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
Strategic
level
Technical
level
Operations
level
Employees / Individual Contributors
The Management Process
Demonstrates
Good technical skills
Manager
Demonstrates
Good managerial
skills and competencies
Individual
contributor
Supervisor
Organizing
Coordination
Controlling
Planning
Functions of
Management
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
companys objectives
Establishing performance standards
and measures
Monitoring performance

Coordination
Verification of alignment
Developing inter-departmental relations
Planning
Strategic
Measuring & evaluation
Controlling
Developing people
Operational
Management
control
Operational
control
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
Interpersonal

Intellectual

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 Interpersonal Intellectual

Intellectual

Interpersonal
Technical

Middle
management
Supervision

Top
management
The Managerial / Technical split
Management Responsibility
Human resources Production process
The Management Grid

Exertion of minimum
effort to get
required work done is
appropriate 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 satisfying
relationship leads to a
comfortable, friendly
organization atmosphere
and work tempo






Work accomplished is from
committed people:
interdependence
through a common
stake in organization
purpose leads to
relationship
of trust and respect




Concern for Production
C
o
n
c
e
r
n

f
o
r

P
e
o
p
l
e





Democratic
Autocratic
Pace-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
Doesnt 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
Planning
Organizing the hierarchy
Controlling

Creating vision
Aligning relations
Inspiring
Classical managerial work New leadership task
Shift from Management to Leadership
He has taught
me a lot
I am compelled to
respect him
Takes Responsibility
when things go wrong
He knows what to do
In emergencies
I trust what he
says
I feel powerful
working 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 Responsibilities
of Supervision
Achieving organizational
goals
Assigning tasks
Making decisions
Employee Training
and Development
Controlling work
activities
Coaching
Roles and Responsibilities
of Supervision
Setting rules
and regulations
Problem-solving
Availing resources
Reacting to
emergency situations
Staffing
Enforcing Policies
and Procedures
Personnel
Procedures
Materials
Employees
Contractors
Competitors
Suppliers
Operations
Procedures
Standards
Specs
Objectives
Equipment
Raw material
Finished products
Roles and Responsibilities
of Supervision

Key
Managerial
Skills


Managing
meetings
Effective
communications
Motivation
Delegation

Problem solving
And
Decision making


Time
management


Objective
setting


Team building



Communication Goal
Whenever 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
Peers
Customers
Suppliers
Contractors
Communications in the
Workplace
Information
Instructions
Procedures
Reports
Data
Suggestions
Complaints

Achieving objectives
Completing tasks
Correcting procedures
Taking decisions
Setting standards
Assessing performance
manager
Subordinate
Communications
Facial expressions
Body language
Gestures


Conversation
Interview
Meeting
Lecture
Telephone con.

Memorandum
Letter
Report
E-mail
Fax

Verbal Non- Verbal Written
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 managements
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

Reasons of Ineffective
Communications
Purpose of message is not announced
Illogic sequence
Unclear tone
No preparation
Not mastering subject
Misjudging receivers level of
understanding
Sender
Reasons of Ineffective
Communications
Bad listening
No interest
Unawareness of subject
Prejudice
Jumping to conclusions
Bad mood
Receiver
Reasons of Ineffective
Communications
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 speakers boots.. This will
help you assess the situation







Ten commandments
of listening

Be patient .. Give the speaker enough time
Keep calm .. Angry people will look for mistakes
Dont argue .. Be open and accept criticism
Ask questions .. This shows interest and
provides clarification
Avoid prejudice..



Empathizing
Drawing out the speaker
and getting information in a
supportive, helpful way.

Empathize by imagining yourself in the other persons
position to understand what they are thinking, and letting
them feel comfortable possibly by relating to their
emotional experiences. Pay close attention to what the
person is saying, talk very little, and use encouraging
nods and words.
Type of Listening Putting Methods Into Practice
Analyzing
Seeking concrete
information and trying to
disentangle fact from
emotion.

Use analytical questions to discover the reasons behind
the speakers statements, especially if you need to
understand a sequence of facts or thoughts. Ask
questions carefully, so you can pick up clues from the
answers and use the persons responses to help you form
you next set of questions.
Type of Listening Putting Methods Into Practice
Synthesizing
Proactively guiding the
exchange towards an
objective.

If you need to achieve a desired result, make statements
to which others can respond with ideas. Listen and give
your answers to others remarks in a way that suggests
which ideas can be enacted and how they might be
implemented. Alternatively, include a different solution in
your next question.
Type of Listening Putting Methods Into Practice



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 managers
time more effective ?

Purpose
of
Meetings
Imparting information
Generating creative ideas
(brainstorming)
Resolving problems
Making or implementing
decisions
Issuing instructions

Advantages of Meetings

Immediate
feedback
Gestures
Facial
expressions
Eye contact
Interactive
Face-to-face
communication
The Critical Path of a Meeting

Define the
Meetings
purpose
Decide how
Long it
Should last
Ensure the
Right people
attend

Is the meeting
urgent and
important?
No Yes
Is the meeting
urgent or
important?
No Yes
Is the meeting
routine?
No Yes
Do you need
to hold it
ASAP?
No Yes
Is there a
deadline to
work towards?
No Yes
Hold meeting
immediate

Is the meeting
necessary?
No Yes
Save the meeting
for a quiet
time
Allocate a time
to hold
meeting
Set a realistic
deadline
Does that meeting
help you work
more efficiently?
No Yes
Set aside a
time to
hold meeting

C


B


A

Dont do It
cancel 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
Planning
Closing
Controlling
Steps 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
Meetings 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
Methods

Materials
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



Steps to Problem-solving
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

Steps to Problem-solving
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






Steps to Problem-solving
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
not
Consider:
- 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

Man

Machine
Methods Materials
Inadequate training
No cooperation
Not complying
With 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 Analysis
Present
state
Desired
outcome
Driving forces Restraining forces
Worst
state
Force-field Analysis
Rejection rate
10%
Rejection rate
2%
Driving forces Restraining forces
Rejection rate
20%
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 managers 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 Essential
Part 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
Top
Management
Middle Management
Supervision
Managerial
Level
Type of
Decision
Broad, unstructured,infrequent
Much uncertainty
Frequent,structured,
repetitive,Routine,
much certainty
Non-programmed Decisions
Structured and
Unstructured
Types of Problems/Decisions
And Management Level
Programmed Decisions
Decision Making
Individual
Consensus
Participation Involvement
Scale
Tell Sell
Gather
information
Get
recommendations
From group
Group
votes
With
mgt veto
Group
votes
Without
Mgt veto
Elements That Affect
The Decision-making Process
Elements Affecting
Decision-making Process
Decision
Making
Nature of issue
R
e
s
o
u
r
c
e
s

a
v
a
i
l
a
b
l
e

Technical/intellectual
skills
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 choices
Which alternative
Is the best?
What action
Needs to be taken?
AGISA
The Group Thinking Model
Goal setting
Analyzing
Selecting ideas
Looking for Ideas
Action
Seeking issues
Affecting the decision
Opportunities or
problems
Conventional or
unconventional
Discarding or
adopting
Implementing
Accepted decisions
Assessing the Validity of Ideas
New technology
Makes our product
obsolete
Our product
dominates the
market
Update our product
in order to hold
market advantage
See if new technology
takes off before
investing in it
Invests in new
technology when
markets dictate
Invest in new
technology as
soon as possible
First to supply
new product
Risks position as
market leader
Delays investment
until future date
Strengthens position
of present product
Only keeps the
status quo for now
Problem
Potential outcomes Suggested 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 Teams 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-working
skills
Problem-solving
skills
Ability to cope
with others
Ability to make
clear 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 strategic
points to produce a unified, effective working team.

Unifying a Team








Individual
Task
Team
Team works to
common end to
complete tasks
Needs of individual
are catered for by team
Challenging tasks
maintain individual
interest
Each individual
contributes to team
effort to complete
task in hand
Choosing Individuals for
Specific Tasks

Which qualities
are required for
the job?
Make a final decision
based on responses to
the question above
Will I enjoy working
with this person?
Can any weaknesses
be overcome?
What are their
respective key skills?
Are there any
suitable people?
Assume that anyone
will suit the role
Rely solely on word of
mouth
recommendations
Ignore shortfalls in
favor of particular
experience
Hope weaknesses will
be 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 the
individual who excels at
one particular skill
Draw up a job profile
before talking to people
Check on paper profile
against details of
individuals
Favor individuals with
wide-ranging skills
Consider any
shortcomings
Note any shortcomings
in personal skills
Offer the role to the
individual who brings most
overall to the team
Do Dont
Stages of Team-development
Forming
The team first comes together;
discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet
managers Role
Forming
Use socializing and team discussion to initiate
group work
Stages of Team-development
Storming Forming
Disagreements arise about what needs to be done
and who will do it. People are annoyed by
The restrictions imposed by the team
managers Role
Storming Forming
Assert your authority to defuse conflict in
the team
Stages of Team-development
Norming Storming Forming
The goals, roles, and boundaries have been
clarified and accepted by team members.
They have taken ownership and accountability
for getting the work done
managers Role
Norming Storming Forming
Encourage team members to establish a creative
work pattern
Stages of Team-development
Performing Norming Storming Forming
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
managers Role
Performing Norming Storming Forming
Build-up team faith in their collective ability
and skills
managers 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
managers 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 spent
together
Proximity of
Team members
Size of team
Previous
achievements
Challenges
Facing team
Factors that
determine
Team
cohesion
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 organizations objectives.
What Is Meant by an
Objective?

A statement specifying the task to be
implemented, the expected results, the
resources required and the time
frame of implementation



Objectives
Objectives 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 / objectives


Strategies / tasks


(results)

(methods to achieve
the results)
Types of Objectives

Organizational
Improvement
Personnel
Skills
Development
Problem
Solving
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 : Measurable
Cost : specified
Time 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 hours
per year
=
Cost
per hour
Cost per hour
60
=
Cost
Per minute
Daily Routine Work
With
manager
Discretionary

Urgent
With
subordinates
Organize
Plan
Coordinate
Meeting
Discussion
Problems
Crisis
Coaching
Discussion
Complaints
Breaking Down Tasks

On-going
projects
Routine
Planning &
development
Organizing a
meeting
Writing a
Regular 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 tasks
Group 2: Ongoing projects
Group 3: Planning and development
60% of time
25% of time
15% of time
Actual Time Allocation
Group 1: Routine tasks
Group 2: Ongoing projects
Group 3: Planning and development
60% of time
15% 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 Important
nor 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 As And
Not With Cs
Pareto Principle
The 20 80 % Rule
80%
80%
20%
20%
Balancing Daily Tasks
A-Tasks
You should try to complete
a few of these urgent,
difficult tasks each day
B-Tasks
These account for the
majority of your work and
should take up most of
your day
C-Tasks
These 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 task
urgent and
important?
No Yes
Is the task
urgent or
important?
No Yes
Is the task
routine?
No Yes
Do you need
to complete it
today?
No Yes
Is there a
deadline to
work towards?
No Yes

Take
Immediate
action

Is the task
necessary?
No Yes
Save the task
for a quiet
time
Allocate a time
to complete
The task
Set a realistic
deadline
Does that task
help you work
more efficiently?
No Yes
Set aside a
time to complete
The task

C
Task


B
Task


A
Task

Dont do It
discard it
Balancing Demands
Priorities change all the time
New information may change a tasks
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
Dont 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
-5
9 a.m 3 p.m 1 p.m 11 a.m 5 p.m
P
e
r
f
o
r
m
a
n
c
e

l
e
v
e
l

Time of day
Late-morning peak- best time for A-tasks
Late-
afternoon
peak-
best time
for
B-tasks
Energy
level
Falls
towards
End of
day
After lunch
trough-
best time for
C-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 persons
healthy, mental, and physical well-
being.
It occurs when the body is required to
perform beyond its normal range of
capabilities.
Stress
Possible
gains
Restricts
ability
A threat that
may cause A loss
Analyzing The Effect Of Stress
ON SOCIETY
Pressure on
public services
ON INDIVIDUALS
Illness and
Behavioral problems
ON INDUSTRY
Industrial accidents
And inefficiencies
Stress In Management
Motivating
staff
Adapting to
change
Staying with
budgets
Meeting
deadlines
Reporting to
superiors
Stress In Others
Stress is infectious;
You need to recognize it in others
before it affects the people
with whom they work !!
Stress In Others
Looking 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
Stress In Others
Looking for Signs of Stress
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
Stress In Others
Looking for Signs of Stress
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 on
Work Performance
Can be useful or harmful
Depends on magnitude of stress
Absence causes slackness and
impotency
Identifying And Handling
Stress Cases
Beneficial stressors
to properly perform a job function, a
certain amount of stress is required.



Motivation, Energy, Alertness,
Promotes enthusiasm
Promotes accepting challenges

Identifying And Handling
Stress Cases
Negative stressors
situations in the work place that leave a
feeling of depression, anxiety, or pressure.


Overwork, Ambiguity,
Workplace Conflicts, Responsibility

Poor performance, Anxiety
Low morale
Effect of Stress on
Work Performance
Turning Point
Work stress
Performance
Optimum stress
Sources and
Signs of Stress


Individual factors

Family problems
Economical problems
Environmental factors

Economical fluctuations
Political fluctuations
Technological challenges
Organizational factors

Job stress
Organizational hierarchy
Management stress
Physiological symptoms

Headaches
High blood pressure
Heart diseases
Psychological symptoms

Insomnia/depression
Job dissatisfaction
Behavioral symptoms

Absenteeism
Work turnover
Accidents
Individual factors

Family problems
Economical problems
Environmental factors

Economical fluctuations
Political 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

Headaches
High blood pressure
Heart diseases
Psychological symptoms

Insomnia/depression
Job dissatisfaction
Behavioral symptoms

Absenteeism
Work 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
Dont 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 Delegation
To 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 wont 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

Creates
commitment

What should
Be done

The right to
use resources
Contracting to
Take responsibility
The Effective Delegator
Does not
Feel insecure
Has confidence
In subordinates
Knows the value
Of delegation
Ensures staff
Are trained
Allow subordinates
to be seen
as the experts
To Determine Level of Maturity
Skills and
capabilities
of doing
work
Technical
expertise
And the
knowledge
Of work
The motive,
self-confidence
and 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 complete
them yourself or
delegate them
Dont delegate
these, so prioritize
them
Delegate these tasks
to 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 Agreement
Define task to be
delegated
Push for
commitment
Discuss any
reservations
Seek agreement
In principle
Discuss with
Selected person
Win acceptance
From delegate
Offer solutions and
reassurance
Do not push for
Commitment yet

Make a final decision
based on responses to
the questions above
Assume that anyone will suit
the role within the team
Ignore signs of individual not
Being a team player
Hope weaknesses will be
Overlooked by the team
Ignore shortfalls in favor of
Particular experience
Rely solely on word-of-
mouth recommendations
Expect them to overcome
Problems on the job
Offer the role to the individual
Who excels at one
particular skill
Draw up a job profile before
Starting to talk to people
Check on paper profile
Against details of individuals
Note any shortcomings in
Personal skills
Give serious consideration
To any shortcomings
Favor individuals with
Wide ranging skills

Offer the role to the individual
Who brings most overall
to the team

Are there any
suitable people?
Which qualities are
required for
the role?
What are their
respective key strengths?
Can any weakness
be overcome?
Will I enjoy working
With this person?
Dos
Donts
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 1990s 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 the
Workplace
The Inner Strivings that
Initiate a Persons Actions
What makes it more difficult is
the diversity of the workforce
..due to the complexity of the process;
.. but its rather difficult for a manager
to motivate his subordinates..

You can easily motivate a machine
by providing maintenance..

Dimensions of Diversity
Person
Values and
beliefs
Needs
Secondary
dimensions
Skills and
abilities
Primary
dimensions
Needs
Desire to
Satisfy needs
Needs
satisfaction
Action
Motivation

Reasonable salary

Physiological
Needs
Stability
Pension Plan
Friends at work
Cooperation
Assigning tasks
Assigning responsibilities
Advancement
Job Title
Security
Needs
Social
Needs
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
Maintenance
factors
managers
Working conditions
Interpersonal relations
Pay & security
Policy & administration


Motivational
factors
Achievement
Recognition
The work itself
Responsibility
Advancement & growth



No dissatisfaction
No satisfaction Satisfaction
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 Work
Hygiene
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