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Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
Secrets of Management for Bankers
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Secrets of Management for Bankers

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  • 1. SECRETS OF MANAGEMENT FOR CULTIVATING ABILITIES OF MANAGEMENT FOR BANKERS4/13/2013 Vijay Shivram Menon 1
  • 2. Serial No. Heading Page No. 1 Manager "The Back Bone of Business" 3 2 Definition of Management (Based on Abilities) 4 3 Who is a good manager ? 5 4 How to improve abilities (Imagination) 6 5 Methods to improve inputs of Imagination 7 6 How to improve abilities (Communication) 8 7 Methods to improve inputs of Communication 9 8 How to improve abilities (Agreement) 10 9 Methods to improve inputs of Agreement 11 10 How to improve abilities (Implementation) 12 11 Methods to improve inputs of Implementation 13 12 How to improve abilities (Re view & Re adjust) 14 13 Methods to improve inputs of Re view & Re adjust 15 14 Conclusion 164/13/2013 Vijay Shivram Menon 2
  • 3. IMPORTANCE OF MANAGERS IN THE BUSINESS DRIVERS OF BUSINESS FACE OF BUSINESS LINK BETWEEN FRONT END AND THINK TANKS FUTURE THINK TANKS “MANAGER” FORCE IS THE MOST IMPORTANT ASSET FOR ANY BUSINESS , AND MOST OF THE GREAT MANAGERS , THAT INDIA HAS WITNESSED HAD A HUMBLE PROFESSIONAL BEGININGS TO START WITH , WHETHER IT WAS MR.KURIEN (AMUL), MR. E SREEDHARAN (DELHI-METRO) OR MR. NARAYANA MURTHY (INFOSYS). IT HAS BEEN THEIR SHEER ABILITIES, WHICH MAKE THEM WHAT THEY ARE TODAY AND THEIR SUCCESS INSPIRES US TO FOLLOW THEIR PATH BY UNDERSTANDING OUR ABILITIES AND IMPROVING OUR ABILITIES . HENCE, ENTIRE PRESENTATION IS AN ATTEMPT TO HIGHLIGHT, MANAGEMENT AS A COMBINATION OF ABILITIES AND DISCUSSES VARIOUS METHODS TO IMPROVE ABILITIES.4/13/2013 Vijay Shivram Menon 3
  • 4. MANAGEMENT IS A PROCESS INVOLVING “5” ABILITIES :- IMAGINATION OF A GOAL IMAGINATION OF A PROCESS TO ACHIEVE THE GOAL COMMUNICATION OF THE GOAL & PROCESS TO SELF AND OTHERS DERIVING ANAGREEMENT ON GOAL & PROCESS IMPLEMENTATION OF AGREED PROCESS REVIEW & RE ADJUST4/13/2013 Vijay Shivram Menon 4
  • 5. A GOOD MANAGER IS THE ONE WHO CAN BE RATED GOOD WITH ALL THE “5” ABILITIES OF MANAGEMENT. QUALITY OF A MANAGER AND MANAGEMENT CAN BE MEASURED BY THE LEVELS OF ABILITY TO IMAGINE , COMMUNICATE, DERIVE AGREEMENT , IMPLEMENT ,REVIEW & RE ADJUST . CORRELATION BETWEEN LEVELS OF ABILITY & TYPES OF MANAGER GOOD ABILITY = GOOD MANAGER GREAT ABILITY = GREAT MANAGER POOR ABILITY = POOR MANAGER4/13/2013 Vijay Shivram Menon 5
  • 6. INPUTS OF IMAGINATION OF GOALS:- AWARENESS OF COMPETITION AWARENESS OF MARKET SHARE AWARESESS OF NEW OPPORTUNITIESINPUTS OF IMAGINATION OF PROCESS:- PAST EXPERIENCE EXPERIENCES GAUGED FROM VARIOUS CASE STUDIES AROUND UNDERSTANDING SWOT OF THE TEAM UNDERSTANDING SWOT OF THE BUSINESS ENVIRONMENT.4/13/2013 Vijay Shivram Menon 6
  • 7. GOAL-INPUTS:- IN-HOUSE RESEARCH TEAMS SHOULD BE SET UP TO GATHER INFORMATION ON INPUTS, WHICH SHOULD BE UPDATED FORTNIGHTLY AND SHOULD BE DISCUSSED BY SENIOR MANAGEMENT AND APPROVED TO PUBLISH AT MONTHLY INTERVALS. E-LEARNING PROGRAMES BASED ON THE INPUTS GATHERED MUST BE IMPLEMENTED BY EVERY BUSINESS. SCORES OF MONTHLY E-TEST SHOULD BE PART OF MANAGERS PERFORMANCE FILE.PROCESS-INPUTS:- EVERY MANAGER SHOULD IDENTIFY AND PRESENT A CASE STUDY WITHIN HIS COMMAND AREA, EVERY QUARTER, WHICH NEEDS TO DISCUSSED AND RATED ALONG WITH FORMING PART OF HIS PERFORMANCE FILE AND SUBJECT TO AUDIT & COMMENTS. SWOT ANALYSIS OF THE TEAM AND BUSINESS ENVIRONMENT SHOULD BE A MONTHLY REPORT BY MANAGER TO HIS REPORTING AUTHORITY , WHICH HAS TO BE COMMENTED BY THE REPORTING AUTHORITY FOR QUALITY AND SHOULD BE SUBJECT TO AUDIT AND COMMENTS.4/13/2013 Vijay Shivram Menon 7
  • 8. INPUTS OF MANAGEMENT COMMUNICATION:- FREE FLOW CLARITY OF SPEECH POINTED AND NOT SPREAD POLITE BUT DECISIVE OPINION ORIENTED BUT NOT OFFENSIVE IMAGINATION IS INVISIBLE AND IT IS COMMUNICATION WHICH GIVES IMAGINATION VISIBILITY , HENCE FOR A MANAGER HIS SUCCESS AT JOB WILL DEPEND UP ON HIS COMMUNICATION SKILLS.4/13/2013 Vijay Shivram Menon 8
  • 9. 1. STEP ONE :- ALWAYS WRITE DOWN THE POINTS ON WHICH YOU NEED TO SPEAK2. STEP TWO:- SPEAK ONE POINT AT A TIME3. STEP THREE:- ALWAYS STOP FOR REACTION AFTER EACH POINT IS MADE4. STEP FOUR :- BODY LANGAUGE SHOULD BE FIRMPRACTICE :- TRAINING SESSIONS FOR MANAGERS SHOULD HAVE THE BASIC COMMUNICATION-TEST, WHEREBY THE MANAGER IS GIVEN AN ARTICLE , BASED ON WHICH HE NEEDS TO TALK TO THE GROUP. RATING AND DISCUSSION ON THE PERFORMANCE. UNDERSTANDING THE STRENGTH AND WEAKNESS AND IMPROVE THE SKILLS. FREQUENCY OF TRAINING SESSION WILL DEPEND ON THE OVER ALL ABILITY OF COMMUNICATION , POORER THE ABILITY , FREQUENT SHOULD BE THE SCHEDULE.4/13/2013 Vijay Shivram Menon 9
  • 10. INPUTS OF AGREEMENT ABILITY TO LEAD A DEBATE ABILITY TO HIGHLIGHT THE PROS AND CONS OF THE SUBJECT OF THE DEBATE ABILITY TO PUSH TOPICS IN TO THE DEBATE ABILITY TO OFFER SOLUTIONS ABILITY TO LISTEN AND CLARIFY DOUBTS ABILITY TO IDENTIFY THE MOOD OF THE DEBATE AND INFLUENCE THE OPINION UNLESS A MANAGER IS ABLE TO BRING IN AN AGREEMENT WITH RESPECT TO GOAL AND PROCESS TO ACHIEVE GOALS , HE WONT BE ABLE TO DRIVE HIMSELF AND TEAM TOWARDS ACHIEVEMENT OF GOAL. HENCE ABILITY TO DERIVE AGREEMENT BECOMES ANOTHER CRUCIAL SKILL SET FOR THE MANAGER.4/13/2013 Vijay Shivram Menon 10
  • 11. DEBATES SCHEDULE EVERY BUSINESS SHOULD USE DEBATE AS THE TOOL TO GAUGE AS WELL AS IMPROVE THE ABILITY TO DERVIE AGREEMENT. PERFORMANCE IN A DEBATE NEEDS TO BE RATED ON THE BAISIS OF INPUTS DISCUSSED EARLIER, WHICH SHOULD BE DISCUSSED IN DETAIL WITH MANAGERS OR PROSPECTIVE MANAGERS AND HIGHLIGHT THEIR STRENGTHS AND WEAKNESS. EVERY PERFORMANCE RATING AND DISCUSSIONS, SHOULD BE PART OF PERFORMANCE FILE AND SHOULD BE SUBJECT TO AUDIT AND COMMENTS. DEBATES SHOULD BE PART OF TRAINING SESSIONS AND FREQUENCY OF TRAININGS WILL DEPEND ON THE OVER ALL STANDARD OF THE MANAGER GROUP .4/13/2013 Vijay Shivram Menon 11
  • 12. INPUTS OF IMPLEMENTATIONINSPECT WHETHER JOB DONE IS :- WITHIN TIME LINES AND WITHIN RULES AND REGULATIONS FOLLOWING THE STATED PROCESS HENCE EVERY MANAGER NEEDS TO BE TRAINED ON INSPECTION , WHICH IS CHECKING THE PROCESS , ASKING QUESTIONS AND TALLYING THE ACTIONS ON THE FIELD WITH EXPECTD ACTIONS. ANY GAP WILL JEOPARDISE THE IMPLEMETATION PROCESS , HENCE SUCCESS AT IMPLEMETATION OF PROCESS IS A MUST CONDITION FOR MANAGERS.4/13/2013 Vijay Shivram Menon 12
  • 13.  ASSIGNING INSPECTION TASKS EVERY MANAGER NEEDS TO UNDER TAKE INSPECTION TAKS AT VARIOUS DESKS AND NEEDS TO SUBMIT THE GAP REPORT WITH RESPECT TO SET TIME LINES & RULES AND REGULATIONS AS WELL AS THE STATED PROCESS. OFTEN MANAGERS OVER LOOK THE PROCESS, WHEN RESULT ON TABLE IS BETTER THAN EXPECTED , THAT IS A MISTAKE WHICH NEEDS TO BE NIBED IN THE BUD. DETAILD DISCUSSION ON INSPECTION REPORT SHOULD BE FOLLOWED WITH MANAGEMENT ASSIGNMENT OF THE SAME DESK WHICH WAS INSPECTED. SENIOR MANAGEMENT SHOULD INSPECT THE DESK UNDER TRAINEE MANAGER’S MANAGEMENT AND SUBMIT REPORT. ALL THESE REPORTS NEEDS TO BE DISCUSSED AND IMPLEMENTATION GAPS NEEDS TO BE HIGHLIGHTED ALONG WITH POSITIVE TAKE AWAYS. LIKE OTHER TRAINING INITIATIVES THESE INITIATIVES TOO SHOULD CONTINUE FOR A GOOD PERIOD OF TIME FOR IMPROVING THE FUNDAMENTAL ABILITY OF THE MANAGER.4/13/2013 Vijay Shivram Menon 13
  • 14. INPUTS OF REVIEW & RE ADJUST ANALYSIS OF GOAL & PROCESS ALONG WITH IMPLEMENTATION IDENTIFYING THE CRUX OF THE PROBLEM AND RE ADJUST COMPARE ACTUAL VS EXPECTED AND PROBE THE REASONS FOR ACTUALS REPORT THE FINDINGS IN TIME TO SENIOR MANAGEMENT HENCE EVERY MANAGER NEEDS TO BE TRAINED ON PROCESS OF REVIEW , WHICH IS MUCH BIGGER CONCEPT THAN INSPECTION. MANAGER’S ABILITY TO ANALYSE , IDENTIFY PROBLEMS & RE ADJUST,COMPARE AND PROBE AND FINALLY REPORT THE FINDINGS IN TIME , IS OF PARAMOUNT IMPORTANCE TO BUSINESS AS UNDETECTED FLAWS CAN CREATE HAVOCK IN THE BUSINESS.4/13/2013 Vijay Shivram Menon 14
  • 15. EVERY MANAGER SHOULD BE PUT THORUGH REAL CASE STUDIES TO GAUGE THEIR ABILITY LEVELSWITH RESPECT TO ANALYSE , IDENTIFY PROBLEMS ,RE ADJUST, COMAPRE , PROBE AND FINALLYREPORT THE FINDINGS IN TIME.SENIOR MANAGEMENT MUST MAKE IT A POINT TO SHARE REAL TIME CASES WITH MANAGER GROUPEVERY MONTH AND SHOULD GET A PRESENTATION DONE FOCUSING ON THE INPUTS OF REVIEW.THESE EXERCISES WILL EXPOSE THE WEAKNESS AND HIGHLIGHT THE STRENGTHS OF MANAGERS ,WHICH WILL ACT AS THEIR BASE FOR IMPROVEMENTS.EVERY MONTH BEGINNING ALONG WITH BUDGET MEETINGS , CASE STUDY PRESENTATIONS SHOULDBE MANDATED AND RATED. ALL THE RATINGS SHOULD BE FILED IN THE PERFORMANCE FILE , WHICHWILL BE SUBJECT TO AUDIT AND COMMENTS.CASE STUDY PRESENTATION MUST BE A ROUTINE AFFAIR FOR MANAGERS IN ALL KIND OFBUSINESS.4/13/2013 Vijay Shivram Menon 15
  • 16. “EACH SUCCESSFUL BUSINESS IS IDENTIFIED WITH A SUCCESSFUL MANAGER AND EACH SUCCESSFUL MANAGER IS IDENTIFIED WITH GREAT ABILITIES AND GREAT ABILITIES ARE NOT BORN WITH BUT CULTIVATED BY SHEER HARD WORK” "THANK YOU” Prepared & Presented By VIJAY SHIVRAM MENON4/13/2013 Vijay Shivram Menon 16

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