Learn about, effective management skills, leadership traits, leadership styles and understanding, thinking and problem solving and effective delegation,

2. PLANNING SKILLS
1. VISION
2. MISSION
3. OBJECTIVES
4. GOALS

3. ORGANISING SKILLS
1. DIVISION OF LABOUR
2. DELEGATION OF AUTHORITY
3. DEPARTMENTALIZATION
4. SPAN OF CONTROL
5. COORDINATION

4. STAFFING SKILLS
1. RECRUITING
2. SELECTING
3. HIRING
4. TRAINING
5. RETRAINING

5. DIRECTING SKILLS
1. MOTIVATION
2. COMMUNICATION
3. PERFORMANCE APPRAISAL
4. DISCIPLINE
5. CONFLICT RESOLUTION

6. CONTROLLING SKILLS
1. ESTABLISHING STANDARDS
2. MEASURING PERFORMANCE
3. TAKING CORRECTIVE / PREVENTIVE ACTION

8. WHAT IS LEADERSHIP
1. HAS VISION & GOALS
2. GETS INDIVIDUALS TO WORK AS A TEAM TO ACHIEVE THEM

9. MANAGERS VS LEADERS
MANAGERS LEADERS
FOCUS ON THINGS FOCUS ON PEOPLE
DO THINGS RIGHT DO THE RIGHT THINGS
PLAN INSPIRE
ORGANIZE INFLUENCE
DIRECT MOTIVATE
CREATE FOLLOWERS CREATES LEADERS

10. 6 TRAITS OF LEADERSHIP
1. DRIVE
2. DESIRE TO LEAD
3. INTEGRITY
4. SELF CONFIDENCE
5. INTELLIGENCE
6. JOB RELEVANT KNOWLEDGE

11. 1. DRIVE
1. ENERGY
2. INITIATIVE
3. PERSISTENT

12. 2. DESIRE TO LEAD
1. ABLE TO INFLUENCE OTHERS
2. WILLINGNESS TO TAKE RESPONSIBILITY

13. 3. INTEGRITY
1. TRUST BASED RELATIONSHIP
2. CONSISTENCY BETWEEN WORDS & DEEDS

14. 4. SELF CONFIDENCE
1. CONVINCING
2. CLEARS DOUBTS
3. REASSURING

15. 5. INTELLIGENCE
1. WELL READ
2. WELL INFORMED
3. GOOD PROBLEM SOLVER & DECISION MAKER

16. 6. JOB RELEVANT KNOWLEDGE
1. COMPANY
2. INDUSTRY
3. TECHNICAL MATTERS

18. COMMON LEADERSHIP STYLES
1. AUTOCRATIC
2. BUREAUCRATIC
3. LAISSEZ FAIRE
4. DEMOCRATIC

19. AUTOCRATIC STYLE
1. POWERFUL AND MAKES ALL DECISION
2. EXPECTS FULL OBEDIENCE
3. ABLE TO REWARD & PUNISH

20. AUTOCRATIC SKILLS
USE AVOID
NEW & UNTRAINED STAFF LOW STAFF MORALE
LIMITED TIME TO MAKE DECISION HIGH STAFF TURNOVER
POWER CHALLENGED BY STAFF INDUSTRIAL DISPUTE

21. BUREAUCRATIC STYLE
1. ALL BY THE BOOK
2. FULL COMPLIANCE OF POLICY & PROCEDURES
3. THE ENFORCER

22. BUREAUCRATIC SKILLS
USE AVOID
FOR ROUTINE TASK
ROUTINE BECOMES HABIT - HARD TO
CHANGE
COMPLIANCE TO AGREES STANDARDS LESS CREATIVITY & INNOVATIVENESS

23. DEMOCRATIC STYLE
1. PARTICIPATIVE APPROACH
2. STAFF INVOLVEMENT IN DECISION MAKING

24. DEMOCRATIC SKILLS
USE AVOID
STAFF PERSONAL DEVELOPMENT CANNOT AFFORD MISTAKES
DECISION HAS BIG IMPACT ON
ORGANIZATION
STAFFS TAKING UPPER HAND

25. LAISSEZ FAIRE STYLE
1. HANDS OFF STYLE
2. STAFFS HAVE FULL FREEDOM TO WORK AS THEY SEE FIT

26. LAISSEZ FAIRE SKILLS
USE AVOID
STAFFS HIGHLY SKILLED AND
EXPERIENCED
STAFFS NEED GUIDANCE
EXTERNAL ENGAGEMENT -
CONSULTANTS, EXPERTS, SPECIALISTS
LOOSING TOUCH WITH OPERATIONS

28. 4M METHODOLOGICAL SOLUTION
TO PROBLEM SOLVING
1. MAN - PHYSICAL / MIND POWER / WORK KNOWLEDGE
2. MACHINE - EQUIPMENT /TECHNOLOGY
3. METHOD - PROCESS
4. MATERIAL - RAW MATERIALS / CONSUMABLES / INFORMATION

29. POST 4M =EFFECT = P.D.C.A.
1. PLAN - THINK OF AN IMPROVEMENT PLAN
2. DO - EXECUTE THE IMPROVEMENT PLAN
3. CHECK - MONITOR & FOLLOW UP ON THE IMPROVEMENT PLAN
4. ACT - ADJUSTMENTS / CORRECTIVE ACTION /
STANDARDISATION

30. THINK WIN-WIN
1. WORK EFFECTIVELY & EFFICIENTLY WITH OTHER FOR MUTUAL
BENEFIT
2. SHOWS YOUR MATURITY
3. DEMONSTRATES YOUR EMPATHY

32. WHY LEADERS DELEGATE
1. WORKS DEMAND / TIME CONSTRAINT
2. FAILURE TO DELEGATE - CREATES UNTRUSTING MENTALITY
3. GOOD FOR SUCCESSION PLANNING
4. DELEGATION DOES NOT MEAN PUSHING THE BUCK - LEADERS
STILL REMAIN RESPONSIBLE FOR THE OVERALL RESULTS

34. 1. DETERMINE WHAT YOU
WILL DELEGATE
1. WRITE DOWN ALL YOUR WORK TASK
2. SEPARATE IT INTO TASK YOU ALONE MUST DO & TASK OTHERS
CAN DO
3. DELEGATE THE TASK OTHERS CAN DO

35. 2. CHOOSE THE RIGHT PERSON
TO DELEGATE THE TASK
1. SUCCESS SECRET - RECOGNISING THE RIGHT PERSON FOR THE
JOB
2. RIGHT PERSON MEANS HE/SHE HAS THE KNOWLEDGE, SKILLS
AND ATTITUDE BASED TO COMPLETE THE DELEGATED TASK

36. 3. CLARIFY THE DESIRED
RESULTS
1. MAKE CLEAR THE RESULT / OUTCOME OF THE DELEGATION
2. CLARITY ALLOWS NEW & BETTER METHODS TO COMPLETE THE
TASK

37. 4. CLEARLY DEFINE
RESPONSIBILITY & AUTHORITY
1. CLEARLY COMMUNICATE EXPECTATION / RESPONSIBILITIES /
AUTHORITY & TIME LINE
2. REAFFIRM WITH THE STAFF TO ENSURE HE/SHE UNDERSTANDS
THE END RESULT / WHAT IS EXPECTED

38. 5. ESTABLISH A FOLLOW UP
MEETING
1. TO MONITOR PROGRESS
2. DETERMINE IF ASSISTANCE IS NEEDED

39. THINGS TO AVOID
1. REVERSE DELEGATION - TASK DUMPED BACK TO US
2. TEMPTED TO TAKE BACK DELEGATED TASK
USE FOLLOW UP MEETINGS TO ASSIST & ENCOURAGE STAFF TO
COMPLETE THE DELEGATED TASK AS IT AUGURS WELL FOR
THEIR POSITIVE GROWTH & CAREER DEVELOPMENT

40. APPLIED KNOWLEDGE IS POWER