Tools, Delegation Techniques, & Halo Theory

Video Activity

This lesson covers tools, delegation techniques and Halo Theory. Some of the tools of human resources are: attitude, commitment, competition and investment. In order to delegate well, consider allowing your team members to cross train and do routine activities as well as things others perform well. Finally, there is the Halo Theory, which basically...

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Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10
Video Description

This lesson covers tools, delegation techniques and Halo Theory. Some of the tools of human resources are: attitude, commitment, competition and investment. In order to delegate well, consider allowing your team members to cross train and do routine activities as well as things others perform well. Finally, there is the Halo Theory, which basically means just because you are a good employee, it doesn't mean you are a good manager. [toggle_content title="Transcript"] In human resources, there are few tools you need to know. These are for negotiation. The first one is known as attitude power. Under attitude power, it's basically, you have a situation where you need a third person to be your mediator. Whatever the topic, it is so hard I need someone to act on my behalf to negotiate. Commitment power is having allies to back you up. This is could be like a partnership. Competition is trying to get the most out of negotiation. It could be giving one team one thing and other team another in order to get the best results between those two teams. Investment mean just delaying that decision till later so this gives people time to regroup and come back to think about it in a later time. Knowledge of needs power. This is you have inside information about a person and you can use that information to achieve what's really wanted. Moral and ethical is doing what is right. Persistence, sometimes negotiation could be long and drawn out. Persistence is keeping at it and not giving up. Risk...risk power is not putting all your investments into one outcome. You want to divert your risks by having multiple things that you are after. This way, you don't get what you want you still achieve something. Persuasion is the ability to influence the other. Planning power is being well prepared to go into negotiations. Precedent power is knowing that something else is gone right in the past. So you are using the past event for negotiations. Professionalism is trying to create a win, win situation. Another thing you have to understand in human resources is knowing how to delegate. To effectively delegate, you need to give the authority and responsibility to an individual in order to get that task done. One key thing for delegation is there are things that you can delegate and things that you cannot. You can delegate technical activities, you can delegate cross-training to individuals, also routine activities and things that others perform well. As the project manager, delegation is great cause it offers you up to time. But there are things that you cannot delegate such as running evaluations for your team. Strategic planning, you are the project manager you should be the one coming up with a strategic plan. Monitoring important activities. Some important evolution is about to happen in the project, you don't want to delegate that, you want to do that by yourself. You cannot give the power to have others reward other individuals. It is one of those things you cannot do for delegating, and you cannot delegate someone to create policies. The last thing I want to point out in this process is to understand the Halo theory. The Halo theory is not all employees make great managers. The Halo theory is an example of this person is a very good technician or this person is a very good employee at what they do. Because they are good employee at what they do, the Halo theory it is assumed that they will be good managers. Under the Halo theory, it's just because you are a good employee, doesn't mean you are a good manager. [/toggle_content]

Video Transcription
00:04
so in human resource is there are a few tools you need to know.
00:07
These are for negotiation.
00:09
Ah, the first one's known as attitude power.
00:12
So under attitude power,
00:14
it's basically
00:16
you have a situation where you need 1/3 person to be your mediator.
00:21
So, um, whatever the topic is, it's so hot. I need someone else to act on my behalf to negotiate
00:30
commitment.
00:31
Um,
00:32
commitment. Power is
00:35
having allies back you up, so this could be like a partnership.
00:39
Competition
00:41
is trying to get the most, um,
00:45
out of negotiations so it could be
00:47
giving one team one thing, another team another. In trying to get the best results between those two teams,
00:56
investment means
00:58
just delaying that decision till later. So this gives time for
01:02
people in the regroup and come back and think about it at a later time.
01:06
Now, once of needs power. So this is you have inside information about a person,
01:14
and you can use that information to achieve what's really wanted.
01:19
Moral and ethical is doing what is right.
01:22
Persistence. So sometimes negotiations could be long and drawn out.
01:26
Persistence is keeping at it and not giving up
01:30
risk
01:32
risk power is
01:34
not putting all your investment into one outcome. So you're gonna divert your risk by having multiple things that you're after.
01:44
Um, this way you don't get what you want. You still choose something.
01:49
Persuasion
01:51
is the ability to influence the earlier
01:55
planning. Power is being well prepared to go into negotiations.
02:00
Ah,
02:00
President Power is knowing that something else is gone right in the past. They're using a past event,
02:07
uh, for negotiations.
02:08
Professionalism is trying to create a win win situation.
02:13
So another thing you have to understand and human resources is knowing how to delegate.
02:17
So to effectively delegate, you need to give the authority and the responsibility to an individual toe
02:23
get that task done.
02:25
Um, one key thing for
02:30
delegation is there's things that you can't delegate and things that you cannot.
02:34
So you can delegate technical activities.
02:37
You can delegate cross training to individuals
02:42
also routine activities and things that others perform well. So, as a project manager
02:49
delegation is great because it will free up your time. But there are things that you cannot delegate such as, ah, running evaluations for your team.
02:57
Strategic planning. Your the project manager. You should be the one coming up with the strategic plan
03:02
monitoring important activities. So some important evolution is about to happen in the project.
03:07
You do not want to delegate that you want to do that yourself?
03:10
Um,
03:12
you cannot give the power to, ah, have authors reward other individuals. Uh,
03:19
it's one of those things you cannot do for delegating,
03:23
and
03:23
you cannot delegate someone to create policies.
03:27
So the last thing I want to point out for this process is to understand the halo theory.
03:31
So the hail of theory is not all
03:35
employees make great managers. So the halo theory is example of this person's a very good technician, or this person's a very good employee at what they dio
03:44
because they're good employees out what they dio. The halo theory
03:47
means that
03:50
it's assumed that they'd be good managers
03:53
under the hail of theory. It's just because they're good employee doesn't mean you're a good manager,
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