basic managerial skills.ppt

7/28/2019 Basic Managerial Skills.ppt

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6/13/2013

BASIC MANAGERIAL SKILLSROLE OF THE FRONT LINE MANAGER


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THE FRONT LINE MANAGER

SENIOR MANAGEMENT

WORKMEN

FRONT LINE

MANAGER


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THE FRONT-LINE MANAGER - his tasks

DEALING WITH PEOPLE

DEVELOPING ABILITIES

BUILDING TEAMS

ACHIEVING RESULTS


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FROM TO

Doing the job An uncertain managerial role

Using technical skills Placing emphasis on people Using well developed skills Having to learn new ones

Being delegated tasks Having to delegate to others

Controlling the output Being evaluated on others

output Having knowledge Managing others - often with

more knowledge

MOVING INTO A MANAGERIAL ROLE

INVOLVES MAKING CHANGES FROM THEWAY YOU PREVIOUSLY PERFORMED


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AS ONE MOVES UP THE LADDER

THE FOCUS CHANGES

PLAN CONTROL

DOING

SENIOR

MANAGEMENT

OPERATOR

As an Operator you are an Expert at your job In a Managerial Role you often lose the expertise &spend most of your time in Planning and Controlling

The higher you climb the less of an expert you are


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THE MANAGERIAL FUNCTIONS

PLANNING ORGANISING

STAFFING

DIRECTING

COORDINATING

REPORTING

BUDGETING

CONTROL DECIDE

COMMUNICATE

MOTIVATE

DELEGATE

DEVELOP

COUNSEL

MANAGE CHANGE MANAGE CONFLICT

COPE WITH STRESS


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THE MANAGER : his role

MANAGER

LEADER ADMINISTRATOR COORDINATOR

SPECIALIST

TRAINERCOMMUNICATOR

PROBLEMSOLVER

MOTIVATOR


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THE MANAGER : MY AKA !

MYMANAGER

Grant Loan orRefuse

Make me feelfine or miserable Accept orReject me

Develop or

Finish me

Make meRicher orPoorer

Grant Leave or

Refuse it

Reward or

Punish

RecommendPromotionor Demotion


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THE MANAGER : his role

Subordinates Superiors Associates Work

- Set good example

- Listen to ideas, complaints

- Develop a feeling of

belonging to a team

- Give feedback on

performance

- Share goals

- Encourage them to take

responsibility

-Train them

- Consult them- Appreciate creditable

work

- Be just

- Counsel

- Accept full

responsibility for work

- Inform progress

- Understand

expectations

- Represent your

employees

- Lighten his load

- Report critical

incidences

- Cooperate with other

Managers

- Coordinate work with

other sections

- Understand problems

of peers

- Accept suggestions &

criticisms of peers

- Inform on data that

affects them

- Extend help

-Know your w

-Plan your wo

-Anticipate

problems

-Equipment

health

-Availability

materials

-Distribute w

-Use PDCA

-Train

-Handle prob

cases

-Develop new

ways


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LEADER

EXERCISES SELF - DISCIPLINE INTERMS OF :

Attendance & Punctuality

Availability at Work Place

Not absenting without information

Using PPEs himself

Keeps his own workplace clean


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ADMINISTRATOR Grants/Refuses Leave of his people

Grants/Refuses OT

Initiates Disciplinary Action

Ensures data logging by people

Ensures availability of people at workplace

Ensures use of PPEs by his people

Ensures housekeeping in his area

Maintains records


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COORDINATOR

For all activities to meet objectives- Ensures availability of all resources

to meet area objectives


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SPECIALIST

Ensures application of Processes

Ensures Quality

Thinks in terms of Improvements -

efficiencies, costs, utilisation...

Adherence to ISO

Ensures Safety


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TRAINER

Identifies Skills / Competency needs

for the job

Identifies Training Needs for his

people

Organises training

Guides, Coaches


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COMMUNICATOR

Shares Objectives

Ensures understanding of objectives

Sends reports Reads reports

Shares Successes & Failures

Gives feedback, receives feedback

Listens


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PLANNING

PUTTING THE FUTURE TO THE PRESENT

A PLAN HAS 3 MAJOR STEPS

OBJECTIVES goals, targets, outcomes, resultsthat one desires to accomplish

IMPLEMENTATION how are people & resources to becombined, over what period of time

EVALUATION - how is the progress going to bemonitored so that course correctionsare possible


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MOTIVATOR

Encourages achievements

Gives positive strokes

Builds enthusiasm Involves people

Extends help

Recognises good contributions

Shares successes and blames both


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PROBLEM SOLVER

Addresses day-to-day problems

- Technical- Human

- External


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PLANNING

PUTTING THE FUTURE TO THE PRESENT

SOME PEOPLE ARE REACTIVE THEY DO NOT PLAN.THEY ARE CONTENT WITH MEETING THE SITUATIONWHEN IT COMES

AS A MANAGER WE NEED TO MAKE AN ATTEMPT TOCONTROL THE FUTURE. WE NEED TO BE PRO-ACTIVE.

WE NEED TO THINK AHEAD & CONSIDER :

HOW YOU WANT THINGS TO TURN OUT

HOW WOULD THEY TURN OUT IF YOU DO NOT TAKEANY ACTION

WHAT YOU NEED TO DO TO MAKE THE FUTURE ASYOU WOULD WANT IT TO TURN OUT


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ORGANISING

MAKING THE BEST USE OF RESOURCES

TECHNOLOGY

EQUIPMENT

MONEY

RAW MATERIALS

PEOPLE

PROCESSES PRODUCTS

OUTPUT

HOW DO WE ORGANISE :

IN A MIX THAT WOULD GIVE US BEST RESULTS


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MANAGING CONFLICT

PEOPLE DONT ALWAYS SEE EYE TO EYE

CONFLICT IS A NORMAL BY-PRODUCT OF PEOPLE TRYINGTO WORK TOGETHER. SINCE SOME PEOPLE DIFFER WITHEACH OTHER, CONFLICTS ARISE.

AS MANAGERS IT IS GOOD IF WE ARE ABLE TO :

LIMIT THE NO. OF CONFLICTS

RESOLVE WITHIN AN ACCEPTABLE TIME PERIOD

LOOK FOR THE ROOT CAUSE

PREVENT IT FROM DOING IRREPARABLE HARM

USE THE CONFLICT AS A NEW LEARNING

M N G NG CH NGE


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MANAGING CHANGE

CHANGE the ONLY unchanging factor in

a changing society

AS A MANAGER ONE HAS TO MANAGE CHANGE

CHANGES IN TECHNOLOGY

CHANGES IN SKILL REQUIREMENTS CHANGES IN PROCESSES

CHANGES IN ENVIRONMENT

CHANGES IN POLICY

CHANGES IN ORGANISATION STRUCTURE / MANNINGCHANGES IN CUSTOMER DEMANDS

DELEGATING


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DELEGATING

SHARING THE TASKS : Do I need to do this ?

XHanding out tasks,telling peopleprecisely how tocarry them out andgive them NOfreedom to usetheir initiative

Entrust somebodydown the line withthe authority tomake decisionsabout the task.

You may specifythe desired resultsbut leave it to himto decide the path

Abdicatingresponsibility

You are stillresponsible for thetask delegated

DELEGATION :

Increases involvement

Creates enthusiasm

Increases output

Saves your time

Gives you scope to move higher

Increases your effectiveness


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MOTIVATING getting your people towork willingly and productively to achieveresults desired

COPING WITH STRESS work pressures

COMMUNICATIONG

DECISION MAKING

CONTROLLING

DIRECTING.

FUNCTIONS : Front Line Managers


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CONSISTENCY IN DEALINGS, APPROACH

DEMONSTRATE FAIRNESS

EXHIBIT LEADERSHIP QUALITIES

ASTUTE OBSERVATION

EXUDE CONFIDENCE IN HIMSELF, TEAM

CLARITY IN COMMUNICATION

SET EXAMPLE

AUTHENTIC & DIRECT SELF-RESPECT

LEARN FROM FAILURE

MANAGING PEOPLE : some principles

basic managerial skills.ppt

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