Posted at 11.25.2018
"Give a critical research of the partnership of the Job Management Planning Model reviewed in category and Blanchard's Situational Management Model. "
"Kenneth Blanchard's Situational Command Model"
Kenneth Blanchard and Hensley have made significant studies on management style and they suggest that professionals need to work with different control styles for different situations. The Situational Command created for understanding the situation that the director and team by both area. Blanchard's Authority style allows manger to analyze the needs of the situation and then use the best option control style. Also, the theory behind this command style is approximately understanding team participants' competences, their commitment to their jobs and leading them by using appropriate control style. Although, Blanchard's management style requires high managerial capabilities to manage vary situations and team member's behaviour towards different situations. Professionals could even lead the same staff a proven way sometimes and other way in several situation at other times. ( Blanchard, 2000)
The Blanchard and Hersey's Situational Command style targets the quantity of path and support that the first choice provides to his/her enthusiasts, therefore the model appears like a simple matrix in terms of this concentrate. Thus, every improvement follows the prior one in this authority style matrix. However, it must be looked at that there are some questions concerning this model:
Is Blanchard's Control Styles ideal for different type of organizational set ups? Or does indeed it work for each and every situation and for each organisation which has received different organizational culture? Before discussing these questions Blanchard's Leadership Style should be critically analysed. Also there are other scholar models which may be considered as option to this model such as Fiedler's Contingency Model, Kirkpatrick Evaluation Model. (J. M Nicolas, 1990)
(www. 12management. com)
Blanchard's Command Style has different degrees of managing associates and this begins with directing, instruction and follows assisting, delegating. Additionally, each stage has different of leading and directing level.
S1 - Revealing / Directing
In this command style, the leader is high activity target and low romance focus. Leaders supervise the "supporters" closely and present meaning of the functions and tasks to them. The communication is mostly one-way therefore the innovator makes the decisions and announces it to the team. Team members are enthusiastic and dedicated nevertheless they are also lack of self-assurance in this stage, therefore they need supervision and route to start.
S2 - Selling / Coaching
The market leaders are high task focus and high romance target. Thus, they still define duties and jobs for the team members, but also the consider team members recommendations and ideas for the situations they are in. The communication becomes much more two-way however the decisions still created by the leaders. Associates have competences but still need directions and supervision for their lack of commitment. Market leaders must support and praise them to build self-esteem and engagement in decision making process, in addition this helps to restore their commitment.
S3 - Participating / Supporting
The leaders are low task concentration and high romance focus. The team members need support however, not direction, so the leaders allocate responsibilities and techniques to the enthusiasts. The leaders go daily decisions, although they just facilitate and be a part of decisions because of absence confidence and desire.
S4 - Delegating
The leaders are low activity target and low relationship focus. In this situation the enthusiasts make the decisions and they decide when the leader will be engaged in these decisions. The associates have competence and determination so they could work without given path and support by market leaders.
These authority styles aren't always work properly so the head must to know when and how he/she needs to change his/her management style in line with the situation. Therefore, leaders need to know which Situational Command is well suited for the situation. Although, followers are essential functional elements of this matrix so their commitment and competences can be analyse in 4 different quadrants.
Development Level of the Follower
D1: Low Competence, High Commitment -"Enthusiastic Newbie"
Team members are usually had the self confidence or determination to get the job done however they have lack of the specific abilities and skills required for the job. They may be enthusiastic and excited about the chance to take action.
D2: Some Competence, Low Commitment - "Disillusioned Learner"
The supporters have the abilities that required nevertheless they are not able to take decisions without leaders help as a result of situation may be new to them. Their determination and eagerness can be easily drop when they face some troubles.
D3: High Competence, Adjustable Commitment -"Reluctant Contributor"
The associates have the capability to do something and they have enough experience about the job, but nonetheless may lack the assurance to take action themselves or they don't really have the inspiration to do it well.
D4:High Competence, High Determination -"Peak Performer"
The team members are comfortable with their own capability to get the job done well and they are experienced. They sometimes even will be more skilled than the first choice. They benefit from the tasks and they are more effective in the tasks.
As it can be seen clearly the development degrees of enthusiasts are also situational like the leadership styles. A team member could be skilled, stimulated and confident for just one area of the job, but could be less competent for another area of the job. Relating to Blanchard and Hersey, the Authority Style (S1 - S4) of the leader must correspond to the Development level (D1 - D4) of the follower so it s the leader who adapts the right style for the situation. The most of all the team member's development level will surge to D4, to everyone's benefit, therefore the process in starts from over taking a look at per employees responsibilities and practices by deciding managerial style and examining the worker development in this command style.
Strengths and Restrictions of the Blanchard's Situational Control model
Blanchard's Situational Control model is simple to understand and simple to operate but there are some limitations used. The model does not differentiate between management and control. Leadership is not only about making decisions, it is about inspiring the fans and just how leaders do that can vary greatly. Hence, decision making style does not reduced according to the changes in control style. The model entirely targets who the individual in charge does indeed and sets the team members in the next place which can not be proven. The model works for several assumptions:
Leaders should adapt their leadership style to follower maturity level which is dependant on their competence and drive.
The model explains four command styles that match the four mixtures of high/low willingness.
These four different authority styles require increased or less give attention to the task needed or the relationship between the innovator and the team members.
Presumes that leadership style is about how exactly to make decisions.
Projects are too sophisticated and job lifecycles too short so projects need to be organized well and supervised by not only managers but also by groups. Therefore, teams must be developed to make sure that planning is more exact and that the job team is focused on the outcome. Project clubs create various authority challenges and marketing communications and motivational skills are essential throughout the life span of the task. Successful project market leaders are effective and strong market leaders, highly competent organizers. Moreover job team market leaders need to understand the technical aspects of their projects; know how to use the appropriate skills for planning and controlling projects clubs; and effectively lead groups. Since project leaders typically work across practical lines, they need to manage conflict in clubs and lead individuals. They also need to communicate effectively to sell their ideas, to affect team behaviour, to get individual's commitment, and also to recommend modifications in project range when it's needed. Managing conflict and overcome level of resistance to change are essential as much as taking decisions so Blanchard's situational Management style can apply in some of the areas of projects management. Tasks leadership have to have skills to control difficult team members and to develop new strategies for handling personal agendas. Blanchard's model is not rewarding from the aspects of leading projects and people. (R. Gordon, 1990)
Blanchard's Situational Authority model does not meet up with the needs of any tasks success, although project life cycle starts with initiation and then comes after by planning, project execution and control finally ends with job closure so command skills need to be analysed from different aspects of these periods, nevertheless the model analysis the leadership in one aspect (decision making). However, job management planning model requires having authority skills linking to translating strategic initiatives to proper success. In the short time of assignments life cycle project leaders need to do something instantly in line with the project stream such as change management, risk management. Project command skills need to be more about managing communication and handling conflict rather than centered on decision making.
Team work success is one of the milestones for job leadership, so the job successes rely on professionals who can manage to help group problem resolving and focus on group productivity. In today's world group success become more important than individual task achievements so the success of the job leadership will depend on how well the team shaped. The team success can be measured by improvements in quality and productivity of the team on a continuous basis. System that can pit player against team player must be transformed so that the priority of every team member becomes accomplishment of the team's quest. To do that, team market leaders and managers must to give great deal of control with their team members. Therefore, it is very important to pay attention to team formation stages as it's the biggest influence on the success of the control. (Blanchard. 2000)
The most reliable team's characteristics can be define with the showing information openly within the team, participating in the team's task, encouraging the other person and using all of the team's resources as much as possible. Team development periods are forming, storming, norming and executing. To develop a successful team leaders must pay attention to the each stage in team development period. Successful job management helps new team members to execute effectively and quickly within Forming, Storming, Norming, Performing development stages.
The team formation does take time, the people and leader has to go through different team building stages. Although, there are some difficulties for market leaders and team from the being a group of strangers to becoming a united team with a goal. Understanding the team development phases definitely affects leadership success.
Bruce Tuckman shows that teams can be built-in four stage process which is saying like "forming, storming, norming and executing in 1965. In these phases members understand how they interact and what their responsiblities are. A number of the members may observe as they try to determine what's expected from them plus some others may employed to the team quickly. Team innovator must balance team member's reactions to the situations and handles the situation, in this aspect the authority success will depend on the successful team developments.
Firstly teams proceed through "Forming "stage and associates might not know the other person in this stage. Associates are polite, positive or a few of them troubled as the members don't their duties and the particular team work is engaged. Leader takes on a prominent role at this time: other customers' tasks and responsibilities are less clear.
Forming level is usually short and team functions and purposes not yet defined. There may be discussions about how the team will work at this stage and that can be frustrating for a few members who simply want to get associated with the team activity.
After first level, soon team begins building in a form and team movements directly into storming phase. The way of team work begins to be defined while the jobs and positions are clarified. Team leader's specialist may be challenged as there might be a competition for position and assignments. The leader has to be aware of conflicts between team members. As the ways of working learn to be described some participants may feel uneasy with the way of team work or some users may feel overwhelmed. by how much there may be to do, or uncomfortable with the strategy being used. Additionally, some users even start questioning the goal of the team and resisting their tasks on their duties. In this stage many teams fail because of insufficient communication between users and also team members could even jostle for position. (Matthew Batchelor)
After forming stage the team moves into a norming level and this level hieratical composition of the team proven. Team members start to respect the other person and admit the leader's specialist as a head. Common trust and self-assurance starts growing between head and team members. In this level associates know the other person and they may even socialize jointly. They help one another and build up constructive criticism. The associates more focused on the team goal and good improvement is seen within the team.
There may also be backward progress between storming and norming phases. The team members may lapse when they get a new job but it is soon or later dies out.
This stage leads the team to effort and progress collectively towards the distributed visions and goals. Team already backed by the techniques and structure that contain been create by the leader during the previous stages. In such a stage any of individual's action can't influence executing culture. The associates may become a member of or leave the team without impacting the performance of the team. Hence, being truly a leader is a lot easier than the other levels because the first choice is able to delegate a lot of the task in this level.
At the end of the job team head need to concern both team's goal and users. "Mourning" is the level that team breaks up because of different reasons. This level is important in reaching personal goals and team goals.
The break up of the team can be hard for customers who like daily habit or who have developed close working associations with other team members, particularly if their future functions or even careers look uncertain.
Team leader's aim is supporting team to reach their goals and sustain performance of the team. Project head need to change his/her approach according to the stage team in.
The most significant thing for Task manager to recognize which level of the team development his/her team is. Also, job leadership style needs to change at the right time. Project head must really know what needs to be done to go towards the next stages, and help the team do this effectively. Project management style success will depend on regular reviews of where the clubs are, and change his/her design of behaviour and authority strategy which team has reached.
Project innovator needs the required time to teach the associates and take them to another stages. The project management failures and successes are all about them performance so through the "Forming", "Storming" and "Norming" periods if the task leadership style preferred wrong the this may cause serious problems in the job operations. (www. mindtools. com)
Project leadership success can be measure with how much improvement should expected to the project clubs and by when against that it could be measured if the project management could achieve the targeted success level or not. Project leader must give trust and self confidence to the memberships through the "Forming", "Storming" and "Norming" levels before they begins "Performing", If the first choice cant manage to do that then there may not be much improvement can be achieved during "Performing" stage. Communication between Job head and the team is absolutely important in virtually any of these phases because team improvement against their goals give them the thought of doing something worthwhile while. This type of forming can't be apply to all teams and individuals may not respond in the same way, however many do. Project control success can be significant when the right authority style and forming stage chosen by market leaders.
Project leadership failures and successes, they are both due to right or wrong team forming in the jobs. Folks are important as much as teams to the task leaders, so high executing team can make both edges happy as the clubs are always can achieve more than individuals can independently. Being part of your high-performing team can take persistence and needs professionalism and reliability to access successes.