basic management skills

Course Objective

To provide managers with a sound understanding of their

roles and responsibilities within their organizations,and the skills they need to

achieve their objectives

… is more art than science. Managing is

working with and through other people to accomplish the

objectives of both the Organization and its members

.. the process of organizing methods,

materials, manpower and other resources to achieve

organizational goals

Management Levels

Top

Middle

Supervision

Strategiclevel

Technicallevel

Operationslevel

Employees / Individual Contributors

The Management Process

DemonstratesGood technical skills

Manager

DemonstratesGood managerial

skills and competencies

Individualcontributor

Supervisor

Functions of

Management

Planning

Controlling

Coordination

Organizing

Planning

• Setting goals and objectives• Identifying income and expense drivers• Overcoming/changing paradigms

• Identifying essential & non-essential work activities

• Departmental relations and authority levels

• Defining roles and responsibilities• Time management• Handling emergencies

Organizing

Controlling • Aligning activities and processes with

company’s objectives• Establishing performance standards

and measures• Monitoring performance

Coordination

• Verification of alignment• Developing inter-departmental relations

Planning

Strategic

Measuring & evaluation

Controlling

Developing people

Operational Managementcontrol

Operationalcontrol

Feedback

The Management Process

Managerial Skills

The capabilities that are important for successful performance as managers and managers

Managers need to demonstrate these skills to carry out their role in achieving results through their employees

Managerial Competencies

An ability, skill, or characteristic that causes outstanding performance in a given job

What outstanding performers do more often, in more situations, with better results than most people

Characteristics of the best performers

Technical

InterpersonalIntellectual

The Managerial Skills

Specific expertise: - Engineering - Finance - Accounting - Administration

Communication Delegation Negotiation Motivation Team-building Rewarding

Planning Organizing Controlling Coordination Problem-solving & Decision-making Negotiation Time management

Technical InterpersonalIntellectual

Intellectual

Interpersonal

Technical

Middlemanagement SupervisionTop

management

The Managerial / Technical split

Management Responsibility

Human resources Production process

The Management Grid

Exertion of minimumeffort to get

required work done isappropriate to sustain

organizational membership

Efficiency In operations results from arranging conditions of work in

such a way that human elements Interfere to

a minimum degree

Thoughtful Attention to needs of

people for satisfyingrelationship leads to acomfortable, friendly

organization atmosphereand work tempo

Work accomplished is fromcommitted people:interdependence

through a “common stake” in organization

purpose leads to relationship

of trust and respect

Concern for Production

Con

cern

for P

eopl

e

There is No such a style of

management that can be

applied in all situations

Democratic

AutocraticPace-setter

Affiliative Authoritative

Democratic

• Makes me feel important• Fosters participation in decision-making• Listens to me and to my perspectives• Recognizes good performance

Commitment through participation

Coercive

• Assigns unpleasant tasks• Doesn’t listen to me• Makes my life hard• Reacts effectively in crisis situations

Do what I tell you

Pace-setter

• Makes me proud of what I am doing• Sets high standards of performance• Will not forgive mistakes

Expects perfection

Affiliative

• Provides protection, I feel safe working for him

• Strives to please subordinates• Ignores work conflict• Ineffective in emergency situations

Priority to subordinates

Authoritative

• Always reminds me of my duties• Lacks flexibility

Firm but fair

The Most Appropriate Style of Management

• Sets and communicates vision• Empowers employees• Sets clear objectives• Delegates authority• Provides constructive and timely feedback• Provides recognition when necessary• Develops subordinates’ skills

From Management To Leadership

Leadership is a Facet of Successful Management

New Manager

PlanningOrganizing the hierarchy

Controlling

Creating visionAligning relations

Inspiring

Classical managerial work New leadership task

Shift from Management to Leadership

He has taughtme a lot

I am compelled torespect him

Takes Responsibilitywhen things go wrong

He knows what to do In emergencies

I trust what hesays

I feel powerfulworking for him

Leadership Practices

Leaders are distinguished by their perseverance in spite of the frustrations and challenges in their

path

Leaders

• Setting direction• Engaging involvement• Motivating people• Making things happen• Modeling the way• Creating a leadership culture

Why Do People Follow Leaders ?

Sets Vision and works for others

Strives to encourage and assist subordinates

85%

80%

78%

75%

72%

Reacts professionally in crisis situations

Makes subordinates feel proud

Holds responsibility

managers typically are

responsible for their direct reports' progress and

productivity in the organization

managers are under immense pressure from above and below to do more with less

Roles and Responsibilitiesof Supervision

Achieving organizational goals

Assigning tasks

Making decisions

Employee Training and Development

Controlling work activities

Coaching


Setting rules and regulations

Problem-solving

Availing resources

Reacting to emergency situations

Staffing

Enforcing Policies and Procedures

PersonnelProcedures

Materials

EmployeesContractorsCompetitors

Suppliers

OperationsProceduresStandards

SpecsObjectives

EquipmentRaw material

Finished products


KeyManagerial

Skills

Managingmeetings

Effectivecommunications

Motivation

Delegation

Problem solvingAnd

Decision making

Time management

Objective setting

Team building

Communication GoalWhenever you COMMUNICATE, to an

Individual or a group, you are “SELLING” something: Product, service, viewpoint, or

Simply yourself.

Your goal is to influence or Persuade the listener to

“BUY” what you say.

Getting Feedback From others

Getting your Message across

Elements of Effective Communications

Common Understanding

Top management

manager

Subordinates

PeersCustomersSuppliers

Contractors

Communications in the Workplace

InformationInstructionsProcedures

ReportsData

SuggestionsComplaints

Achieving objectivesCompleting tasks

Correcting procedures

Taking decisionsSetting standards

Assessing performancemanager

Subordinate

Communications

Facial expressions Body language

Gestures

Conversation Interview Meeting Lecture

Telephone con.

Memorandum

Letter Report E-mail

Fax

Verbal Non- VerbalWritten

Verbal Communications Most effective method

Interaction Eye contact Facial expressions Gestures Immediate feedback

Written Communications More complex

Needs preparation Accurate – more detailed No body language

No immediate feedback May be neglected

Non-verbal Communications

Feedback that cannot be concealed!!!

Delineates true opinion Should be carefully perceived

Should be used effectively

Communications

Interview• Interactive• Immediate feedback

Meeting• Interactive• Immediate feedback

Control

Lecture• Needs preparation Misinterpretation

Telephone Conversation • Lacks clarity Clarity

Communications

Memorandum • Accurate• Prepared

Formal

Letter • Comprehensive

Negligence

Report • Details• Information

Needs study

• Convey subordinates’ ideas, opinions and concerns to management

• Communicate management’s perspectives to subordinates

• Keeps fellow managers/managers informed of activities that affect them

How a manager can Demonstrate

Communications Skills

• Avails all required information and provide timely feedback to subordinates

• Holds meetings periodically • Visits the workplace frequently • Be a good listener

How a manager can Demonstrate

Communications Skills

Principles of Effective Communications

• Clarify the purpose of the message• Deliver message in Logical order• Use words that can be understood• Make your tone clear and keep pace

Principles of Effective Communications

• Clarify when necessary to confirm understanding

• State what is required to be done• State importance / urgency of action to be

taken• Summarize what you have presented

Reasons of Ineffective Communications

Sender Receiver

Environment


• Purpose of message is not announced• Illogic sequence• Unclear tone• No preparation• Not mastering subject• Misjudging receiver’s level of

understanding

Sender


• Bad listening• No interest • Unawareness of subject• Prejudice• Jumping to conclusions• Bad mood

Receiver


• Language - vocabulary - jargon - ambiguity

• Psychological - fear - shyness - boredom

Environment

• Structural - distance - time

• Environmental - Distractions (noise) - interruptions - people intruding

Ten commandments of listening

• Stop talking .. You cannot listen while talking• Give the speaker the chance to speak

• Listen to perceive .. Not to object• Do not interrupt the speaker

• Put yourself in the speaker’s boots.. This will help you assess the situation

Ten commandmentsof listening

• Be patient .. Give the speaker enough time• Keep calm .. Angry people will look for mistakes

• Don’t argue .. Be open and accept criticism• Ask questions .. This shows interest and

provides clarification• Avoid prejudice..

EmpathizingDrawing out the speakerand getting information in asupportive, helpful way.

Empathize by imagining yourself in the other person’sposition to understand what they are thinking, and lettingthem feel comfortable – possibly by relating to theiremotional experiences. Pay close attention to what the person is saying, talk very little, and use encouragingnods and words.

Type of Listening Putting Methods Into Practice

AnalyzingSeeking concreteinformation and trying todisentangle fact from emotion.

Use analytical questions to discover the reasons behindthe speaker’s statements, especially if you need tounderstand a sequence of facts or thoughts. Ask questions carefully, so you can pick up clues from theanswers and use the person’s responses to help you form you next set of questions.


SynthesizingProactively guiding the exchange towards anobjective.

If you need to achieve a desired result, make statementsto which others can respond with ideas. Listen and giveyour answers to other’s remarks in a way that suggestswhich ideas can be enacted and how they might beimplemented. Alternatively, include a different solution inyour next question.


Meetings cost time and money,

both of which are valuable.

Hold meetings only when necessary, and ensure that they are concise

and constructive.

Managing Meetings

• managers spend most of their time in discussions to organize work and solve problems

• The average manager spends 65-80% of his time in meetings

How can we make the manager’stime more effective ?

Purpose of

Meetings

Imparting information

Generating creative ideas (brainstorming)

Resolving problems

Making or implementing decisions

Issuing instructions

Advantages of Meetings

Immediate feedback

GesturesFacial expressions

Eye contact

InteractiveFace-to-face communication

The Critical Path of a Meeting

Define theMeeting’s purpose

Decide howLong it

Should last

Ensure the Right people

attend

Is the meeting

urgent and important?No Yes

Is the meetingurgent or important?No Yes

Is the meetingroutine?

No Yes

Do you needto hold itASAP?

No Yes

Is there a deadline to

work towards?No Yes

Hold meetingimmediate

Is the meetingnecessary?No Yes

Save the meetingfor a quiet

time

Allocate a timeto hold meeting

Set a realisticdeadlineDoes that meeting

help you workmore efficiently?

No Yes

Set aside a time to

hold meeting

C

B

A

Don’t do Itcancel it

To Ensure a Successful Meeting

Ensure That the Right People Attend, at the Right Time and Place, and That They Reach

the Right Decisions

Steps To Successful Meetings

Steps to a successful

meeting

Planning

Closing

ControllingSteps to a

Successful Meeting

Define purpose of meeting Develop meeting agenda Select attendees -

- Consider job background .. Harmonize..

- Define roles and means of participation Locate a venue Send out invitation along with agenda

Monitor meeting duration (opening,closing) Limit and bring side-discussions and unnecessary arguments back to track

Summarize each issue before moving to the next

Limit number of issues to be discussed

Direct meeting towards defined results Define and announce each decision made

Direct meeting to a final conclusion Support what has been agreed upon

Role of the manager when Chairing a Meeting

• Keep discussion focused on the topic• Intervene if discussion fragments into

multiple conversations• Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

• Bring discussions to a close• Ensure all participants are aware of all

decisions that have been reached• Notify group when time for an item has

expired

Why Meetings Fail

• Arriving late• Reason of attendance is unknown • Roles are not defined • No interest• Discussions dominated by one person• Engagements in side conversations• Interrupting the speaker

Why Meetings Fail

• Unnecessary arguments• No agenda • Key persons are absent• Issues are left dangling• Meeting’s conclusions are pre-determined• Not following-up implementation

Defining Work Problems

• Undesired , unplanned situations• Obstacles that slow down achieving

goals• Inevitable in day to day work

Causes of Work Problems

• Negligence of rules and regulations • Ignorance of the presence of rules and

regulations• Improper organizing and planning work• Unexpected events and mishaps

Causes of

Work Problems

Man

Machine

MethodsMaterials

Problems should be handled at its early stages before

it builds up

Principals Of Problem Solving

• Avoid the "right/wrong" or "assigning blame" paradigm

• Convey respect for the other person• Undertake to solve the problem together• Focus on the problem first, then look for

solutions

Steps to Problem-solving

• Who owns the problem? • Who is involved? • Who is being affected by it?

Before any attempt to solve a problem ask yourself these questions:

Steps to Problem-solving• Define the problem (with input from yourself and others)

- What is it that makes you think there's a problem? - Where is it happening?- How is it happening?- When is it happening?- With whom is it happening?- Write down a five-sentence description of the problem

Don't jump to "Who is causing the problem?"

Steps to Problem-solving• Look at potential causes for the problem

- Get input from others who notice the problem and who are effected by it - Collect input from individuals one at a time- Write down a description of the cause of the problem in terms of what is happening, where, when, how, with whom and why


• Identify alternatives for approaches to resolve the problem

- keep others involved (unless you're facing a personal and/or employee performance problem)- Brainstorm for solutions to the problem


• Select an approach to resolve the problem consider:

- Which approach is the most realistic to solve the problem for the long term?- Resources, are they available? affordable? Do you have enough time to implement the approach?- What is the extent of risk associated with each alternative?

Steps to Problem-solving• Plan the implementation of the best

alternative (this is your action plan) - What will the situation look like when problem is

solved?“- Steps to be taken to implement the best alternative? - What systems or processes should be changed in the organization, (e.g. a new policy or procedure?) - How will you follow-up with the implementation

Steps to Problem-solving• Plan the implementation of the best

alternative (this is your action plan)

- Resources needed (people, money and facilities?) - Time needed for implementation- Who will be responsible for implementing the plan?- Write down the answers to the above questions and consider this as your action plan- Communicate the plan to those who will be involved in implementing it and to your immediate manager


• Monitor implementation of the plan - Is the plan being done according to schedule? - If not, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various

aspects of the plan? Should the plan be changed?

Steps to Problem-solving• Verify if the problem has been resolved or

notConsider:- What changes should be made to avoid this type of problem in the future? (changes to policies and procedures, training, etc.) - What did you learn from this problem solving? (new knowledge, understanding and/or skills.) - Write a brief memo that highlights the success of the problem solving effort. Share it with your manager, peers and subordinates

Focus

Execute

Develop

Analyze

Fishbone Method

Off-spec Product

ManMachine

MethodsMaterials

Inadequate training

No cooperation

Not complyingWith standards

Improper storage

No Maintenance

No Calibration

Not following standards

Improper test procedures

Force-field Analysis

• Force field analysis is a method for listing, discussing, and evaluating the various forces for and against a proposed change.

• Useful in clarifying the problem, and finding solutions to specific obstacles preventing goal achievement

• Can be used to develop an action plan to implement a change

Force-field Analysis

• Determine if a proposed change can get needed support

• Identify obstacles to successful solutions

• Suggest actions to reduce the strength of the obstacles

Force-field AnalysisPresent

stateDesiredoutcome

Driving forces Restraining forces

Worststate

Force-field AnalysisRejection rate

10%Rejection rate

2%Driving forces Restraining forces

Rejection rate20%

Customer demand

Motivated workers

Increased market share

Quality circle program

Increased production time

Other projects on line

Lack of training

SWOT Analysis

Threats Opportunities

Strengths Weaknesses

Part of a manager’s role is having to make a series of large and

small decisions.Reaching the right decision in every situation is an ambition that is well

worth striving to achieve

Decisions Are an EssentialPart of Life, in and Out

of a Work Environment.

managers, by Definition, Must Be Decision-Makers.

Types of Managerial Decisions

Unplanned Planned

Problem • Repetitive• Routine

• Non-repetitive• Non-routine

• Instructions• Policies• Low risk

• Strategic solutions• High risk

Procedures

Decision

TopManagement

Middle Management

Supervision

ManagerialLevel

Type ofDecision

Broad, unstructured,infrequentMuch uncertainty

Frequent,structured, repetitive,Routine,

much certainty

Non-programmed Decisions

Structured andUnstructured

Types of Problems/DecisionsAnd Management Level

Programmed Decisions

Decision Making

IndividualConsensus

Participation Involvement Scale

Tell SellGather

information

Get recommendations

From group

Group votesWith

mgt veto

Group votes

Without Mgt veto

Elements That AffectThe Decision-making Process

Elements Affecting Decision-making Process

DecisionMaking

ValuesPersonality

Risk

Taking

Potential for

Dissonance

Nature of issue

Tim

e av

ail a

ble

Resources available

Technical/intellectualskills

Secondary elements

Identify & define issue/problem

Evaluate alternatives

Undertake analysis

Analyzing the Decision Process

What exactly has to be decided?

What are the Pros and cons?

What are the alternatives?

Implement decision

Identify choicesWhich alternative

Is the best?

What actionNeeds to be taken?

AGISA The Group Thinking Model

Goal setting

Analyzing

Selecting ideas

Looking for Ideas

Action

Seeking issuesAffecting the decision

Opportunities orproblems

Conventional orunconventional

Discarding oradopting

ImplementingAccepted decisions

Assessing the Validity of Ideas

New technologyMakes our product

obsolete

Our productdominates the

market

Update our productin order to hold

market advantage

See if new technologytakes off beforeinvesting in it

Invests in newtechnology whenmarkets dictate

Invest in newtechnology as

soon as possible

First to supplynew product

Risks position asmarket leader

Delays investmentuntil future date

Strengthens positionof present product

Only keeps the status quo for now

Problem

Potential outcomesSuggested solutions

A Team Is More Than a Collection of Individuals.

It Is, in Part, an Emotional Entity, Rooted in the Feelings

As Well As the Thoughts of Its Members, Who Actively Care About

Their Team’s Well-being.

Teamwork Definition

A team is a limited number of people with complementary skills who are committed to a common purpose,

performance goals, and approach for which they hold themselves mutually

accountable

Benefits Of Teamwork

Integration of the Talents and Competencies

they Possess

The Collective Utilization Of Individuals’ Efforts

What Makes a Good Team?

• A true team is a living, constantly changing, dynamic force in which a number of people come together to work

• Team members discuss their objectives, assess ideas, make decisions, and work towards their targets together

Points to Remember

• A team member is still an individual, and should always be treated as such

• Cross-functional teams offer the chance to learn about roles and work of others

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Unifying a Team

Most teams have a tendency to place too much emphasis on the task and not on the individual.

The ideal situation is one in which the needs of the individual, the dynamics of the team, and the

requirements of the task coincide at four strategicpoints to produce a unified, effective working team.

Unifying a Team

Individual

Task Team

Team works tocommon end tocomplete tasks

Needs of individualare catered for by team

Challenging tasksmaintain individual

interest

Each individualcontributes to teameffort to complete

task in hand

Choosing Individuals for Specific Tasks

Which qualitiesare required for

the job?

Make a final decisionbased on responses to

the question above

Will I enjoy workingwith this person?

Can any weaknessesbe overcome?

What are theirrespective key skills?

Are there anysuitable people?

Assume that anyonewill suit the role

Rely solely on word ofmouth

recommendations

Ignore shortfalls infavor of particular

experience

Hope weaknesses willbe overlooked by

the team

Ignore signs of individual not being

a team player

Expect them to overcome problems

“on the job”

Offer the role to theindividual who excels at

one particular skill

Draw up a job profile before talking to people

Check “on paper” profileagainst details of

individuals

Favor individuals withwide-ranging skills

Consider any shortcomings

Note any shortcomingsin personal skills

Offer the role to theindividual who brings most

overall to the team

Do Don’t

Stages of Team-development

Forming

The team first comes together; discovering "Why? What? Who? When?".

Conflicts have not begin to emerge yet

manager’s Role

Forming

Use socializing and team discussion to initiategroup work


StormingForming

Disagreements arise about what needs to be done and who will do it. People are annoyed by

The restrictions imposed by the team

manager’s Role

StormingForming

Assert your authority to defuse conflict inthe team


NormingStormingForming

The goals, roles, and boundaries have been clarified and accepted by team members.

They have taken ownership and accountability for getting the work done

manager’s Role

NormingStormingForming

Encourage team members to establish a creativework pattern


PerformingNormingStormingForming

The team becomes a true team, working in harmony, supporting one another. The team, not the leader,

manages the project. Team members make adjustments to keep the deliverables on track

manager’s Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

manager’s Role in Team-building Process

• Identifying purpose of forming team• Selecting team members• Identifying strengths and weaknesses• Setting objectives and clarifying issues• Allocating roles and responsibilities• Supporting team members

manager’s Role in Resolving Team Conflicts

• Clarifying impact of conflict on performance• Identifying causes of conflict• Inviting parties to explain their points of view suggesting solutions• Selecting appropriate methods for solution • Agreement on roles to resolve the conflict• Developing a plan of implementation

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious achievements

Challenges Facing team

Factors that determine

Teamcohesion

Tips to Promote Cohesion

• Keep enemies apart• Put friends together• Give special attention to people who

find it difficult to make friends• Avoid fostering competing subgroups

Management By Objectives

… a systematic and organized approach that allows management to focus on

achievable goals and to attain the best possible results from available

resources

Individual objectives should be aligned with the organization’s objectives.

What Is Meant by an Objective?

A statement specifying the task to be implemented, the expected results, the

resources required and the timeframe of implementation

ObjectivesObjectives are specific accomplishments

that must be accomplished in total, or in some combination, to achieve the goals

in the plan. Objectives are usually "milestones" along the way when

implementing the strategies

Strategies or Activities

These are the methods or processes required in total, or in some

combination, to achieve the goals

Resources (and Budgets)

Resources include the people, materials, technologies, money, etc., required to

implement the strategies or processes. The costs of these resources are often

depicted in the form of a budget

Goals / objectivesStrategies / tasks

(results)(methods to achieve the results)

Types of Objectives

Organizational Improvement

Personnel Skills

Development

ProblemSolving

Criteria for Writing Objectives SMARTER

Specific Measurable Acceptable Realistic Timely

Specifying Target Date

• Specified by date• Date associated with another date• Specified by period

Cost Estimation

• Should be calculated accurately• Should be realistic• May increase if implementation is

delayed

Steps to Objective Setting

Developing an action plan

Subordinates’ participation

Action Plan , Why ?

• To specify method of implementation• To develop a time frame• To utilize resources effectively• Helps in anticipating problems • To follow-up implementation in

accordance to schedule

A Well-set Objective

• To increase sales volume from 150,000 tons to 180,000 tons by end of December 2002 , cost of advertisement not to exceed 50,000 $

Result : MeasurableCost : specifiedTime frame : specified

A Poor Objective

• To increase sales volume by using effective advertisement

Why Would Objectives Fail?

• Objectives are imposed on subordinates

• Objectives are unrealistic• Time is not managed• Easy objectives are selected• Time spent in paper work• Objectives are not amended when

necessary

Time is Life

Time cannot be stored or replenished

Understanding Time

Consider These Two Questions:

What would happen if you spent company money as

easy as you spend company time?

When was the last time you reviewed your time

allocation?

Waste Disposal

• If an average employee earns about 27,000 pounds per year: about 12.50 pounds per hour, around 1 pound every 5 minutes; How many 5 minute sections of your activity deserves a pound? This is a critical appraisal of how you spend your time and to question some of your habits.

Time Waste , Why ?

• Ignorance of the value of time• Late arrival to work or meetings• Failing to prioritize • Failing to delegate• Unnecessary interruptions

Time Waste , Why ?

• Unexpected, unplanned visits• Lengthy , unnecessary telephone calls• Procrastination • Piled work• Unnecessary discussions

Changing Attitudes

• Our attitudes to time are constantly changing• Changes are due to advent of new technology• Exchange of information has become

instantaneous • Travel has become much faster• It is possible for us to do more in a day• It has also increased the pressure on our time

Estimating Value Of Time

1.5 x annual salary

Working hoursper year

= Cost per hour

Cost per hour

60= Cost

Per minute

Daily Routine Work

Withmanager Discretionary

Urgent

Withsubordinates

• Organize• Plan• Coordinate

• Meeting• Discussion

• Problems• Crisis

• Coaching• Discussion• Complaints

Breaking Down Tasks

On-goingprojects

Routine

Planning &development

Organizing ameeting

Writing aRegular report

Making new contacts

Breaking Down Tasks

• Categorize your tasks• Estimate how long each task takes you• Look at the distribution of these tasks

throughout the day

Ideal Time Allocation

Group 1: Routine tasksGroup 2: Ongoing projectsGroup 3: Planning and development

60% of time

25% of time

15% of time

Actual Time Allocation

Group 1: Routine tasksGroup 2: Ongoing projectsGroup 3: Planning and development

60% of time15% of time

25% of time

If distribution is incorrect, re-organize your working day

Breaking Down Tasks

Looking For Patterns

• Does the breakdown meet the expectations of your working day?

• Are you spending too much time on a particular group?

• Are there times when you are very busy and times when you are slack?

• If so, reorganize work more efficiently

Questions To Ask Yourself

• Am I doing work somebody else should do?

• Are there patterns that repeat themselves in my time log?

• Do jobs frequently take longer than expected ?

• Do I have enough time to be creative and innovative?

Estimating Efficiency

• How close is your work pattern to the ideal 60:25:15 work distribution ratio?

• If you spend too much time on one group,reorganize your daily schedule

• Delegate jobs that can be done by juniors• Concentrate your energies on more

important tasks

Setting Priorities

Importance

Urgency

Prioritizing a Task

Analyzing Tasks

C

B

A Important and urgent

Important or urgent

Neither Importantnor urgent - routine

B

C

Urgency

Importance

Analyzing Tasks

A

B

Prioritizing And Delegating Work

• Make three separate lists for A, B, and C tasks

• For each list, decide: - which tasks only you can do? - which tasks can be delegated? - which tasks need not be done?

Start With A’s And Not With C’s

Pareto PrincipleThe 20 – 80 % Rule

80%

80%

20%

20%

Balancing Daily Tasks

A-TasksYou should try to complete

a few of these urgent,difficult tasks each day

B-TasksThese account for the

majority of your work andshould take up most of

your day

C-TasksThese are non-urgent

tasks that should be done when time allows

One working day

Prioritizing A Task

Priorities Should Continually Be Altered in Line With

Changes or New Information

Is the taskurgent and important?No Yes

Is the taskurgent or important?No Yes

Is the taskroutine?

No Yes

Do you needto complete it

today?No Yes

Is there a deadline to

work towards?No Yes

TakeImmediate

action

Is the tasknecessary?No Yes

Save the taskfor a quiet

time

Allocate a timeto complete

The task

Set a realisticdeadlineDoes that task

help you workmore efficiently?

No Yes

Set aside a time to complete

The task

CTask

BTask

ATask

Don’t do Itdiscard it

Balancing Demands

• Priorities change all the time• New information may change a task’s

importance or urgency• When you receive new information,

quickly reassess your list of priorities

Being Realistic

• Be realistic about what you can achieve in a given period of time

• Recognize the limits of your capabilities• Be realistic about others’ capabilities• Don’t demand too much of your colleagues• Stretch your expectations from time to time

Maximizing Efficiency

• Recognize your energy levels• Understand your mental and physical

cycles that your body follows each day• Plan and prioritize your workload

accordingly• Flexible hours policy

0

2

1

3

4

5

-1

-2-3

-4

-59 a.m 3 p.m1 p.m11 a.m 5 p.m

Per

form

ance

leve

l

Time of day

Late-morning peak- best time for A-tasks

Late-afternoon

peak-best time

for B-tasks

Energy levelFalls

towardsEnd of

day

After lunchtrough-

best time forC-tasks

Stress

Stress is likely to affect all of us at some time in our lives. Learning how to

reduce the stress that you encounter, will allow you to achieve your goals

without damaging your health.

Stress

Stress in individuals is defined as any interference that disturbs a person’s healthy, mental, and physical well-

being.It occurs when the body is required to

perform beyond its normal range of capabilities.

Stress

Possiblegains

Restrictsability

A threat thatmay cause A loss

Analyzing The Effect Of Stress

ON SOCIETYPressure on

public services

ON INDIVIDUALSIllness and

Behavioral problems

ON INDUSTRYIndustrial accidentsAnd inefficiencies

Stress In ManagementMotivating

staff

Adapting to change

Staying withbudgetsMeeting

deadlines

Reporting tosuperiors

Stress In Others

Stress is infectious;You need to recognize it in others

before it affects the people with whom they work !!

Stress In OthersLooking for Signs of Stress

Toward colleagues

• Greets colleagues on arrival• Has lunch with colleagues• Maintains a friendly manner• Asks for opinions

Toward colleagues

• Sits at work in silence• Ignores opinions• Becomes irritable• Lunches alone

Normal Stressed


Toward the organization

• Keeps workplace clean and neat

• Files paperwork in an orderly fashion

• Knows where to find things• Deals with correspondence

immediately

Toward the organization

• Works in a chaotic fashion• Scatters paper everywhere• Takes long to find things• Leaves in-box full of

correspondence

Normal Stressed


Toward own appearance

• Is smartly dressed• Wears clean and well-

pressed clothes• Looks well groomed• Maintains good personal

hygiene

Toward own appearance

• Wears clothes unsuited for the job

• Wears dirty and wrinkled clothes

• Looks unkempt• Does not appear to care

about appearance

Normal Stressed

Effect of Stress onWork Performance

• Can be useful or harmful• Depends on magnitude of stress• Absence causes slackness and

impotency

Identifying And Handling Stress Cases

• Beneficial stressorsto properly perform a job function, a certain amount of stress is required.

Motivation, Energy, Alertness,

Promotes enthusiasmPromotes accepting challenges

Identifying And Handling Stress Cases

• Negative stressorssituations in the work place that leave a feeling of depression, anxiety, or pressure.

Overwork, Ambiguity, Workplace Conflicts, Responsibility

Poor performance, AnxietyLow morale

Effect of Stress onWork Performance

Turning Point

Work stress

Performance

Optimum stress

Sources and Signs of Stress

Individual factors Family problems

Economical problems

Environmental factorsEconomical fluctuations

Political fluctuationsTechnological challenges

Organizational factors Job stress

Organizational hierarchy Management stress

Physiological symptomsHeadaches

High blood pressureHeart diseases

Psychological symptoms

Insomnia/depressionJob dissatisfaction

Behavioral symptoms

AbsenteeismWork turnover

Accidents

Individual factors

Family problemsEconomical problems

Environmental factors

Economical fluctuationsPolitical fluctuations

Technological challenges

Organizational factors - Workplace Stress Not knowing what you want or if you're getting it.The feeling that there's too much to do. Not enjoying your job. Most people always blame their jobs. Conflicting demands on the job. Insufficient resources to do the job. Not feeling appreciated.

Physiological symptoms

HeadachesHigh blood pressure

Heart diseases

Psychological symptoms

Insomnia/depressionJob dissatisfaction

Behavioral symptoms

AbsenteeismWork turnover

Accidents

Stress Management Strategy

Individual Strategy

- Time management- Physical fitness- Relaxation- Social support

Stress Management Strategy

Organizational Strategy - The right person for the right job- Competent, meaningful objectives- Participation in decision-making- Maintaining effective communications

How To Reduce Stress In The Workplace

• Set realistic goals and priorities• Encourage good time-management

techniques • Take short breaks after a particularly

stressful event • Don’t procrastinate• Know your limits, be realistic

How To Reduce Stress In The Workplace

• Learn to say "no“• Give positive reinforcement • Set up employee recognition programs• Take responsibility• Provide a sympathetic ear • Most important, MAINTAIN A SENSE

OF HUMOR

Objective of DelegationTo get the job done by someone else.

Not just the simple tasks of reading instructions and turning a lever, but also the decision making and changes which

depend upon new information

With delegation, your staff have the authority to react to situations without

referring back to you

“Many managers resist Delegation authority for fear

A job won’t be done well–

Or that it will be done too well ”

Centralization Vs Delegation

• Centralization • Delegation

Advantages of Delegation• Higher efficiency • Increased motivation • Develops the skills of your team • Better distribution of work through the

group• Makes the manager focus on more

important tasks• Preparing the “second line”

The Act of Delegation

manager

Assigns tasks Grants authority Createscommitment

What should Be done

The right touse resources

Contracting to Take responsibility

The Effective Delegator

Does notFeel insecure

Has confidenceIn subordinates

Knows the valueOf delegation

Ensures staffAre trainedAllow subordinates

to be seen as the “experts”

To Determine Level of Maturity

Skills andcapabilities

of doing work

TechnicalexpertiseAnd the

knowledgeOf work

The motive,self-confidenceand willingness

to take responsibilities

• · What tasks am I doing that does

not need to be done at all?

• · What tasks am I doing that only I can do?

• · What am I doing that can be done by somebody else?

Evaluating Your Activities

Do not completethem yourself or

delegate them

Don’t delegatethese, so prioritize

them

Delegate these tasksto subordinates

Steps to Delegate

Identify a suitable person for the task

Praise / acknowledge a job well done

Keep in touch with the person for support and monitoring progress. Do not get too close

Grant the necessary authority to do the job properly

Explain the task clearly. Leave room for ingenuity / initiative

Gaining AgreementDefine task to be

delegated

Push forcommitment

Discuss any reservations

Seek agreementIn principle

Discuss withSelected person

Win acceptance From delegate

Offer solutions andreassurance

Do not push forCommitment yet

Make a final decisionbased on responses tothe questions above

Assume that anyone will suit the role within the team

Ignore signs of individual notBeing a team player

Hope weaknesses will beOverlooked by the team

Ignore shortfalls in favor ofParticular experience

Rely solely on word-of-mouth recommendations

Expect them to overcomeProblems “on the job”

Offer the role to the individualWho excels at one

particular skill

Draw up a job profile beforeStarting to talk to people

Check “on paper” profile Against details of individuals

Note any shortcomings inPersonal skills

Give serious considerationTo any shortcomings

Favor individuals withWide ranging skills

Offer the role to the individualWho brings most overall

to the team

Are there any suitable people?

Which qualities arerequired for

the role?

What are theirrespective key strengths?

Can any weakness be overcome?

Will I enjoy workingWith this person?

Do’s Don’ts

Morale Overall attitude that employees

have toward their workplace

Job Satisfaction Degree of enjoyment people derive

from performing their jobs

Defining Satisfaction and Morale

Recent Trends in Managing Satisfaction and Morale

• The booming economies of the 1990’s forced companies to work harder not only to retain current employees, but also to offer creative incentives to secure new employees

• Many leading companies came up with innovative benefits designed to keep employees happy, boost satisfaction, and enhance morale

“The Set of Forces that cause People to Behave in Certain Ways”

Motivation in theWorkplace

“The Inner Strivings that Initiate a Person’s Actions”

What makes it more difficult is the diversity of the workforce

..due to the complexity of the process;

.. but it’s rather difficult for a manager to motivate his subordinates..

You can easily motivate a machine by providing maintenance..

Dimensions of Diversity

Person Expertise

Values andbeliefs

NeedsAge

Gender Socialstatus

Secondarydimensions

Culture

Skills and abilities

Primarydimensions

Needs

Desire to Satisfy needs

Needssatisfaction

Action

Motivation

Reasonable salaryPhysiologicalNeeds

Stability Pension Plan

Friends at work Cooperation

Assigning tasks Assigning responsibilities

Advancement Job Title

SecurityNeeds

SocialNeeds

Esteem

Self-Actualization

Behavior Theory

The Hawthorne Studies

Tendency for Productivity to increase when Workers believe they are receiving special Attention from

Management

Two-factor Theory

• Hygiene factors:working conditions

• Motivation factors:recognition for a job well done

according to the two-factor theory, hygiene factors affect motivation and satisfaction only if they are absent or fail to meet expectations

THEORY HERZBERG

Conditions that lead to Employee satisfaction

Conditions that lead to Employee Dissatisfaction

Maintenancefactors

managers Working conditions

Interpersonal relations Pay & security

Policy & administration

Motivational factors

Achievement Recognition

The work itself Responsibility

Advancement & growth

رضاء

عدم رضاء No dissatisfaction

No satisfactionSatisfaction

Dissatisfaction

Two-factor theory of motivation

Basic income, fringe benefits,Bonuses, company car, etc.

Working hours, workplace layout, equipment provided for the job

Rules and regulations, that govern employers and employees

Establishing Basic Needs At WorkHygiene Factors Definitions

Company policy

Working conditions

Salary and benefits

Determined by the rank, authority and relationship to others

The extent of control an employee has over the content and execution of a job

Degree of confidence regarding Continuous employment in an organization

Establishing Basic Needs At Work

Definitions

Status

Job security

Supervision and autonomy

Hygiene Factors

Reaching or exceeding task objectives.It is one of the most powerful motivators and

a great source of satisfaction.

A job that provides positive, satisfying pleasure is a great motivational force to

individuals.

Acknowledgement of achievements by senior staff helps to enhance self-esteem.

It is viewed as a reward in itself.

Heightening Workplace Motivation

Why they work

Achievement

Recognition

Job Interest

Motivators

The opportunity to exercise authority and power demands leadership skills, risk-

taking, decision making and self direction.

Promotion, progress, and rising rewards for achievement. The main motivator, however , is the feeling that advancement is possible.

Heightening Workplace Motivation

Why they work

Responsibility

Advancement

Motivators

basic management skills

Business

insomniadepressionjob

heightening

factor theory

final decisionbased

effective

true team

ongoing projectsgroup

workmore efficiently