Creates a warmer interpersonal climate between your subordinates and you. Gives more performance feedback to subordinates— make it as positive as possible, given their actual performance. Spends more time helping subordinates learn job skills. Provides more opportunities for subordinates to ask questions.
Managerial Development Program PPT
“Don’t hope, decide”
Nature Vs Nurture
Being a good communicator
Planning and Goal Setting
What makes an effective Manager
DOES ATTITUDE DEFINE BEHAVIOR OR DOES BEHAVIOR DEFINE ATTITUDE?
NATURE VS NURTURE?
“Life is so much better when we shed the victim thinking and simply choose the path of
-John G. Miller
Primary Dimensions (stable)
Sexual / affection orientation
Secondary Dimensions (changeable)
MARS Model of Individual Behavior
A process by which individuals give meaning (reality) to their environment
by organizing and interpreting their sensory impressions.
Factors influencing perception
The perceiver’s personal characteristics—interests, biases and expectations
The target’s characteristics—distinctiveness, contrast, and similarity)
The situation (context) factors—place, time, location—draw attention or
distract from the target
Implications for Managers
Employees react to perceptions
Pay close attention to how employees perceive their jobs and
Components of Attitude
Attitude and Aptitude are the 2As which explains the reasons of our
achievement/non achievement of purposeful action
Realization of a GREAT Manager
Classical Conditioning vs. Operant Conditioning
Classical Conditioning: Ivan Pavlov, a Russian physiologist
• Involves placing a neutral signal before a reflex - Focuses on involuntary, automatic behaviors
Operant Conditioning: First described by B. F. Skinner, an American psychologist
• Involves applying reinforcement or punishment after a behavior and focuses on strengthening or
weakening voluntary behaviors. (Training a dog)
• Classical Conditioning: involves making an association between an involuntary response and a
• Operant Conditioning: operant conditioning is about making an association between a voluntary
behavior and a consequence.
Steps to Successful Modeling
Pay attention to model
Remember what was done
Reproduce modeled behavior
If a model is successful or his/her behavior is
rewarded, behavior more likely to recur
• Bandura created modeling theory
Self-Managed Behavioral Principles
Choose a target behavior
Record a baseline
Record your progress
Adjust your plan as you learn more about your behavior
What I am?
What I want Others to Think I am?
What I feel Others Think I am?
What I think I am?
What others think I am?
'Whether you think you can, or whether you think you can’t, you’re right!‘ - Henry Ford
EMPTY YOUR CUP
Nan-in, a Japanese Zen master during the Meiji era (1868-1912), received a
university professor who came to inquire about Zen.
Nan-in served tea. He poured his visitor’s cup full, and then kept on pouring.
The professor watched the overflow until he no longer could restrain himself. “It is
overfull. No more will go in!”
“Like this cup,” Nan-in said, “you are full of your own opinions and speculations.
How can I show you Zen unless you first empty your cup?”
How good a manager are you?
You need to improve your management skills urgently. If you want to be effective
in a leadership role, you must learn how to organize and monitor your team's work.
Now is the time to start developing these skills to increase your team's success!
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You're on your way to becoming a good manager. You're doing some things really
well, and these are likely the things you feel comfortable with. Now it's time to work
on the skills that you've been avoiding. Focus on the areas where your score was
low, and figure out what you can do to make the improvements you need
You're doing a great job managing your team. Now you should concentrate on
improving your skills even further. In what areas did you score a bit low? That's
where you can develop improvement goals. Also, think about how you can take
74 - 100 advantage of these skills to reach your career goals
Understanding team dynamics and encouraging good relationships.
Selecting and developing the right people.
Managing discipline and dealing with conflict.
Communicating & Avoid micro-management
Planning, making decisions, and problem solving.
Avoiding common managerial mistakes.
Creates a warmer interpersonal climate between your subordinates and you.
Gives more performance feedback to subordinates— make it as positive as
possible, given their actual performance.
Spends more time helping subordinates learn job skills.
Provides more opportunities for subordinates to ask questions.
A boss creates fear, a leader confidence. A boss fixes blame, a leader
corrects mistakes. A boss knows all, a leader asks questions. A boss makes
work drudgery, a leader makes it interesting
How Managers create stress for their employees
Make sure people know what you expect
Provide regular feedback
Make time for people
Focus on the development of people
Share the goals & content – Communicate!
– Evaluative statements—either favorable or unfavorable—concerning
objects, people, or events.
• Components Of An Attitude
– Cognitive component: the beliefs, opinions, knowledge, or
information held by a person.
– Affective component: the emotional or feeling part of an attitude.
– Behavioral component: the intention to behave in a certain way.
The Importance of Attitudes
• Implication for Managers
– Attitudes warn of potential behavioral problems:
• Managers should do things that generate the positive attitudes that
reduce absenteeism and turnover.
– Attitudes influence behaviors of employees:
• Managers should focus on helping employees become more productive
to increase job satisfaction.
– Employees will try to reduce dissonance unless:
• Managers identify the external sources of dissonance.
• Managers provide rewards compensating for the dissonance.
Responsibility is the 'ability to respond’
Accountability is the 'ability to be brought to a count’
Tell the Truth
Encourage people to speak the truth to feel empowered
Practice having Unpleasant Conversations
Diversify Information Sources
Build Organizational Support for Transparency
Leaders have followers
“For most leaders, the great challenge is not understanding the practice of
leadership: It is practicing their understanding of leadership.”-Marshall Goldsmith
Focus on Tasks:
Focus on Relationships:
Defining a relationship: The coming together of two or more people for their mutual benefit
Types of relationship:
Reasons why we get along together:
Reasons why relationships fail:
What makes an effective relationship?
Reciprocity - You support – I support.
Dynamic listening – listening with intent
Establish Empathy – step into their shoes
Use questions – DON’T MIND READ
Engage in exchange
It’s not what you say, it’s the way that you say it!
Learn to laugh & smile
Laugh at yourself
laugh at your mistakes
Smile your troubles away
Smile when you meet people
Smile at life
Smile when your low
A vision without a plan is just a dream.
A plan without a vision is just drudgery.
But a vision with a plan can change the world.