Article on management work shop

1. ByWilliam Oncken, Jr., and Donald L.Wass
MANAGEMENT TIME
WHO’S GOT THE MONKEY
Presented By Group-I
WORKSHOP PRESENTATON

2. PARTICIPANTS
Sr No. Participant Topic
1 Naeem ur Rehman Introduction of the Article
2 Zishan Bhutto Where are the Monkeys
3 Imtiaz Bhatti Whose working for whom
4 Fasihuddin Brohi Making Gorillas
5 Mubashar Hussain Transferring the Initiative
6 Azeem A Khan The Care and Feeding of Monkey

3. Introduction of the Article
By
Engr. Naeem Ur Rehman

4. Who’s got the monkey?
The tale of an
overburdened manager
who allows his employees
to delegate responsibilities
upward.

5. AGENDA
 Learning Objective
 What is a monkey?
 How do you get monkeys?
 What is the process?
 Why do we manage Other People Monkeys? (OPM’s)
 How do we manage all our monkeys?
 How do we prioritize?

6. LEARNING OBJECTIVE
 Time management is working on the right thing at the right time.
 To accomplish time management, you must give your task on the
top priority assigned by boss (Feed your monkeys).
 Let other people work their problems (Let them feed their
monkeys).
 Prioritize the work based on value (Use Magic Quadrant).

7. WHAT ARE THE MONKEYS
 Monkeys are issues/actions that people bring to you to
solve.
 The monkey on your back – It is metaphor describes
issues/problems and the ownership of issues /problems.

8. WHAT ARE THE MONKEYS
 Issues may be problems, tasks or other items at work that
you need to resolve.
 They can come from just about anywhere, without warning
and you have to manage them.

9. WHAT IS MONKEY MANAGEMENT
Imagine someone walking into your office with a Monkey on
their back. They say, “I have this problem, there is a monkey
on my back, and I would like to put the monkey on your
back”.
What would you say?
“Great! Load it up, add it to the dozen I have already?”

10. MONKEY TRANSFERENCE
The process of transferring problems from one owner to a
another owner.
Leads to following Results:-
1. Generate Stress.
2. Prevent you from working on your assigned higher priority
tasks.
3. Prevent you from being perceived as effective.

11. Introduction
1.MANAGERSare running out ofTIME?
2.SUBORDINATESare running out ofWORK?

12. CAN YOU RELATE TO THIS?
How is it possible that I am working
overtime and still running out of time,
every day, while it seems like everyone else
goes home right on time as if they don’t
have enough to do?
?

13. THREE KINDS OF TIME MANAGEMENT
Bossimposed time
workgiven by boss-Must do (Direct Penalty)
Systemimposed time
workfrom peers- Must do (Lesser Penalty)
Self imposedtime
work youagrees to do-Choice Based (No Penalty)

14. Self Imposed Time
Discretionary Time
workgiven by boss-Must do Direct Penalty
Subordinateimposed time
workfrom peers- Must do Lesser Penalty

15. THREE KINDS OF TIME MANAGEMENT
 Rest time for manager‘sown self → DISCRETIONARYTIME
 Self imposed time CANCONVERTto → SUBORDINATEIMPOSEDTIME
Maximize
Discretionary
Time
Minimize:
Subordinate
Imposed
Time

16. Where Are the Monkeys
By
Engr. Zishan

17. WHERE’S THEMONKEY?
Wegot a
problem
Let me think
about it & I’ll let
you know
The manager has becomesubordinate to hissubordinate
Monkey ≈ A problem needed to solved

18. SOMEOTHER INSTANCES WHERE THE MONKEY GETS
TRANSFERRED TO MANAGER’S BACK
 When subordinate asks for help and manager’s
words are “let me know how I can help”
implies the subordinate has to get approval of
manager so she/he has to checks up on
manager.
 Manager does not respond to a memo and
subordinateasks for the follow up.
 Manager respond to a new employee that he will
draft initial points to discuss it with the
subordinate for his objectives of new job. New
employeewill not do job until told.
MANAGERWILL GETFRUSTRATEDWITHALLTHEMONKEYS

19. Getting Rid of the Monkey
By
Engr. Imtiaz ul Hassan Bhatti

20. GETTING RIDOFTHEMONKEY

21. GETTING RIDOFTHEMONKEY
 The subordinate will happy that his problem entertained.
 The manager will also happy to see the monkey back to and the
subordinate will not be waiting for the manager, instead, the
manager will be waiting for the subordinate.

22. EXAMPLES
1. Project Manager and subordinate on report Writing
2. Sales Manager and Client about the product.

23. RULES TO GET RID OF MONKEYS
1. Make appointments.
2. Give the monkey back.
3. Set priorities.
4. Say no.
5. Train your subordinates or colleagues.

24. Making Time for Gorillas
By
Engr. Fasihuddin Brohi

25. MAKING TIME FOR GORILLAS
What is a Gorilla?
 A “Gorilla” is a strategic endeavor that requires manager attention to
dramatically improve the business.
 As with most Executives, each day can seem like an endless stream of
meetings followed by a series of urgent tasks and decisions that we inherit from
our subordinates.
 Some of the decision are warranted, but the vast majority come about
because we accept our subordinates’ “Monkeys”. These Monkeys prevent us
from doing other high-value work (“Gorillas”) which are both important to the
business and career-building.

26. MAKING TIME FOR GORILLAS
Command and Control
 Today, managers are desperate for a way to free up their time, but command
and control is the status quo. Managers feel that they are not allowed to empower
their subordinates to make decisions. Too dangerous. Too risky.
 That’s why Oncken’s message—give the monkey back to its rightful owner—
involves a critically important paradigm shift. Many managers working today owe
him a debt of gratitude.
 Command and control as a management philosophy is all but dead, and
“empowerment” is the word of the day in most organizations trying to thrive in
global, intensely competitive markets.

27. MAKING TIME FOR GORILLAS
 But command and control stubbornly remains a common practice.
 Bosses cannot just give a monkey back to their subordinates and then
merrily get on with their own business. Empowering subordinates is hard
and complicated work.
 The reason: when you give problems back to subordinates to solve
themselves, you have to be sure that they have both the desire and the
ability to do so. As every executive knows, that isn’t always the case.

28. MAKING TIME FOR GORILLAS
Empowerment
 Empowerment often means you have to develop people, which is initially
much more time consuming than solving the problem on your own.
 Just as important, empowerment can only thrive when the whole
organization buys into it.
 Managers need to be rewarded for delegating decisions and developing
people.

29. MAKING TIME FOR GORILLAS
Delegation
 The most important lesson about empowerment is that effective
delegation which depends on a trusting relationship between a manager
and his subordinate.
 To delegate effectively, executives need to establish a running dialogue
with subordinates. They need to establish a partnership.
 After all, if subordinates are afraid of failing in front of their boss, they’ll
keep coming back for help rather than truly take initiative.

30. MAKING TIME FOR GORILLAS
 Nearly all the managers agree that their people are underutilized in their
present jobs.
 When Managers see others gain power, information, or recognition, for
instance, they experience “a feeling of deficiency”—a sense that something
is being taken from them.
 Managers can easily give back or refuse monkeys, but many managers
may subconsciously fear that a subordinate taking the initiative will make
them appear a little less strong and a little more vulnerable.

31. Making Time for Gorillas
 Managers who live with integrity according to a principle based value
system are most likely to sustain an empowering style of leadership.
 Half or more of manager’s time is spent on matters that are urgent but not
important. They’re trapped in an endless cycle of dealing with other people’s
monkeys, yet they’re reluctant to help those people take their own initiative.
 As a result, they’re often too busy to spend the time they need on the real
gorillas in their organization.

32. Transferring the Initiatives
By
Engr. Mubashar Hussain

33. TRANSFERRING THE INITIATIVES
When we say that manager has to
transfer initiative then we are
describing that manager actually
showing some confidence in his
junior that his junior is in
position that he can handle the
whatever problem is and junior
should describe the problem and
solve it by himself .In this way
monkey lies on junior and will not
come manager.

34. TRANSFERRING THE INITIATIVES
1. WAIT,until told
2. ASK,what to do;
3. RECOMMEND,then take resulting
action;
4. ACT,but advise at once;
5. ACTONYOUROWN,then routinely
report

35. 1. WAIT UNTIL TOLD
 Monkey lies with manger.
 Junior has no monkey.
 Problem piles up.
 Wastage of valuable time of manager and
organization.
 Manger has not enough time and
content /confidence.
 Manager has avoid such initiatives.

36. 2. ASK,WHAT TO DO
 Monkey lies with junior
 Shows manager has control
over time
 Shows no control on content
 this initiative reduce hold of
management over junior

37. 3. RECOMMEND, THEN TAKE RESULTING
ACTION
 If manager have enough control on monkey
 Understand the monkey.
 What can he do?
 He immediately recommends what junior has to do.
 What action he has to take.
 Manager will give recommendation.
 Junior just have to follow it.
 Monkey lies on junior.

38. 4. ACT,BUT ADVISE AT ONCE
 Manager take the monkey with him.
 He acts and take actions.
 Tell the junior exactly what he has to do.
 Actually manager advising him.
 This better practice.

39. 5. ACT ON YOUR OWN, then routinely report
(highestinitiative)
 Manager tells the junior ,act
upon your own.
 Monkey on the junior.
 Report him on monkey
routinely.
 Get advise from manager.
 Shows confidence in juniors.

40. TRANSFERRING THE INITIATIVES
 Firs two initiatives
 Wait until told & ask what to
do
 Monkey lies with manager
 These are not best initiatives
 Put bad impressions on
juniors
 Fifth Initiative is best one
 Routinely report is best
method
 Manager has no monkey on
his back
 junior do the work with
confidence due to
confidence of manager in
him

41. The Care and Feeding of Monkey
By
Engr. Azeem Anwar Khan

42. RULES FOR MANAGING MONKEYS
Rule 1. Monkeys should be fed or shot. Otherwise, they will starve to
death, and the manager will waste valuable time on postmortems or
attempted resurrections.
Rule 2. The monkey population should be kept below the maximum
number the manager has time to feed. Subordinates will find time to
work as many monkeys as he or she finds time to feed, but no more. It
shouldn’t take more than five to 15 minutes to feed a properly
maintained monkey.

43. RULES FOR MANAGING MONKEYS
Rule 3. Monkeys should be fed by appointment only. The manager should
not have to hunt down starving monkeys and feed them on a catch-as-
catch- can basis.
Rule 4. Monkeys should be fed face-to-face or by telephone, but never by
mail. (Remember – with mail, the next move will be the manager’s.)
Documentation may add to the feeding process, but it cannot take the
place of feeding.

44. “Get control over the timing and
content of what youdo”
Rule 5. Every monkey should have an assigned next feeding time and
degree of initiative. These may be revised at any time by mutual
consent but never allowed to become vague or indefinite.
Otherwise, the monkey will either starve to death or wind up on the
manager’s back. “Get control over the timing
RULES FOR MANAGING MONKEYS

45. GROUND RULES
“At no time while I am helping you with this or any other problem will
your problem become my problem. The instant your problem becomes
mine, you no longer have a problem. I cannot help a person who hasn’t
got a problem”
■ The monkey will leave on subordinate’s back.
■ Subordinates can discuss their problem at given time by manager.
■ Manager will not make any move alone. They will discuss it together
only.
The manager will not have to shut his/her doors, His monkeys are
gone. They will return but byappointment.