Professional Documents
Culture Documents
managers
Course Objectives:
MODULE 1
"The successful manager of the future... will learn to derive pleasure not from
the making of decisions but rather from ensuring the best possible decision is
made." Best selling author, Larry Miller
The many changes in managers jobs mean that managers must broaden
their knowledge, learn new skills and become more adept in their ability to
influence others; they are under more pressure to make more effective and
efficient use of resources.
Rosemary Stewart, Managing Today and Tomorrow
Portrait 1
Portrait 2
Portraits 3
Portrait 4
Global competition
Create
a sense of balance,
Identify
your and;
strengths
and
weaknesses
Improve
your productivity.
What is a strength?
A strength:
Has a strong pull or attraction to one activity over another, like an internal
magnet.
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What is a weakness?
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Delegate.
MODULE 2
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Cross-functional work;
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Inbred management:
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Definition
Hallmarks
Selfawareness
Self-confidence
Realistic self-assessment
Self-deprecating sense of
humour.
Selfregulation
Trustworthiness &
integrity
Comfort with ambiguity
Openness to change
Motivation
Empathy
Social skill
Effectiveness in leading
change
Persuasiveness
Expertise in building and 20
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MODULE 3
EMPLOYEE MOTIVATION
The day soldiers stop bringing you their
problems is the day
you have stopped leading them.
General Collin Powell
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Most companies have it all wrong. They don't have to motivate their
employees. They have to stop demotivating them!
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Equity
Achievement
Camaraderie.
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Achievement related
Provide recognition
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Equity related
Communicate fully
Camaraderie related
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MODULE 4
DELEGATION
"What separates those who achieve from those who
do not is in direct proportion to one's ability to ask
for help."
--Donald Keough, former President of Coca-Cola
No bird soars too high if he soars with his own
wings. William Blake
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What is delegation?
What is delegation?
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What to delegate
Fact-finding assignments
Data entry
Degrees of delegation
Look into this problem and give all the facts I will decide.
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MODULE 5
TIME MANAGEMENT
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Activity mania
Work overload
Stress.
Visitors
Paperwork
Deadlines
Doing it yourself
Meetings
Communication problems
Lack of self-discipline
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Not Urgent
2. (FOCUS)
Preparation/planning
Prevention
Values clarification, exercise
Relationship-building
True recreation/relaxation
Quadrant of Quality &
Personal Leadership
4. (AVOID)
Trivia, busywork
Junk mail, some e-mail/phone
Time wasters
Escape activities
Viewing mindless TV shows
Quadrant of Waste
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Meetings
Many people complain that:
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Sleep
Cooking/eating
Personal hygiene
After basic needs come subsistence needs:
8 hours sleep
MODULE 6
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Elements of conflict
Interdependency
Blame
Anger
Business problem
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Conflict structure
What to consider before selecting the appropriate conflict-resolution tool:
Interdependency.
Constituent representation.
Negotiator authority.
Critical urgency.
Communication channels.
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Decreased productivity,
Hampered performance,
Absenteeism
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Employee having unrealistic expectations of what their job position really is, or
of being misunderstood in the workplace.
Emotional intelligence.
MODULE 7
COMMUNICATION SKILLS
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In his New Testament epistle, James says: "My dear brothers, take
note of this: Everyone should be quick to listen, slow to speak
and slow to become angry, for man's anger does not bring about
the righteous life that God desires." (James 1:19-20).
Leaders who make it a practice to draw out the thoughts and ideas
of their subordinates and who are receptive to bad news will be
properly informed. Communicate downward to subordinates with
at least the same care and attention as you communicate upward
to superiors. L.B. Belker
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Communication in an organisation
Communication MUST occur in an organisation in all directions:
Downward communication: it is used to:
Assign goals
Group meetings
Suggestion boxes
Formal complaints
Verbal communication
Verbal communication is by far the most frequently used medium. The
advantages
of face-to-face communication are:
You can change your presentation to suit the receiver e.g. language,
Stage 1: Preparation
Make sure that:
Any facts you propose to use are correct and, if possible, you
have evidence to support them.
You consider all possible objections to your idea, and that you
have arguments to refute them.
You have supporting material (such as production figures, costs,
absence figures, duty roasters etc).
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Stage 2: Presentation
List the alternatives that you have ruled out and why.
Finally, summarise your proposal, what it will cost to carry out and
what the benefits will be.
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Empathy
Acceptance
MODULE 8
PERFORMANCE MANAGEMENT
What gets measured gets done.
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Performance appraisal
Guiding principles
The goal of the performance appraisal process is to help the employee
feel:
Give the employee some options about how to prepare for the
discussion.
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You must set the tone for an open and productive discussion.
Here are some steps you can take to make it as successful as possible:
Discuss what could have been done better. Identify your concerns and
listen to the employee's explanations.
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Contd.
Make sure you and the employee have the same understanding of
future expectations regarding performance.
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Ask the employee to sign the form, and explain that this signature
acknowledges discussion of the contents, not necessarily
agreement with them.
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Performance standards
Standards identify a baseline for measuring performance.
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Characteristics of performance
standards
Expressing standards
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Performance measurements
Identify how and where evidence about the employee's performance will
be gathered.
This helps the employee keep track of his progress, as well as helping you
in the future performance discussions.
Direct observation
Specific work results (tangible evidence that can be reviewed without the
employee being present)
Guiding Principles
Effective coaching can:
Coach when you want to focus attention on any specific aspect of the
employee's performance.
Does the employee know what successful results look like? How do you
know?
Does the employee know the performance is marginal?
Are there obstacles beyond the employee's control? Can you remove
them?
Has the employee ever performed this task satisfactorily?
Is the employee willing and able to learn?
Does satisfactory performance result in excessive work being assigned?
Does unsatisfactory performance result in positive consequences such
as an undesirable task being reassigned?
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Coaching behaviors
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Follow-up discussion
MODULE 9
WORK TEAMS
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What is a team?
"A team is a group organized to work together to accomplish a set of
objectives that cannot be achieved effectively by individuals."
Characteristics of a team
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Be flexible and respect the partnership created by a team --strive for the "win-win
Have fun and care about the team and the outcomes.
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Characteristics of a high-performance
team
Participative leadership
Shared responsibility
Aligned on purpose
High communication.
Future focused
Focused on task
Creative talents
Rapid response
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Team Charter
A team charter:
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NB: The possibility is that which really inspires people who work on
the project or those with whom the project comes into contact.
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MODULE 10
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Routine decisions
Decision making and problem solving are so interrelated they are part of the
same process.
Routine decisions are those made frequently, where a definite procedure has
been worked out for everyone to follow. They are covered by company rules
and procedures and there is no choice.
Examples include:
Challenging problems are those not covered by procedures. This is the managers
chance to be creative, perhaps using ideas from their experience or getting the
team involved.
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Decisions or problems
Once you have done this, you can then consider possible
alternatives and finally decide which alternative is best.
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Making decisions
Try to use pen and paper the act of writing helps you remain
objective, slows the process and neutralizes the tendency to act
impulsively, procrastinate or defensive.
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Key steps
1. Define the desired result
Determine the purpose you want to achieve and list the criteria by which
you will judge the effectiveness of the results.
2. List possible options
Analyse the options and which one will come up with the best result for
what you want to achieve
5. Implement the decision
Once you have chosen the best option, implement it. If necessary,
develop a written plan for taking action.
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When you face human and work problems, you should realize that
there are no right or wrong answers, just a range of alternative
courses of action of which one or two are better or more acceptable
than the others.
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Training do they have the correct skills to carry out the work
properly?
Make sure that the proper steps are followed and that every person
involved understands what to do, how, when and why.
6. Follow up
When necessary and practical, be willing to modify the plan when the
feedback you receive indicates a need for adjustment.
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Six sigma
What is it?
DMAIC
Define: The customer, their problem and the processes/services
involved. The scope and project objectives, determine the exact
project problem and goal.
Measure: The performance of the process or service. Determine
what, when and how frequently to measure.
Analyse: The collected data, evidence and information is analysed to
determine source of variation root cause of the problem and the
opportunity for improvement.
Improve: Develop (including alternatives), generate, implement, test
and verify the agreed action plan designed to improve or resolve
the identified issues.
Control: Monitor the success of the enhanced process performance.
Providing means to measure, control and maintain the process at
the new enhanced performance levels.
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Process
Problem
statement
Environment
Machinery
Materials
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Finally!
Everyone thinks of changing the world,
but no one thinks of changing himself.
Leo Tolstoy
There is a little difference in people, but
that little difference makes a big
difference. The little difference is
attitude and the big difference is whether
it is positive or negative.
W. Clement Stone.
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