Modern management, Today's Manager, Skills and Performance

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Today Manager Skills, Modern Management Skills for Pharmaceutical Business

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Modern management, Today's Manager, Skills and Performance

  1. 1. MODERN MANAGEMENTMODERN MANAGEMENT TODAY’S MANAGERTODAY’S MANAGER
  2. 2. • Managerial FunctionsManagerial Functions :: Manager job is to create an environment to let the others toManager job is to create an environment to let the others to work efficiently.work efficiently. • Manager Job :Manager Job : Supervisor Planning Directing Organizing Controlling
  3. 3. • PlanningPlanning ::Is a systematic processIs a systematic process to attainingto attaining the goals.the goals. • OrganizingOrganizing :: Is the process of creatingIs the process of creating structure, establishing relationships and allocatingstructure, establishing relationships and allocating resources to accomplish the goals.resources to accomplish the goals. • DirectingDirecting :: Is the guiding , leading andIs the guiding , leading and overseeing the employees to achieve the goals.overseeing the employees to achieve the goals. • ControllingControlling :: Involves verifying that actualInvolves verifying that actual performance matches the plan.performance matches the plan.
  4. 4. The Key stone in the organizationThe Key stone in the organization
  5. 5. Management SkillsManagement Skills
  6. 6. • Planning Process.Planning Process. • Operating Guidelines.Operating Guidelines. • Objective Setting-MBO.Objective Setting-MBO. • Action Planning.Action Planning. • Problem Solving and DecisionProblem Solving and Decision Making.Making.
  7. 7. • Planning Process.Planning Process. • Operating Guidelines.Operating Guidelines. • Objective Setting-MBO.Objective Setting-MBO. • Action Planning.Action Planning. • Problem Solving and DecisionProblem Solving and Decision Making.Making.
  8. 8. • Planning Process :Planning Process : Objective of planning.Objective of planning. Complete planning process.Complete planning process. Types of plans.Types of plans.
  9. 9. Why Should you plan?Why Should you plan?
  10. 10. Advantages ofAdvantages of planningplanning • To minimize the risks and prepare toTo minimize the risks and prepare to overcome the unexpected problems.overcome the unexpected problems. • To determine whether we should attemptTo determine whether we should attempt the task and work out the most effectivethe task and work out the most effective way of reaching our target.way of reaching our target. • To avoid the trap of working extremelyTo avoid the trap of working extremely hard but achieving little.hard but achieving little.
  11. 11. Evaluation Are we getting there? Strategies How will we get There? Objectives Where are we going? Analysis Where are we now? The Basic PlanningThe Basic Planning ProcessProcess
  12. 12. The complete planning processThe complete planning process Analysis Strategies ObjectivesMonitoring Mission SWOT Set Goals SMART Operations Tactics Controls Feedback Ongoing Process
  13. 13. Types of plansTypes of plans • Strategic planStrategic plan:: Is the process of developing andIs the process of developing and analyzing the company mission, over all goals,analyzing the company mission, over all goals, general strategies and resources allocation.general strategies and resources allocation. • Tactical plansTactical plans :: Detailed decisions…..Detailed decisions…..long-term. • Operational plansOperational plans :: Day to day work…..Day to day work…..short-term.. Plans may be long-term or short-term, directional or specific.
  14. 14. Operating GuidelinesOperating Guidelines MissionMission VisionVision ValuesValues
  15. 15. MissionMission Why what we do is important ?Why what we do is important ? The Footprint we leave behindThe Footprint we leave behind • It is the justification for theIt is the justification for the organization’s existence.organization’s existence. • To be the world’s premierTo be the world’s premier entertainment co.from a creative,entertainment co.from a creative, strategic, and financial standpoint.strategic, and financial standpoint. Walt DisneyWalt Disney
  16. 16. VisionVision • A picture, image or description of theA picture, image or description of the futurefuture •““A computer on every deskA computer on every desk and in every home’’.and in every home’’. Microsoft visionMicrosoft vision Where do we wish to go?Where do we wish to go? • Must be a clear vision.Must be a clear vision.
  17. 17. ValuesValues Enabling behaviors that will helpEnabling behaviors that will help us to go thereus to go there • Integrity,Respect for people,Integrity,Respect for people, Customer focus, Community,Customer focus, Community, Innovation, Teamwork, performance,Innovation, Teamwork, performance, Leadership and quality.Leadership and quality.
  18. 18. Objective SettingObjective Setting
  19. 19. ObjectiveObjective • Reflect the desired outcomes forReflect the desired outcomes for individuals , groups and organizations.individuals , groups and organizations. • Provide direction for decision making.Provide direction for decision making. • Is the driver of the planning process.Is the driver of the planning process. Is the foundation of planning.Is the foundation of planning.
  20. 20. MBOMBO Management byManagement by objectiveobjective • An effective planning tool to help theAn effective planning tool to help the manager set objectives.manager set objectives. • The successful MBO should includeThe successful MBO should include commitment and all organization levelscommitment and all organization levels must be participated.must be participated. • MBO StepsMBO Steps :: ** Explain goals.Explain goals. **Review individual Objectives .Review individual Objectives . **Agree the objectives.Agree the objectives. **Review results and establish goals for theReview results and establish goals for the next period.next period. MBOMBO Management by objectiveManagement by objective
  21. 21. MBOMBO
  22. 22. objectiveobjective SS MM AA RR TT pecificpecific easurableeasurable chievablechievable ealisticealistic ime-limitedime-limited
  23. 23. Action PlanningAction Planning
  24. 24. •Each objective should translate into action plan.Each objective should translate into action plan. •Action Plan help the manager to organize andAction Plan help the manager to organize and coordinate his team’s activities.coordinate his team’s activities. •Action Plan states specifically the tasks to beAction Plan states specifically the tasks to be done to achieve the objective .done to achieve the objective . •Action Plan include:Action Plan include: Schedule with deadlines.Schedule with deadlines. Resources necessary.Resources necessary. Methods to measure the objective.Methods to measure the objective. Action plan
  25. 25. Application of planning in the day toApplication of planning in the day to day work ofday work of Medical Rep.Medical Rep. Please list the areas which requirePlease list the areas which require planning?planning?
  26. 26. The complete planning processThe complete planning process Analysis Strategies ObjectivesMonitoring Mission SWOT Set Goals SMART Operations Tactics Controls Feedback Ongoing Process
  27. 27. Moving along the plan, problems are alwaysMoving along the plan, problems are always encountered.encountered.
  28. 28. Decision Making and Problem Solving
  29. 29. Decision making & problem solving • For every problem there is more than 1For every problem there is more than 1 right solution.right solution. •Decision making is the process of selectingDecision making is the process of selecting an alternative course of action that will solvean alternative course of action that will solve a problem.a problem.
  30. 30. Decision Making • The 3 golden keys for decision makingThe 3 golden keys for decision making are:are: •Decision making isDecision making is critical because,critical because, if it isif it is logic thinking.logic thinking. creativity.creativity. Timing.Timing.
  31. 31. Decision making is critical because • If it is right…..If it is right….. Right decision Problem solving protocolMeeting objectives
  32. 32. Problem solvingProblem solving techniquetechnique (3 diamonds technique)(3 diamonds technique) start MILESTONES, where the top managements invited to come to see the results and approve to go to the NEXT step PP CC SS Problems Causes SolutionsProblems Causes Solutions
  33. 33. Problem • Define correctly (narrower or broader).Define correctly (narrower or broader). • Solve the problem & not its symptoms.Solve the problem & not its symptoms. PP
  34. 34. Causes CC • External.External. • Internal.Internal.
  35. 35. Solution • Best approach to develop solutions isBest approach to develop solutions is “BRAIN STORMING”.“BRAIN STORMING”. • Brain storming = suggesting as manyBrain storming = suggesting as many alternatives as possiblealternatives as possible without evaluation.without evaluation. • Participants should be encouraged to makeParticipants should be encouraged to make wild extreme suggestions & build onwild extreme suggestions & build on suggestions of others .suggestions of others . SS
  36. 36. Solution (Cont.)(Cont.) • None of the alternatives are evaluatedNone of the alternatives are evaluated until all possibilitiesuntil all possibilities are exhaustedare exhausted .. • Evaluate each alternative according to itsEvaluate each alternative according to its strengths & weaknesses .strengths & weaknesses . • Eliminate non workable alternatives .Eliminate non workable alternatives . SS
  37. 37. Solution (Cont.) • Making a choice among alternatives.Making a choice among alternatives. • Usually the alternative that rates theUsually the alternative that rates the highest score should be the preferred.highest score should be the preferred. • Decision can be assisted by person’sDecision can be assisted by person’s experience ,past judgment ,advice fromexperience ,past judgment ,advice from others or even a hunch.others or even a hunch. • Timing impact the decision.Timing impact the decision. • Consensus (input weighed equally).Consensus (input weighed equally). SS
  38. 38. Usually consensus means:
  39. 39. Implement the decision • Communicate the decision to thoseCommunicate the decision to those directly & indirectly affected.directly & indirectly affected. • Employees must understand how theEmployees must understand how the decision will affect them.decision will affect them. • Take commitment from them.Take commitment from them.
  40. 40. Evaluate the decision • Follow up , feedback ,reports ,appraise theFollow up , feedback ,reports ,appraise the outcomes.outcomes. • Determine if desired results were achievedDetermine if desired results were achieved • If not ,review process from the beginningIf not ,review process from the beginning to detect error.to detect error.
  41. 41. • PlanningPlanning ::Is a systematic processIs a systematic process to attainingto attaining the goals.the goals. • OrganizingOrganizing :: Is the process of creatingIs the process of creating structure, establishing relationships and allocatingstructure, establishing relationships and allocating resources to accomplish the goals.resources to accomplish the goals. • DirectingDirecting :: Is the guiding , leading andIs the guiding , leading and overseeing the employees to achieve the goals.overseeing the employees to achieve the goals. • ControllingControlling :: Involves verifying that actualInvolves verifying that actual
  42. 42. Organizing ProcessOrganizing Process • Steps includeSteps include:: 11-Review plans.-Review plans. 22-List all tasks to be accomplished.-List all tasks to be accomplished. 33-Divide tasks into groups as one-Divide tasks into groups as one person can accomplish a job.person can accomplish a job. 44-Group related jobs together in a-Group related jobs together in a logical and efficient manner.logical and efficient manner. 55-Assign work to individuals.-Assign work to individuals. 66-Delegat authority to establish-Delegat authority to establish relationships between jobs andrelationships between jobs and groups of jobs.groups of jobs. Workflow analysisWorkflow analysis
  43. 43. Directing ProcessDirecting Process • Team building.Team building. • Consensus building.Consensus building. • Selecting.Selecting. • Training.Training. • Leading.Leading. • Motivating.Motivating.
  44. 44. Team BuildingTeam Building • Members confused, stillMembers confused, still individuals not a team.individuals not a team. • Conflicts arise over goalsConflicts arise over goals and personalities.and personalities. Arguments.Arguments. • Team start to agree workingTeam start to agree working patterns and strengthen.patterns and strengthen. • Team has settled most of itsTeam has settled most of its problems and concentratesproblems and concentrates on achieving the team goals.on achieving the team goals. FormingForming StormingStorming NormingNorming PerformingPerforming
  45. 45. Consensus BuildingConsensus Building • No one accomplishes much alone.No one accomplishes much alone. • When an individual works together withWhen an individual works together with others : effectiveness grows , creatingothers : effectiveness grows , creating greater productivity .greater productivity . • Group Decision making.Group Decision making. • Group Conflicts:Group Conflicts: FunctionalFunctional …………DysfunctionalDysfunctional.. The goal of professional Supervisor isThe goal of professional Supervisor is toto Create an environment where conflictCreate an environment where conflict isis Healthy.Healthy.
  46. 46. • SelectingSelecting :: Competent ,Competent , high performing employees capable of achievinghigh performing employees capable of achieving the goals & forecasting the employment needs.the goals & forecasting the employment needs. Then Interviewing the Applicants. (Then Interviewing the Applicants. ( Questions forQuestions for the interviewthe interview ).). • TrainingTraining :: Orientation program.Orientation program. Organizations invest in training to improveOrganizations invest in training to improve employees performance .employees performance . PerformancePerformance = Ability x Motivation (Effort).= Ability x Motivation (Effort). AbilityAbility = Aptitude x Training x Resources.= Aptitude x Training x Resources. MotivationMotivation = Desire x Commitment.= Desire x Commitment.
  47. 47. LeadingLeading • Traditional Leadership:Traditional Leadership: Is an interpersonal influence directed towardIs an interpersonal influence directed toward achievement of a goal or goals.achievement of a goal or goals. InterpersonalInterpersonal …………InfluenceInfluence…………GoalsGoals Leader influences more than one person toward aLeader influences more than one person toward a goal.goal. • Modern Leadership:Modern Leadership: Is a dynamic relationship based on mutualIs a dynamic relationship based on mutual influences and common purpose between leadersinfluences and common purpose between leaders and collaborators through high level of motivation.and collaborators through high level of motivation. RelationshipRelationship….….MutualMutual…..…..CollaboratorsCollaborators Leader is influenced by the collaborators while theyLeader is influenced by the collaborators while they work together to achieve an important goal.work together to achieve an important goal. A Leader can be a manager but a manager is notA Leader can be a manager but a manager is not necessarily a leader.necessarily a leader.
  48. 48. MotivatingMotivating • Motivation is the set ofMotivation is the set of process that moves a personprocess that moves a person toward a goal.toward a goal. • The Supervisor ( Motivator )The Supervisor ( Motivator ) wants to influence thewants to influence the factors that motivatefactors that motivate employees to higher levelemployees to higher level productivity.productivity. • What are the theories ofWhat are the theories of motivation:motivation: 1-1-MaslowMaslow.. 2-2-HerzbergHerzberg..
  49. 49. ControllingControlling • Directly related to theDirectly related to the planning to ensure that theplanning to ensure that the plans are beingplans are being implemented properly.implemented properly. • Effective control systemsEffective control systems use tools to monitoruse tools to monitor activities and takeactivities and take corrective actions whencorrective actions when needed.needed. • The Supervisor observeThe Supervisor observe what happens andwhat happens and compares that with whatcompares that with what was suppose to happen.was suppose to happen. Comparing Action Measuring
  50. 50. Dealing with your EmployeesDealing with your Employees • The key of managing people is the understanding of :The key of managing people is the understanding of : ( What Motivates and what Satisfies them )( What Motivates and what Satisfies them ) about: Work…………………Employer.about: Work…………………Employer. • Reading people , push the right buttons without Qs.Reading people , push the right buttons without Qs. • People are very complicated and there is no onePeople are very complicated and there is no one standard method to deal with them.standard method to deal with them. CHALLENGINGCHALLENGING • Supervisor or Manager jobSupervisor or Manager job is to get the work doneis to get the work done through the others and to maximize the quality & quantitythrough the others and to maximize the quality & quantity of work through a skillful team.of work through a skillful team. • If theIf the Skillful teamSkillful team not in the proper frame of mind thenot in the proper frame of mind the productivity will suffer.productivity will suffer.
  51. 51. What do the employee want?What do the employee want? • They want to feelThey want to feel likelike they are part of thethey are part of the decision making processdecision making process ….their opinion counts.….their opinion counts. • To show a genuine concern for them.To show a genuine concern for them. • To be paid a fair and competitive wage for theTo be paid a fair and competitive wage for the work they perform.work they perform. • They want feedback of their performance.They want feedback of their performance. • To feel like they are important as the others.To feel like they are important as the others. • To work in an environment that encourage openTo work in an environment that encourage open communication.communication. • To be kept informed aboutTo be kept informed about what’s going on.what’s going on. • Some degree of recognition for a job well done.Some degree of recognition for a job well done. • Clear communication of what is expected ofClear communication of what is expected of them.them.
  52. 52. How to read your team?How to read your team? • Managers need to learn how to read people & thisManagers need to learn how to read people & this requires : Listening skills …..Good observationrequires : Listening skills …..Good observation skills.skills. • How?How? 1-Must spend a good time with your team.1-Must spend a good time with your team. a-To understand what is important to them&a-To understand what is important to them& whatwhat motivates them.motivates them. b- Strengthen the rapport with them.b- Strengthen the rapport with them. What are really the motives of people?What are really the motives of people?
  53. 53. The Basic MotivatorsThe Basic Motivators 1-1- For many people the most motivating factor isFor many people the most motivating factor is MONEYMONEY.. Money motivates by fulfilling the needs andMoney motivates by fulfilling the needs and wants.wants. How to know that this person?How to know that this person? People with high dominance and factors in theirPeople with high dominance and factors in their personality.high inner security level.personality.high inner security level. How to motivate him or her?How to motivate him or her? Money motivates best when performance is directlyMoney motivates best when performance is directly linked to monetary gains. i.e., increased salary,linked to monetary gains. i.e., increased salary, bonus, incentive.bonus, incentive.
  54. 54. The Basic MotivatorsThe Basic Motivators 2-For many people the most motivating factor is2-For many people the most motivating factor is the Reinforcementthe Reinforcement of a job well doneof a job well done .. HOW?HOW? This comes in the form of praise, promotion , highThis comes in the form of praise, promotion , high score in evaluation.score in evaluation. 3-For some people has high conformity factors3-For some people has high conformity factors and patience in her or his personality profile.and patience in her or his personality profile. HOW?HOW? Job security is the bigger motive.Job security is the bigger motive.
  55. 55. People respect ManagerPeople respect Manager who:who: • Show an interest in them as people.Show an interest in them as people. • Fair and consistent.Fair and consistent. • Honest and trustworthy.Honest and trustworthy. • Stick to their word.Stick to their word. • Set a clear and realistic forecast and goals.Set a clear and realistic forecast and goals. • His decision based on sound reasoning andHis decision based on sound reasoning and logic not in ego or emotion .logic not in ego or emotion . • Lead by example ‘’do as I do’’ not as I say.Lead by example ‘’do as I do’’ not as I say. • Act maturely.Act maturely. • Have a can do & positive attitude.Have a can do & positive attitude. • Don’t look down on employees.Don’t look down on employees.
  56. 56. People respect Manager who:People respect Manager who: • Don’t constantly change priorities.Don’t constantly change priorities. • Know how to laugh and aren’t all business.Know how to laugh and aren’t all business. • Don’t appear to be out of themselves.Don’t appear to be out of themselves. • Provide reasonable opportunities for them.Provide reasonable opportunities for them. • Know how to praise In public and to criticize inKnow how to praise In public and to criticize in private.private. • Know the company vision , mission and values.Know the company vision , mission and values. • Show no favoritism.Show no favoritism. • Don’t self-promote.Don’t self-promote. • Work hard.Work hard. • Share success.Share success. • Can admit he or her did a mistake .Can admit he or her did a mistake .
  57. 57. People respect Manager who:People respect Manager who: • Can apologize sincerely.Can apologize sincerely. • Develop their people.Develop their people. • Don’t overreact.Don’t overreact. • Show respect for employees.Show respect for employees. STUDY THIS LIST CAREFULLY AND LIVE BY IT ……STUDY THIS LIST CAREFULLY AND LIVE BY IT …… IF YOU DO, YOU WILL GAIN THE RESPECT ANDIF YOU DO, YOU WILL GAIN THE RESPECT AND COOPERATION OF ALL ORGANIZATIONCOOPERATION OF ALL ORGANIZATION MEMBERS.MEMBERS.

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