This document provides an overview of effective management strategies and skills. It discusses key roles and behaviors of managers, including encouraging employees and recognizing their work. Other sections address good management practices, consequences of poor management, helping first-line managers, decision-making, different types of capital, and high-performance work. Additional topics include organizational health, globalization, competence classes, change management, performance reviews, trust, communication, big data, and psychological factors in the workplace. The document concludes with sections on psychological flexibility, improving communication, organizational excellence, employment, behavior, supervision skills, and a case for developing supervisory skills.

1. Be a better manager in 2013
by Toronto Training and HR
January 2013

2. 3-4 Introduction to Toronto Training and HR 66-67 Psychological flexibility
5-7 Basic roles of a manager 68-72 Improving communication
8-9 Key behaviours of effective managers 73-74 Organizational excellence
10-18 Good management 75-76 Gainful employment
19-20 Consequences of poor management 77-78 Behaviour
21-25 Helping first-line managers cope 79-80 Supervisory interaction
26-27 Improved decision-making 81-84 Supervisory skills
28-29 Types of capital at work 85-86 Drill
30-34 High-performance working 87-90 Positive management
35-38 Organizational health 91-92 Questions to ask managers
39-40 Reluctant managers 93-94 A journey in progress
41-42 Effect of globalization 95-96 How does Canada compare to the
43-44 Competence classes rest of the world?
45-46 Accusations of bullying 97-98 Case study
47-48 Impact of change 99-100 Conclusion and questions
49-50 Performance reviews
51-53 Trust
54-55 The communication dimension of trust
56-57 Mindfulness
58-59 The use of big data
60-65 Psychological factors
CONTENTS
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Basic roles of a manager
Page 5

6. Basic roles of a manager 1 of 2
• Analyzing what needs to be
done in a situation then
organizing and motivating
others to do it
• Making best use of the
resources available
• Communicating and sharing
information
• Making decisions
• Providing feedback on
performance
Page 6

7. Basic roles of a manager 2 of 2
• Monitoring progress
• Hiring people for appropriate
jobs
• Delegating responsibility
Page 7

8. Key behaviours of
effective managers
Page 8

9. Key behaviours of effective
managers
ENCOURAGE GOOD EMPLOYEES
AND HELP THEM BECOME TOP
PERFORMERS
• Challenge employees with new
opportunities
• Recognize results in real time
• Ensure a healthy rate of
change
• Adopt an open climate
• Transcend the goal of making
a profit
• Strengthen employee strengths
Page 9

10. Good management
Page 10

11. Good management 1 of 8
• Providing direction
• Working with people
• Using resources
• Facilitating change
• Achieving results
Page 11

12. Good management 2 of 8
BUSINESS BENEFITS
• Improved business
performance
• Improved employee
performance-wellbeing and
engagement
Page 12

13. Good management 3 of 8
REVIEW CYCLE
• Assess whether the
organization has the
management capability to
deliver current and future
strategic objectives
• Identify the skills gaps in
management capability
• Consider options for
addressing these skills gaps
Page 13

14. Good management 4 of 8
REVIEW CYCLE
• If learning & development is
the preferred option, choose
the right activity
• Evaluate the impact and
value for money of any
development
• Regularly review
management skills to ensure
capability keeps pace with
organizational objectives
Page 14

15. Good management 5 of 8
IMPROVING CAPABILITY
• Recognize that good
management matters
• Be a role model;
management starts at the
top
• Implement good working
practices as a framework for
good management
• Effective management runs
right the way through an
organization
Page 15

16. Good management 6 of 8
IMPROVING CAPABILITY
• Provide training, support and
mentoring to new line
managers
• Be clear about what good
management skills and
behaviours look like
• Assess your organization’s
management capability at
individual and organizational
level and act upon it
Page 16

17. Good management 7 of 8
IMPROVING CAPABILITY
• Make the most of the
practical tools that are
available
• Invest in your workforce
routinely, and as part of your
business strategy
• Be authentic about good
management and employee
engagement
Page 17

18. Good management 8 of 8
ESSENTIAL ELEMENTS
• Targets
• Incentives
• Monitoring
Page 18

19. Consequences of poor
management
Page 19

20. Consequences of poor
management
• Business costs
• Business survival
Page 20

21. Helping first-line
managers cope
Page 21

22. Helping first-line managers cope
1 of 4
MAKE THEM FEEL VALUED AND FULLY
EQUIPPED
• Ensure first-line managers are clear
about their role, their
responsibilities and their objectives
• Promote any existing initiatives that
provide support to first-line
managers
• Run surveys or focus groups to find
out what first-line managers need in
order to flourish-and publish the
results
Page 22

23. Helping first-line managers cope
2 of 4
MAKE THEM FEEL VALUED AND FULLY
EQUIPPED
• Invest in appropriate training to
equip first-line managers with the
necessary knowledge, skills and
behaviours
• Create first-line manager champions
who can act as role models for
others
• Create a networking forum where
first-line managers can resolve
problems and share ideas
Page 23

24. Helping first-line managers cope
3 of 4
MAKE THEM FEEL VALUED AND FULLY
EQUIPPED
• Ask senior managers to attend first-
line manager meetings to discuss
strategic initiatives
• Strengthen links with middle and
senior managers through coaching
and mentoring
• Develop a culture in which open
and honest conversations can take
place between first-line managers
and their bosses
Page 24

25. Helping first-line managers cope
4 of 4
MAKE THEM FEEL VALUED AND FULLY
EQUIPPED
• Empower first-line managers to
make decisions and solve problems
within defined boundaries
• Create a wellness program to
protect and improve the wellbeing
of first-line managers
• Offer flexible reward packages
Page 25

26. Improved decision-making
Page 26

27. Improved decision-making
• Observe first
• Make decisions closest to the
point of activity
• Define decision rights and
expectations
• Use standards to capture and
utilize experience
Page 27

28. Types of capital at work
Page 28

29. Types of capital at work
• Traditional economic capital
• Social capital
• Human capital
• Positive psychological capital
Page 29

30. High performance working
Page 30

31. High performance working 1 of 4
LINKS TO MANAGEMENT
CAPABILITY
• Empowering individuals and
making the most of their
skills e.g. provide autonomy
instead of
control, continuously develop
people and let them apply
themselves, use
performance management
to ensure effort is focused
on added value activities
Page 31

32. High performance working 2 of 4
LINKS TO MANAGEMENT
CAPABILITY
• Impact on employee engagement
and contribution to improved
productivity/performance-
understanding what drives
engagement and the implications
for management skills
development
Page 32

33. High performance working 3 of 4
LINKS TO MANAGEMENT
CAPABILITY
• Impact of job design including
the scope and flexibility of jobs,
understanding the manager’s
role in determining the scope
and flow of work.
Page 33

34. High performance working 4 of 4
LINKS TO MANAGEMENT
CAPABILITY
• Impact of workforce planning
enabling organizations to ensure
the right supply of skills in the
right locations at the right time.
Understanding the manager’s
role in terms of both
understanding and
communicating the need for
skills and labour, enabling them
to effectively deploy labour as
necessary
Page 34

35. Organizational health
Page 35

36. Organizational health 1 of 3
SYMPTOMS OF POOR HEALTH
• Declining profits
• Decreasing productivity
• Increasing absenteeism
• Barriers to open communication
• All decision making at the top
managerial levels
• Lack of commitment to the
organization
• Low levels of motivation and
morale
Page 36

37. Organizational health 2 of 3
SYMPTOMS OF POOR HEALTH
• Reputation of the organization
ignored by employees
• Existence of unethical behaviour
• Lack of goal setting
• Lack of mentoring
• Lack of learning & development
programs
• Lack of trust among employees
Page 37

38. Organizational health 3 of 3
DIMENSIONS OF ORGANIZATIONAL
HEALTH
• Communication
• Participation and involvement
• Loyalty and commitment
• Morale
• Institutional reputation
• Ethics
• Performance recognition
• Goal alignment
• Leadership
• Development
• Resource utilization

39. Reluctant managers
Page 39

40. Reluctant managers
• Is this you?
• Recent statistics
• Recognize results in real time
• Be true to yourself
• Thinkers and feelers
• Treat others how they want to
be treated
Page 40

41. Effect of globalization
Page 41

42. Effect of globalization
• Definition
• Types of global organizations
• How do organizations go global?
• Managing in a global
organization
• Dimensions of cultural
difference
• Corporate social responsibility
and sustainability
• Ethics
• Diversity
Page 42

43. Competence classes
Page 43

44. Competence classes
• Methodological class
• Self-dispositive class
• Social competence class
• Business management class
• Leadership class
• Personal competencies
Page 44

45. Accusations of bullying
Page 45

46. Accusations of bullying
• Cultivate
• Calculate
• Compensate
• Types of justice
Page 46

47. Impact of change
Page 47

48. Impact of change
• External drivers
• Internal drivers
Page 48

49. Performance reviews
Page 49

50. Performance reviews
FACES THAT MANAGERS SEE
• The diva/superstar in his or her
own mind
• The deflector
• The nine to five
• Upwardly mobile/unsure
• The star
Page 50

51. Trust
Page 51

52. Trust 1 of 2
TYPES OF TRUST
• General trust among all
workers to maintain positive
relationships with each other
and various stakeholders
• Employee trust in senior
leaders
• Trust in the organization
• Trust in external relations
• Trust between employees and
line managers
Page 52

53. Trust 2 of 2
CULTURE ATTRIBUTES
• Predictability process
• Intentionality process
• Transference process
• Calculative process
• Capability process
Page 53

54. The communication
dimension of trust
Page 54

55. The communication dimension of
trust
• Accurate information
• Explanation for decisions
• Openness
Page 55

56. Mindfulness
Page 56

57. Mindfulness
• Present moment contact
• Thoughts and feelings
• Observing approach to self
• Acceptance of unpleasant
thoughts and feelings
Page 57

58. The use of big data
Page 58

59. The use of big data
• Difference from analytics
• Questions to ask
• New culture of decision making
• Management challenges
• Getting started
Page 59

60. Psychological factors
Page 60

61. Psychological factors 1 of 5
ATTITUDES
• Components of an attitude
• Job satisfaction
• Job involvement
• Organizational commitment
• Perceived organizational support
• Employee engagement factors
• Consistency
• Cognitive dissonance
• Surveys
• Implication for managers
Page 61

62. Psychological factors 2 of 5
PERSONALITY
• MBTI
• Big Five model
• Locus of control
• Self esteem
• Self-monitoring
• Emotions
• Emotional intelligence
• Implications for managers
• Personality Job Fit Theory
• Personality and occupations
Page 62

63. Psychological factors 3 of 5
PERCEPTION
• Factors influencing perception
• Attribution theory
• Shortcuts
• Implications for managers
Page 63

64. Psychological factors 4 of 5
PERCEPTION
Page 64

65. Psychological factors 5 of 5
LEARNING
• Theories of learning
• Shaping behaviour
• Implications for managers
Page 65

66. Psychological flexibility
Page 66

67. Psychological flexibility
• Values affirmation
• Commitment to values-directed
action
Page 67

68. Improving communication
Page 68

69. Improving communication 1 of 4
• Seek out and provide contact for
organizational information-ensure
that the team clearly understands
its priorities and goals fit into the
organization’s overall goals
• Make information relevant by
translating information so
employees understand how they fit
in and what’s in it for them
• Provide job-related information so
the team receives essential
information to help them do their
jobs more effectively

70. Improving communication 2 of 4
• Provide information and feedback
on individual performance and other
employee-related matters such as
recognition of achievements and
contributions, or ways to be better
• Provide information with a sense of
empathy
• Managers need to understand how
they are performing from
employees’ point of view through
activities from engagement surveys
to listening sessions conducted by
impartial third-party organizations

71. Improving communication 3 of 4
• Establish a cadence of
communications that enables
employees to know there will be
predictable, reliable and consistent
opportunities for getting information
from leaders and supervisors plus
giving their feedback
Page 71

72. Improving communication 4 of 4
WHAT DO THE BEST BOSSES DO
• Tell employees what is expected
of them
• Explain clearly how their
departments and individual efforts
contribute to the success of the
organization
• Provide constant feedback on job
performance
Page 72

73. Organizational excellence
Page 73

74. Organizational excellence
• Positive corporate culture
• Positive management
• Positive workers
• Good work
Page 74

75. Gainful employment
Page 75

76. Gainful employment
• Characteristics
• Strengths-based approach
Page 76

77. Behaviour
Page 77

78. Behaviour
• Focus of organizational behaviour
• Goals of organizational behaviour
Page 78

79. Supervisory interaction
Page 79

80. Supervisory interaction
• Employees role
• Nature of the work
• Project work
• The “best answer”
• Case work
• Work across several functions
• Analytical work; what if?
• Assigning work
Page 80

81. Supervisory skills
Page 81

82. Supervisory skills 1 of 3
WHY DEVELOP SUPERVISORY
SKILLS?
• Benefits
• Current “training” process
• Challenges with the current
process
Page 82

83. Supervisory skills 2 of 3
WHAT SUPERVISORY SKILLS ARE
NEEEDED?
• Discover the skills needed-self,
others and systems
• Review the job profile
• Select the most important skills-
important tasks for success, most
important skills for success
• Assess current skill level for each
supervisory skill identified-skills
to build on and skills to be
developed
Page 83

84. Supervisory skills 3 of 3
CREATING A PERSONAL
DEVELOPMENT PLAN
• Definition
• How to create one
• Development solutions
• Different ways to develop skills
• Follow-up
• Review and update
Page 84

85. Drill
Page 85

86. Drill
Page 86

87. Positive management
Page 87

88. Positive management 1 of 3
• Definition of meaning
• A meaning-centred approach to
positive management
• Levels of purpose
• Assessment of purpose
• Wheel of understanding
• Areas of responsibility
• Toxic elements in the workplace
• Intrinsic sources of work
satisfaction
• Extrinsic sources of enjoyment
Page 88

89. Positive management 2 of 3
HOW TO BE A GOOD BOSS
• Earn your employees’ respect
• Earn your workers’ trust
• Maintain good relationships
• Get employees actively engaged
in their work
Page 89

90. Positive management 3 of 3
HOW TO BE A GOOD WORKER
• Having the right competencies
• Having the right motivation
• Having the right attitude
• Providing added values
Page 90

91. Questions to ask
managers
Page 91

92. Questions to ask managers
• Interconnection of targets
• Clarity and comparability of
goals
• Consequence management
• Installing a talent mind-set
• Removing poor performers
• Unique employee value
proposition
• Retaining talent
• Continuous improvement
• Performance tracking
• Performance dialogue

93. A journey in progress
Page 93

94. A journey in progress
• Early management
accomplishments
• Traditional management
functions
• Know each employee
• Roles for managers
Page 94

95. How does Canada
compare to the rest of the
world?
Page 95

96. How does Canada compare to the
rest of the world?
Page 96

97. Case study
Page 97

98. Case study
Page 98

99. Conclusion and questions
Page 99

100. Conclusion and questions
Summary
Videos
Questions
Page 100