8 - becoming a more effective manager - slides

7/29/2019 8 - Becoming a More Effective Manager - Slides

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We Complete Your SuccessCopyright IFC on behalf of Business Edge 2008. All rights reserved.

BECOMING

A MORE EFFECTIVEMANAGER


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2We Complete Your Success

Copyright IFC on behalf of Business Edge 2008. All rights reserved.

Exit

Rules


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Learning methods


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Objectives

After finishing this course, participants will be able to: recognize the needs to be effective at work;

explain the positive attitude and behavior that should

be followed in the workplace;

assess their own effectiveness; identify the skills needed to improve their own

effectiveness;

choose appropriate forms of development;

set a plan for personal development.


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Content

1.The need to be effective Whats effectiveness?

Why do managers need to be effective?

2.How to be effective Shifting to a positive attitude and behavior.

Assessing your effectiveness.

Choosing personal developmentmethods. Implementing development plan.


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Session 1The need to be effective


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Who are the effective managers?

Managing effectively Time

Plans and activities

Quality

Financial and physical resources

People

Information and communication

Decision making


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Effectiveness vs. efficiency

Effect ivenessis: doing the right job;

being result oriented;

giving tasks for others to do.

Eff ic iencyis to do the job right.


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Why do managers need to be

effective?

Business context

The shift from manual worker

to knowledge worker.

The new requirements from

staff and tasks.


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Why do managers need to be

effective?

Managers job realities

Assign tasks to others.

Their time belongs to everybody.

They are always the driver.


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Manage your time.

Concentrate on achieving companys

objectives.

Promote your strengths.

Focus on essential subjects.

Make effective decisions.

Applying

Habits

How to acquire effectiveness?


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We Complete Your SuccessCopyright IFC on behalf of Business Edge 2008. All rights reserved.

Session 2The ways to be effective


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The attitude of a person is their mental

state that involves their beliefs, feelings,values and dispositions to act in certain

way.

Positive attitudes


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3 types of behaviors

Positive behaviors

Feel lost

Lose / win

Lack of caring

Submissive

Feel being better than others

Win / Lose

Offensive

Win at any cost

Lack of respecting others

Aggressive

Feel fair

Win / Win

Open

Respect others

Considerate

Cooperative

Assertive


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Circle of Concern

The problems

which attract your

attention or which

you want to have

an impact on.

Circle of Concern


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Circle of Concern

Circle of Influence

They are theproblems, which

you can influence

or impact on.Circle of

Influence


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Planning Communication

Problem solving

Making and taking decision Motivating staff

Building and using authority

Essential skills for the effective managers


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Planning Time management

Self organisation

Job planning



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Communication

Creating and monitoring suitable

information channels. Presenting information.

Communicating instructions of tasks.

Giving and receiving feedback.

Carrying out meeting.



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Problem solving

Determining problems and difficulties.

Choosing solutions. Using supportive tools.



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Making and taking decisions



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Motivating staff



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Building and using authority



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Assessing your own effectiveness

Management of activities and quality. Management of financial and physical

resources.

Management of people and relationship.

Management of information and communication.


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Strengths and weaknesses

Ways to improve effectiveness

L i t l


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Learning styles

Your learning style

Activist

Reflector

Pragmatist

Theorist

Ch i l d l t th d


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Choosing personal development methods

Training programs On-the-job training

Self-learning

Work-based project

Ch i l d l t th d


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Based on:

Learning style.

Potential development methods.

Strengths and weaknesses of every method.

The combination of these methods.

Ch i l d l t th d


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The learning method should besuitable for the business context

and working condition.

The participants must be the

'drivers' of the personneldevelopment.

New knowledge and skills will

never be learnt if they are not

applied at work.

Implementing a personal development plan


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Planning Implementing

Evaluating

Action plan

Implementing a personal development plan

Training programs of Business Edge


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Training programs ofBusiness Edge

Materials for reference


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Materials for reference

Adair, John (1985). Effect ive Decision Making, Pan.

Anderson, Alan., Barker, Dennis. & Critten, Peter (1996).Effective

Self development. UK :Blackwell.

Senter, Howard (2003). Becom ing More Effect ive. Oxford, England:Butterworth-Heinemann. Adapted under licence by IFC BusinessEdge.

Covey, R. Stephen (1992). The Seven Habits o f Highly Effect ivePeople. Simon & Schuster.

De Bono, Edward (1990). Lateral Thinking for Management. Penguin. Drucker, Peter (1993). The Effectiv e Execut ive. New York, US : Harper

Business.

Honey & Mumford (1986). Using Your Learning Styles. Peter HoneyPublications

Maxwell, John (2001). The Power of Att i tude. US :River Oak Publishing.

Pedler, Mike. & Boydell, Tom (1994). Managing Yoursel f . HarperCollins.

Contact details


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Contact details

PEP-MENA, IFC, World Bank GroupNile City Towers - North Tower, Cornish El Nil

2005 C, 25th Floor,

Ramlet Boulac, Cairo, Egypt

WWW.ifc.org

www.businessedge-me.com

Tel : +(202) 24619140/50

Fax : +(202) 24619130/60
http://www.businessedge-me.com/english/middle.php?file=homehttp://www.businessedge-me.com/english/middle.php?file=homehttp://www.businessedge-me.com/english/middle.php?file=homehttp://www.businessedge-me.com/english/middle.php?file=home

8 - becoming a more effective manager - slides

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