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HR Managers Who make a Difference

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Presentation by Dr TV Rao (Founder National President - National HRD Network and Chairman - TV Rao Learning System) on 'HR Managers Who make a Difference' on 8th August 2014.

Presentation by Dr TV Rao (Founder National President - National HRD Network and Chairman - TV Rao Learning System) on 'HR Managers Who make a Difference' on 8th August 2014.

Published in: Self Improvement

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  • 1. T V R L S HR Managers who Make a Difference NHRDN 75th Webinar By Prof. T. V. Rao
  • 2. T V R L S 4 Types -Type 1 Managers: Doers • Doers: Those who get things done. They are not extraordinary, they are necessary in the workplace. • They do routine jobs & take life as it comes, work hard to sustain their jobs and progress at a normal rate in the organization. • Without them the company may not be able to run. • However, if they leave, another manager will fill their position.
  • 3. T V R L S Type 2 Managers: Achievers • These managers do more than what they are required to. Many of them are outstanding. • They work hard and get things done fast. Noticed in the corporation and considered as assets. • Have career ambitions but do not have a mission or purpose in life beyond that. • Willing to move to any company for a higher salary or use their competencies better. • They are career managers. If luck favours become CEOs at a relatively young age
  • 4. T V R L S Type 3 Managers: Visionaries and Leaders • They are restless, creative, and think big. • Have long-term goals & want to make an impact on the organization. • Largely driven by creation of wealth for themselves and others around them. • They make a lasting mark on society. • They are found in various fields— government, social services, industry, trade, and commerce. • They are often entrepreneurs, empire builders & Institution Builders
  • 5. T V R L S Type 4 Managers: Missionaries • These managers are mission driven. • Their goals are not personal but more social and community related. • Highly driven by their goals, and there is an element of sacrifice involved in what they do. • Type 3 managers may also qualify to be in this category the moment they focus single- mindedly on social objectives rather than empire building.
  • 6. T V R L S How to make a difference • First, the bigger your vision and the more value-led you are the higher level you will be • Second, managers who make a difference exhibit certain qualities that can be emulated and developed. Their thought processes, outlook, values, and motives can all be acquired. • Managers are not born, they can be made and each one of us has the capacity to extend ourselves to make a difference to others - Positively
  • 7. T V R L S People Developers who Made a difference
  • 8. T V R L S How about some of these?
  • 9. T V R L S Qualities managers should cultivate 1. Versatility: Knowing and performing various roles and activities effectively 2. High sense of efficacy or positive self-image 3. The ability to recognize that success or failure - from their actions through hard work and perseverance (internality) 4. Being Value driven and highly ethical 5. Good team workers, collaborative by nature. 6. Engage with their colleagues and are trusted and respected by them (interpersonal engagement) 7. Strong and credible communicators with good networking skills 8. Good delegators who manage time and talent efficiently 9. Proactive, change oriented, and problem solvers (creativity) 10. Possess a powerful combination of motives and exhibit appropriate leadership styles and skills
  • 10. T V R L S Versatility Clearly, managers have to be agile and versatile— their job demands them to multi-task effectively. Given that their hectic schedules leave them with very little time—only about 2,000 hours a year— all their actions need to be focussed. Careful planning and time management are of the essence. • Have a clear vision of your outcome • Create positive pressure to keep yourself inspired • Never set a goal without attaching a timeline to it
  • 11. T V R L S Sense of Efficacy • Persons with high efficacy tend to rely on their own strengths to solve problems, use more purposeful behaviour, are active and interactive with people and the environment, persist in solving problems, show growth orientation, show attitudinal commitment, are positive in their approach and are satisfied with their jobs and role in the organization. • Each of these qualities are rooted in a manager’s sense of efficacy or the self-image he carries with him.
  • 12. T V R L S Internality • All effective managers need to be internal- minded—they need to believe that their ability and hard work leads to success. • Internals are more likely to be hard-working, persistent, and open to learning and these are the three fundamental qualities of all good managers. • Transformational managers and global leaders, however, possess qualities that transcend these, including being great teachers, strong ideas people, team builders, and communicators.
  • 13. T V R L S Values • Values as we have seen are central to the way we operate at work. • They help us determine the kind of work we should be doing and • to manage our team, their talents, and expectations. • Possessing larger values is vital, especially if we want to climb higher in the managerial world and be visionaries or missionaries. • Moreover, organizations need values, for they create the culture of the company. • As a manager it is our role not just to be values driven ourselves but also to inculcate values amongst those we work with and work towards the values of our organization. .
  • 14. T V R L S Creativity In the world of work, creativity refers to how fluently a manager solves problems. Their fortunes rest on their ability to capitalize on this and convince the world about it. Visionary and missionary managers are able to inspire and lead their teams into uncharted territory as we have seen in the examples of Sam Pitroda and others.
  • 15. T V R L S Interpersonal skills • Our interpersonal skills are vital to our role as a manager. • As a boss we have to learn to get the most out of our employees and we can do so by empowering them, respecting their opinions and listening to them. • The way in which we frame questions, give and receive feedback, critique and praise is central to this enterprise. • Trust is also another key element—the more we trust, and the more we can be trusted, the better our relationships will be and the more we can get out of our employees and juniors.
  • 16. T V R L S Team work Teams are the building blocks of any organization and one of the primary functions of an effective manager is to create teams that are collaborative and work harmoniously. Such teams listen to each other and work consensually and are conscious and content in being part of a team. But the most visionary and missionary managers don’t just build a good team, they also work towards integrating themselves and their team into the larger organization, and eventually into society at large.
  • 17. T V R L S Time and Talent To be an effective manager you need to manage the two most essential commodities in your working life: time and talent. In this chapter we’ve discussed the value and cost of time and given you tools with which you can assess the way you use your time at work. The key to time management is to allow yourself to use your competencies and to delegate those tasks that others can do at a lower cost. In today’s working environment, humans are the most precious resource and their competencies thus need to be properly utilized. The more one develops one’s competencies, the more one creates intellectual capital and an effective manager is one who manages his time and competencies while growing his intellectual capital.
  • 18. T V R L S Communications and Networking Leadership is the art and science of influencing others to do things you want done and leave them with a feeling that they have done what they wanted to do. Communication and networking are the main tools through which managers and leaders influence the world around them. Unless a manager communicates his vision, values, expectations, the people who work with him may lack direction and commitment. It is also essential for managers to advertise their abilities and achievements. The key to effective communication is not how much we communicate but how credibly we do so. Moreover, as we climb up the four rungs of managers our communications become more values- and vision led. Visionary and missionary leaders use stories to connect and inspire others and through these they communicate the missions and goals of their organizations or society at large.
  • 19. T V R L S Leadership The way we lead and motivate people is the key to our effectiveness, particularly as we go higher up in management levels. Not only do we have to be good team builders and possess strong interpersonal skills, but we also need to create strong managers and leaders for the future. The three principal leadership styles— benevolent, authoritarian, and self-dispensing—all need to be used depending on the situation and the employee. However, it is worth remembering that the visionary and missionary manager will always aim to be a self-dispensing leader, for the true aim of leadership is to create future leaders.
  • 20. T V R L S Finally • Ultimately, your role as a manager is connected to the way you are as a person. • A good manager will have lived his life fully, actively and served others and left something for the rest of the world. • This is what we should all aim for.
  • 21. T V R L S Key Roles of HR managers • Business Manager • Intellectual capital Builder • Talent manager • Integrator of all Functions • Happiness Provider
  • 22. T V R L S
  • 23. T V R L S
  • 24. T V R L S Thank you