MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Lesson Four: Faciltating Change; Managing People
This is also a short elective for the Supervisory Certificate Program
Please note that this program has been approved for 2.5 recertification credit hours toward PHR®, SPHR® and GPHAR® recertification through the HR Certification Institute. Please be sure to note the Program ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute homepage at www.hrci.org.
Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs.
Lesson Four: Faciltating Change; Managing People
Change: Managing on Purpose emphasizes often that our approach to various tasks, duties and responsibilities depends on how we perceive them. Perhaps nowhere is this more important than as it applies to our perceptions of the concept of change itself. We've been managing perhaps for a long time, acting on lessons learned from the schooling and experience we've had to date. How possible is it for each of us to come up with a new frame of reference in regard to ourselves as managers? What is a frame of reference? Frames of reference are the paradigms—deeply held attitudes and beliefs—that shape the ways we think and act. We look out at the world through them. If our frames of reference become too "thick"—perhaps becoming comprised of invalid ideas about who we are and what we can do—we need to pare them down, giving ourselves wider views of who we are and how we relate to the world. This lesson explains how that can happen.
People: There are fewer and fewer people in the workplace, and each is being asked to contribute more and more. A key task of managers is to ensure that their organizations receive maximum effort and performance from every employee. How are managers to do that? Of the discretionary effort that each of us as an employee has to give, how much of it do we give to our organizations? How often do we give it? The answers to these questions depend on how managers "see" their people, and, in turn, how their people see them. In earlier times, employees were seen quite literally as "hands," and today they must be seen in a different way—as individual, diverse people, each having a great deal to offer. Managers are asked in this lesson to consider how their people perceive them, and to think about possible changes they can make to the picture of themselves that emerges. Key to much of the foregoing is communication, and the lesson offers suggestions as to how the communication process works and how it can be improved.
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