hr - management, berkshire college, uk
TRANSCRIPT
![Page 1: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/1.jpg)
Dr. Dimitrios P. Kamsaris
1
“HRM - Essential Management Skills Course"
Prof. Dimitrios P. Kamsaris
![Page 2: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/2.jpg)
Dr. Dimitrios P. Kamsaris
2
Elevator Speech
You have 1 minute to prepare and
1 minute to conduct a presentation:
Present your self:
Personal data Education and training received
Working experience Training targets
What is Management?
Activity learning contract
![Page 3: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/3.jpg)
Dr. Dimitrios P. Kamsaris
3
Learning outcomes:
By the end of this training the participants will be able to understand:
What Management is,Realize what type of manager you are,Aspect of communication,Conflict management and its
dimensions,Role of team and ways to built it, Time management Learn: Strategies, Techniques and
Tools
Training targets
![Page 4: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/4.jpg)
Dr. Dimitrios P. Kamsaris
4Dr. Dimitrios P. Kamsaris 4
tell me – I will forget
show me – I may remember
let me get involved – I will understand
![Page 5: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/5.jpg)
Dr. Dimitrios P. Kamsaris
5
What makes an What makes an effective manager? effective manager?
![Page 6: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/6.jpg)
Dr. Dimitrios P. Kamsaris 66
How to manage different people in order
to:
achieve the organisational goals?
utilize their outcome?
Knowledge needed to:Interpret and Prognoses The employee behavior at work
Manager dilemma Manager Manager dilemma dilemma
![Page 7: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/7.jpg)
Dr. Dimitrios P. Kamsaris
77
Result: the systems function well in relation to effective management
Systems operationsSystems operations Effective management
Effective management
Result Result
Management result
a correlation of:
![Page 8: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/8.jpg)
Dr. Dimitrios P. Kamsaris 88
What are the results of a behavior? Feelings & reactions to the below
behaviors:Smiles and looks happy Gives without asking a returnThanks Helps Listens without judgingAccepts responsibility Gives credit Receives bad behaviors with tolerance
and understanding
Result on: long-term relationships, trust, fame, cooperation.
Activity “Positive attitude”
Long term results
![Page 9: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/9.jpg)
Dr. Dimitrios P. Kamsaris 99
Communication system. Dictates: What has to be done, How it should be done, Who will do it, Who reports to whom, Level of decision making.Advantages Utilization of skills, Economies of scale,Easy replacement,Intense usage of equipment,Easy monitoring. Disadvantages Monotony,Lack of interest,Low quality,Low productivity,High turnover
Γ. Δ/ΝΤΗΣΓ. Δ/ΝΤΗΣ
Δ/ΝΤΗΣ ΑΔ/ΝΤΗΣ Α Δ/ΝΤΗΣ ΑΔ/ΝΤΗΣ Α Δ/ΝΤΗΣ ΑΔ/ΝΤΗΣ Α
Τμ/χηςΤμ/χης Τμ/χηςΤμ/χης
Πρ/νοςΠρ/νος
Πρ/νοςΠρ/νος
Τμ/χηςΤμ/χης
Πρ/νοςΠρ/νος
Πρ/νοςΠρ/νος
Organization chart
![Page 10: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/10.jpg)
Dr. Dimitrios P. Kamsaris 1010
The employees accept the power when they:
Understand the orders
Feel orders are compatible with the organizational goals
The orders do not conflict their personal beliefs
Are able to execute the task in the way it was assigned to them
Chester Barnard
![Page 11: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/11.jpg)
Dr. Dimitrios P. Kamsaris
11Dr. Dimitrios P. Kamsaris 11
Human factorHuman factor
Most problems does not concern practical issues but
issues related to
HUMANS.
![Page 12: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/12.jpg)
12Dr. Dimitrios P. Kamsaris 12
The result through people and systems.
Sets goals and agreement Clarifies rolesPlans tasks for execution Organizes resources Communicates priorities Sets timetable Follows a method of result evaluation Controls and Monitors if task is
correctly doneDelegate taskDiscipline Credit to employees
Manager
![Page 13: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/13.jpg)
Dr. Dimitrios P. Kamsaris
1313
Priority: Relationship
High
Low
9
Priority: Task
1 9
(1.9)(1.9) (9.9)(9.9)
(1.1)(1.1) (9.1)(9.1)
Team Team
Army Army
Club Club
High
Manager stance
![Page 14: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/14.jpg)
Dr. Dimitrios P. Kamsaris
1414
One way communication.
The manager says to the team: What How
Where When
Has to be done for the particular task
Manager behavior:
Task
![Page 15: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/15.jpg)
Dr. Dimitrios P. Kamsaris
1515
Two way communication Provides Socio – Emotional supportMutual trust, respect, dialogue,
listening, encouragementManager behavior:
Relationship
Manager Member
![Page 16: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/16.jpg)
Dr. Dimitrios P. Kamsaris
1616
Says BRAVO
Asks for ideas and propositions
Encourages and ensures the member that he can do the job
Listens to the members’ problems and helps them to find a solution
If a member is done well he lets everyone know
Manager behavior:
RelationshipThe manager:
![Page 17: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/17.jpg)
Dr. Dimitrios P. Kamsaris
1717
As the member’s readiness increases, the manager’s task behavior is decreasing and the relationship behavior increases.
Management SkillsTechnical: knowledge and proficiency in work (competencies in field, analytical ability, ability to use appropriate tools and techniques. Human: knowledge and ability to work with people. Assist to achieve a task. Conceptual: ability to work with ideas. To be comfortable at seeing the bigger picture and translate this understanding into words everyone understands.
Effective manager
![Page 18: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/18.jpg)
Dr. Dimitrios P. Kamsaris
1818
Giving many responsibilities, simultaneously in short period of time
Increase in the relationship behavior, without a simultaneous desired result.
Possible problems
![Page 19: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/19.jpg)
![Page 20: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/20.jpg)
![Page 21: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/21.jpg)
![Page 22: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/22.jpg)
ΤΕΡΜΑ
![Page 23: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/23.jpg)
![Page 24: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/24.jpg)
![Page 25: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/25.jpg)
![Page 26: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/26.jpg)
![Page 27: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/27.jpg)
![Page 28: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/28.jpg)
![Page 29: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/29.jpg)
ΤΕΡΜΑ
![Page 30: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/30.jpg)
![Page 31: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/31.jpg)
Dr. Dimitrios P. Kamsaris 3131
Break
Dr. Dimitrios P. Kamsaris
![Page 32: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/32.jpg)
Dr. Dimitrios P. Kamsaris
32
Exploring your Exploring your managerial stylemanagerial style
![Page 33: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/33.jpg)
Dr. Dimitrios P. Kamsaris 33
Middle manager
Successful carrier
Effective manager
32%
28% 44%
20% 11% 26%
19% 48% 11%
13% 19%
29%
Effective manager
Traditional: Make decisions, plans, controls
Communication administrator: Manages information
Personnel: Encourages, conflict man., hires, trains
Public Relations: Builds social relations, external factors
![Page 34: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/34.jpg)
Dr. Dimitrios P. Kamsaris 34
Hum
ane V
ision -
strategies
Technical
Required skills
General manager
Managers
Supervisors
![Page 35: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/35.jpg)
Dr. Dimitrios P. Kamsaris 3535
Provides directives and monitors closely
Words used:– Says – Supervises – Monitors – Directs – Manages
Manager: – Makes decisions
Subordinate: – Helpless, unwilling, unskilled
Style 1: high task
low relationship
![Page 36: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/36.jpg)
Dr. Dimitrios P. Kamsaris 3636
The manager explains the decision and provides the chance for clarification
Words used:– Explain – Clarify – Persuades – Teaches – Trains
Manager: – Dialogue and explanation
Subordinate : – Weak, helpless, willing, enthusiast
Style 2 high task
high relationship
![Page 37: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/37.jpg)
Dr. Dimitrios P. Kamsaris 3737
The manager shares ideas and assists in the decision making process.
Words used:– Participates – Cooperates – Encourages – Supports
Decision making:– the supervisor and subordinate– Subordinate encouraged by
supervisor Subordinate :
capable, sure, insecure
Style 3 low task
high relationship
![Page 38: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/38.jpg)
Dr. Dimitrios P. Kamsaris 38
The manager gives away the decision and implementation responsibilities.
Words used:– Delegates – Gives away – Monitors – Gives room
Decision making:– subordinate
Subordinate :– capable, willing, secure
Style 4low task
low relationship
![Page 39: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/39.jpg)
Dr. Dimitrios P. Kamsaris 3939
Place the animals below in line. Lion, dog, parrot, elephant.
Activity ”Self-perception through others”
lion dog parrot elephant
I want others to see me as:
Other see me as:
In the future I want others to see me as:
I really want to be:
![Page 40: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/40.jpg)
Dr. Dimitrios P. Kamsaris 40
Activity ”Self-perception through others”
lion dog parrot elephant
authorityfearless independent decisionpro-acts leader subjectivefocussed
protect reliable trusting capable loving friend faithfulSupport
ActiveJoyful free spirit social openPopular attractive passion spontaneous
passive tolerant passivecooperate respectStrong controlled CalmSacredWise
![Page 41: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/41.jpg)
Dr. Dimitrios P. Kamsaris 41
• Has time to listen to others
• Respects others and sees their human side, not only results
• Has an interest on others on a personal basis and helps other solve the problems
• Good role model
• Strengthens and encourages others to believe in themselves
• Does not pretend to be the ‘boss’.
• Shares info with others.
• Give credit for good results.
• Give info when results are not expected.
Directives for managers
![Page 42: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/42.jpg)
Dr. Dimitrios P. Kamsaris 42
Once upon a time there was a frog race. The aim was to get on the top of a tower. A lot gathered to support them. That race started… . In reality, everyone
thought that it was an inevitable task. Everyone was shouting: “what a waste,
they will never make it to the top” The frogs begun having doubts of
themselvesOne after the other admitted that they
could not make it. All but one! At the end and after a tremendous effort he made it.
Then the rest asked him how did he made it, when they realized the winner frog was deaf !!!
Conclusion: always pretend to be deaf when other tells you that you will not make it.
The frog
![Page 43: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/43.jpg)
Dr. Dimitrios P. Kamsaris 4343Dr. Dimitrios P. Kamsaris
Lunch
![Page 44: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/44.jpg)
Dr. Dimitrios P. Kamsaris
4444Dr. Dimitrios P. Kamsaris
Managing Conflicts Managing Conflicts
![Page 45: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/45.jpg)
Dr. Dimitrios P. Kamsaris
4545
A situation at which two or more sides consider (correctly or not) that their goals are opposite and each side is trying to prevent the other from accomplishing their goals.
The perception of threat, or actual conflict, is necessary for the initiation of conflict prevention or management measures, and it is essential to address the concept of conflict before exploring how to prevent and manage such occurrences.
Conflict
![Page 46: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/46.jpg)
4646
Misunderstandings
To be negative
Emotions
Colliding interests
Different beliefs, values, expectations,
priorities
Different personalities
Scarce resources
Conflict reasons
Dr. Dimitrios P. Kamsaris
![Page 47: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/47.jpg)
Dr. Dimitrios P. Kamsaris
47
Videohttp://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E
Video 4: Conflict
Management
![Page 48: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/48.jpg)
Dr. Dimitrios P. Kamsaris
4848
D
i
s
o
r
i
e
n
t
s
t
h
e
a
t
t
e
n
t
i
o
n
N
o
n
p
r
o
d
u
c
t
i
v
e
s
i
t
u
a
t
i
o
n
B
a
d
b
e
h
a
v
i
o
r
s
S
t
r
e
s
s
Conflict resultsDisadvantages:
Development of non productive situations,
Results in bad behaviors and the
Creation of stress
![Page 49: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/49.jpg)
Dr. Dimitrios P. Kamsaris
4949
Encourages the change
Activates the innovation
Give to a problem a new perspective
Reveals hidden issues
Promotes accumulated emotions expression
Increase the commitment and the interest
A chance for learning
Conflict resultsAdvantages:
![Page 50: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/50.jpg)
Dr. Dimitrios P. Kamsaris
5050
Anger Unwillingness to listen
No going back from the positionsBlame the othersAggressiveness
AttackingConflict
pre- messages
Dr. Dimitrios P. Kamsaris
![Page 51: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/51.jpg)
Dr. Dimitrios P. Kamsaris
5151
Human reactions under pressure, stress, threat.
Resist
• increase voice volume
•Show with the pointer
•Blame others
•Look intensively
•Hit the table with the hand
Run Run
•Look elsewhere
•Go back
•Speak calmly
•Change subject
•Agree fast
resist or
run
![Page 52: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/52.jpg)
Dr. Dimitrios P. Kamsaris
5252
Dominance Cooperation
Compromise
Avoidance Adjust
Cooperation
Assertiveness
Conflict choices
![Page 53: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/53.jpg)
Dr. Dimitrios P. Kamsaris
53
Conflict management
Conflict resolution
The limitation, easing and control of a conflict without necessarily solving it. Change from destructive to constructive, in the mode of interaction.
Solve of incompatibilities and mutual acceptance of each party’s existence, Aim: resolving or terminating conflicts or increase cooperation and deepen their relationship.
![Page 54: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/54.jpg)
Dr. Dimitrios P. Kamsaris
54
Videohttp://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E
Video 5: Conflict
Resolution
![Page 55: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/55.jpg)
Dr. Dimitrios P. Kamsaris
55Dr. Dimitrios P. Kamsaris
Communication & Influencing Skills
![Page 56: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/56.jpg)
Dr. Dimitrios P. Kamsaris
56Dr. Dimitrios P. Kamsaris
![Page 57: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/57.jpg)
Dr. Dimitrios P. Kamsaris
57
Reflect on job you’ve been involved in.
These are the stakeholders:
Describe the job.
What were the most successful features?
What went wrong?
What was the outcome?
Activity
![Page 58: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/58.jpg)
Dr. Dimitrios P. Kamsaris
58
Facts
Statistics show that 74% of projects are unsuccessful.
One of the factors that contribute to the corporate failure is poor or insufficient communication.
![Page 59: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/59.jpg)
Dr. Dimitrios P. Kamsaris
59
Communication process components
message, source,
encoding, channel, decoding, receiver, feedback,
noise, context and
shared meaning.
Interaction: Primary point of effective communication
![Page 60: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/60.jpg)
Dr. Dimitrios P. Kamsaris
60
Communication types
Verbal Communication Oral: face-to-face or group meetings,
telephone. voice, body language, attitude and nuances.
Written: Memos, Letters, Minutes, Reports, Documentation, Publication
Non-verbal: dress code, voice tone, stance.
Anecdote: NASA neg., hands under table.
Body language can improve the level of understanding.
![Page 61: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/61.jpg)
Dr. Dimitrios P. Kamsaris
61
Communication Issues
Downwards Communication (Man. to Staff)
Directives through speeches and seminars
Company internal newsletterRegular reports on performance
Sharing details and Warns employees
Upwards Communication (Staff to Man.)Reports, Problems and difficulties, Suggestion boxes, open door policy,
face-to-face
Horizontal communication (Among depts.)
co ordination and problem-solving.
![Page 62: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/62.jpg)
Dr. Dimitrios P. Kamsaris 6262
Break
Dr. Dimitrios P. Kamsaris
![Page 63: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/63.jpg)
Dr. Dimitrios P. Kamsaris
63
Process in which info is exchanged and understood with the intention of influencing behavior.
Sender: person wishing to convey a message (idea or info), to others, by encoding the idea in symbols (words).
Receiver: person to whom the message is sent by decoding the symbols. During encoding and decoding errors arise.
Channel: message is conveyed through (note, memo, letter, report, telephone call or face-to-face meeting).
Noise: the distortion when translating symbols to meaning (experience, attitudes and knowledge affecting perception).
Feedback: two-way comm., the receiver to the sender in the form of a return message or reaction
Communication process
![Page 64: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/64.jpg)
Dr. Dimitrios P. Kamsaris
64
When a person communicates through actions and behaviour, messages of a nonverbal nature are transmitted.
Nonverbal: high proportion of messages sent and received.
The understanding in a face-to-face discussion is achieved through facial expressions, tone of voice, posture and gestures.
Research study:major factors in face-to-face: Verbal impact : 7 %Non- vocal impact: 38%Facial impact: 55 %
Effective Communicatio
nNon-verbal
![Page 65: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/65.jpg)
Dr. Dimitrios P. Kamsaris
65
Videohttp://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E
Video 6:“Interview”
![Page 66: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/66.jpg)
Dr. Dimitrios P. Kamsaris
66
Listening: managers must develop a skill for listening to stakeholders and their employees.
This skill enables one to receive and interpret, or decode, messages in terms of the facts and the feelings they convey.
It is then possible to provide effective feedback.
Effective Communication
![Page 67: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/67.jpg)
Dr. Dimitrios P. Kamsaris
67
Humor: A joke relaxes a tense atmosphere. Examples: members can readily relate. Metaphors: good dully speeches Language: individuals feel as part of the
interaction, i.e. ‘Let us’ not ‘Let me’; ‘We are going to’ not ‘I am going to’; etc.
Dramatise issues or narrate short stories. Language: showing attention and cooperation i.e,.
“you are listening, judging by your contribution”. Make members achieving: “At this speed, we are
getting there”, or “The good ideas have taken us far”,
Bad message: “This project is making our hair turn grey”, or “We always tremble when we think about this monstrous project”, or “Colleagues, I think there is burnout on account of this project”
Ask referential questions while you are making the presentation.
Communication techniques
![Page 68: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/68.jpg)
Dr. Dimitrios P. Kamsaris
68
How does citation of examples during presentation bring your message to life?
In what ways does good humor improve interactivity when the project manager is putting across ideas?
Suggest any two referential or open-ended questions that you can use to bring your message to life.
Why do you think such questions achieve the goal of enlivening your message?
Activity
![Page 69: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/69.jpg)
Dr. Dimitrios P. Kamsaris
69Dr. Dimitrios P. Kamsaris 69
Comment on:
– What it is said– How they feel– What are their personalities – What are their motives– What was the situation– What is the result
You have 1 minute per picture.
Hint: body language, gestures,…
Activity
“photos”
![Page 70: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/70.jpg)
Dr. Dimitrios P. Kamsaris
70Dr. Dimitrios P. Kamsaris
![Page 71: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/71.jpg)
Dr. Dimitrios P. Kamsaris
71
![Page 72: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/72.jpg)
Dr. Dimitrios P. Kamsaris
72
![Page 73: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/73.jpg)
Dr. Dimitrios P. Kamsaris
73
![Page 74: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/74.jpg)
Dr. Dimitrios P. Kamsaris
74Dr. Dimitrios P. Kamsaris
![Page 75: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/75.jpg)
Dr. Dimitrios P. Kamsaris
75Dr. Dimitrios P. Kamsaris
![Page 76: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/76.jpg)
Dr. Dimitrios P. Kamsaris
76
![Page 77: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/77.jpg)
Dr. Dimitrios P. Kamsaris
77Dr. Dimitrios P. Kamsaris
![Page 78: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/78.jpg)
Dr. Dimitrios P. Kamsaris
78Dr. Dimitrios P. Kamsaris
![Page 79: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/79.jpg)
Dr. Dimitrios P. Kamsaris
79Dr. Dimitrios P. Kamsaris
![Page 80: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/80.jpg)
Dr. Dimitrios P. Kamsaris
80
![Page 81: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/81.jpg)
Dr. Dimitrios P. Kamsaris
81Dr. Dimitrios P. Kamsaris
![Page 82: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/82.jpg)
Dr. Dimitrios P. Kamsaris
82
Building Building High Performance High Performance
Teams Teams
![Page 83: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/83.jpg)
Group: collection of people who come together because they share something in common.
Team: group of people who share a common name, mission, history, set of goals or objectives and expectations.
Teambuilding: process needed to create, maintain, and enrich the development of a group of people into a cohesive unit.
Dr. Dimitrios P. Kamsaris
83
Group ,Team, Teambuilding
![Page 84: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/84.jpg)
Dr. Dimitrios P. Kamsaris
84
Videohttp://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E
Video7: “Mule”
![Page 85: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/85.jpg)
Read statement. When agree + or disagree -. There are no right or wrong answers. Arrive at a consensus.
Teamwork strangle creativity and individuality. Members should attend meetings to set team goals and discuss team problems. Personal goals can be accomplished through teamwork. It is necessary to ignore the feelings of others in order to reach a team decision. In teamwork, conflict should be avoided. A silent member is not interested in working as a team. The person in the group with the highest status in the organization should always
take the leadership role. In teamwork, it is important and necessary to allow time for discussion and
agreement on operating procedures. Every member is contributing toward the group task. In teamwork, "majority rule" applies. Teamwork involves working toward a common goal. A good team member provides emotional support to all other members. Every team needs a leader/coordinator. Teamwork accomplishes a task more effectively and efficiently than individual
efforts. Every team member should contribute equally toward accomplishing the task. If a team fails to accomplish a task, it is the fault of the leader/coordinator. A primary concern of all team members should be to establish an atmosphere
where all feel free to express their opinions. Final power in teamwork always rests with the leader/ coordinator. There are often occasions when an individual who is part of the team should do
what he/she thinks is right, regardless of what the team has decided to do. All members must be committed to the team approach to accomplish the task.
Dr. Dimitrios P. Kamsaris
85
Activity
Teambuilding
![Page 86: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/86.jpg)
Dr. Dimitrios P. Kamsaris
86
Videohttp://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E
Video 8: “Comedy Team
Building”
![Page 87: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/87.jpg)
Staff meetings (agenda and time to discuss) Job descriptions with annual review Know others' job descriptions and responsibilities Common criteria for personnel evaluation Openness and willingness to communicate Trust, Loyalty, Respect for privacy Politeness and Respect for others in spite of
differences Respect regardless of sex, age, race Recognizing talents of the others Giving credit, Recognizing a job well done Pride in work of total staff Understand and support others' programs. Agreed upon priorities Coffee-making shared by all, Shared coffee breaks Circulation of pertinent information Willingness to talk over problems Adequate facilities and supplies Cooperation, Constructive criticism
Dr. Dimitrios P. Kamsaris
87
Factors That Promote Working
Relationships
![Page 88: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/88.jpg)
Members are committed to the value of working together.
Team size: 2-5 ideal, 5-10 workable, 10-15 difficult. Members know org . objectives, roles &
responsibilities. Members establish and clarify guidelines and
procedures for a working relationship. Members define and agree meaningful and
measurable objectives that meet both group and personal needs.
Someone assumes leadership to coordinate effort. Members do well in many roles (initiating, informing,
summarizing, mediating, encouraging) and know when.
Members know others‘ resources, skills and expertise.
The group allows time for teamwork effort. Work orientation first, but allows social interaction,
too. Members listen attentively, encourage participation
and sharing of ideas and expression of views. Confidence in others' abilities, support one another. Members use conflict productively.
Dr. Dimitrios P. Kamsaris
88
Attributes of Ideal
Teamwork Relationships
![Page 89: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/89.jpg)
Working together in a team effort? Team work - superior to individual work? Personal commitment to team effort? Know member and what they can offer? Individuals in roles, having skills? Member has different area of expertise? Expertise accepted by all members? Areas overlap with potential conflict? Team sets rules for the operation? Group agreed upon: goals, timetable, priorities,
conflict resolution meetings: length, location, resources allocation, leadership requirements
Team goes through stages of development? Enough time to operate as a team? Has the group designated a team leader?
Dr. Dimitrios P. Kamsaris
89
Questions:Team
Building and Working in
Groups
![Page 90: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/90.jpg)
Members can participate or dominants power control the participation?
Identify interests of members that may cause conflict in reaching a decision?
Minority viewpoints treated with respect?
Opinion difference or ignoring them? Members separate an idea from the person?
Members discuss areas of conflict?Group avoid a "wait until next meeting”
attitude toward decision and conflict?Effort to understand problem before
finding solutions? Team premature conclusions? Problem-solving procedures identified?
Dr. Dimitrios P. Kamsaris
90
Questions:decision-
make,conflict
resolution
![Page 91: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/91.jpg)
Forming: orientation period. – unsure about what it is supposed to
do – do not know each other
Storming: members find place. – Feel comfortable giving opinion– start of intragroup conflicts.
Norming: use experiences to solve problem– Procedures: goals, conflicts, decisions.
Performing: achieve harmony, define tasks, work out relationships, produce results. – work together, manage conflict.
Dissolving or reorientating
Dr. Dimitrios P. Kamsaris
91
Tuckman's model
![Page 92: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/92.jpg)
Stage 1: Getting acquainted. Belief: everyone should “get along” and
be in agreementPreserve unstable balance, people
pretendNo-one is happy does not perform well.
Includes: polite surface dialogue, info-sharing, develop stereotypes to categorize others,emotions and feelings are in tight
control, disagreement is avoided,unspoken agreement not to disagree,there is a shared uncertainty about the
specific task to be undertaken by the team.
Dr. Dimitrios P. Kamsaris
92
Team Development
Stage 1
![Page 93: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/93.jpg)
Stage 2: DestinationIndividual disagreements will arisePretend everything is OKTry to convert others to their point of
view“Camps” can evolve in this stageTeams do not perform well
Includes: Question of goals, reasons for effort,Members express divergent opinions, Poor listening develops, no
understanding,Uncertain timetable develops,Overestimates member contribution.
Dr. Dimitrios P. Kamsaris
93
Team Development
Stages
![Page 94: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/94.jpg)
Stage 3: costs/benefits of effort
Includes: Will effort have value for me? Team help me achieve individual goals? Individual contribution big & benefit
small I do work and team receive recognition? Nonproductive members get rewards?Others make comparable contributions? All share the workload? Team benefit from such an effort? Members with similar needs and
viewpoints form private alliances.Dr. Dimitrios P. Kamsaris
94
Team Development
Stages
![Page 95: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/95.jpg)
Stage 4: Skills Needed
Includes: Resources of team members are
explored. Skills members contribute to the effort. Hidden talents undiscovered.Surface level, stereotypes and labelsIf talents overlap, many experts on
subject, additional skills are necessary, Decision: add, drop, develop the skills of
members. When members are added or
subtracted, the team development cycle begins again.
Dr. Dimitrios P. Kamsaris
95
Team Development
Stages
![Page 96: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/96.jpg)
Stage 5: Best Route
Includes: Goal is agreed upon, members neg.
means. Need for structure, power and
leadership.Result: competition develops. Individual agendas are made public. Emotion and alliances influence
judgments Close-minded about others'
opinions/ideas. Lack of team spirit. Members feel uncomfortable with fight. Some are silent and others dominate. Commitment vary. Individual priorities block work .
Dr. Dimitrios P. Kamsaris
96
Team Development
Stages
![Page 97: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/97.jpg)
Stage 6: Compromise and Work Togethergive up on positions to team interests
Includes: Attitudes change - synergy. needs of
team. Members share leadership
responsibilities. Individuals disagree but ideas are heard.Members listen actively.Differences are dealt honestly and
openly. Alliances built on ideas not personalities Logic for decision-making process. Conflict is viewed as a mutual problem. Trust, openness, creative ideas emerge,
and the team feels that progress is being made.
Dr. Dimitrios P. Kamsaris
97
Team Development
Stages
![Page 98: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/98.jpg)
Stage 7: We Are a TEAM
The team is able to:Focus on task, be creative, innovativeDecisions easily madeTeam is aligned with goals, high trust
Includes: Morale, loyalty, empathy, trust,
acceptance Members agree to settle conflicts, Work together on the basis of criteria
identified by the group. Team is effective and efficient in
meeting deadlines and accomplishing its objectives.
Productive results are most evident.
Dr. Dimitrios P. Kamsaris
98
Team Development
Stages
![Page 99: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/99.jpg)
The right core team can make or break a project.
Consider the elements: Size:
– Good: 3-12, – Best: 5-7, – Facilitator need : 7-
Composition: mix of different abilities: – technical expertise, administrative
skills (e.g. problem-solving and decision-making skills), interpersonal and communication skills.
– understand the projectDr. Dimitrios P. Kamsaris
99
Right team Selection
![Page 100: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/100.jpg)
Who team members, leaders? Reason for this team, vision, goals ? Norms guide: how team work together? Result expected for team? To whom? Steps to be followed by team? Team roles and who will play them? Who is the responsible for these roles? Norms and methodologies about:
decision, problem-solving, conflict resolution, communication, cooperation, task man., responsibility, meetings, rewards
Resources available to support teamwork?
Dr. Dimitrios P. Kamsaris
100
Questions:Team building
![Page 101: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/101.jpg)
One person to speak at a time, Don't interrupt. Understand others. Respect the views of all
participants. Everyone participates. Speak openly and honestly Each person speaks on his behalf. If you don’t
understand something, ask for clarification. Take responsibility for actions and results. Say what you mean, mean what you say. Members can disagree without fear. Negative feedback: calmly, timely, privately, using
present information, focused on issues and behaviors (not individuals).
Disagree with what was said, but not with who said it. Give specific positive feedback (recognition) right
away in public, but adapted to the receiver. Communicate immediately if you think you may not
be able to fulfill an agreement. If you see a problem that others haven’t noticed, bring
it to someone’s attention. Dr. Dimitrios P. Kamsaris
101
Team Norms:Acceptable standards of
behaviors shared by members.
![Page 102: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/102.jpg)
Dr. Dimitrios P. Kamsaris
102
Time Management skills Time Management skills
![Page 103: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/103.jpg)
Measure of unitsEqual opportunity—same amountFeels like it passes at varying speeds
Time Management:Chance to decide how to spend a
valuable resourceGet the most out of the leastOrganize and learn how to spend
Dr. Dimitrios P. Kamsaris
103
Time
![Page 104: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/104.jpg)
Plan for the unplanned.Follow schedule, adapting to
changes.Get the important things
done.Are productive.Can run several activities.Have short and long term
goals in mind.Keep daily, weekly and
monthly schedule.
Dr. Dimitrios P. Kamsaris
104
Effective Time Managers
![Page 105: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/105.jpg)
Every night write on a card the 6 most important tasks for tomorrow.
Number in the order of importance.Morning look at the most important and
work on it until finished. Begin item 2 the same way.Don’t worry if you only complete 2
items. Most important tasks completed.Every night write a card for the next
day.
Dr. Dimitrios P. Kamsaris
105
Time Man. Method
![Page 106: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/106.jpg)
P: Feeling anxious about workload that you freeze, put things off and don’t get done.
S: Set priorities, Get started. Reduces anxiety.
P: Put off starting task because difficult.
S: Break up work into small achievable tasks.
P: Time on irrelevant task
S: If stressed of task, putting it off is worse.
P: Daydreaming. Check energy level and concentration.
S: break, exercise, open a window and walk.
P: can’t begin the result will not be perfect.
S: aim for reasonable results.
Dr. Dimitrios P. Kamsaris
106
Time Thieves
![Page 107: HR - Management, Berkshire College, UK](https://reader034.vdocument.in/reader034/viewer/2022052618/554a5993b4c905572f8b4e8f/html5/thumbnails/107.jpg)
107Dr. Dimitrios P. Kamsaris
Thank you very much for your attention!