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Self management


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Self management

  1. 1. Management: A Competency BasedApproach
  2. 2. Managing in a Dynamic Environment
  3. 3. Introductory Concepts: What Are Managerial Competencies? Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
  4. 4. Why are Managerial Competencies Important? You need to use your strengths to do your best You need to know your weaknesses You need developmental experiences at work to become successful leaders and address your weakness You probably like to be challenged with new learning opportunities Organizations do not want to waste human resources Globalization deregulation, restructuring, and new competitors add to the complexity of running a business
  5. 5. A Model of Managerial Competencies Communication Competency Planning and Teamwork AdministrationCompetency Competency Global Strategic Awareness ActionCompetency Self-Management Competency Competency
  6. 6. A Model of Managerial Competencies (adapted from Figure 1.1) Communication Competency Planning and Teamwork AdministrationCompetency Managerial Competency Effectiveness Global Strategic Awareness ActionCompetency Self-Management Competency Competency
  7. 7. Management Level and Skills
  8. 8. Six Core Managerial Competencies: What It Takes to Be a Great Manager Communication Competency Planning and Administration Competency Teamwork Competency Strategic Action Competency Multicultural Competency Self-Management Competency
  9. 9. Communication Competency Ability to effectively transfer and exchange information that leads to understanding between yourself and others Informal Communication  Used to build social networks and good interpersonal relations Formal Communication  Used to announce major events/decisions/ activities and keep individuals up to date Negotiation  Used to settle disputes, obtain resources, and exercise influence
  10. 10.  The overall ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings—verbal, listening, nonverbal, written, electronic, and the like—for accurately transferring and exchanging information and emotions
  11. 11.  Conveying information, ideas and emotions to others Providing constructive feedback to others Engaging in active listening Using and interpreting nonverbal communication Engaging in verbal communication effectively Engaging in written communication effectively Using a variety of computer-based information resources
  12. 12. To be communicative competent you need skills within the following areas:Grammatical competence the ability to use the rules of the language to understand and produce the language correctlyDiscourse competence the ability to understand and produce coherent texts (written and oral) within various genresPragmatic competence the ability to understand and produce utterances that are suitable for the context in which they are utteredStrategic competence the ability to efficiently use the skills available to you to get your message acrossFluency :Interrelation between the elements of communicative competence
  13. 13.  written and oral communication proficiencies sender and receiver speaking, listening, writing, and reading all communication is unique authentic communication is demanding in terms of collaboration, and it’s unpredictable we communicate and understand communi- cation based on the context in which it takes place / in which we find ourselves
  14. 14.  Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done Information gathering, analysis, and problem solving from employees and customers Planning and organizing projects with agreed upon completion dates Time management Budgeting and financial management
  15. 15.  Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordination Designing teams properly involves having people participate in setting goals Creating a supportive team environment gets people committed to the team’s goals Managing team dynamics involves settling conflicts, sharing team success, and assign tasks that use team members’ strengths
  16. 16. Strategic Action Competency Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them Understanding how departments or divisions of the organization are interrelated Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders Leapfrogging competitors
  17. 17. Competing EffectivelyStrategy Ideas, plans, and support that firms employ to compete successfully against their rivalsCompetitive Advantage Allows a firm to gain an edge over rivals when competing
  18. 18. Six Ingredients of Strategy Vision Value Planning &Creation Administration Strategy GlobalAwareness Stakeholders Leveraging Technology
  19. 19. Multicultural Competency Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations Cultural knowledge and understanding of the events in at least a few other cultures Cultural openness and sensitivity to how others think, act, and feel Respectful of social etiquette variations Accepting of language differences
  20. 20. Across cultures competency The overall ability to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind.
  21. 21. Foundation abilities of cultures competency Understanding, appreciating unique cultural Characteristics of different cultures. Appreciating influence of work-related values Understanding and motivating employees with different values and attitudes Communicating in the local language Effectively working with those from foreign countries Utilizing a global mindset
  22. 22. Self-Management Competency Developing yourself and taking responsibility Integrity and ethical conduct Personal drive and resilience Balancing work and life issues Self-awareness and personal development activities
  23. 23. Personal Drive & Resilience Seeks responsibility and is willing to innovate and take risks Ambitious and motivated to achieve objectives but does not put personal ambition ahead of organisational goals Works hard to get things done Shows perseverance in the face of obstacles and bounces back from failure
  24. 24. Balancing Work & Life Issue Strikes a reasonable balance between work and other life activities so that neither aspect is neglected Takes good care of self, mentally and physically and uses constructive outlets to vent frustration & reduce tension
  25. 25. Self-Awareness & Development Has clear personal and career goals and knows values, feelings and areas of strengths and weaknesses Uses strengths to advantage while seeking to improve or compensate for weaknesses Accepts responsibility for continuous self- development and learning, and develops plans and seeks opportunities for personal long term growth
  26. 26.  Analyses and learns from work and life experiences. Willing to continually unlearn and relearn as changed situations call for new skills and perspectives
  27. 27. Ethics and value Competency The overall ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors.
  28. 28. Foundation abilities in the ethics competency Identifying and describing ethical principles Assessing the importance of ethical issues Applying laws, regulations, and rules in making decisions and taking action Demonstrating dignity and respect for others Being honest and open in communication
  29. 29. Ethical decision making Act Responsibly Consider our Ethical Principles Trust your judgment I dentify Impact on Stakeholders Obey the Rules Notify Appropriate Persons
  30. 30. TATA Steel:The Tata Group has always sought to be a value-driven organisation. These values continue to direct the Groups growth and businesses. The five core Tata values underpinning the way we do business are: Integrity Understanding Excellence Unity
  31. 31. SAIL (Steel Authority of India): Tobe a respected world Class Corporation and the leader in Indian steel business in quality, productivity, profitability and customer satisfaction
  32. 32. Maruti Udyog:We believe our core values drive us in every endeavor: Customer obsession; fast, flexible and first mover; innovation & creativity; networking & partnership; openness & learning.
  33. 33. WIPRO:The Spirit of Wipro is the core of Wipro… the Spirit is rooted in current reality, but it also represents what Wipro aspires to be – thus making it future active. The Spirit is an indivisible synthesis of all three statements. Manifesting intensity to win, Acting with sensitivity and being unyielding on integrity all the time.