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Train the Manager<br />
What is an Effective Manager?<br />An Effective Manager is the manager <br />that gets the best return from<br />all avail...
Planning<br />ORGANIZE<br /><ul><li>SET GOALS
EXPECTATIONS</li></ul>FIND STRENGTHS<br />DELEGATE<br />ACHEIVEMENTS MEASURMENTS<br />EVALUATE<br />ADJUST PLAN<br />Refer...
Organizing<br />Organizing is arranging and structuring work <br />Divides work <br />Assigns tasks by delegating<br />Coo...
Leading<br />"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restr...
Controlling<br />Measuring<br />Comparing<br />Taking Action<br />Reference:<br />Hogland-smith, L. (nd) Executable strate...
Delegation<br />The process of giving authority and power to another<br />Best delegation is empowering<br />Frees manager...
Wrap Up<br />What is an effective manager?<br />Planning, Organizing, Leading, and Controlling<br />Effective and Empoweri...
References<br />Adams, E.J. (22 Dec 2003). The art of business: leading like a pro. Article [electronic version] CreativeP...
References<br />Hansen. (2007, Jun 23). How to delegate effectively. General web directory journal: how-to-guides for smal...
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  • AbstractWelcome! My name. We are meeting today to empower you to become more effective managers. We will discuss what an effective manager is, the functions of management, evaluate delegation skills from an effective manager perspective, and discuss the importance of mastering effective delegation techniques. Our goal today is to give you the tools to develop into the effective manager that you want to be. Refreshments are in the back of the room. We will take a short break mid-way through this presentation. We will have a question and answer session at the end of the presentation. Does anyone know what an effective manager is? We will begin by answering this question.
  • An Effective Manager is the manager that gets the best return from all available resources. This includes human resources and the manager’s own time and talent. Effective managers challenge themselves. They Plan, Organize, Lead, and Control. Effective managers question why a task should be done and whether or not the task should be delegated. Effective manager spend more time managing. Managers spend more time doing than managing. (McCrimmon, M. (14 Apr 2010) The effective manager; Robbins, S.P. &amp; Coulter (2009) Management) Do you spend more time managing? Or, do you spend more time doing? Do you get the best return from all resources, including your time and talents? I see some nods and shakes out there. Let us look at planning, organizing, leading, and controlling to discover where we can improve.ReferencesMcCrimmon, M. (14 Apr 2010) The effective managerRobbins, S.P. &amp; Coulter (2009) Management
  • Planning first is the essential tool for effective managers. The first step in planning is to organize the tasks for completion of the project at hand. Decide what tasks are needed for successful completion of the project. Schedule the tasks for the most effective use of all your resources available, including you. The second step is to set the goals of each task. Determine what is that each task must accomplish to complete the project. That is setting the task goal. It is sort of like the super bowl. In play xxoo, the task of the kicker is to kick the ball after it is placed for kicking. Not before or after, but at placement of the ball. The third step is to write down the expectations of each task, the personnel, yourself, and the project completion. Using the super bowl kicker, the receiver is expected to place the ball for kicking, and the kicker is expected to kick the ball over the goal post, or as far downfield as possible- depending on the situation. The fourth step is to identify the strengths and weakness of your personnel and yourself. Let us use the kicker again. Who is the best kicker? Who is the worst? Who performs best under pressure? What is your strength and weakness in these positions? The fifth step is to use the strengths and weakness analysis to determine what and what not to delegate, and to whom to delegate tasks to. Are you the best kicker? Is being the kicker the best return on your talent and time? Who else could manage this task as well as you? Does anyone else have the skill to perform this task? If not, you keep the task. If so, it can be considered for delegation. Is this a task your boss expects you to personally complete? If so, it must not be delegated. If not, it should be considered for delegation. Is it a personnel or discipline issue? If it is, you cannot delegate the responsibility. If it is not, it should be considered for delegation. Make decisions and delegate effectively in a manner that empowers your personnel. What was that- empowering delegation? We will come back to that in a few minutes. The sixth step is to measure achievements of the tasks using the goal and expectations of each task and the project completion. Where are the tasks at on the schedule? Is the task quality work? Is the task being completed effectively? Should an adjustment be made? The seventh step is to evaluate the achievements and quality of tasks and task completion, as well as the project result. This step is the evaluation and action step. Using the answers to the question you asked of your personnel and yourself formulate actions for adjustment for the best return on all your resources. The eighth and last step is to adjust your plan as need to insure the best use of all available resources for effective project completion. Reconfigure your original plan to meet current needs, address unexpected situations and problems, and keep the tasks on schedule for timely project completion. Let is review the planning steps again. First organize, second, set goals, third, set expectations, fourth, find the strength and weakness of participants of the project, fifth, delegate in an effective and empowering manner, sixth, measure the task achievements, seventh, evaluate, and last adjust the plan. We have completed a plan. Now we need to organize.ReferencesHogland-smith, L. (nd) Executable strategic planning…Robbins, S.P. &amp; Coulter (2009) Management . pgs- 145-152; 438. 469-473; 399E17-1
  • Organizing is “arranging and structuring work to accomplish an organization’s goals” (Robbins, S.P. &amp; Coulter, M. (2009) Management (10th ed). The benefits to you, the effective manager, and your company are 1.) divides work into specifics and team. 2.) Delegates tasks effectively and empowers personnel and manager 3. ) Diverse tasks are coordinated into a team framework 4.) Develops relations laterally and vertically 5.) Establishes lines of authority within delegation, teams, and projects 6.) Uses human resources for the greatest rate of return. Do you have more tasks than you can accomplish and still have an outside life? Organizing is the key that will allow you to be an effective manager while still maintain an outside life- or giving you the greatest return on all resources. Organization allows you to manager, not to be doing. What about effective manager leading? Reference  Robbins, S.P. &amp; Coulter, M. (2009) Management. (10th ed). Pgs. 184-185; 185E9-1
  • The 26th President of the United States, Teddy Roosevelt, is considered one of the finest world leaders. How did he do that? His own words tell us. He picked good men and women to delegate tasks to, and had the self-restraint to keep from meddling while they did the appointed tasks (Roosevelt, T. Quote). Effective leading is motivation, encouraging, being professional, flexible, objective, fair, and visionary. Let us examine these items. Eric J. Adams tells us that “…the best leaders are those that motivate others to challenge themselves and to take on challenges” (22 Dec 2003). The art of business….). How can you motivate? Create a vision for others, a dream for others. Use passion to create the vision. To encourage others to believe in your vision make that vision achievable and tough. Use milestones for achievement measures. Mark Zuckerburg was attending Harvard when he dreamed of creating Face Book in 2004. He brought others into his vision with his passion. Tough and achievable were definitely part of his vision of Face Book. Be professional. Would you take me serious if I was appearing before you in sweats, cursing, and chewing gum? Probably you would not. Being professional is about dress, mannerisms, communication style- verbal and non verbal, reputation, how you write and speak, and how you work. Professionals are courteous, punctual, keep confidences, listen to others, not afraid to apologize, are honest, keep commitments, reliable, have self-control, avoid public arguments and disagreements, and take responsibility for their person and their work (Osborn, J. (24 Mar 2008) The importance of being professional). Professionals are flexible. They can change as situations and circumstances require without changing core values and ethics. They are objective in analysis and issues. Professionals are fair. Professional are effective managers. Why is effective leading important to you? Effective leading creates a good work environment while empowering others. It lets others know where they stand, what to expect, and share work values and ethics. Are you this type of manager? What does controlling have to do with an effective manager?ReferenceAdams, E.J. (22 Dec 2003). The art of business: leading like a proOsborn, J. (24 Mar 2008) the importance of being professionalRoosevelt. T. Quote
  • The process of monitoring activities to insure they are performing according to plan and correcting deviations is controlling (Robbins, S.P. &amp; Coulter, M. (2009) Management). Controlling is an essential part of effective management. Controlling is when you see the fruit of your labor in planning, organizing, and leading. Do you as an effective manager want to appear to be in control? Effective controlling ensures that activities are completed in such a way that goals are attained in with the most return from all available resources. Another reason for managerial controlling is empowering employees. If you, the effective manager, do not control you not be able to determine if goals and plans are being achieved and if change in plans and goals are needed. Controlling protects your company and its assets. Control establishes the standards to measure performance of resources. This would include specific, operational terms that establish the standards of performance for comparison to company activities (na, nd, The organizational control process). The measurements are prepared in formal reports of measurements of performances. Managers should regularly review these reports. The standards reported must be related to the standards set in the steps of planning and the first step set in controlling. Let us say our target is to increase market share. The company and managers must have a means of gathering and reporting market share data. Next managers should compare the actual performance with the established standards. Do you read computer reports or walk through your plants? When you do these actions you are identifying whether actual performance meets, exceeds, or falls short of performance standards. Computer generated reports simplify the comparison by placing actual performance beside performance standards in a specified period, then computing the variance. This comparison allows the effective manager to control the situation with corrective actions as needed. Effective managers determine what changes and corrective action are needed, if any, and how to apply them. This involves determining the cause of the variance. From this determination a conclusion for corrective action can be drawn. The most effective course of action could be determined by employees’ best judgment and initiative or by corporate policy. The important thing to remember is controlling is not a one-time function. The controlling steps must be repeated at specified periods, or in unexpected events and situations until the company goal is achieved. What are the four functions of effective managers? They are planning, organizing, leading and controlling. Let us take a short break now. When we return from break we will discuss delegation and follow with a wrap-up review and open the floor to questions. I will meet you back here in fifteen minutes.ReferencesHogland-smith, L. (nd) Executable strategic planning…Na,nd.; The organizational control process. Cliff NotesRobbins, S.P. &amp; Coulter (2009) Management . pgs- 399-405
  • Delegation is the process of managers giving authority and power to others. Delegation can be within one department, or it may be interdepartmental. It may be a temporary situation or it may be permanent (Stockley, D. (2004) What is effective delegation?). All delegation is not equal. Delegation can be empowering to the manager and the delegate. The best delegation is empowering (Thayagu, T. (23 Feb 2009) Delegation versus empowerment). Delegation that has limited authority and decision making power leaves the delegate as part of the problem the manager is trying to resolve. Consider this: We are losing market share. Further suppose we are producing and selling microchips. After planning, organizing, leading and controlling a VCP is performed to determine how to regain market share (Porter, M. (1985) Competitive advantage…) Next we design our plan of action. I have two types of delegation to choose from as the manager. I can choose delegation with limited authority and power, or I can choose empowering delegation. Which type of delegation has the greatest chance of success? You are correct. The type of delegation that has the best chance of success is delegation that empowers. Empowering delegation using Michaela Porter’s strategy for VCM has the greatest chance of success in improving market share. Every manager uses delegation as a tool. Great managers use empowering delegation to enhance employee performance in the delegated tasks. Recognizing the best tool for the job is a quality of the effective manager. Delegation should be significant and comprehensive for your company and personnel continued success. Effective and empowering delegation leads to greater productivity. Is that a common goal of proficient managers? Yes, it is. How do you know this to be true? Think back to the best mentor you have had. Was that mentoring by an effective manager? Was part of the mentoring process delegation to you? How did delegation assist you? Was the delegation vertical or horizontal? What did you learn from your mentor about delegating? Did you become more productive as a result of delegation? I see nods. Let us look at the skills you need to master for effective and empowering delegation. We will begin with know when and what to delegate and who you should delegate to. What cannot be delegated? Tasks your boss expects you to personally complete. Personnel and discipline issues are your responsibility. Confidential matters are just that, confidential, not open to delegation. Establishment of company-wide goals may be a team effort but it is your responsibility. For example, you would not delegate the decision for the new product line for next year, but you would delegate the customer survey regarding customer needs and desires to assist you in making the new product decision. Suppose no one but you has the skill to complete a task. You must decide if you have the time to invest in training by delegation, or if urgency requires you to complete the task. When in doubt, discuss the matter with your boss. (Delegation. (2011). Entreprenur.com) Okay, you have decided what can be delegated, now what? Analyze your personnel. Determine who has the skill and the time to successfully complete the task, and then delegate. Empower this person or team with authority and decision making to implement changes to the task as needed. Minor changes do not need your review, but major changes will. Monitor progress, assist when difficulties arise as needed. Do not be a micro-manager- get out of the way. (Cleveland, S. (2010). 5 Things Project …;Hansen (23 Jun 2007) How to delegate…; Lifland, S. (2008) How to delegate…; Robbins, S.P. &amp; Coulter, M. (2009) Management . pgs 458-468; Theyagu, T. (23 Feb 2009) Delegation versus empowerment;) What are the risks and benefits of effective delegation to you? The biggest risks are failure and poor execution of the task delegated. Those risks are minimized by your oversight through monitoring and measuring. Some of the benefits are a lean, flexible and innovative environment for you and your personnel (Robbins, S.P. &amp; Coulter, M. (2009) Management (10th ed). Pgs 194-198) , efficiency of multiple task completion, leaves you time to manage rather than doing tasks, gives you satisfaction in recognizing the right person for the task, creates trust between you and your personnel as well as trust between you and your boss, and you are grooming your replacement so you can move up to bigger and better things. Your company receives benefits too. Delegating saves your company money, thus increasing the company bottom line by providing the best return on its assets. Delegating increases company team work, thus increasing productivity and efficiency of the company, the managers, and its personnel. Are you ,as a manager ,passionate about your company well-being? I see every one of you nodding. Be passionate about your company well-being and delegate effectively and with empowerment. Be the effective manager that leads your company to new heights. Use the tips and tools of effective and empowering delegation to achieve the goal of being an effective manager. Let us review and wrap up. ReferenceCarter, J.H. (Feb 1993) Minimizing the Risks from Delegation. Cleveland, S. (2010). 5 Things Project Managers Should Never Delegate. Hansen. (23 Jun 2007) How to delegate effectivelyLifland, S. (2008) How to delegate effectively-n.a.  (2011) Delegation. Article Porter, M. (1985) Competitive advantage: creating and sustaining superior performance Robbins, S.P. &amp; Coulter, M. (2009) Management . pgs 194-198; 458-468Schneider, B. (2004). Learning to Delegate Stockley, D. (2004) What is effective delegation?Thayagu, D. (29 Feb 2009) Delegation versus empowerment
  • Are you an effective manager that is above the rest? We defined an effective manager as the manager that gets the best return from all available resources- personnel, material, financial, and you the effective manager. The tools of an effective manager are the four basic functions and delegation. Effective managers are masters of the four basic functions of planning, organizing, leading, and controlling. Part of being an effective manager is delegating effectively with empowerment. There are risks and benefits to you and your company for effective management. The risks are failure and poor execution of tasks. These risks are avoidable through monitoring, measuring, and taking corrective action as needed. One benefit to you, the effective manager, is a better working environment for you, your personnel, and your company. Another benefit to you is completing multiple tasks efficiently while freeing time for a life outside of work. One of the greatest benefits is personal satisfaction of a job well done while assisting and recognizing the right person for tasks. You create trust between you and your personnel, and between you and your boss. You are creating a situation for advancement by grooming your replacement. The company receives benefits as well. Effective management and delegation saves your company money, thus improving return on investment. Effective management and delegation increases company teamwork, thus increasing productivity and efficiency of the company, the managers, and its personnel. Effective management and delegation increases your company’s well-being in tough economic times as well as boom times. Mastering the four functions skills of an effective manager and delegation is the spring board for your advancement. Do you want to be a master of effective, empowering delegation and effective management? I see many nods. Take the tips and tools presented in this training and apply them starting today. Be the effective manager of your dreams. Be the effective manager that stands above all others. Succeed! Let us have a question and answer session. Following the session I will be available for one on one questions and answers. Please be sure to take the handouts placed beside you for later review and reference. I encourage you to look over the reference list for further reading and study. Close answer session. I have enjoyed answering your questions, and listening to your thoughts and suggestions. This has given me the opportunity to learn from you. I look forward to hearing your success stories as you apply the lessons learned here today.
  • References pg 1Adams, E.J. (22 Dec 2003). The art of business: leading like a pro. Article [electronic version] CreativeProRetrieved from http://www.creativepro.com/article/the-art-of-business-leading-like-a-proCarter, J.H. (Feb 1993) &quot;Minimizing the Risks from Delegation. Supervisory Management. as cited in Reference for business: encyclopedia of business (2nd ed) [online version] Retrieved on January 27, 2011 from http://www.referenceforbusiness.com/small/Co-Di/Delegation.html Cleveland, S. (2010). 5 Things Project Managers Should Never Delegate. Retrieved from http // examiner . Com/ Project management - in - miami-5- things- project - managers-should –never- delegate fromClip Art- images from Microsoft Clip Art
  • References pg 2Hansen. (2007, Jun 23). How to delegate effectively. General web directory journal: how-to-guides for small business. Retrieved on January 23, 2011 at http://www.dirjournal.com/guides/how-to-delegate- effectively/ Hogland-smith, L. (nd) Executable strategic planning is effective delegation of who does what by when. Article [electronic version] Ezineartiles. Retrieved from hhtp://www,wzinearticles.com/?executable- strategic-planning-is-effective-delegation-of who-does-what-by-when on January 21, 2011Lifland, S. (2008). How to Delegate Effectively. Article [electronic version] EzinezrticlesRetrieved January 25, 2011 from http://ezinearticles.com/?How-to-Delegate-Effectively&amp;id=1072459McCrimmon, M. (14 Apr 2010) The effective manager. Article [electronic version] Management-Issues, LTD. Retrieved from http://www.management-issues.com/2010/4/14/opinion/the-effective-manager/aspn.a.  (2011) Delegation. Article [electronic version] Retrieved from http://www.entrepreneur.com/encyclopedia/term/82218.html Na, nd. The organizational process. Article [electronic version] Cliff Notes. Retrieved from CliffNotes.com at http:///clifnotes.comstudy_guide/topicArticleid-8944,articleid-8925.html
  • References pg 3Osborn, J. (24 Mar 2008) The importance of being professional. Article [electronic version]. Retrieved from http://ezinearticles.com/?The-Importance-Of-Being-Professional&amp;id=1065127 on January 24, 2011 Porter, M. (1985) Competitive advantage: creating and sustaining superior performance. New York: Free Press ISBN-10: 0029250900; ISBN-13: 9780029250907 Robbins, S.P. &amp; Coulter (2009) Management (10th ed) Prentice Hall, Pearson Education, Inc. Upper Saddle River, New Jersey 07458 ISBN: 9780558414559Roosevelt, T. Quote. Retrieved from Human Resources at http://humanresources.about.com/od/workrelationships/a/quotes_empower.htm on January 24, 2011 Schneider, B. (2004). Learning to Delegate. Article [electronic version] Retrieved from http:entreprenuur .com /management/ leadership/learning to lead/article 73350 html  Stockley, D. ( 2004) . What is effective delegation? Article [electronic version] http://derekstockley.com.au/newsletters-05/036-effective-deleg
  • Transcript of "Upload pp1"

    1. 1. Train the Manager<br />
    2. 2. What is an Effective Manager?<br />An Effective Manager is the manager <br />that gets the best return from<br />all available resources<br />References:<br />McCrimmon, M. (14 Apr 2010) The effective manager<br />Robbins, S.P. & Coulter (2009) Management<br />
    3. 3. Planning<br />ORGANIZE<br /><ul><li>SET GOALS
    4. 4. EXPECTATIONS</li></ul>FIND STRENGTHS<br />DELEGATE<br />ACHEIVEMENTS MEASURMENTS<br />EVALUATE<br />ADJUST PLAN<br />References:<br />Hogland-smith, L. (nd) Executable strategic planning…<br />Robbins, S.P. & Coulter (2009) Management . pgs- 145-152; 438. 469-473; 399E17-1<br />.<br />
    5. 5. Organizing<br />Organizing is arranging and structuring work <br />Divides work <br />Assigns tasks by delegating<br />Coordinates diverse tasks <br />Develops relationships between individuals, teams and departments<br />Establish the lines of authority, and expectations <br />Deploys human resources in efficient manner<br />Reference: Robbins, S.P. & Coulter, M. (2009) Management. (10th ed).<br />
    6. 6. Leading<br />"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it." Teddy Roosevelt, the 26th United States President.<br />Reference:<br />Adams, E.J. (22 Dec 2003). The art of business: leading like a pro <br />Osborn, J. (24 Mar 2008) the importance of being professional<br />Roosevelt, T. Quote <br />
    7. 7. Controlling<br />Measuring<br />Comparing<br />Taking Action<br />Reference:<br />Hogland-smith, L. (nd) Executable strategic planning…<br />Na,nd.; The organizational control process. Cliff Notes<br />Robbins, S.P. & Coulter (2009) Management . pgs- 399-405<br />
    8. 8. Delegation<br />The process of giving authority and power to another<br />Best delegation is empowering<br />Frees managers to perform major tasks<br />Increases your employees skills<br />Creates trust<br />Develops your successor so you can move up<br />References:<br />Carter, J.H. (Feb 1993) Minimizing the Risks from Delegation. <br />Cleveland, S. (2010). 5 Things Project Managers Should Never Delegate.  <br /> Hansen. (23 Jun 2007) How to delegate effectively<br />Lifland, S. (2008) How to delegate effectively-<br />n.a.  (2011) Delegation. Article <br />Robbins, S.P. & Coulter (2009) Management . pgs 458-468<br />Schneider, B. (2004). Learning to Delegate <br />Stockley, D. (2004) What is effective delegation?<br />Thayagu, D. (29 Feb 2009) Delegation versus empowerment<br />
    9. 9. Wrap Up<br />What is an effective manager?<br />Planning, Organizing, Leading, and Controlling<br />Effective and Empowering Delegation<br />Questions and Answers<br />
    10. 10. References<br />Adams, E.J. (22 Dec 2003). The art of business: leading like a pro. Article [electronic version] CreativePro Retrieved from http://www.creativepro.com/article/the-art-of-business-leading-like-a-pro<br />Carter, J.H. (Feb 1993) "Minimizing the Risks from Delegation. Supervisory Management. as cited in Reference for business: encyclopedia of business (2nd ed) [online version] Retrieved on January 27, 2011 from http://www.referenceforbusiness.com/small/Co-Di/Delegation.html <br />Cleveland, S. (2010). 5 Things Project Managers Should Never Delegate. Retrieved from http // examiner . Com/ Project management - in - miami-5- things- project - managers-should –never- delegate from<br />Clip Art- images from Microsoft Clip Art<br />
    11. 11. References<br />Hansen. (2007, Jun 23). How to delegate effectively. General web directory journal: how-to-guides for small business. Retrieved on January 23, 2011 at http://www.dirjournal.com/guides/how-to-delegate-effectively/ <br />Hogland-smith, L. (nd) Executable strategic planning is effective delegation of who does what by when. Article [electronic version] Ezineartiles. Retrieved from hhtp://www,wzinearticles.com/?executable-strategic-planning-is-effective-delegation-of who-does-what-by-when on January 21, 2011<br />Lifland, S. (2008). How to Delegate Effectively. Article [electronic version] EzinezrticlesRetrieved January 25, 2011 from http://ezinearticles.com/?How-to-Delegate-Effectively&id=1072459<br />McCrimmon, M. (14 Apr 2010) The effective manager. Article [electronic version] Management-Issues, LTD. Retrieved from http://www.management-issues.com/2010/4/14/opinion/the-effective-manager/asp<br />n.a.  (2011) Delegation. Article [electronic version] Retrieved from http://www.entrepreneur.com/encyclopedia/term/82218.html <br />Na, nd. The organizational process. Article [electronic version] Cliff Notes. Retrieved from CliffNotes.com at http:///clifnotes.comstudy_guide/topicArticleid-8944,articleid-8925.html <br />
    12. 12. References<br />Osborn, J. (24 Mar 2008) The importance of being professional. Article [electronic version]. Retrieved from http://ezinearticles.com/?The-Importance-Of-Being-Professional&id=1065127 on January 24, 2011 <br />Porter, M. (1985) Competitive advantage: creating and sustaining superior performance. New York: Free Press ISBN-10: 0029250900; ISBN-13: 9780029250907 <br />Robbins, S.P. & Coulter (2009) Management (10th ed) Prentice Hall, Pearson Education, Inc. Upper Saddle River, New Jersey 07458 ISBN: 9780558414559<br />Roosevelt, T. Quote. Retrieved from Human Resources at http://humanresources.about.com/od/workrelationships/a/quotes_empower.htm on January 24, 2011 <br />Schneider, B. (2004). Learning to Delegate. Article [electronic version] Retrieved from http:entreprenuur .com /management/ leadership/learning to lead/article 73350 html <br /> Stockley, D. ( 2004) . What is effective delegation? Article [electronic version] http://derekstockley.com.au/newsletters-05/036-effective-deleg<br />
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