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BASIC MANAGERIAL SKILLSROLE OF THE FRONT LINE MANAGER
BY: PRADEEP SHARMA
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THE FRONT LINE MANAGER
SENIOR MANAGEMENT
WORKMEN
FRONT LINE
MANAGER
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THE FRONT-LINE MANAGER - his tasks
DEALING WITH PEOPLE
DEVELOPING ABILITIES
BUILDING TEAMS
ACHIEVING RESULTS
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FROM TO
Doing the job An uncertain managerial role
Using technical skills Placing emphasis on people Using well developed skills Having to learn new ones
Being delegated tasks Having to delegate to others
Controlling the output Being evaluated on others
output Having knowledge Managing others - often with
more knowledge
MOVING INTO A MANAGERIAL ROLE
INVOLVES MAKING CHANGES FROM THEWAY YOU PREVIOUSLY PERFORMED
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AS ONE MOVES UP THE LADDER
THE FOCUS CHANGES
PLAN CONTROL
DOING
SENIOR
MANAGEMENT
OPERATOR
As an Operator you are an Expert at your jobIn a Managerial Role you often lose the expertise &spend most of your time in Planning and Controlling
The higher you climb the less of an expert you are
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THE MANAGERIAL FUNCTIONS
PLANNINGORGANISING
STAFFING
DIRECTING
COORDINATING
REPORTING
BUDGETING
CONTROLDECIDE
COMMUNICATE
MOTIVATE
DELEGATE
DEVELOP
COUNSEL
MANAGE CHANGEMANAGE CONFLICT
COPE WITH STRESS
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THE MANAGER : MY AKA !
MYMANAGER
Grant Loan orRefuse
Make me feelfine or miserable Accept orReject me
Develop or
Finish me
Make meRicher orPoorer
Grant Leave or
Refuse it
Reward or
Punish
RecommendPromotionor Demotion
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LEADER
EXERCISES SELF - DISCIPLINE INTERMS OF :
Attendance & Punctuality
Availability at Work Place
Not absenting without information
Using PPEs himself
Keeps his own workplace clean
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ADMINISTRATORGrants/Refuses Leave of his people
Grants/Refuses OT
Initiates Disciplinary Action
Ensures data logging by people
Ensures availability of people at workplace
Ensures use of PPEs by his people
Ensures housekeeping in his area
Maintains records
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COORDINATOR
For all activities to meet objectives- Ensures availability of all resources
to meet area objectives
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SPECIALIST
Ensures application of Processes
Ensures Quality
Thinks in terms of Improvements -
efficiencies, costs, utilisation...
Adherence to ISO
Ensures Safety
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TRAINER
Identifies Skills / Competency needs
for the job
Identifies Training Needs for his
people
Organises training
Guides, Coaches
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COMMUNICATOR
Shares Objectives
Ensures understanding of objectives
Sends reportsReads reports
Shares Successes & Failures
Gives feedback, receives feedback
Listens
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PLANNING
PUTTING THE FUTURE TO THE PRESENT
A PLAN HAS 3 MAJOR STEPS
OBJECTIVES goals, targets, outcomes, resultsthat one desires to accomplish
IMPLEMENTATION how are people & resources to becombined, over what period of time
EVALUATION - how is the progress going to bemonitored so that course correctionsare possible
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MOTIVATOR
Encourages achievements
Gives positive strokes
Builds enthusiasmInvolves people
Extends help
Recognises good contributions
Shares successes and blames both
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PROBLEM SOLVER
Addresses day-to-day problems
- Technical- Human
- External
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PLANNING
PUTTING THE FUTURE TO THE PRESENT
SOME PEOPLE ARE REACTIVE THEY DO NOT PLAN.THEY ARE CONTENT WITH MEETING THE SITUATIONWHEN IT COMES
AS A MANAGER WE NEED TO MAKE AN ATTEMPT TOCONTROL THE FUTURE. WE NEED TO BE PRO-ACTIVE.
WE NEED TO THINK AHEAD & CONSIDER :
HOW YOU WANT THINGS TO TURN OUT
HOW WOULD THEY TURN OUT IF YOU DO NOT TAKEANY ACTION
WHAT YOU NEED TO DO TO MAKE THE FUTURE ASYOU WOULD WANT IT TO TURN OUT
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ORGANISING
MAKING THE BEST USE OF RESOURCES
TECHNOLOGY
EQUIPMENT
MONEY
RAW MATERIALS
PEOPLE
PROCESSES PRODUCTS
OUTPUT
HOW DO WE ORGANISE :
IN A MIX THAT WOULD GIVE US BEST RESULTS
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MANAGING CONFLICT
PEOPLE DONT ALWAYS SEE EYE TO EYE
CONFLICT IS A NORMAL BY-PRODUCT OF PEOPLE TRYINGTO WORK TOGETHER. SINCE SOME PEOPLE DIFFER WITHEACH OTHER, CONFLICTS ARISE.
AS MANAGERS IT IS GOOD IF WE ARE ABLE TO :
LIMIT THE NO. OF CONFLICTS
RESOLVE WITHIN AN ACCEPTABLE TIME PERIOD
LOOK FOR THE ROOT CAUSE
PREVENT IT FROM DOING IRREPARABLE HARM
USE THE CONFLICT AS A NEW LEARNING
M N G NG CH NGE
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MANAGING CHANGE
CHANGE the ONLY unchanging factor in
a changing society
AS A MANAGER ONE HAS TO MANAGE CHANGE
CHANGES IN TECHNOLOGY
CHANGES IN SKILL REQUIREMENTSCHANGES IN PROCESSES
CHANGES IN ENVIRONMENT
CHANGES IN POLICY
CHANGES IN ORGANISATION STRUCTURE / MANNINGCHANGES IN CUSTOMER DEMANDS
DELEGATING
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DELEGATING
SHARING THE TASKS : Do I need to do this ?
XHanding out tasks,telling peopleprecisely how tocarry them out andgive them NOfreedom to usetheir initiative
Entrust somebodydown the line withthe authority tomake decisionsabout the task.
You may specifythe desired resultsbut leave it to himto decide the path
Abdicatingresponsibility
You are stillresponsible for thetask delegated
DELEGATION :
Increases involvement
Creates enthusiasm
Increases output
Saves your time
Gives you scope to move higher
Increases your effectiveness
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MOTIVATING getting your people towork willingly and productively to achieveresults desired
COPING WITH STRESS work pressures
COMMUNICATIONG
DECISION MAKING
CONTROLLING
DIRECTING.
FUNCTIONS : Front Line Managers
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CONSISTENCY IN DEALINGS, APPROACH
DEMONSTRATE FAIRNESS
EXHIBIT LEADERSHIP QUALITIES
ASTUTE OBSERVATION
EXUDE CONFIDENCE IN HIMSELF, TEAM
CLARITY IN COMMUNICATION
SET EXAMPLE
AUTHENTIC & DIRECTSELF-RESPECT
LEARN FROM FAILURE
MANAGING PEOPLE : some principles
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