role of a manager in organization
TRANSCRIPT
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Roleo
f
Manag
ers
dpathak
Leadership: An Overview
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Becoming a Manager
1. List down your daily activities
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2. How does it differ from weekly, quarterly, yearly ..
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3. How does your role differ from that of you superiors at variouslevels (above & below).
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Introduction
Becoming a Manager
Managing your Time
Understanding the Responsibility
Managing the Organization Responsibility
Mastering the Communication ResponsibilityAssuming the Control Responsibility
Managing Diversity
The Support Staff
Evaluating Employee Performance
Appraisal tools and Manage Performance
Conclusion
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Use these inputs Be faithful to Perform these Outputthese values Mgr. processes
Hu
man,Material,Finance
Philosophy,beliefs&Assumption
s
Planning
OrganizingLeading
Helping
Supporting
Developing
Evaluating
Ma
ximum/efficie
ntgoal
Ac
hievement,
org
anizationally
De
siredbehaviour
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---- Willingness to work
long hours
---- Single-mindedness
---- Analytical ability
---- Ambition---- Ability to spot
opportunity
---- Enthusiasm
---- Willingness towork hard
---- Integrity
To manage one must know what you have to be.
Rank the following attributes. Most valuable at number 1, next
2and so on.
---- Curiosity
---- Skill for numbers
---- Willingness to take risk
---- Enterprise---- Ability to meet unpleasant
situations.
---- Imagination
---- Ability to adopt quickly
to change.
---- Understanding of others.
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succeed, not to fail.
It is the manager's job tounderstand people'sstrengths and weaknesses.
Managers who strive to find
the good in their peoplewill achieve far more thanmanagers who only find
fault.
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Key managerial skills such as team development,performance management, coaching and self management ..
for effectiveness
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A manager's job is varied and complex.
Managers need certain skills to perform the duties and activities
associated with being a manager.What type of skills does a manager need?
Research by Robert L. Katz found that managers needed three
essential skills.
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These are technical skills,human skills and
conceptual skills.
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Technical skills include knowledge of and proficiency in
a certain specialized field,
such as engineering, computers,
financial and managerial accounting, or manufacturing.
These skills are more important at lower levels of
management since these managers are dealing directly
with employees doing the organization's work.
http://www.accountingformanagement.com/http://www.accountingformanagement.com/ -
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Human skills involve the ability to work well with other
people both individually and in a group.
Because managers deal directly with people, this skill is
crucial!
Managers with good human skills are able to get the bestout of their people.
They know how to communicate, motivate, lead, and
inspire enthusiasm and trust.
These skills are equally important at all levels ofmanagement.
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Finally conceptual skills are the skills managers must have to think
and conceptualize about abstract and complex situations.
Using these skills managers must be able to see the organization as
a whole, understand the relationship among various subunits, and
visualize how the organization fits into its broader environment.
These skills are most important at top level management.
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A professional association of practicing managers,the American Management Association,
has identified important skills for managers that encompass;
conceptual,communication,
effectiveness, and
interpersonal aspects.
These are briefly described below:
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Conceptual Skills: Ability to use information to solve business problems, identification of
opportunities for innovation, recognizing problem areas and implementing solutions,
selecting critical information from masses of data, understanding the business uses of
technology, understanding the organization's business model.
Communication Skills: Ability to transform ideas into words and actions, credibility amongcolleagues, peers, and subordinates, listening and asking questions, presentation skills and
spoken format, presentation skills; written and graphic formats
Effectiveness Skills: Contributing to corporate mission/departmental objectives, customer
focus, multitasking; working at multiple tasks at parallel, negotiating skills, project
management, reviewing operations and implementing improvements, setting and maintaining
performance standards internally and externally, setting priorities for attention and activity,
time management.
Interpersonal Skills: Coaching and mentoring skills, diversity skills; working with diverse
people and culture, networking within the organization, networking outside the organization,
working in teams; cooperation and commitment.
In today's demanding and dynamic workplace, employees who are invaluable
to an organization must be willing to constantly upgrade their skills and take
on extra work outside their own specific job areas. There is no doubt that skills
will continue to be an important way of describing what a manager does.
eter ruc er ;
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eter ruc er ;What made them all effective is that they followed the same eight
practices:
They asked, "What needs to be done?"They asked, "What is right for the enterprise?"
They developed action plans.
They took responsibility for decisions.
They took responsibility for communicating.They were focused on opportunities rather than problems.
They ran productive meetings.
They thought and said "we" rather than "I."
The first two practices gave them the knowledge theyneeded.The next four helped them convert this knowledge intoeffective action.
The last two ensured that the whole organization felt
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Competency chart and associated key attributes:
Group Competencies Key Behavioral Attributes
OrganizationalValues
Organizational Values Integrity, Trusteeship, Respect forindividual, Credibility , Having a Largerpurpose
Leadership ofPeople
InterpersonalEffectiveness
Team Work, Conflict Management,Withstanding Pressure
Coaching & Mentoring People Development, Empathy
Change Orientation Adaptable to Change , Cross CulturalManagement
Leadership ofBusiness
Decision making Decision Making, Problem Solving , Dealingwith ambiguity
Business acumen Business sense , Strategic thinking
Leadership ofResults
Drive for Results Achievement Orientation , Planning &Organizing Skills , courage to dream big &
being passionate about it.Customer Orientation Customer Focus , Customer Care
Professional Excellence Learning , Innovation ,Persistence , Questfor Knowledge
Influencing &
Networking
Influencing, Networking,
Communication Skills, Manage external
Environment
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EMPATHYThe ability to get into someone elses shoes so as tounderstand his feelings & emotions. The ability to step out ofones own shoes so that ones own feelings do not get mixed up
with the other persons.
PROFICIENCY LEVEL
1. Is insensitive to others feelings. Does not grasp what the other person isfeeling.
2. Makes an attempt to understand what is being said. Asks questions forfurthering understanding.
3. Makes an attempt to step into the others shoes; listens attentively, keeps anopen mind. Accurately reflects surface feelings and concern.
4. Steps into the others shoes and feels exactly how the other person is feeling.
Understands & surfaces unspoken or hidden concerns.
5. Is extremely sensitive and perceptive of the other persons emotions. Canidentify long term implications relating to underlying concerns.
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Communication gaining co-operation from your staffHow to deal with conduct and capability issues
Handling difficult situations assertively for positive outcomes
The principles of workplace motivation and what are the key elements of motivation
Interviewing skills for managers ensuring you get the right person for the job
How to conduct an appraisal meeting, and why they are important to performanceHow to coach your staff and provide support to help them achieve their own personal
objectives for the benefit of the organisation
Delegating with trust and ensuring it gets done
Running a team meeting and facilitation techniques to make the meeting effective
Managing upwards presenting your case to your peers and your own manager
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TO BE
TO DO
TO SEE
TO TELL
MAHAVAKYA
LEADERSHIP PROCESS
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?
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Managerial Skills
Interpersonal Skills
Writing
Oral Presentation
Three skills you need to know to be a good manager
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