MONITORING ACTIVITIES APAMSA Leadership Development Module
Jan 03, 2016
MONITORING ACTIVITIESAPAMSA Leadership Development Module
Monitoring Activities
Monitor work by observation, event report analysis, quality inspection, or progress review meetings
Focus on work performance, progress, quality, and results
Investigate team needs, satisfaction, and relations
Task-Oriented Behaviors
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Task-Oriented Behaviors
Monitoring Activities
Monitoring provides the information needed for planning and problem solving
Identify one activity in your project worthy of monitoring and briefly describe a few problem areas discovered and how they were addressed.
Leadership Challenge (13)
Monitoring Activities
Measure key activities
Measure progress Seek feedback from
external sources Observe activities
directly
Obtain specific work details
Disclose problems and mistakes
Conduct progress reviews
Guidelines For Monitoring Activities
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Monitoring Activities
Identify performance data most relevant for team goals and priorities
Measure quality, progress, and success of key activities
Data depends on the nature of the task (e.g., number of attendees, number of items sold, satisfaction)
Measure Key Activities
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Monitoring Activities
Assess progress in terms of ability to accomplish key objectives
Compare actual cost of each activity relative to budget allotment—wasting resources?
Identify performance deficiencies, cost overruns, and behind-schedule projects
Measure Progress
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Monitoring Activities
Seek third-party sources for feedback about work performance
Survey participants, partners, and sponsors for honest feedback about activities
Seek Feedback From External Sources
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Monitoring Activities
When feasible, directly observe and evaluate team members in action
Direct observation is desirable to monitor inexperienced and insecure team members
Observe Activities Directly
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Monitoring Activities
Inquire about work quality, productivity, costs, schedule, team needs, team satisfaction, and team relations
Note the trends for each factor and their impact on work performance and progress
Obtain Specific Work Details
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Monitoring Activities
Encourage reporting of problems and mistakes (“no blame” approach)
Address problems before they become serious
Address team dissatisfaction, role conflicts, declining quality, inactivity, low productivity, cost overruns
Disclose Problems & Mistakes
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Monitoring Activities
Conduct periodic progress review meetings
Reformulate team goals, plans, strategies, and activities
Assess needs for training, coaching, and assistance
Recognize achievements and allocate rewards
Conduct Progress Reviews
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 70-71)
Task-Oriented Behaviors
Monitoring Activities
Monitoring provides the information needed for planning and problem solving
Guidelines for Monitoring Activities offer key tools to identify problems and opportunities to reformulate plans and goals
Utilize these guidelines to improve work performance
Summary
Task-Oriented Behaviors
After-Activity Review
Our next module discusses guidelines to better evaluate work activities and facilitate team learning
Next Topic…
Task-Oriented Behaviors
G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 70-71
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