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Basic managerial skills wrt safety
This document discusses the skills needed to be a successful manager. It emphasizes that managers must shift their focus from doing the job themselves to planning, controlling, and managing others. Key responsibilities of managers include dealing with people, developing abilities, building teams, achieving results, and integrating safety into job planning. Managers must take on roles as leaders, administrators, coordinators, specialists, trainers, communicators, and problem solvers. They are responsible for motivating subordinates, exercising self-discipline, identifying training needs, and making the best use of resources.
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Similar to Basic managerial skills wrt safety
Basic managerial skills wrt safety
- 1. AN EXCELLENT MANAGERIALSKILLAN EXCELLENT MANAGERIAL SKILL : ……………: …………… “SAFETY INTEGRATED JOB PLANNING“SAFETY INTEGRATED JOB PLANNING”” Which makes A Successful ManagerWhich makes A Successful Manager 08/16/13 HSE / RPL / UMALLAHSE / RPL / UMALLA
- 2. THE FRONT LINEMANAGER SENIOR MANAGEMENTSENIOR MANAGEMENT WORKMENWORKMEN FRONT LINEFRONT LINE MANAGERMANAGER HSE/RPL/UMALLA 2 GoodGood Planner/LeaderPlanner/Leader PoorPoor Planner/LeaderPlanner/Leader
- 3. • DEALING WITHPEOPLE • DEVELOPING ABILITIES • BUILDING TEAMS • ACHIEVING RESULTS HSE/RPL/UMALLA 3
- 4. FROM TO • ‘Doing’ the job An uncertain ‘managerial’ role • Using ‘technical’ skills Placing emphasis on people • Using well developed skills Having to learn new ones • Being delegated tasks Having to delegate to others • Controlling the output Being evaluated on others’ output • Having knowledge Managing others - often with more knowledge HSE/RPL/UMALLA 4
- 5. THE FOCUS CHANGES PLANCONTROLCONTROL DOING SENIORSENIOR MANAGEMENTMANAGEMENT OPERATOR HSE/RPL/UMALLA 5
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- 8. MYMY MANAGERMANAGER Grant Loan orGrantLoan or RefuseRefuse Make me feelMake me feel fine or miserablefine or miserable Accept orAccept or Reject meReject me Develop orDevelop or Finish meFinish me Make meMake me Richer orRicher or PoorerPoorer Grant Leave orGrant Leave or Refuse itRefuse it Reward orReward or PunishPunish RecommendRecommend PromotionPromotion or Demotionor Demotion HSE/RPL/UMALLAHSE/RPL/UMALLA 88
- 9. Subordinates Superiors AssociatesWork HSE/RPL/UMALLA 9
- 10. EXERCISES SELF –DISCIPLINE IN TERMS OF : • Attendance & Punctuality • Availability at Work Place • Not absenting without information • Using PPEs himself • Keeps his own workplace clean HSE/RPL/UMALLA 10
- 11. ADMINISTRATOR • Grants/Refuses Leaveof his people • Grants/Refuses OT • Initiates Disciplinary Action • Ensures data logging by people • Ensures availability of people at workplace • Ensures use of PPEs by his people • Ensures housekeeping in his area • Maintains records HSE/RPL/UMALLA 11
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- 14. • Identifies Skills/ Competency needs for the job • Identifies Training Needs for his people • Organises training • Guides, Coaches HSE/RPL/UMALLA 14
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- 16. • Encourages achievements •Gives positive strokes • Builds enthusiasm • Involves people • Extends help • Recognizes good contributions • Shares successes and blames both HSE/RPL/UMALLA 16
- 17. •Addresses day-to-day problems:Addressesday-to-day problems: - Technical- Technical - Human- Human - External- External HSE/RPL/UMALLA 17
- 18. Some People AreReactive – They Do Not Plan. They Are Content With Meeting The Situation When It Comes As A Manager We Need To Make An Attempt To Control The Future. We Need To Be Pro-active. We Need To Think Ahead & Consider : • How You Want Things To Turn Out • How Would They Turn Out If You Do Not Take Any Action • What You Need To Do To Make The Future As You Would Want It To Turn Out HSE/RPL/UMALLA 18
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- 20. MAKING THE BESTUSE OF RESOURCES TECHNOLOGY EQUIPMENT MONEY RAW MATERIALS PEOPLE PROCESSES HOW DO WE ORGANISE : HSE/RPL/UMALLA 20
- 21. PEOPLE DON’T ALWAYSSEE EYE TO EYE Conflict Is A Normal By-product Of People Trying To Work Together. Since Some People Differ With Each Other, Conflicts Arise. AS MANAGERS IT IS GOOD IF WE ARE ABLE TO : • Limit The No. Of Conflicts • Resolve Within An Acceptable Time Period • Look For The Root Cause • Prevent It From Doing Irreparable Harm • Use The Conflict As A New Learning HSE/RPL/UMALLA 21
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- 23. SHARING THE TASKS: Do “I” need to do this ? X Handing out tasks, telling people precisely how to carry them out and give them NO freedom to use their initiative Entrust somebody down the line with the authority to make decisions about the task. You may specify the desired results but leave it to him to decide the path Abdicating responsibility You are still responsible for the task delegated DELEGATION : • Increases involvement • Creates enthusiasm • Increases output • Saves your time • Gives you scope to move higher • Increases your effectiveness HSE/RPL/UMALLA 23
- 24. • MOTIVATING – ”Gettingyour people to work willingly and productively to achieve results desired” • COPING WITH STRESS – Work Pressures • Communicationg • Decision Making • Controlling • Directing…. HSE/RPL/UMALLA 24
- 25. • CONSISTENCY INDEALINGS, APPROACH • DEMONSTRATE FAIRNESS • EXHIBIT LEADERSHIP QUALITIES • ASTUTE OBSERVATION • EXUDE CONFIDENCE IN HIMSELF, TEAM • CLARITY IN COMMUNICATION • SET EXAMPLE • AUTHENTIC & DIRECT • SELF-RESPECT • LEARN FROM FAILURE HSE/RPL/UMALLA 25
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