Becoming a More Effective Manager - Slides English

8/10/2019 Becoming a More Effective Manager - Slides English

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We Complete Your Success

BECOMING

A MORE EFFECTIVEMANAGER


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2 We Complete Your Success

Exit

Rules


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Learning methods


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Objectives

After finishing this course, participants will be able to: recognize the needs to be effective at work; explain the positive attitude and behavior that should

be followed in the workplace;

assess their own effectiveness; identify the skills needed to improve their own effectiveness; choose appropriate forms of development;

set a plan for personal development.


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Content

1.The need to be effective Whats effectiveness? Why do managers need to be effective?

2. How to be effective Changing to a positive attitude and behavior. Assessing your effectiveness. Choosing personal development methods. Implementing a development plan.


6/33We Complete Your Success

Session 1The need to be effective


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Who are the effective managers?

Managing effectively Time Plans and activities Quality Financial and physical resources People Information and communication

Decision making


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Effectiveness vs. efficiency

Effect iveness is: doing the right job; being result oriented; giving tasks for others to do.

Eff ic iency means doing the jobright.


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Why do managers need to beeffective?

Business context

The change from manualworker to knowledge worker.

The new requirements fromstaff and tasks.


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Why do managers need to beeffective?

Managers job realities

Assign tasks to others. Their time belongs to everybody. They are always the driver .


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Manage your time. Concentrate on achieving companys

objectives. Promote your strengths. Focus on essential subjects. Make effective decisions.

Applying, Creating Good Habits

How to acquire effectiveness?


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We Complete Your Success

Session 2The ways to be effective


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The attitude of a person is their mental

state that involves their beliefs, feelings,values and tendencies to act in a certainway.

Positive attitudes


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3 types of behaviors

ositive behaviors

Feel lostLose / winLack of caring

Submissive

Feel you are better thanothersWin / LoseOffensiveWin at any costLack of respect for others

Aggressive

Feel fairWin / WinOpenRespect othersConsiderateCooperative

Assertive


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Circle of Concern

The problemswhich attract yourattention or whichyou want to havean impact on.

Circle of Concern


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Circle of Concern

Circle of Influence

They are theproblems whichyou can influenceor impact on. Circle ofInfluence

E ti l kill f th ff ti


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Planning Communication Problem solving

Making and acting on decision Motivating staff Building and using authority

Essential skills for the effectivemanagers

E i l kill f h ff i


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Planning Time management Self organisation

Job planning


l k ll f h ff


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Communication

Creating and monitoring suitable

information channels. Presenting information. Communicating instructions of tasks. Giving and receiving feedback. Holding meeting.


E ti l kill f th ff ti


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Problem solving

Determining problems and difficulties.

Choosing solutions. Using supportive tools.


Essential skills for the effective


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Making and acting on decisions




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Motivating staff




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Building and using authority



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Assessing your own effectiveness

Management of activities and quality. Management of financial and physical resources. Management of people and relationships.

Management of information and communications.


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Strengths and weaknesses

Ways to improve effectiveness

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Learning styles

Your learning style Activist Reflector

Practical Theorist

Choosing personal development


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Choosing personal developmentmethods

Training programs On-the-job training Self-learning Work-based project



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C oos g pe so a deve op e tmethods

Based on: Learning style. Potential development methods. Strengths and weaknesses of every method.

The combination of these methods.



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Choosing personal developmentmethods

The learning method should besuitable for the business contextand working conditions.

The learners must be the 'drivers'of the personnel development.

New knowledge and skills willnever be learned, if they are notapplied at work.

Implementing a personal development


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Planning Implementing Evaluating Action plan

p g p pplan

i i f


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Training programs of Bu s iness Edge

Materials for reference


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Materials for reference

Adair, John (1985). Effect ive Decis ion Making , Pan.

Anderson, Alan., Barker, Dennis. & Critten, Peter (1996).Effective

Self developm ent . UK :Blackwell. Senter, Howard (2003). Becom ing More Effect ive . Oxford, England:

Butterworth-Heinemann. Adapted under licence by IFC Business Edge. Covey, R. Stephen (1992). The Seven Habi ts of High ly Effect ive

People. Simon & Schuster. De Bono, Edward (1990). Lateral Thinking for Management . Penguin. Drucker, Peter (1993). The Effectiv e Execut ive. New York, US : Harper

Business. Honey & Mumford (1986). Using Your L earning Styles . Peter Honey

Publications Maxwell, John (2001). The Pow er of At t i tude. US :River Oak Publishing. Pedler, Mike. & Boydell, Tom (1994). Managing Yourself . Harper

Collins.

Contact details


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Contact details

IFC Advisory Services in the Middle East and North AfricaNile City Towers - North Tower, Cornish El Nil2005 C, 25th Floor,Ramlet Boulac, Cairo, EgyptWWW.ifc.orgwww.businessedge-me.com Orientalconsultants.webs.com

Email: [email protected] : 0093-787-098321. 009-379-9543365.
http://www.businessedge-me.com/http://www.businessedge-me.com/http://www.businessedge-me.com/http://www.businessedge-me.com/

Becoming a More Effective Manager - Slides English

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