Management
What is Management?
 Management is getting things done.
 Management is getting thing done through
people.
 M...
Management
• A systematic process of using resources with
judgement, to achieve objectives
• The art of getting things don...
Management
• Planning, organizing, leading and controlling: the art
of getting things done by and through people
Planningd...
The Organization and its environment
• An organization exists to perform work.
• This is achieved by activities which tran...
Te
chn
Ma
olo
nag
gy
Hu
em
ma
ent
Ma
nB
nag
eha
em
ent viora
l

Kn
M ow
an le
ag dg
em e
en
t

Branches of Management

ili...
D

Ap

ic
pl

n
io
at

r ry
ca

ve
o

r

s
unit
sy
p ro
,
Le
tsps
,
S/D s….
at cle
i
ve h
Ma
ter
ial
s/M
DT

&

Da

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mor
...
am
Te

ion

n,
era
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Co
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aff pment
St lo
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Co sol
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Sty
l

Co
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shi
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i...
Knowledge Management
• Is about creating an exciting environment within the
organization that will promote the creation an...
Knowledge Management

Knowledge could be better optimised if we could
capture information not normally captured.
Some know...
Four stages of knowledge conversion
• Socialization – by sharing experience & on-the-job
learning: at meetings to discuss ...
Continue Learning of PEOPLE

Sk
ills
o)
ge
ed hy t
wl ,w
Competent (how
n o t to
t o)
K a
wh
(

Desire
(want to)
Individua...
Managerial Competencies
1. Self Management
2. Strategic Action
3. Global Awareness
4. Team Work
5. Planning and Administra...
Self Management
• Self awareness
• Self identification of strengths/weaknessdevelopmental needs ….in leadership
….in motiv...
Self Management
We are measured
• not by what we are, but by the perception of
what we seem to be,
• not by what we say, b...
Strategic Action Competency
• Developing broad strategies that can be translated
into clear goals and practical action pla...
Global Awareness Competency
• Staying abreast of important global trends that have
significant impact on the organization
...
Teamwork Competency
• Creating a supportive environment
• Trust/ Productive management conflicts
• Collaboration and const...
Planning & Administration Competency
• Information gathering, analysis & problem solving
• Setting clear and challenging g...
Communication Competency
• Informal communication
• Formal communication
• Negotiation
• Free flow of information upward, ...
Feedbacks
• Not an end it itself
• Increases communication links
• Gives information on site overall strengths
and weaknes...
Leader

Adviser

Follower

Peacemaker

Entertainer
Independent
Self directed
Productive Trust
Low control
Dependent
Controlled
Directed Low Trust
Close Supervision
LEADER

Vision

nd
U

ta n
e rs

ng
di

Purpose
Character

Action
er

od hip
Go ers
it
w e
ad
no e se
Le
ek w
it.
W
en nd ce
wh a n
ie
p
ex
What is Leadership?
• Leadership is the key factor differentiating
the “average” from the “excellent”.
• Effective leaders...
Leadership Style
• Commanding

Competency
Influence
Achievement
Initiative
Self awareness
Self-control
Empathy

• Visionar...
Leadership Style

Competency

• Democratic

Teamwork and collaboration
Conflict management
Influence
Empathy

• Pace setti...
Managers v Leaders
•
•
•
•
•
•
•
•
•

Follow vision
Use rules
Look at the job
Process oriented
Focus on system & structure...
Shared
vision

ke
ta
to
ed
low
Al

Honesty

Respect

Openness
ks
ris
Connected

Care about
each other
Collaboration

io n
...
Management & leadership leprosy 7th july
Management & leadership leprosy 7th july
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Management & leadership leprosy 7th july

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Management & leadership leprosy 7th july

  1. 1. Management What is Management?  Management is getting things done.  Management is getting thing done through people.  Management is efficient use of resources.  Management is getting people to work harmoniously together and to make efficient use of resources to achieve objectives.  Management is to make decision
  2. 2. Management • A systematic process of using resources with judgement, to achieve objectives • The art of getting things done by and through people 1. Planning what should be done (objectives) 2. Taking action through people (activities) 3. Providing for its consequences (effects) to be assessed (evaluation) and using the results of step 3 as information for feedback to steps 1 & 2 4. Correcting subsequent action
  3. 3. Management • Planning, organizing, leading and controlling: the art of getting things done by and through people Planningdefining organizational GOAL ControllingConsciously monitoring performance & take corrective actions OrganizingProcess creating a structure of Leading-Getting others to perform the tasks necessary to achieve the organizational goal
  4. 4. The Organization and its environment • An organization exists to perform work. • This is achieved by activities which transform (process) inputs into outputs: • Environment-Internal/External ORGANIZATION O N B I O O I E J N U U M E E P PROCESS T T P D C U P C A S T T U O C I S T M T V S E E S S
  5. 5. Te chn Ma olo nag gy Hu em ma ent Ma nB nag eha em ent viora l Kn M ow an le ag dg em e en t Branches of Management ility ment Fac age an M Lo gis n a He Man tics Hum urce nt age Inf alth eso geme me R l ent orm nt ia ana M M ati nc em an a g on ag in n a F a em en M t
  6. 6. D Ap ic pl n io at r ry ca ve o r s unit sy p ro , Le tsps , S/D s…. at cle i ve h Ma ter ial s/M DT & Da e mor d n Nee cal ratio ti g ver /inte f? staf BHS with ta fo rP R Sa Do lary, Fu nors in/o nd ut , Log istic s Mg t tion rma Mgt Fin a Ma ncia l na ge me nt Info R an m Hu t Mg ce our es W n Mg t PO t io za lity Faci nt eme ag Man D/ ili ob lm Hu ma n Be ha vio ral PO c ia So y log no ent ch m Te age an M Kn ow M le an dg ag em e en t Branches of Management applied to daily life
  7. 7. am Te ion n, era t Co or di n aff pment St lo ev e d ict on nfl uti Co sol Re es atio Sty l Co op shi p i ng i ld Bu Le ade r In Re terp lat ers io o n ns al hi p uman Behavior Management Ma nag M ot iv ati o n eri al S ty l es
  8. 8. Knowledge Management • Is about creating an exciting environment within the organization that will promote the creation and transfer of knowledge (Kermally 2002) It involves changing the organizational culture to one of sharing Requires… visionary leadership motivated staff process and practices that will facilitate this sharing
  9. 9. Knowledge Management Knowledge could be better optimised if we could capture information not normally captured. Some knowledge related to experience, wisdom and empathy of one’s own .... usually are not documented. Knowledge management is therefore about how to capture that information related to how individuals reason and make their expertise available ...video conferencing, e-mails, networks
  10. 10. Four stages of knowledge conversion • Socialization – by sharing experience & on-the-job learning: at meetings to discuss work related projects and problems (tacit knowledge) • Externalization – describing this knowledge in the forms of metaphors/analogies • Combination – taking theoretical or explicit knowledge & integrating with metaphors or analogies •Internalization– information is taken & followed to gain further knowledge and understanding. This information is modified as people learn by doingrefined
  11. 11. Continue Learning of PEOPLE Sk ills o) ge ed hy t wl ,w Competent (how n o t to t o) K a wh ( Desire (want to) Individual learning Team Learning Organization Learning
  12. 12. Managerial Competencies 1. Self Management 2. Strategic Action 3. Global Awareness 4. Team Work 5. Planning and Administration 6. Communication Competency
  13. 13. Self Management • Self awareness • Self identification of strengths/weaknessdevelopmental needs ….in leadership ….in motivation ….in ethics ….in many other areas • Continued self assessment • Integrity and ethical conduct • Personal drive and resilience • Balancing work and life demands •
  14. 14. Self Management We are measured • not by what we are, but by the perception of what we seem to be, • not by what we say, but how we are heard; and • not by what we do, but how we appear to do it.
  15. 15. Strategic Action Competency • Developing broad strategies that can be translated into clear goals and practical action plans • Proactive vs Reactive • Formulation of contingency plans to minimize risks • Understanding the organization • Taking strategic actions
  16. 16. Global Awareness Competency • Staying abreast of important global trends that have significant impact on the organization • Recognition of global trends on the organization's plans and growth • Being sensitive to key cultural differences and understanding the consequences of cultural differences for the organization
  17. 17. Teamwork Competency • Creating a supportive environment • Trust/ Productive management conflicts • Collaboration and constant information sharing • Problem solving/ decision making • (Forming, Storming, Norming, Performing, Adjourning) • Managing team dynamics • Ability to cultivate an active network of relationships and
  18. 18. Planning & Administration Competency • Information gathering, analysis & problem solving • Setting clear and challenging goals • SWOT analysis • Adequate control & clear guidance & Swift decision making • Planning and organizing projects • Time management • Budgeting and financial management
  19. 19. Communication Competency • Informal communication • Formal communication • Negotiation • Free flow of information upward, downward and laterally • Listening and informing others • Fostering open channels and negotiating with others
  20. 20. Feedbacks • Not an end it itself • Increases communication links • Gives information on site overall strengths and weaknesses • Gives insight on what we can do differently to increase effectiveness • Focus on skills and behavior, not on personality or style • Improve performance
  21. 21. Leader Adviser Follower Peacemaker Entertainer
  22. 22. Independent Self directed Productive Trust Low control Dependent Controlled Directed Low Trust Close Supervision
  23. 23. LEADER Vision nd U ta n e rs ng di Purpose Character Action
  24. 24. er od hip Go ers it w e ad no e se Le ek w it. W en nd ce wh a n ie p ex
  25. 25. What is Leadership? • Leadership is the key factor differentiating the “average” from the “excellent”. • Effective leadership involves choosing and then translating, the right strategy into action and sustaining the momentum.
  26. 26. Leadership Style • Commanding Competency Influence Achievement Initiative Self awareness Self-control Empathy • Visionary Inspiration Self confidence Self awareness Empathy Transparency • Affiliative Teamwork and collaboration Empathy Conflict management
  27. 27. Leadership Style Competency • Democratic Teamwork and collaboration Conflict management Influence Empathy • Pace setting Initiative Empathy Self awareness Teamwork and collaboration Self control • Coaching Developing others Self awareness Empathy
  28. 28. Managers v Leaders • • • • • • • • • Follow vision Use rules Look at the job Process oriented Focus on system & structure Is a copy Asks how and when Maintains Do things right • • • • • • • • • Shape and share vision Use broad concepts Look at the big picture Concentrate on context Focus on people Is an original Asks what and why Develops Do the right thing
  29. 29. Shared vision ke ta to ed low Al Honesty Respect Openness ks ris Connected Care about each other Collaboration io n n it og ec R t us Tr
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