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Managers today

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managers today face many challenges due changes in attitudes and social infrastructure. how to cope

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Managers today

  1. 1. MANAGERS TODAY RAZA KAMAL PAF-KIET
  2. 2. SCOPE FOR TODAY’S TALK <ul><li>The Changing World </li></ul><ul><li>Pakistani Work Environment </li></ul><ul><li>Military Vs Business Manager-ship </li></ul><ul><li>Areas of Concern Today </li></ul><ul><li>Roles/ Skills </li></ul><ul><li>Role of HRM </li></ul><ul><li>Performance </li></ul><ul><li>Leadership </li></ul>
  3. 3. THE CHANGING WORLD <ul><li>OLD IS GOLD </li></ul><ul><li>Frontiers limit competition </li></ul><ul><li>Rigid hierarchy limit access to information </li></ul><ul><li>Blue collar jobs </li></ul><ul><li>Homogeneous population </li></ul><ul><li>Driven by large organisations </li></ul><ul><li>Customer at mercy of business </li></ul><ul><li>NEW IS NEWER </li></ul><ul><li>Operating boundaries Limitless </li></ul><ul><li>Information is open to all </li></ul><ul><li>Job for knowledgeable </li></ul><ul><li>Cultural diversity </li></ul><ul><li>Business accepts social responsibility </li></ul><ul><li>Entrepreneurial spirit </li></ul><ul><li>Customer is the king </li></ul>07/20/10
  4. 4. THE PAKISTANI SCENARIO <ul><li>COPING WITH BRAIN DRAIN. </li></ul><ul><li>JOB INSECURITY MAKES YOU TIMID. </li></ul><ul><li>CONCENTRATE ON ACTIVITY RATHER THAN RESULTS. </li></ul><ul><li>ANCHORED TO THE HOMETOWN. </li></ul><ul><li>JOB ASSURANCE FOR TECHNOCRATS. </li></ul><ul><li>LOWER STAFF POORLY TRAINED. </li></ul><ul><li>UNWRITTEN LOYALTY CONTRACT BROKEN. </li></ul><ul><li>UNPREDICTABILITY/UNCERTAINTY HEIGHTENS STRESS. </li></ul><ul><li>LOW ETHICAL VALUES. </li></ul>
  5. 5. THE BUSINESS ORGANISATION <ul><li>Employees prefer temporary upward mobile jobs </li></ul><ul><li>Dismantle hierarchy to increase flexibility </li></ul><ul><li>Workdays have no boundaries </li></ul><ul><li>Downsizing has led to low commitment </li></ul><ul><li>Women are here to stay </li></ul><ul><li>Pay for performance </li></ul><ul><li>Flexi-timing is the necessity of external pressures </li></ul><ul><li>Employees prefer self directed careers </li></ul><ul><li>Workers do not put heart and soul in work </li></ul>07/20/10
  6. 6. DIFFERENCE <ul><li>MILITARY </li></ul><ul><li>BUSINESS </li></ul><ul><li>Bound by Rules/ Reg </li></ul><ul><li>Formality </li></ul><ul><li>Chain of Command </li></ul><ul><li>Activity Based </li></ul><ul><li>Life Time Employment </li></ul><ul><li>Flexibility </li></ul><ul><li>Informality </li></ul><ul><li>Networking </li></ul><ul><li>Result Based </li></ul><ul><li>Committed to Self- Dev </li></ul>07/20/10
  7. 7. Inputs (Goal Oriented) Outputs (External To Orgnzn.) Planning Organizing Staffing Leading Controlling Product/Services, Profits, Customer & Societal satisfaction, Other Long-term Goals Man, Machine Material, M ethod, Measurement Stake holder Feedback (reenergizing the system) EXTERNAL ENVIRONMENT (Opportunities, Constraints) Stakeholders Shareholders; Society; Customers; Employees; Suppliers Systems approach to Management 07/20/10
  8. 8. Managerial Skills <ul><li>Technical Skills : </li></ul><ul><ul><li>Application of specialized knowledge or expertise acquired though formal training & its use . </li></ul></ul><ul><li>Human Skills: </li></ul><ul><ul><li>Ability to work with people, understand and motivate groups & individuals. </li></ul></ul><ul><li>Co nceptual Skills: </li></ul><ul><ul><li>Mental ability to recognize, analyze, diagnose and think through complex situations. </li></ul></ul>Skills Needed Management : roles & skills 07/20/10 Board Exec. Mgr. Supr. HUMAN Conceptual Technical
  9. 9. DECISION MAKING MILITARY OFFICER BY PROFESSION IS A DECISION MAKER; UNCERTAINTY IS HIS OPPONENT, OVERCOMING IT IS HIS MISSION.
  10. 10. 07/20/10 See that he doesn’t sweep away those papers under the carpet. I have to take decisions on them!
  11. 11. GROUP THINK <ul><li>CONDITIONS </li></ul><ul><li>Highly cohesive group </li></ul><ul><li>Under pressure to make decision </li></ul><ul><li>SYMPTOMS </li></ul><ul><li>Not being critical of each other’s ideas. </li></ul><ul><li>Selective in gathering information. </li></ul><ul><li>Believe in group morality. </li></ul><ul><li>Lack of accountability. </li></ul>FAULTY DECISION MAKING STYLE WHICH DESIRES UNANIMITY AT THE EXPENSE OF QUALITY DECISION
  12. 12. HUMAN RESOURCE MANAGEMENT AND THE CHANGE
  13. 13. Formula for Performance <ul><li>Performance = Ability x Motivation (Effort) </li></ul><ul><li>Ability = Aptitude x Training x Resources </li></ul><ul><li>Motivation = Desire x Commitment </li></ul>07/20/10 6 -
  14. 14. MAIN OBJECTIVE <ul><li>To improve the productivity of Personnel work in Organization. </li></ul><ul><li>It creates a whole Organization Culture which binds workers to the organization. </li></ul>
  15. 15. <ul><li>That MAGIC TOUCH is creation of a FRIENDLY ENVIRONMENT </li></ul>
  16. 16. GROWTH & EVOLUTION OF HRM FUNCTION <ul><li>1 st : </li></ul><ul><ul><li>Maintain harmony and avoid disruption . </li></ul></ul><ul><li>2 nd : </li></ul><ul><li>Organizations should be change oriented. </li></ul><ul><ul><li>It demands HR Specialist because their role has changed from FACILITATOR to FUNCTIONAL PEER. </li></ul></ul><ul><ul><li>(Some one who puts energy) </li></ul></ul>
  17. 17. EMPOWERING HUMAN CAPITAL
  18. 18. WHY EMPLOYEE EMPOWERMENT? <ul><li>1-People are firm's most underutilized resource </li></ul><ul><li>2-Empowerment is the oil that lubricates the exercise of learning </li></ul><ul><li>3-Prime ingredient </li></ul><ul><li>4-Employee empowerment changes the manager's mind-set </li></ul>
  19. 19. SIX KEY PARTS OF EMPOWERING YOUR EMPLOYEE <ul><li>1-Employee selection. </li></ul><ul><li>2- Clear and well defined job description. </li></ul><ul><li>3- Interdepartmenta l and intra-depart ment communication. </li></ul>
  20. 20. Contd… <ul><li>4-Give them autonomy to work in their own style and restrict yourself to the monitoring without putting yourself over their heads . </li></ul><ul><li>5-One who is responsible is ultimately accountable for his work. </li></ul><ul><li>6-Whether need to get more </li></ul><ul><li>involvements. </li></ul>
  21. 21. It helps the sender communicate accurately and honestly without jeopardizing interpersonal relationships. Supportive Communication
  22. 22. Relationships Between Unskillful Communication and Interpersonal Relationships 4 -
  23. 23. Coaching and Counseling <ul><li>Coaching: </li></ul><ul><li>Focuses on Abilities </li></ul><ul><li>Giving advice, direction or information to improve performance. </li></ul><ul><li>Counseling: </li></ul><ul><li>Focuses on Attitudes </li></ul><ul><li>Helping someone understand and resolve a problem him/herself by displaying understanding </li></ul>07/20/10 4 -
  24. 24. <ul><li>When to Coach: </li></ul><ul><li>Lack of ability </li></ul><ul><li>Insufficient information </li></ul><ul><li>Incompetence </li></ul><ul><li>Subordinate must understand the problem </li></ul><ul><li>When to Counsel </li></ul><ul><li>Personality clashes </li></ul><ul><li>Defensiveness </li></ul><ul><li>Other factors tied to emotions </li></ul><ul><li>“ I can help you recognize that a problem exists.” </li></ul>07/20/10 4 -
  25. 25. <ul><li>Misdirected effort </li></ul><ul><li>Coaching </li></ul><ul><li>Frequent performance feedback </li></ul><ul><li>Goal setting </li></ul><ul><li>Training or temporary assignment for skill development </li></ul><ul><li>Restructured job assignment </li></ul><ul><li>Solid performance </li></ul><ul><li>Reward good performance </li></ul><ul><li>Identify development opportunities </li></ul><ul><li>Provide honest, direct feedback </li></ul><ul><li>Deadwood </li></ul><ul><li>Withholding pay increases </li></ul><ul><li>Demotion </li></ul><ul><li>Outplacement </li></ul><ul><li>Firing </li></ul><ul><li>Specific, direct feedback on performance problems </li></ul><ul><li>Underutilizes </li></ul><ul><li>Give honest, direct feedback </li></ul><ul><li>Provide counseling </li></ul><ul><li>Use team building and conflict resolution </li></ul><ul><li>Link rewards to performance outcomes </li></ul><ul><li>Offer training for needed knowledge or skills </li></ul><ul><li>Manager stress levels </li></ul>Low High Motivation Ability Low High Improving Performance
  26. 26. Traits of a Good Leader? Survey Findings <ul><li>When asked values people must look for & admired in a leader the majority of respondents selected the following (Over 50%) </li></ul><ul><li>Honest 90% </li></ul><ul><li>Forward Looking 70% </li></ul><ul><li>Competent </li></ul><ul><li>Inspiring </li></ul>07/20/10 SURVEY FINDING
  27. 27. 07/20/10 <ul><li>ENERGY </li></ul><ul><li>LIKEABILITY </li></ul><ul><li>INTELLIGENCE </li></ul><ul><li>INTEGRITY </li></ul><ul><li>DRIVE </li></ul><ul><li>COMMUNICATOR </li></ul><ul><li>ASSERTIVENESS </li></ul>Personality Traits
  28. 28. 07/20/10 I don’t know where he got his management training from. But what is important is he gets the work done in this place?
  29. 29. 07/20/10 The staff gets on very well with me: strikes, go-slows, demonstrations, etc. are unknown in this office.
  30. 30. DIFFUSION OF KIRPATRIK MODEL OF EVALUATING TRAINING EFFECTIVENESS Four basic criteria of evaluation of training : <ul><li>Reaction </li></ul><ul><li>Feeling of trainees about program. </li></ul>Measured through feedback forms <ul><li>Learning </li></ul><ul><li>Increase in knowledge and capability before and after training </li></ul><ul><li>Behaviour </li></ul><ul><li>Extent of improvement of behaviour and transfer of learning on the job. </li></ul><ul><li>Results </li></ul><ul><li>Outcome or effects on the business due to training. </li></ul>In terms of benefits & financial gains Measured through observations and interviews Measured by assessment of capability before and after training Level 1 & 2 are diffused completely by most organizations KP Model as failed to diffuse completely in the field of training at Level 3 & 4.
  31. 31. DUAL CAREER PATHS AND PLATEAUING
  32. 32. <ul><li>Many companies are developing multiple or dual career path systems to give other individuals contributors additional career opportunities. </li></ul><ul><li>Developing career paths involves: </li></ul><ul><ul><li>analyzing work and information flows, </li></ul></ul><ul><ul><li>the types of tasks performed across job, similarities and differences in working environment. </li></ul></ul><ul><ul><li>historical movement patterns of employees into and out of the jobs. </li></ul></ul>
  33. 33. PLATEAUING <ul><li>It means that the likelihood of the employee receiving future job assignments with increased responsibility is low. </li></ul><ul><li>Mid career employees are most likely to plateau. </li></ul><ul><li>Plateauing may not always be bad for the employee or the company. </li></ul><ul><li>A plateaued employee may not desire increased job responsibilities. </li></ul><ul><li>Plateauing becomes dysfunctional when employees feels stuck in the job that offers no potential for personal growth. </li></ul><ul><li>Such frustration results in poor job attitude, increased absenteeism and poor job performance. </li></ul>
  34. 34. REASONS FOR PLATEAUING <ul><li>Discrimination based on gender, race or age. </li></ul><ul><li>Lack of ability </li></ul><ul><li>Lack of training </li></ul><ul><li>Low need for achievement </li></ul><ul><li>Unfair pay decisions </li></ul><ul><li>Confusion about job responsibilities </li></ul><ul><li>Slow company growth. </li></ul>
  35. 35. REMEDIES FOR PLATEAUED EMPLOYEES <ul><li>Employee understands the reason for Plateauing. </li></ul><ul><li>Employee is encouraged to participate in developmental activities </li></ul><ul><li>Employee is encouraged to seek career counseling </li></ul><ul><li>Employee does a reality check on solution. </li></ul>
  36. 36. CONCLUSION <ul><li>LEARNING FROM OTHERS IS A VIRTUE AND ADAPTING IT TO OWN ENVIRONMENT AN ART </li></ul>07/20/10

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