Managers today

MANAGERS TODAY RAZA KAMAL PAF-KIET

SCOPE FOR TODAY’S TALK ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

THE CHANGING WORLD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],07/20/10

THE PAKISTANI SCENARIO ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

THE BUSINESS ORGANISATION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],07/20/10

DIFFERENCE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],07/20/10

Inputs (Goal Oriented) Outputs (External To Orgnzn.) Planning Organizing Staffing Leading Controlling Product/Services, Profits, Customer & Societal satisfaction, Other Long-term Goals Man, Machine Material, M ethod, Measurement Stake holder Feedback (reenergizing the system) EXTERNAL ENVIRONMENT (Opportunities, Constraints) Stakeholders Shareholders; Society; Customers; Employees; Suppliers Systems approach to Management 07/20/10

Managerial Skills ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Skills Needed Management : roles & skills 07/20/10 Board Exec. Mgr. Supr. HUMAN Conceptual Technical

DECISION MAKING MILITARY OFFICER BY PROFESSION IS A DECISION MAKER; UNCERTAINTY IS HIS OPPONENT, OVERCOMING IT IS HIS MISSION.

07/20/10 See that he doesn’t sweep away those papers under the carpet. I have to take decisions on them!

GROUP THINK ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],FAULTY DECISION MAKING STYLE WHICH DESIRES UNANIMITY AT THE EXPENSE OF QUALITY DECISION

HUMAN RESOURCE MANAGEMENT AND THE CHANGE

Formula for Performance ,[object Object],[object Object],[object Object],07/20/10 6 -

MAIN OBJECTIVE ,[object Object],[object Object]

GROWTH & EVOLUTION OF HRM FUNCTION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

WHY EMPLOYEE EMPOWERMENT? ,[object Object],[object Object],[object Object],[object Object]

SIX KEY PARTS OF EMPOWERING YOUR EMPLOYEE ,[object Object],[object Object],[object Object]

Contd… ,[object Object],[object Object],[object Object],[object Object]

It helps the sender communicate accurately and honestly without jeopardizing interpersonal relationships. Supportive Communication

Relationships Between Unskillful Communication and Interpersonal Relationships 4 -

Coaching and Counseling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],07/20/10 4 -

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],07/20/10 4 -

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Low High Motivation Ability Low High Improving Performance

Traits of a Good Leader? Survey Findings ,[object Object],[object Object],[object Object],[object Object],[object Object],07/20/10 SURVEY FINDING

07/20/10 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Personality Traits

07/20/10 I don’t know where he got his management training from. But what is important is he gets the work done in this place?

07/20/10 The staff gets on very well with me: strikes, go-slows, demonstrations, etc. are unknown in this office.

DIFFUSION OF KIRPATRIK MODEL OF EVALUATING TRAINING EFFECTIVENESS Four basic criteria of evaluation of training : ,[object Object],[object Object],Measured through feedback forms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],In terms of benefits & financial gains Measured through observations and interviews Measured by assessment of capability before and after training Level 1 & 2 are diffused completely by most organizations KP Model as failed to diffuse completely in the field of training at Level 3 & 4.

DUAL CAREER PATHS AND PLATEAUING

[object Object],[object Object],[object Object],[object Object],[object Object]

PLATEAUING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

REASONS FOR PLATEAUING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

REMEDIES FOR PLATEAUED EMPLOYEES ,[object Object],[object Object],[object Object],[object Object]

CONCLUSION ,[object Object],07/20/10

Managers today

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