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Insights on Managing People by VCG

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Insights on Managing People by VCG

  1. 1. LEVERAGING THE POTENTIAL VCG employs the 'Theory of Constraints’ philosophy to bring about quantum jump 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 People 202, Orion Business Park, Kapurbawadi Naka, Phone: +91 22 2589 5896 Email: vcg@vectorconsulting.in Ghodbunder Road, Thane (West) – 400607 Fax: +91 22 2589 5897 Web: www.vectorconsulting.in ©2012 Vector Consulting Group. All Rights Reserved. 2
  3. 3. Information Sharing You cannot expect productivity from your #1 resources, unless you have ensured full kit of information and material before the start of their work with fast issue resolution 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 Decisions Despite knowing that respecting people and not ignoring their ideas is essential for managing people, managers tend to make one of the three bad decisions #3 1. Reject ideas straightway 2. Postpone the decision infinitely, and 3. 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 Feedback Usually, the inventor is enthusiastic and blind to the negative ramifications of the idea. However if a manager rejects that person’s idea blindly, he disrespects and makes the enthusiastic person 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 Management Actions (or inactions) of people in organizations emanate from the demands of meeting a Valid Universal Need (personal or organizational). Hence, when we find people acting contrary to our expectations, it is important to understand the need and the associated assumptions in their minds. The understanding is likely to help in getting a breakthrough. #8 ©2012 Vector Consulting Group. All Rights Reserved. 10
  11. 11. People Management More job responsibilities and less authorities in a job create dubious 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? #11 The worst abdication of responsibility is giving a deadline to a resource for a task and then checking with the resource only close 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 didn't you tell me before?” Then ask yourself a much more fundamental question - “Why didn't 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 Scheme An incentive scheme to achieve the organizational objectives can be a twin edged sword. In certain cases, it may work while in many cases, it gets dysfunctional and sometimes, delivers prosecutable results, whether by employees manipulating the system or by perverse controls that unwittingly incentivize the undesired behaviors. #14 ©2012 Vector Consulting Group. All Rights Reserved. 16
  17. 17. Employee Rating Most firms rate majority of their workforce as average, so that there 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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