* BASIC MANAGERIAL SKILLS

ROLE OF THE FRONT LINE MANAGER

BY: PRADEEP SHARMA

THE FRONT LINE MANAGERSENIOR MANAGEMENT WORKMENFRONT LINE MANAGER

THE FRONT-LINE MANAGER - his tasks DEALING WITH PEOPLE DEVELOPING ABILITIES BUILDING TEAMS ACHIEVING RESULTS

FROM TO Doing the job An uncertain managerial role Using technical skillsPlacing emphasis on people Using well developed skillsHaving to learn new ones Being delegated tasksHaving to delegate to others Controlling the outputBeing evaluated on others output Having knowledgeManaging others - often withmore knowledgeMOVING INTO A MANAGERIAL ROLE INVOLVES MAKING CHANGES FROM THE WAY YOU PREVIOUSLY PERFORMED

AS ONE MOVES UP THE LADDER THE FOCUS CHANGESPLANCONTROL DOINGSENIOR MANAGEMENTOPERATOR As an Operator you are an Expert at your job In a Managerial Role you often lose the expertise & spend most of your time in Planning and Controlling The higher you climb the less of an expert you are

THE MANAGERIAL FUNCTIONS PLANNING ORGANISING STAFFING DIRECTING COORDINATING REPORTING BUDGETING CONTROL DECIDE COMMUNICATE MOTIVATE DELEGATE DEVELOP COUNSEL MANAGE CHANGE MANAGE CONFLICT COPE WITH STRESS

THE MANAGER : his roleMANAGER LEADER ADMINISTRATOR COORDINATOR SPECIALISTTRAINER COMMUNICATORPROBLEM SOLVER MOTIVATOR

THE MANAGER : MY AKA !MY MANAGERGrant Loan or Refuse Make me feel fine or miserable Accept or Reject me Develop or Finish meMake me Richer or Poorer Grant Leave or Refuse it Reward or PunishRecommendPromotion or Demotion

THE MANAGER : his roleSubordinatesSuperiorsAssociatesWork Set good example- Listen to ideas, complaints- Develop a feeling of belonging to a team Give feedback on performance Share goals Encourage them to take responsibilityTrain them Consult them Appreciate creditable work Be just Counsel

Accept full responsibility for work Inform progress Understand expectations Represent your employees Lighten his load Report critical incidences Cooperate with other Managers Coordinate work with other sections Understand problems of peers Accept suggestions & criticisms of peers Inform on data that affects them- Extend help-Know your work-Plan your work-Anticipate problems-Equipment health-Availability of materials-Distribute work-Use PDCA-Train-Handle problem cases-Develop new ways

LEADEREXERCISES SELF - DISCIPLINE IN TERMS OF : Attendance & Punctuality Availability at Work Place Not absenting without information Using PPEs himself Keeps his own workplace clean

ADMINISTRATOR Grants/Refuses Leave of his people Grants/Refuses OT Initiates Disciplinary Action Ensures data logging by people Ensures availability of people at workplace Ensures use of PPEs by his people Ensures housekeeping in his area Maintains records

COORDINATOR For all activities to meet objectives - Ensures availability of all resources to meet area objectives

SPECIALIST Ensures application of Processes Ensures Quality Thinks in terms of Improvements - efficiencies, costs, utilisation... Adherence to ISO Ensures Safety

TRAINER Identifies Skills / Competency needs for the job Identifies Training Needs for his people Organises training Guides, Coaches

COMMUNICATOR Shares Objectives Ensures understanding of objectives Sends reports Reads reports Shares Successes & Failures Gives feedback, receives feedback Listens

PLANNINGPUTTING THE FUTURE TO THE PRESENTA PLAN HAS 3 MAJOR STEPS

OBJECTIVES goals, targets, outcomes, results that one desires to accomplish

IMPLEMENTATION how are people & resources to be combined, over what period of time

EVALUATION - how is the progress going to be monitored so that course corrections are possible

MOTIVATOR Encourages achievements Gives positive strokes Builds enthusiasm Involves people Extends help Recognises good contributions Shares successes and blames both

PROBLEM SOLVER Addresses day-to-day problems - Technical - Human - External

PLANNINGPUTTING THE FUTURE TO THE PRESENTSOME PEOPLE ARE REACTIVE THEY DO NOT PLAN. THEY ARE CONTENT WITH MEETING THE SITUATION WHEN IT COMESAS A MANAGER WE NEED TO MAKE AN ATTEMPT TO CONTROL THE FUTURE. WE NEED TO BE PRO-ACTIVE.WE NEED TO THINK AHEAD & CONSIDER : HOW YOU WANT THINGS TO TURN OUT HOW WOULD THEY TURN OUT IF YOU DO NOT TAKE ANY ACTION WHAT YOU NEED TO DO TO MAKE THE FUTURE AS YOU WOULD WANT IT TO TURN OUT

ORGANISINGMAKING THE BEST USE OF RESOURCESTECHNOLOGYEQUIPMENTMONEYRAW MATERIALSPEOPLE PROCESSESPRODUCTSOUTPUTHOW DO WE ORGANISE :IN A MIX THAT WOULD GIVE US BEST RESULTS

MANAGING CONFLICTPEOPLE DONT ALWAYS SEE EYE TO EYECONFLICT IS A NORMAL BY-PRODUCT OF PEOPLE TRYING TO WORK TOGETHER. SINCE SOME PEOPLE DIFFER WITH EACH OTHER, CONFLICTS ARISE.

AS MANAGERS IT IS GOOD IF WE ARE ABLE TO : LIMIT THE NO. OF CONFLICTS RESOLVE WITHIN AN ACCEPTABLE TIME PERIOD LOOK FOR THE ROOT CAUSE PREVENT IT FROM DOING IRREPARABLE HARM USE THE CONFLICT AS A NEW LEARNING

MANAGING CHANGECHANGE the ONLY unchanging factor in a changing societyAS A MANAGER ONE HAS TO MANAGE CHANGE CHANGES IN TECHNOLOGY CHANGES IN SKILL REQUIREMENTS CHANGES IN PROCESSES CHANGES IN ENVIRONMENT CHANGES IN POLICY CHANGES IN ORGANISATION STRUCTURE / MANNING CHANGES IN CUSTOMER DEMANDS

DELEGATINGSHARING THE TASKS : Do I need to do this ?XHanding out tasks, telling people precisely how to carry them out and give them NO freedom to use their initiativeEntrust somebody down the line with the authority to make decisions about the task. You may specify the desired results but leave it to him to decide the pathAbdicating responsibilityYou are still responsible for the task delegatedDELEGATION : Increases involvement Creates enthusiasm Increases output Saves your time Gives you scope to move higher Increases your effectiveness

MOTIVATING getting your people to work willingly and productively to achieve results desired COPING WITH STRESS work pressures COMMUNICATIONG DECISION MAKING CONTROLLING DIRECTING.FUNCTIONS : Front Line Managers

CONSISTENCY IN DEALINGS, APPROACH DEMONSTRATE FAIRNESS EXHIBIT LEADERSHIP QUALITIES ASTUTE OBSERVATION EXUDE CONFIDENCE IN HIMSELF, TEAM CLARITY IN COMMUNICATION SET EXAMPLE AUTHENTIC & DIRECT SELF-RESPECT LEARN FROM FAILURE MANAGING PEOPLE : some principles