321787

Kevin Hartford (n.d.). Management tips: How to manage people. Helium, p. 12. Retrieved 18th July 2009, from http://www.helium.com/items/1220991-using-delegation-follow-up-and-recognition-to-manage-people

Education

EpmAssignment2