A Leadership Handbook by

WASATCH HEALTH MANAGEMENT

HOW TO BE THE
BEST.
MANAGER.
EVER.
 TABLE OF CONTENTS

Preface…………………………………………………………………………………………2 2
Managerial Type Survey……………………………………………………………………3 3
Chapter 1: Tips for All Managers……………………………………………………………11 11
16
Chapter 2: The Authority-Obedience Manager………..……………………………………15
Chapter 3: The Country Club Manager……………………………………………………….19
20
Chapter 4: The Impoverished Manager………………………………………….………2324
Chapter 5: The Organization Man Manager……………………………………….……26
27
Chapter 6: The Team Manager…………………………………………………….………30 31
Final Thoughts……………………………………………………………………………….33 34
Bibliography…………………………………………………………………………………34
37
Index…………………………………………………………………………………………35 38

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 face

WELCOME TO
WASATCH HEALTH
We are excited to have you as part of our team here at Wasatch Health! This handbook
will help you succeed as a leader within our company by letting you explore how you
personally function as a manager. It will provide both general and tailored tips that you can
apply to your work environment. It will also take you through some of the classical
management theories that have been developed over the past century. Let’s get you
started on your managerial journey! First, we will walk you through a questionnaire that will
help you recognize your management style. Upon completion of the survey, read the
chapter entitled “Tips for All Managers.” This chapter contains general managerial tips that
everyone can benefit from learning and applying. Lastly, you can dive deeper into the
designated chapter your survey results refer you to. These chapters provide personalized
tips that are catered towards your specific managerial style.
We recommend completing this handbook every six months to see what areas of your
management have changed. Remember, there is always room for progression and
improvement here at Wasatch Health!

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 faceasasdfsfsadf

DF MANAGERIAL TYPE SURVEY

The following questionnaire includes scenarios and questions to
help assess what management style/classification best describes you.
For each question, choose the option that best represents you/how
you would respond and mark that answer.

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 QUESTIONNAIRE:

1. You are leading a team-based discussion and, in the middle, two employees start
debating about the best way to advertise to your target population. They both present
opposing viewpoints and the conversation starts to become heated. How do you
handle the situation?

A. Conflict undermines production. I would end the conflict between the two employees
and start explaining my own viewpoint on the matter.
B. I would crack a joke to reduce the heat of the discussion and then try to smooth over the
differences to help everyone feel less tension.
C. I would let the discussion run its course. Remaining neutral and staying out of the conflict
is the best approach to take.
D. I would try to compromise between the two parties to find a solution that appeals to
everyone.
E. Confrontation is best in this situation. Let both parties explain their reasoning and work to
resolve any differences in reasoning/understanding. Encourage discussion.

2. Production and profit in your department have slowly been declining for the past few
months. Your manager, however, has said nothing to you about the situation or what
to do yet. What do you do?

A. I would tell my subordinates exactly what to do to change the situation; the decrease in
production is probably due to some negligence on their part.
B. I would focus first on helping and supporting others in my department to ensure that they
feel comfortable in the work environment.
C. I don’t think trying anything new is a good idea. I usually just try to do enough to get by
and to stay out of the limelight, so in this situation I’d just continue along until my
manager says something.
D. I would try to maintain a steady pace. If something like this has happened in the past, I
would follow what has been successful in the past or follow company policies.
E. I would try to initiate something new, giving it my full effort. I would encourage my team
to join in with me by being enthusiastic about the opportunity.

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3. You have heard a rumor that an employee has received customer complaints about
his/her work that haven’t been reported to you yet. What do you do?

A. I like feeling in control and don’t want mistakes to be made, so I would confront the
employee and ask for the facts (not his/her opinion) about the situation.
B. I typically try to avoid challenging or confronting others. I would look on the bright side
of the situation and reassure the employee of his/her strengths if s/he brings the
complaints to my attention.
C. The less I know the better. I would not get involved. Things have a way of resolving on
their own.
D. I would be cautious in this situation and would try to listen for gossip/rumors about the
employee rather than confronting him/her. I typically only ask questions when things are
obviously going wrong.
E. I would go to the employee and try to understand not just what happened, but what led
up to it. I would listen to and evaluate the facts, opinions, and viewpoints that are
presented.

4. Your company conducts bi-monthly meetings where all the managers at your level get
together to discuss some of the issues the department is currently facing. How do you
conduct yourself during these meetings?

A. I advocate my own ideas and am straightforward with my opinions so there is little room
for argument.
B. I am typically reluctant to speak up during these meetings. I find myself embracing the
opinions/ideas of others regardless of whether or not I have hesitations about them.
C. I don’t speak up during these meetings unless I am asked. I try not to reveal my opinions
to others or commit to one idea or another, but will often take extensive notes during the
meetings.
D. I will occasionally present some of my ideas in these meetings, but am careful to not
express anything too unique or radical. I typically try to stick to what’s been done in the
past or stick to company policies.
E. I’m not afraid to express my concerns and opinions during these meetings, but will
change my ideas/opinions if I find that someone else’s idea makes more sense than my
own.

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5. You recently hired a new employee in your office and have observed that he has been
struggling to complete some of his tasks on time. How do you address the situation?

A. I would talk to the employee about my expectations and about his failure to measure up
to them. If he doesn’t know his weaknesses, how can he improve?
B. I would offer him encouragement and praise, but would avoid giving negative feedback,
especially since he is new. It’s best to look on the bright side.
C. I would give no feedback.
D. I would complement the employee on what he does well, and may try to give indirect or
informal feedback about how he could improve and see if he catches the hint.
E. I would talk to the employee about what is happening, being sure that I understand the
situation correctly. I would try to encourage two-way feedback with him.

6. Your manager contacts you and wants you to come up with a new product
development plan for your team. How do you come to a decision on what to do?

A. I am fairly good at making executive decisions and have high confidence in my ability to
do what’s right for my team. I would design the plan by myself.
B. I would encourage my team members to make some of the decisions. Ultimately I would
try to choose decisions and a plan that would maintain good relations with all members
of my team.
C. I would delegate much of the decision-making to those in my team. I’m generally fine
accepting whatever happens.
D. I would try to find a plan that is similar to ones that have been used by the company in the
past or align with company principles. If this is not possible, I would look for practical
ideas that others in my team approve of.
E. I want to make the most sound plan possible, so I would determine whether this is a
decision that needs to be made alone or with my team. I would make sure we reach
understanding and a consensus before going forward.

7. What motivates you most in your management?

A. A desire to be in control and a fear of failure.

B. A desire for approval and acceptance from others and a fear of disapproval.
C. The desire to keep things as they are and avoid being the center of attention.
D. The desire to make progress and be in good standing with others. I am also motivated by
a fear of being “out of the loop” or out of the mainstream.
E. A desire to contribute to the company’s success and to involve others with me.

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8. Which set of characteristics/traits best describes your management personality?

A. Decisive, strict, in-control, determined

B. Agreeable, supporting, can’t say no, unlikely to probe
C. Defers, neutral, noncommittal, resigned at times
D. Cautious, compromises, negotiates, accommodates
E. Candid, confident, speaks mind, high standards

9. Which description best describes your management style?

A. I make sure that my team has detailed plans, clear assignments, and close supervision.
B. I prefer to let people have a lot of free reign and only suggest assignments. If people make
suggestions I try to accommodate those and give them what they want.
C. I prefer to let my subordinates do assignments and to let my boss determine the goals for my
team.
D. I try to plan assignments according to what my direct reports will accept. I try to avoid
appearing critical to my team.
E. I prefer to engage my team in a lot of participation-centered work in which they have to
collaborate together. I still make goals and set clear expectations, but schedules are flexible.

10. You are transferred to a different branch of your company and are assigned to
manage a team that you have been told has had many conflicts with past managers.
What will you do to help prevent conflicts before they happen?

A. The best route would be to tell your subordinates exactly what to do (step-by-step). Leave no
room for misunderstanding or error.
B. Try to create a pleasant atmosphere in the office, being sure to let others express how they
feel/think before you speak up.
C. Recede into the background and avoid ruffling any feathers.
D. Analyze how managers have handled situations like this in the past. Structure the team
according to pre-set conventions.
E. Establish an atmosphere in which everyone can share viewpoints and perspectives. Develop
clear expectations and criteria and be sure to communicate clearly to everyone in the team.

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 INTERPRETING YOUR
RESULTS

Add up the total number of A’s, B’s, etc. that you scored throughout the entire
questionnaire.

A B C D E

In this handbook, five main classifications of managers will be addressed; each of the
answers in the questionnaire is typical of a specific management style. This method of
classifying managers is based off of Robert Blake and Jane Mouton’s theory of
management that was developed in the mid-1960s (1). The theory, appropriately called
the “Managerial Grid,” is based on the premise that managers are driven to different
degrees by their concerns for production and for people (1). Some managers couple high
concern for production with low concern for people, whereas other managers couple low
concern for production with high concern for people. Blake and Mouton developed a
graph with concern for production on the x-axis and concern for people on the y-axis in
order to graphically represent the various styles of management. Managers are
consequently classified according to whether they have high, low, or medium concerns for
production and people (see chart on the next page) (1).

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 (1)

IF YOU ANSWERED MOSTLY A:

You are most likely a 9,1 manager. 9,1 managers couple high concern for production
with low concern for people. These types of managers are often seen as controlling and
dictatorial, but typically excel at achieving efficiency in operations and in managing tasks
(1). For more information on this type of management style, see page 16.

IF YOU ANSWERED MOSTLY B:

You are most likely a 1,9 manager. 1,9 managers place a heavy emphasis on people and
on helping those around them to feel comfortable, often at the expense of production.
These types of managers work to minimize conflict and to create a safe working
environment (1). For more information on this type of management style and in what
situations they might excel, see page 20.

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IF YOU ANSWERED MOSTLY C:
You are most likely a 1,1 manager. 1,1, managers are typically very cautious and are
mainly concerned with preserving their job and avoiding trouble/conflict. These managers
usually come off as having a very indifferent attitude towards the company and his/her
work (1). For more information on this type of management style, see page 24.

IF YOU ANSWERED MOSTLY D:

You are most likely a 5,5 manager. 5,5 managers try to strike a balance between concern
for production and concern for people by expressing moderate concern for both. These
types of managers try to maintain the status quo and often find themselves looking to
company policies and procedures for guidance on how to conduct business (1). For more
information on this type of management style, see page 27.

IF YOU ANSWERED MOSTLY E:

You are most likely a 9,9 manager. 9,9 managers have high concern for production as
well as for people. These managers strive to develop a team-based atmosphere in which
all members can contribute and creativity can thrive (1). For more information on this type
of management style, see page 31.



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 Chapter 1

TIPS FOR ALL MANAGERS

Before you delve deeper into the details of your personal managerial style it is
important to cover the basics. Every managerial style can benefit from understanding and
applying the advice contained in this chapter. You will feel more prepared to improve the
environment and climate of your organization by focusing on the following principles.

MOTIVATING EMPLOYEES

Imagine you are a new manager in a rather stagnant area of your company. You come
into the position, excited to make a difference, and begin to offer incentives to encourage
your employees to step their work up a notch. At first your direct reports respond
enthusiastically, coming up with fresh ideas and working with increased vigor, but over
time their creativity grows sour. The incentives are no longer enough to encourage them to
maintain the increased speed and they resort back to their old ways.

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 Does this scenario sound familiar? Why weren’t the incentives enough to maintain your
employees at that increased speed?
Incentives do not motivate people according to Frederick Herzberg, a classic
managerial expert (2). He claims that the only person who feels motivated while giving out
incentives is the manager, not the employees (2). While a limited amount of incentives is
not bad, and can help keep complaints to a minimum, we feel strongly that our managers
should also strive to help each employee light a fire within themselves to feel motivated to
do good work. Together with a few incentives to minimize complaints, a manager should
also help each employee to feel they are growing in their job and developing
professionally. This feeling of improvement and stretching is what helps motivate
employees. These two elements, using incentives and creating inner motivation, are what
Frederick Herzberg called the “Two Factor Theory” (2).
In addition to giving out incentives to employees to ensure satisfaction, each manager
should implement these ideas in the workplace to increase employee motivation,
especially if motivation seems to be lacking:

1. Job loading. People typically do not respond enthusiastically to receiving additional

work that appears to be brainless or meaningless. Instead, make your employee’s job
larger by changing their tasks or positions or by increasing their scope of influence.
These types of changes help people to grow and feel more motivated (2).
2. Consider what jobs can be changed instead of focusing on changing people’s attitudes
(2).
3. Brainstorm other ways to enrich your employee’s jobs. What would be meaningful to
them (2)?
4. After brainstorming more ideas to enrich jobs, go through your list of ideas and
eliminate ideas you listed that seem more like incentives (2).
5. Screen your list of ideas for things that are too general; be specific in your goals (2).
6. Screen your list for ideas that only provide meaningless tasks for employees instead of
giving them tasks that will stretch them (2).
7. Realize that at first, changes to jobs might feel stressful to employees and supervisors,
but over time those changes will motivate employees to progress and unwarranted
stress will subside (2).

*Please avoid pushing employees to do things. Instead, focus on the ways to motivate
provided above. Do not mistake a pressured employee for a motivated employee. Giving others a
“kick in the pants” (affectionately known as KITA) to try to accomplish something does not
motivate them (2). This merely shows that you are the only one motivated to accomplish a task (2).

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 In addition to the Two Factor Theory, the Theory of Motivation and Personality,
developed by Abraham Maslow, can increase motivation in employees (3). This theory
claims human beings are motivated based on a hierarchy of needs. An individual's basic
needs (e.g., basic physiological and safety needs) must be met before higher needs can
be fulfilled. The highest need on Maslow’s hierarchy is self-actualization, which is achieved
as people feel that they have reached their full potential (please refer to the diagram
below). Individuals that satisfy this need for self-actualization will not only achieve more,
but will also find more joy and happiness in their job (3).

(4)

A lot of behaviors are multi-motivated and concurrently determined by more than just
one basic need. As a manager, trying to help employees meet basic and psychological
needs will help them on their way to achieving self-actualization and provide a more
productive team and improved work environment.
Examples of meeting these needs could include having snacks and drinks available in
break rooms to keep employees fed and hydrated, creating a physically, mentally and
social safe work environment for employees, creating a reward system to help employees
feel a sense of achievement, or providing health insurance and benefits for employees.

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LEADERSHIP TRAINING FOR YOUR EMPLOYEES
We emphasize first placing employees where they will thrive in our company during our
annual leadership conferences (5). Leadership training at Wasatch Health consequently
focuses first on helping our hired employees understand and apply their strengths to find
which work situation would best fit them (5). There are, however, times when managerial
style needs to change, and we will assist in training and development of new skills.

HIRING THE RIGHT PERSON FOR THE RIGHT JOB

When considering hiring another employee or manager, be aware of what tasks need to
get done, and look to hire someone who will fit into the situation (5). If you are a top
manager, you should focus on this especially for hiring other middle managers. All
managers should consider if the employee they are hiring fits the job task and situation in
which they will be placed (5).
If you find that one of your managers or employees does not fit well working in the
situation they have been given, consider switching their workload to something that
person would be more suited for. For example, if you find they feel more satisfied in
completing tasks than they do when they build interpersonal relationships, consider
putting them somewhere in the company where they can complete as many tasks as
possible (5).

CHARACTERISTICS OF EFFECTIVE GROUPS

Rensis Likert spent several years observing different organizations to see what
management styles corresponded to higher productivity (6). He discovered that effective
groups were the key to achieving a highly productive unit.
Likert noted a few characteristics of effective groups: first, the leader’s efficient
communication skills connects the members of the group to each other and to the rest of
the organization. Second, groups take time to establish relationships and trust among the
members. Third, members are loyal to their group as they develop confidence and trust in
each other. Fourth, all members actively participate in the goal setting process. Fifth, there
is a highly supportive atmosphere in effective groups. Sixth, if the goals of the groups are
high, they will stretch themselves to achieve more than they otherwise would (6).
One way effective groups are created is by treating all input and suggested alternatives
as “ours,” rather than continuing to identify them with whoever first said it. This way the
team can critique and improve suggestions without anyone feeling singled out. It also
creates a feeling of ownership by all group members. This helps ensure that all group
members will be motivated to follow through with the group’s goals (6).

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 Because of group dynamics, smaller groups are typically more effective. However, the
ideal size differs depending on the organization and the type of work and decisions being
made by the group. There are a few things to keep in mind when deciding how large the
work group should be. If a group is too large, individual members will lose their motivation
to give input into the decisions of the group because their voice may not be heard.
Another challenge is greater difficulty in finding goals and values common to the entire
group. If the group is too small, it will be more difficult to coordinate among various
groups. Finding the right size for your group will take time, but can be well worth the effort
in increased productivity. Your team’s increased productivity will come from your
employees feeling a sense of belonging and ownership in what happens in the
organization (6).


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 Chapter 2

THE AUTHORITY-OBEDIENCE
MANAGER (9,1)
WHERE COULD YOU FIT IN THE WORKPLACE?
Fiedler's Contingency Theory on management states that a group’s performance is
contingent upon the matching of leadership style to the favorability of the group situation
(5). For example, in a very favorable group situation, managers have strong power, are in
charge of structured tasks, and have good manager-employee relationships. In an
extremely unfavorable managerial situation, the manager does not have much authority,
tasks are unstructured, and manager-employee relationships are polite at best (5). This
theory claims that the success of any manager can be modified by either the leader’s style
or the situation (5).

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 According to Fiedler, if you fall into this 9,1 managerial category, you are most likely
driven by a desire to accomplish tasks (1,5). His Contingency Theory claims that, as a task-
based manager, if you begin to feel stressed about work, finishing a big project or
checking things off a list will be rewarding and make you feel satisfied (5). It is important
that you find the right managerial situation that fits your personality to be successful as this
type of manager (5).

Places where 9,1 managers thrive:

In what Fiedler considers to be a “favorable” managerial situation, a manager has pre-
established good leader-member relations (5). There are already well-structured tasks put
in place and the manager is in a position of strong power. In these sorts of situations, a
task-driven manager will not find that his or her favorable situation is rewarding or
sufficient like a relationship-based manager would (5). Instead, task-based managers will
push the company forward by continuing to accomplish tasks even when his or her
relationship as a manager with others is already good (5).
Take Derek as an example. Derek is a manager at a company where he oversees the
production of mechanical hospital equipment. He is highly regarded by his direct reports
and has the executive deciding voice over most issues that arise. Because Derek is a task-
driven manager, he continues to push his company to improve efficiency in their
production and to increase sales.
In an “unfavorable” managerial situation, a manager may have poor leader to member
relationships, be in charge of unstructured tasks, and overall have a weak position of
power over his or her group (5). Task-driven managers can also thrive in these sorts of
situations because when put under this stressful managerial position, they get to work,
divide out tasks, and can still see progression (5).
Take Susan as an example. Susan is a manager at our company. She feels she has hardly
any power at work and her coworkers feel disconnected to her. She oversees food
procurement which has proved to be a disorganized and difficult task. Because Susan is
driven by the desire to accomplish tasks, she is able to continue focusing on creating a
better system for food procurement. She divides tasks out to employees and focuses her
efforts on improving the system.

To further broaden the situations in which you would thrive in as a manager, the rest of
this chapter will focus on helping you to improve your managerial qualities.

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MOTIVATING EMPLOYEES

Employee motivation is crucial to understand as a task oriented manager (3).

Although it may not seem as important, motivating employees and increasing morale can
increase efficiency and effectiveness and increase the number of tasks that are
accomplished. This may not come natural to you and may be an area of your management
that could use improvement. Follow the hierarchy of needs pyramid (refer to Chapter 1) to
help your employees meet basic needs. Meeting these basic necessities will lead to
increased productivity, higher morale, and more fulfillment. This will help your organization
be more successful (3).

YOUR EMPLOYEES ARE HUMAN TOO

Although providing external rewards such as pay raises or job security may help ensure
your employees’ efforts for a short period of time, these efforts will not be effective long
term (2,7). According to Douglas McGregor’s theories of workplace control, these
incentives will only harness part of your employees’ potential efforts (7). To maximize your
employees’ efforts you will want to provide them with a chance to grow. Help your
employees feel that you want them to do and be their best. You can do this through
delegating tasks or by giving them more responsibility in a project. Provide them with the
information necessary to complete the project and and then give them the freedom to
complete it on their own. Providing employees with such responsibility leaves more room
for error, but it also encourages growth and increased efficiency (7). Growth will cause your
employees to enjoy their work more and feel satisfaction in their efforts.
In addition to this, do not be concerned about maintaining your level of control over
your group; this can impede your managerial potential. When you become more
concerned with retaining your status of authority than in improving the overall climate in
the workplace, productivity will be stifled (7). Your time will be more effectively spent when
you focus on the potential growth of your employees and involve them in innovative
efforts.

HOW TO HAVE EFFECTIVE WORK GROUPS

You can increase your effectiveness as a manger by maintaining your high operational
goals while also increasing your focus on people. In his description of the new pattern of
management, Rensis Likert observed that highly effective units in various organizations
utilize work groups (6). While work groups are not guaranteed to be highly efficient or

18
productive, there are ways to organize your unit into a work group that will be more
conducive to employee productivity (6).
Those employees who feel extreme pressure and unreasonable demands from their
boss are less likely to perform well. They also have lower job satisfaction, which ultimately
can result in high job turnover. Because the definition of “extreme” pressure and
“unreasonable” demands is from the viewpoint of the employee, it is important to involve
them in creating the goals of the group. By creating a work group instead of managing
each member of the team individually, you can harness their creativity and find better
solutions to the problems presented to the group. Employees tend to be happiest when
they have a supportive social environment at work (6).

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 Chapter 3

THE COUNTRY CLUB

MANAGER (1,9)
WHERE COULD YOU FIT IN THE WORKPLACE?

Fiedler’s Contingency Theory on management states that a group’s performance is

contingent upon the matching of leadership style to the favorability of the group situation
(5). For example, in what Fiedler considers to be a very favorable group situation,
managers have strong power, are in charge of structured tasks, and have good manager-
employee relationships (5). In an “unfavorable” managerial situation, a manager may have
a poor leader to member relationship, be in charge of unstructured tasks, and overall have

20
a weak position of power over his or her group (5). According to this theory, the success of
any manager can be modified by either the leader’s style or the situation (5).
If you fall into this category you are most likely driven by the desire to gain positive
interpersonal relationships with others (1,5). Under stress, you may find yourself working
extra hard to develop your relationship with coworkers and direct reports (5). It is
important that you find the right managerial situation that fits your personality to be
successful as this type of leader (5).

Places where 9,1 managers thrive:

In situations where there is a balance of both structured and unstructured work tasks,
where the manager might feel a sense of some authority but not complete authority, or
where relationships between the manager and employees are okay, but not spectacular,
you will make a difference (5). In these situations, you will not be satisfied with a merely
“okay” relationship with others and will most likely strive to improve work relationships (5).
This ability of yours will increase productivity and relationships in our company.
Take Sarah for an example. Sarah is a manager at company ABC working in patient
care. She finds that she has some power and authority as a manager, and her employees
don’t dislike her, but are not crazy about her either. She feels her ability to get to know
employees and make good relationships will increase productivity in her unit, so she plans
and brainstorms ways to improve how others feel towards her and how she feels towards
them. Because of this, people begin to feel secure in coming to her with new ideas and
productivity flows.

To further broaden the situations in which you would thrive in as a manager, the rest of
this chapter will focus on helping you to improve your managerial qualities.

MOTIVATING EMPLOYEES
Employee motivation is beneficial to understand as a interpersonal driven manager
(3). This may come more natural to you as you are focused on relationships. You
understand that motivating your employees is important and will increase morale and
efficiency. Although this may be a strong part of your management, being aware of certain
needs can make it even stronger. Follow the hierarchy of needs pyramid (refer to Chapter
1) to help your employees meet basic needs. Meeting these basic necessities will lead to
increased productivity, higher morale, and more fulfillment. This will help your organization
be more successful (3).

21
YOUR EMPLOYEES ARE HUMAN TOO
You may think that being your employee’s friend first will cause them to be productive
and help them love their job. According to Douglas McGregor’s theories, being an
employee’s friend does not guarantee they will be productive or happy with their job (7).
Singling employees out in an attempt to befriend them can potentially weaken the group.
The well-being of the entire group should be your highest priority. To increase productivity
don’t give special attention to a specific employee, rather give praise and show confidence
in the organization as a whole. As a manager you must remember that the whole is always
more important than the individual.
Employees want to feel they are part of a team headed by a confident leader. Giving
employees too much freedom will cause them to view you as a weak leader, who is
apathetic to the work. Give employees specific tasks and objectives, provide them with the
information and resources they need and then allow them to complete the job (7). This
management approach allows you act as a strong manager and maintain control while still
allowing employees to grow.
Your style of management has power to help your employees gain greater fulfillment
from their work. You can help them become this employee by the way you direct the work
yourself. To promote growth of the organization, you need to be an example of someone
who is invested in the work. You can further showcase your care for the company by
overseeing your employees work and ensuring they are being productive (7). Your
commitment to the company will be observed by your employees and will motivate them
to be more committed to their work, ultimately increasing productivity

HOW TO HAVE EFFECTIVE WORK GROUPS

You can increase your effectiveness as a manger by maintaining your high focus on
people while also increasing your operational goals (6). In his description of the new
pattern of management, Rensis Likert observed that highly effective units in various
organizations utilize work groups. While work groups are not guaranteed to be highly
efficient or productive, there are ways to organize your unit into a work group that will be
more conducive to employee productivity (6).
Employees highly value a social environment at work so they have a sense of
belonging. However, social interactions are not the only thing employees seek from these
work groups. They also want to make a difference. They want to achieve and know they are
contributing. Likert found that group members perform as well as the group expects them

22
to. Because you are already good with people, you can help shape a culture that not only
expects but also supports high performance (6).
While you may be inclined to focus mostly on interpersonal relationships as a way to
win cooperation from your employees, you can achieve much more of what you want by
bringing your team together into a work group and helping them establish a high
performance standard. You can achieve good quality results from your team if they have a
supportive social unit at work with high performance goals. Their high performance is
actually motivated more by a sense of belonging in the group and personal ownership of
goals and accomplishments than it is by close relationship with the boss (6).

23
 Chapter 4

THE IMPOVERISHED
MANAGER (1,1)
WHERE COULD YOU FIT IN THE WORKPLACE?

Fiedler’s Contingency Theory on management states that a group’s performance is

contingent upon the matching of leadership style to the favorability of the group situation
(5). For example, in what Fiedler considers to be a very favorable group situation,
managers have strong power, are in charge of structured tasks, and have good manager-
employee relationships (5). In an “unfavorable” managerial situation, a manager may have
poor leader to member relationships, be in charge of unstructured tasks, and overall have

24
a weak position of power over his or her group (5). According to this theory, the success of
any manager can be modified by either the leader’s style or the situation (5).

Places where 1,1 managers typically thrive:

As a 1,1 manager, you are not necessarily driven by your desire to accomplish tasks or
by your desire to have excellent interpersonal relationships with other employees (1,5).
You might not find you have much success in many situations for managerial work quite
yet (5). It is important for you to continue to develop your managerial and leadership skills
to discover if tasks or relationships satisfy you more, and then include that strategy into
becoming the best manager you can be.

To further broaden the situations in which you would thrive in as a manager, the rest of
this chapter will focus on helping you to improve your managerial qualities.

MOTIVATING EMPLOYEES
Employee motivation is beneficial to understand as a manager (3). This is a great
place to start while trying to improve your management skills. Understanding important
concepts of motivation will increase employee morale and efficiency. Establishing a
professional but motivating environment for employees is part of being an effective
manager. Follow the hierarchy of needs pyramid (refer to Chapter 1) to help your
employees meet basic needs. Meeting these basic necessities will lead to increased
productivity, higher morale, and more fulfillment. This will help your organization be more
successful (3).

YOUR EMPLOYEES ARE HUMAN TOO

Some managers may believe that their position does not require them to be engaged in
the work. This belief is far from true. Employees need an exemplary manager who is
invested in the success of the organization (7). Managers should be focused on growth. A
manager who wants growth within the employee and the organization excites and
motivates workers. You may need to face your fears of dealing with conflicts or resolving
problems with production. When you see your organization improve you’ll find greater
fulfillment from your position as manager. Employees are more loyal to managers who
truly care about them. They are more productive when they know their manager will do
what is best for them when dealing with their superiors (7).

25
HOW TO HAVE EFFECTIVE WORK GROUPS
You can increase your effectiveness as a manger by combining high performance
goals with looking after the interests of your employees. In his description of the new
pattern of management, Rensis Likert observed that highly effective units in various
organizations utilize work groups. While work groups are not guaranteed to be highly
efficient or productive, there are ways to organize your unit into a work group that will be
more conducive to employee productivity (6).
Employees highly value a social environment at work so they have a sense of
belonging. However, social interactions are not the only thing employees seek from these
work groups. They also want to make a difference. They want to achieve and know they are
contributing. Likert found that group members perform as well as the group expects them
to. You can help shape a culture that not only expects but also supports high performance
(6).
Those employees who feel extreme pressure and unreasonable demands from their
boss are less likely to perform. They also have lower job satisfaction, and the job has
higher turnover. Because the definition of “extreme” pressure and “unreasonable”
demands is from the viewpoint of the employee, it is important to involve them in creating
the goals of the group. By creating a work group, instead of managing each member of
the team individually, you can harness their creativity and find better solutions to the
problems presented to the group. Employees are happiest when they have a supportive
social environment at work (6).
While you may hope that staying less involved will help your employees work
unhindered by an oppressive boss, it is important for you to be present in their work in a
supportive way. You can achieve much more of what you want by bringing your team
together into a work group. Your team’s increased productivity will come from your
employees feeling a sense of belonging and ownership in what happens in the
organization (6).

26
 Chapter 5

THE ORGANIZATION MAN

MANAGER (5,5)
WHERE COULD YOU FIT IN THE WORKPLACE?

Fiedler’s Contingency Theory on management states that a group’s performance is

contingent upon the matching of leadership style to the favorability of the group situation
(5). For example, in what Fiedler considers to be a very favorable group situation,
managers have strong power, are in charge of structured tasks, and have good manager-
employee relationships (5). In an “unfavorable” managerial situation, a manager may have
poor leader to member relationships, be in charge of unstructured tasks, and overall have
a weak position of power over his or her group (5). According to this theory, the success of
any manager can be modified by either the leader’s style or the situation (5).

27
Places where 5,5 managers typically thrive:

As a 5,5 manager you not only work to accomplish tasks under stress, but also are
fulfilled by good relationships with employees (1,5). This allows you to succeed in
managerial positions with any level of favorableness (5). You could potentially fit into
situations where your group needs you to help them trust you as a leader by improving
interpersonal relationships (5). You could also potentially fit into situations where your
group needs you to assign tasks and manage productivity well by showing task-based
managerial skills (5).
Take Sarah for an example of where you might fit into the workplace here at Wasatch
Health. Sarah is a manager over patient care. She finds that she has some power and
authority as a manager, and her employees don’t dislike her, but are not crazy about her
either. She feels her ability to get to know employees and make good relationships will
increase productivity in her unit, so she plans and brainstorms ways to improve how others
feel towards her and how she feels towards them. Because of this, people begin to feel
secure in coming to her with new ideas and productivity flows.
Take Derek as another example. Derek is a manager at our company. He oversees the
production of mechanical hospital equipment and is highly regarded by his direct reports
and has the executive deciding voice over most issues that arise. Because Derek is a task
driven manager, he continues to push his company to improve efficiency in their
production and increase sales.
Take Susan as an additional example for where you could fit as a manager. Susan is a
manager at our company who feels she has hardly any power at work and her coworkers
feel disconnected to her. She oversees food procurement which has proved to be a
disorganized and difficult task. Because Susan is driven by the desire to accomplish tasks,
she is able to continue focusing on creating a better system for food procurement. She
divides tasks out to employees and focuses her efforts on improving the system.

To further broaden the situations in which you would thrive in as a manager, the rest of
this chapter will focus on helping you to improve your managerial qualities.

MOTIVATING EMPLOYEES
Employee motivation is beneficial to understand as a manager. This may come more
natural to you as you are focused on relationships and understand how employee
motivation will increase morale and efficiency. As a 5,5 manager, you are motivated by
both tasks and relationships. Understanding motivation provides an effective way to

28
strengthen relationships in order to achieve more tasks. This could be an area of
improvement for your management.
Follow the hierarchy of needs pyramid (refer to Chapter 1) to help your employees
meet basic needs. Meeting these basic necessities will lead to increased productivity,
higher morale, and more fulfillment. This will help your organization be more successful
(3).

YOUR EMPLOYEES ARE HUMAN TOO

As a manager you may feel that you are doing enough to keep production efficient. You
may want to play it safe out of fear of rocking the boat. Making changes to improve
efficiency can seem risky. According to Douglas McGregor’s theories, making plans to
delegate to your employees and give them more responsibility will cause them to become
excited about their work and work harder (7). Playing it safe with your boss can be risky for
your relationship with your employees. Employees want a manager who will stick up for
them and for what is right for them and the business instead of saying what the boss wants
to hear. The way you interact with your employees will affect their view of you. If you are
overly harsh or try to be friendly with them and do not try to improve the work
environment you will cause your employees to feel contention toward you. However a
manager who comes across as cold, but does whatever they can to improve the
environment for their team is appreciated and respected by his or her employees (7). What
you do to assist and benefit your employees is more important than how you interact with
them.

HOW TO HAVE EFFECTIVE WORK GROUPS

You can increase your effectiveness as a manger by building on your high operational
goals and your focus on people. In his description of the new pattern of management,
Rensis Likert observed that highly effective units in various organizations utilize work
groups. While work groups are not guaranteed to be highly efficient or productive, there
are ways to organize your unit into a work group that will be more conducive to employee
productivity (6).
Those employees who feel extreme pressure and unreasonable demands from their
boss are less likely to perform. They also have lower job satisfaction, and the job has
higher turnover. Because the definition of “extreme” pressure and “unreasonable”
demands is from the viewpoint of the employee, it is important to involve them in creating
the goals of the group. By creating a work group, instead of managing each member of
the team individually, you can harness their creativity and find better solutions to the

29
problems presented to the group. Employees are happiest when they have a supportive
social environment at work (6).
You are doing really well at balancing both the production and interpersonal aspects
of being a manager. You already know and practice the concept that satisfied employees
produce more than dissatisfied employees. You can achieve much more of what you want
by bringing your team together into a work group. Your team’s increased productivity will
come from your employees feeling a sense of belonging and ownership in what happens
in the organization (6).

30
 Chapter 6

THE TEAM MANAGER (9,9)

WHERE COULD YOU FIT IN THE WORKPLACE?

Fiedler’s Contingency Theory on management states that a group’s performance is

contingent upon the matching of leadership style to the favorability of the group situation
(5). For example, in what Fiedler considers to be a very favorable group situation,
managers have strong power, are in charge of structured tasks, and have good manager-
employee relationships (5). In an “unfavorable” managerial situation, a manager may have
a poor leader to member relationship, be in charge of unstructured tasks, and overall have
a weak position of power over his or her group (5). According to this theory, the success of
any manager can be modified by either the leader’s style or the situation (5).

Places where 9,9 managers typically thrive:

As a 9,9 manager you not only work to accomplish tasks under stress, but also are
fulfilled by good relationships with employees (1,5). This allows you to succeed in
31
managerial positions with any level of favorableness. You could potentially fit into
situations where your group needs you to improve interpersonal relationships. You could
also potentially fit into situations where your group needs you to assign tasks and manage
productivity well by showing task-based managerial skills (5).
Take Sarah for an example of where you might fit into the workplace here at Wasatch
Health. Sarah is a manager at our company working in patient care. She finds that she has
some power and authority as a manager, and her employees don’t dislike her, but are not
crazy about her either. She feels her ability to get to know employees and make good
relationships will increase productivity in her unit, so she plans and brainstorms ways to
improve how others feel towards her and how she feels towards them. Because of this,
people begin to feel secure in coming to her with new ideas and productivity flows.
Take Derek as another example. Derek is a manager at our company. He oversees the
production of mechanical hospital equipment and is highly regarded by his direct reports
and has the executive deciding voice over most issues that arise. Because Derek is a task
driven manager, he continues to push his company to improve efficiency in their
production and increase sales.
Take Susan as an additional example for where you could fit as a manager. Susan is a
manager at our company who feels she has hardly any power at work and her coworkers
feel disconnected to her. She oversees food procurement which has proved to be a
disorganized and difficult task. Because Susan is driven by the desire to accomplish tasks,
she is able to continue focusing on creating a better system to food procurement. She
divides tasks out to employees and focuses her efforts on improving the system.

To further broaden the situations in which you would thrive in as a manager, the rest of
this chapter will focus on helping you to improve your managerial qualities.

MOTIVATING EMPLOYEES
Employee motivation is beneficial to understand as a manager. This may come more
natural to you because you realize the importance of relationships and motivating
employees. Understanding important concepts of motivation will increase morale and
increase efficiency of employees. Although your management may already be strong in
this area, being aware of certain needs can make it even stronger. Follow the hierarchy of
needs pyramid (refer to Chapter 1) to help your employees meet basic needs. Meeting
these basic necessities will lead to increased productivity, higher morale, and more
fulfillment. This will help your organization be more successful (3).

32
YOUR EMPLOYEES ARE HUMAN TOO
As a manager you may feel that you are doing everything you can to be successful both
in production and helping your employees feel fulfilled. According to Douglas McGregor’s
theories, as a manager your highest priority is to protect the positive climate you have
created within your team (7). If new employees join your team it is important to make sure
relationships between you and the new employee or the new employee and other workers
remains positive and productive. If someone new joins your team it is your responsibility to
ensure that the positive team environment remains intact (7).
You have worked hard to have a successful team. Continue to delegate and help
employees feel empowered with responsibility. Programs designed to help employees
grow may need to be monitored to verify that they are helping employees improve and
preventing them from becoming apathetic (7). Making small changes and adjustments to
the program may be all that it takes.

HOW TO HAVE EFFECTIVE WORK GROUPS

The pattern of management described by Rensis Likert shows how you can channel
your high operational goals and focus on people in a way to help your team operate at its
peak performance. Likert observed that highly effective units in various organizations
utilize work groups. While work groups are not guaranteed to be highly efficient or
productive, there are ways to organize your unit into a work group that will increase the
productivity of your employees (6).
Those employees who feel extreme pressure and unreasonable demands from their
boss are less likely to perform. They also have lower job satisfaction, and the job has
higher turnover. Because the definition of “extreme” pressure and “unreasonable”
demands is from the viewpoint of the employee, it is important to involve them in creating
the goals of the group. By creating a work group, instead of managing each member of
the team individually, you can harness their creativity and find better solutions to the
problems presented to the group. Employees are happiest when they have a supportive
social environment at work (6).
You are doing really well at balancing both the production and interpersonal aspects
of being a manager. You already know and practice the concept that satisfied employees
produce more than dissatisfied employees. You can achieve much more of what you want
by bringing your team together into a work group. Your team’s increased productivity will
come from your employees feeling a sense of belonging and ownership in what happens
in the organization (6).

33
 faceasasdfsfsadf

FINAL THOUGHTS
Figuring out what type of manager you are is beneficial as it shows areas of strengths
and weaknesses. After reading your specific chapter, we hope you will be able to
internalize the tips and ideas that were tailored to your current managerial personality.
Strive to apply what you learned to your area of management and continually try to
improve. Remember, we advise you to reassess what type of manager you are every six
months and apply the according chapter as you grow as a manager. We wish you the best
of luck!

Please contact your advisor with specific questions.

34
faceasasdfsfsadf

NOTES

35
36
 faceasasdfsfsadf

BIBLIOGRAPHY
1. Blake RR, Mouton JS. The Managerial Grid. Houston: Gulf Publishing Company; 1985:
chapters 1-8.

2. Herzberg F. One more time: How do you motivate employees. Harvard Business Review.
1968;46(1):53-62.

3. Maslow AH. Motivation and Personality. New York: Harper & Row, Inc; 1954: chapters
3-5,11, Appendix A.

4. Simply Psychology. Maslow's Hierarchy of Needs. https://www.simplypsychology.org/

maslow.html. Accessed September 26, 2018.

5. Fiedler FE. A Theory of Leadership Effectiveness. New York: McGraw-Hill Inc; 1967:
chapters 1, 9, 11, 15, 16.

6. Likert R. New Patterns of Management. New York: McGraw-Hill, 1961: chapters 1-4, 8,
11.

7. McGregor D. The Human Side of Enterprise. New York: McGraw-Hill Book Company;
1960: chapters 1-4, 10, 11.

37
 faceasasdfsfsadf

INDEX
1,1 Manager ………………………………………………………………………………….…24-26
1,9 Manager……………………………………………………………………………………..20-23
5,5 Manager………………………………………………………………………………….…..27-30
9,1 Manager………………………………………………………………………………….…..16-19
9,9 Manager………………………………………………………………….…………………..31-33
Blake, Robert (Managerial Grid)………………………………………………………………………8-10
Conflict resolution…………………………………………………………………………………..25
Contingency Theory………………………………………….………………..16-17, 20, 24, 27, 31
Delegation………………………………………………………………………………18, 22, 29, 33
Fiedler, Fred (Contingency Theory) ………………………………..…………16-17, 20, 24, 27, 31
Herzberg, Frederick (Two-Factor Theory, KITA) ………………………………………………………12
Hierarchy of needs pyramid……………………………………………………………………… 13
Human Side of Enterprise………………………………………………………..18, 22, 25, 29, 33
Incentives ………………………………………………………………………………….. 11-12, 18
Interpersonal manager……………………………………………………………..… 21-23, 28-32
KITA……………………………………………………………………………………………………12
Likert, Rensis (New Pattern of Management)……………………………………14, 18, 22, 26, 29, 33
Managerial Grid………………………… ……………………………………………………… 8-10
Maslow, Abraham (Motivation and Personality)……………………..…… 13, 18, 21, 25, 28-29, 32
McGregor, Douglas (Human Side of Enterprise) ………………………………….18, 22, 25, 29, 33
Motivation and Personality, Theory of ………………………………….13, 18, 21, 25, 28-29, 32
Mouton, Jane (Managerial Grid) …………………………………………………………………… 8-10
New Pattern of Management ……………………………………………… 14, 18, 22, 26, 29, 33
Situation pairing…………………………………..…… 9, 14, 16-17, 20-21, 24-25, 27-28, 31-32
Superior-subordinate relationship……………………………………………………… 22, 29, 33
Task oriented/driven manager…………………………………………9, 14, 17-18, 28-29, 31-32
Theory X……………………………………………………………………………….…… 18, 25, 29
Theory Y…………………………………………………………………………… 18, 22, 25, 29, 33
Two-Factor Theory……………………………………………………………………………… 12-13

38
WASATCH HEALTH
MANAGEMENT
© 2018