Management Skills


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  • People Aren't Mushrooms. Mushrooms grow very well when kept in the dark and fed horse manure. People, on the other hand, function better when they are kept in the loop and given straight info.
  • Coaching is a process of mentorship that you use to bring out a person’s potential, help them overcome obstacles and achieve goals. Your role as a coach is to provide employees with a process of discovery that uses their goals and recent experiences to uncover their path to success. This takes time and patience to reveal to them what they might not see on their own.
  • Slack off: reduce speed, reduce one’s level of activity.
  • Note: Get one response from each participant
  • Scruples: careful to avoid doing wrong , over attentive to details, through.
  • 10. Take a break.
  • Shoddy: poorly made, counterfeit.
  • Get comments on ideal leader from each participant.
  • Management Skills

    1. 1. MANAGEMENT SKILLSAnsaar Qureshi
    2. 2. Management “Management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively”
    3. 3. What’s Management?Management is both art and science It is the art of making people The science is inmore effective than how you do that they would havebeen without you.
    4. 4. The management skills pyramidthe skills a manager must masterto be successful how management skills build on each other toward success.
    5. 5. Leadership Self Management, Time Management Motivation, Training & Coaching, Employee InvolvementPlan, Organize, Direct & Control
    6. 6. Level 1Basic Management Skills for Beginning Managers
    7. 7. Planning
    8. 8. PlanningPlanning is first & most important step in any management task.Theo Haimann: planning indicates inadvance what is to be done. Joseph Massie: planning is a process by which a manager looks to future and discovers alternatives. Kreitner : planning is process coping with uncertainty by formulating a future course of action to achieve specified results
    9. 9. Types of Planning Strategic Planning Tactical Planning Operational Planning Disaster Planning Succession Planning Crisis Planning Compensation Planning
    10. 10. Characteristics of Planning Planning is a continuous process. Planning is an intellectual activity. Planning is forward looking Planning is related to objectives. Planning involves selection among alternatives.
    11. 11. Essentials of Effective PlanningPeter Drucker & 6 P’s 7 Essential’s of Good Plan Purpose  Vision Philosophy  Commitment Premise  Timelines Policies  Objectives Plans  Reporting Priorities &  Contingency PRAYER  Change.
    12. 12. Organize
    13. 13. Organizeto get the teams work done in the most efficient and effective manner Organize: teams tasks projects
    14. 14. How to Organize determine the roles obtain resources and needed allocate them to roles assign resources to roles determine best resource and delegate authority (people or equipment) for and responsibility to the role them. assign tasks to the organize offices and roles data systems.
    15. 15. It is seldom enough to organize thingsonce With constant changes in: reorganize to adjust for them: externalResources goals factors
    16. 16. Direct
    17. 17. Direct (Directing is the action step) Do they haveMake sure Do they all know Do they all know the goal is what the what their everything clear to goal is? role is in they need everyone getting (resources, team to the authority, goal? time, etc.) to do their part?
    18. 18. Pull, don’t PushPull Push• Pull (lead people) by • sit back and give effective directing orders• Motivate• Assist and inspire
    19. 19. Control
    20. 20. Control or Monitoring Monitor the work being done Compare the actual progress to the plan Verify that the organization is working as you designed it
    21. 21. Control Tools Scheduling • input your schedule and then update progress regularly • highlight changes in the schedule Tools • identify corrective action to take Financial • have a budget • The financial reports will let you know how your spending (on people and other resources) Controls matches the plan. People • make sure all the people are performing as planned. • If they are not, find and fix the cause Controls
    22. 22. Find and Fix The Cause Is the task too big for Give Do they not When it them and feedback onDo they not have some doesnt, you needs to be how theirunderstand resource or need to take modified or performance the goal? skill they corrective assigned to a meets the need? action. different plan. resource?
    23. 23. Quiz:1. How do you put a giraffe into a refrigerator?--This question tests whether you tend to do simple things in an overly complicatedway.2. How do you put an elephant into a refrigerator?--This tests your ability to think through the repercussions of your actions.3. The Lion King is hosting an animal conference, all theanimals attend except one. Which animal does not attend?--This tests your memory.4. There is a river you must cross. But it is inhabited bycrocodiles. How do you manage it?This tests whether you learn quickly from your mistakes
    24. 24. Level 2Management Skills for Developing Your Team
    25. 25. What’s Motivation MOTIVATION is a desire to achieve a goal, combined with the energy to work towards that goal. MOTIVATION is the art of getting people to do what you want them to do because they want to do it.
    26. 26. What Motivates PeopleExternal Rewards Internal Rewards Salary  Achievement Working conditions  Responsibility Benefits  Recognition Environment  Feed back  Learning & growth
    27. 27. Motivation is everything You can do the work of two people but you can’t be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people. Performance formula: Ability*motivation*resources=PERFORMANCE
    28. 28. MotivationThe most fundamental team management skill You cant accomplish your goals,Increase motivation of: unless your team is motivated to: perform each your individual member of team the team produce Each team members deliver results motivation you need needs are different
    29. 29. Motivating the team requires a different approachfrom motivating team members. (Motivation Tips) Don’t be a de-motivator Your greatest resource is your people Keep the flame alive Actively listen to your employees People are not mushrooms Get your people involved
    30. 30. Training and Coaching It is unlikely that you will ever manage a team where everyone is adequately trained. It is even more unlikely that you will have a team that never needs coaching. Identify the training needs of your team members and be able to get that training for them. Coach all the members of your team, even the well trained ones, to help them achieve their best levels of performance.
    31. 31. Training New employee training • spend a few hours or a few months orienting new employees, there is a cost • New Employee Orientation (NEO) can save money in the long run if you take the time to properly train new people. Cross training employees • Cross training is training someone in another activity that is related to their current work. • It is good for managers, because it provides you more flexibility, It is good for the employees too. • It lets them learn new skills, makes them more valuable, and can combat worker boredom. Learn at lunch • Learn at Lunch, is a program to help employees grow and advance. • Learn how to set one up so both the company and the employees benefit from it.
    32. 32. What’s more useful when it’s broken?
    33. 33. Coaching ….. is not Showing people how to complete Pointing Giving out advice task mistakes Face time
    34. 34. There is a big difference between meeting with people on aregular basis and couching them (WHAT’S COACHING) This takes Provide a time and help process of patienceMentorship them discovery to reveal used to overcome that uses their goals to thembring out a obstacles and recent person’s and what experiences potential achieve to uncover they goals their path to might success not see on their own.
    35. 35. Coaching (techniques) Employee Coaching: When To Step In Let people make mistakes if they are going to learn. The trick is knowing when to step in and when to hang back and let them try on their own. What Professional Baseball Can Teach Professional Managers Generally the teams with the best managers make it to the playoffs and to the World Series. In business, too, it is usually the best managed companies that succeed. Are you the best managed company in your market? Performance Management Instead of Layoffs It costs too much to leave an incompetent manager in place. If the employee wont request a return to a level at which they were competent, the company must take action. Specific training can be part of this. Coaching, An Essential Management Skill One of the most important things we do as managers is coach our subordinates. One of the most important skills you can develop as a manager is that of a good coach.
    36. 36. Employee Involvement morale Incre all that building asing positive empl all the feedback motivati oyee All the on we involv trainin attempt emen g we do t.
    37. 37. How do you get your employeesengaged and committed? Inspire & How to admire innovate? Biggest mistake is to Give freedom to ignore employees think for themselves. slacking off, decreases Dont be a micro- satisfaction and manager motivation and you lose them. a little breathing room they have, will Get people involved make them more innovative and more committed
    38. 38. How do you get your employeesengaged and committed? (cont) Employee Delegate retention don’t dump reduce give opportunity to grow & tackle turnover new challenges stimulates & increase make them think employee beyond just retention punching a time clock Give clear goals delegate properly and honest & dont just dump feedback more work
    39. 39. whatIf employees are not involved they just come to you wont get theirwork to warm a seat best performance
    40. 40. If you dont get their best, everything they dowill cost you more than it should have Whatever the issue, it will cost you. an innovative new idea that they didnt share a high error or rework rate.
    41. 41. Level 3Management Skills for Developing Yourself
    42. 42. I want to improve???
    43. 43. Self Management As a manager, you are good at assigning work to your employees and coaching them through the difficulties so they can produce their best work. You know how to motivate them and discipline them. You have built them into a team.
    44. 44. Do you stay focused onthe tasks that are truly important and not just are you as good urgent? at managing yourself as you are atDo you do managing your job others? the best you are able?
    45. 45. Rules of Self Management Take ownership of your job Do it the best you can; do it the best it canEvery job you do has your "signature" on it. That is how you succeed be done. Scruples are good thing do a better job as a manager if you dontThere is a reason for that little voice in your Dont just do things right, but also do the have to waste time remembering what lies head. Listen to it. right thing. you told to whom. Pareto’s principals focus on what is truly important, not just The 80-20 Rule can help you do that. "vital few and trivial many", what appears urgent.
    46. 46. 10 things to do to be a betterManager Get Better At Get Better at Select the best Managing Managing people Money Time Improve as a Improve Be a motivator Communicator Yourself Be a Leader, Practice Build Your Not Only a Ethical Team Manager Management
    47. 47. “Knowledge grows when shared” Words to forget Words to remember Words to forget Words to remember I can’t I can Yes, but I understand Impossible Possible Someday Today I’ll try I’ll Difficult Challenging I have to I want to Problem Opportunity Worried Interested Hate Love Will do Stressed Motivated Should/could have
    48. 48. In order to think confidently you mustact confidently; don’t be afraid to:Sit up Make eye Walk 25% faster front contact Speak up when you have something to Smile BIG say
    49. 49. Time Management(Time never gets tired of running) I am very busy. The second crisis comes in before the first has finished. I don’t feel I have achieved anything this year. I don’t have control on my life. Things pile one on top of the other. I wish I have more than 24 hours per day so that I can get more things done. The system overloads me with work. There is no time to breathe
    50. 50. Where Are You?20% people feel theyre short of time.They feel so concerned that theythem self find answers to Time Mgmt. 10% people feel they are short of time. They realize this and are keen to get help and see how they can improve Time Mgmt. 70% people feel they are not short of time. They don’t mind listening to someone, and then tell this it’s all impractical.
    51. 51. What gets wet whendrying?Guess what????
    52. 52. Balance your life Family  Balance in Life is important  Recognize each aspect of lifeHealth Finance  I am not getting enough time for family/personal life because of Work Work  80% of day is spent at work
    53. 53. • You cant do everything . To Do list • use a To Do list to keep you focused on the important ones. Don’t use multi- • Human beings cant really multi-task. • We can do different tasks in rapidtasking, when you succession, but not at the same time. • Chunking lets you spend less time in "restarting" and more time getting things can use chunking done. • Managers spend a lot of time in meetings and a lot of time running meetings. Meeting • You have less control over meetings you attend than over the one you set up. management • Make sure you get the most out of your meetings.
    54. 54. Creating TO DO Lists  Your daily list of tasks  Tasks that take you towards your goals  One Sheet a Day  Tasks with defined importance:  Q1: important and urgent: deadlines, fire fighting  Q2: important and not urgent: Planning, Holidays  Q3: urgent and not important: Interruptions, meetings  Q4: not important and not urgent: junk mail , time wasters
    55. 55. Interruptions Intrusive interruptions: phone call, personal conversations Non-intrusive interruptions: e-mail Have a no-interruption periods:  Closed door policy  Phone off the hook  Use non-intrusive interruptions  Prioritize and don’t be reactive
    56. 56. Meetings Be bold to request absence from the meetings that are not useful to you Give feedback & suggestions to improve effectiveness Pre-circulate agenda if you are in charge Don’t accept shoddy preparation for too long Worth spending time to create filing system- soft & hard
    57. 57. Level 4Leadership skills
    58. 58. A Manager manages Complexities & Leadermanages ChangeManager Leader Maintain status quo  Strategic thinker Monitor situation  Look forward and Allocate resources create vision Communicate targets  Challenge Measure the results  Motivate Feedbacks on trends  Inspire & lead
    59. 59. What Is Leadershipan essentialquality in a a skill that can be a skill that can bemanager. It’s howyou get your team learned like any improved withfired up & willing other skill practiceto follow plan.
    60. 60. Why is Leadership Necessary?Directs a team Efficiency Motivation Builds team towards a connectioncommon goal
    61. 61. What does Leadership provide? A more Leadership organized followed work-force by choice Goals attained in a timely manner
    62. 62. Traits of a good leaderCharisma tic Compete Forward- Courage Imaginapersonali nce looking ous tive ty Optimis Broad- Honesty Inspiring m minded Self- Cooperat Intelligen awarene Fair ive ce ss
    63. 63. Becoming a Good Leader Plan Share Credit Become a with Teacher Subordinates Set an Delegate Example Encourage Build a Team Independent Thinking
    64. 64. Magic Leadership God’sBelittling is not gift Push (to give orders)
    65. 65. Bottom Line Management is a skill that can be learned improve as a manager by working every day to get better Best of luck