lesson 2 master manegement

ص12:05ص12:05 ص12:05ص12:05 dr/Yasser abdelmaksouddr/Yasser abdelmaksoud 11

LESSON 2 – LESSON 2 –

HOW TO MANAGE AND HOW TO MANAGE AND ORGANIZE YOUR ORGANIZE YOUR

DEPARTMENT TO MEET THE DEPARTMENT TO MEET THE GOALSGOALS


IntroductionIntroduction : :

Managers need to plan and guide the work Managers need to plan and guide the work for their employeesfor their employees..

In order to accomplish the goals desired, In order to accomplish the goals desired, you will need to have a good strategic you will need to have a good strategic and tactical plan. You will need a basic and tactical plan. You will need a basic roadmap on where you are now, and roadmap on where you are now, and where you are going. You would also where you are going. You would also need to determine the best way on how need to determine the best way on how to get from point A to point B. Finally, to get from point A to point B. Finally, you would need to make sure you have you would need to make sure you have the means to get to your final the means to get to your final destinationdestination . .


The 7-S Model and how it can help The 7-S Model and how it can help improve your organizationimprove your organization

It is the seven key elements of an organization that are It is the seven key elements of an organization that are critical to understand its effectiveness. These seven critical to understand its effectiveness. These seven elements are: Strategy, Structure, Systems, Shared elements are: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills. The beauty of the 7-S Values, Style, Staff, and Skills. The beauty of the 7-S model is that it can be used in a wide variety of model is that it can be used in a wide variety of situations such assituations such as::

11--A diagnostic tool for an ineffective organizationA diagnostic tool for an ineffective organization..22--Improve the performance of a companyImprove the performance of a company..

33--Guides organizational changesGuides organizational changes..44--Align departments and processes during a merger or Align departments and processes during a merger or

acquisitionacquisition..55--Determine how best to implement a proposed Determine how best to implement a proposed

strategystrategy..66--Combines rational and hard elements with emotional Combines rational and hard elements with emotional

and soft elementsand soft elements


StrategyStrategy::

Refers to tRefers to the plan or route-map to maintain he plan or route-map to maintain competitive advantage. competitive advantage. What is your plan What is your plan for the future? How do you intend to for the future? How do you intend to

achieve the objectivesachieve the objectives ? ?


StructureStructure::

Refers to tRefers to the framework in which the activities of the he framework in which the activities of the organization’s members are coordinated. A key organization’s members are coordinated. A key function of structure is to focus employees’ attention function of structure is to focus employees’ attention on what needs to get done by defining the work they on what needs to get done by defining the work they do and whom they should be working with. do and whom they should be working with. How is How is

the organizational structure designed right nowthe organizational structure designed right now ? ?


SystemsSystems : :Refers to tRefers to the day-to-day processes and he day-to-day processes and procedures. Having effective systems helps procedures. Having effective systems helps

reduce redundancy and streamlines processreduce redundancy and streamlines process . .


Shared ValuesShared Values::( ( also known as also known as Super ordinate goalsSuper ordinate goals :) :)Refers to Refers to

the guiding principles of the organization. the guiding principles of the organization. These are These are the core values of the company and your departmentthe core values of the company and your department


StyleStyle : :Refers to the leadership approach and the Refers to the leadership approach and the organizations overall operating approachorganizations overall operating approach


StaffStaff : :Refers to the staff levels and how people are Refers to the staff levels and how people are hired, developed, trained, socialized, hired, developed, trained, socialized, integrated, and ultimately how their careers integrated, and ultimately how their careers are managedare managed


SkillsSkills : :Refers to the distinctive competencies of Refers to the distinctive competencies of people within the organization. What skills people within the organization. What skills have you been hiring for? What skills do have you been hiring for? What skills do you need? What skills will you need in 1 or you need? What skills will you need in 1 or

2 years from now2 years from now ? ?


Manage your Department to its Optimum Manage your Department to its Optimum in 10 stepsin 10 steps

Here are the 10 steps to plan and build your department to its Here are the 10 steps to plan and build your department to its optimum to meet the goalsoptimum to meet the goals::

Step 1 - Determine your part in the company’s goals and objectivesStep 1 - Determine your part in the company’s goals and objectivesStep 2 - Absolutely know what’s expected of you as managerStep 2 - Absolutely know what’s expected of you as managerStep 3 - Fully know the company's products, services, and systems Step 3 - Fully know the company's products, services, and systems used to support themused to support themStep 4 - Establish goals and objectives for your departmentStep 4 - Establish goals and objectives for your departmentStep 5 - Strategize, plan and structure to meet the objectiveStep 5 - Strategize, plan and structure to meet the objectiveStep 6 - Get the right people you need to meet the objectiveStep 6 - Get the right people you need to meet the objectiveStep 7 - Get the right materials to get the job done rightStep 7 - Get the right materials to get the job done rightStep 8 - Get your staff all of the training it needsStep 8 - Get your staff all of the training it needsStep 9 - Organize it all to put the plan into effectStep 9 - Organize it all to put the plan into effectStep 10 - Monitor and control it all to keep it running smoothlyStep 10 - Monitor and control it all to keep it running smoothly


Step 1 – Determine your part in the company’s goals Step 1 – Determine your part in the company’s goals and objectivesand objectives

11 . .The company’s goals and objectives will be filtered down to all The company’s goals and objectives will be filtered down to all department managers, most likely while in meetings with upper department managers, most likely while in meetings with upper managementmanagement..

22 . .Department managers will take their part of the plan and fully Department managers will take their part of the plan and fully understand the goals and objectivesunderstand the goals and objectives . .

33 . .A timeline to achieve these goals would need to be put into A timeline to achieve these goals would need to be put into placeplace . .

44 . .The department manager will create the projects and tasks The department manager will create the projects and tasks associated with the plan and clearly state the goals and objectives associated with the plan and clearly state the goals and objectives to their employees. Training is given and processes are createdto their employees. Training is given and processes are created..

55 . .The project is monitored to ensure quality and maintain focusThe project is monitored to ensure quality and maintain focus..

66 . .The manager reacts to any problem with the process as soon as The manager reacts to any problem with the process as soon as possiblepossible..

77 . .Status reports and updates are given to upper managementStatus reports and updates are given to upper management


Step 2 – Absolutely know what’s expected of Step 2 – Absolutely know what’s expected of you as manageryou as manager

You need to know exactly what it is upper management You need to know exactly what it is upper management expects from youexpects from you . .

In order to achieve and even surpass expectations, you In order to achieve and even surpass expectations, you will always need a good solid plan that is well will always need a good solid plan that is well

understood by allunderstood by all . .

You need to make sure the setup and flow of the You need to make sure the setup and flow of the department works in efficiency and harmonydepartment works in efficiency and harmony..


Step 3 – Fully know the company’s products, services, Step 3 – Fully know the company’s products, services, and systems used to support themand systems used to support them

You have to know the company’s productsYou have to know the company’s products · · A good A good productproduct is an entity that meets all quality is an entity that meets all quality

standards. Products that are flawed are considered standards. Products that are flawed are considered of low quality. This is a problem for both the of low quality. This is a problem for both the customer and the company employees who have to customer and the company employees who have to support the productsupport the product..

· · A good A good serviceservice is complete satisfaction from the is complete satisfaction from the customer’s point of view with the quality of the customer’s point of view with the quality of the company’s help and action taken. Service that is company’s help and action taken. Service that is bad is considered of low quality customer bad is considered of low quality customer interaction. Bad service can also be related to interaction. Bad service can also be related to numerous outages from service providing entities numerous outages from service providing entities such as your electric or Internet servicesuch as your electric or Internet service..


Step 4 – Establish goals and objectives for Step 4 – Establish goals and objectives for your departmentyour department

As manager, you need to determine how the goals and objectives for your As manager, you need to determine how the goals and objectives for your department are setdepartment are set Here is a list of some typical goals and objectives that Here is a list of some typical goals and objectives that are common within a business that you might have to face as a managerare common within a business that you might have to face as a manager::

11--Improve customer satisfactionImprove customer satisfaction22--Reduce churn rate (customers who no longer use your service, product, etc)Reduce churn rate (customers who no longer use your service, product, etc)

33--Prepare for a new product launchPrepare for a new product launch44--Improve project managementImprove project management

55--Reduce attrition rate (employees leaving the company)Reduce attrition rate (employees leaving the company)66--Reduce product defectsReduce product defects77--Reduce service outagesReduce service outages

88--Reduce hold timesReduce hold times99--Reduce costs, and increase profitsReduce costs, and increase profits

1010--Coordinate efforts on acquiring another companyCoordinate efforts on acquiring another company1111--Outsource specific projectsOutsource specific projects

1212--Expand operationsExpand operations1313--Improve product delivery timeImprove product delivery time

1414--Improve order delivery timeImprove order delivery time1515--Implement new (or upgrade) your company’s information systems such as Implement new (or upgrade) your company’s information systems such as

an inventory databasean inventory database,,


Step 5 – Strategize, plan and structure to Step 5 – Strategize, plan and structure to meet the objectivemeet the objective

. .A A generalgeneral goal might be to answer calls goal might be to answer calls quickly. A quickly. A specificspecific goal would be to answer all calls goal would be to answer all calls in an average of 30 secondsin an average of 30 seconds . .

· ·Calls are answered in an average of 30 secondsCalls are answered in an average of 30 seconds

· ·Abandon rate needs to be under 3%Abandon rate needs to be under 3%

· ·Repeat cases needs to be under 5%Repeat cases needs to be under 5%

· ·MTTR (Mean Time To Repair – which is the MTTR (Mean Time To Repair – which is the average time it took to open, troubleshoot and close average time it took to open, troubleshoot and close the case) needs to be under 90 minutesthe case) needs to be under 90 minutes

· ·Customer Satisfaction surveys of all customers Customer Satisfaction surveys of all customers polled within your department needs to be 95% or polled within your department needs to be 95% or greatergreater


Step 6 – Get the right people you need to meet the Step 6 – Get the right people you need to meet the objectiveobjective

It’s pretty obvious that you need to have good It’s pretty obvious that you need to have good people to do a good jobpeople to do a good job Step 6 is probably the most important step in this Step 6 is probably the most important step in this lesson. It really is all about the people within your lesson. It really is all about the people within your organization who truly make a difference. Your job organization who truly make a difference. Your job as manager is so much easier when you’re as manager is so much easier when you’re surrounded by nothing but the best peoplesurrounded by nothing but the best people..


Step 7 – Get the right materials to get the Step 7 – Get the right materials to get the job done rightjob done right

You need to make sure your staff has all the tools it You need to make sure your staff has all the tools it needs to get the job done right such as efficient needs to get the job done right such as efficient equipment, materials, and suppliesequipment, materials, and supplies


Step 8 – Get your staff all of the training it Step 8 – Get your staff all of the training it needsneeds

Before anyone can do anything, they need to know how Before anyone can do anything, they need to know how to do itto do it

Here are 20 training ideas that could pertain to your Here are 20 training ideas that could pertain to your departmentdepartment::

11--Work with one of your most knowledgeable Work with one of your most knowledgeable employees to develop a training process and employees to develop a training process and procedure manualprocedure manual

22--Set up weekly training sessions for the supervisor or Set up weekly training sessions for the supervisor or lead to go over training issues that popped up lead to go over training issues that popped up

during the week with their staffduring the week with their staff . .


2020 training ideas that could pertain to your training ideas that could pertain to your departmentdepartment::

33--Find online training programs such as technical schools that Find online training programs such as technical schools that your staff can take. Put aside some time during the day your staff can take. Put aside some time during the day or even pay overtime for after hours study at homeor even pay overtime for after hours study at home . .

44--Have a “Lunch and LearnHave a “Lunch and Learn ”. ”.

55--Find a webinar or workshop that specializes in the subject Find a webinar or workshop that specializes in the subject matter. It can be viewed either in house or at a yearly matter. It can be viewed either in house or at a yearly

retreat type of eventretreat type of event . .


2020 training ideas that could pertain to your training ideas that could pertain to your departmentdepartment

66--You might find someone who can benefit from some one-on-You might find someone who can benefit from some one-on-one mentoring. A gesture like this goes a long way not to one mentoring. A gesture like this goes a long way not to mention builds morale and shows leadershipmention builds morale and shows leadership..

77--Take the time to get with your staff to discuss the optimal Take the time to get with your staff to discuss the optimal training they would like to receivetraining they would like to receive . .

88--If it is within the budget, offer a company paid tuition to a If it is within the budget, offer a company paid tuition to a local college. This is a huge motivational and retaining local college. This is a huge motivational and retaining tool to usetool to use . .



99--Try to relate the training to something they already know Try to relate the training to something they already know and are confident doing. It is easier to learn something and are confident doing. It is easier to learn something new when you can relate it to what you already knownew when you can relate it to what you already know..

1010--Training should be as visual as possible with true hands on Training should be as visual as possible with true hands on participation. They need to actually perform the tasks participation. They need to actually perform the tasks they are being taughtthey are being taught . .

1111--Make sure your boss or upper management shows their Make sure your boss or upper management shows their excitement towards this training amongst your excitement towards this training amongst your employees. This will generate more enthusiasm and employees. This will generate more enthusiasm and determinationdetermination..



1212--Make sure they are motivated and want to learnMake sure they are motivated and want to learn

1313--Keep the training area away from any office or factory Keep the training area away from any office or factory related noise and commotionrelated noise and commotion

1414--Make sure you take a quick break after each main subjectMake sure you take a quick break after each main subject . .

1515--It is ok to do repetitive training if it is neededIt is ok to do repetitive training if it is needed



1616--If anyone cannot make the training, ask one of the If anyone cannot make the training, ask one of the employees who took the training to train otheremployees who took the training to train other. .

1717--During the training seminar, make sure to discuss how the During the training seminar, make sure to discuss how the material being taught applies to real life scenarios. If material being taught applies to real life scenarios. If there are good examples to use, this would be a great there are good examples to use, this would be a great time to discusstime to discuss..

1818--If you cannot set up a training course or provide online If you cannot set up a training course or provide online training, you can always purchase business books for the training, you can always purchase business books for the employeesemployees



1919--Set up a buddy systemSet up a buddy system . .

--Puts the less experienced employee at ease by not showing Puts the less experienced employee at ease by not showing off and is humble with stories about when they first started off and is humble with stories about when they first started outout..

--Asks what the person knows or does not know about the Asks what the person knows or does not know about the training subjecttraining subject . .

--Covers the main objectives and goals including how their job Covers the main objectives and goals including how their job relates to the big picturerelates to the big picture . .

--Motivates and creates excitement. This is a time for positive Motivates and creates excitement. This is a time for positive interaction, not negative opinioninteraction, not negative opinion..



1919--Set up a buddy systemSet up a buddy system . .

--Clearly goes over the workflow both visually and in theoryClearly goes over the workflow both visually and in theory..

--Makes sure the less experienced person performs the tasksMakes sure the less experienced person performs the tasks . .

--Sets up a post meeting, and if necessary another training Sets up a post meeting, and if necessary another training session, to make sure all is goodsession, to make sure all is good

2020--Training is an ongoing commitment you need to make to Training is an ongoing commitment you need to make to your team. You need to always keep on top of any training your team. You need to always keep on top of any training needs. Always remember, “The more you train, the more needs. Always remember, “The more you train, the more

they retainthey retain ”. ”.


Step 9 – Organize it all to put the plan Step 9 – Organize it all to put the plan into effectinto effect

By deciding and planning correctly, your staff will By deciding and planning correctly, your staff will understand what is expected of them and their place understand what is expected of them and their place within the organizationwithin the organization . .

11--Utilize your resources to their optimal performanceUtilize your resources to their optimal performance

22--Look at all the possible scenarios and make sure Look at all the possible scenarios and make sure there are clear benefits to each decisionthere are clear benefits to each decision..

33--When in doubt map it out. That is what the white When in doubt map it out. That is what the white board is for and you should use it whenever board is for and you should use it whenever possible. Visually looking at possible structure possible. Visually looking at possible structure changes makes things so much easierchanges makes things so much easier..


Step 9 – Organize it all to put the plan Step 9 – Organize it all to put the plan into effectinto effect

44--Hold daily meetings with your supervisors to make Hold daily meetings with your supervisors to make sure the plan will work as good in real life as it looks sure the plan will work as good in real life as it looks on paperon paper . .

55--Make sure you get your employees suggestions, as Make sure you get your employees suggestions, as they are the ones in the trenches who really know they are the ones in the trenches who really know

which processes work and which don’twhich processes work and which don’t . . Point to keep in mindPoint to keep in mind : :

You always want to keep your boss informed before You always want to keep your boss informed before making any changes or implementing any plans. By making any changes or implementing any plans. By giving well-documented processes, procedures, and giving well-documented processes, procedures, and laid out plans, you will look good as well as make laid out plans, you will look good as well as make your boss look good. Upper management expects your boss look good. Upper management expects this type of detail to achieve success from you, the this type of detail to achieve success from you, the managermanager . .


Step 10 – Monitor and control it all to keep it Step 10 – Monitor and control it all to keep it running smoothlyrunning smoothly

Now that you have the department in order, everyone Now that you have the department in order, everyone is trained and happy, and you have all of your is trained and happy, and you have all of your processes and procedures in place, the best way to processes and procedures in place, the best way to determine how things are going is through reports determine how things are going is through reports and feedbackand feedback..


Quick Lesson SummaryQuick Lesson Summary11--You need a solid plan and the methods needed to You need a solid plan and the methods needed to

succeed to obtain the goals and objectivessucceed to obtain the goals and objectives . .22--You need to make sure both you and your employees You need to make sure both you and your employees

fully understand the mission, goals, company fully understand the mission, goals, company products, what is expected of them, and what is products, what is expected of them, and what is expected of youexpected of you . .

33--Carefully analyze all aspects within your department Carefully analyze all aspects within your department before making any changes. Get with key members before making any changes. Get with key members of your staff and discuss all optionsof your staff and discuss all options..

44--You need to get the right people to do the right You need to get the right people to do the right job. You might need to reassign them for optimal job. You might need to reassign them for optimal performanceperformance..

55--You need to set up a timeline whenever a major You need to set up a timeline whenever a major project, task, or structuring takes place. The short-project, task, or structuring takes place. The short-term plans must coincide with the long-term term plans must coincide with the long-term objectiveobjective..

66--You need to provide the right materials and training. A lack You need to provide the right materials and training. A lack of materials and training will result in a lack of efficiencyof materials and training will result in a lack of efficiency..


The end LESSON 2The end LESSON 2

MASTER CLASS MANAGEMENTMASTER CLASS MANAGEMENT


LESSON 3LESSON 3 – –

HOW TO MANAGE YOUR EMPLOYEES HOW TO MANAGE YOUR EMPLOYEES AND BUILD A STRONG TEAMAND BUILD A STRONG TEAM


Introduction: Get the most out of your employees Introduction: Get the most out of your employees including working as a teamincluding working as a team

The definition of a team is a group of individuals who clearly The definition of a team is a group of individuals who clearly know what is expected of them both individually and as a know what is expected of them both individually and as a wholewhole . .


Shape the individual and build the team Shape the individual and build the team in 5 stepsin 5 steps

11--Create and Develop a strong team with solid Create and Develop a strong team with solid expectationsexpectations

22--Motivate Professionally and with respectMotivate Professionally and with respect

33--Recognize and Praise great workRecognize and Praise great work

44--Evaluate and Appraise employee Evaluate and Appraise employee performanceperformance

55--Compensate and Reward a job well doneCompensate and Reward a job well done


Step 1 - Create and Develop a strong team with Step 1 - Create and Develop a strong team with solid expectationssolid expectations

11--Make sure the team is set and ready to goMake sure the team is set and ready to go . .

22--Start off with a fresh approachStart off with a fresh approach . .

33--Create a one or two paragraph mission Create a one or two paragraph mission statementstatement . .

44--Periodically walk around the departmentPeriodically walk around the department

55--Periodically hold team meetingsPeriodically hold team meetings . .

66--Make sure everyone is fully trained and has Make sure everyone is fully trained and has what they needwhat they need . .


Step 1 - Create and Develop a strong team with solid Step 1 - Create and Develop a strong team with solid expectationsexpectations

77--Teach them how to work as a teamTeach them how to work as a team . .

88--Show how the goals of the team tie into the Show how the goals of the team tie into the organizational goalsorganizational goals . .

99--Make their opinions count and always follow upMake their opinions count and always follow up . .

1010--Support the differing strengths of your teammatesSupport the differing strengths of your teammates . .

1111--Sometimes let the team decideSometimes let the team decide . .

1212--Make sure your team members are not afraid to Make sure your team members are not afraid to speak upspeak up . .

1313--Make sure everyone understands what is expectedMake sure everyone understands what is expected..

1414--Demand the needed attention to detailDemand the needed attention to detail . .


Step 1 - Create and Develop a strong team with Step 1 - Create and Develop a strong team with solid expectationssolid expectations

1515--Stress that the customer is right, no matter Stress that the customer is right, no matter how wrong they arehow wrong they are.. ..

1616--Try to curb any negativity about customers Try to curb any negativity about customers or other departmentsor other departments . .

1717--They should act as if a camera is filming They should act as if a camera is filming themthem . .

1818--They should act like they are Ambassadors They should act like they are Ambassadors for the companyfor the company . .

1919--Team Building is not a one-time activityTeam Building is not a one-time activity . .


Points to keep in mindPoints to keep in mind::

11--Strong teams do need to be Strong teams do need to be micromanaged notmicromanaged not . .

22--Make sure you know what they knowMake sure you know what they know . .

33--Balance is keyBalance is key . .

44--Project teams within a teamProject teams within a team . .


Step 2 – Motivate Professionally Step 2 – Motivate Professionally and with respectand with respect

To motivate you need to be positive, honest, To motivate you need to be positive, honest, encouraging and directencouraging and direct . .

They are motivated in different waysThey are motivated in different ways::

11--By the actual work they performBy the actual work they perform

22--Their payTheir pay

33----The work environmentThe work environment

44--A helpful manager when neededA helpful manager when needed

55--Not micromanaged when all is under controlNot micromanaged when all is under control


2323 other ways in which to motivate other ways in which to motivate professionally and with respectprofessionally and with respect::

11--Be a solid leaderBe a solid leader

22--Give clear instructionsGive clear instructions

33--Show how much you value everyone in your Show how much you value everyone in your departmentdepartment . .

44--Help people growHelp people grow . .

55--Encourage your employees to recognize Encourage your employees to recognize each other for great workeach other for great work . .



66--Motivate by building their confidenceMotivate by building their confidence . .

77--Motivate the already confident by listening Motivate the already confident by listening and discussing triumphsand discussing triumphs . .

88--Show the team you truly careShow the team you truly care . .

99--Stress their importance to the companyStress their importance to the company . .

1010--Create more interesting and admirable job Create more interesting and admirable job titlestitles . .



1111--Do not rule by intimidationDo not rule by intimidation . .

1212--Don’t raise your voiceDon’t raise your voice . .

1313--Don’t penalize them for doing their bestDon’t penalize them for doing their best . .

1414--Focus on their strengths and try to work Focus on their strengths and try to work around their weaknessesaround their weaknesses . .

1515--Really, really motivate your favoritesReally, really motivate your favorites

1616--Continually train and keep your department Continually train and keep your department up to speedup to speed . .



1717--Make the environment for the employees Make the environment for the employees as nice as possibleas nice as possible..

1818--Motivate the good workers by disciplining Motivate the good workers by disciplining the badthe bad . .

1919--Make your positive attitude seenMake your positive attitude seen . .

2020--Don’t let them burn outDon’t let them burn out . .



2121--Have some funHave some fun . .

2222--Buy Cokes, donuts, bagels, pizza, etc for Buy Cokes, donuts, bagels, pizza, etc for the team periodicallythe team periodically . .

2323--The Management team cooks a barbeque The Management team cooks a barbeque for all the stafffor all the staff..


Point to keep in mindPoint to keep in mind::11--When you hit a plateau… There will be times When you hit a plateau… There will be times

when your department does great for so when your department does great for so long that the challenge is no longer therelong that the challenge is no longer there

22--Ask a few of your most trusted employees Ask a few of your most trusted employees what truly motivates the teamwhat truly motivates the team

33--Hire nothing but the best peopleHire nothing but the best people

44--Don’t forget the people out of sightDon’t forget the people out of sight . .

55--Again, do not micromanageAgain, do not micromanage . .


Step 3 - Recognize and Praise great workStep 3 - Recognize and Praise great workHere are 12 ways to recognize and praise your staff in a Here are 12 ways to recognize and praise your staff in a professional and dignified wayprofessional and dignified way::

11--Don’t hesitate to acknowledge the good Don’t hesitate to acknowledge the good thingsthings . .

22 - -Praise in publicPraise in public..

33--Don’t publicly praise an individual on a team Don’t publicly praise an individual on a team related effortrelated effort..

44--Post the results on the wall in big letters Post the results on the wall in big letters and in clear view for all to seeand in clear view for all to see . .

55--Make it publicly known when there is Make it publicly known when there is something positive to share about an something positive to share about an

employeeemployee


Step 3 - Recognize and Praise great workStep 3 - Recognize and Praise great workHere are 12 ways to recognize and praise your staff in a Here are 12 ways to recognize and praise your staff in a

professional and dignified wayprofessional and dignified way::

66--Create a storyboard on the wall to show Create a storyboard on the wall to show motivational achievementsmotivational achievements

77--Recognize and praise quicklyRecognize and praise quickly..

88--Give Praise, recognition and positive Give Praise, recognition and positive feedback on what means the most to the feedback on what means the most to the individual and teamindividual and team..

99--Admiration of a person’s skill is a show of Admiration of a person’s skill is a show of respect and recognitionrespect and recognition


Step 3 - Recognize and Praise great workStep 3 - Recognize and Praise great workHere are 12 ways to recognize and praise your staff in a Here are 12 ways to recognize and praise your staff in a

professional and dignified wayprofessional and dignified way::

1010--Go into detail regarding the recognitionGo into detail regarding the recognition

1111--Write a letter, forward the e-mail, or write Write a letter, forward the e-mail, or write the e-mail yourselfthe e-mail yourself . .

1212--Have someone in upper management take Have someone in upper management take the time to acknowledge the individual or the time to acknowledge the individual or

teamteam . .


Points to keep in mindPoints to keep in mind : :11--The effect of giving praise is a very The effect of giving praise is a very

powerful and productive toolpowerful and productive tool . .

22--Don’t start with praising, and end Don’t start with praising, and end with a lecturewith a lecture

33--Praise when praise is truly duePraise when praise is truly due . .


Step 4 - Evaluate and Appraise employee Step 4 - Evaluate and Appraise employee performanceperformance

In general, most appraisals cover the set goals and In general, most appraisals cover the set goals and objectives includingobjectives including::

--Volume or production levelsVolume or production levels--Thoroughness and attention to detailThoroughness and attention to detail

--AccuracyAccuracy--AttitudeAttitude

--TeamworkTeamwork--Attendance and punctualityAttendance and punctuality

--Corporate valuesCorporate values--Future goalsFuture goals

--and Final notesand Final notes


here are 19 valuable tips to think about when here are 19 valuable tips to think about when performing employee evaluationsperforming employee evaluations::

11--Evaluations keep a written record to support pay Evaluations keep a written record to support pay increasesincreases..

22--In most cases evaluations have a set of core job In most cases evaluations have a set of core job objectives and corporate valuesobjectives and corporate values..

33--Appraisals, at the very least, lets the employee know Appraisals, at the very least, lets the employee know that someone at work is thinking about their job that someone at work is thinking about their job performanceperformance

44--Hopefully because you have managed the department Hopefully because you have managed the department so wellso well

55--Be sure your supervisors also follow these guidelinesBe sure your supervisors also follow these guidelines..


here are 19 valuable tips to think about here are 19 valuable tips to think about when performing employee evaluationswhen performing employee evaluations::

66--If you expect or anticipate complications with a If you expect or anticipate complications with a particular employee performance reviewparticular employee performance review……

77--If you have an employee who is performing below If you have an employee who is performing below expectationsexpectations……

88--Whatever you do, make sure you complete the Whatever you do, make sure you complete the performance appraisals on timeperformance appraisals on time..

99--It is better to focus on the positive rather than the It is better to focus on the positive rather than the negativenegative..



1010--When discussing appraisals, be sure to tailor each When discussing appraisals, be sure to tailor each one to each person’s personalityone to each person’s personality

1111--Make an outline of the significant items to coverMake an outline of the significant items to cover..

1212--It’s a “bit of an art” to encourage someone with It’s a “bit of an art” to encourage someone with poor performancepoor performance..

1313--Do not compare the employee to other employeesDo not compare the employee to other employees..

1414--Encourage open communicationEncourage open communication

1515--Treat each appraisal with the same mindset and Treat each appraisal with the same mindset and professionalism of a job interviewprofessionalism of a job interview



1616--Stay on track and keep to the specificsStay on track and keep to the specifics

1717--Focus on the significance of each success and Focus on the significance of each success and failurefailure..

1818--Always make sure the employee leaves knowing Always make sure the employee leaves knowing what is expected in the futurewhat is expected in the future

1919--Always be sure you did everything you could before Always be sure you did everything you could before terminating an employee based on the performance terminating an employee based on the performance

appraisalappraisal . .


Points to keep in mindPoints to keep in mind::11--If you have an employee who is disruptive, has a bad If you have an employee who is disruptive, has a bad

attitude, or is a “bad apple…”attitude, or is a “bad apple…” you need to deal with the you need to deal with the person as soon as possibleperson as soon as possible . .

22--Measure the goals and show proofMeasure the goals and show proof

33--Make sure they feel accountable and take Make sure they feel accountable and take responsibility for their workresponsibility for their work

44--Lets face it; it’s mostly about the moneyLets face it; it’s mostly about the money……


Step 5 - Compensate and Reward Step 5 - Compensate and Reward a job well donea job well done

Here are 16 ideas for you to incorporate regarding Here are 16 ideas for you to incorporate regarding compensation and other rewardscompensation and other rewards::

11--Try to pay them what they are worthTry to pay them what they are worth..

22--A raise based on the Employee A raise based on the Employee Appraisal/Performance ReviewAppraisal/Performance Review..

33 .- .-Promotion is the rewardPromotion is the reward

44--Try to have the power to give on the spot Try to have the power to give on the spot raisesraises

55--Do your research when it comes to Do your research when it comes to requested increases in payrequested increases in pay . .


1616 ideas for you to incorporate regarding ideas for you to incorporate regarding compensation and other rewardscompensation and other rewards::

66--Give small gifts such as movie ticketsGive small gifts such as movie tickets 77--Employee of the week parking spaceEmployee of the week parking space

88--Move the person to a better office or deskMove the person to a better office or desk.. 99--Bonus for hitting the goalsBonus for hitting the goals . .

1010--Paid time off and unpaid leavesPaid time off and unpaid leaves . .1111--Awards such as plaques, trophies, or Awards such as plaques, trophies, or

certificatescertificates..1212--Employee points used towards company Employee points used towards company

provided giftsprovided gifts . .


1616 ideas for you to incorporate regarding ideas for you to incorporate regarding compensation and other rewardscompensation and other rewards::

1313--Annual recognition banquet held for award Annual recognition banquet held for award events and ceremonies such as employee of events and ceremonies such as employee of the yearthe year

1414--Make sure to reward as quickly as the Make sure to reward as quickly as the achievement was accomplishedachievement was accomplished . .

1515--Match the award with the personMatch the award with the person . .

1616--The reward should compliment the The reward should compliment the achievementachievement . .


PointsPoints to keep in mind to keep in mind::11--Reward programs require a lot of planning Reward programs require a lot of planning

and preparationand preparation

22--Don’t make rewarding predictableDon’t make rewarding predictable

33--Do not reward if the goal was not achievedDo not reward if the goal was not achieved

44--When it comes to compensation you need to When it comes to compensation you need to be carefulbe careful . .

55--You will have your favorite employeesYou will have your favorite employees


Managing Different PersonalitiesManaging Different Personalities Here are some ways to deal with different personality Here are some ways to deal with different personality traitstraits::

11--The “Considerate” are nice, calm, and like to think The “Considerate” are nice, calm, and like to think things throughthings through..

22--The “Aggressive” likes to take control and do things The “Aggressive” likes to take control and do things quicklyquickly . .

33--The “Analyst” will always try to find flaws in the The “Analyst” will always try to find flaws in the systemsystem . .

44--The “Sensitive” takes any type of confrontation too The “Sensitive” takes any type of confrontation too personallypersonally . .

55--The “Talkative” tend to be more feelings oriented The “Talkative” tend to be more feelings oriented and will show more emotion, whether positive or and will show more emotion, whether positive or

negativenegative . .


Managing Different PersonalitiesManaging Different Personalities 66--The “Brainiac” will use knowledge and The “Brainiac” will use knowledge and

sarcasm to get what they wantsarcasm to get what they want . .77--The “Quiet” is one who very rarely talks at The “Quiet” is one who very rarely talks at

meetings, seems to have low self-esteem, meetings, seems to have low self-esteem, and is continually sub-conscious of their and is continually sub-conscious of their

actionsactions . .88--The “Results-Driven” tend to focus solely on The “Results-Driven” tend to focus solely on

targeted metrics but sometimes lose focus targeted metrics but sometimes lose focus on the big pictureon the big picture . .

99--The “Loner” just wants to do the job and not The “Loner” just wants to do the job and not get involved with company picnics, break get involved with company picnics, break room conversations, or any non-work room conversations, or any non-work

related subjectsrelated subjects . .


Managing Different PersonalitiesManaging Different Personalities 1010--The “Overly-Confident” feels like they know The “Overly-Confident” feels like they know

everything and can do no wrongeverything and can do no wrong . .1111--The “Curmudgeon” thinks of everyone but The “Curmudgeon” thinks of everyone but

them self as incompetent, and does not them self as incompetent, and does not take supervision welltake supervision well . .

1212--The “Mean-Spirited” makes it known that The “Mean-Spirited” makes it known that they are not happy with work or the people they are not happy with work or the people around themaround them . .

1313--The “Bad Attitude” is a major problemThe “Bad Attitude” is a major problem . .

lesson 2 master manegement

Business

reduce churn

purchase business

weekly training

company paid

structuring

experienced

real life

good solid