2. Presentation Contents 2
• Manager
• Leadership Vs Management
• Critical Success Factors
• Steps to Plan and Build your Department
• Mission, Goals and Objectives
• Delegation
• Discipline
• Controlling the Department
5. Manager 5
Function Description
Planning Planning the Daily/Weekly/Monthly Department Activities
Looking Ahead, Recognizing Potential Problems and Developing Solutions
Deciding the Department GOALS & OBJECTIVES and how to achieve them (Action
Plan)
Organizing Ensuring the availability of required RESOURCES (e.g. manpower, procedures, etc.)
Assigning Work and Granting Authority (Delegating)
Staffing Involves Recruiting, Selecting, Training and Developing Team Members
Directing Involves Communication, Leadership and Motivation
It requires the Manager to Coach, Assist and Problem Solve with Team Members
Controlling Supervising and Auditing
Checking RESULTS against GOALS and taking CORRECTIVE ACTIONS as required
6. Manager 6
Manager Concerns
Effectiveness
Doing the Right Things
Achieving Department Goals
Efficiency
Doing Things Right
Achieving Department Goals
with Least Time & Resources
The best way to
progress towards
success, it to do the
RIGHT THINGS RIGHT
7. Manager 7
Effectiveness
Focuses on the end Results
The key to effectiveness as a Manager is to spend your time on your KEY
RESULT AREAS
Follow the 80/20 Rule
You can only be effective if you are clear about the things which are
important to achieve your Goals / Objectives
Critical Success Factors
8. Manager 8
Efficiency
The key to efficiency as a Manager is to completing a task FASTER and
CHEAPER
Complete a task quickly with a small team and a tight budget
Efficiency Focuses on:
• Process
• Speed
• Minimize Man-hours
• Minimize Defects / Mistakes
• Reduce Overall Costs
CONSISTENCY, CONTROL &
CONTINUAL IMPROVEMENT
10. Leadership Vs. Management 10
MANAGERS
are people
who
DO THINGS
RIGHT
EFFECTIVE
MANAGEMENT
is
DISCIPLINE
LEADERS are
people who
DO THE RIGHT
THINGS
EFFECTIVE
LEADERSHIP is
PUTTING FIRST
THINGS FIRST
Vs.
11. Leadership Vs Management 11
MANAGERS FOCUS ON LEADERS FOCUS ON
Present - Day to Day Work Future - Big Picture
Goals & Objectives Vision & Strategy
Efficiency Effectiveness
Systems & Structures People
Directing & Controlling Inspiring Trust & Confidence
Solving Problems - REACTIVE Preventing Problems - PROACTIVE
Consistency Continual Improvement
12. Leadership Vs. Management 12
The most effective & efficient MANAGERS are also LEADERS
SUCCESSFUL MANAGERS
Managerial Skills Leadership Skills
Swing
13. Leadership Vs. Management 13
TEAMMEMEBR
What’s good
for ME MANAGER
What’s good
for my TEAM
LEADER
What’s good
for the
COMPANY
Transition from Manager to Leader
LEADERS think & talk
about SOLUTIONS
FOLLOWERS think and
talk about PROBLEMS
14. Management Tips for Great Leaders 14
COMMUNICATE
Communicate Goals, Expectations,
Responsibilities, Problems,
Performance Evaluation, etc.
SHOW APPRECIATION
A person who feels Appreciated will
always do more than what is
expected
DELEGATION
Use your time on High Priority
Activities
Let your Team Members Develop
and Grow
GOOD ENVIRONMENT
Your Team wants to Enjoy going to
Work
LEAD BY EXAMPLE
The Role of the Manager is to
Demonstrate / Model the Desired
Behavior
REMOVE WASTE
See Waste and Remove it
(anything that adds cost or time
without adding Value)
Question Everything
GIVE FEEDBACK
Constructive Feedback is crucial in
making your Team as Productive as
possible - Way to Growth
BE EFFECTIVE & EFFICIENT
Know your CSF and spend most of
your time on your Priorities
Apply the 80/20 Rule
CONTINUALLY IMPROVE
Develop a Culture where your
Team Members are actively
Engaged in Improving the
Department
USE POSITIVE DISCIPLINE
Discipline = Teaching
Develop Consistency among
your Team
CONTROLLING
Monitor and Control the ongoing
activities to ensure that Goals are
achieved
Take Immediate Action to Correct
any Deviations / Mistakes
?
15. Exercise No.1 15
I propose AJS to Start,
Stop and Continue…
I propose my
COLLEAGUE to Start,
Stop and Continue…
I propose my TEAM to
Start, Stop and
Continue…
Remember
Provide Helpful, Honest
Feedback for the Advantage
and Benefit of Recipient
17. Critical Success Factors
What are they?
The few THINGS THAT MUST BE DONE WELL for the Department to SUCCEED
Areas that need CONSTANT AND CAREFUL ATTENTION from Managers
The Critical Success Factors are often expressed in the form:
• We must have…
• We need…
17
18. Critical Success Factors
Why have them?
So that you can FOCUS ATTENTION on important areas / activities
Provide VALUABLE INFORMATION / GUIDANCE for:
• Setting Priorities / Time Management
• Rresource Allocation
• Staff Developmet
18
CSFs influence and enable Success
19. Critical Success Factors (CSFs) 19
Exercise No.1
What are the CSFs for an effective and efficient Operations Department?
What are the CSFs to be an effective and efficient Manager?
What is
Important
?
Produce a minimum of six statements
21. Steps to plan and build your Department 21
STEP 7 – Continuously Improve
STEP 6 – Control your Department
STEP 5 – Organize it all to put the plan into effect
STEP 4 – Get your people all of the training it needs
STEP 3 – Get the resources you need to meet the Objectives
STEP 2 – Plan to meet the Objectives (Action Plan)
STEP 1 – Establish the Mission, Goals and Objectives for your Department
22. Steps to plan and build your Department 22
The Four Stages of Department Development
23. Steps to plan and build your Department 23
Exercise No.2
At which Stage do you identify the Operations Department?
How can you move to the next Stage?
25. Mission, Goals, Objectives 25
MISSION
Goals
Objectives
Activities
• What you are hoping to achieve
• Picture of who we want to be
• Hope, Ambition
• What we must achieve for success
• Linked to Mission Statement
• Generic Action
• Long Term
• Planned actions to achieve
Objectives
• What, Who & When
• Support achievement of the
associated Goal
• Specific Outcomes
• Short Term
26. Mission, Goals, Objectives
GOALS are GENERAL STATEMENTS that explain what you want to achieve
Goals are usually Long Term and linked to the Mission Statement
OBJECTIVES are developed to help achieve the GOALS by braking them down
to manageable components
Unlike Goals, the Objectives are SPECIFIC ACTIONS and outline the:
WHAT
WHO
WHEN
26
27. Mission, Goals, Objectives 27
Enhance Staff
Expertise
Schedule
focused
training
Have all staff
certified
Improve Customer
Service
Hire two new
employees
Install new call
center system
Increase Brand
Awareness
Improve
company
web site
Begin monthly
newsletter
GOALOBJECTIVE
28. Mission, Goals, Objectives 28
Exercise No.3
Write down minimum three Goals for AJS Operations Department
Write down the Objectives for achieving one of the Goals
Write down an Action Plan for achieving one of the Objectives
30. Delegation 30
The ability to DELEGATE is one of
the KEY RESULT AREAS of
Management
Delegation ENABLES a Manager
to use his time on HIGH PRIORITY
activities
Appointing a person to act on one’s behalf
What is it?
31. Delegation 31
Benefits of Delegation
Manager / Supervisor Team Member Department
Improved Time
Management – Focus on
Key Result Areas
Professional Knowledge
& Skill Development
Increased Team Work
Improved Performance
Effective & Efficient
Elevated Self-esteem &
Confidence
Improved Performance
Effective & Efficient
Improved relationship
with Team Members
Sense of Achievement Stronger Department
32. Delegation 32
WHAT TO DELEGATE WHAT NOT TO DELEGATE
Things Team Members can do better Things you yourself is not able to do
Things Team Members needs to do for
growth
Things you are directly contributing to
your business
Routine work
Things Team Members cannot perform
effectively – High in priority
Things for which you don' t have time Management Decision Making
Things low in priority
Anything your Boss wants you to do
personally
33. Delegation 33
Step 1
• Select the Right Activities to Delegate
Step 2
• Assess what Skills are required
Step 3
• Select the Right Person to Delegate
Step 4
• Clearly Communicate expectations &
requirements
Step 5
• Follow Up Periodically - Check Progress
Step 6
• Evaluate & Provide Feedback
Five
Rights
Task
Circumstan
ces
Person
Direction &
Communic
ation
Supervision
&
Evaluation
34. Delegation 34
To Whom you should Delegate?
When deciding who to select for the task, you must consider:
• The CURRENT WORKLOAD of the Team Member
• The TRAINING & EXPERIENCE LEVEL of the Team Member
• The STRENGTHS & WEAKNESSES of the Team Member
• The NEED FOR DEVELOPMENT of the Team Member
35. Delegation 35
Keys to Successful Delegation
Knowing What to delegate and to Whom (Right Person to do the Right Job)
Clear Communication of what is expected – SET DEADLINES
Provide appropriate training - Show examples of previous work
Ensure understanding
Support
Effective Supervision
Performance evaluation - USE POSITIVE REINFORCEMENT
Use What – Why Statements
I want you to do….
Because you….
36. Delegation 36
Exercise No.4
Identify one task you are currently doing that could be delegated
Determine who should serve as your best Delegate for this task
Compose ‘What – Why Statements’ for the task
Role Playing
39. Discipline 39
What is it?
Discipline is a PROCESS OF EDUCATION
Types of Discipline
• Positive Discipline
• Progressive Discipline
• Negative Discipline (Punishment)
Rule: Use Punishment as LAST RESORT
40. Discipline 40
Positive Discipline involves actions to encourage Team Members to follow rules
and standards so that violations / mistakes do not happen.
Positive Discipline emphasizes:
• Continual Feedback
• Reminders of Expected Performance
• Corrective Actions (Involvment of Team Members is crucial)
Progressive Discipline, involves a number of formal steps that increase in
seriousness so that the Team Memebr can correct the identified problem
Negative Discipline, consists of some form of punishment, such as negative
criticism, demotion, suspension or termination
Commitment
41. Positive Discipline 41
Establish
Company
Values, Rules and
Procedures
Ensure Clear
Understanding of
what is Expected
Monitor Team
Members
Performance
Provide Frequent
Constructive
Feedback
Take Corrective
Action Effective &
Efficient
Department
Improved
Performance
Promote Discipline within the Department
by CONTINUALLY EDUCATING all Team
Members on Department Values, Rules
and Procedures
42. Progressive Discipline 42
Step 1
• Identify Problem
Step 2
• Verbal Discussion with Team Member
• Clarify what is Expected
Step 3
• Counseling Meeting with Team Member – Understand the Root of Problem
• Commitment to perform up to Standard Action Plan to Solve Problem
Step 4
• Meeting of Team Member with CEO
Step 5
• Negative Discipline
• Take Disciplinary Action or Termination of Team Member
43. Discipline Tips 43
• Always remember that Discipline = Teaching
• Address problems immediately before they go out of hand
• Focus on the problem not person
• Avoid talking down to Team Members – always treat them with RESPECT
• Demonstrate to Team Members that you sincerely care about them and their
development
• Get to the Root Cause of the problem
• Involve Team Members in development of corrective actions
• Give Team Members to understand why it is important to follow the company
rules, policies and procedures
• Offer support and guidance throughout the process
• An important element is Positive Reinforcement
44. Discipline 44
Exercise No.5
You have identified that one of the Team Members does not follow the
Department procedures. Although you had a verbal discussion with him/her,
he/she continues not to follow the procedures. How are you going to handle
the situation?
Role Playing
46. Controlling the Department 46
What is Controlling?
The process of ensuring that actual activities conform to planned activities and
correcting any significant deviations
INPUT
• Mission
• Goals
• Objectives
• Standards
• Rules
• Procedures
• Customer
Requiremnts
OUTPUT
• Customer
Satisfaction
• Management
Satisfaction
• Effective &
Efficient Dpt.
• Company
Growth
Establish
Standards
Measure
Performance
Compare
Actual Vs
Planned
Correction
Corrective
Action
47. Controlling the Department 47
Types of Control
Input Process Output
PRELIMINARY
CONTROL
Anticipates Problems
PARALLEL
CONTROL
Corrects Problems as
they happen
POST ACTION
CONTROL
Corrects Problems
after they occur
48. Controlling the Department 48
Types of Control
PRELIMINARY CONTROL
Accomplished before a work activity begins
Anticipating and Preventing Problems
Make sure that proper directions are set, Team Members trained and the right
resources are available to accomplish them
Kick-off Meeting performed to communicate:
• Goals, Objectives & Expectations
• Customer Requirements
• Lessons Learned, Standards & Procedures
49. Controlling the Department 49
Types of Control
PARALLEL CONTROL
Focus on what happens as work is being performed and correcting Problems
Monitoring ongoing operations and activities to make sure that things are
being done correctly
Parallel Control Tools:
• Checklists – Self Control
• Supervision
• Audits
• Deficiencies
50. Controlling the Department 50
Types of Control
POST ACTION CONTROL
Feedback Control
Takes place after an action / work is completed
Learning from MISTAKES and taking CORRECTIVE ACTIONS
Post Action Control Tools:
• Customer Feedback
• Close-out Meeting
• Key Performance Indicators & Trend Analysis
• Corrective Action
LESSONS LEARNED
Communicate to Team Members
51. Controlling the Department 51
Exercise No.6
Describe how you can apply at your Department
• Preliminary Control
• Parallel Control
• Post Action Control
