excellent manager engr....

EXCELLENT MANAGER

Engr. Ansari..................................................................................................................General Manager; OperationsMK Fashions Ltd.Lecturer, BUFT

Trainer & Consultant, BDJOBS TrainingTrainer and consultant, Prothom-Alo Jobs trainingTrainer for Wal-Mart BD Ltd.

Expert on Fully Automated Production Control System(ETS/GPRO, FR, SAP)Expert on LEAN MANUFACTURING

.................................................................................................................Ph- +8801823472921(Direct from Overseas)Alt. Ph- +8801823472922(Direct from Overseas)Email: ansari_engr@yahoo.comskype: engineer-ansari.....................................................................................Right First TimeRespect for peoples

.................................................................................................................The true sign of intelligence is not knowledge but imagination

Vince Lombardi said that the key to winning is to

“ become brilliant on the basics”

1. MANAGERIAL EFFECTIVENESS

A manager is someone who gets results with and through other people.

A superior manager is someone who gets superior results with & through other

people.

Keep your eye on the ball.

Why are you on the payroll?

Cont’d …

Managerial effectivenesscont’d

What specific, measurable results have you been hired to accomplish?

What can you, and only you, contribute to your organization?

Think through your work in detail.

What are we trying to do?

How are we trying to do it?

2 FOCUS ON YOUR KEY RESULTS AREAS

Seven key results areas for management:

Their boss

1 Customer needs External customer

Their people

2 Economics. Work to increase revenues / decrease costs

3 Quality. How can we improve quality?

4 Productivity. Output – results

5 Innovation. New ideas, products and services for the future

6 People growth . The pay- off for training is 30: 1

7 Organizational development. Create a positive climate.

Seven key results areas for management:

3 STANDARDS OF PERFORMANCE

These must be specific, measurable and time bounded.

“ What gets measured gets done” Rewards must be based on performance

alone. “ What gets rewarded gets done” Inspect what you expect. Quality control – internal & external

4 CONCENTRATION OF POWER

Only concentrate on critical areas were it makes a difference

5 VITAL FUNCTION THEORY

Seven key functions of management

Cont’d…

Seven key functions of management cont’d

Planning Organizing Staffing Leading Communication Decision making Controlling

6 MANAGEMENT BY OBJECTIVES

With your subordinate, agree on the results expected.

Standards of performance – agree on measurement, determine the time.

Be available. Give freedom to methodology. Review regulatory requirements.

7 MANAGEMENT BY EXCEPTION

Once each job has been assigned with key result areas and standards of performance, tell the person to report to you only when there is a variance.

8 EFFECTIVE DELEGATION

Match the skills of the person with the requirements of the task

Explain the result you want and why Explain your preferred method of approach Turnover 100% responsibility Resist the temptation to interfere Schedule regular meetings for review

9 CREATING A PEAK PERFORMANCE CLIMATE

Challenge Freedom Respect people & opinions – even if you

disagree Warmth – friendship factor Control- non- judgmental performance

review” How are things going?” Success experiences – make people feel

like “ winners” Positive, confident expectations

10 MANAGERIAL LEVERAGE

Managerial leverage means increasing the amount of output relative to your input

Batch your tasks- Utilize the “learning curve”

Do things you are better at ( strengths) Teach, train and delegate to others Do more important things. Set priorities. Simplify the work

11 HIRE THE RIGHT PEOPLE

Clearly describe the job before hiring someone

Think through the job Interview at least three people, at least

three times. The Law of Three. Hire based on past performance – check

for accuracy Listen to your intuition

12 FIRING INCOMPETENT PEOPLE

When firing an incompetent person ask the question.

“ who is competent?” The person who made the hiring decision is the incompetent person.

Fire gracefully & firmly.

13 MEETINGS

Ask yourself “ why are we having this meeting”

Always write an agenda Schedule. Always start and stop on time Allow people to leave when they are no longer

necessary Concentrate on the most important items first Press for closure on every item Assume that the latecomer is not coming at all Ask yourself: “Is this meeting wasting someone

else’s time?”

14 TEAM BUILDING

Have overeaching goals for the team – do something big

Meet regularly Celebrate victories, successes and

birthdays Encourage a climate of harmony. Remove

those causing disharmony

15 DECISIVENESS

50 – 60 % of your time is making decisions Define clearly what you are trying to

accomplish Define clearly the boundary conditions

16 REMOVING OBSTACLES

Identify the limiting steps that are holding you back

Identify the “ rock” that blocks your path Once you have identified your main

obstacle, “ swarm all over it” Obstacles are usually products, service or

people problems

17 MANAGER AS A ROLE MODEL

Have good work habits “Every organization is merely the length

of shadow of one man”

18 BRAINSTORMING

Have 4 - 7 people attending The ideal time is 15 – 45 mts. Generate as many ideas as possible

19 NEGOTIATING SKILLS

Determine what you want. Determine your ideal outcome

80% of negotiating success is preparation Argue the other person’s case Always do “win – win” negotiating. Look for

a solution that is satisfactory to both sides

20 COMMUNICATION SKILLS

Learn how to write well Learn how to speak on your feet Develop the ability to sell Expect resistance to new ideas. Ask this “

What do you think” Allow them to think it over for three days.

21 COMMITMENTS TO EXCELLENCE AND PERSONAL PRIDE

Set standards of excellence Encourage, reward and recognize quality

work Celebrate success and achievement Lead by example

SELFAs a manager

CUSTOMER

Internal & exte

rnal

PEOPLE

Individuals

& the w

ork team

ORGANIZATION

& its managem

ent

TASK

Mission

The Central Perspective of the Manager

What separates the excellent companies are, make up of a greater number of individual managers acting as models for excellence.

These excellent managers recognize specific commitments to the

customer,

organization,

key tasks,

people, &

themselves.

The excellent manager lives by the five commitments and works it correct with others to build the ORGANISATION.

What does the excellent manager do?

Commitment to the Customer

INTERNAL EXTERNAL

COMMITMENT TO THE CUSTOMER

THE EXCELLENT MANAGER

Serves the Customer Builds Customer Importance

COMMITMENT TO THE CUSTOMER

Serves the Customer Knows who the customer is Is dedicated to meeting the needs of people

who use the organization's services or products Encourage and listens to input from the

people who use the organization’s service or products

Acts to solve customers’ problems in a timely manner

COMMITMENT TO THE CUSTOMER

Builds Customer importance

Consistently treats the uses of the organization’s services or products.

Clearly communicates the importance of the people who use the organization’s product or service.

Cont’d…

Does not allow destructive comments about the people who use the organization’s products or service.

Is more committed to customer’s long- term satisfaction than the organization’s short

term gain.

COMMITMENT TO THE CUSTOMER

Builds Customer importanceCont’d…

COMMITMENT TO THE ORGANIZATION

and its management

The excellent Manager: Builds the organization Supports higher Management Operates by the basic values

The excellent Manager: Builds the organization

Knows & supports the mission of the organization

Discourages destructive comments about the organization

Is honest and positive in describing organizational benefits

Inspires pride in organization

The excellent Manager:

Supports Higher Management

Describes higher level managers in a positive way.

Avoids destructive comments about higher level managers.

Does not pass the buck or blame higher level management.

The excellent Manager: Operates by the basic values

Understands the basic values of the organization

Manages using the basic values of the organization

Encourages others to operate using the basic values of the organization.

Takes corrective action when basic organizational values are compromised.

COMMITMENT TO SELFas a manager

Demonstrate autonomy Builds Self as a manager Accepts constructive Criticism

COMMITMENT TO SELFas a manager

Demonstrate autonomy

Stands up for personal beliefs. Takes responsibility and ownership for

decisions. Takes reasonable risks in trying out new

ideas. Is more concerned with achieving excellence

than playing it safe.

COMMITMENT TO SELFas a manager

Builds Self as a manager

Shows a high degree of personal integrity in dealing with others

Present self in a positive manner Demonstrates confidence as a manager Avoids destructive self- criticism

COMMITMENT TO SELFas a manager

Accepts constructive Criticism Is willing to admit mistakes Encourages and accepts constructive criticism Acts on constructive advice in a timely manner Does not discourage people from giving

COMMITMENT TO PEOPLE individuals & the work team

The Excellent Manager

Shows Positive Concern and Recognition

Gives Development Feedback Encourages Innovative Ideas

The Excellent Manager

Shows Positive Concern and Recognition

Consistently shows respect and concern for people as individuals

Gives positive recognition for achievement without discomfort to either party

Adequately rewards & reinforces top performance Makes people felt like winners Avoids destructive comments about people at work

The Excellent Manager

Gives Development Feedback

Effectively analyze performance. Develops specific plans when performance needs are improving. Strive to improve people’s performance from acceptable to

excellent. Gives developmental performance feedback in a timely manner. Avoids taking credit for the ideas of others.

The Excellent Manager Encourages Innovative Ideas

Encourages suggestions for improving productivity. Provides opportunities for others to try out new ideas. Acts on ideas and suggestions from others in a timely

manner. Avoids taking credit for the ideas of others.

COMMITMENT TO TASKmission

The Excellent Manager

Keeps the right focus Keeps it simple Is action – oriented Builds task importance

The Excellent Manager

Keeps the right focus

Knows and supports the mission of the overall organization.

Ties individual objectives to larger organizational goals.

Concentrates on achieving what is most important.

The Excellent Manager

Keeps it simple

Keeps the work simple enough to be understood and implemented.

Breaks work into achievable segments. Encourage s efforts to simplify

procedures. Avoids unnecessary complications.

The Excellent Manager

Is action oriented

Communicates a positive sense of urgency about getting the job done.

Emphasizes the importance of day – to – day progress.

Encourage taking action to get things done.

Concentrates on meeting deadlines.

The Excellent Manager

Builds task importance

Is committed to excellence in task achievement Makes the task meaningful and relevant Encourages suggestions for improving

productivity Does not downplay the importance of the work