role of managers in co-operatives

8/12/2019 Role of Managers in Co-Operatives

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Managerial Effectiveness inCooperatives

by

NarayanBelbase21-01-2014

AK Bhaduri


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Introduction

Co-operative is essentially a Team and co-operation is nothing but Team- work.

Thus capacity and strength building in co-operatives means building a strong team and

effectively manage/lead the team to perform to a veryhigh level.

It is required to understand the following terms inmore detail:

Team & Team workRole of Team MembersHigh Performance CultureManager & Mangerial skillsLeader & leadership skills


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Team &TeamworkA team is a

group of people with a common goal .

Individuals performance in a group needs to be in samedirection as that of others .

Members of each smaller groups within themselves andamong each group must be in tune to perform as a bigteam.

Such synchronised group activities is known asTeamwork.

Teamwork must be aligned to the corporate goals.

A team has to pass through following steps:

- Forming Just gathered & started- Storming Sharp disagreements- Norming--- Understanding developed- Performing All aligned towards goal, peak

form, emotional attachment

A perfect teamwork is key factor behind success of acorporate AK Bhaduri


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Role of Team Members

In a Team each member to have :

- good understanding

- good communication

- Clarity of Goals

- Clarity of role

- In normal as well as in abnormal conditions

- No individual ego which affects team

- Faith & trust in the Team leader

-The teamwork ( V formation) of the birds saves upto20% of drag force (wind resistance) .- The first bird which has courage and wisdom to fly on

an unknown route is the leader. AK Bhaduri


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PERFORMANCE CULTURE Performance comes from-- Knowledge & practice Team work Opportunity Strategy to create opportunity in changing marketsituations is also an issue. Unless opportunity exits, there is no demand for peopleto perform. Again it is a must to leverage Technology to perform. To create an environment of motivation, innovation,trust, openness and mutual concern are other relatedissues to ensure performance. Up-keep Values to maintain goodwill among stakeholders on a long term basis is equally prudent.Nurturing & practicing all the above together form thePerformance Culture & the Leader has a great role inthis. .


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Management & Managerial skillsManagement is the art of getting things done

through people. Alternatively, Management is the method of achieving theorganisational goals through planning, organising,leading and controlling.

Leadership is a refinement over management.There are 3-levels of management


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What Managers Do?Responsible to make efficient use of resources.

Can work with people.Decision-making and problem solving.Strategic planning and goal setting for the

organization.

Builds and maintains relationship with stakeholders .


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Managerial skills

Primary Managerial skills are:

Conceptual Skills ,Human Relations Skills andTechnical Skills.

Other important skills are:

Problem Solving Skills(alternatively design skills)

Analytical skillsAdministrative skillsCommunication SkillsDecision Making SkillsLeadership Skills

AK Bhaduri


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Management Levels & skillsProportion of the three primary skill vary withthe level of the manager as below:


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Conceptual skills Conceptual skill is the ability to visualise (see)

the big picture i.e the organisation as a whole andits relationship with external environment

It includes Analytical, Creative and Initiative skills.

It helps the manager to

identify the causes of the problems and not the symptoms.solve the problems for the benefit of the entire organisation.fix goals for the whole organisation to plan for every situation.

Most crucial for managers at top level

AK Bhaduri


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ec n ca , na y ca ro em so v ngskills

Technical skill is the ability to perform the given job usingdifferent machines and tools as well as various procedures

and techniques.The low-level managers(who are in-charge ofthe actual operations)require more technical skills.

Analytical skills: Use of scientific techniques, generatedata use the data by way of their interpolation/extrapolation to find trend , to interpret for solvingmanagerial problems or take decisions.

Break the problem into small parts keep achievabletargets to solve each part-- and engage different

people/group to work in co-ordination or parallel.

AK Bhaduri


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Human Relations SkillsHuman relations skills are also called Interpersonal skills.

It is the ability to work with people by way of ---understanding them,communicating, motivating,leading anddeveloping team spirit.

Human relations skills are required by all managers at all levels ofmanagement.

This is more important in case of a Co-operative society where noother incentive is possible due to usual low profit margins.

Encourage a free-flow of communication in the society.

AK Bhaduri


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Administrative skills

Administrative skills are those skills which ensurepeople to work within discipline, laid out norms,procedures etc.

Administrative skills callsfor thorough knowledgeabout how to get the workdone and how to co-ordinatedifferent activities of theorganisation.Required more at the top-level management to make

plans and policies.

Top executives with their administrative skills mustbe able to control the full organisation (often from adistant place).

AK Bhaduri


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Decision Making skillsA manager must be ableto take quick and

correct decisions.

This must also be inabsence of completedata/information

He should be able toimplement his decisiontimely and systematically.

The success or failure of a managerdepends on the correctness of his decisions

The skill is required at all levels of management moreat the top-level.

AK Bhaduri


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Leadership Skills

In very short it is the ability to influence humanbehaviour.

A manager requires leadership skills to motivate the people ensure perfect teamwork improve work efficiency improve group performance. help steer out difficult situationsand changing scenario.

maintain and uphold values, ethics & work cultureand brand image.

AK Bhaduri


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Managerial skills

AK Bhaduri

IntellectualDimension

Becoming

Dimension

RelationshipDimension

DoingDimension


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Leadership skills vs. Managerial skillsThese skills are close but still differentManagerial skills are about processesbut leadership skills are about behaviour.

Managerial skills heavily depends

upon tangible factors /data/capabilities etc. while leadershipskills depends on intangiblefactors like trust, conviction,

attitude, character etc.Leaders need many managerial skills as

background skills but their primary driving factorsare vision, values, courage , emotions and senseof serving(not being served).


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What Qualities a Leadership must have? Leader must have clarity of vision, mission & goal.

Good leaders are the enabling force whodelicately and amicably align the peoples needs,their efficiency and theemotions to the goals

of the organisation.

Leaders need not be highintellectuals but they are

people with humility, credibility, and are respectedfor their attitudes, behaviour towards others.

They must also have courage, honesty, integrity,conviction, positivity & wisdom.

AK Bhaduri.


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Leadership TipsThere is only one way - the straight way.Be reasonable , fair & firm.

Get the right people in the right jobs - it ismore important than developing a strategy.

Work has to be fun often celebrate &energise yourself and others around.An informal atmosphere is often

more productive.Make sure everybody counts(has recognition) and everybodyknows they count.Nurture and protect your boys AK Bhaduri


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Leadership Tips

Have self-confidence and the courage to beopen to others in all conditions.Never underestimate the competitor.Understand where real value is added and

put your best people there.Know when to meddle and when to let go.

Have good relations with peersEncourage learning &sharingBe available at all important junctures.

AK Bhaduri


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Leadership Tips(contd.)

AK Bhaduri

Communicate, listen, consult, & involve people,explain what is to be done & why.

Be example to your people (set standards) throughyour good way of work and conduct

" Praise loudly, blame softly.

Give credit to your people(never take it yourself) onsuccess but accept blame toyourself for any failure.

Never publicly blame others for a failure . Theirfailure is your responsibility

Remember true leader has no hiding place


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Improvement through better Managerial Skills is a--

journey and not a destination Practice it to enjoy it.

AK Bhaduri

Thank You

role of managers in co-operatives

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