Business Process Library Q Business Process Management

From Q-BPM
Jump to: navigation, search

SL Theory is a theory saying that there are multiple types of leadership and the ideal type varies depending on how subordinates think about work and human relationship. Situational Leadership Theory.

Contents

Overview of SL Theory

What is Contingency Model?
Contingency Model is a model that organizes situations that are advantageous or disadvantages to leaders from the following three perspectives.
  1. Degree to which a leader is accepted by other members in an organization
  2. Clarity of work
  3. Strength of leaders' privileges

This model is built upon a claim that leadership should play different roles based on situations rather than on leaders' stature.

SL Theory is a way of thought in which the ideal leadership of people in charge of management depends on the degree of maturity of subordinates. A style of leadership needs to be changed depending on a situation in order to achieve effective management.

SL Theory is developed from a situational component in F. E. Fiedler's Contingency Model and focuses on the degree of maturity of subordinates. This theory was proposed by P. Hersey and K. H. Blanchard in 1977.

Classification of Leadership

Styles of leadership are categorized into 4 quadrants defined by two axes below.

  • Degree of task orientation
  • Degree of human-relationship orientation

Different actions are to be taken for each style.

As the maturity of subordinates increase, the ideal leadership type also shifts as shown below.

 Human-relationship Orientation
HighLow
Task OrientationHighCoaching (Phase 2)Directing(Phase 1)
LowSupporting (Phase 3)Delegating (Phase 4)

 

  1. Directing
    Leadership with high task orientation and low human-relationship orientation. Leader of this type make detailed directions for subordinates and supervise their work. They do not behave cooperatively at the equal level as subordinates. This is an effective style for new employees.
  2. Coaching
    Leadership with high task orientation and human-relationship orientation. Leaders of this type explain their ideas and execute tasks while answering to questions that subordinates have. They require subordinates to think about something and state opinions. They take active, directive, and cooporative actions. This is an effective leadership style for employees that work for less than 5 years and understand the situation of their work to some extent.
  3. Supporting
    Leadership with low task orientation and high human-relationship orientation. Leaders of this type encourage subordinates' autonomy and prepare the environment for that. They try to harmonize leaders' and subordinates' ideas to make decisions. They do not take directive actions so much but take cooperative actions in the equal level as subordinates. This is an effective style for mainstays of a company who understand the situation of business as much as leaders do.
  4. Delegating
    Leadership with low task orientation and human-relationship orientation. Leaders of this type leave responsibilities of task execution to subordinates. They delegate privileges and responsibilities to subordinates and try to manage as little as possible. This is an effective style for expert employees that are more familiar with the situation of business than leaders.

Classification of Subordinates

By measuring the degree of subordinates' maturity based on the following criteria,

  • Motivation to determine goals
  • Intention and ability to commit
  • Training for task execution and experience

subordinates can be classified into four levels.

  1. High maturity
  2. Medium-high maturity
  3. Medium-low maturity
  4. Low maturity

Matching of Leadership and Subordinates

SL Theory maps the four leadership styles to the four degrees of subordinates' maturity.

Subordinates' MaturityEffect of ActionEffective Leadership
Directive ActionCooperative Action
High MaturityLowLowDelegating
Medium-high MaturityLowHighSupporting
Medium-low MaturityHighHighCoaching
Low MaturityHighHighDirecting

Process Modification According to Leadership Style and Subordinates' Maturity

Flow Model Level

Flow Models of tasks should be changed based on the degree of participants' maturity.

Task Allocation

SL_1.png

If participants' maturity is low, the process owner allocates tasks to participants to eliminate unallocated tasks and thereby to reduce retention risks.

If participants' maturity is high, the process owner offers a task to participants, and an available participant accepts the task.

Review of Outcome

Image:SL_2.png

If participants' maturity is low, the process owner reviews outcomes to prevent the quality of process outcomes from deteriorating.

If participants' maturity is high, outcomes are immediately passed to the next step for the sake of quick processing.

Contents of Project Processed and Processing Route

Image:SL_4.png

If participants' maturity is low, the process owner examines contents of a project to reduce task loads and retention risks

If participants' maturity is high, regardless of contents of a project, participants execute tasks.

Parallel Processing or Sequential Processing

Image:SL_3.png

If participants' maturity is low, the process owner makes participants execute tasks in parallel to speed up processing. The process owner intensively supervises the task taking the longest time.

If participants' maturity is high, participants execute tasks sequentially and execute multiple projects at the same time.

Data Level

We can change data to be created in process execution according to the degree of participants' maturity even in the same Flow Model.

Necessity of Completion Report

Data Name Data Type Data Condition A1 A2 A3 A4 A5
Company Name of Purchaser String Required Enter Display Display Display Display
Name of Contact of Purchaser String Optional Enter Display Display Display Display
Contact Information of Purchaser Phone Number Optional Enter Display Display Display Display
Contact Information of Purchaser Address Optional Enter Display Display Display Display
Agreement Document File Required Enter Display Display Display Display
Agreement Draft Acceptance Check Required -  Enter Display Display Display
Report of Agreement Completion String Optional - - Enter Display Display
Data Name Data Type Data Condition A1 A2 A3 A4 A5
Company Name of Purchaser String Required Enter Display Display Display Display
Name of Contact of Purchaser String Optional Enter Display Display Display Display
Contact Information of Purchaser Phone Number Optional Enter Display Display Display Display
Contact Information of Purchaser Address Optional Enter Display Display Display Display
Agreement Document File Required Enter Display Display Display Display
Agreement Draft Acceptance Check Required - Enter Display Display Display
Report of Agreement Completion String Required - - Enter Display Display

If participants' maturity is low, the data creation upon process completion reporting is set to be required so that the process owner can recognize it upon process completion.

If participants' maturity is high, the data creation upon process completion reporting can be done only in case of important projects, and the decision is left to participants' discretion otherwise.

Detailed Data

Data Name Data Type Data Condition A1 A2 A3 A4 A5
Company Name of Purchaser String Required Enter Display Display Display Display
Name of Contact of Purchaser String Optional Enter Display Display Display Display
Contact Information of Purchaser Phone Number Optional Enter Display Display Display Display
Contact Information of Purchaser Address Optional Enter Display Display Display Display
Agreement Document File Required Enter Display Display Display Display
Agreement Draft Acceptance Check Required -  Enter Display Display Display
Report of Agreement Completion String Optional - - Enter Display Display
Data Name Data Type Data Condition A1 A2 A3 A4 A5
Company Name of Purchaser String Required Enter Display Display Display Display
Name of Contact of Purchaser String Optional Enter Display Display Display Display
Contact Information of Purchaser Phone Number Optional Enter Display Display Display Display
Contact Information of Purchaser Address Optional Enter Display Display Display Display
Agreement Document File Required Enter Display Display Display Display
Agreement Amount Number Required Enter Display Display Display Display
Agreement Draft Acceptance Check Required -  Enter Display Display Display
Report of Agreement Completion String Optional - - Enter Display Display

If participants' maturity is low, the number of data items to be created is increased so that the process owner can always be aware of the detail of the project.

If participants' maturity is high, the number of data items to be created is minimized for the sake of quick processing.

Data Visibility

Data Name Data Type Data Condition A1 A2 A3 A4 A5
Company Name of Purchaser String Required Enter Display Display Display Display
Name of Contact of Purchaser String Optional Enter Display Display Display Display
Contact Information of Purchaser Phone Number Optional Enter Display Display Display Display
Contact Information of Purchaser Address Optional Enter Display Display Display Display
Agreement Document File Required Enter Display Display Display Display
Agreement Draft Acceptance Check Required -  Enter Display Display Display
Report of Agreement Completion String Optional - - Enter Display Display
Data Name Data Type Data Condition A1 A2 A3 A4 A5
Company Name of Purchaser String Required Enter Display Display Display Display
Name of Contact of Purchaser String Optional Enter Display Display Display Not Displayed
Contact Information of Purchaser Phone Number Optional Enter Display Display Display Not Displayed
Contact Information of Purchaser Address Optional Enter Display Display Display Display
Agreement Document File Required Enter Display Display Display Display
Agreement Draft Acceptance Check Required - Enter Display Display Display
Report of Agreement Completion String Optional - - Enter Display Display

If participants' maturity is low, information is set to be "Not Displayed" in phases which do not require it in order to prevent information leakage.

If participants' maturity is high, all information is set to be visible so that problems can be immediately detected.

Related Articles

Toolbox
What links here
Related changes
Upload file
Special pages
Printable version
Permanent link
Questetra BPM Suite
Workflow Sample:Hints on Defining Workflows for Business Analysts and Managers.

Catetory
General nouns | Proper nouns | General-purpose business process | Core business process | Business process for support administration
Q-BPM This website was started by Questetra, Inc. for businesspeople all over the world, who are interested in BPM, but spend a great amount of time on the search of a lot of books, documents, and difficult terms. By saving the trouble of looking up a number of related terms or the time of searching documents, Questetra, Inc. hopes to contribute to businesspeople, interested in BPM, all over the world. Questetra Inc. Q-BPM exemplifies various Sample Processes regarding Business Flow in companies, and support Business Flow Diagram making. (* Business Flow Diagram: Business Flow Chart/Business Diagram/Business Process Diagram) This is Cloud-Source type information sending website that invites collaborators all over the world. In principle, contents in this website are public on the basis of the license called “CC-By SA,” which means “possible to copy under specific conditions.”

Powered by MediaWiki CreativeCommons By SA