basic management skills

WelcomeWelcomeًًمرحبا مرحبا

Basic Management Basic Management SkillsSkills

By: By: Khaled A. AnterKhaled A. Anter

Ground RulesGround Rules

Timing is everything ( 9 am Timing is everything ( 9 am –– 2 pm ) 2 pm )Breaks at 10:30am Breaks at 10:30am –– 12:30pm. 12:30pm.Phones silent plz.Phones silent plz.No politics, religions or sports No politics, religions or sports

debatesdebatesFeel free to shareFeel free to shareRelax & have funRelax & have fun

Who are youWho are you??

&&

Why are you Why are you herehere??

Course objectivesCourse objectives

The management processThe management process An introduction to the management process: An introduction to the management process:

components of the management functions.components of the management functions. Functions and responsibilities of supervisorsFunctions and responsibilities of supervisors Vertical and horizontal relationshipsVertical and horizontal relationships Skills needed for successful management:Skills needed for successful management: Technical skillsTechnical skills Behavioral skillsBehavioral skills Conceptual skillsConceptual skills

Where do you thinkWhere do you think we are we are??

““A class of semi-skilled corporate A class of semi-skilled corporate hirelings whose rise within the hirelings whose rise within the organization correlates directly organization correlates directly with the amount of work they with the amount of work they

delegate to their more talented delegate to their more talented underlingsunderlings..””

Rick BayanRick Bayan (1997 (1997 ) )

The CynicThe Cynic’’s dictionarys dictionary

..."..."the remarkable thing about the remarkable thing about management is that a manager can management is that a manager can

go on for years making mistakes go on for years making mistakes that nobody is aware of, which that nobody is aware of, which

means that management can be a means that management can be a kind of a con jobkind of a con job..””

Quoted in "Quoted in "The Wit and Wisdom The Wit and Wisdom of Grace Hopperof Grace Hopper" by " by Philip Philip

SchieberSchieber

What is ManagementWhat is Management? ?

ManagementManagement in all business and in all business and organizational activities is the act of organizational activities is the act of getting people getting people togethertogether to to accomplish desired accomplish desired goalsgoals and and objectivesobjectives using available using available resourcesresources efficientlyefficiently and and effectivelyeffectively. .

What is ManagementWhat is Management? ?

A human action, including design, to A human action, including design, to facilitate the production of useful facilitate the production of useful outcomes from a system. (system outcomes from a system. (system approach)approach)

This view opens the opportunity to This view opens the opportunity to 'manage' oneself, a pre-requisite to 'manage' oneself, a pre-requisite to attempting to manage others. attempting to manage others.

““The basic task of a The basic task of a management is twofold: management is twofold: marketing and innovationmarketing and innovation””

Peter DruckerPeter Drucker (1909 (1909––2005)2005)

Modern definitionModern definition

As a discipline, management As a discipline, management comprises the interlocking functions comprises the interlocking functions of formulating corporate policy and of formulating corporate policy and organizing, planning, controlling, and organizing, planning, controlling, and directing the firm's resources to directing the firm's resources to achieve the policy's objectives achieve the policy's objectives

History of managementHistory of management

The verb The verb managemanage comes from the comes from the Italian Italian maneggiaremaneggiare (to handle (to handle —— especially tools), which in turn derives especially tools), which in turn derives from the Latin from the Latin manusmanus (hand). The (hand). The French word French word mesnagementmesnagement (later (later mméénagementnagement) influenced the ) influenced the development in meaning of the development in meaning of the English word English word managementmanagement in the 17th in the 17th and 18th centuries and 18th centuries

Management GurusManagement Gurus

Henri FayolHenri Fayol (1841 (1841––1925)1925)

Considers management Considers management to consist of six to consist of six functions:forecasting, functions:forecasting, planning, organizing, planning, organizing, commanding, commanding, coordinating, and coordinating, and controlling.controlling.

He was one of the most He was one of the most influential contributors influential contributors to modern concepts of to modern concepts of management.management.

Mary Parker FollettMary Parker Follett (1868 (1868––1933)1933)

Defined Defined management as management as ""the art of getting the art of getting things done things done through peoplethrough people". ". She described She described management as management as philosophyphilosophy

““Management is Management is what managers dowhat managers do" "

No photo

Early writings about Early writings about managementmanagement

Sun Tzu'Sun Tzu's s The Art of WarThe Art of War

Written by Chinese general Sun Tzu Written by Chinese general Sun Tzu in the 6th century BC, in the 6th century BC, The Art of WarThe Art of War is a military strategy book that, for is a military strategy book that, for managerial purposes, recommends managerial purposes, recommends being aware of and acting on being aware of and acting on strengths and weaknesses of both a strengths and weaknesses of both a manager's organization and a foe's manager's organization and a foe's

Chanakya's Chanakya's Arth-ash-astraArth-ash-astra

ChanakyaChanakya wrote the wrote the ArthashastraArthashastra around 300BC in which various around 300BC in which various strategies, techniques and strategies, techniques and management theories were written management theories were written which gives an account on the which gives an account on the management of empires, economy management of empires, economy and family. The work is often and family. The work is often compared to the later works of compared to the later works of MachiavelliMachiavelli

Niccolò Machiavelli'Niccolò Machiavelli's s The The PrincePrince

Believing that people were motivated Believing that people were motivated by self-interest, by self-interest, Niccolò MachiavelliNiccolò Machiavelli wrote wrote The PrinceThe Prince in 1513 as advice in 1513 as advice for the city of Florence, Italy. for the city of Florence, Italy. Machiavelli recommended that Machiavelli recommended that leaders leaders use fearuse fear——but not hatredbut not hatred——to to maintain control.maintain control.

Adam Smith'Adam Smith's s The Wealth of The Wealth of NationsNations

Aims for efficient organization of work Aims for efficient organization of work through through Specialization of laborSpecialization of labor. . Smith described how changes in Smith described how changes in processes could boost productivity in processes could boost productivity in the manufacture of pins. While the manufacture of pins. While individuals could produce 200 pins per individuals could produce 200 pins per day, Smith analyzed the steps involved day, Smith analyzed the steps involved in manufacture and, with 10 specialists, in manufacture and, with 10 specialists, enabled production of 48,000 pins per enabled production of 48,000 pins per day. day.

& &OthersOthers

John Stuart MillJohn Stuart Mill (1806 (1806––1873)1873)Eli WhitneyEli Whitney (1765 (1765––1825)1825)James WattJames Watt (1736 (1736––1819)1819)Alfred MarshallAlfred Marshall (1842 (1842––1924)1924)LLééon Walrason Walras (1834 (1834––1910)1910)Frederick W. TaylorFrederick W. Taylor (1856 (1856 ––1915)1915)Peter DruckerPeter Drucker (1909 (1909––2005) 2005)

Business managementBusiness management

Human resource managementHuman resource managementOperations management or Operations management or

production managementproduction managementStrategic managementStrategic managementMarketing managementMarketing managementFinancial managementFinancial management Information technology managementInformation technology management

Management in 21st centuryManagement in 21st century

Public administrationPublic administrationEducational managementEducational managementNon-profit managementNon-profit managementWorkplace democracyWorkplace democracyPersonality disordersPersonality disorders

The Big QuestionThe Big Question……

Is Is ManagementManagement

Art or Art or ScienceScience? ?

Basic functions of Basic functions of managementmanagement

The Basic functionsThe Basic functions

Management operates through various Management operates through various functions, often classified as:functions, often classified as:PlanningPlanningOrganizingOrganizingStaffingStaffingLeadingLeadingDirectingDirectingControllingControllingMonitoringMonitoringMotivation Motivation

PlanningPlanning

Deciding what needs to happen in Deciding what needs to happen in the future (today, next week, next the future (today, next week, next month, next year, over the next 5 month, next year, over the next 5 years, etc.) and generating plans for years, etc.) and generating plans for action. action.

OrganizingOrganizing

(Implementation) making optimum (Implementation) making optimum use of the resources required to use of the resources required to enable the successful carrying out of enable the successful carrying out of plans.plans.

StaffingStaffing

Job Analyzing, recruitment, and Job Analyzing, recruitment, and hiring individuals for appropriate hiring individuals for appropriate jobs. jobs.

Leading/DirectingLeading/Directing

Determining what needs to be done Determining what needs to be done in a situation and getting people to in a situation and getting people to do it.do it.

Controlling/MonitoringControlling/Monitoring

Checking progress against plans. Checking progress against plans.

MotivationMotivation

Motivation is also a kind of basic Motivation is also a kind of basic function of management, because function of management, because without motivation, employees without motivation, employees cannot work effectively. cannot work effectively.

If motivation doesn't take place in an If motivation doesn't take place in an organization, then employees may organization, then employees may not contribute to the not contribute to the other other functionsfunctions ( (which are usually set by which are usually set by top level managementtop level management))

Basic roles of a Basic roles of a ManagerManager

Basic roles of a ManagerBasic roles of a Manager

Interpersonal: Interpersonal: roles that involve roles that involve coordination and interaction with coordination and interaction with employeesemployees. .

Informational: Informational: roles that involve roles that involve handling, sharing, and analyzing handling, sharing, and analyzing informationinformation. .

Decisional: Decisional: roles that require roles that require decision-making decision-making

Management skillsManagement skills

Management skillsManagement skills TechnicalTechnical: used for specialized knowledge : used for specialized knowledge

required for work. required for work. PoliticalPolitical: used to build a power base and : used to build a power base and

establish connections. establish connections. ConceptualConceptual: used to analyze complex : used to analyze complex

situations. situations. InterpersonalInterpersonal: used to communicate, : used to communicate,

motivate, mentor and delegate. motivate, mentor and delegate. DiagnosticDiagnostic: ability to visualise most : ability to visualise most

appropriate response to a situation appropriate response to a situation

Formation of the Formation of the Business PlanBusiness Plan

Formation of the Business Formation of the Business PlanPlan

The The missionmission of the business is the of the business is the most obvious purposemost obvious purpose——which may which may be, for example, to make soap be, for example, to make soap

The The visionvision of the business reflects of the business reflects its aspirations and specifies its its aspirations and specifies its intended direction or future intended direction or future destination destination

The The objectivesobjectives of the business of the business refers to the ends or activity at which refers to the ends or activity at which a certain task is aimed a certain task is aimed

Formation of the business Formation of the business strategystrategy

The business's The business's strategystrategy is a is a guideguide that specifies rules, regulations and that specifies rules, regulations and objectives, and may be used in the objectives, and may be used in the managers' decision-making. It must managers' decision-making. It must be be flexibleflexible and and easily interpretedeasily interpreted and understood by all employees. and understood by all employees.

Formation of the business Formation of the business strategystrategy

The The business's strategybusiness's strategy refers to the refers to the coordinated plancoordinated plan of action that it is going of action that it is going to take, as well as the to take, as well as the resourcesresources that it will that it will use, to realize its use, to realize its visionvision and long-term and long-term objectivesobjectives. .

It is a It is a guideline/roadmapguideline/roadmap to managers, to managers, specifying how they ought to specifying how they ought to allocateallocate and and utilizeutilize the factors of production to the the factors of production to the business's advantage. Initially, it could help business's advantage. Initially, it could help the managers decide on the managers decide on what type of what type of business they want to formbusiness they want to form

Implementation of policies and Implementation of policies and strategiesstrategies

All policies and strategies must be All policies and strategies must be discussed with all managerial discussed with all managerial personnel and staff personnel and staff

Managers must understand Managers must understand wherewhere and and howhow they can implement their they can implement their policies and strategiespolicies and strategies

A plan of action must be devised for A plan of action must be devised for each department each department


Policies and strategies must be Policies and strategies must be reviewed regularlyreviewed regularly

Contingency plans must be devised Contingency plans must be devised in case the environment changesin case the environment changes

Assessments of progress ought to be Assessments of progress ought to be carried out regularly by top-level carried out regularly by top-level managers managers


A good environment and team spirit A good environment and team spirit is required within the businessis required within the business

The missions, objectives, strengths The missions, objectives, strengths and weaknesses of each department and weaknesses of each department must be analyzed to determine their must be analyzed to determine their roles in achieving the business's roles in achieving the business's mission. mission.

The The forecasting methodforecasting method develops develops a reliable picture of the business's a reliable picture of the business's future environment future environment


A A planning unitplanning unit must be created to must be created to ensure that all plans are consistent ensure that all plans are consistent and that policies and strategies are and that policies and strategies are aimed at achieving the same mission aimed at achieving the same mission and objectives and objectives

Policies and Policies and strategies in the strategies in the planning processplanning process

Policies and strategies in the Policies and strategies in the planning processplanning process

They give mid- and lower-level They give mid- and lower-level managers a good idea of the future managers a good idea of the future plans for each department in an plans for each department in an organization organization

A framework is created whereby A framework is created whereby plans and decisions are made plans and decisions are made

Mid- and lower-level management Mid- and lower-level management may add their own plans to the may add their own plans to the business's strategic ones business's strategic ones

Levels of Levels of managementmanagement

Levels of managementLevels of management

levels of managers are classified in a levels of managers are classified in a hierarchy of importance and hierarchy of importance and authority, and are also arranged by authority, and are also arranged by the different types of management the different types of management tasks that each role does.tasks that each role does.

Levels of managementLevels of management

In many organizations, the number of In many organizations, the number of managers in every level resembles a managers in every level resembles a pyramid, in which the first-level has pyramid, in which the first-level has many more managers than middle-many more managers than middle-level and top-level managers, level and top-level managers, respectively.respectively.

Each management level is explained Each management level is explained below in specifications of their different below in specifications of their different responsibilities and likely job titles responsibilities and likely job titles

Top-Level ManagersTop-Level Managers

Typically consist of Typically consist of Board of Board of DirectorsDirectors, , PresidentPresident, , Vice Vice PresidentPresident, , Chief Executive Chief Executive OfficersOfficers, etc., etc.

These individuals are mainly These individuals are mainly responsible for responsible for controllingcontrolling and and overseeingoverseeing all the departments in all the departments in the organization.the organization.


They develop They develop goalsgoals, , strategic strategic plansplans, and , and policiespolicies for the company, for the company, as well as make many decisions on as well as make many decisions on the the direction of the businessdirection of the business..

In addition, top-level managers play In addition, top-level managers play a significant role in the a significant role in the mobilization mobilization of outside resourcesof outside resources and are for and are for the most part responsible for the the most part responsible for the shareholdersshareholders and and general publicgeneral public. . (think of SCM ?)(think of SCM ?)


According to According to Lawrence S. KleimanLawrence S. Kleiman, , the following skills are needed at the the following skills are needed at the top managerial level:top managerial level:

““Broadening their understanding of Broadening their understanding of how factors such as how factors such as competitioncompetition, , world economiesworld economies, , politicspolitics, and , and social trendssocial trends influence the influence the effectiveness of the organizationeffectiveness of the organization””. .

Middle-Level ManagersMiddle-Level Managers

Typically consist of Typically consist of General General ManagersManagers, , Branch ManagersBranch Managers, , Department ManagersDepartment Managers, etc., etc.

These individuals are mainly These individuals are mainly responsible to the top management responsible to the top management for the for the functioning of their functioning of their departmentdepartment..


They devote more time to They devote more time to organizationalorganizational and and directionaldirectional functions. functions.

Their roles can be emphasized as Their roles can be emphasized as executing plansexecuting plans of the organization in of the organization in conformance with the company's conformance with the company's policiespolicies and the and the objectivesobjectives of the top management, of the top management,

They define and discuss information and They define and discuss information and policies from policies from top managementtop management to to lower lower managementmanagement, and most importantly they , and most importantly they inspireinspire and and provide guidanceprovide guidance to lower to lower level managers towards better performance.level managers towards better performance.


1.1. Designing and implementing Designing and implementing effective effective groupgroup and intergroup work and and intergroup work and information systems. information systems.

2.2. Defining and monitoring Defining and monitoring group-level group-level performance indicators (GPIs)performance indicators (GPIs). .

3.3. Diagnosing and resolving Diagnosing and resolving problemsproblems within and among work groups. within and among work groups.

4.4. Designing and implementing Designing and implementing reward reward systemssystems that support cooperative that support cooperative behavior. (think of HRM ?) behavior. (think of HRM ?)

First-Level ManagersFirst-Level Managers

Typically consist of Typically consist of SupervisorsSupervisors, , Section OfficersSection Officers, , ForemanForeman, etc., etc.


These individuals focus more on the These individuals focus more on the controllingcontrolling and and directiondirection of management of management functions. functions. For instanceFor instance, they , they assign tasksassign tasks and jobs to employees, and jobs to employees, guideguide and and supervisesupervise employees on day-to-day employees on day-to-day activities, look after the activities, look after the quantityquantity and and qualityquality of the production of the company, of the production of the company, make recommendationsmake recommendations, , suggestionssuggestions, , and and communicatecommunicate employee problems to employee problems to the higher level above, etc.the higher level above, etc.


In this level, managers are the In this level, managers are the ""image buildersimage builders" of the company " of the company considering they are the considering they are the only onesonly ones who have direct contact with who have direct contact with employees employees


1.1. Basic supervision. Basic supervision.

2.2. Motivation. Motivation.

3.3. Career planning. Career planning.

4.4. Performance feedback Performance feedback

The Tool BoxThe Tool Box

The Tool BoxThe Tool Box

Personal skills developmentPersonal skills developmentCommunicating successfullyCommunicating successfullyCreating successful solutionsCreating successful solutionsEmpowering workgroupEmpowering workgroupBuilding Great teamBuilding Great team

Interpersonal RoleInterpersonal Role

Group leaderGroup leader

The group leader takes the initiative and The group leader takes the initiative and generates action. As a group leader, your generates action. As a group leader, your role involves:role involves:

Being responsible for managing a group of Being responsible for managing a group of people.people.

Resolving problems within your group.Resolving problems within your group. Deciding and agreeing on courses of Deciding and agreeing on courses of

action for your group.action for your group. You need to connect, stay in contact with, You need to connect, stay in contact with,

and be highly visible to everyone on your and be highly visible to everyone on your team and in your organization.team and in your organization.

MediatorMediator

The mediator role involves The mediator role involves communicating with other individuals communicating with other individuals and groups on behalf of your group. This and groups on behalf of your group. This role does not usually involve mediating role does not usually involve mediating between members of the same team. between members of the same team. There are different situations in which There are different situations in which the mediator role can come into play. the mediator role can come into play. Perhaps your team is in a dispute with Perhaps your team is in a dispute with another team in the company. As another team in the company. As mediator, you could help to resolve this mediator, you could help to resolve this dispute.dispute.

Performance evaluatorPerformance evaluator

The performance evaluator role involves The performance evaluator role involves discussing individual performance with discussing individual performance with subordinates on a regular and planned subordinates on a regular and planned basis. As a good performance evaluator, basis. As a good performance evaluator, you:you:

Ensure that everyone on the team is Ensure that everyone on the team is subject to evaluation.subject to evaluation.

Clarify job descriptions.Clarify job descriptions. Include and follow up on objectives for the Include and follow up on objectives for the

current year current year

TrainerTrainer

The trainer role means developing and The trainer role means developing and implementing training programs and implementing training programs and processes. As a trainer, you implement processes. As a trainer, you implement training programs to develop team training programs to develop team members. A good trainer:members. A good trainer:

Selects and uses appropriate learning Selects and uses appropriate learning methods.methods.

Defines specific learning objectives.Defines specific learning objectives. Maintains a positive learning climate to Maintains a positive learning climate to

keep learners motivated.keep learners motivated. Encourages maximum team interaction Encourages maximum team interaction

and involvement and involvement

Decisional RolesDecisional Roles

Disturbance handlerDisturbance handler

The disturbance handler role deals with The disturbance handler role deals with conflicts within the team. In your role as conflicts within the team. In your role as disturbance handler, you respond to and disturbance handler, you respond to and cope with conflicts and discipline problems. cope with conflicts and discipline problems. Disturbances can arise from staff Disturbances can arise from staff disagreements,disagreements,

Resources, threats, mistakes, or Resources, threats, mistakes, or unexpected consequences. Being a unexpected consequences. Being a disturbance handler means stepping in disturbance handler means stepping in to to calm matterscalm matters, , evaluating the situationevaluating the situation, , supporting the people involvedsupporting the people involved, and , and buying timebuying time, if necessary , if necessary

DelegatorDelegator

The delegator role involves allocating The delegator role involves allocating tasks to team members. The tasks to team members. The delegator role involves deciding what delegator role involves deciding what tasks individuals do in your team. tasks individuals do in your team. Effective delegation can provide:Effective delegation can provide:

Better time management.Better time management.Valuable staff development.Valuable staff development.Cost efficiency.Cost efficiency.Team responsibility and competence Team responsibility and competence

NegotiatorNegotiator

The negotiator role involves The negotiator role involves conferring conferring with otherswith others in order to in order to reach an reach an agreementagreement. Being a negotiator means . Being a negotiator means bargaining with individuals both within bargaining with individuals both within and outside your team. Those outside and outside your team. Those outside the team may include other teams inside the team may include other teams inside the company or outside of the the company or outside of the organization. In a successful negotiation, organization. In a successful negotiation, everyone winseveryone wins. The objective should . The objective should be be agreement, not victory agreement, not victory

Informational RolesInformational Roles

Information seekerInformation seeker

The information seeking role is about The information seeking role is about gathering informationgathering information. As the information . As the information seeker, you obtain information from the seeker, you obtain information from the team and other parts of the organization. team and other parts of the organization. You do this to You do this to evaluate performanceevaluate performance and and identify where improvements can be identify where improvements can be mademade. This role is about . This role is about buildingbuilding and and usingusing an an intelligence systemintelligence system. As a . As a manager, you can maintain this information manager, you can maintain this information system by system by building contactsbuilding contacts. You also . You also need to need to train staff to provide you with train staff to provide you with information they collect. information they collect.

Information sharerInformation sharer

The information sharing role involves The information sharing role involves distributing the information distributing the information receivedreceived. Your job as information . Your job as information sharer means you sharer means you distribute distribute information both within the team information both within the team and throughout the organizationand throughout the organization. . This information can consist of This information can consist of valuesvalues, , preferencespreferences, , changeschanges, , problemsproblems, , and and opportunitiesopportunities. On the basis of . On the basis of this information, you can make this information, you can make decisions decisions

InnovatorInnovator

The innovator role allows for the The innovator role allows for the development of ideasdevelopment of ideas. Being an . Being an innovator means innovator means developingdeveloping and and assistingassisting in the implementation of in the implementation of ideasideas. As a manager, you need to . As a manager, you need to encourage your staff to put forward their encourage your staff to put forward their ideas and suggestions. This can be ideas and suggestions. This can be achieved by:achieved by:

Inviting your team to tell you about their Inviting your team to tell you about their ideas at any time.ideas at any time.

ListeningListening without comment, criticism, or without comment, criticism, or evaluation.evaluation.

AcceptingAccepting and and actingacting on appropriate on appropriate ideas and solutionsideas and solutions

SpokespersonSpokesperson

The spokesperson role is about The spokesperson role is about representing the team. This role representing the team. This role involves:involves:

You representing the organization to You representing the organization to other organizations and the outside other organizations and the outside world.world.

This representation could involve This representation could involve communicating with customers and communicating with customers and suppliers of the organization suppliers of the organization

Personal Skills Personal Skills DevelopmentDevelopment

Key Development AreasKey Development Areas

Sample Areas of Sample Areas of DevelopmentDevelopment


Changing and updating your Changing and updating your attitudeattitude, , knowledgeknowledge, and , and skillsskills are at the are at the heart of personal skills development.heart of personal skills development.

AttitudeAttitude refers to how you feel about refers to how you feel about your job and your relationship with your job and your relationship with others. It involves the willingness to others. It involves the willingness to acquire new skills and a genuine acquire new skills and a genuine interest in keeping up to date, such interest in keeping up to date, such that you may provide enlightened that you may provide enlightened leadership for your team.leadership for your team.


KnowledgeKnowledge refers to what you need to refers to what you need to know in order to perform your job know in order to perform your job effectively.effectively.

Being knowledgeable means having up-to-Being knowledgeable means having up-to-date information in your department and date information in your department and having sufficient knowledge to make having sufficient knowledge to make informed decisions.informed decisions.

SkillsSkills refers to what you need to be able to refers to what you need to be able to do in order to be more effective. These do in order to be more effective. These might include team-building, negotiation might include team-building, negotiation and conflict resolution, computer skills, and and conflict resolution, computer skills, and sales skills sales skills

Managing Your DevelopmentManaging Your Development

In addition to updating your knowledge, In addition to updating your knowledge, attitude, and skills, you must also attitude, and skills, you must also systematically systematically manage your own manage your own developmentdevelopment. To achieve this, it is . To achieve this, it is recommended that you:recommended that you:

Note where your strengths and Note where your strengths and weaknesses lieweaknesses lie. The objective of this . The objective of this exercise is to locate the areas in which you exercise is to locate the areas in which you need to improve and to draw up a plan to do need to improve and to draw up a plan to do so. When you do this, you need to be so. When you do this, you need to be objective and honest with yourself about the objective and honest with yourself about the attitudes, skills, and knowledge that you lack.attitudes, skills, and knowledge that you lack.


Decide on what you want to achieveDecide on what you want to achieve by establishing your objectives. You can by establishing your objectives. You can do this by do this by setting the level of setting the level of competencecompetence you aim to achieve you aim to achieve within a within a specified time periodspecified time period..

Look for opportunities to improve Look for opportunities to improve your skillsyour skills, such as courses, tasks, or , such as courses, tasks, or discussions with colleagues. Try to create discussions with colleagues. Try to create and use available opportunities to further and use available opportunities to further your development.your development.


Keep track of how you are Keep track of how you are progressingprogressing to ensure that the to ensure that the development is taking effect.development is taking effect.

You can do this in a number of ways, You can do this in a number of ways, including keeping a including keeping a progress chartprogress chart, , monitoring your own performance by monitoring your own performance by using using measurable targetsmeasurable targets and and goalsgoals, and , and holding feedback holding feedback sessionssessions with staff members with staff members


Some of the resources you can use Some of the resources you can use include:include:

Your own experience Your own experience –– Use your Use your own experience of tackling problems own experience of tackling problems and dealing with situations in the and dealing with situations in the normal course of your work.normal course of your work.

Observations Observations –– Observing the Observing the actions of other managers and actions of other managers and developing developing models of good models of good practicepractice also help. also help.


Discussions Discussions –– Talk with other managers Talk with other managers and non-managers to discover their views and non-managers to discover their views and test out your own ideas.and test out your own ideas.

Research Research –– Reading books on Reading books on management or researching on the management or researching on the Internet can yield good results.Internet can yield good results.

Courses and seminars Courses and seminars –– Attending Attending training courses, taking online courses, training courses, taking online courses, and participating in and participating in management management development programsdevelopment programs are good for ideas are good for ideas

CommunicatingCommunicatingSuccessfullySuccessfully

Communicating SuccessfullyCommunicating Successfully

In this lesson, you will discover how to detect In this lesson, you will discover how to detect silent messages through body language and silent messages through body language and other means of nonverbal communication. other means of nonverbal communication. You will also bolster your listening skills You will also bolster your listening skills through active listening. You will:through active listening. You will:

Discover the key principles of nonverbal Discover the key principles of nonverbal communication.communication.

Examine the concept of active listening.Examine the concept of active listening. Discover how to express your needs Discover how to express your needs

assertively.assertively.

““Speak Without Speak Without TalkingTalking””

The communication processThe communication process

Communication ChannelsCommunication Channels

WordsWords, which relate to the , which relate to the verbalverbal form of communication.form of communication.

ToneTone, which also relates to the , which also relates to the verbalverbal form of communication. form of communication.

ExpressionsExpressions, which relate to the , which relate to the nonverbalnonverbal form of communication. form of communication.

Breakdown of a typical Breakdown of a typical messagemessage

Body languageBody language

Carries More Weight Than WordsCarries More Weight Than WordsReinforces Your MessageReinforces Your MessageCan Reveal Weakness in a MessageCan Reveal Weakness in a MessageCreates RapportCreates Rapport

Nonverbal Signals of Nonverbal Signals of the Bodythe Body

11 . .Body ContactBody Contact

1.1. The extent to which you touch or The extent to which you touch or allow yourself to be touchedallow yourself to be touched

2.2. The amount of distance or space The amount of distance or space you maintain with people you maintain with people

22 . .OrientationOrientation

Various methods of physical Various methods of physical orientationorientation

Evidence suggests that when people sit Evidence suggests that when people sit side by sideside by side they tend to work together they tend to work together as equal partnersas equal partners. They are cooperative. . They are cooperative. However, if they sit However, if they sit too closelytoo closely, one or , one or the other will feel the other will feel threatenedthreatened..

When you sit When you sit face to faceface to face with someone, with someone, across some distance or a desk, the across some distance or a desk, the atmosphere can be atmosphere can be more competitivemore competitive or or confrontationalconfrontational..

Sitting at Sitting at 90 degrees90 degrees to each other is a to each other is a usefuluseful orientation to maintain. It produces orientation to maintain. It produces a a friendly, collaborativefriendly, collaborative atmosphere atmosphere with some with some degree of formality.degree of formality.

33 . .PosturePosture

PosturePosture

Your posture is an underestimated but Your posture is an underestimated but powerful way of communicating.powerful way of communicating.

You have a range of postures that you You have a range of postures that you use in different situations.use in different situations.

To some extent, your posture can To some extent, your posture can reflect your past.reflect your past.

Just by examining someoneJust by examining someone ’’s posture, s posture, you can often tell if they are confident you can often tell if they are confident or shy, aggressive or submissive, or shy, aggressive or submissive, happy or sad. happy or sad.

““Depending on how you Depending on how you carry yourself, you can carry yourself, you can give others a particular give others a particular

impression without saying impression without saying a worda word..””

InterestedInterested

Leaning forward, especially when Leaning forward, especially when sitting downsitting down, usually indicates a , usually indicates a positive attitude toward the other positive attitude toward the other person involved in the person involved in the communication process. It indicates communication process. It indicates interest in the other person and interest in the other person and subject matter subject matter

ControllingControlling

Standing uprightStanding upright with with chin held chin held upup indicates an intention to control indicates an intention to control an interaction. If you stand up in a an interaction. If you stand up in a relaxedrelaxed posture, you come across as posture, you come across as confident.confident.

RelaxedRelaxed

Leaning back with hands behind Leaning back with hands behind your headyour head can have different can have different meanings, depending on the context. meanings, depending on the context. In an In an established relationshipestablished relationship, it , it can indicate a can indicate a relaxed moderelaxed mode; in a ; in a new relationshipnew relationship, it can be , it can be interpreted as a interpreted as a desire for control desire for control or poweror power..

ResistantResistant

Standing or sitting with your Standing or sitting with your arms arms crossedcrossed in front of you indicates a in front of you indicates a nega- tive attitudenega- tive attitude. It can express . It can express resistanceresistance to to what is being saidwhat is being said, , and can sometimes and can sometimes create a create a barrierbarrier

DominatingDominating

Standing with your hands on Standing with your hands on your hipsyour hips indicates that you are indicates that you are condescendingcondescending or or domineeringdomineering..

NervousNervous

Putting your Putting your hands in your pockethands in your pocket indicates that you are indicates that you are nervousnervous or or timidtimid. It can also result in . It can also result in ringing ringing any changeany change or or keyskeys that might be that might be there there

44.. GesturesGestures

GesturesGestures

Gestures also help you to improve Gestures also help you to improve your communication.your communication.

Gestures are probably the most Gestures are probably the most obvious dimensions of body language.obvious dimensions of body language.

As you speak, you generally tend to As you speak, you generally tend to talk with your hands.talk with your hands.

You also use gestures to reinforce You also use gestures to reinforce your verbal message. your verbal message.

““the gestures you make the gestures you make can give a silent can give a silent message to your message to your

audienceaudience..””

ReflectiveReflective

When you When you stroke your chinstroke your chin, you , you indicate that you are reflecting on indicate that you are reflecting on what the other person has just said.what the other person has just said.

SuspiciousSuspicious

When you When you rub your eyesrub your eyes or or raise raise an eyebrowan eyebrow, you are indicating that , you are indicating that you are you are suspicioussuspicious of the other of the other person or what he has said.person or what he has said.

OpennessOpenness

When you gesture with When you gesture with open handsopen hands, , you are indicating that you are you are indicating that you are involved in the conversation, open to involved in the conversation, open to the other person and the other person and confidentconfident..

AccusingAccusing

Pointing your fingerPointing your finger at someone at someone makes you look makes you look accusatoryaccusatory. You can . You can also be also be warningwarning someone about someone about doing something wrong.doing something wrong.

BoredBored

When you When you doodledoodle or or fidgetfidget, you are , you are showing that you are showing that you are boredbored and and not not listeninglistening..

IndifferentIndifferent

If you If you shrug your shouldersshrug your shoulders when when someone is talking to you, you are someone is talking to you, you are indicating to her that indicating to her that you do not you do not care.care.

55 . .AppearanceAppearance

AppearanceAppearance

Your appearance is an element of your Your appearance is an element of your body language that you can body language that you can completely controlcompletely control. Think for a . Think for a moment about how you could use your moment about how you could use your appearance to suit a particular appearance to suit a particular occasion and communicate the right occasion and communicate the right impression.impression.

Often different departments and Often different departments and positions require different appearances positions require different appearances

Nonverbal Signals of Nonverbal Signals of the Headthe Head

Nonverbal Signals of the Nonverbal Signals of the HeadHead

Head MovementsHead MovementsFacial ExpressionsFacial ExpressionsEyes (the window)Eyes (the window)

ParalanguageParalanguage

ParalanguageParalanguageWhile language consists of the words While language consists of the words

used when delivering a message to used when delivering a message to someone, paralanguage issomeone, paralanguage is the way the way your voice varies when you your voice varies when you speakspeak rather than the words you rather than the words you use.use.

For example, For example, variations of tonevariations of tone, , speed of deliveryspeed of delivery, , voice levelvoice level, and , and pitchpitch can give you clues as to how can give you clues as to how someone is feeling. someone is feeling.

ExampleExample

““Oh, John would Oh, John would never never steal from your desksteal from your desk,,””

““Oh, Oh, John John would never steal from your deskwould never steal from your desk,,””

““Oh, John would never steal from Oh, John would never steal from your your deskdesk””

Manage Better By Manage Better By ListeningListening

Active ListeningActive Listening

Active ListeningActive ListeningListening is often confused with hearing. Listening is often confused with hearing.

Listening involves hearing, but it also Listening involves hearing, but it also involves interpreting what we hear.involves interpreting what we hear.

People have a tendency to hear only People have a tendency to hear only what they want to hear. This is what they want to hear. This is especially true in the workplace. The especially true in the workplace. The ability to listen can be restricted by a ability to listen can be restricted by a phenomenon known as phenomenon known as selective selective listeninglistening

Active ListeningActive Listening Active listening Active listening involves two involves two

interrelated processes:interrelated processes:1.1. Interpreting the meaning of the Interpreting the meaning of the

message received.message received.2.2. Checking the interpretation of the Checking the interpretation of the

message. An active listener can message. An active listener can absorb more informationabsorb more information and and have a have a better rapportbetter rapport with the with the speaker. Both of these are vital for speaker. Both of these are vital for good communication.good communication.

Elements of the active listening Elements of the active listening processprocess

Elements of the active listening Elements of the active listening processprocess

WordsWords Listen before respondingListen before responding Tone of voiceTone of voice Maintain eye contactMaintain eye contact Be positiveBe positive (smiling/nodding/alert posture) (smiling/nodding/alert posture) Ask questionsAsk questions DonDon’’t judget judge Avoid distractionsAvoid distractions Watch the speakerWatch the speaker’’s body languages body language ContextContext ParaphrasingParaphrasing

Assert to AchieveAssert to Achieve

Assert to AchieveAssert to Achieve

Sometimes it is necessary for you to Sometimes it is necessary for you to communicate your needs to others as well.communicate your needs to others as well.

The manner in which you do this will have The manner in which you do this will have a great impact on the response that you a great impact on the response that you receive.receive.

A sensitive communicator will opt to be A sensitive communicator will opt to be relatively more relatively more submissivesubmissive or or aggressiveaggressive depending on circumstances, depending on circumstances, but will generally strive to be assertive, but will generally strive to be assertive, avoiding either extreme avoiding either extreme

Submissive BehaviorSubmissive Behavior

Speaking in a hesitant, quiet voice Speaking in a hesitant, quiet voice that trails off at the endthat trails off at the end

Avoiding eye contactAvoiding eye contactMoving around nervouslyMoving around nervouslyWringing hands or hunching Wringing hands or hunching

shouldersshouldersCrossing arms in a defensive mannerCrossing arms in a defensive manner

Aggressive BehaviorAggressive Behavior

Harsh, loud voiceHarsh, loud voiceRapid speechRapid speechUses eyes to stare down othersUses eyes to stare down others Jaw firmly setJaw firmly setFinger-wagging, table-thumping Finger-wagging, table-thumping

gesturesgestures

Assertive BehaviorAssertive Behavior

Steady, medium-pitched voiceSteady, medium-pitched voiceEven-pace of speakingEven-pace of speakingSteady eye that does not seek to Steady eye that does not seek to

dominate or intimidatedominate or intimidateOpen facial expression and relaxed Open facial expression and relaxed

body posturebody posture

Benefits of AssertivenessBenefits of Assertiveness

Ensure RecognitionEnsure Recognition Increase Self-esteemIncrease Self-esteem Improve AccountabilityImprove AccountabilitySave Time and EnergySave Time and Energy

Creating SuccessfulCreating SuccessfulSolutionsSolutions

Creating Successful SolutionsCreating Successful Solutions

Problems can be categorized by the Problems can be categorized by the required actions to be taken for required actions to be taken for them:them:

Do nothing.Do nothing.Observe them.Observe them.Contain them.Contain them.Solve them.Solve them.

The brainThe brain

Right side of the Right side of the brain:brain:

ImaginationImagination ConceptsConcepts ColorColor ShapesShapes ImagesImages RhythmRhythm

Left side of the Left side of the brain:brain:

LogicLogic ReasoningReasoning CriticismCriticism EvaluationEvaluation AnalysisAnalysis Mathematics Mathematics

The Word Association The Word Association techniquetechnique

The aim of the exercise is to solve a problem The aim of the exercise is to solve a problem in an illogical way, by making forced in an illogical way, by making forced associations with totally unrelated words associations with totally unrelated words

BrainstormingBrainstorming

1.1. Suspend criticismSuspend criticism

2.2. Reduce inhibitionsReduce inhibitions

3.3. Encourage wild ideasEncourage wild ideas

4.4. Avoid evaluationAvoid evaluation

5.5. Generate lots of ideasGenerate lots of ideas

6.6. Have fun sessionsHave fun sessions

Empowering YourEmpowering YourWorkgroupWorkgroup

Empowering YourEmpowering YourWorkgroupWorkgroup

The benefits and process of The benefits and process of delegatingdelegating

The key concepts of development The key concepts of development coaching.coaching.

Performance by using the Performance by using the PERFORMPERFORM model model

Successful DelegationSuccessful Delegation Think aheadThink ahead –– Try to delegate in advance. Try to delegate in advance. Consult your team Consult your team –– Decide with your staff what you Decide with your staff what you

want to delegate.want to delegate. Take timeTake time –– You and your team have to learn what You and your team have to learn what

the task involves.the task involves. Delegate good and bad tasksDelegate good and bad tasks –– Delegate a mix Delegate a mix

of both interesting tasks and monotonous ones.of both interesting tasks and monotonous ones. Delegate whole tasksDelegate whole tasks –– Delegate a whole task Delegate a whole task

rather than a small section of a task.rather than a small section of a task. Specify expected outcomesSpecify expected outcomes –– Determine what Determine what

you want from the task.you want from the task. Trust after delegationTrust after delegation –– Let your team members Let your team members

get on with a task once you have del- egated it get on with a task once you have del- egated it

Development Coaching Development Coaching ConceptsConcepts

To encourage performance.To encourage performance.To train on the job.To train on the job.To stretch individuals.To stretch individuals.To customize tasks.To customize tasks.

The PERFORM modelThe PERFORM model

“consists of the first letter of seven factors related to work

performance”

Cultivating Great Cultivating Great TeamsTeams

Team DevelopmentTeam Development

Effective Team Effective Team CharacteristicsCharacteristics

Good leadershipGood leadership Innovation encouragementInnovation encouragement Recognition for individualsRecognition for individuals Clear objectivesClear objectives Opportunities for participationOpportunities for participation Support and trustSupport and trust Constructive conflictConstructive conflict Team working wellTeam working well Accepting changeAccepting change Tolerating mistakesTolerating mistakes

TEAMWORKINGTEAMWORKING

TenaciousTenacious EnergeticEnergetic Action-centeredAction-centered ManagedManaged WillingWilling ObsessiveObsessive Results-orientedResults-oriented KeenKeen InnovativeInnovative NurturingNurturing Genuinely tolerantGenuinely tolerant

The Toyota Way

The Toyota Way

Challenge, Kaizen (improvement), Genchi Genbutsu (go and see), Respect, and Teamwork

1 .Base your management decisions

on a long-term philosophy, even at the expense of short-term

goals

22 . .Create continuous process flow to bring

problems to the surface

33 . .Use "pull" systems to avoid overproduction

4 .Level out the workload

55 . .Build a culture of stopping to fix

problems, to get quality right the first time

66 . .Standardized tasks are the foundation for

continuous improvement and

employee empowerment

77 . .Use visual control so no problems are hidden

88 . .Use only reliable, thoroughly tested

technology that serves your people and

processes

99 . .Grow leaders who thoroughly understand

the work, live the philosophy, and teach it

to others

1010 . .Develop exceptional people and teams who follow your company’s

philosophy

1111 . .Respect your extended network of

partners and suppliers by challenging them

and helping them improve

1212 . .Go and see for yourself to thoroughly

understand the situation (genchi genbutsu)

1313 . .Make decisions slowly by consensus,

thoroughly considering all options; implement

decisions rapidly

1414 . .Become a learning organization through

relentless reflection and continuous

improvement

Last wordsLast words

““The ideal manager is still a The ideal manager is still a myth, but that doesnmyth, but that doesn’’t mean t mean

it canit can’’t be yout be you””..

rememberremember

Thank youThank you

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