Basic Management Skills

BASIC MANAGEMENT

S K I L L

MSA//E

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

MANAGEMENT LEVELS Strategic level Technical level Operations level

THE MANAGEMENT PROCESS

FUNCTIONS OF MANAGEMENT

PLANNING

ORGANIZING

CONTROLLING

COORDINATION

THE MANAGEMENT PROCESS

MANAGERIAL SKILL

MANAGERIAL SKILLS

THE MANAGERIAL SKILLS

The Managerial / Technical split Top management

Middle management Intellectual

Interpersonal

Technical

Supervision

THE MANAGERIAL / TECHNICAL SPLIT

MANAGEMENT RESPONSIBILITY

THE MANAGEMENT GRID

STYLES OF MANAGEMENT

DEMOCRATIC

AUTOCRATIC

PACE-SETTER

AFFILIATIVE

AUTHORITATIVE

THE MOST APPROPRIATE STYLE OF MANAGEMENT

THE CHANGING ROLE OF MANAGEMENT

FROM MANAGEMENT TO LEADERSHIP

LEADERSHIP IS A FACET OF SUCCESSFUL MANAGEMENT

SHIFT FROM MANAGEMENT TO LEADERSHIP

LEADERSHIP PRACTICES Leaders are distinguished by their perseverance in spite of the frustrations and challenges in their path

LEADERS

WHY DO PEOPLE FOLLOW LEADERS ?

ROLE OF A MANAGER

ROLES AND RESPONSIBILITIES OF SUPERVISION

ROLES AND RESPONSIBILITIES OF SUPERVISION

ROLES AND RESPONSIBILITIES OF SUPERVISION Operations Procedures Standards Specs Objectives

Employees Contractors Competitors Suppliers

Equipment Raw material Finished products

KEY MANAGERIAL SKILL

EFFECTIVE COMMUNICATIONS

COMMUNICATION’S 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

ELEMENTS OF EFFECTIVE COMMUNICATIONS

COMMON UNDERSTANDING

COMMUNICATIONS IN THE WORKPLACE Taking decisions Setting standards Assessing performance

MANAGER Reports Data Suggestions Complaints

Information Instructions Procedures

SUBORDINATE

Achieving objectives Completing tasks Correcting procedures

COMMUNICATIONS

Verbal Communications Most effective method Interaction Eye contact Facial expressions Gestures Immediate feedback

VERBAL COMMUNICATIONS

WRITTEN COMMUNICATIONS

NON-VERBAL COMMUNICATIONS

COMMUNICATIONS

COMMUNICATIONS

How a manager can Demonstrate Communications Skills • Convey subordinates’ ideas, opinions and concerns to management • Communicate management’s 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

Principles of Effective Communications 1. 2. 3. 4.

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 5. Clarify when necessary to confirm understanding 6. State what is required to be done 7. State importance / urgency of action to be taken 8. Summarize what you have presented

Reasons of Ineffective Communications

REASONS OF INEFFECTIVE COMMUNICATIONS

Sender • • • • • •

Purpose of message is not announced Illogic sequence Unclear tone No preparation Not mastering subject Misjudging receiver’s level of understanding

REASONS OF INEFFECTIVE COMMUNICATIONS

Receiver • • • • • •

Bad listening No interest Unawareness of subject Prejudice Jumping to conclusions Bad mood

REASONS OF INEFFECTIVE COMMUNICATIONS

Environment • Language - vocabulary - jargon - ambiguity

• Psychological - fear - shyness - boredom

• Structural - distance - time

• Environmental - Distractions (noise) - interruptions - people intruding

LISTENING

TEN COMMANDMENTS OF LISTENING

TEN COMMANDMENTS OF LISTENING

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

Putting Methods Into Practice

Empathize by imagining yourself in the other person’s 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 Analyzing Seeking concrete information and trying to disentangle fact from emotion.

Putting Methods Into Practice

Use analytical questions to discover the reasons behind the speaker’s 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 person’s responses to help you form you next set of questions.

Type of Listening

Synthesizing Proactively guiding the exchange towards an objective.

Putting Methods Into Practice

If you need to achieve a desired result, make statements to which others can respond with ideas. Listen and give your answers to other’s 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.

MANAGING MEETING

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 manager’s time more effective ?

Imparting information Issuing instructions Making or implementing decisions Purpose of Meetings

Resolving problems Generating creative ideas (brainstorming)

Advantages of Meetings Face-to-facecommunication communication Face-to-face

Interactive Interactive

Immediatefeedback feedback Immediate

Eye Eyecontact contact

Facialexpressions expressions Facial

Gestures Gestures

ADVANTAGES OF MEETINGS

THE CRITICAL PATH OF A MEETING

TO HOLD OR NOT TO HOLD !!

Is the meeting urgent and important? No Yes

Is the meeting urgent or important? No Yes

Is the meeting routine? No Yes

Don’t do It cancel it

Do you need to hold it ASAP? No Yes

Is there a deadline to work towards? No Yes

Does that meeting help you work more efficiently? No Yes

Is the meeting necessary? No Yes

Hold meeting immediate

Set aside a time to hold meeting

Set a realistic deadline

A

B

Allocate a time to hold meeting

Save the meeting for a quiet time

C

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

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 Meeting’s conclusions are predetermined • Not following-up implementation

PROBLEM SOLVING

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 Before any attempt to solve a problem ask yourself these questions:

• Who owns the problem? • Who is involved? • Who is being affected by it?

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

FISHBONE METHOD Man

Machine

Inadequate training

No Maintenance No Calibration

No cooperation

Improper storage Not complying With standards

Material

Not following standards Improper test procedures

Methods

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 Desired Present Worst outcome state state Driving forces Restraining forces

Force-field Analysis Rejection rate Rejection rate Rejection rate 10% 20% 2% Driving forces Restraining forces Increased production time Customer demand

Other projects on line Increased market share Lack of training Motivated workers Quality circle program

SWOT Analysis

Strengths

Weaknesses

Threats

Opportunities

DECISION MAKING

Part of a manager’s 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 Unplanned

••Non-repetitive Non-repetitive ••Non-routine Non-routine

••Strategic Strategicsolutions solutions ••High Highrisk risk

Decision

Planned Planned

Problem

••Repetitive Repetitive ••Routine Routine

Procedures

••Instructions Instructions ••Policies Policies ••Low Lowrisk risk

Types of Problems/Decisions And Management Level Non-programmed Decisions

Top Management Managerial Level

Broad, unstructured,infrequent Much uncertainty

Middle Management

Supervision

Programmed Decisions

Structured and Unstructured ,Frequent,structured ,repetitive,Routine much certainty

Type of Decision

Decision Making

Consensus Consensus

Individual Individual

Participation Involvement Scale

Tell

Sell

Get Gather recommendations information From group

Group votes With mgt veto

Group votes Without Mgt veto

Elements That Affect The Decision-making Process

Elements Affecting Decision-making Process

Pe rs es on u l a al V ity Decision Making Po Di ten is k g ss tia R on l f kin a an or T ce

Technical/intellectual skills

Resources available

Time available

Nature of issue

Secondary elements

Analyzing the Decision Process Identify Identify&&define defineissue/problem issue/problem

What Whatexactly exactly has hastotobe bedecided? decided?

Undertake Undertakeanalysis analysis

What Whatare arethe the alternatives? alternatives?

Evaluate Evaluatealternatives alternatives

What Whatare arethe the Pros Prosand andcons? cons?

Identify Identifychoices choices

Which Whichalternative alternative IsIsthe thebest? best?

Implement Implementdecision decision

What Whataction action Needs Needstotobe betaken? taken?

AGISA The Group Thinking Model Analyzing Goal setting Looking for Ideas Selecting ideas Action

Seeking issues Affecting the decision Opportunities or problems Conventional or unconventional Discarding or adopting Implementing Accepted decisions

Assessing the Validity of Ideas Suggested solutions

Problem New technology Makes our product obsolete

Potential outcomes

Our product dominates the market

Only Onlykeeps keepsthe the status statusquo quofor fornow now

Update our product in order to hold market advantage

Strengthens Strengthensposition position ofofpresent product present product

See if new technology takes off before investing in it

Delays Delaysinvestment investment until future until futuredate date

Invests in new technology when markets dictate

Risks Risksposition positionas as market leader market leader

Invest in new technology as soon as possible

First Firsttotosupply supply new product new product

TEAM BUILDING

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 Team’s 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

The Collective Utilization Of Individuals’ Efforts

Integration of the Talents and Competencies they Possess

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

Ability to make clear decisions

Problem-solving skills

In disciplines

Team-working skills

Ability to cope with others

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 Team works to common end to complete tasks

Each individual contributes to team effort to complete task in hand

Needs of individual are catered for by team

Challenging tasks maintain individual interest

Individual

Team

Task

Choosing Individuals for Specific Tasks

Do

Don’t Whichqualities qualities Which arerequired requiredfor for are thejob? job? the

Assume that anyone will suit the role

Check “on paper” profile against details of individuals

Arethere thereany any Are suitablepeople? people? suitable

Rely solely on word of mouth recommendations

Favor individuals with wide-ranging skills

Whatare aretheir their What respectivekey keyskills? skills? respective

Ignore shortfalls in favor of particular experience

Consider any shortcomings

Canany anyweaknesses weaknesses Can beovercome? overcome? be

Hope weaknesses will be overlooked by the team

Note any shortcomings in personal skills

WillI Ienjoy enjoyworking working Will withthis thisperson? person? with

Ignore signs of individual not being a team player

Draw up a job profile before talking to people

Expect them to overcome problems “on the job” Offer the role to the individual who brings most overall to the team

Makeaafinal finaldecision decision Make basedon onresponses responsestoto based thequestion questionabove above the

Offer the role to the individual who excels at one particular skill

Stages of Team-development

Forming

The team first comes together; discovering "Why? What? Who? When?". Conflicts have not begin to emerge yet

manager’s Role

Forming

Use socializing and team discussion to initiate group work

Stages of Team-development

Forming

Storming

Disagreements arise about what needs to be done and who will do it. People are annoyed by The restrictions imposed by the team

manager’s Role

Forming

Storming

Assert your authority to defuse conflict in the team

Stages of Team-development

Forming

Storming

Norming

The goals, roles, and boundaries have been clarified and accepted by team members. They have taken ownership and accountability for getting the work done

manager’s Role

Forming

Storming

Norming

Encourage team members to establish a creative work pattern

Stages of Team-development

Forming

Storming

Norming

Performing

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

manager’s Role

Forming

Storming

Norming

Performing

Build-up team faith in their collective ability and skills

manager’s 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

manager’s 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 Timespent spent together together

Challenges Challenges Facing Facingteam team

Previous Previous achievements achievements

Factors Factorsthat that determine determine Team Team cohesion cohesion

Proximity Proximityof of Team Teammembers members

Size Sizeof ofteam team

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

OBJECTIVE SETTING

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

?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 Individual objectives should be aligned .with the organization’s objectives

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

Strategies / tasks

Goals / objectives

(methods to achieve the results)

(results)

Types of Objectives

Organizational Organizational Improvement Improvement

Problem Problem Solving Solving

Personnel Personnel Skills Skills Development Development

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

Subordinates’ participation Developing an action plan

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 2013 , 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 MANAGEMENT

Understanding Time Time is Life

Time cannot be stored or replenished

Consider These Two Questions:

What would wouldhappen happenifif you you What spentcompany companymoney moneyas as spent easyas asyou youspend spend easy companytime? time? company

Whenwas wasthe thelast lasttime time When you reviewed reviewedyour your time time you allocation? allocation?

Waste Disposal • If an average employee earns about 27,000 $ year: about 12.50 $ per hour, around 1 $ 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

60

=

Cost per hour

=

Cost Per minute

Daily Routine Work • Meeting • Discussion

With manager

Urgent

• Problems • Crisis

Discretionary

With subordinates

• Organize • Plan • Coordinate

• Coaching • Discussion • Complaints

Breaking Down Tasks

Writing a Regular report

Organizing a meeting Routine

On-going projects

Planning & development 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 60% of time

15% of time

25% of time

Group 1: Routine tasks Group 2: Ongoing projects Group 3: Planning and development

Actual Time Allocation 15% of time

60% of time

25% of time

Group 1: Routine tasks Group 2: Ongoing projects Group 3: Planning and development

Breaking Down Tasks

If distribution is incorrect, re-organize your working day

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 Importance

Urgency Urgency

Prioritizing a Task

Analyzing Tasks A

Important and urgent

B

Important or urgent

C

Neither Important nor urgent - routine

Analyzing Tasks Importance

B

A

C

B Urgency

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 A’s And Not With C’s

Pareto Principle The 20 – 80 % Rule

20% 80% 80% 20%

Balancing Daily Tasks A-Tasks A-Tasks

You Youshould shouldtry tryto tocomplete complete aafew fewof ofthese theseurgent, urgent, difficult difficulttasks taskseach eachday day One working day

B-Tasks B-Tasks

These Theseaccount accountfor forthe the majority majorityof ofyour yourwork workand and should shouldtake takeup upmost mostof of your yourday day

C-Tasks C-Tasks

These Theseare arenon-urgent non-urgent tasks tasksthat thatshould shouldbe bedone done when whentime timeallows allows

Prioritizing A Task Priorities Should Continually Be Altered in Line With Changes or New Information

IsIsthe thetask task urgent urgentand and important? important? No Yes No Yes IsIsthe thetask task urgent urgentor or important? important? No Yes No Yes

IsIsthe thetask task routine? routine? No Yes No Yes

Don’t do It discard it

Do Doyou youneed need totocomplete completeitit today? today? No Yes No Yes IsIsthere thereaa deadline deadlinetoto work worktowards? towards? No Yes No Yes

Does Doesthat thattask task help you work help you work more moreefficiently? efficiently? No Yes No Yes IsIsthe thetask task necessary? necessary? No Yes No Yes

Take Take Immediate Immediate action action

Set Setaside asideaa time timetotocomplete complete The Thetask task Set Setaarealistic realistic deadline deadline

AA Task Task

BB Task Task

Allocate Allocateaatime time totocomplete complete The Thetask task Save Savethe thetask task for foraaquiet quiet time time

CC Task Task

Balancing Demands • Priorities change all the time • New information may change a task’s 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 • Don’t 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

Late-morning peak- best time for A-tasks

5 4 Lateafternoon peakbest time for B-tasks

3 Performance level

2 1 0

Energy level Falls towards End of day

-1 After lunch troughbest time for C-tasks

-2 -3 -4 -5

9 a.m

11 a.m

1 p.m Time of day

3 p.m

5 p.m

STRESS

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 person’s healthy, mental, and physical well-being. It occurs when the body is required to perform beyond its normal range of capabilities.

Stress Restricts ability

Possible gains

A threat that may cause A loss

Analyzing The Effect Of Stress ON ONSOCIETY SOCIETY Pressure Pressureon on public publicservices services

ON ONINDUSTRY INDUSTRY

Industrial Industrialaccidents accidents And Andinefficiencies inefficiencies

ON ONINDIVIDUALS INDIVIDUALS Illness Illnessand and Behavioral Behavioralproblems problems

Stress In Management Motivating staff Meeting deadlines Reporting to superiors

Staying with budgets

Adapting to change

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 Normal

Stressed

Toward colleagues

Toward colleagues

• Greets colleagues on arrival • Has lunch with colleagues • Maintains a friendly manner • Asks for opinions

• Sits at work in silence • Ignores opinions • Becomes irritable • Lunches alone

Stress In Others Looking for Signs of Stress Normal

Stressed

Toward the organization

Toward the organization

• Keeps workplace clean and neat • Files paperwork in an orderly fashion • Knows where to find things • Deals with correspondence immediately

• Works in a chaotic fashion • Scatters paper everywhere • Takes long to find things • Leaves in-box full of correspondence

Stress In Others Looking for Signs of Stress Normal

Stressed

Toward own appearance

Toward own appearance

• Is smartly dressed • Wears clean and wellpressed clothes • Looks well groomed • Maintains good personal hygiene

• Wears clothes unsuited for the job • Wears dirty and wrinkled clothes • Looks unkempt • Does not appear to care about appearance

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 Performance

Turning Point

Work stress Optimum stress

Sources and Signs of Stress

Physiological symptoms

Individual factors

Headaches High blood pressure Heart diseases

Family problems Economical problems

Psychological symptoms

Organizational factors

Insomnia/depression Job dissatisfaction

Job stress Organizational hierarchy Management stress

Behavioral symptoms

Environmental factors

Absenteeism Work turnover Accidents

Economical fluctuations Political fluctuations Technological challenges

Physiological symptoms Headaches High blood pressure Heart diseases

Individual factors Family problems Economical problems

Organizational factors - Workplace Stress Psychological symptoms Insomnia/depression Job dissatisfaction

Behavioral symptoms Absenteeism Work turnover Accidents

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.

Environmental factors Economical fluctuations Political fluctuations Technological challenges

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 • Don’t 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

DELEGATION

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 won’t 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

What should Be done

The right to use resources

Creates commitment Contracting to Take responsibility

The Effective Delegator Knows the value Of delegation Allow subordinates to be seen as the “experts”

Does not Feel insecure

Ensures staff Are trained

Has confidence In subordinates

To Determine Level of Maturity

Technical expertise And the knowledge Of work

Skills and capabilities of doing work

The motive, self-confidence and willingness to take responsibilities

Evaluating Your Activities ••·· What Whattasks tasksam amIIdoing doingthat thatdoes does not notneed needto tobe bedone doneat atall? all?

Do Donot notcomplete complete them themyourself yourselfor or delegate delegatethem them

••·· What Whatam amIIdoing doingthat thatcan canbe be done doneby bysomebody somebodyelse? else?

Delegate Delegatethese thesetasks tasks totosubordinates subordinates

••·· What Whattasks tasksam amIIdoing doingthat that only onlyIIcan cando? do?

Don’t Don’t delegate delegate these, these,so soprioritize prioritize them them

Steps to Delegate

Identify a suitable person for the task

Explain the task clearly. Leave room for ingenuity / initiative Grant the necessary authority to do the job properly Keep in touch with the person for support and monitoring progress. Do not get too close

Praise / acknowledge a job well done

Gaining Agreement Definetask tasktotobe be Define delegated delegated

Discusswith with Discuss Selectedperson person Selected

Seekagreement agreement Seek Inprinciple principle In

Donot notpush pushfor for Do Commitmentyet yet Commitment

Discussany any Discuss reservations reservations

Offersolutions solutionsand and Offer reassurance reassurance

Pushfor for Push commitment commitment

Winacceptance acceptance Win Fromdelegate delegate From

Don’ts

Do’s Draw Drawup upaajob jobprofile profilebefore before Starting to talk to people Starting to talk to people

Which qualities are required for the role?

Assume Assumethat thatanyone anyonewill willsuit suit the role within the team the role within the team

Check Check“on “onpaper” paper”profile profile Against details of individuals Against details of individuals

Are there any suitable people?

Rely Relysolely solelyon onword-ofword-ofmouth recommendations mouth recommendations

Favor Favorindividuals individualswith with Wide ranging skills Wide ranging skills

What are their respective key strengths?

Ignore Ignoreshortfalls shortfallsininfavor favorofof Particular Particularexperience experience

Give Giveserious seriousconsideration consideration To any shortcomings To any shortcomings

Can any weakness be overcome?

Hope Hopeweaknesses weaknesseswill willbe be Overlooked by the team Overlooked by the team

Note Noteany anyshortcomings shortcomingsinin Personal Personalskills skills

Will I enjoy working With this person?

Ignore Ignoresigns signsofofindividual individualnot not Being a team player Being a team player Expect Expectthem themtotoovercome overcome Problems “on the Problems “on thejob” job”

Offer Offerthe therole roletotothe theindividual individual Who brings most overall Who brings most overall totothe theteam team

Make a final decision based on responses to the questions above

Offer Offerthe therole roletotothe theindividual individual Who excels at one Who excels at one particular particularskill skill

MOTIVATION

Defining Satisfaction and Morale Job Satisfaction Degree of enjoyment people derive from performing their jobs

Morale Overall attitude that employees have toward their workplace

Recent Trends in Managing Satisfaction and Morale • The booming economies of the 1990’s 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

Motivation in the Workplace

“The Set of Forces that cause People to Behave in Certain Ways”

“The Inner Strivings that Initiate a Person’s Actions”

You can easily motivate a machine by providing maintenance..

.. but it’s rather difficult for a manager to motivate his subordinates..

..due to the complexity of the process;

What makes it more difficult is the diversity of the workforce

Dimensions of Diversity Skills and abilities

Culture

Age

Needs

Person Gender

Secondary dimensions

Values and beliefs

Primary dimensions Expertise

Social status

Needs

Needs satisfaction

Motivation

Action

Desire to Satisfy needs



-Self Actualization

Esteem

Assigning tasks Assigning responsibilities 





Social Needs

Friends at work  Cooperation

Stability Pension Plan 

Security Needs Physiological Needs

Advancement  Job Title





Reasonable salary

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

Two-factor theory of motivation Satisfaction ‫رضاء‬ Motivational factors

 Achievement  Recognition  The work itself  Responsibility  Advancement & growth

Dissatisfaction ‫عدم رضاء‬

No satisfaction Maintenance factors

 managers  Working conditions  Interpersonal relations  Pay & security  Policy & administration

No dissatisfaction

Establishing Basic Needs At Work Hygiene Factors

Definitions

Salary and benefits

Basic income, fringe benefits, Bonuses, company car, etc.

Company policy

Rules and regulations, that govern employers and employees

Working conditions

Working hours, workplace layout, equipment provided for the job

Establishing Basic Needs At Work Hygiene Factors

Definitions

Status

Determined by the rank, authority and relationship to others

Job security

Degree of confidence regarding Continuous employment in an organization

Supervision and autonomy

The extent of control an employee has over the content and execution of a job

Heightening Workplace Motivation Motivators

Why they work

Achievement

Reaching or exceeding task objectives. It is one of the most powerful motivators and a great source of satisfaction.

Recognition

Acknowledgement of achievements by senior staff helps to enhance self-esteem. It is viewed as a reward in itself.

Job Interest

A job that provides positive, satisfying pleasure is a great motivational force to individuals.

Heightening Workplace Motivation Motivators

Why they work

Responsibility

The opportunity to exercise authority and power demands leadership skills, risktaking, decision making and self direction.

Advancement

Promotion, progress, and rising rewards for achievement. The main motivator, however , is the feeling that advancement is possible.