The manager as facilitator

156 Pages·2006·1.071 MB·English

by  Judy Whichard, Nathalie L Kees

The Manager as Facilitator
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The Manager as
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Library of Congress Cataloging-in-Publication Data
Whichard, Judy.
The manager as facilitator / Judy Whichard and Nathalie L. Kees.
p. cm. — (The manager as—)
Includes bibliographical references and index.
ISBN 0–275–98985–2
1. Management—Handbooks, manuals, etc. 2. Group facilitation—
Handbooks, manuals, etc. I. Kees, Nathalie L. II. Title. III. Series.
HD38.15.W54 2006
658.4—dc22 2006007250
British Library Cataloguing in Publication Data is available.
Copyright © 2006 by Judy Whichard and Nathalie L. Kees
All rights reserved. No portion of this book may be
reproduced, by any process or technique, without the
express written consent of the publisher.
Library of Congress Catalog Card Number: 2006007250
ISBN: 0–275–98985–2
ISSN: 1555–7480
First published in 2006
Praeger Publishers, 88 Post Road West, Westport, CT 06881
An imprint of Greenwood Publishing Group, Inc.
www.praeger.com
Printed in the United States of America
The paper used in this book complies with the
Permanent Paper Standard issued by the National
Information Standards Organization (Z39.48–1984).
10 9 8 7 6 5 4 3 2 1
Contents
Publisher’s Note vii
Introduction ix
1 The Evolving Managerial Role 1
2 Facilitating Work Groups 9
3 Facilitating Inspirational Environments 31
4 Facilitating Collaborative Decision Making 49
5 Facilitating Communication and Confl ict Resolution 69
6 Facilitating Work Sessions 95
7 Facilitating Diversity 111
8 Resources for Facilitators 129
Notes 135
Index 139

Publisher’s Note
T he backbone of every organization, large or small, is its managers. They
guide and direct employees’ actions, decisions, resources, and energies.
They serve as friends and leaders, motivators and disciplinarians, prob-
lem solvers and counselors, partners and directors. Managers serve as
l iaisons between executives and employees, interpreting the organiza-
tion’s mission and realizing its goals. They are responsible for performance
i mprovement, quality, productivity, strategy, and execution—through the
people who work for and with them. All too often, though, managers are
thrust into these roles and responsibilities without adequate guidance and
support. MBA programs provide book learning but little practical experi-
ence in the art of managing projects and people; at the other end of the
spectrum, exceptional talent in one’s functional area does not necessarily
prepare the individual for the daily rigors of supervision. This series is
designed to address those gaps directly.
The Manager as … series provides a unique library of insights and
information designed to help managers develop a portfolio of outstand-
ing skills. From Mentor to Marketer, Politician to Problem Solver, Coach
to Change Leader, each book provides an introduction to the principles,
concepts, and issues that defi ne the role; discusses the evolution of recent
viii / Publisher's Note
and current trends; and guides readers through the dynamic p rocess
of assessing their strengths and weaknesses and creating a personal
development plan. Featuring diagnostic tools, exercises, checklists, case
examples, practical tips, and recommended resources, the books in this
series will help readers at any stage in their careers master the art and
science of management.
Introduction
Talented employees need great managers. 1
Effective managers are central assets of successful organizations. Regard-
less of attractive compensation packages, promised promotions, and fi rst-
rate training opportunities, companies without good managers simply do
not attract and retain talented employees. In fact, employee productivity
and tenure with companies is directly proportionate to the extent of their
positive relationships with immediate supervisors. 2 For their part, good
managers adroitly juggle art and science—balancing humanism with
corporate bottom lines, assessing individual strengths and challenges,
negotiating with equally capable colleagues for limited resources, moving
forward to meet deadlines, and stepping back to regroup—all the while
mindful of motivating their employees to meet or exceed organizational
aspirations and expectations.
I n today’s highly competitive world of work, effectively m anaging
employees is an often daunting challenge. Workplace stress levels are
fueled by a number of factors to an unprecedented extent. Employees are
e xpected to meet higher and faster productivity rates with fewer resources.
Profi table bottom lines mean continually growing market share despite
s oaring global competition. As workers now shop for e mployment o ptions
worldwide, retaining qualifi ed employees is progressively more diffi cult.
Technology has become an expensive necessity that quickly b ecomes