This document discusses various leadership and management concepts including developing others. It defines leadership as inspiring others towards a common goal and management as accomplishing goals efficiently using available resources. A key part of leadership is developing the abilities of others in the organization. Effective methods of developing others discussed include on-the-job training, coaching, delegating responsibilities, and giving clear instructions. Coaching others involves improving their performance through guided learning opportunities. The document also distinguishes between coaching and mentoring.

1. www.humanikaconsulting.com

2. What is … “Part of the leadership responsibility involves developing the leadership abilities of others in the organization.”

3. Become Balanced Manager LEADERSHIP Balanced Manager MANAGEMENT DEVELOPING OTHERS

4. A leader as "a person capable of inspiring and associate others with a dream." Leadership is "organizing a group of people to achieve a common goal.”

6. SITUATIONAL LEADERSHIP

7. Management Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

8. Management Process

9. The Managerial Roles

10. The Changing Roles of Management and Managers

11. Time Spent On Management Function At Different Management Level Planning Organization Leading Controlling Top-level management Mid-level management Lower-level management

12. Skills For manager Level

13. Developing Others Scheme

14. Competency Frame

15. Competency Concept

17. Organizational - Individual

19. COMPETENCY

20. Human Asset Value PERFORMANCE COMPETENCY

21. Contingency Theory of Action and Job Performance INDIVIDUAL JOB DEMANDS Vision, values, philosophy, knowledge, abilities (competencies), life and career stages, style interest Tasks, functions ,and role BEST FIT AREA Culture and climate, structure and systems, maturity of industry and strategic Organizational Environment

22. ABILITIES : Knowledge Skills Experience Credential Qualification Improved Individual Performance MOTIVATION : Enthusiasm Initiative Self Confidence Professionalism ROLE CLARITY : Role Perception Personal preference Role negotiation Alan M. Barratt, Dimitri P. Georgides, (1995) "The synolic approach to human resource development"

23. Methods of People Development

24. Helping high flyers fly high Martin Galpin, James Skinner, (2004)

25. Developing Others By Training Based On The Job Training Vestibule (workshop) Demonstration Program Instruction (Assignment) Apprentice

26. Developing Others by Lecturing Based Seminary Discussion Case study Job rotation Coaching & Counseling

28. Delegation of Authority

29. What’s Delegation Delegation of authority means giving the rights and responsibility to other people in the group to work independently and make decisions. Delegation can be defined as transfer of authority from superior to subordinates. Hence delegation of authority required a strong and trustworthy relationship between the supervisor and the subordinate. Certain amount of freedom should be given to the subordinate such that he can make the decisions whether right or wrong and learn from it. This will in turn help the subordinate grow and get the abilities to be a future leader.

30. Effective Delegation Give the person a whole task to do Understands exactly what you want them to do Share your picture with the staff person When you want feedback about progress Measurements or the outcome Thank and reward the staff person

31. S.M.A.R.T. Instructions

32. Giving Instruction Somewhere along the line, you are going to have to tell another person how to perform a task. Ability to give good instructions will affect the speed at which they learn

33. Effective Giving Instruction Get people’s attention. Be clear and specific about what you want. If you’re unsure whether or not people have really understood you, have them repeat your message using their own words. Demonstrate or illustrate whenever possible. Only give a small number of instructions at any one time. Use direct and specific language. Don’t rush your instructions. Avoid misunderstandings by asking the person how they’ll approach the issue or task and why. Restate your instructions one more time if necessary. Check back during the initial stages.

34. COACHING

35. Coaching and Others

36. “improving performance at work, by turning things people do at work into learning situations, in a planned way, under guidance.” Coaching

37. Key Words Improving performance : using a range of learning experiences to bring about improvements. Things people do :which becomes opportunities from which all parties can learn. Planned : so as to get most out of the situation. Guidance :where the coach transfers his knowledge, skills and experience.

38. How to coach Share your knowledge and skills Help them realize their potential Help them to improve their skills Its not about how long you spend with people but how well you spend that time

39. Steps to Coach Competency - Assess current level of performance Outcomes - Set outcomes for learning Action - Agree tactics and initiate actions Checking - give feedback and make sense of what’s been learnt.

41. Think we know what people are talking about

42. Listen to the words but miss the musicHelping people change - question words like “never” “Don’t let what you can’t do interfere with what you can do” Develop trust Give feedback

43. Coaching Vs Mentoring

44. A plan developed by the specialist with input from a support team that outlines personal and professional development goals and methods of accomplishment for the year. Individual Development Plan