Immigration and citizenship funded seminar - Prof. Peivand Pirouzi - Management Skills

CAREER COMPETENCIES IN
CANADA
MANAGEMENT SKILLS
Speaker:
Prof. Peivand Pirouzi, Ph.D., MBA, CCPE, Cert. Psychiatry
Lead Education and Career Mentor for Immigrants and
Refugees
http://www.linkedin.com/in/pirouzi
Prof. Peivand Pirouzi, 2019

What Is Management?
 The process of coordinating people and otherresources
to achieve the goals of an organization
 Material resources
 The tangible physical resources an organization uses
 Human resources
 The people who staff an organization and use the other
resources to achieve the goals of the organization
 Financial resources
 The funds an organization uses to meet its obligations to
investors and creditors
 Information resources
 The information about external business environmental
conditions that a firm uses to its competitive advantage

The Four Main Resources
of Management
Managers coordinate an organization’s resources to achieve the goals of
the organization.

Basic Management Functions
The Management Process

Planning
 Planning
 Establishing organizational goals and deciding
how to accomplish them
 Strategic planning
 The process of establishing an organization’s
major goals and objectives and allocating the
resources to achieve them

Planning (cont’d)
 Establishing goals and objectives
 Goal
 An end result that an organization is expected to
achieve over a one- to ten-year period
 Objective
 A specific statement detailing what an organization
intends to accomplish over a shorter period of time

Planning (cont’d)
 SWOT analysis
 The identification and evaluation of a firm’s
Strengths
Weaknesses
Opportunities
Threats

Elements and Examples of
SWOT Analysis

Planning (cont’d)
 Types of plans
 Plan
 An outline of the actions by which an organization intends to
accomplish its goals and objectives
 Strategic plan
 An organization’s broadest plan, a guide for major policy
setting and decision making
 Tactical plan
 A smaller-scale plan to implement a strategy
 Operational plan
 A plan to implement a tactical plan
 Contingency plan
 A plan of alternative courses of action if the organization’s
other plans are disrupted or become ineffective

Types of Plans

Organizing the Enterprise
 Organizing
 The grouping of resources and activities to accomplish
some end result in an efficient and effective manner
 Leading and motivating
 Leading
 Influencing people to work toward a common goal
 Motivating
 Providing reasons for people to work in the best interests
of an organization
 Directing
 The combined processes of leading and motivating

Controlling Ongoing Activities
 Controlling
 Evaluating and
regulating ongoing
activities to ensure
that goals are
achieved
 Control function

Kinds of Managers
 Levels of management
 Top manager—guides and controls
the overall fortunes of an
organization
 Middle manager—implements the
strategy and major policies
developed by top management
 First-line manager—coordinates
and supervises the activities of
operating employees
 The coordinated effort of all
three levels of managers is required
to implement the goals of anyProf. Peivand Pirouzi, 2019

Areas of Management
Specialization
 Otherareas may have to be added,
depending on the nature of the firm and the
industry

Areas of Management
Specialization
 Financial managers
 Responsible for an organization’s financial resources
 Operations managers
 Manage the systems that convert resources into goods
and services
 Marketing managers
 Responsible for facilitating the exchange of products
between an organization and its customers or clients
 Human resources managers
 Manage an organization’s human resources programs
 Administrative managers (general managers)
 Provide overall administrative guidance and leadership

Key Skills of Successful
Managers

Managers (cont’d)
 Key management skills
 Conceptual skills
 Ability to think in abstract terms
 Analytic skills
 Ability to identify problems, generate alternative
solutions, and select the best solution
 Interpersonal skills
 Ability to deal effectively with other people
 Technical skills
 Needed to accomplish a specialized activity

Managers (cont’d)
 Key management skills (cont’d)
 Communication skills
 Ability to speak, listen, and write effectively

Leadership
 The ability to influence others
 Leadership versus management
 Formal leadership
 Legitimate power of position is the
basis for authority
 Informal leadership
 Not recognized formally by the
organization authority

Styles of Leadership
 Autocratic
 Task-oriented style; workers are told what to do
and how to do it, they have no say in the decision
making process
 Participative
 All members of a team are involved in identifying
essential goals and developing strategies to reach
those goals
 Entrepreneurial
 Personality-based, the manager seeks to inspire
workers with a vision of what can be accomplished
to benefit all stakeholders

Which Leadership Style Is
Best?
This relies on matching style to the situation
Effective leadership depends on
 Interaction among the employees
 Characteristics of the work situation
 The manager’s personality

Managerial Decision Making
 The act of choosing one alternative from
among a set of alternatives
 Majorsteps in the managerial
decision-making process

Managing Total Quality
 Total Quality Management (TQM)
 The coordination of efforts directed at
 Improving customer satisfaction
 Increasing employee participation
 Strengthening supplier partnerships
 Facilitating an organizational atmosphere of
continuous quality improvement
 Benchmarking – evaluating another
organization that is superior in order to improve
quality
 Issues crucial to TQM
 Top management commitment
 Coordination of effortsProf. Peivand Pirouzi, 2019

What does the company
expect from managers?
 Stay aware of the big picture
 Create a productive environment for your
employees
 Make decisions on your own
 Implement new programs and methods
 Inform your people about company policies
and procedures
 Teach effectively

The Role of the Managers
 Setting goals
 Demonstrating effective behaviors
 Decision-making
 Managing Change
 Time Management
 Communication Skills
 Effective Meeting Skills
 Motivation
 Delegation
 Training

Set personal and professional
goals
 Write down your goals
 Discuss with your team
 Review often

Take action to get ideas and
plans accepted
 Get employee support
 Convince your senior management

Decision Making
 Be truly open-minded
 Avoid taking sides
 Recognize your own bias
 Don’t let titles or prestige influence your
decisions

Don’t be afraid to take a risk
 Make that tough decision
 Believe in it and promote it
 Sell it

Sell your decisions to the
following:
 Immediate manager
 Other managers that need to be informed
 Employee affected by the decision
 Employees indirectly affected

Sell the change
1. Present the change to employees in clear and
specific language
2. Put your ideas in a positive, constructive light
3. Stress your willingness to help employees
adapt
4. Ask employees how they plan to deal with it
5. If change has unintended results, be open to
review

Communication Skills
 Present one idea at a time
 Keep it simple
 Make it brief
 Personalize it to the other person
 Use the right tone of voice and body language
 Get acceptance of each idea
 Respond to the emotions of the person
 Appreciate your listener’s concerns
 Encourage listeners to express themselves

Role of the Facilitator
 Stay calm – don’t take sides
 Keep on the agenda
 Start and end the meeting on time
 Encourage participation

Criticism
 Do it as quickly as you can after discovering the
problem
 Limit comments to the person’s actions in this
situation
 Let them do some of the talking
 Be considerate
 Don’t play psychiatrist
 Make it private

Effective Delegation Skills
 Improve productivity
 Concentrate on supervisory responsibilities
 Develop skills in others
 More job satisfaction for employees
 Help evaluate people
Prof. Peivand Pirouzi, 2019Prof. Peivand Pirouzi, 2019

How to deal with the needs of
your employees:
 Be courteous, friendly and interested
 Offer assistance when needed
 Listen patiently
 Observe their work and give them feedback
 Make goals reasonable

What else?
 Security and stability
 Social needs
 Independence

Thank you.
You can contact me at:
Peivand.Pirouzi@crownacollege.ca
Toronto, Ontario

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Immigration and citizenship funded seminar - Prof. Peivand Pirouzi - Management Skills