Insights on Managing People by VCG

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Insights on Managing People by VCG

  1. 1. LEVERAGINGTHE POTENTIALVCG employs the Theory of Constraints’ philosophy to bring about quantumjump in performance of organizations in its target industry clusters. Automobile & Consumer Retail Engineering Equipment Auto Components Goods & Construction Manufacturing www.vectorconsulting.in ©2012 Vector Consulting Group. All Rights Reserved.
  2. 2. Insights on Managing People202, Orion Business Park, Kapurbawadi Naka, Phone: +91 22 2589 5896 Email: vcg@vectorconsulting.inGhodbunder Road, Thane (West) – 400607 Fax: +91 22 2589 5897 Web: www.vectorconsulting.in ©2012 Vector Consulting Group. All Rights Reserved. 2
  3. 3. Information SharingYou cannot expect productivity from your #1resources, unless you have ensured full kitof information and material before thestart of their work with fast issueresolution while they are on the job. ©2012 Vector Consulting Group. All Rights Reserved. 3
  4. 4. Miscommunication & Misinterpretation Half of the arguments in meetings are due to the use of different definitions for the same word. #2 Clear verbalization is important because words have the power to create the reality around us. ©2012 Vector Consulting Group. All Rights Reserved. 4
  5. 5. Avoid taking these Three Bad DecisionsDespite knowing that respecting people and not ignoring their ideasis essential for managing people, managers tend to make one of thethree bad decisions #31. Reject ideas straightway2. Postpone the decision infinitely, and3. Use constructive criticism with plastic politeness All these approaches are bad because they demotivate the inventor and prevent a proper objective evaluation of the idea. ©2012 Vector Consulting Group. All Rights Reserved. 5
  6. 6. Effective FeedbackUsually, the inventor isenthusiastic and blind to thenegative ramifications of theidea. However if a managerrejects that person’s ideablindly, he disrespects andmakes the enthusiasticperson aggrieved. The only way out is to explain the inventor, #4 the entire logical linkage of idea with the negative ramifications. It allows fair appraisal of the idea which fosters genuine respect. ©2012 Vector Consulting Group. All Rights Reserved. 6
  7. 7. Suggesting Solutions #5 If managers in an organization keep identifying problems and suggesting solutions only for other departments, nothing will ever get implemented in that organization. ©2012 Vector Consulting Group. All Rights Reserved. 7
  8. 8. Failure to Meet the Deadlines #6 The prime reason why managers do not do what they are supposed to do; is because they are busy doing things that they are NOT supposed to do. ©2012 Vector Consulting Group. All Rights Reserved. 8
  9. 9. Focus #7 Focus means defining ‘what not to do’ (now) as well as defining ‘what to do. ©2012 Vector Consulting Group. All Rights Reserved. 9
  10. 10. People ManagementActions (or inactions) of people in organizations emanate from thedemands of meeting a Valid Universal Need (personal ororganizational). Hence, when we find people acting contrary toour expectations, it is important to understand the need and theassociated assumptions in their minds. The understanding is likelyto help in getting a breakthrough. #8 ©2012 Vector Consulting Group. All Rights Reserved. 10
  11. 11. People ManagementMore job responsibilities and less authorities in a job createdubious misalignment between the two. #9 In order to avoid lip service to empowerment, managers should quickly identify the dubious misalignments and correct them to ensure that an employee draws proper power and respect from his position. ©2012 Vector Consulting Group. All Rights Reserved. 11
  12. 12. Effective vs Efficient #10 Being effective is more important than being efficient. Just being quick does not help if one is doing things which should not be done in the first place. ©2012 Vector Consulting Group. All Rights Reserved. 12
  13. 13. Are you a Responsible Manager? #11The worst abdication ofresponsibility is giving a deadline toa resource for a task and thenchecking with the resource onlyclose to the milestone. ©2012 Vector Consulting Group. All Rights Reserved. 13
  14. 14. Are you a Responsible Manager? Have you ever found yourself yelling at your subordinate - “Why didnt you tell me before?” Then ask yourself a much more fundamental question - “Why didnt you check with him/her before?" #12 ©2012 Vector Consulting Group. All Rights Reserved. 14
  15. 15. Art of Delegation #13 If you try to monitor everything, you will eventually monitor nothing. ©2012 Vector Consulting Group. All Rights Reserved. 15
  16. 16. Incentive SchemeAn incentive scheme to achievethe organizational objectives canbe a twin edged sword.In certain cases, it may work whilein many cases, it gets dysfunctionaland sometimes, deliversprosecutable results, whether byemployees manipulating thesystem or by perverse controls thatunwittingly incentivize theundesired behaviors. #14 ©2012 Vector Consulting Group. All Rights Reserved. 16
  17. 17. Employee RatingMost firms rate majority of their workforce as average, so thatthere is a perfect fit in the Bell-shaped curve used for appraisal. When employees are regularly categorized as average employees to fit in the curve, they are likely to shape their behavior and performance at average level only, which might pull the entire organization down. #15 ©2012 Vector Consulting Group. All Rights Reserved. 17
  18. 18. Food For Thought Be less curious about people and more curious about ideas. ~ Madam Curie #16 ©2012 Vector Consulting Group. All Rights Reserved. 18
  19. 19. :) Thank You ©2012 Vector Consulting Group. All Rights Reserved. ©2012 Vector Consulting Group. All Rights Reserved.

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