Role of a Manager in Organization

8/8/2019 Role of a Manager in Organization

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Roleo

f

Manag

ers

dpathak

Leadership: An Overview


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Becoming a Manager

1. List down your daily activities


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2. How does it differ from weekly, quarterly, yearly ..


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3. How does your role differ from that of you superiors at variouslevels (above & below).


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Introduction

Becoming a Manager

Managing your Time

Understanding the Responsibility

Managing the Organization Responsibility

Mastering the Communication ResponsibilityAssuming the Control Responsibility

Managing Diversity

The Support Staff

Evaluating Employee Performance

Appraisal tools and Manage Performance

Conclusion


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Use these inputs Be faithful to Perform these Outputthese values Mgr. processes

Hu

man,Material,Finance

Philosophy,beliefs&Assumption

s

Planning

OrganizingLeading

Helping

Supporting

Developing

Evaluating

Ma

ximum/efficie

ntgoal

Ac

hievement,

org

anizationally

De

siredbehaviour


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---- Willingness to work

long hours

---- Single-mindedness

---- Analytical ability

---- Ambition---- Ability to spot

opportunity

---- Enthusiasm

---- Willingness towork hard

---- Integrity

To manage one must know what you have to be.

Rank the following attributes. Most valuable at number 1, next

2and so on.

---- Curiosity

---- Skill for numbers

---- Willingness to take risk

---- Enterprise---- Ability to meet unpleasant

situations.

---- Imagination

---- Ability to adopt quickly

to change.

---- Understanding of others.


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succeed, not to fail.

It is the manager's job tounderstand people'sstrengths and weaknesses.

Managers who strive to find

the good in their peoplewill achieve far more thanmanagers who only find

fault.


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Key managerial skills such as team development,performance management, coaching and self management ..

for effectiveness


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A manager's job is varied and complex.

Managers need certain skills to perform the duties and activities

associated with being a manager.What type of skills does a manager need?

Research by Robert L. Katz found that managers needed three

essential skills.


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These are technical skills,human skills and

conceptual skills.


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Technical skills include knowledge of and proficiency in

a certain specialized field,

such as engineering, computers,

financial and managerial accounting, or manufacturing.

These skills are more important at lower levels of

management since these managers are dealing directly

with employees doing the organization's work.
http://www.accountingformanagement.com/http://www.accountingformanagement.com/


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Human skills involve the ability to work well with other

people both individually and in a group.

Because managers deal directly with people, this skill is

crucial!

Managers with good human skills are able to get the bestout of their people.

They know how to communicate, motivate, lead, and

inspire enthusiasm and trust.

These skills are equally important at all levels ofmanagement.


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Finally conceptual skills are the skills managers must have to think

and conceptualize about abstract and complex situations.

Using these skills managers must be able to see the organization as

a whole, understand the relationship among various subunits, and

visualize how the organization fits into its broader environment.

These skills are most important at top level management.


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A professional association of practicing managers,the American Management Association,

has identified important skills for managers that encompass;

conceptual,communication,

effectiveness, and

interpersonal aspects.

These are briefly described below:


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Conceptual Skills: Ability to use information to solve business problems, identification of

opportunities for innovation, recognizing problem areas and implementing solutions,

selecting critical information from masses of data, understanding the business uses of

technology, understanding the organization's business model.

Communication Skills: Ability to transform ideas into words and actions, credibility amongcolleagues, peers, and subordinates, listening and asking questions, presentation skills and

spoken format, presentation skills; written and graphic formats

Effectiveness Skills: Contributing to corporate mission/departmental objectives, customer

focus, multitasking; working at multiple tasks at parallel, negotiating skills, project

management, reviewing operations and implementing improvements, setting and maintaining

performance standards internally and externally, setting priorities for attention and activity,

time management.

Interpersonal Skills: Coaching and mentoring skills, diversity skills; working with diverse

people and culture, networking within the organization, networking outside the organization,

working in teams; cooperation and commitment.

In today's demanding and dynamic workplace, employees who are invaluable

to an organization must be willing to constantly upgrade their skills and take

on extra work outside their own specific job areas. There is no doubt that skills

will continue to be an important way of describing what a manager does.

eter ruc er ;
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eter ruc er ;What made them all effective is that they followed the same eight

practices:

They asked, "What needs to be done?"They asked, "What is right for the enterprise?"

They developed action plans.

They took responsibility for decisions.

They took responsibility for communicating.They were focused on opportunities rather than problems.

They ran productive meetings.

They thought and said "we" rather than "I."

The first two practices gave them the knowledge theyneeded.The next four helped them convert this knowledge intoeffective action.

The last two ensured that the whole organization felt


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Competency chart and associated key attributes:

Group Competencies Key Behavioral Attributes

OrganizationalValues

Organizational Values Integrity, Trusteeship, Respect forindividual, Credibility , Having a Largerpurpose

Leadership ofPeople

InterpersonalEffectiveness

Team Work, Conflict Management,Withstanding Pressure

Coaching & Mentoring People Development, Empathy

Change Orientation Adaptable to Change , Cross CulturalManagement

Leadership ofBusiness

Decision making Decision Making, Problem Solving , Dealingwith ambiguity

Business acumen Business sense , Strategic thinking

Leadership ofResults

Drive for Results Achievement Orientation , Planning &Organizing Skills , courage to dream big &

being passionate about it.Customer Orientation Customer Focus , Customer Care

Professional Excellence Learning , Innovation ,Persistence , Questfor Knowledge

Influencing &

Networking

Influencing, Networking,

Communication Skills, Manage external

Environment


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EMPATHYThe ability to get into someone elses shoes so as tounderstand his feelings & emotions. The ability to step out ofones own shoes so that ones own feelings do not get mixed up

with the other persons.

PROFICIENCY LEVEL

1. Is insensitive to others feelings. Does not grasp what the other person isfeeling.

2. Makes an attempt to understand what is being said. Asks questions forfurthering understanding.

3. Makes an attempt to step into the others shoes; listens attentively, keeps anopen mind. Accurately reflects surface feelings and concern.

4. Steps into the others shoes and feels exactly how the other person is feeling.

Understands & surfaces unspoken or hidden concerns.

5. Is extremely sensitive and perceptive of the other persons emotions. Canidentify long term implications relating to underlying concerns.


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Communication gaining co-operation from your staffHow to deal with conduct and capability issues

Handling difficult situations assertively for positive outcomes

The principles of workplace motivation and what are the key elements of motivation

Interviewing skills for managers ensuring you get the right person for the job

How to conduct an appraisal meeting, and why they are important to performanceHow to coach your staff and provide support to help them achieve their own personal

objectives for the benefit of the organisation

Delegating with trust and ensuring it gets done

Running a team meeting and facilitation techniques to make the meeting effective

Managing upwards presenting your case to your peers and your own manager


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TO BE

TO DO

TO SEE

TO TELL

MAHAVAKYA

LEADERSHIP PROCESS


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?


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Managerial Skills

Interpersonal Skills

Writing

Oral Presentation

Three skills you need to know to be a good manager


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Role of a Manager in Organization

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