ผู้บังคับบัญชา ภาวะผู้นำและการจัดการภาครัฐแนวใหม่ ดร.สุรพงษ์ มาลี สำนักวิจัยและพัฒนาระบบงานบุคคล สำนักงาน ก.พ. surapong@ocsc.go.th Designed by: The USDA Graduate School for the International Personnel Management Association Transition Matters® 1

บทบาทของผู้บังคับบัญชา Vision ยุทธศาสตร์ (Strategic Development) Dream การแปลงยุทธศาสตร์ไปสู่การปฏิบัติ Strategic Implementation HIMM ระดับความไม่แน่นอน กิจกรรมและงานปฏิบัติ (Operational/Transactional Task) Action Activity

จะเกิดอะไรขึ้น หาก “หมู” บินได้?

จะเกิดอะไรขึ้นหากหมูบินได้ อาหารการกิน ของคน การจราจรทางอากาศ หมูบินได้ การเกษตร สุขอนามัยและ การสุขาภิบาล อื่นๆ???????????? สำนักงาน ก.พ.

การคิดเชิงกลยุทธ์ การคิดเชิงกลยุทธ์ เป็นสมรรถนะสำคัญของการเป็นผู้บังคับบัญชาและนักบริหาร สมรรถนะของข้าราชการระดับสูง SES/ บริหารระดับกลาง ความหลากหลายหรือข้อจำกัดของการคิดเชิงกลยุทธ์ ขึ้นอยู่กับ มุมมอง: Where you stand is where you sit การใส่ใจต่อเรื่องที่เกี่ยวข้อง (Attention) ประสบการณ์ สิ่งแวดล้อม ผู้มีส่วนร่วมในกระบวนการคิดเชิงกลยุทธ์ สำนักงาน ก.พ.

เหลือผ้าขาวม้าผืนเดียวทำอะไรได้? ชายคนหนึ่งโดยสารเรือเดินสมุทรพร้อมครอบครัว เกิดเรือแตก สมาชิกครอบครัวคนอื่นๆเสียชีวิตทั้งหมด ตนเองรอดตายได้เพราะพยุงตัวตามกระแสคลื่น ไปติดเกาะแห่งหนึ่ง ทั้งเนื้อทั้งตัว.....เหลือผ้าขาวม้าอยู่ผืนเดียว สำนักงาน ก.พ.

การคิดเชิงกลยุทธ์ กับ การคิดเชิงสร้างสรรค์ ความคิดเชิงสร้างสรรค์เน้นการคิดนอกกรอบและนวัตกรรม การคิดเชิงกลยุทธ์เน้นการมีวิสัยทัศน์ ซึ่งจะนำไปสู่การดำเนินการอย่างเป็นรูปธรรม Vision without action is just a dream Action without vision is just an activity การบริหารและการวางแผนเชิงกลยุทธ์ สำนักงาน ก.พ.

Management Paradigm Shift Traditional 21th Century Win-Lose Boss Control Discontinuity Hierarchical Organization Corporate Planning Manager Low skills Win – Win Customer Empowerment / Trust Creative Continuity Network Organization Strategic Architecture Leader High Competencies

ใคร คือ ผู้นำที่ท่านชื่นชม : Ask group to take a minute to think of a leader they admire then to think of the attributes of that leader they most admire Debrief and list on easel Introduce John Kotter: -Says management is about coping with complexity while leadership is about coping with change Managers use a deductive process designed to produce orderly results and plan and budget Organize and staff Control and problem solve Produce order and predictability LEADERS use an inductive process designed to produce change by producing visions and strategies Set a direction align people motivate and inspire people Produce change REMEMBER—planning is critical but is no substitute to direction Graphically then GO TO NEXT SLIDE

หน้าที่หลักสี่ประการของผู้นำและผู้บริหาร Creating An Agenda: Creating An Agenda-mgrs set future goal and steps to achieve targets while leaders gather broad range of data, look for patterns, relationships, linkages that help to explain things to produce strategies and visions NOTE visions must serve the interest of org and translate easily into reality Developing People-Aligning people is a COMMUNICATION challenge and not a design problem like organizing and staffing EXECUTION-Leaders motivate and inspire which energizes employees by satisfying a basic human need for achievement BUT mgrs control and problem solve only to accomplish THE PLAN OUTCOMES produce the change rather than the same old same old

สามมุมมองเกี่ยวกับผู้นำและผู้บริหาร Distinct Leadership Management Overlapping Leadership Management Two-Dimensional Page 7 of Manual Two Dimensional is the best as it comes from anywhere in the organization and is SITUATIONAL not via the organizational chart Leadership/Management

ข้อสังเกตเกี่ยวกับความเป็นผู้นำ ไม่ใช่สิ่งที่ทำต่อคน แต่เป็นสิ่งที่ทำร่วมกับคน Not something to do to people, but something you do with people เป็นกระบวนการของการโน้มน้าวชักจูงและการทำเป็นตัวอย่าง A process of persuasion & example ความสามารถในการสร้างความมุ่งมั่นผูกพันและฉันทามติ Ability to gain commitment & consensus เมื่องานชิ้นสำคัญของผู้นำสิ้นสุดลง คนทั้งหลายจะพูดว่า เราทำสำเร็จแล้ว When best leader’s work is done, the people will say, “We did it ourselves!” Let’s look again at the words and phrases you identified as attributes of leaders you admire BREAK

YOUR LEADERSHIP STYLE Each of us needs to have a clear understanding of how we influence others by our communication styles as well as what the communication styles of others are Page 9 in your manual BEARS the people people Share it CHARACTERISTICS: perceptive, listener, team builder, builds relationships, a leader and teacher BUT also emotional, pushover, goes on feelings rather than tasks, needs approval, talks openly TURTLES the Information people STUDY IT Characteristics are calm, stable, organized, loyal, and detail oriented BUT slow to act, boring, nit-pickers, enforcer, avoids risks FROGS the Action People Just Do IT Characteristics are high energy, dynamic, high levels of initiative, can do spirit, Risk takers BUT pushy, Impatient, poor listeners, tyrant, overlooks others. GIRAFFE the Visionary People Dream IT CHARACTERISTICS are strategist, see the big picture, creative, outsiders, synthesizers BUT also dreamers to the extreme, impractical, rebels, cheerleaders, neglect details Take 5 minutes and read each description and consider the descriptors-after reading all of them assign a percentage to each style for yourself. List them at bottom of page. 1st Debrief Anyone have a tie or ties for the animals? What is you prominent type-call out each and give label Place in group with easel and give the following directions: 20 minutes-draw a picture-no words-which describes how your type gets work done and how it communicates with others Select a spokesperson and report to full group- 2nd Debrief note that all instinctively go to positives Have been focusing on your own group but what would happen at the workforce if the diversity of all the animals was not present? GO TO BLACKOUT Another issue of leadership is the issue of power— Ask the group---What is Power “the ability to get what you want” then ask “Where does power come from then go to next slide

การแสดงภาวะผู้นำ Formally Authority Informally Influence Influencing when you no not have the AUTHOIRTY requires that you have power From where is that power derived? French and Raven have identified 5 major bases of power NEXT SLIDE

ฐานหรือแหล่งที่มาของอำนาจ Reward Power Coercive Power Legitimate Power Referent Power Expert Power Information Power Connection Power REWARD-ability to give monetary and non-monetary rewards COERCIVE-ability to threaten or punish (always has a negative correlation with employee satisfaction and effectiveness) LEGITIMATE-followers assign to the leader the right to lead REFERENT-workers admiration and desire to identify with the leader as a person (most closely associated with + performance) EXPERT- based on leader’s job knowledge and expertise After Expert Power note that other social scientists have added 2 other sources of power INFORMATION-what the leader knows, current info etc-different that job knowledge CONNECTION-who you know Let’s take the time to take about the tools a leader uses to influence without authority (NEXT SLIDE) 8

เครื่องมือและกลยุทธ์การเป็นผู้นำ Communication Rewards Building trust Building coalitions Strategies for influence COMMUNICATION-can inspire or not depending on the written , verbal, and nonverbal techniques used REWARDS-praise, info sharing, recognition any others? BUILDING TRUST-telling the truth, acting ethically BUT not holier than thou, backing up subordinates, allowing subordinates to fail and learn BUILDING COALITIONS-with peers, subordinates, superiors—gaining allies thru respect, reciprocity, affiliation, and perceived mutual interests Strategies for Influence-know both the tangible and intangible currencies of the organization Page 13 in Manual Cohen and Bradford have identified 5 Categories PG 13 Look and discuss Related to Inspiration Task Position Relationship Personal Close for AM with next slide

ผู้นำ คือ คนที่: กล้าเสี่ยง Takes risks มีคุณธรรมและจริยธรรม Is ethical กล้าตัดสินใจ Is decisive สามารถสอนและพัฒนาผู้อื่น Coaches and develops staff สร้างความเชื่อถือศรัทธา Creates trust In summary: we have Identified the differences between leadership and management Learned about our own leadership and communication styles Explored the issues of power and influence And established that a leader (slide)

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. LEADERS produce change by motivating, inspiring, and developing people-they achieve results thought other people and in many cases through the use of teams HR can provide leadership to the organization in building teams and coaching and developing staff LARGE GROUP EXERCISE: Think of time you were on a team, what was purpose, the size, was it functional or dysfunctional and why? DEBRIEF on easel with lists of why functional and dysfunctional THEN show Katzenbach and Smith definition on slide SMALL GROUP EXERCISE: HR has important role in teambuilding-use exercise on pg 15 to demonstrate Page 15 HR HELPS A STATE COLLECT TAXES 20 minutes-read, discuss, answer questions on page 16 –select a spokesperson and report to large groups STRESS HR COMPETENCIES IN DEBRIEF-Understands team behavior Communicates well Assesses and balances competing values Possess good analytical skills uses consultation and negotiation What is a Team?

Fostering Team Behavior GO TO BLACK SCREEN BEFORE THIS SLIDE Teams are not for every purpose Most effective when there is a specific performance challenge that requires collective work and the integration of many skills, perspectives, and or experiences IF only need to get things done across functions(silos) the use of working groups is useful (no collective work product is necessary only the sum of the individual efforts Working groups can become teams if they develop Rules and Commitments Roles and Responsibilities Individual and mutual accountability is established Hold themselves accountable for end result Recognize that any member of the team can lead the team toward higher performance GO TO SLIDE Katzenbach and Smith’s graphic which Demonstrates the process of leading to high performance from a work group to a team

Continuum in Decision-Making Leader Centered Group Centered Use of authority by Leader Area of Freedom of the Group Directive Begins with leader decides and announces and moves to leader sells the decision to the group and moves to leader announces decision and permits questions then moves to leader presents tentative decision, consults group, then decides then moves to leader presents the problem and asks for ideas and then decides then moves to leader gives group as much freedom as possible to define the problem and decide SMALL GROUP EXERCIES (optional depending on time) Page 21-22 Privatizing Sanitation Services focus on Q’s 1 and 3 15 minutes then debrief BREAK Directive Assertive Persuader Consultative Collaborative

Primary Decision Procedures Autocratic Group decision-making Move now to Leadership and Decision Making page 19 in manual` Leaders must understand the advantages and disadvantages of each type of decision making GO through each Another way top look at this is a Decision Making Continuum (next slide) Consultation

Decision Making AUTOCRATIC CONSULTATIVE GROUP CENTERED (A) Decides and Announces (B) Sells decision to group (C) Announces and permits questions (D) Presents possible one, gets input, then decides (E) Presents problem, gets ideas, then decides (F) Presents problem, and boundaries, group decides (G) Gives group freedom to define problem and decide

Interest-Based Negotiating People Interests Options Criteria In the Change Agent Module you covered negotiation, mediation, and win-win goals. Those things are also important to the HR Leader however, we are not going to revisit that material. Would like to stress the component of Interest Based Negotiating (win-win) which are: Separate the people from the problem Focus on interests NOT positions Invent options for mutual gains Insist on objective criteria Conflict Resolution is a major challenge to the HR Leader, it is therefore important that you know your own approach/reaction to conflict resolution in order to be prepared to be successful-we are going to spend some time with exploring that topic now Go TO Black and use notes on next slide

Modes of Conflict Resolution Competing Collaborating Compromising Avoiding Accomodating START WITH BLACKOUT HERE Discuss 2 basic dimensions i.e. Assertive-the extent of self concern Cooperative-the extent of attempts to satisfy other’s concerns Pass Out Killman Inventory Explain and tell them to stop at page 5 Go to page 6 and circle answer they gave then total them at the bottom so they now have 5 numbers at the bottom Debrief stressing the in of page 6- Turn to page 8 and do percentiles and graph -shows where you fit with those who took this to validate it Then turn to page 9 and point out model and the dimensions (go to page 9) Use SLIDE NOW Competing=assertive and uncooperative Collaborating=assertive and cooperative Compromising=intermediate in both assertiveness and cooperativeness Avoiding=unassertive and uncooperative Accommodating=unassertive and cooperative To Page 10-have them read then break into groups to discuss the following question “Which of the modes is the most important for an HR Leader and why?” Debrief making the point that they all are-depends on the situation Finally discuss content and use of pages 12-16 To Final Slide

Goals of Mediation Vent feelings and reduce hostilities Clear up misunderstandings Determine underlying interests or concerns Find areas of agreement Incorporate areas of agreement into the solution(s) devised by the parties

Effective Negotiation Establish and enforce ground rules Determine if a written mediation agreement is necessary Determine if the parties have authority to settle

Negotiating Like: Sharks Carp Dolphins

A Consultant has: Some influence... No direct power...

The Expert Consultant’s Role -Develops the Solution -Solves the Problem CLIENT -Passive -Accepts the Solution -Judges if problem is solved

The Pair of Hands Role CONSULTANT -Carries out Client’s Solution -Makes all decisions -Maintains control

The Collaborative Role CONSULTANT -Shares all Phases -Collaborates and Negotiates -Provides Expertise CLIENT -Equal partner -Knows the organizational problem -Learns how to solve future problems

Equal Employment Opportunity HR Leadership requires the primary competency of Understands and values diversity but what is diversity? Often confused with EEO and AA EEO protects individuals rights and ensures fairness in employment processes and decisions-and is essentially neutral unless laws are violated. AA designed to promote a more representative workforce and to remedy the effects of past acts of discrimination-requires a positive action Both are imposed from the outside the organization Diversity comes from within the organization and describes the full range of employee characteristics present in our population and workforce-it is an inclusive program including all employees and all HR programs related to organizational effectiveness Comes about due to an internal demand from management for enhanced productivity and comprises an effort to describe and understand the range of attributes that members of diverse cultures bring to the organization Small Group Exercise Page 26 and 27 Time 20 minutes then debrief Affirmative Action Diversity in the Workplace

ความแตกต่างของช่วงอายุ : Peter Sheahan ประเด็นความสนใจ Baby Boomers Generation X Generation Y นักร้อง ชรินทร์ นันทนาคร ธงไชย แม็คอินไตย ฟิล์ม รัฐภูมิ/ บี้ ดนตรี วิทยุ/แผ่นเสียง เทป/แผ่นซีดี iPods, MP3 คอมพิวเตอร์เกมส์ ? Packman RockNarak เงิน ต้องหา ไม่ใช่ทุกอย่าง เอามาซิ ความจงรักภักดีต่อองค์กร ทำงานเพื่อไปถึงจุดสูงสุด Live to Work หาเส้นทางลัดสู่จุดสูงสุด ถ้าไม่ให้หยุดวันเสาร์ ผมขอลาออกWork to Live การเคารพผู้ใหญ่ อัตโนมัติ สุภาพ ยังไงก็ได้ Sex หลังแต่งงาน หลังรถ (เบาะหลัง) ออนไลน์ การเปลี่ยนแปลง ต่อต้าน ยอมรับ ต้องการ เทคโนโลยี ไม่สนใจ ไม่มีปัญหา อยู่ในลมหายใจ

Ethical Behavior is doing what is Right In the public sector we are particularly sensitive to merit principles as well as other issues of ethics and integrity-this means -treating people with dignity and respect -avoiding conflicts of interest including the appearance of conflict of interest -avoiding favoritism -respecting confidentiality and privacy of our customers -Obeying the spirit and the letter of the law While ethical behavior is doing what is right, it is not always easy to discern….. Q to group-what ethical issues have arisen in your organizations then discuss why they occurred (could HR have helped make a difference?) 2nd Q to large group-”Why do some employees act unethically?” (good intentions, ignorance of lows, policies etc, ego trip, greed, friendship, ideology, personal or family gain, financial problems or pressures, stupidity, going along ie group think, following orders, survival) (Al Higham story) HR competencies are practices and promotes integrity and ethical behavior and assess and balances competing values Then to next slide

Ethics Ethics is a management responsibility & human resources should assume a leadership role in assisting managers Principles for managing ethics developed by the Organization for Economic Cooperation and Development (OECD) Asian Development Bank (ADB) & OECD anti-corruption initiative for Asia & Pacific Additional information available at www.oecd.org

คุณมองเห็นอะไร?

การสร้างคุณค่าและความแตกต่างในผลงาน Practical Needs Personal Needs

The Power of Engaged Employees Say Consistently speak positively about the organization to co-workers, potential employees, and customers. Stay Have an intense desire to be a member of the organization Strive Exert extra effort and engage in behaviors that contribute to business success

Knowledge Facilitator Rapid Deployment Specialist บทบาทใหม่ของการบริหารทุนมนุษย์ Human Capital Steward Knowledge Facilitator ผู้ดูแลทุนมนุษย์ ผู้อำนวยความรู้ Rapid Deployment Specialist Relationship Builder ผู้ประสานสัมพันธ์ มืออาชีพที่ฉับไว

การเป็นหัวหน้าที่ประสบความสำเร็จ (4 ก.) กู๊ด (Good) : การเป็นคนดี ไกด์ (Guide) : เป็นที่พึ่งแนะนำสั่งสอนได้ กีฟ (Give) : การให้อย่างเหมาะสม การ์ด (Guard) : ปกป้องคุ้มครองตามควร

Leader “It takes only a solitary light to guide a thousand ships in from the night” Stephen Covey Leadership Center Show Video “Leadership in the 21st Century) 15 minutes 9