HOW TO RELAX AND ENJOY YOUR MANAGERIAL POSITION AND STILL BE PRODUCTIVETOTAL SLIDES : 37ByFLT LT M TAHIR KHAN

AIMTo apprise the house about basic managerial tactics to make ones job easy, joyful and productive

SEQUENCE Introduction Stress management Time Management Command and Leadership Delegating Skills Conclusion Q & A

INTRODUCTION

STRESS MANAGEMENT

STRESSStress is defined as a persons adaptive response to a stimulus, that places excessive psychological or physical demands on that person.

Good Stress Bad StressTYPES OF STRESS

STRESS AND PRODUCTIVITY/ EFFICIENCY OPTIMUMLEVELLEVEL OF STRESSOPERFORMANCE

CAUSES OF STRESS Organizational Stressors. These include factors in the workplace that can cause stress.

Life Stressors. These include factors or events that take place outside the organisation.

STRESS MANAGEMENT Individual Coping Strategies

Organizational Coping Strategies

INDIVIDUAL COPING STRATEGIES Exercise Dont panic Dont be angry Say your prayers & meditate Keep your aspirations realistic Clarify your role in the organization Be patient Make friends Smile

ORGANIZATIONAL COPING STRATEGIES Job analysis Work schedules Participation Mix of work and non-work activities Keep personnel well-informed of their standing in the organization Adopt open-door policy Consistent policies Family-like atmosphere Helping

TIME MANAGEMENT

Dont try to manage the clock;Learn instead to manage yourself

TIME MANAGEMENT TOOLSDecide work priorities.Prepare activity logs.Make action plans and act on your plans.Make things to do list.Schedule your time effectively.Do it now.

TIME AND MOTION STUDY Time can be best managed when the leader can see how much of it is spent productively and how much is actually wasted.

OUT COMES OF TIME AND MOTION STUDYInternal Time Wasters: -Putting things off to do them tomorrowLong tea breaksSocialisingMisplaced itemsPoor organisation of ones work and work placeLack of self-discipline

OUT COMES OF TIME AND MOTION STUDYExternal Time Wasters: -MeetingsBriefingsToo much mail and lengthy correspondence.VisitorsPhone callsPet projects of the senior officer.

DELEGATING SKILLS

DefinitionDelegating has been defined as getting work done through others.Importance for managersAs people move up the corporate ladder, they must learn to delegate jobs requiring technical skills to their subordinates, to give them more time to learn Human and Conceptual Skills.DELEGATING SKILLS

TO WHOM CAN WE DELEGATE?ManagerUpwardsDownwardsSideways (Consultants)Sideways

THE DELEGATION PROCESSManagerSubordinateStep 1:AssigningResponsibilityStep 2:GrantingAuthorityStep 2:Creating Accountability

PERSONAL OBSTACLES IN DELEGATIONWhat to delegateYou are Supposed to know everythingFeel nervous about jobFeeling yourself more competent

DELEGATION PITFALLSAlways delegating to the most capableDelegating directly to your subordinates staffFailing to delegate the tasks you enjoy doing but which others could doDelegating tasks which you should do but which you dont like

KEY STEPS OF DELEGATIONTask identificationRight personExplanationSpecify standardsDeadlineReporting methodEncourage questionsUnscheduled status checksPraise/ Suggest improvements

DECIDING TO DELEGATEMust do, cant delegateShould do, could delegateCould do myself, should delegateMust delegate

DELEGATION IN PRACTICEWhat to DelegateRoutine and minor tasksTask that other team member can do as wellTask that will develop the skill and knowledge of team and provide challengeWhat not to DelegateTasks that are outside the competency of the teamMatters that need your responsibility / experienceResponsibility to build and maintain team

TRUSTThe only way to inculcate trust is to trust people, and the surest way to make someone untrustworthy is to distrust him. You cant hide trust or distrust.Anonymous

THE SPIRAL OF TRUSTBy TrustingYou Encourage Participation Consensus ConfidenceYour Subordinate shows Initiative Dedication OpennessIt results in Accomplishment Pride CommunicationAnd Leads to:Confirmation of Trust

DUMPINGAbdicating your own responsibilitySurrendering your controlling influenceIgnoring current workloads and deadlinesNot listening to your staffI had to learn a hard way, so can theyIf I have to explain everything I might as well do it myself in the first place

COMMANDANDLEADERSHIP

LEADERSHIPLeadership is "the process of encouraging and helping others to work willingly and enthusiastically toward common objectives."

LEADERSHIP STYLESAutocratic

Democratic

Laissez-faire

HERSEY & BLANCHARD'S SITUATIONAL LEADERSHIPMajor Dimensions of a Leader's Concern

Task Behaviour

Relationship Behaviour

TIPS TO BECOME GOOD LEADERThinking PositivelyAvoid Negative Self -TalkPrevent Arrogant and BoastingNegotiate SuccessfullyTake Better DecisionsAct EthicallyCommunicating EffectivelyBuilding RelationshipMotivating OthersIncrease the Self-Esteem of OthersHold others Accountable

CONCLUSION

THANK YOU

Q & A