IS THIS HAPPENS TO BE IN PRACTICE........!!!!
How to obey to the Officer and How to tackle the Subordinate?
Officer-subordinate relationships are to do with Authority and Responsibility in a Department. A department is a pattern of officer-subordinate relationships, with authority and command lines converging on the chief executive. It is a sequence of formal relationships grouped within an hierarchical structure, the purpose of which is to effectively achieve specified results, through a series of interrelated activities.
The officer-subordinate relationship is the smallest unit, the building block, of all departments. It is of fundamental importance to the effective operation of the department because it is the only mechanism for producing and passing information through the command lines and it has absolute control over the quantity, quality and relevance of that information.
For the department to be effective, both the officer and subordinate must understand the absolute necessity for, and the real purpose of, the department, and the crucial role that their relationship plays within it - and the importance of behaving accordingly.
Why have we been appointed?
To achieve our officers’ results by working effectively for, with and through people, with minimum conflict and friction. The most important aspect of our relationship with other people is the officer-subordinate relationship.
So what is the problem?
I am labouring this officer-subordinate relationship issue because, whilst many officers claim to understand it, they invariably behave as if they do not. We must use our knowledge and understanding of this fundamental relationship to ensure that we behave in an appropriate manner, actions speak louder than words. You cannot possibly remind yourself too often of the true purpose and necessity of the department and the critical role that the officer-subordinate relationship plays in its effective operation. If you can come to terms with these very basic concepts, and act accordingly, everybody wins, and work really does become so much easier and more pleasant.
How should we behave in a officer-subordinate relationship?
- with care and understanding. The officer-subordinate relationship is a difficult one and, as with all meaningful relationships, it requires hard work, and behavioural expertise by both the officer and subordinate. Its effective operation is made a lot easier if there is mutual respect, goodwill, tolerance, and an understanding of the other person's role and views. This represents quite a commitment by both parties, and the only thing missing is the sound of church bells. People are unlikely to make this commitment unless they genuinely understand the importance of the relationship to themselves and the department.
What are the ground rules?
The officer and subordinate are a team. As a subordinate, you are doing part of your officer’s job - it is their job, not yours. If they had the time, and ability, they would do it themselves, and you would not have a job.
You are working to achieve your officer’s results - if it transpires that they are not sure what results are required, then you should diplomatically work with them to find out.
Your officer has the Authority and Responsibility and Absolute Right to decide everything relating to your work activities - nothing else makes sense. The more competent and reliable you are, the more your officer will be inclined to pass that authority over to you.
You have the same "Rights" over your subordinates, that your officer has over you.
You are always responsible to your officer for all aspects of the activity delegated to you.
You cannot delegate your responsibility for anything, ever.
You must have a clear understanding of what is required of you - how you will be judged and remember people judge you by their standards, not fair standards!
You have the right to decide what tasks should, and what tasks should not, be delegated to your subordinates.
You have the right to delegate authority for a task to a subordinate and to issue instructions to progress the work.
You are responsible for ensuring that your subordinates know what is required of them -how they will be judged.
Your subordinates are responsible to you for all aspects of the tasks you have delegated to them. You have the right to revoke the authority you have delegated at any time, and to "interfere" in the activities of subordinates - but only if necessary, please.
You are responsible for ensuring that all tasks are completed on time, within budget, to an acceptable standard, within the constraints imposed by your senior and organisational policy.
You are responsible for ensuring that your subordinates do not "cut corners".
You have the right to criticise and discipline your subordinates.
You are responsible for counselling, training, guiding, advising, appraising and motivating your subordinate.
What should you do - relating to your officer?
If you have doubts about important aspects of your work, you should seek clarification - this will earn you respect and goodwill in the eyes of your senior. You should keep your officer fully informed about the progress of your work, relating to both the "good news", and "bad news", and bad news should "travel fast". There are judgements here, but the main issues are that you should not make a nuisance of yourself, or allow things to slip. You should not "cut corners", without permission from your officer. If you need advice, ask - do not "re-invent the wheel".
If you arrange a meeting with your officer, for any reason, you should "do your homework" first. This is your chance to demonstrate your competence, to show that you are in control, to "sell" what you believe to be the best way forward, whilst at the same time making it obvious that you understand that it is your officer's right and responsibility to "decide". The more successful you are at this, the more respect and goodwill you will gain, and the more your officer will be prepared to listen to, and take, your advice and pass authority over to you - you will be seen as a "safe pair of hands”.
Before the meeting takes place you should: Decide the reason for the meeting, and the outcome you require - may be you have a problem and require a solution. State the problem, and possible solutions, the pros and cons of the various courses of action, and the probability and consequences of things going wrong. Anticipate the questions your officer may ask, and the information you will require to answer.
What should you do - relating to your subordinates?
Decision making - conceptual activity- This is the easy part - think, consult, discuss and decide; what should be done, how, when, where and by whom. This involves forecasting, planning, budgeting, staffing and team building.
Decision implementing - behavioural activity-This is the difficult part - it is to do with behaviour - the best of luck.
This involves arranging for the work to be done by organising, motivating, delegating and coordinating the activity.
Checking that it is done effectively - regularly monitoring and controlling the activity.
Judging how well it was done - evaluating with hindsight. Everyone learns from this exercise, but it is important not to pass direct critical judgement - especially with the benefit of hindsight.
Finally reporting, either verbally or in writing, but briefly and "to the point". If in writing then make use of summaries, contents pages, objectives, reports, conclusions, recommendations and appendices. The best report is the shortest report, provided that nothing important is missing.
You should not do tasks that you could, and should, delegate.
Your subordinates should know what you expect of them, and how you will judge them.
When you delegate, you should do it properly.
You should not "interfere" unnecessarily in a subordinates work.
You should not be unnecessarily pedantic - your subordinates are working for you, but they are not clones of you, they are individuals with minds of their own.
You should discuss your subordinates work with them regularly, both formally, and informally. You must motivate subordinates and you should use activities such as delegating, monitoring, controlling and evaluating to do this.
You should coach, guide and advise your subordinates.
You should make sure that your subordinates understand that whilst they are only responsible to you, if they "cut corners", the ramifications are far reaching, because the responsibility goes right back up the command line - you, your senior, your senior's senior etc. It is a great responsibility and should be taken very seriously.
How should you behave?
This is not an easy question, but a simple answer is, properly, professionally and appropriately.
Do not lose your temper, demonstrate total commitment, be well mannered, polite, cheerful, and humorous if possible.
You should be positive, constructive, consistent, diplomatic, enthusiastic, (it is infectious), tolerant, sympathetic, firm and stern on occasions, always in control, helpful, kind, considerate, a good communicator, a good active listener - especially if people are upset, or have a problem.
Avoid being negative, angry, cynical, sarcastic, silly, flippant or stupid. Be very careful with jokes, laugh with people, not at people. You should incorporate all the good points from your social and family life and leave out all the bad points.
Most important of all blame yourself when things go wrong - always - nothing else makes sense. One final point, believe in what you do, and do it professionally. If you cannot do as said, then do otherwise, but understand what you do, and be judged accordingly.
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