Supervisory management

transcript

CHARLES COTTER

12-14 NOVEMBER 2014

TRAINING PROGRAMME OVERVIEW

• Management Principles and Practice

• Team Productivity and Delegation

• Decision-making and Problem-solving

• Leadership

• Communication and Interpersonal skills

• Motivation

• Team performance

• Diversity management

CONTEXT OF MANAGEMENT

THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A

SESSION 1: MANAGEMENT PRINCIPLES AND PRACTICE

• The necessity of management

• Defining management

• Management roles

• Management skills

• Management functions

• Business functions

• Management resources

MANAGEMENT SKILLS

RESOURCE MANAGEMENT

• Refer to page 23 in Learner Guide

Apply 4 management functions

4 E’s of Resource Management

• Present a summary of group discussion

SYNDICATE GROUP LEARNING ACTIVITY 1

SESSION 2: TEAM PRODUCTIVITY AND DELEGATION

• Defining productivity

• Productivity improvement strategies

• Delegation golden rules

• Responsibility and Accountability

• Delegation process

• Delegation flow-chart

DEFINING PRODUCTIVITY

PRODUCTIVITY IMPROVEMENT FOCAL POINTS

• Processes

• Resources

• Structures

• Behaviour

• Systems

PRODUCTIVITY IMPROVEMENT STRATEGIES

• Job design

• Intra-preneurial incentives

• Training and education

• Incentives

• Empowerment and participation

• Devising reward systems

RESPONSIBILITY, AUTHORITY AND ACCOUNTABILITY

DELEGATION PROCESS

DECIDING WHAT JOBS TO DELEGATE?

Develop productivity improvement strategies

Apply the 5-step delegation process

SESSION 3: DECISION-MAKING AND PROBLEM-SOLVING

• Types of decisions

• Conditions of decision-making

• Criteria of effective decision-making

• Optimal decisions

• Individual and group decision-making

• Problem-solving process

TYPES OF DECISIONS

• Programmed

• Repetitive and routine approach – applied tostructured problems

ProcedureRulePolicy

• Non-programmed

• Unique and custom approach – applied tounstructured problems

CONDITIONS OF DECISION-MAKING

OPTIMAL DECISIONS

INDIVIDUAL vs. GROUP DECISION-MAKING

INDIVIDUAL GROUP

Faster More time-consuming

Realizes less accurate decisions Realizes better results

More cost-effective More labour intensive

Easier to reach a decision More difficult to reach a decision owing to seeking consensus

Employee exclusion Employee involvement and participation

PROBLEM-SOLVING PROCESS

• Step 1: Identify, analyze and define problem

• Step 2: Search for ideas and solutions

• Step 3: Evaluate ideas and solutions

• Step 4: Select most appropriate solution

• Step 5: Implement solution

• Step 6: Evaluate the effectiveness of solution

STEP 1: ANALYZE (BY MEANS OF FISHBONE DIAGRAM)

STEP 3: EVALUATE (BY MEANS OF DECISION MATRIX)

STEP 4: TYPES OF SOLUTIONS

• MOP-IT • STOP-IT

STEP 5: IMPLEMENT (BY MEANS OF ACTION PLAN)

• Refer to pages 46-47 in Learner Guide

Individual and group decision-making

Criteria for effective decision-making

Apply the 6-step problem-solving process

SESSION 4:LEADERSHIP BEST PRACTICE

• The leadership process

• Sources of leadership power

• Transformational and other leadership styles

LEADERSHIP PROCESS

• Creating a Vision

• Articulating that vision in a Compelling and Inspirationalmanner

• Guiding and Supporting followers in the pursuit ofachievement of the vision

• Being a Driver and Agent of Change

• Nurturing, Developing and Empowering followers

• Serving as a Role Model

Sources of leadership power

The value and merits of Transformationalleadership

SESSION 5: COMMUNICATION AND INTERPERSONAL SKILLS

• Communication

• Relationship building

• Interpersonal processes

• Empathy

• Empowerment

COVEY’S EMOTIONAL BANK ACCOUNT

BUILDING CREDIBILITY

• The Credibility Formula as: Credibility = Integrity +Expertise.

• Achieving a distinguishable level of follower faith andloyalty is certainly not an overnight occurrence and can beachieved only through openness; committed peopleinvestment and a proven scorecard of leadership andperformance excellence.

• Leader behaviour, actions and decisions congruent withreliability, fairness, consistency and transparency areinstrumental values which can enhance follower perceptionof the leader’s reputation, standing and eventually, theirwillingness to follow and support that leader.

EMPOWERMENT – BEING A CONDUCTOR/FACILITATOR OF LEARNING

Communication

Relationship-building

Empowerment

SESSION 6:MOTIVATION

• Performance equation

• Benefits of motivated workforce

• Motivation strategies

PERFORMANCE EQUATION

BENEFITS OF A MOTIVATED WORKFORCE

• Quality performance

• High levels of productivity (“a team memberis a productive teammember”)

• High levels of commitment (to both the teamand organization)

• High levels of team cohesion

THE PIVOTAL MOTIVATIONAL ROLE OF THE TEAM LEADER

Motivation strategies

TEAM LEADER MOTIVATION ACTIONS

• Set specific goals for employees

• Goals should be realistic and attainable

• Job must suit the employee’s personality

• Respect and recognise individual differences

• Provide immediate feedback to employees on their performance

• Rewards should be individualistic

• Link rewards to performance

• Honour the principle of internal equity (i.e. fairness for all employees)

• Motivational theories should be regarded as cultural bound

STAGES OF TEAM DEVELOPMENT

PERFORMANCE DEVELOPMENT

CAUSES OF POOR PERFORMANCE

• Personal problems

• Skills/competence

• Lack of resources

• Organizational factors

Characteristics of effective teams

Performance development

DIVERSITY MANAGEMENT STRATEGIES

• Fully accept diversity

• Recruit broadly and select fairly

• Provide orientation and training programs

• Sensitize team members

• Strive to be flexible

• Seek to motivate individually and support valuable team membership

• Reinforce employee differences

• Encourage interaction and engagement

Diversity management

CONCLUSION

• Key points

• Summary

• Questions

CONTACT DETAILS

• Charles Cotter

• (+27) 84 562 9446

• charlescot@polka.co.za

• LinkedIn

• Twitter: Charles_Cotter