manager's approach

Upload: imran-malik

Post on 09-Apr-2018

222 views

Category:

Documents


0 download

TRANSCRIPT

  • 8/8/2019 Manager's Approach

    1/45

  • 8/8/2019 Manager's Approach

    2/45

    Shim

    ranzSkills

    The Successful

    Manager

    Imran S. Malik

  • 8/8/2019 Manager's Approach

    3/45

    Difference

    Operatives

    People who work directly on a job or task andhave no responsibility for overseeing the work

    of others.

    Managers

    Individuals in an organization who direct the

    activities of others.

  • 8/8/2019 Manager's Approach

    4/45

    How Do We DefineManagement?

    Management

    The process of getting things done, effectivelyand efficiently, through and with other people

    Efficiency

    Means doing the thing correctly; refers to therelationship between inputs and outputs; seeks tominimize resource costs

    Effectiveness

    Means doing the right things; goal attainment

  • 8/8/2019 Manager's Approach

    5/45

    Organizational Levels

  • 8/8/2019 Manager's Approach

    6/45

    General Skills for Managers

    Conceptual skills A managers mental ability to coordinate all of the

    organizations interests and activities

    Interpersonal skills

    A managers ability to work with, understand, mentor,and motivate others, both individually and in groups

    Technical skills

    A managers ability to use the tools, procedures, and

    techniques of a specialized field

    Political skills

    A managers ability to build a power base and

    establish the right connections

  • 8/8/2019 Manager's Approach

    7/45

    Distribution of Time per

    Activityby Organizational Level

    Exhibit 1.6Source:Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,The Job(s) of Management. Industrial Relations4, no. 2 (1965), p. 103.

  • 8/8/2019 Manager's Approach

    8/45

    Allocation of Activities by Time

    Source:Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,Real Managers(Cambridge, MA: Ballinger, 1988).

  • 8/8/2019 Manager's Approach

    9/45

    Personality Traits

    Personality Traits: Characteristics thatinfluence how people think, feel and behaveon and off the job.

    Include tendencies to be enthusiastic, demanding,easy-going, nervous, etc.

    Each trait can be viewed on a continuum, from lowto high.

    There is no wrong trait, but rather managershave a complex mix of traits.

  • 8/8/2019 Manager's Approach

    10/45

    The Bold Five

    Extroversion: people are positive and feel goodabout themselves and the world.

    Managers high on this trait are sociable, friendly.

    Negative Affectivity:people experience negativemoods, are critical, and distressed.

    Managers are often critical and feel angry with others andthemselves.

    Agreeableness:people like to get along with others.Managers are likable, and care about others.

    Conscientiousness:people tend to be careful,persevering.

    Openness to Experience:people are original, withbroad interests.

  • 8/8/2019 Manager's Approach

    11/45

    Traits and Managers

    Successful managers vary widely on the BoldFive.

    It is important to understand these traits since it helpsexplain a managers approach to planning, leading,

    organizing, etc. Managers should also be aware of their own style and try

    to tone down problem areas.

    Internal Locus of Control:People believe they areresponsible for their fate.

    See their actions are important to achieving goals. External Locus of Control:People believe outside

    forces are responsible for their fate.

  • 8/8/2019 Manager's Approach

    12/45

    Other Traits

    Self-Esteem:Captures the degree to whichpeople feel good about themselves and abilities.

    Need for Achievement:extent to which peoplehave a desire to perform challenging tasks andmeet personal standards.

    Need for Affiliation:the extent to which peoplewant to build interpersonal relationships andbeing liked.

    Need for Power:indexes the desire to control orinfluence others.

  • 8/8/2019 Manager's Approach

    13/45

    Values

    Values:describe what managers try toachieve through work and how to behave.

    These are personal convictions about life-longgoals (terminal values) and modes of conduct(instrumental values).

    A persons value system reflects how importanttheir values are as a guiding principle in life.

    Terminal values important to managers include:

    Sense of Accomplishment, equality, self-respect.

    Instrumental values include:

    hard-working, broadminded, capable.

  • 8/8/2019 Manager's Approach

    14/45

    Terminal and InstrumentalValues

    TERMINAL VALUES

    Prosperous lifeExciting life

    Sense of Accomplishment

    A world at peace

    Salvation

    Self-respect

    Pleasure

    Wisdom

    True friendship

    Equality

    INSTRUMENTAL

    VALUES

    Ambitious

    Broadminded

    Capable

    Cheerful

    Clean

    HelpfulHonest

    Obedient

    Loving

    Responsible

    Figure11.3

  • 8/8/2019 Manager's Approach

    15/45

    Attitudes

    Attitudes:collection of feelings aboutsomething.

    Job Satisfaction:feelings about a workers job.

    Satisfaction tends to rise as manager moves up in theorganization.

    Organizational Citizenship Behaviors: actions notrequired of managers but which help advance the firm.Managers with high satisfaction perform these extra

    mile tasks.

    Organizational Commitment: beliefs held by peopletoward the organization as a whole.

    Committed managers are loyal and proud of the firm.

    Commitment can differ around the world.

  • 8/8/2019 Manager's Approach

    16/45

    Moods

    Moods:encompass how a manager feelswhile managing.

    Positive moods provide excitement, elation andenthusiasm.

    Negative moods lead to fear, stress,nervousness.

    Moods can depend on a person's basic outlook as wellas on current situations.

    Managers need to realize how they feelaffects how they treat others and how othersrespond to them.

  • 8/8/2019 Manager's Approach

    17/45

    Perceptions

    Perception is the process through whichpeople select, organize and interpret input.

    Managers decisions are based on their

    perception.

    Managers need to ensure perceptions are accurate. It isthe only truth you know.

    Managers are all different and so are their perceptions.

    A managers past experience can influence

    outlook on a new project. Good managers give ideas a chance.

  • 8/8/2019 Manager's Approach

    18/45

    Putting it All Together

    Frequent Dialogue

    Honest

    Future Performance

    Performance

    Coaching

    ClarificationGoal settingBuilding Trust

  • 8/8/2019 Manager's Approach

    19/45

    Management Charter InitiativeCompetencies for Middle Managers

    1. Initiate and implementchange and improvement inservices, products, andsystems

    2. Monitor maintain, and

    improve service andproduct delivery

    3. Monitor and control the use

    of resources4. Secure effective resource

    allocation for activities andprojects

    5. Recruit and selectpersonnel

    6. Develop teams, individuals,and self to enhanceperformance

    7. Plan, allocate, and evaluate

    work carried out by teams,individuals and self

    8. Create, maintain, and enhanceeffective working relationships

    9. Seek, evaluate, and organize

    information for action

    10. Exchange information to solveproblems and make decisions

  • 8/8/2019 Manager's Approach

    20/45

    Practices Associated withLeadership by Managers

    Planning and

    organizing

    Problem solving

    Clarifying

    Informing

    Monitoring

    Motivating

    Consulting

    Recognizing

    Supporting

    Managing conflict

    and team building

    Networking

    Delegating

    Developing andmentoring

    Rewarding

  • 8/8/2019 Manager's Approach

    21/45

    Roles of a MANAGER

    1. Organizational Representative

    - Create a positive image for the organization

    2. Business Person

    - Direct resources as if they were your own

    3. Motivator

    - Create an environment where people can reachpotential

  • 8/8/2019 Manager's Approach

    22/45

    4. Developer

    - Builder of people

    5. Model

    - Set an example, attitude, work habits, mannerand results

    6. Communicator

    - Be a pumping station not a bottleneck

    Roles of a MANAGER

  • 8/8/2019 Manager's Approach

    23/45

    Ability: has the necessary knowledge, experience, and skillWillingness: has the necessary confidence, commitment,motivationFollower Readiness

    High Moderate

    R4 R3 Able and Able but Unable but Willing Unwilling Willing

    or Confident or Insecure or Confident Follower Directed

    When a leader behavior is used appropriately with its corresponding level of readiness, it is termed aHigh Probability Match. The following are descriptors that can be useful when using situationalleadership for specific applications.

    S1 S2 Telling Selling

    Guiding Explaining

    Directing Clarifying

    Establishing Persuading

  • 8/8/2019 Manager's Approach

    24/45

    The Managerial Grid

    1

    2

    3

    4

    5

    6

    7

    8

    9

    1 2 3 45 6 7 8 9

    ConcernforPeople

    Concern for Production

    (1,9) (9,9)

    (1,1)

    (5,5)

    (9,1)

  • 8/8/2019 Manager's Approach

    25/45

    The Managerial Grid

    1

    2

    3

    4

    5

    6

    7

    8

    9

    1 2 3 45 6 7 8 9

    ConcernforPeople

    Concern for Production

    High 1,9 Country Club Management

    8 Thoughtful attention to the needs

    of the people for satisfying

    7 relationships leads to a

    comfortable, friendly organization

    6 atmosphere and work tempo

    trust and respect

    Middle-of-the-road Management5 5,5

    Adequate organization performance is possible through

    4 balancing the necessity to get work out w

    maintaining morale of people at a satisfactory level.

    3 Impoverished Management

    Exertion of minimum effort to get required Efficiency in operations results fr

    2 work done is appropriate to sustain con

    organization membership. 1 1,1

    Low 1 2 3 4

    Low Concern for Results High

  • 8/8/2019 Manager's Approach

    26/45

    MANAGERIAL STYLES

    Leadership Behavior

    S3(Participation) S2(Selling)(High) Share ideas and facilitate

    in decision making

    for clarification

    High relationship High TaskLow task High RelationshipLow relationship

    low task

    S4 (Delegating) S1(Telling)Turn over responsibility Provide specific

    for decisions and instructions and closely

    (Low) implementation supervise per

    (Low) Task Behavior (High)(Directive Behavior)

    Rela

    tionshipBehavior

    (Sup

    portiveBehavior)

  • 8/8/2019 Manager's Approach

    27/45

    Managers who feelgood about themselvesproduce good results

  • 8/8/2019 Manager's Approach

    28/45

  • 8/8/2019 Manager's Approach

    29/45

    Manger can give his companion a solution ofa problem by just asking questions.

    Manager ask employee to Write each

    objective on separate paper sheet using lessthan 250 words, and read each objective inone minute again and again.

    Manager advise employee to Take a minute

    out for comparing employee performanceand employee behavior matches

    QUICK OBJECTIVE FIXING

  • 8/8/2019 Manager's Approach

    30/45

    HELP PEOPLE REACH THEIRFULL POTENTIAL,

    CATCH THEM

    DOING SOMETHING

    RIGHT TO PRAISE THEM.

  • 8/8/2019 Manager's Approach

    31/45

    PAT ON THE BACK MANAGER TELL PEOPLE UP FRONT THAT HE\SHE IS

    GOING TELL THEM HOW EMPLOYEES ARE DOING.

    MANAGER PRISE PEOPLE IMMEDIATELY TAKING VERY

    SHORT TIME. MANAGER SHARE WITH HIS\HER COLLEAGUE WHT THEY

    DID RIGHT SPECIFICALLY.

    MANAGER TELL PEOPLE WHAT THEY DID RIGHT,HOWHE\SHE FEELS ABOUT IT AND HOW IT HELPS IN WORK

    ENVIORNMENT AND ORGANIZATION TO GROW.

  • 8/8/2019 Manager's Approach

    32/45

    REPRIMAND IT WORKS WHEN MANAGER LET PEOPLE KNOW BEFOREHAND,

    HOW THEY ARE DOING AND IN NO UNCERTAIN TERMS.

    MANAGER TELL PEOPLE WHAT THEY DID WRONG

    SPECIFICALLY AND REPRIMAND IMMEDIATEY. MANAGER TELL PEOPLE HOW HE\SHE FEEL ABOUT THEIR

    WRONG DOING, AND IN NO AMBIGUOUS WAY.

    MANAGER STOP FOR FEW SECONDS OF UNCOMPORTABLESILENCE TO LET PEOPLE KNOW HOW HE\SHE FEEL.

  • 8/8/2019 Manager's Approach

    33/45

    MANAGER Shake hands, or touch PEOPLE in a way

    that lets them know he is honestly on their side.

    Manager Remind people how much he value them. Manage Reaffirm that he think well of people but

    not of their performance in this situation.

    Manager Realize that when the reprimand isover, its over.

    REPRIMAND {CONTD}

  • 8/8/2019 Manager's Approach

    34/45

    The best minute a

    manager spend is theone he invest in

    people.

  • 8/8/2019 Manager's Approach

    35/45

    Manager should thinkEveryone Is A Potential

    Winner Some PeopleAre Disguised AsLosers, Dont Let Their

    Appearances Fool

    others

  • 8/8/2019 Manager's Approach

    36/45

    Goals Begin BehaviorsConsequences MaintainBehaviors. We Are NotJust Our Behavior We

    Are The PersonManaging Our Behavior.

  • 8/8/2019 Manager's Approach

    37/45

    Manager as Mentorfor

    Him\Herself&

    others

  • 8/8/2019 Manager's Approach

    38/45

    Career Development

    Career: sum total of the work-relatedexperiences through a persons life.

    Linear career: person moves through a sequenceof jobs of higher levels.

    Can build different experience in different positions.

    Steady State career: worker chooses to keep thesame kind of job over much of a career.

    Become highly skilled in a given area.

    Spiral Career: worker holds fundamentallydifferent jobs that still build on each other.

    Worker gains wide experience yet skills continue to build.

  • 8/8/2019 Manager's Approach

    39/45

    Career Stages:

    Preparation for Work:decide on kind ofcareer, determine qualifications needed.

    Organizational entry:find a first job. Managers usually start in a functional area first.

    Early career:establishes person in the firmand begins achievement.

    Worker learns firms values and duties.

    Also begins to achieve noteworthy results in the job.

    Worker tries to stand out as a good performer.

    Mentors (experienced manager who shows youthe ropes) are valuable during this stage.

  • 8/8/2019 Manager's Approach

    40/45

    Stages, cont.

    Mid-career:usually have been in workforce20-35 years.

    Usually provides major accomplishments.

    Career plateaus can occur as chances for furtherpromotion dwindle.

    Plateau managers can still enjoy a fruitful career.

    Late career:continues as long as themanager works and is active.

    Many managers choose to stay active well pastnormal retirement.

  • 8/8/2019 Manager's Approach

    41/45

    Career Management

    Managers need to consider both personalcareer management as well as the careers ofother workers in the firm.

    Ethical practice: managers need to ensureworker promotions are based on outcomes, notfriendships.

    This means all workers are treated equally.

    Accommodation of other demands: Workers

    have many things in their lives besides work.Managers need to consider these issues as well.

    The dual career couple is the norm.

    Workers have family commitments.

  • 8/8/2019 Manager's Approach

    42/45

    Stress

    Managers almost always face stress.Physiological issues: stress can result in sleepproblems, headaches and other issues.

    Long term levels of stress can result in heartattacks and high blood pressure.

    Different people experience stress differently.Psychological issues: stress can result in badmoods, anger, nervousness.

    Behavioral issues: stress can enhance orimpair job performance.

  • 8/8/2019 Manager's Approach

    43/45

    Sources of Stress

    Role conflict: results from conflict betweenmanagerial roles.

    Conflict can result when managers want to

    present a problem with the firm, but still want topresent firm in best possible light.

    Role overload: managers have too manyduties and activities.

    Most managers have several roles but theycan become over-powering.

  • 8/8/2019 Manager's Approach

    44/45

    Coping with Stress

    Problem focused: actions taken to directly dealwith stress.

    Emotion focused: actions taken to deal with

    stressful feelings. Time management allows people to accomplish

    more with less wasted time.

    Exercise can reduce stressful feelings.

    Social support can come from family or otherworkers.

  • 8/8/2019 Manager's Approach

    45/45

    If you cant ,Manage it you

    cant win it