Manager's Approach
-
Upload
imran-malik -
Category
Documents
-
view
222 -
download
0
Transcript of Manager's Approach
-
8/8/2019 Manager's Approach
1/45
-
8/8/2019 Manager's Approach
2/45
Shim
ranzSkills
The Successful
Manager
Imran S. Malik
-
8/8/2019 Manager's Approach
3/45
Difference
Operatives
People who work directly on a job or task andhave no responsibility for overseeing the work
of others.
Managers
Individuals in an organization who direct the
activities of others.
-
8/8/2019 Manager's Approach
4/45
How Do We DefineManagement?
Management
The process of getting things done, effectivelyand efficiently, through and with other people
Efficiency
Means doing the thing correctly; refers to therelationship between inputs and outputs; seeks tominimize resource costs
Effectiveness
Means doing the right things; goal attainment
-
8/8/2019 Manager's Approach
5/45
Organizational Levels
-
8/8/2019 Manager's Approach
6/45
General Skills for Managers
Conceptual skills A managers mental ability to coordinate all of the
organizations interests and activities
Interpersonal skills
A managers ability to work with, understand, mentor,and motivate others, both individually and in groups
Technical skills
A managers ability to use the tools, procedures, and
techniques of a specialized field
Political skills
A managers ability to build a power base and
establish the right connections
-
8/8/2019 Manager's Approach
7/45
Distribution of Time per
Activityby Organizational Level
Exhibit 1.6Source:Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,The Job(s) of Management. Industrial Relations4, no. 2 (1965), p. 103.
-
8/8/2019 Manager's Approach
8/45
Allocation of Activities by Time
Source:Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,Real Managers(Cambridge, MA: Ballinger, 1988).
-
8/8/2019 Manager's Approach
9/45
Personality Traits
Personality Traits: Characteristics thatinfluence how people think, feel and behaveon and off the job.
Include tendencies to be enthusiastic, demanding,easy-going, nervous, etc.
Each trait can be viewed on a continuum, from lowto high.
There is no wrong trait, but rather managershave a complex mix of traits.
-
8/8/2019 Manager's Approach
10/45
The Bold Five
Extroversion: people are positive and feel goodabout themselves and the world.
Managers high on this trait are sociable, friendly.
Negative Affectivity:people experience negativemoods, are critical, and distressed.
Managers are often critical and feel angry with others andthemselves.
Agreeableness:people like to get along with others.Managers are likable, and care about others.
Conscientiousness:people tend to be careful,persevering.
Openness to Experience:people are original, withbroad interests.
-
8/8/2019 Manager's Approach
11/45
Traits and Managers
Successful managers vary widely on the BoldFive.
It is important to understand these traits since it helpsexplain a managers approach to planning, leading,
organizing, etc. Managers should also be aware of their own style and try
to tone down problem areas.
Internal Locus of Control:People believe they areresponsible for their fate.
See their actions are important to achieving goals. External Locus of Control:People believe outside
forces are responsible for their fate.
-
8/8/2019 Manager's Approach
12/45
Other Traits
Self-Esteem:Captures the degree to whichpeople feel good about themselves and abilities.
Need for Achievement:extent to which peoplehave a desire to perform challenging tasks andmeet personal standards.
Need for Affiliation:the extent to which peoplewant to build interpersonal relationships andbeing liked.
Need for Power:indexes the desire to control orinfluence others.
-
8/8/2019 Manager's Approach
13/45
Values
Values:describe what managers try toachieve through work and how to behave.
These are personal convictions about life-longgoals (terminal values) and modes of conduct(instrumental values).
A persons value system reflects how importanttheir values are as a guiding principle in life.
Terminal values important to managers include:
Sense of Accomplishment, equality, self-respect.
Instrumental values include:
hard-working, broadminded, capable.
-
8/8/2019 Manager's Approach
14/45
Terminal and InstrumentalValues
TERMINAL VALUES
Prosperous lifeExciting life
Sense of Accomplishment
A world at peace
Salvation
Self-respect
Pleasure
Wisdom
True friendship
Equality
INSTRUMENTAL
VALUES
Ambitious
Broadminded
Capable
Cheerful
Clean
HelpfulHonest
Obedient
Loving
Responsible
Figure11.3
-
8/8/2019 Manager's Approach
15/45
Attitudes
Attitudes:collection of feelings aboutsomething.
Job Satisfaction:feelings about a workers job.
Satisfaction tends to rise as manager moves up in theorganization.
Organizational Citizenship Behaviors: actions notrequired of managers but which help advance the firm.Managers with high satisfaction perform these extra
mile tasks.
Organizational Commitment: beliefs held by peopletoward the organization as a whole.
Committed managers are loyal and proud of the firm.
Commitment can differ around the world.
-
8/8/2019 Manager's Approach
16/45
Moods
Moods:encompass how a manager feelswhile managing.
Positive moods provide excitement, elation andenthusiasm.
Negative moods lead to fear, stress,nervousness.
Moods can depend on a person's basic outlook as wellas on current situations.
Managers need to realize how they feelaffects how they treat others and how othersrespond to them.
-
8/8/2019 Manager's Approach
17/45
Perceptions
Perception is the process through whichpeople select, organize and interpret input.
Managers decisions are based on their
perception.
Managers need to ensure perceptions are accurate. It isthe only truth you know.
Managers are all different and so are their perceptions.
A managers past experience can influence
outlook on a new project. Good managers give ideas a chance.
-
8/8/2019 Manager's Approach
18/45
Putting it All Together
Frequent Dialogue
Honest
Future Performance
Performance
Coaching
ClarificationGoal settingBuilding Trust
-
8/8/2019 Manager's Approach
19/45
Management Charter InitiativeCompetencies for Middle Managers
1. Initiate and implementchange and improvement inservices, products, andsystems
2. Monitor maintain, and
improve service andproduct delivery
3. Monitor and control the use
of resources4. Secure effective resource
allocation for activities andprojects
5. Recruit and selectpersonnel
6. Develop teams, individuals,and self to enhanceperformance
7. Plan, allocate, and evaluate
work carried out by teams,individuals and self
8. Create, maintain, and enhanceeffective working relationships
9. Seek, evaluate, and organize
information for action
10. Exchange information to solveproblems and make decisions
-
8/8/2019 Manager's Approach
20/45
Practices Associated withLeadership by Managers
Planning and
organizing
Problem solving
Clarifying
Informing
Monitoring
Motivating
Consulting
Recognizing
Supporting
Managing conflict
and team building
Networking
Delegating
Developing andmentoring
Rewarding
-
8/8/2019 Manager's Approach
21/45
Roles of a MANAGER
1. Organizational Representative
- Create a positive image for the organization
2. Business Person
- Direct resources as if they were your own
3. Motivator
- Create an environment where people can reachpotential
-
8/8/2019 Manager's Approach
22/45
4. Developer
- Builder of people
5. Model
- Set an example, attitude, work habits, mannerand results
6. Communicator
- Be a pumping station not a bottleneck
Roles of a MANAGER
-
8/8/2019 Manager's Approach
23/45
Ability: has the necessary knowledge, experience, and skillWillingness: has the necessary confidence, commitment,motivationFollower Readiness
High Moderate
R4 R3 Able and Able but Unable but Willing Unwilling Willing
or Confident or Insecure or Confident Follower Directed
When a leader behavior is used appropriately with its corresponding level of readiness, it is termed aHigh Probability Match. The following are descriptors that can be useful when using situationalleadership for specific applications.
S1 S2 Telling Selling
Guiding Explaining
Directing Clarifying
Establishing Persuading
-
8/8/2019 Manager's Approach
24/45
The Managerial Grid
1
2
3
4
5
6
7
8
9
1 2 3 45 6 7 8 9
ConcernforPeople
Concern for Production
(1,9) (9,9)
(1,1)
(5,5)
(9,1)
-
8/8/2019 Manager's Approach
25/45
The Managerial Grid
1
2
3
4
5
6
7
8
9
1 2 3 45 6 7 8 9
ConcernforPeople
Concern for Production
High 1,9 Country Club Management
8 Thoughtful attention to the needs
of the people for satisfying
7 relationships leads to a
comfortable, friendly organization
6 atmosphere and work tempo
trust and respect
Middle-of-the-road Management5 5,5
Adequate organization performance is possible through
4 balancing the necessity to get work out w
maintaining morale of people at a satisfactory level.
3 Impoverished Management
Exertion of minimum effort to get required Efficiency in operations results fr
2 work done is appropriate to sustain con
organization membership. 1 1,1
Low 1 2 3 4
Low Concern for Results High
-
8/8/2019 Manager's Approach
26/45
MANAGERIAL STYLES
Leadership Behavior
S3(Participation) S2(Selling)(High) Share ideas and facilitate
in decision making
for clarification
High relationship High TaskLow task High RelationshipLow relationship
low task
S4 (Delegating) S1(Telling)Turn over responsibility Provide specific
for decisions and instructions and closely
(Low) implementation supervise per
(Low) Task Behavior (High)(Directive Behavior)
Rela
tionshipBehavior
(Sup
portiveBehavior)
-
8/8/2019 Manager's Approach
27/45
Managers who feelgood about themselvesproduce good results
-
8/8/2019 Manager's Approach
28/45
-
8/8/2019 Manager's Approach
29/45
Manger can give his companion a solution ofa problem by just asking questions.
Manager ask employee to Write each
objective on separate paper sheet using lessthan 250 words, and read each objective inone minute again and again.
Manager advise employee to Take a minute
out for comparing employee performanceand employee behavior matches
QUICK OBJECTIVE FIXING
-
8/8/2019 Manager's Approach
30/45
HELP PEOPLE REACH THEIRFULL POTENTIAL,
CATCH THEM
DOING SOMETHING
RIGHT TO PRAISE THEM.
-
8/8/2019 Manager's Approach
31/45
PAT ON THE BACK MANAGER TELL PEOPLE UP FRONT THAT HE\SHE IS
GOING TELL THEM HOW EMPLOYEES ARE DOING.
MANAGER PRISE PEOPLE IMMEDIATELY TAKING VERY
SHORT TIME. MANAGER SHARE WITH HIS\HER COLLEAGUE WHT THEY
DID RIGHT SPECIFICALLY.
MANAGER TELL PEOPLE WHAT THEY DID RIGHT,HOWHE\SHE FEELS ABOUT IT AND HOW IT HELPS IN WORK
ENVIORNMENT AND ORGANIZATION TO GROW.
-
8/8/2019 Manager's Approach
32/45
REPRIMAND IT WORKS WHEN MANAGER LET PEOPLE KNOW BEFOREHAND,
HOW THEY ARE DOING AND IN NO UNCERTAIN TERMS.
MANAGER TELL PEOPLE WHAT THEY DID WRONG
SPECIFICALLY AND REPRIMAND IMMEDIATEY. MANAGER TELL PEOPLE HOW HE\SHE FEEL ABOUT THEIR
WRONG DOING, AND IN NO AMBIGUOUS WAY.
MANAGER STOP FOR FEW SECONDS OF UNCOMPORTABLESILENCE TO LET PEOPLE KNOW HOW HE\SHE FEEL.
-
8/8/2019 Manager's Approach
33/45
MANAGER Shake hands, or touch PEOPLE in a way
that lets them know he is honestly on their side.
Manager Remind people how much he value them. Manage Reaffirm that he think well of people but
not of their performance in this situation.
Manager Realize that when the reprimand isover, its over.
REPRIMAND {CONTD}
-
8/8/2019 Manager's Approach
34/45
The best minute a
manager spend is theone he invest in
people.
-
8/8/2019 Manager's Approach
35/45
Manager should thinkEveryone Is A Potential
Winner Some PeopleAre Disguised AsLosers, Dont Let Their
Appearances Fool
others
-
8/8/2019 Manager's Approach
36/45
Goals Begin BehaviorsConsequences MaintainBehaviors. We Are NotJust Our Behavior We
Are The PersonManaging Our Behavior.
-
8/8/2019 Manager's Approach
37/45
Manager as Mentorfor
Him\Herself&
others
-
8/8/2019 Manager's Approach
38/45
Career Development
Career: sum total of the work-relatedexperiences through a persons life.
Linear career: person moves through a sequenceof jobs of higher levels.
Can build different experience in different positions.
Steady State career: worker chooses to keep thesame kind of job over much of a career.
Become highly skilled in a given area.
Spiral Career: worker holds fundamentallydifferent jobs that still build on each other.
Worker gains wide experience yet skills continue to build.
-
8/8/2019 Manager's Approach
39/45
Career Stages:
Preparation for Work:decide on kind ofcareer, determine qualifications needed.
Organizational entry:find a first job. Managers usually start in a functional area first.
Early career:establishes person in the firmand begins achievement.
Worker learns firms values and duties.
Also begins to achieve noteworthy results in the job.
Worker tries to stand out as a good performer.
Mentors (experienced manager who shows youthe ropes) are valuable during this stage.
-
8/8/2019 Manager's Approach
40/45
Stages, cont.
Mid-career:usually have been in workforce20-35 years.
Usually provides major accomplishments.
Career plateaus can occur as chances for furtherpromotion dwindle.
Plateau managers can still enjoy a fruitful career.
Late career:continues as long as themanager works and is active.
Many managers choose to stay active well pastnormal retirement.
-
8/8/2019 Manager's Approach
41/45
Career Management
Managers need to consider both personalcareer management as well as the careers ofother workers in the firm.
Ethical practice: managers need to ensureworker promotions are based on outcomes, notfriendships.
This means all workers are treated equally.
Accommodation of other demands: Workers
have many things in their lives besides work.Managers need to consider these issues as well.
The dual career couple is the norm.
Workers have family commitments.
-
8/8/2019 Manager's Approach
42/45
Stress
Managers almost always face stress.Physiological issues: stress can result in sleepproblems, headaches and other issues.
Long term levels of stress can result in heartattacks and high blood pressure.
Different people experience stress differently.Psychological issues: stress can result in badmoods, anger, nervousness.
Behavioral issues: stress can enhance orimpair job performance.
-
8/8/2019 Manager's Approach
43/45
Sources of Stress
Role conflict: results from conflict betweenmanagerial roles.
Conflict can result when managers want to
present a problem with the firm, but still want topresent firm in best possible light.
Role overload: managers have too manyduties and activities.
Most managers have several roles but theycan become over-powering.
-
8/8/2019 Manager's Approach
44/45
Coping with Stress
Problem focused: actions taken to directly dealwith stress.
Emotion focused: actions taken to deal with
stressful feelings. Time management allows people to accomplish
more with less wasted time.
Exercise can reduce stressful feelings.
Social support can come from family or otherworkers.
-
8/8/2019 Manager's Approach
45/45
If you cant ,Manage it you
cant win it