Professional Documents
Culture Documents
Self-introduction
Comfortability (vision – sound - A/C)
Breaks
Questions
Participation
To assist supervisors in
developing their leadership skills
to meet the business challenges
of today and tomorrow.
To provide supervisors with a
sound understanding of their roles
within their organizations.
Course Contents
The Changing
Business
Environment
Roles and
Supervisory
Responsibilities
Skills
of Supervision
Part 1
TheChanging
The ChangingBusiness
BusinessEnvironment
Environment
••Functions
Functionsof
ofManagement
Management
••The
TheManagerial
ManagerialSkills
Skills
••The
TheChallenges
Challengesfacing
facingManagement
Management
••Styles
Stylesof
ofManagement
Management
••The
TheChanging
ChangingRole
Roleof
ofManagement
Management
Part 2
Rolesand
Roles andResponsibilities
Responsibilitiesof
of
supervision
supervision
••Role
Roleof ofaaSupervisor
Supervisor
••Traits
TraitsofofaaSuccessful
SuccessfulSupervisor
Supervisor
••Styles
Stylesof
ofSupervision
Supervision
••Tips
Tipsto
tothe
theSupervisor
Supervisor
••What
Whatthe
theSupervisor
SupervisorRewards
Rewards
Part 3
SupervisorySkills
Supervisory Skills
••Effective
EffectiveCommunications
Communications
••Managing
ManagingMeetings
Meetings
••Problem-solving
Problem-solvingand
andDecision-making
Decision-making
••Team-building
Team-building
••Objective
ObjectiveSetting
Setting
••Time
TimeManagement
Management
••Delegation
Delegation
••Motivation
Motivation
Part 1
The Changing
Business
Environment
Management
“The process of organizing
methods, materials, manpower,
and other resources to achieve
organizational goals”
Why Studying Management
Is Important?
The Theory of
Management
....the
theprocess
processofof
organizingmethods,
organizing methods,
materials,manpower
materials, manpowerandand
otherresources
other resourcestotoachieve
achieve
organizationalgoals
organizational goals
……isismore
moreart
artthan
than
science.Managing
science. Managingis is
workingwith
working withand
andthrough
through
otherpeople
other peopleto
toaccomplish
accomplishthethe
objectivesof
objectives ofboth
boththethe
Organizationand
Organization andits
itsmembers
members
Management Levels
Strategic
level Top
Technical
level Middle
Operations
level Supervision
Strategic
level
Technical
level
Operations
level Employees
Chain of Command
Strategic
level
Technical
level
Operations
level
Evolution of Management Theories
Post-Modern period
1965-till now
Information Technology
Contemporary period
1930-1960
Behavioral aspects
Classical period
1880-1927
Economic aspects
Hawthorne Studies
(1924 – 1927)
A turning point in management
AT&T corporation / Harvard school of
management
Effect of the industrial environment on productivity
Interviewing workers
The power of informal groups
Conclusion
No managerial
Supervisor
skills or competencies
are demonstrated yet
Demonstrates
good technical skills
Individual
contributor
The Management Process
Manager
Demonstrates
good managerial
skills and competencies
Supervisor
Demonstrates
good technical skills
Individual
contributor
Production
Manpower
Process
The Challenges Facing
Management
Competition
Human
resources
Management
Technology
Open
markets
The Challenges Facing
Management
Human resources
- Higher level of education
- Seeking meaning in jobs
- Participation in decision-making
- Not willing to sacrifice
- No loyalty
The Challenges Facing
Management
Competition
Mergers Monopoly
The Challenges Facing
Management
Technology
- Communications
- Information technology
- Computer
- Automation
The Challenges Facing
Management
Open markets
Globalization
Functions of
Management
Planning Organizing
Controlling Coordination
Planning
Setting goals and objectives
Identifying income and expense drivers
Overcoming/changing paradigms
Organizing
Authority levels
Defining roles and responsibilities
Who to do what
Workload distribution
Handling emergencies
Controlling
Aligning activities and processes with
company’s objectives
Establishing performance standards
Monitoring performance
Coordination
Verification of alignment
Developing inter-departmental relations
The Management Process
Feedback
Measuring & evaluation
Developing people
Planning Controlling
Management Operational
Strategic Operational control control
The Managerial
Skills
What Is a Management Skill ?
The capabilities that are important for
successful performance as managers
and supervisors
You need to demonstrate these skills to
carry out your role in achieving results
through your employees
Production
Manpower
Process
Question
Interpersonal
The Managerial Skills
Technical
Technical Intellectual
Intellectual Interpersonal
Interpersonal
Specificexpertise:
Specific expertise: Planning
Planning
Communication
Communication
--Engineering
Engineering Organizing
Organizing
Delegation
Delegation
--Finance
Finance Controlling
Controlling
Negotiation
Negotiation
--Accounting
Accounting Coordination
Coordination
Motivation
Motivation
--Administration
Administration Decision-making
Decision-making
Team-building
Team-building
Problem-solving
Problem-solving Rewarding
Rewarding
Timemanagement
Time
management
The Managerial/Technical split
Top
Management
Middle
Management IntellectualTechnicalInterpersonal
skills skills skills
Supervision
Skill Competency
What Is a Competency ?
An ability, skill, or characteristic that
causes outstanding performance in a
given job
What outstanding performers do more
often, in more situations, with better
results than most people
Characteristics of the best performers
Classical Organizations
Management
Vision &
Knowledge
Muscles
Employees
Contemporary Organizations
Management
Vision &
Knowledge
Participation in
Decision making
Employees
Management Responsibility
Democratic
Affiliative Authoritative
Democratic
Commitment through participation
Theory X Theory Y
10 20 30 40 50 60
The Changing Role
of Management
From Management
To Leadership
Shift from Management to Leadership
New Manager
Planning
Creating vision
Organizing the hierarchy
Aligning relations
Controlling
Inspiring
What Distinguishes
Leaders?
Leadership is a Facet
of Successful Management
Teaches
Compels subordinates
subordinates
to respect him
a lot
85% Sets
SetsVision
Visionand
andworks
worksfor
forothers
others
80% Strives
Strivesto
toencourage
encourageand
andassist
assistsubordinates
subordinates
78% Reacts
Reactsprofessionally
professionallyin
incrisis
crisissituations
situations
75% Makes
Makessubordinates
subordinatesfeel
feelproud
proud
72% Holds
Holdsresponsibility
responsibility
Leadership
••Leadership
Leadershipcan
canbe
be ••Leadership
Leadershipisisborn
born
made
made not
notmade
made
••Circumstances
Circumstances ••Leadership
Leadershipisis
make
makeleaders
leaders inherited
inherited
???
Leadership Is a Dynamic Process That
Involves Integrating the Leader’s Style, Group
Characteristics, and the Job Situation.
Leadership
style
Job Group
Situation Characteristics
Part 2
Roles and
Responsibilities
of Supervision
What is
Supervision
....the
theactivity
activitycarried
carriedout
outby
by
supervisorsto
supervisors tooversee
overseethe
the
productivityand
productivity andprogress
progressofof
employeeswho
employees whoreport
report
directlyto
directly tothe
thesupervisors
supervisors
....is
isaamanagement
management
activity,and
activity, andsupervisors
supervisorshave
have
aamanagement
managementrole rolein
inthe
the
organization
organization
Role of a
Supervisor
Supervisorstypically
Supervisors typicallyare
are
responsiblefor
responsible fortheir
their
direct reports'
direct reports'progress
progressand and
productivityin
productivity inthe
theorganization
organization
Supervisorsare
Supervisors areunder
under immense
immense
pressurefrom
pressure fromabove
aboveandand
belowto
below todo
domore
morewith
with less
less
Roles and Responsibilities
of Supervision
Achieving organizational
Coaching
goals
Controlling work
Making decisions
activities
Employee Training
Assigning tasks
and Development
Roles and Responsibilities
of Supervision
Reacting to
Problem-solving
emergency situations
Roles and Responsibilities
of Supervision
Operations
Procedures Employees
Standards Contractors
Specs Competitors
Objectives Suppliers
Procedures Personnel
Materials
Equipment
Raw material
Finished products
What Are
What Are the
the Main
Main Problems
Problems That
That
Supervisors Encounter?
Supervisors Encounter?
Typical Experience
Typical Experience of
of aa First-time
First-time Supervisor
Supervisor
Moderate Moderate
- -
High Low
High Low
Independence Level
Group has significant ability in the job, highly
motivated and confident, but lacks specific
experience in some aspects of a new
assignment and has not been tested. Requires
support and some direction
Moderate Moderate
- -
High Low
High Low
Independence Level
Group has some skills and learns readily, but
has not performed the tasks in this new
assignment before. Willing to try, but is a little
anxious about failing.Supervisor has to provide
a lot of support and clear, specific direction
Moderate Moderate
- -
High Low
High Low
Independence Level
Group is either new at the job or faces complex,
unusual tasks. supervisor must assume that
employee has little or no ability and low motivation
or confidence, and must be highly directive.
Support is less important as both supervisor and
group are most concerned with doing the details
of the job correctly
Moderate Moderate
- -
High Low
High Low
Style of Supervision Is a Function of the Independence
Level of a Group
40 30 20 10 0
Moderate Moderate
- -
High Low
High Low
Skills
Delegation developing Coaching Directing
Delegating Directing
STRUCTURING
High Developing High Developing
Low Structuring High Structuring
Facilitating Coaching
Delegating Directing
40 30 20 10 0
Moderate Moderate
- -
High Low
High Low
Directing
••Provide
Providedetailed
detailedinstructions
instructions
••Give
Give employees
employeesspecific
specificgoals
goalsand
andobjectives
objectives
••Check
Checkin in frequently
frequentlywith
withemployees
employeesto tokeep
keep
themon
them ontrack
track
••Enforce
Enforcerules
rulesand
andregulations
regulations
••Demonstrate
Demonstratethe thesteps
stepsinvolved
involved in
indoing
doing
the job
the job
Coaching
••Represent
Represent management's
management'sposition
position ininaa
convincing manner
convincing manner
••Try
Trytoto motivate
motivatewith
withmonetary
monetaryand and
non-monetary rewards
non-monetary rewards
••Sell
Sellemployees
employeeson ontheir
their own
ownability
abilityto
todo
do
the job
the job
••Praise
Praise employees
employeesfor forgood
goodworkwork
••Provide
Provide employees
employeeswithwithaa lot
lot of
of feedback
feedback
onhow
on howtheythey are
are performing
performing
Facilitating
••Involve
Involveemployees
employeesin inmaking
making the thedecisions
decisions
whichwill
which willaffect
affect their
their work
work
••Make
Makeemployees
employees feel feelfree
freetotoask
ask questions
questions
and discuss
and discussimportant
important concerns
concerns
••Hold
Holdfrequent
frequent team
team or or staff
staff meetings
meetings
••Help
Helpemployees
employeeslocatelocate and
andsuggest
suggest their
their
owndevelopment
own development actions
actions
••Listen
Listentotoemployees'
employees' problems
problemsand and
concernswithout
concerns without criticizing
criticizingoror judging
judging
Delegating
••Delegate
Delegatebroad
broad responsibilities
responsibilitiestoto
employeesand
employees andexpect
expect them
themtotohandle
handle
the details
the details
••Expect
Expect employees
employeesto to find
findand
andcorrect
correct their
their
ownerrors
own errors
••Provide
Provide employees
employeeswithwithfeedback
feedbackonon results
results
••Allow
Allowrisk
risktaking
taking and
and innovation
innovation ininemployees
employees
Group Characteristics
Motivation
1 2 3 4
Frequency of feedback
Frequent feedback X
Intermittent feedback X
Feedback at X
milestones
Feedback upon X
completion
The Self-fulfilling Prophecy
““The
The attitudes
attitudes managers
managers
hold about
hold about the
the nature
nature of
of
people, greatly
people, greatly influence
influence
their behavior”
their behavior”
The Self-
Fulfilling
Prophecy
Relationship between
a manager’s
assumptions
and an employee’s
behavior
My Assumptions
Supervisory
Skills
Effective
Effective
communications
communications
Problemsolving
Problem solving
Managing
Managing
And
And meetings
meetings
Decisionmaking
Decision making
Time
Time Delegation
Delegation
management
management
Objective
Objective Motivation
Motivation
setting
setting
Teambuilding
Team building
Effective
Communications
Communication Goal
Whenever you COMMUNICATE, to an
Individual or a group,
you are “SELLING” something:
Product, service, viewpoint, or
Simply yourself.
Common
Understanding
Getting Feedback From others
Top management
Customers
Peers Supervisor Suppliers
Contractors
Subordinates
Communications in the
Workplace
Taking decisions
Setting standards Supervisor
Assessing performance
Information
Reports Instructions
Data Procedures
Suggestions
Complaints
Achieving objectives
Subordinate Completing tasks
Correcting procedures
Communications
Interaction
Eye contact
Facial expressions
Gestures
Immediate feedback
Written Communications
More complex
Needs preparation
Accurate – more detailed
No body language
No immediate feedback
May be neglected
Non-verbal Communications
Telephone
Conversation Lacks clarity Clarity
Communications
Letter Negligence
Comprehensive
Sender
Receiver
Environment
Reasons of Ineffective
Communications
Sender
Bad listening
No interest
Unawareness of subject
Prejudice
Jumping to conclusions
Bad mood
Reasons of Ineffective
Communications
Environment
Language • Environmental
- vocabulary - Distractions (noise)
- jargon - interruptions
- ambiguity - people intruding
Psychological
- fear
- shyness
- boredom
Aiming For ABC
Followan
Follow an
outline
outline
Uselanguage
Use languagesuited
suited
tothe
to therecipient
recipient
Provideall
Provide allthe
the
necessaryinformation
necessary information
Avoiding Bad Habits
Useof
Use ofoutdated
outdated Useof
Use ofjargon
jargon
Stiltedwriting
Stilted writing
sentence
sentence ortechnical
or technical
construction
construction words
words
Useof
Use ofslang
slang Usingwrong
Using wrongoror
Grammatical
Grammatical
wordsand
words and inappropriate
inappropriate errors
errors
idioms
idioms words
words
Yours Faithfully
M.H
Secretary
l e
p National Oil Company
a m Human Resources Department
Ex
Using an employee number
rather than name, causes Employee number 126
offence
Operations Department 15 July 2002
Ex Althoughkeen
Although keentotoexpress
expressmy mywarmest
warmestfelicitations
felicitationsand
and
acknowledgethe
acknowledge thedeep
deephonor
honoryour
yourrequest
request
bestowsupon
bestows uponme, me,I Ifeel
feelthat
thatthe
thereasoning
reasoningbehind
behindyour
your
policydecision,
policy decision,which
whichisisenough
enoughtotomake
makewise
wisemenmenquick
quick
totocry
cryout
outlike
likethe
thefuries
furiesofofancient
ancienttime,
time,angers
angersme me
beyondbelief.
beyond belief.
Evidence that the writer Yourdecision
decisionoccasions
occasionsthe theonus
onusprobandi
probanditotolie
liefirmly
firmly
is trying to show off a Your
ononmy
myshoulders,
shoulders,yet yetininthese
theseparlous
parloustimes,
times,those
those
knowledge of Latin in beingsofoflimited
limitedability
abilityare
areinseparable
inseparablefromfromthose
thosewithwith
beings
the text superiorknowledge,
superior knowledge,many manyofofthethelatter
latterresiding
residingsosonear
near
totoMt.
Mt.Olympus
Olympusas astotobe
beunreachable.
unreachable.
Yourmost
Your mosthonored
honoredservant,
servant,
l e
p
x a m Mistakes In The Letter
E
Writer of this style does not
communicate well
He is more interested in demonstrating
his own education than in conveying
facts
Simplicity always impresses more than
“trying to impress” text
Principles of Effective
Communications
Togain
To gaininsight
insightinto
intoother
other
Open-ended
Open-ended Person’scharacter.
character.Opens
Opens
Person’s
discussion
discussion
Fact-finding
Fact-finding Togain
To gaininformation
informationon
on
AAparticular
particularsubject
subject
l es
p
am
Ex Types Of Questions
Doyou
Do youever
everread
readthe
thecompany
company
Closed–ended
Closed –ended Magazineor
Magazine ornewsletter?
newsletter?
Open-ended
Open-ended Whatmakes
What makesyou
youthink
think
ititwill
willfail
fail??
Fact-finding
Fact-finding Whomakes
Who makesthe
thedecisions?
decisions?
Mistakes in Asking Questions
Making it appear like an interrogation
Repeating same questions
Asking before previous question is
answered
Asking critical or inappropriate questions
Asking ambiguous and unclear questions
Listening
How to Listen
Empathizing
Empathizing
Analysing
Analysing
Synthesizing
Synthesizing
Typeof
Type ofListening
Listening PuttingMethods
Putting MethodsInto
IntoPractice
Practice
Empathizing Empathizeby
Empathize byimagining
imaginingyourself
yourselfininthe
theother
otherperson’s
person’s
Empathizing positiontotounderstand
understandwhat
whattheytheyare
arethinking,
thinking,andandletting
letting
Drawingout
Drawing outthe
thespeaker
speaker position
andgetting
gettinginformation
informationininaa themfeel
them feelcomfortable
comfortable––possibly
possiblyby byrelating
relatingtototheir
their
and emotionalexperiences.
experiences.Pay
Payclose
closeattention
attentiontotowhat
whatthe
the
supportive,helpful
helpfulway.
way. emotional
supportive, personisissaying,
person saying,talk
talkvery
verylittle,
little,and
anduse
useencouraging
encouraging
nodsand
nods andwords.
words.
Typeof
Type ofListening
Listening PuttingMethods
Putting MethodsInto
IntoPractice
Practice
Analyzing
Analyzing Useanalytical
Use analyticalquestions
questionstotodiscover
discoverthe
thereasons
reasonsbehind
behind
Seekingconcrete
concrete thespeaker’s
the speaker’sstatements,
statements,especially
especiallyififyou
youneed
needtoto
Seeking
informationand
andtrying
tryingtoto understandaasequence
understand sequenceofoffacts
factsor
orthoughts.
thoughts.AskAsk
information
disentanglefact
factfrom
from questionscarefully,
questions carefully,so
soyou
youcan
canpick
pickupupclues
cluesfrom
fromthe
the
disentangle
emotion. answersand
answers anduse
usethe
theperson’s
person’sresponses
responsestotohelphelpyou
youform
form
emotion.
younext
you nextset
setofofquestions.
questions.
Typeof
Type ofListening
Listening PuttingMethods
Putting MethodsInto
IntoPractice
Practice
Synthesizing
Synthesizing IfIfyou
youneed
needtotoachieve
achieveaadesired
desiredresult,
result,make
makestatements
statements
Proactivelyguiding
Proactively guidingthe
the totowhich
whichothers
others can
canrespond
respondwith
withideas.
ideas.Listen
Listenand
andgive
give
exchangetowards
towardsanan youranswers
your answerstotoother’s
other’sremarks
remarksininaaway
waythat
thatsuggests
suggests
exchange whichideas
ideascan
canbebeenacted
enactedandandhow
howthey
theymight
mightbe
be
objective. which
objective. implemented.Alternatively,
implemented. Alternatively,include
includeaadifferent
differentsolution
solutioninin
yournext
your nextquestion.
question.
Overcoming Prejudice
When what you see only fulfils your own
expectations, you probably have an
inflexible mind-set
Most people have this problem
Prejudices block good communication
If you can recognize your prejudiced
ideas, you will be a good listener
Overcoming Prejudice
Listen carefully to what people are
saying and do not let your prejudices
get in the way
Think about the words you hear, not the
person saying them
Ten commandments
of listening
““I’m
I’mafraid
afraidIIdidn’t
didn’tquite
quite ‘I’maware
‘I’m awarethat
thatthis
thisisn’t
isn’t
understandwhat
understand whatyou
yousaid.
said. yourfield,
your field,but
butIIwould
wouldbe be
Wouldyou
Would youmindmindrepeating
repeating veryinterested
very interestedtotohear
hear
ititplease?”
please?” youropinion.”
your opinion.”
““IIcan’t
can’thave
haveexplained
explained
myselfclearly.
myself clearly.What
WhatII
meantto
meant toestablish
establish
was..”
was ..”
Issuing instructions
Making or implementing
Purpose
Purpose decisions
of
of
Meetings
Meetings
Resolving problems
Face-to-face
Face-to-face Interactive
Interactive
communication
communication
Immediate
Immediate Eye
Eyecontact
contact
feedback
feedback
Facial
Facial Gestures
Gestures
expressions
expressions
The Critical Path of a Meeting
Definethe
Define the Decidehow
Decide how Ensurethe
Ensure the
Meeting’s
Meeting’s Longitit
Long Rightpeople
Right people
purpose
purpose Shouldlast
Should last attend
attend
IsIsthe
themeeting
meeting
urgent Do
Doyouyouneed
urgentand
and need
important? totohold
holditit Hold
Holdmeeting
meeting
important?
No Yes ASAP?
ASAP? immediate
immediate
No Yes
No
No Yes
Yes
IsIsthe
themeeting
meeting
urgent
urgentor
or
IsIsthere
thereaa
deadline
AA
important?
important? deadlinetoto Set
Setaside
asideaa
work
worktowards? time
No
No Yes
Yes No
towards?
Yes timetoto
No Yes hold
holdmeeting
meeting
Set
Setaarealistic
realistic
IsIsthe
themeeting
meeting
routine?
Does
Doesthat
thatmeeting
meeting
deadline
deadline BB
routine? help
help youwork
you work
No
No Yes
Yes more efficiently?
more efficiently?
No Yes Allocate
Allocateaatime
time
No Yes
totohold
hold
meeting
meeting
IsIsthe
themeeting
meeting
necessary? Save
necessary? Savethe
themeeting
meeting
Don’t do It No Yes for
No Yes foraaquiet
quiet
cancel it time
time
C
C
To Ensure
a Successful Meeting
Steps to a to a
Steps
successful
Successful Meeting Controlling
meeting
Closing
Define purpose of meeting
Develop meeting agenda
Select attendees -
- Consider job background .. Harmonize..
- Define roles and means of participation
Locate a venue
Send out invitation along with agenda
Monitor meeting duration (opening,closing)
Limit and bring side-discussions and
unnecessary arguments back to track
Summarize each issue before moving to
the next
Limit number of issues to be discussed
Direct meeting towards defined results
Define and announce each decision
made
Direct meeting to a final conclusion
Support what has been agreed upon
Role of the Supervisor 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 Supervisor 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
Code of Cooperation
Be on time and come prepared
Be attentive to all what is said
Use eye contact, and show interest
Do not interrupt speakers
Code of Cooperation
Do not whisper or fidget while someone speaks
Pay attention, avoid disruptive behavior
Show respect for the contributions of other
members
Every member is responsible for
the meeting’s progress and success
Code of Cooperation
CONSTRUCTIVELY criticize
ideas, not persons
Only one person speaks at a time
Everyone participates, no one
dominates
Code of Cooperation
Avoid long anecdotes and examples
Respect those not present
Ask questions when you do not
understand
Attend to your personal comfort needs
at any time but minimize disruptions
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 pre-determined
Not following-up implementation
Problem-solving and
Decision-making
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
Man
Causes of Machine
Work
Problems Methods
Materials
Problems should
Problems should bebe handled
handled
at its
at its early
early stages
stages before
before
itit builds
builds up
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:
Execute Analyze
Develop
Fishbone Method
Machine Man
No Maintenance
Inadequate training
No Calibration Off-spec
No cooperation Product
Materials 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
Types of Forces to Consider
Available Resources Attitudes of people
Traditions Regulations
Vested interests Personal or group needs
Organizational structures Present or past practices
Relationships Institutional policies or norms
Organizational trends Agencies
Values
Desires
Costs
People
Events
Force-field Analysis
Worst Present Desired
state state outcome
Driving forces Restraining forces
Force-field Analysis
Rejection rate Rejection rate Rejection rate
20% 10% 2%
Driving forces Restraining forces
Strengths Weaknesses
Threats Opportunities
Part of a supervisor’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.
Supervisors, by Definition,
Must Be Decision-Makers.
Types of Managerial Decisions
Unplanned Planned
Planned
Unplanned Decision
••Non-repetitive ••Repetitive
Repetitive
Non-repetitive Problem
••Non-routine ••Routine
Routine
Non-routine
••Instructions
Instructions
••Strategic
Strategicsolutions
solutions
Procedures ••Policies
Policies
••High
Highrisk
risk ••Low
Lowrisk
risk
Types of Problems/Decisions
And Management Level
Non-programmed Decisions
Programmed Decisions
Decision Making
Consensus Individual
Individual
Consensus
Participation Involvement
Scale
Pe
es rs
l u on
Va al
ity
Decision
Making
Po
Di ten Primary
ss tia is k g
on l f R
kin elements
an or T a
ce
Elements Affecting
Decision-making Process
Nature of issue
Pe
Resources available
es rs
l u on
Time available
Va al
ity
Decision
Making
Po
Di ten
ss tia R is k g
on l f
an or akin
ce T
Secondary
elements
Technical/intellectual
skills
Analyzing the Decision Process
Identify What
Whatexactly
Identify&&define
defineissue/problem
issue/problem exactly
has
hasto
tobe
bedecided?
decided?
What
Whatarearethe
the
Undertake
Undertakeanalysis
analysis alternatives?
alternatives?
What
Whatare
arethe
the
Evaluate
Evaluatealternatives
alternatives Pros
Prosand
andcons?
cons?
Which
Whichalternative
alternative
Identify
Identifychoices
choices IsIsthe
thebest?
best?
What
Whataction
action
Implement
Implementdecision
decision Needs
Needsto
tobe
betaken?
taken?
AGISA
The Group Thinking Model
Seeking issues
Analyzing Affecting the decision
Opportunities or
Goal setting problems
Conventional or
Looking for Ideas unconventional
Discarding or
Selecting ideas adopting
Implementing
Action Accepted decisions
Assessing the Validity of Ideas
Suggested solutions Potential outcomes
Our product
Only
Onlykeeps
keepsthe
the
dominates the
status
statusquo
quofor
fornow
now
market
Invests in new
Risks
Risksposition
positionas
as
technology when
market leader
market leader
markets dictate
Invest in new
First
Firsttotosupply
supply
technology as
new product
new product
soon as possible
Decision
Wrong Right
No Admit Admit
Technical In disciplines
expertise
Problem-solving Team-working
skills skills Ability to cope
Ability to make
clear decisions with others
Unifying a Team
Each individual
contributes to team
effort to complete
task in hand Team Task
Needs of individual
are catered for by team
Choosing Individuals for
Specific Tasks
Do Don’t
Whichqualities
Which qualities
Draw up a job profile Assume that anyone
arerequired
are requiredforfor
before talking to people thejob?
job? will suit the role
the
Canany
anyweaknesses
weaknesses Hope weaknesses will
Consider any Can be overlooked by
beovercome?
be overcome?
shortcomings the team
Expect them to
overcome problems
“on the job”
Offer the role to the Makeaafinal
finaldecision
decision Offer the role to the
Make
individual who brings most basedononresponses
responsestoto individual who excels at
based
overall to the team thequestion
the questionabove
above one particular skill
Stages of Team-development
Forming
Forming
Forming Storming
Forming Storming
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
Gender Time
Timespent
spent
Gender
together
together
Factors
Factorsthat
that
Challenges determine
Proximity
Proximityof
of
Challenges determine
Facing Team
Teammembers
Facingteam
team Team
Team members
cohesion
cohesion
Previous
Previous Size
Sizeof
ofteam
team
achievements
achievements
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
Climate Survey
Responsibilities Tasks
Duties Objectives
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
Specific
Measurable
Acceptable
Resources
Timely
Sample of an Objective
To launch the new product (X) by end of December 2004, with a cost of
advertisement campaign not to exceed $ 60,000
Sample of an Objective
To launch the new product (X) by end of December 2004, with a cost of
advertisement campaign not to exceed $ 60,000
(methods to achieve
(results)
the results)
Types of Objectives
Organizational Personnel
Personnel
Organizational Problem
Problem Skills
Skills
Improvement
Improvement Solving
Solving Development
Development
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 2002 , 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
Exercise
Time Management
Understanding Time
Time is Life
What would
What wouldhappen
happenifif you
you
spent company
spent companymoney
moneyas as
easyas
easy asyou
you spend
spend
companytime?
company time?
Whenwas
When wasthe
thelast
last time
time
you reviewed
you reviewedyour
your time
time
allocation?
allocation?
Please, answer the following
questions :
Do you feel that a great part of your
time is wasted ?
Yes ( ) No ( )
What do you think the reasons are ?
• Organize
• Meeting • Plan
• Discussion With • Coordinate
manager Discretionary
With
Urgent subordinates
• Coaching
• Problems • Discussion
• Crisis • Complaints
Breaking Down Tasks
Writing a Organizing a
Regular report meeting
Routine On-going
projects
Planning &
development
25% of time
25% of time
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
B Important or urgent
Neither Important
C nor urgent - routine
Analyzing Tasks
Importance
B A
C B
Urgency
Prioritizing Tasks
Important or urgent
B
Neither Important
nor urgent - routine
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
Any working
day should include
a mixture of A-, B-,
and C- tasks
Balancing Daily Tasks
A-Tasks
A-Tasks
You
Youshould
shouldtrytryto
tocomplete
complete
aafew
fewofofthese
theseurgent,
urgent,
difficult
difficulttasks
taskseach
eachday
day
C-Tasks
C-Tasks
One working These
Theseare
arenon-urgent
non-urgent
day tasks
tasksthat
thatshould
shouldbebedone
done
when
whentime
timeallows
allows
B-Tasks
B-Tasks
These
Theseaccount
accountfor
forthe
the
majority
majorityofofyour
yourwork
workandand
should
shouldtake
takeup
upmost
mostofof
your
yourday
day
Prioritizing A Task
IsIsthe
thetask
task AA
urgent IsIsthere
thereaa
urgentor
or deadline Task
important?
important? deadlinetoto Set
Setaside
asideaa Task
work
worktowards? time
No
No Yes
Yes No
towards?
Yes timetotocomplete
complete
No Yes The
Thetask
task
Set
Setaarealistic
realistic
IsIsthe deadline BB
thetask
task Does
Doesthat
thattask
task deadline
routine?
routine? help you work Task
Task
No Yes help you work
No Yes more
moreefficiently?
efficiently?
No Yes Allocate
Allocateaatime
time
No Yes
totocomplete
complete
The
Thetask
task
IsIsthe
thetask
task
necessary? Save
necessary? Savethe thetask
task
Don’t do It No
No Yes
Yes for
foraaquiet
quiet CC
discard it time Task
time 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
Late-
3 afternoon
peak-
2 best time
for
Performance level
1 B-tasks
0
Energy
-1 level
After lunch Falls
-2 trough- towards
End of
-3 best time for
day
C-tasks
-4
-5
9 a.m 11 a.m 1 p.m 3 p.m 5 p.m
Time of day
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 Possible
ability gains
A threat that
may cause A loss
Analyzing The Effect Of Stress
ON
ONSOCIETY
SOCIETY
Pressure
Pressureonon
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
Staying with
Meeting budgets
deadlines
Reporting to Adapting to
superiors 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
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
Work stress
Optimum stress
Sources and
Signs of Stress
Physiological symptoms Individual factors
Headaches
Family problems
High blood pressure
Economical problems
Heart diseases
Job stress
Insomnia/depression Organizational hierarchy
Job dissatisfaction Management stress
Behavioral symptoms
Environmental factors
Absenteeism
Work turnover Economical fluctuations
Accidents Political fluctuations
Technological challenges
Stress Management
Strategy
Individual Strategy
- Time management
- Physical fitness
- Relaxation
- Social support
Stress Management
Strategy
Organizational Strategy
Does not
Has confidence
Feel insecure
In subordinates
To Determine Level of Maturity
Technical
expertise Skills and
And the capabilities
knowledge of doing
Of work work
The motive,
self-confidence
and willingness
to take
responsibilities
Evaluating Your Activities
Do
Donot
notcomplete
complete
∀∀•• What
Whattasks
tasksam
amIIdoing
doingthat
thatdoes
does them
themyourself
yourselfor
or
not
notneed
needto
tobe
bedone
doneat
atall?
all? delegate
delegatethem
them
∀∀•• What
Whatam
amIIdoing
doingthat
thatcan
canbe
be Delegate
Delegatethese
thesetasks
tasks
done
doneby
bysomebody
somebodyelse?
else? to
tosubordinates
subordinates
Seekagreement
agreement Donot
Do notpush
pushfor
for
Seek
Inprinciple
principle Commitmentyet
Commitment yet
In
Offersolutions
Offer solutionsand
and
Discussany
Discuss any
reassurance
reassurance
reservations
reservations
Winacceptance
Win acceptance
Pushfor
Push for
Fromdelegate
From delegate
commitment
commitment
Do’s Don’ts
Which qualities are
Draw required for Assume
Assumethat
thatanyone
anyonewill
willsuit
Drawupupaajob
jobprofile
profilebefore
before the role within the team
suit
Starting to talk to people
Starting to talk to people the role? the role within the team
Give
Giveserious
seriousconsideration
consideration Can any weakness Hope
To any shortcomings Hopeweaknesses
weaknesseswill
willbe
be
To any shortcomings be overcome? Overlooked by the team
Overlooked by the team
Expect
Expectthem
themtotoovercome
overcome
Problems
Problems “on thejob”
“on the job”
Offer
Offerthe
therole
roletotothe
theindividual
individual
Make a final decision
Who brings most overall based on responses to Offer
Offerthe
therole
roletotothe
theindividual
individual
Who brings most overall Who excels at one
totothe
theteam
team the questions above 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
Age Culture
Primary
Needs dimensions
Person
Expertise
Social
Gender status
Needs Desire to
satisfaction Motivation Satisfy needs
Action
-Self Advancement
Actualization Job Title
Assigning tasks
Esteem
Assigning responsibilities
Security Stability
Needs Pension Plan
Physiological
Reasonable salary
Needs
Behavior Theory
Satisfaction
رضاء No satisfaction
Motivational Maintenance
factors factors
Achievement Supervisors
Recognition Working conditions
The work itself Interpersonal relations
Responsibility Pay & security
Advancement & growth Policy & administration
Dissatisfaction
عدم رضاء No dissatisfaction
Establishing Basic Needs At Work
Hygiene
Definitions
Factors
Acknowledgement of achievements by
Recognition senior staff helps to enhance self-esteem.
It is viewed as a reward in itself.
Hygiene
(Maintenance)
factors
Primary needs
MASLOW
MASLOW HERZBERG