Mgmt Overview Pauline Halle


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  • Mgmt Overview Pauline Halle

    1. 1. Diploma in Public Service Delivery Introduction to Management
    2. 2. <ul><li>Model of management </li></ul><ul><li>Consider your key responsibilities and functions </li></ul><ul><li>Styles of management </li></ul><ul><li>Delegation </li></ul><ul><li>Goal setting </li></ul><ul><li>Exercise </li></ul>Agenda
    3. 3. Model of Management Purpose Process People Performance
    4. 4. Model of Management- Environment Purpose Process People Culture Macro Environment Task & Competitive Environment Internal Environment
    5. 5. Efficiency vs. Effectiveness INPUTS OUTPUTS OUTCOMES
    6. 6. Activity Self Assessment Your Role as a Manager Task % Your input % Others input Team % Time spent in building team, communicating information i.e. regular meeting Individual % of time given to one to one sessions, feedback, dealing with difficulties
    7. 7. Organisational Hierarchy and Individual Growth 90% Managerial Managerial Managerial Managerial Operating Operating Operating 30%/70% 50% / 50% 70/80% / 20/30%
    8. 8. Conventional Styles of Leadership <ul><li>Autocratic v. Democratic </li></ul><ul><li>Task V People Orientation </li></ul>
    9. 9. <ul><li>THREE VARIABLES </li></ul>Situational Leadership/Management AMOUNT OF DIRECTION AMOUNT OF SUPPORT READINESS OF FOLLOWER
    10. 10. <ul><li>Two types of leadership/management behaviour </li></ul><ul><li>Task Extent to which a leader engages in one-way communication (who, what, where, when) KEY WORDS : STRUCTURE, CONTROL, SUPERVISE </li></ul><ul><li>Relationship Extent to which a leader engages in two-way communication by providing support and facilitation KEY WORDS : PRAISE, LISTEN, CONSULTATION </li></ul>Situational Leadership/Management
    11. 11. Four Styles Situational Management/Leadership <ul><li>S3 </li></ul><ul><li>PARTICIPATING </li></ul><ul><li>collaborating </li></ul><ul><li>facilitating </li></ul><ul><li>committing </li></ul><ul><li>S2 </li></ul><ul><li>SELLING </li></ul><ul><li>explaining </li></ul><ul><li>persuading </li></ul><ul><li>clarifying </li></ul><ul><li>S4 </li></ul><ul><li>DELEGATING </li></ul><ul><li>observing </li></ul><ul><li>monitoring </li></ul><ul><li>S1 </li></ul><ul><li>TELLING </li></ul><ul><li>guiding </li></ul><ul><li>directing </li></ul><ul><li>structuring </li></ul>Relationship Task
    12. 12. Delegation v Allocation v Abdication Effective Delegation
    13. 13. Activity <ul><li>In groups discuss and answer the following: </li></ul><ul><ul><li>What are the benefits of delegating? </li></ul></ul><ul><ul><li>What are the barriers to delegating effectively? </li></ul></ul>
    14. 14. The Benefits of Delegation <ul><li>Reduces your workload </li></ul><ul><li>Frees you for more important work </li></ul><ul><li>Gives you time to reflect and be creative </li></ul><ul><li>Develops your subordinates </li></ul><ul><li>Raises morale </li></ul><ul><li>Provides cover in your absence </li></ul><ul><li>Decisions made closer to the action </li></ul><ul><li>Reduces costs </li></ul>
    15. 15. I Can’t Delegate Because…. <ul><li>It takes time, it will be quicker to do it myself </li></ul><ul><li>My staff will know more than me </li></ul><ul><li>Its risky – what if they make a mistake? </li></ul><ul><li>I need to be seen to be busy </li></ul><ul><li>I don’t know how to do it </li></ul><ul><li>I need to be in control and on top of everything </li></ul><ul><li>Other people will object – staff, unions, my boss </li></ul><ul><li>My staff don’t want responsibility </li></ul>
    16. 16. TRUST CONTROL Getting the Balance
    17. 17. 7 Steps To Effective Delegation <ul><li>1. Delegate gradually to build confidence </li></ul><ul><li>2. Match task to skill level </li></ul><ul><li>3. Delegate the whole task </li></ul><ul><li>4. Delegate for specific results </li></ul><ul><li>5. Delegate with participation and discussion </li></ul><ul><li>6. Delegate appropriate authority </li></ul><ul><li>7. Never take the job back </li></ul>
    18. 18. Setting Goals <ul><li>Importance of specifying few, relatively concrete goals </li></ul><ul><li>Depends on: </li></ul><ul><ul><li>Ability to identify and link particular performance dimensions to strategic goals </li></ul></ul><ul><ul><li>Stability of objectives and hence performance dimensions </li></ul></ul>
    19. 19. Performance Management Cycle Setting of Objectives Rewards (Based on outcomes) Measurement of Performance Feedback of Results Amendments to Objectives and Activities
    20. 20. <ul><li>S pecific </li></ul><ul><li>M easurable </li></ul><ul><li>A chievable </li></ul><ul><li>R elevant </li></ul><ul><li>T ime bound </li></ul><ul><li>O wned </li></ul>Goal Setting
    21. 21. Measuring Performance <ul><li>Quantitative </li></ul><ul><ul><li>E.g. financial indicators, sales targets </li></ul></ul><ul><li>Qualitative </li></ul><ul><ul><li>E.g. via an appraisal system </li></ul></ul>
    22. 22. Rewarding Performance <ul><li>Intrinsic vs Extrinsic </li></ul><ul><li>Depends on: </li></ul><ul><ul><li>Finding out which goals or rewards will be valued by employees </li></ul></ul><ul><ul><li>Coping with individual differences without making the system too complex </li></ul></ul><ul><ul><li>Understanding that the value placed on a particular reward can change over time </li></ul></ul>
    23. 23. Process Links <ul><ul><li>Crucial that employees perceive a close link: </li></ul></ul><ul><ul><ul><li>between their efforts and what is measured as the chosen dimensions of performance and </li></ul></ul></ul><ul><ul><ul><li>between performance as measured and the rewards that result </li></ul></ul></ul><ul><ul><li>If other, uncontrollable factors influence these links motivation will be affected </li></ul></ul><ul><ul><li>Reviewing individual goals and behaviour </li></ul></ul><ul><ul><li>Reviewing the performance of the system </li></ul></ul>