Date post: | 21-Sep-2014 |
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Business |
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Course Objective
To provide managers with a sound understanding of their
roles and responsibilities within their organizations,and the skills they need to
achieve their objectives
… is more art than science. Managing is
working with and through other people to accomplish the
objectives of both the Organization and its members
.. the process of organizing methods,
materials, manpower and other resources to achieve
organizational goals
Management Levels
Top
Middle
Supervision
Strategiclevel
Technicallevel
Operationslevel
Employees / Individual Contributors
The Management Process
DemonstratesGood technical skills
Manager
DemonstratesGood managerial
skills and competencies
Individualcontributor
Supervisor
Functions of
Management
Planning
Controlling
Coordination
Organizing
Planning
• Setting goals and objectives• Identifying income and expense drivers• Overcoming/changing paradigms
• Identifying essential & non-essential work activities
• Departmental relations and authority levels
• Defining roles and responsibilities• Time management• Handling emergencies
Organizing
Controlling • Aligning activities and processes with
company’s objectives• Establishing performance standards
and measures• Monitoring performance
Coordination
• Verification of alignment• Developing inter-departmental relations
Planning
Strategic
Measuring & evaluation
Controlling
Developing people
Operational Managementcontrol
Operationalcontrol
Feedback
The Management Process
Managerial Skills
The capabilities that are important for successful performance as managers and managers
Managers need to demonstrate these skills to carry out their role in achieving results through their employees
Managerial Competencies
An ability, skill, or characteristic that causes outstanding performance in a given job
What outstanding performers do more often, in more situations, with better results than most people
Characteristics of the best performers
Technical
InterpersonalIntellectual
The Managerial Skills
Specific expertise: - Engineering - Finance - Accounting - Administration
Communication Delegation Negotiation Motivation Team-building Rewarding
Planning Organizing Controlling Coordination Problem-solving & Decision-making Negotiation Time management
Technical InterpersonalIntellectual
Intellectual
Interpersonal
Technical
Middlemanagement SupervisionTop
management
The Managerial / Technical split
Management Responsibility
Human resources Production process
The Management Grid
Exertion of minimumeffort to get
required work done isappropriate to sustain
organizational membership
Efficiency In operations results from arranging conditions of work in
such a way that human elements Interfere to
a minimum degree
Thoughtful Attention to needs of
people for satisfyingrelationship leads to acomfortable, friendly
organization atmosphereand work tempo
Work accomplished is fromcommitted people:interdependence
through a “common stake” in organization
purpose leads to relationship
of trust and respect
Concern for Production
Con
cern
for P
eopl
e
There is No such a style of
management that can be
applied in all situations
Democratic
AutocraticPace-setter
Affiliative Authoritative
Democratic
• Makes me feel important• Fosters participation in decision-making• Listens to me and to my perspectives• Recognizes good performance
Commitment through participation
Coercive
• Assigns unpleasant tasks• Doesn’t listen to me• Makes my life hard• Reacts effectively in crisis situations
Do what I tell you
Pace-setter
• Makes me proud of what I am doing• Sets high standards of performance• Will not forgive mistakes
Expects perfection
Affiliative
• Provides protection, I feel safe working for him
• Strives to please subordinates• Ignores work conflict• Ineffective in emergency situations
Priority to subordinates
Authoritative
• Always reminds me of my duties• Lacks flexibility
Firm but fair
The Most Appropriate Style of Management
• Sets and communicates vision• Empowers employees• Sets clear objectives• Delegates authority• Provides constructive and timely feedback• Provides recognition when necessary• Develops subordinates’ skills
From Management To Leadership
Leadership is a Facet of Successful Management
New Manager
PlanningOrganizing the hierarchy
Controlling
Creating visionAligning relations
Inspiring
Classical managerial work New leadership task
Shift from Management to Leadership
He has taughtme a lot
I am compelled torespect him
Takes Responsibilitywhen things go wrong
He knows what to do In emergencies
I trust what hesays
I feel powerfulworking for him
Leadership Practices
Leaders are distinguished by their perseverance in spite of the frustrations and challenges in their
path
Leaders
• Setting direction• Engaging involvement• Motivating people• Making things happen• Modeling the way• Creating a leadership culture
Why Do People Follow Leaders ?
Sets Vision and works for others
Strives to encourage and assist subordinates
85%
80%
78%
75%
72%
Reacts professionally in crisis situations
Makes subordinates feel proud
Holds responsibility
managers typically are
responsible for their direct reports' progress and
productivity in the organization
managers are under immense pressure from above and below to do more with less
Roles and Responsibilitiesof Supervision
Achieving organizational goals
Assigning tasks
Making decisions
Employee Training and Development
Controlling work activities
Coaching
Roles and Responsibilitiesof Supervision
Setting rules and regulations
Problem-solving
Availing resources
Reacting to emergency situations
Staffing
Enforcing Policies and Procedures
PersonnelProcedures
Materials
EmployeesContractorsCompetitors
Suppliers
OperationsProceduresStandards
SpecsObjectives
EquipmentRaw material
Finished products
Roles and Responsibilitiesof Supervision
KeyManagerial
Skills
Managingmeetings
Effectivecommunications
Motivation
Delegation
Problem solvingAnd
Decision making
Time management
Objective setting
Team building
Communication GoalWhenever you COMMUNICATE, to an
Individual or a group, you are “SELLING” something: Product, service, viewpoint, or
Simply yourself.
Your goal is to influence or Persuade the listener to
“BUY” what you say.
Getting Feedback From others
Getting your Message across
Elements of Effective Communications
Common Understanding
Top management
manager
Subordinates
PeersCustomersSuppliers
Contractors
Communications in the Workplace
InformationInstructionsProcedures
ReportsData
SuggestionsComplaints
Achieving objectivesCompleting tasks
Correcting procedures
Taking decisionsSetting standards
Assessing performancemanager
Subordinate
Communications
Facial expressions Body language
Gestures
Conversation Interview Meeting Lecture
Telephone con.
Memorandum
Letter Report E-mail
Fax
Verbal Non- VerbalWritten
Verbal Communications Most effective method
Interaction Eye contact Facial expressions Gestures Immediate feedback
Written Communications More complex
Needs preparation Accurate – more detailed No body language
No immediate feedback May be neglected
Non-verbal Communications
Feedback that cannot be concealed!!!
Delineates true opinion Should be carefully perceived
Should be used effectively
Communications
Interview• Interactive• Immediate feedback
Meeting• Interactive• Immediate feedback
Control
Lecture• Needs preparation Misinterpretation
Telephone Conversation • Lacks clarity Clarity
Communications
Memorandum • Accurate• Prepared
Formal
Letter • Comprehensive
Negligence
Report • Details• Information
Needs study
• Convey subordinates’ ideas, opinions and concerns to management
• Communicate management’s perspectives to subordinates
• Keeps fellow managers/managers informed of activities that affect them
How a manager can Demonstrate
Communications Skills
• Avails all required information and provide timely feedback to subordinates
• Holds meetings periodically • Visits the workplace frequently • Be a good listener
How a manager can Demonstrate
Communications Skills
Principles of Effective Communications
• Clarify the purpose of the message• Deliver message in Logical order• Use words that can be understood• Make your tone clear and keep pace
Principles of Effective Communications
• Clarify when necessary to confirm understanding
• State what is required to be done• State importance / urgency of action to be
taken• Summarize what you have presented
Reasons of Ineffective Communications
Sender Receiver
Environment
Reasons of Ineffective Communications
• Purpose of message is not announced• Illogic sequence• Unclear tone• No preparation• Not mastering subject• Misjudging receiver’s level of
understanding
Sender
Reasons of Ineffective Communications
• Bad listening• No interest • Unawareness of subject• Prejudice• Jumping to conclusions• Bad mood
Receiver
Reasons of Ineffective Communications
• Language - vocabulary - jargon - ambiguity
• Psychological - fear - shyness - boredom
Environment
• Structural - distance - time
• Environmental - Distractions (noise) - interruptions - people intruding
Ten commandments of listening
• Stop talking .. You cannot listen while talking• Give the speaker the chance to speak
• Listen to perceive .. Not to object• Do not interrupt the speaker
• Put yourself in the speaker’s boots.. This will help you assess the situation
Ten commandmentsof listening
• Be patient .. Give the speaker enough time• Keep calm .. Angry people will look for mistakes
• Don’t argue .. Be open and accept criticism• Ask questions .. This shows interest and
provides clarification• Avoid prejudice..
EmpathizingDrawing out the speakerand getting information in asupportive, helpful way.
Empathize by imagining yourself in the other person’sposition to understand what they are thinking, and lettingthem feel comfortable – possibly by relating to theiremotional experiences. Pay close attention to what the person is saying, talk very little, and use encouragingnods and words.
Type of Listening Putting Methods Into Practice
AnalyzingSeeking concreteinformation and trying todisentangle fact from emotion.
Use analytical questions to discover the reasons behindthe speaker’s statements, especially if you need tounderstand a sequence of facts or thoughts. Ask questions carefully, so you can pick up clues from theanswers and use the person’s responses to help you form you next set of questions.
Type of Listening Putting Methods Into Practice
SynthesizingProactively guiding the exchange towards anobjective.
If you need to achieve a desired result, make statementsto which others can respond with ideas. Listen and giveyour answers to other’s remarks in a way that suggestswhich ideas can be enacted and how they might beimplemented. Alternatively, include a different solution inyour next question.
Type of Listening Putting Methods Into Practice
Meetings cost time and money,
both of which are valuable.
Hold meetings only when necessary, and ensure that they are concise
and constructive.
Managing Meetings
• managers spend most of their time in discussions to organize work and solve problems
• The average manager spends 65-80% of his time in meetings
How can we make the manager’stime more effective ?
Purpose of
Meetings
Imparting information
Generating creative ideas (brainstorming)
Resolving problems
Making or implementing decisions
Issuing instructions
Advantages of Meetings
Immediate feedback
GesturesFacial expressions
Eye contact
InteractiveFace-to-face communication
The Critical Path of a Meeting
Define theMeeting’s purpose
Decide howLong it
Should last
Ensure the Right people
attend
Is the meeting
urgent and important?No Yes
Is the meetingurgent or important?No Yes
Is the meetingroutine?
No Yes
Do you needto hold itASAP?
No Yes
Is there a deadline to
work towards?No Yes
Hold meetingimmediate
Is the meetingnecessary?No Yes
Save the meetingfor a quiet
time
Allocate a timeto hold meeting
Set a realisticdeadlineDoes that meeting
help you workmore efficiently?
No Yes
Set aside a time to
hold meeting
C
B
A
Don’t do Itcancel it
To Ensure a Successful Meeting
Ensure That the Right People Attend, at the Right Time and Place, and That They Reach
the Right Decisions
Steps To Successful Meetings
Steps to a successful
meeting
Planning
Closing
ControllingSteps to a
Successful Meeting
Define purpose of meeting Develop meeting agenda Select attendees -
- Consider job background .. Harmonize..
- Define roles and means of participation Locate a venue Send out invitation along with agenda
Monitor meeting duration (opening,closing) Limit and bring side-discussions and unnecessary arguments back to track
Summarize each issue before moving to the next
Limit number of issues to be discussed
Direct meeting towards defined results Define and announce each decision made
Direct meeting to a final conclusion Support what has been agreed upon
Role of the manager when Chairing a Meeting
• Keep discussion focused on the topic• Intervene if discussion fragments into
multiple conversations• Tactfully prevent anyone from dominating
Role of the manager when Chairing a Meeting
• Bring discussions to a close• Ensure all participants are aware of all
decisions that have been reached• Notify group when time for an item has
expired
Why Meetings Fail
• Arriving late• Reason of attendance is unknown • Roles are not defined • No interest• Discussions dominated by one person• Engagements in side conversations• Interrupting the speaker
Why Meetings Fail
• Unnecessary arguments• No agenda • Key persons are absent• Issues are left dangling• Meeting’s conclusions are pre-determined• Not following-up implementation
Defining Work Problems
• Undesired , unplanned situations• Obstacles that slow down achieving
goals• Inevitable in day to day work
Causes of Work Problems
• Negligence of rules and regulations • Ignorance of the presence of rules and
regulations• Improper organizing and planning work• Unexpected events and mishaps
Causes of
Work Problems
Man
Machine
MethodsMaterials
Problems should be handled at its early stages before
it builds up
Principals Of Problem Solving
• Avoid the "right/wrong" or "assigning blame" paradigm
• Convey respect for the other person• Undertake to solve the problem together• Focus on the problem first, then look for
solutions
Steps to Problem-solving
• Who owns the problem? • Who is involved? • Who is being affected by it?
Before any attempt to solve a problem ask yourself these questions:
Steps to Problem-solving• Define the problem (with input from yourself and others)
- What is it that makes you think there's a problem? - Where is it happening?- How is it happening?- When is it happening?- With whom is it happening?- Write down a five-sentence description of the problem
Don't jump to "Who is causing the problem?"
Steps to Problem-solving• Look at potential causes for the problem
- Get input from others who notice the problem and who are effected by it - Collect input from individuals one at a time- Write down a description of the cause of the problem in terms of what is happening, where, when, how, with whom and why
Steps to Problem-solving
• Identify alternatives for approaches to resolve the problem
- keep others involved (unless you're facing a personal and/or employee performance problem)- Brainstorm for solutions to the problem
Steps to Problem-solving
• Select an approach to resolve the problem consider:
- Which approach is the most realistic to solve the problem for the long term?- Resources, are they available? affordable? Do you have enough time to implement the approach?- What is the extent of risk associated with each alternative?
Steps to Problem-solving• Plan the implementation of the best
alternative (this is your action plan) - What will the situation look like when problem is
solved?“- Steps to be taken to implement the best alternative? - What systems or processes should be changed in the organization, (e.g. a new policy or procedure?) - How will you follow-up with the implementation
Steps to Problem-solving• Plan the implementation of the best
alternative (this is your action plan)
- Resources needed (people, money and facilities?) - Time needed for implementation- Who will be responsible for implementing the plan?- Write down the answers to the above questions and consider this as your action plan- Communicate the plan to those who will be involved in implementing it and to your immediate manager
Steps to Problem-solving
• Monitor implementation of the plan - Is the plan being done according to schedule? - If not, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various
aspects of the plan? Should the plan be changed?
Steps to Problem-solving• Verify if the problem has been resolved or
notConsider:- What changes should be made to avoid this type of problem in the future? (changes to policies and procedures, training, etc.) - What did you learn from this problem solving? (new knowledge, understanding and/or skills.) - Write a brief memo that highlights the success of the problem solving effort. Share it with your manager, peers and subordinates
Focus
Execute
Develop
Analyze
Fishbone Method
Off-spec Product
ManMachine
MethodsMaterials
Inadequate training
No cooperation
Not complyingWith standards
Improper storage
No Maintenance
No Calibration
Not following standards
Improper test procedures
Force-field Analysis
• Force field analysis is a method for listing, discussing, and evaluating the various forces for and against a proposed change.
• Useful in clarifying the problem, and finding solutions to specific obstacles preventing goal achievement
• Can be used to develop an action plan to implement a change
Force-field Analysis
• Determine if a proposed change can get needed support
• Identify obstacles to successful solutions
• Suggest actions to reduce the strength of the obstacles
Force-field AnalysisPresent
stateDesiredoutcome
Driving forces Restraining forces
Worststate
Force-field AnalysisRejection rate
10%Rejection rate
2%Driving forces Restraining forces
Rejection rate20%
Customer demand
Motivated workers
Increased market share
Quality circle program
Increased production time
Other projects on line
Lack of training
SWOT Analysis
Threats Opportunities
Strengths Weaknesses
Part of a manager’s role is having to make a series of large and
small decisions.Reaching the right decision in every situation is an ambition that is well
worth striving to achieve
Decisions Are an EssentialPart of Life, in and Out
of a Work Environment.
managers, by Definition, Must Be Decision-Makers.
Types of Managerial Decisions
Unplanned Planned
Problem • Repetitive• Routine
• Non-repetitive• Non-routine
• Instructions• Policies• Low risk
• Strategic solutions• High risk
Procedures
Decision
TopManagement
Middle Management
Supervision
ManagerialLevel
Type ofDecision
Broad, unstructured,infrequentMuch uncertainty
Frequent,structured, repetitive,Routine,
much certainty
Non-programmed Decisions
Structured andUnstructured
Types of Problems/DecisionsAnd Management Level
Programmed Decisions
Decision Making
IndividualConsensus
Participation Involvement Scale
Tell SellGather
information
Get recommendations
From group
Group votesWith
mgt veto
Group votes
Without Mgt veto
Elements That AffectThe Decision-making Process
Elements Affecting Decision-making Process
DecisionMaking
ValuesPersonality
Risk
Taking
Potential for
Dissonance
Nature of issue
Tim
e av
ail a
ble
Resources available
Technical/intellectualskills
Secondary elements
Identify & define issue/problem
Evaluate alternatives
Undertake analysis
Analyzing the Decision Process
What exactly has to be decided?
What are the Pros and cons?
What are the alternatives?
Implement decision
Identify choicesWhich alternative
Is the best?
What actionNeeds to be taken?
AGISA The Group Thinking Model
Goal setting
Analyzing
Selecting ideas
Looking for Ideas
Action
Seeking issuesAffecting the decision
Opportunities orproblems
Conventional orunconventional
Discarding oradopting
ImplementingAccepted decisions
Assessing the Validity of Ideas
New technologyMakes our product
obsolete
Our productdominates the
market
Update our productin order to hold
market advantage
See if new technologytakes off beforeinvesting in it
Invests in newtechnology whenmarkets dictate
Invest in newtechnology as
soon as possible
First to supplynew product
Risks position asmarket leader
Delays investmentuntil future date
Strengthens positionof present product
Only keeps the status quo for now
Problem
Potential outcomesSuggested solutions
A Team Is More Than a Collection of Individuals.
It Is, in Part, an Emotional Entity, Rooted in the Feelings
As Well As the Thoughts of Its Members, Who Actively Care About
Their Team’s Well-being.
Teamwork Definition
A team is a limited number of people with complementary skills who are committed to a common purpose,
performance goals, and approach for which they hold themselves mutually
accountable
Benefits Of Teamwork
Integration of the Talents and Competencies
they Possess
The Collective Utilization Of Individuals’ Efforts
What Makes a Good Team?
• A true team is a living, constantly changing, dynamic force in which a number of people come together to work
• Team members discuss their objectives, assess ideas, make decisions, and work towards their targets together
Points to Remember
• A team member is still an individual, and should always be treated as such
• Cross-functional teams offer the chance to learn about roles and work of others
Finding the Right Balance Of Skills
Technical expertise
Team-workingskills
Problem-solvingskills Ability to cope
with othersAbility to makeclear decisions
In disciplines
Unifying a Team
Most teams have a tendency to place too much emphasis on the task and not on the individual.
The ideal situation is one in which the needs of the individual, the dynamics of the team, and the
requirements of the task coincide at four strategicpoints to produce a unified, effective working team.
Unifying a Team
Individual
Task Team
Team works tocommon end tocomplete tasks
Needs of individualare catered for by team
Challenging tasksmaintain individual
interest
Each individualcontributes to teameffort to complete
task in hand
Choosing Individuals for Specific Tasks
Which qualitiesare required for
the job?
Make a final decisionbased on responses to
the question above
Will I enjoy workingwith this person?
Can any weaknessesbe overcome?
What are theirrespective key skills?
Are there anysuitable people?
Assume that anyonewill suit the role
Rely solely on word ofmouth
recommendations
Ignore shortfalls infavor of particular
experience
Hope weaknesses willbe overlooked by
the team
Ignore signs of individual not being
a team player
Expect them to overcome problems
“on the job”
Offer the role to theindividual who excels at
one particular skill
Draw up a job profile before talking to people
Check “on paper” profileagainst details of
individuals
Favor individuals withwide-ranging skills
Consider any shortcomings
Note any shortcomingsin personal skills
Offer the role to theindividual who brings most
overall to the team
Do Don’t
Stages of Team-development
Forming
The team first comes together; discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet
manager’s Role
Forming
Use socializing and team discussion to initiategroup work
Stages of Team-development
StormingForming
Disagreements arise about what needs to be done and who will do it. People are annoyed by
The restrictions imposed by the team
manager’s Role
StormingForming
Assert your authority to defuse conflict inthe team
Stages of Team-development
NormingStormingForming
The goals, roles, and boundaries have been clarified and accepted by team members.
They have taken ownership and accountability for getting the work done
manager’s Role
NormingStormingForming
Encourage team members to establish a creativework pattern
Stages of Team-development
PerformingNormingStormingForming
The team becomes a true team, working in harmony, supporting one another. The team, not the leader,
manages the project. Team members make adjustments to keep the deliverables on track
manager’s Role
PerformingNormingStormingForming
Build-up team faith in their collective abilityand skills
manager’s Role in Team-building Process
• Identifying purpose of forming team• Selecting team members• Identifying strengths and weaknesses• Setting objectives and clarifying issues• Allocating roles and responsibilities• Supporting team members
manager’s Role in Resolving Team Conflicts
• Clarifying impact of conflict on performance• Identifying causes of conflict• Inviting parties to explain their points of view suggesting solutions• Selecting appropriate methods for solution • Agreement on roles to resolve the conflict• Developing a plan of implementation
Team Cohesion Has A Great Effect on Productivity
Cohesion
Productivity
Time spenttogether
Proximity ofTeam members
Size of teamPrevious achievements
Challenges Facing team
Factors that determine
Teamcohesion
Tips to Promote Cohesion
• Keep enemies apart• Put friends together• Give special attention to people who
find it difficult to make friends• Avoid fostering competing subgroups
Management By Objectives
… a systematic and organized approach that allows management to focus on
achievable goals and to attain the best possible results from available
resources
Individual objectives should be aligned with the organization’s objectives.
What Is Meant by an Objective?
A statement specifying the task to be implemented, the expected results, the
resources required and the timeframe of implementation
ObjectivesObjectives are specific accomplishments
that must be accomplished in total, or in some combination, to achieve the goals
in the plan. Objectives are usually "milestones" along the way when
implementing the strategies
Strategies or Activities
These are the methods or processes required in total, or in some
combination, to achieve the goals
Resources (and Budgets)
Resources include the people, materials, technologies, money, etc., required to
implement the strategies or processes. The costs of these resources are often
depicted in the form of a budget
Goals / objectivesStrategies / tasks
(results)(methods to achieve the results)
Types of Objectives
Organizational Improvement
Personnel Skills
Development
ProblemSolving
Criteria for Writing Objectives SMARTER
Specific Measurable Acceptable Realistic Timely
Specifying Target Date
• Specified by date• Date associated with another date• Specified by period
Cost Estimation
• Should be calculated accurately• Should be realistic• May increase if implementation is
delayed
Steps to Objective Setting
Developing an action plan
Subordinates’ participation
Action Plan , Why ?
• To specify method of implementation• To develop a time frame• To utilize resources effectively• Helps in anticipating problems • To follow-up implementation in
accordance to schedule
A Well-set Objective
• To increase sales volume from 150,000 tons to 180,000 tons by end of December 2002 , cost of advertisement not to exceed 50,000 $
Result : MeasurableCost : specifiedTime frame : specified
A Poor Objective
• To increase sales volume by using effective advertisement
Why Would Objectives Fail?
• Objectives are imposed on subordinates
• Objectives are unrealistic• Time is not managed• Easy objectives are selected• Time spent in paper work• Objectives are not amended when
necessary
Time is Life
Time cannot be stored or replenished
Understanding Time
Consider These Two Questions:
What would happen if you spent company money as
easy as you spend company time?
When was the last time you reviewed your time
allocation?
Waste Disposal
• If an average employee earns about 27,000 pounds per year: about 12.50 pounds per hour, around 1 pound every 5 minutes; How many 5 minute sections of your activity deserves a pound? This is a critical appraisal of how you spend your time and to question some of your habits.
Time Waste , Why ?
• Ignorance of the value of time• Late arrival to work or meetings• Failing to prioritize • Failing to delegate• Unnecessary interruptions
Time Waste , Why ?
• Unexpected, unplanned visits• Lengthy , unnecessary telephone calls• Procrastination • Piled work• Unnecessary discussions
Changing Attitudes
• Our attitudes to time are constantly changing• Changes are due to advent of new technology• Exchange of information has become
instantaneous • Travel has become much faster• It is possible for us to do more in a day• It has also increased the pressure on our time
Estimating Value Of Time
1.5 x annual salary
Working hoursper year
= Cost per hour
Cost per hour
60= Cost
Per minute
Daily Routine Work
Withmanager Discretionary
Urgent
Withsubordinates
• Organize• Plan• Coordinate
• Meeting• Discussion
• Problems• Crisis
• Coaching• Discussion• Complaints
Breaking Down Tasks
On-goingprojects
Routine
Planning &development
Organizing ameeting
Writing aRegular report
Making new contacts
Breaking Down Tasks
• Categorize your tasks• Estimate how long each task takes you• Look at the distribution of these tasks
throughout the day
Ideal Time Allocation
Group 1: Routine tasksGroup 2: Ongoing projectsGroup 3: Planning and development
60% of time
25% of time
15% of time
Actual Time Allocation
Group 1: Routine tasksGroup 2: Ongoing projectsGroup 3: Planning and development
60% of time15% of time
25% of time
If distribution is incorrect, re-organize your working day
Breaking Down Tasks
Looking For Patterns
• Does the breakdown meet the expectations of your working day?
• Are you spending too much time on a particular group?
• Are there times when you are very busy and times when you are slack?
• If so, reorganize work more efficiently
Questions To Ask Yourself
• Am I doing work somebody else should do?
• Are there patterns that repeat themselves in my time log?
• Do jobs frequently take longer than expected ?
• Do I have enough time to be creative and innovative?
Estimating Efficiency
• How close is your work pattern to the ideal 60:25:15 work distribution ratio?
• If you spend too much time on one group,reorganize your daily schedule
• Delegate jobs that can be done by juniors• Concentrate your energies on more
important tasks
Setting Priorities
Importance
Urgency
Prioritizing a Task
Analyzing Tasks
C
B
A Important and urgent
Important or urgent
Neither Importantnor urgent - routine
B
C
Urgency
Importance
Analyzing Tasks
A
B
Prioritizing And Delegating Work
• Make three separate lists for A, B, and C tasks
• For each list, decide: - which tasks only you can do? - which tasks can be delegated? - which tasks need not be done?
Start With A’s And Not With C’s
Pareto PrincipleThe 20 – 80 % Rule
80%
80%
20%
20%
Balancing Daily Tasks
A-TasksYou should try to complete
a few of these urgent,difficult tasks each day
B-TasksThese account for the
majority of your work andshould take up most of
your day
C-TasksThese are non-urgent
tasks that should be done when time allows
One working day
Prioritizing A Task
Priorities Should Continually Be Altered in Line With
Changes or New Information
Is the taskurgent and important?No Yes
Is the taskurgent or important?No Yes
Is the taskroutine?
No Yes
Do you needto complete it
today?No Yes
Is there a deadline to
work towards?No Yes
TakeImmediate
action
Is the tasknecessary?No Yes
Save the taskfor a quiet
time
Allocate a timeto complete
The task
Set a realisticdeadlineDoes that task
help you workmore efficiently?
No Yes
Set aside a time to complete
The task
CTask
BTask
ATask
Don’t do Itdiscard it
Balancing Demands
• Priorities change all the time• New information may change a task’s
importance or urgency• When you receive new information,
quickly reassess your list of priorities
Being Realistic
• Be realistic about what you can achieve in a given period of time
• Recognize the limits of your capabilities• Be realistic about others’ capabilities• Don’t demand too much of your colleagues• Stretch your expectations from time to time
Maximizing Efficiency
• Recognize your energy levels• Understand your mental and physical
cycles that your body follows each day• Plan and prioritize your workload
accordingly• Flexible hours policy
0
2
1
3
4
5
-1
-2-3
-4
-59 a.m 3 p.m1 p.m11 a.m 5 p.m
Per
form
ance
leve
l
Time of day
Late-morning peak- best time for A-tasks
Late-afternoon
peak-best time
for B-tasks
Energy levelFalls
towardsEnd of
day
After lunchtrough-
best time forC-tasks
Stress
Stress is likely to affect all of us at some time in our lives. Learning how to
reduce the stress that you encounter, will allow you to achieve your goals
without damaging your health.
Stress
Stress in individuals is defined as any interference that disturbs a person’s healthy, mental, and physical well-
being.It occurs when the body is required to
perform beyond its normal range of capabilities.
Stress
Possiblegains
Restrictsability
A threat thatmay cause A loss
Analyzing The Effect Of Stress
ON SOCIETYPressure on
public services
ON INDIVIDUALSIllness and
Behavioral problems
ON INDUSTRYIndustrial accidentsAnd inefficiencies
Stress In ManagementMotivating
staff
Adapting to change
Staying withbudgetsMeeting
deadlines
Reporting tosuperiors
Stress In Others
Stress is infectious;You need to recognize it in others
before it affects the people with whom they work !!
Stress In OthersLooking for Signs of Stress
Toward colleagues
• Greets colleagues on arrival• Has lunch with colleagues• Maintains a friendly manner• Asks for opinions
Toward colleagues
• Sits at work in silence• Ignores opinions• Becomes irritable• Lunches alone
Normal Stressed
Stress In OthersLooking for Signs of Stress
Toward the organization
• Keeps workplace clean and neat
• Files paperwork in an orderly fashion
• Knows where to find things• Deals with correspondence
immediately
Toward the organization
• Works in a chaotic fashion• Scatters paper everywhere• Takes long to find things• Leaves in-box full of
correspondence
Normal Stressed
Stress In OthersLooking for Signs of Stress
Toward own appearance
• Is smartly dressed• Wears clean and well-
pressed clothes• Looks well groomed• Maintains good personal
hygiene
Toward own appearance
• Wears clothes unsuited for the job
• Wears dirty and wrinkled clothes
• Looks unkempt• Does not appear to care
about appearance
Normal Stressed
Effect of Stress onWork Performance
• Can be useful or harmful• Depends on magnitude of stress• Absence causes slackness and
impotency
Identifying And Handling Stress Cases
• Beneficial stressorsto properly perform a job function, a certain amount of stress is required.
Motivation, Energy, Alertness,
Promotes enthusiasmPromotes accepting challenges
Identifying And Handling Stress Cases
• Negative stressorssituations in the work place that leave a feeling of depression, anxiety, or pressure.
Overwork, Ambiguity, Workplace Conflicts, Responsibility
Poor performance, AnxietyLow morale
Effect of Stress onWork Performance
Turning Point
Work stress
Performance
Optimum stress
Sources and Signs of Stress
Individual factors Family problems
Economical problems
Environmental factorsEconomical fluctuations
Political fluctuationsTechnological challenges
Organizational factors Job stress
Organizational hierarchy Management stress
Physiological symptomsHeadaches
High blood pressureHeart diseases
Psychological symptoms
Insomnia/depressionJob dissatisfaction
Behavioral symptoms
AbsenteeismWork turnover
Accidents
Individual factors
Family problemsEconomical problems
Environmental factors
Economical fluctuationsPolitical fluctuations
Technological challenges
Organizational factors - Workplace Stress Not knowing what you want or if you're getting it.The feeling that there's too much to do. Not enjoying your job. Most people always blame their jobs. Conflicting demands on the job. Insufficient resources to do the job. Not feeling appreciated.
Physiological symptoms
HeadachesHigh blood pressure
Heart diseases
Psychological symptoms
Insomnia/depressionJob dissatisfaction
Behavioral symptoms
AbsenteeismWork turnover
Accidents
Stress Management Strategy
Individual Strategy
- Time management- Physical fitness- Relaxation- Social support
Stress Management Strategy
Organizational Strategy - The right person for the right job- Competent, meaningful objectives- Participation in decision-making- Maintaining effective communications
How To Reduce Stress In The Workplace
• Set realistic goals and priorities• Encourage good time-management
techniques • Take short breaks after a particularly
stressful event • Don’t procrastinate• Know your limits, be realistic
How To Reduce Stress In The Workplace
• Learn to say "no“• Give positive reinforcement • Set up employee recognition programs• Take responsibility• Provide a sympathetic ear • Most important, MAINTAIN A SENSE
OF HUMOR
Objective of DelegationTo get the job done by someone else.
Not just the simple tasks of reading instructions and turning a lever, but also the decision making and changes which
depend upon new information
With delegation, your staff have the authority to react to situations without
referring back to you
“Many managers resist Delegation authority for fear
A job won’t be done well–
Or that it will be done too well ”
Centralization Vs Delegation
• Centralization • Delegation
Advantages of Delegation• Higher efficiency • Increased motivation • Develops the skills of your team • Better distribution of work through the
group• Makes the manager focus on more
important tasks• Preparing the “second line”
The Act of Delegation
manager
Assigns tasks Grants authority Createscommitment
What should Be done
The right touse resources
Contracting to Take responsibility
The Effective Delegator
Does notFeel insecure
Has confidenceIn subordinates
Knows the valueOf delegation
Ensures staffAre trainedAllow subordinates
to be seen as the “experts”
To Determine Level of Maturity
Skills andcapabilities
of doing work
TechnicalexpertiseAnd the
knowledgeOf work
The motive,self-confidenceand willingness
to take responsibilities
• · What tasks am I doing that does
not need to be done at all?
• · What tasks am I doing that only I can do?
• · What am I doing that can be done by somebody else?
Evaluating Your Activities
Do not completethem yourself or
delegate them
Don’t delegatethese, so prioritize
them
Delegate these tasksto subordinates
Steps to Delegate
Identify a suitable person for the task
Praise / acknowledge a job well done
Keep in touch with the person for support and monitoring progress. Do not get too close
Grant the necessary authority to do the job properly
Explain the task clearly. Leave room for ingenuity / initiative
Gaining AgreementDefine task to be
delegated
Push forcommitment
Discuss any reservations
Seek agreementIn principle
Discuss withSelected person
Win acceptance From delegate
Offer solutions andreassurance
Do not push forCommitment yet
Make a final decisionbased on responses tothe questions above
Assume that anyone will suit the role within the team
Ignore signs of individual notBeing a team player
Hope weaknesses will beOverlooked by the team
Ignore shortfalls in favor ofParticular experience
Rely solely on word-of-mouth recommendations
Expect them to overcomeProblems “on the job”
Offer the role to the individualWho excels at one
particular skill
Draw up a job profile beforeStarting to talk to people
Check “on paper” profile Against details of individuals
Note any shortcomings inPersonal skills
Give serious considerationTo any shortcomings
Favor individuals withWide ranging skills
Offer the role to the individualWho brings most overall
to the team
Are there any suitable people?
Which qualities arerequired for
the role?
What are theirrespective key strengths?
Can any weakness be overcome?
Will I enjoy workingWith this person?
Do’s Don’ts
Morale Overall attitude that employees
have toward their workplace
Job Satisfaction Degree of enjoyment people derive
from performing their jobs
Defining Satisfaction and Morale
Recent Trends in Managing Satisfaction and Morale
• The booming economies of the 1990’s forced companies to work harder not only to retain current employees, but also to offer creative incentives to secure new employees
• Many leading companies came up with innovative benefits designed to keep employees happy, boost satisfaction, and enhance morale
“The Set of Forces that cause People to Behave in Certain Ways”
Motivation in theWorkplace
“The Inner Strivings that Initiate a Person’s Actions”
What makes it more difficult is the diversity of the workforce
..due to the complexity of the process;
.. but it’s rather difficult for a manager to motivate his subordinates..
You can easily motivate a machine by providing maintenance..
Dimensions of Diversity
Person Expertise
Values andbeliefs
NeedsAge
Gender Socialstatus
Secondarydimensions
Culture
Skills and abilities
Primarydimensions
Needs
Desire to Satisfy needs
Needssatisfaction
Action
Motivation
Reasonable salaryPhysiologicalNeeds
Stability Pension Plan
Friends at work Cooperation
Assigning tasks Assigning responsibilities
Advancement Job Title
SecurityNeeds
SocialNeeds
Esteem
Self-Actualization
Behavior Theory
The Hawthorne Studies
Tendency for Productivity to increase when Workers believe they are receiving special Attention from
Management
Two-factor Theory
• Hygiene factors:working conditions
• Motivation factors:recognition for a job well done
according to the two-factor theory, hygiene factors affect motivation and satisfaction only if they are absent or fail to meet expectations
THEORY HERZBERG
Conditions that lead to Employee satisfaction
Conditions that lead to Employee Dissatisfaction
Maintenancefactors
managers Working conditions
Interpersonal relations Pay & security
Policy & administration
Motivational factors
Achievement Recognition
The work itself Responsibility
Advancement & growth
رضاء
عدم رضاء No dissatisfaction
No satisfactionSatisfaction
Dissatisfaction
Two-factor theory of motivation
Basic income, fringe benefits,Bonuses, company car, etc.
Working hours, workplace layout, equipment provided for the job
Rules and regulations, that govern employers and employees
Establishing Basic Needs At WorkHygiene Factors Definitions
Company policy
Working conditions
Salary and benefits
Determined by the rank, authority and relationship to others
The extent of control an employee has over the content and execution of a job
Degree of confidence regarding Continuous employment in an organization
Establishing Basic Needs At Work
Definitions
Status
Job security
Supervision and autonomy
Hygiene Factors
Reaching or exceeding task objectives.It is one of the most powerful motivators and
a great source of satisfaction.
A job that provides positive, satisfying pleasure is a great motivational force to
individuals.
Acknowledgement of achievements by senior staff helps to enhance self-esteem.
It is viewed as a reward in itself.
Heightening Workplace Motivation
Why they work
Achievement
Recognition
Job Interest
Motivators
The opportunity to exercise authority and power demands leadership skills, risk-
taking, decision making and self direction.
Promotion, progress, and rising rewards for achievement. The main motivator, however , is the feeling that advancement is possible.
Heightening Workplace Motivation
Why they work
Responsibility
Advancement
Motivators