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Basic management skills
This document discusses basic management skills, including the role of a manager, predictive versus reactive management, delegation, and evaluation. It covers key topics such as creating a management mission statement, the importance of predictive management to reduce the need for reactive management, secrets to effective delegation including deciding what tasks to delegate and training employees, and using performance improvement plans to address deficiencies. The overall document provides an overview of fundamental management concepts and best practices.
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Basic management skills
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- 3. Agenda • Management Skills •Management Mission Statement • Predictive vs. Reactive Management • Delegation • Evaluation • Resources JudithLindenau jwlconsulting 3
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- 5. The Value ofManagement:making a group of individuals moreeffective. • Four workers can make 6 units in an 8 hour shift without a manager. • If I hire you to manage them and they still make 6 units a day, how do you benefit my business? • If they now make 8 units a day, you have value as a manager. --F. John Reh JudithLindenau jwlconsulting 5
- 6. Exercise One: YourMission Statement JudithLindenau jwlconsulting 6
- 7. MANAGEMENT STYLE Predictive vs.Reactive Management JudithLindenau jwlconsulting 7
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- 9. Reactive Management • Decisiveand able to act quickly • Able to find the root cause of events • Innovative, able to find new solutions • Calm and in control in a crisis JudithLindenau jwlconsulting 9
- 10. Predictive Management • Thoughtful,analytic • Doesn’t chase current panic • Sees importance, not urgency • See patterns, not failures • Focused on why something went wrong, not just the fix • Keeps big picture in mind • Detached JudithLindenau jwlconsulting 10
- 11. PREDICTIVE MANAGEMENT Predictive managementdoes not replace reactive management, but it reduces the need for it. JudithLindenau jwlconsulting 11
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- 13. Secret #1: Decidewhat functions you should NOT be doing. JudithLindenau jwlconsulting 13
- 14. Secret #2 Makean annotated list of all functions to delegate. JudithLindenau jwlconsulting 14
- 15. Secret#3 Decide whoshould handle which tasks. JudithLindenau jwlconsulting 15
- 16. Secret #4 Trainwell • Explain importance • Review each aspect • Observe the action • Answer questions JudithLindenau jwlconsulting 16
- 17. Secret #5 MonitorQuality JudithLindenau jwlconsulting 17
- 18. Secret #6 ReviewProcesses Regularly JudithLindenau jwlconsulting 18
- 19. Delegate, Don’t Dump •1. Delegate to lighten your own load so you can concentrate on more important issues. • 2. Delegate to help the receiver learn and grow. JudithLindenau jwlconsulting 19
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- 21. Potential Performance Constraints • Equipment •Work load • Conditions • Clerical support • Absenteeism • Slow support services • Co-worker performance • Unclear objectives • Unstated standards • Confusing policy • Inadequate communication • Pressure from others to limit performance • Lack of authority JudithLindenau jwlconsulting 21
- 22. PERFORMANCE IMPROVEMENT PLAN Atool to use JudithLindenau jwlconsulting 22
- 23. Key Concepts inan Improvement Plan Discussion • 1. Clearly Define the Problem (deficiency statement) • 2. Define the duties/behaviors needing improvement • 3. Establish priorities • 4. Identify standards of measurement for improvement • 5. Establish short and long range goals and timetables • 6. Develop an action plan • 7. Establish review dates • 8. Measure actual performance against standards • 9. Put it all in the file • 10. Make sure the action plan and the outcomes are in writing JudithLindenau jwlconsulting 23
Editor's Notes
- #12 Case Study?