excellent manager engr....
TRANSCRIPT
EXCELLENT MANAGER
Engr. Ansari..................................................................................................................General Manager; OperationsMK Fashions Ltd.Lecturer, BUFT
Trainer & Consultant, BDJOBS TrainingTrainer and consultant, Prothom-Alo Jobs trainingTrainer for Wal-Mart BD Ltd.
Expert on Fully Automated Production Control System(ETS/GPRO, FR, SAP)Expert on LEAN MANUFACTURING
.................................................................................................................Ph- +8801823472921(Direct from Overseas)Alt. Ph- +8801823472922(Direct from Overseas)Email: [email protected]: engineer-ansari.....................................................................................Right First TimeRespect for peoples
.................................................................................................................The true sign of intelligence is not knowledge but imagination
Vince Lombardi said that the key to winning is to
“ become brilliant on the basics”
1. MANAGERIAL EFFECTIVENESS
A manager is someone who gets results with and through other people.
A superior manager is someone who gets superior results with & through other
people.
Keep your eye on the ball.
Why are you on the payroll?
Cont’d …
Managerial effectivenesscont’d
What specific, measurable results have you been hired to accomplish?
What can you, and only you, contribute to your organization?
Think through your work in detail.
What are we trying to do?
How are we trying to do it?
2 FOCUS ON YOUR KEY RESULTS AREAS
Seven key results areas for management:
Their boss
1 Customer needs External customer
Their people
2 Economics. Work to increase revenues / decrease costs
3 Quality. How can we improve quality?
4 Productivity. Output – results
5 Innovation. New ideas, products and services for the future
6 People growth . The pay- off for training is 30: 1
7 Organizational development. Create a positive climate.
Seven key results areas for management:
3 STANDARDS OF PERFORMANCE
These must be specific, measurable and time bounded.
“ What gets measured gets done” Rewards must be based on performance
alone. “ What gets rewarded gets done” Inspect what you expect. Quality control – internal & external
4 CONCENTRATION OF POWER
Only concentrate on critical areas were it makes a difference
5 VITAL FUNCTION THEORY
Seven key functions of management
Cont’d…
Seven key functions of management cont’d
Planning Organizing Staffing Leading Communication Decision making Controlling
6 MANAGEMENT BY OBJECTIVES
With your subordinate, agree on the results expected.
Standards of performance – agree on measurement, determine the time.
Be available. Give freedom to methodology. Review regulatory requirements.
7 MANAGEMENT BY EXCEPTION
Once each job has been assigned with key result areas and standards of performance, tell the person to report to you only when there is a variance.
8 EFFECTIVE DELEGATION
Match the skills of the person with the requirements of the task
Explain the result you want and why Explain your preferred method of approach Turnover 100% responsibility Resist the temptation to interfere Schedule regular meetings for review
9 CREATING A PEAK PERFORMANCE CLIMATE
Challenge Freedom Respect people & opinions – even if you
disagree Warmth – friendship factor Control- non- judgmental performance
review” How are things going?” Success experiences – make people feel
like “ winners” Positive, confident expectations
10 MANAGERIAL LEVERAGE
Managerial leverage means increasing the amount of output relative to your input
Batch your tasks- Utilize the “learning curve”
Do things you are better at ( strengths) Teach, train and delegate to others Do more important things. Set priorities. Simplify the work
11 HIRE THE RIGHT PEOPLE
Clearly describe the job before hiring someone
Think through the job Interview at least three people, at least
three times. The Law of Three. Hire based on past performance – check
for accuracy Listen to your intuition
12 FIRING INCOMPETENT PEOPLE
When firing an incompetent person ask the question.
“ who is competent?” The person who made the hiring decision is the incompetent person.
Fire gracefully & firmly.
13 MEETINGS
Ask yourself “ why are we having this meeting”
Always write an agenda Schedule. Always start and stop on time Allow people to leave when they are no longer
necessary Concentrate on the most important items first Press for closure on every item Assume that the latecomer is not coming at all Ask yourself: “Is this meeting wasting someone
else’s time?”
14 TEAM BUILDING
Have overeaching goals for the team – do something big
Meet regularly Celebrate victories, successes and
birthdays Encourage a climate of harmony. Remove
those causing disharmony
15 DECISIVENESS
50 – 60 % of your time is making decisions Define clearly what you are trying to
accomplish Define clearly the boundary conditions
16 REMOVING OBSTACLES
Identify the limiting steps that are holding you back
Identify the “ rock” that blocks your path Once you have identified your main
obstacle, “ swarm all over it” Obstacles are usually products, service or
people problems
17 MANAGER AS A ROLE MODEL
Have good work habits “Every organization is merely the length
of shadow of one man”
18 BRAINSTORMING
Have 4 - 7 people attending The ideal time is 15 – 45 mts. Generate as many ideas as possible
19 NEGOTIATING SKILLS
Determine what you want. Determine your ideal outcome
80% of negotiating success is preparation Argue the other person’s case Always do “win – win” negotiating. Look for
a solution that is satisfactory to both sides
20 COMMUNICATION SKILLS
Learn how to write well Learn how to speak on your feet Develop the ability to sell Expect resistance to new ideas. Ask this “
What do you think” Allow them to think it over for three days.
21 COMMITMENTS TO EXCELLENCE AND PERSONAL PRIDE
Set standards of excellence Encourage, reward and recognize quality
work Celebrate success and achievement Lead by example
SELFAs a manager
CUSTOMER
Internal & exte
rnal
PEOPLE
Individuals
& the w
ork team
ORGANIZATION
& its managem
ent
TASK
Mission
The Central Perspective of the Manager
What separates the excellent companies are, make up of a greater number of individual managers acting as models for excellence.
These excellent managers recognize specific commitments to the
customer,
organization,
key tasks,
people, &
themselves.
The excellent manager lives by the five commitments and works it correct with others to build the ORGANISATION.
What does the excellent manager do?
Commitment to the Customer
INTERNAL EXTERNAL
COMMITMENT TO THE CUSTOMER
THE EXCELLENT MANAGER
Serves the Customer Builds Customer Importance
COMMITMENT TO THE CUSTOMER
Serves the Customer Knows who the customer is Is dedicated to meeting the needs of people
who use the organization's services or products Encourage and listens to input from the
people who use the organization’s service or products
Acts to solve customers’ problems in a timely manner
COMMITMENT TO THE CUSTOMER
Builds Customer importance
Consistently treats the uses of the organization’s services or products.
Clearly communicates the importance of the people who use the organization’s product or service.
Cont’d…
Does not allow destructive comments about the people who use the organization’s products or service.
Is more committed to customer’s long- term satisfaction than the organization’s short
term gain.
COMMITMENT TO THE CUSTOMER
Builds Customer importanceCont’d…
COMMITMENT TO THE ORGANIZATION
and its management
The excellent Manager: Builds the organization Supports higher Management Operates by the basic values
The excellent Manager: Builds the organization
Knows & supports the mission of the organization
Discourages destructive comments about the organization
Is honest and positive in describing organizational benefits
Inspires pride in organization
The excellent Manager:
Supports Higher Management
Describes higher level managers in a positive way.
Avoids destructive comments about higher level managers.
Does not pass the buck or blame higher level management.
The excellent Manager: Operates by the basic values
Understands the basic values of the organization
Manages using the basic values of the organization
Encourages others to operate using the basic values of the organization.
Takes corrective action when basic organizational values are compromised.
COMMITMENT TO SELFas a manager
Demonstrate autonomy Builds Self as a manager Accepts constructive Criticism
COMMITMENT TO SELFas a manager
Demonstrate autonomy
Stands up for personal beliefs. Takes responsibility and ownership for
decisions. Takes reasonable risks in trying out new
ideas. Is more concerned with achieving excellence
than playing it safe.
COMMITMENT TO SELFas a manager
Builds Self as a manager
Shows a high degree of personal integrity in dealing with others
Present self in a positive manner Demonstrates confidence as a manager Avoids destructive self- criticism
COMMITMENT TO SELFas a manager
Accepts constructive Criticism Is willing to admit mistakes Encourages and accepts constructive criticism Acts on constructive advice in a timely manner Does not discourage people from giving
COMMITMENT TO PEOPLE individuals & the work team
The Excellent Manager
Shows Positive Concern and Recognition
Gives Development Feedback Encourages Innovative Ideas
The Excellent Manager
Shows Positive Concern and Recognition
Consistently shows respect and concern for people as individuals
Gives positive recognition for achievement without discomfort to either party
Adequately rewards & reinforces top performance Makes people felt like winners Avoids destructive comments about people at work
The Excellent Manager
Gives Development Feedback
Effectively analyze performance. Develops specific plans when performance needs are improving. Strive to improve people’s performance from acceptable to
excellent. Gives developmental performance feedback in a timely manner. Avoids taking credit for the ideas of others.
The Excellent Manager Encourages Innovative Ideas
Encourages suggestions for improving productivity. Provides opportunities for others to try out new ideas. Acts on ideas and suggestions from others in a timely
manner. Avoids taking credit for the ideas of others.
COMMITMENT TO TASKmission
The Excellent Manager
Keeps the right focus Keeps it simple Is action – oriented Builds task importance
The Excellent Manager
Keeps the right focus
Knows and supports the mission of the overall organization.
Ties individual objectives to larger organizational goals.
Concentrates on achieving what is most important.
The Excellent Manager
Keeps it simple
Keeps the work simple enough to be understood and implemented.
Breaks work into achievable segments. Encourage s efforts to simplify
procedures. Avoids unnecessary complications.
The Excellent Manager
Is action oriented
Communicates a positive sense of urgency about getting the job done.
Emphasizes the importance of day – to – day progress.
Encourage taking action to get things done.
Concentrates on meeting deadlines.
The Excellent Manager
Builds task importance
Is committed to excellence in task achievement Makes the task meaningful and relevant Encourages suggestions for improving
productivity Does not downplay the importance of the work