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ROLE OF THE FRONT LINE MANAGER
THE FRONT LINE MANAGER
FRONT LINE MANAGER
his tasks • DEALING WITH PEOPLE • DEVELOPING ABILITIES • BUILDING TEAMS • ACHIEVING RESULTS .THE FRONT-LINE MANAGER .
MOVING INTO A MANAGERIAL ROLE INVOLVES MAKING CHANGES FROM THE WAY YOU PREVIOUSLY PERFORMED FROM ‘ Doing’ the job Using ‘technical’ skills Using well developed skills Being delegated tasks Controlling the output Having knowledge TO An uncertain ‘managerial’ role Placing emphasis on people Having to learn new ones Having to delegate to others Being evaluated on others’ output Managing others .often with more knowledge .
AS ONE MOVES UP THE LADDER THE FOCUS CHANGES SENIOR MANAGEMENT PLAN CONTROL DOING OPERATOR • As an Operator you are an Expert at your job • In a Managerial Role you often lose the expertise & spend most of your time in Planning and Controlling • The higher you climb the less of an expert you are .
THE MANAGERIAL FUNCTIONS • PLANNING • CONTROL • DECIDE • COMMUNICATE • MOTIVATE • DELEGATE • DEVELOP • COUNSEL • ORGANISING • STAFFING • DIRECTING • COORDINATING • REPORTING • BUDGETING • MANAGE CHANGE • MANAGE CONFLICT • COPE WITH STRESS .
THE MANAGER : his role LEADER ADMINISTRATOR COORDINATOR PROBLEM SOLVER MANAGER SPECIALIST MOTIVATOR COMMUNICATOR TRAINER .
THE MANAGER : MY AKA ! Grant Loan or Refuse Make me feel fine or miserable Accept or Reject me Recommend Promotion or Demotion MY MANAGER Develop or Finish me Reward or Punish Grant Leave or Refuse it Make me Richer or Poorer .
Inform on data that affects them .Cooperate with other Managers .Inform progress .Extend help Work -Know your work -Plan your work -Anticipate problems -Equipment health -Availability of materials -Distribute work -Use PDCA -Train -Handle problem cases -Develop new ways .Accept suggestions & criticisms of peers .Report critical incidences Associates .Appreciate creditable work .Represent your employees . complaints .Give feedback on performance .Lighten his load .Develop a feeling of belonging to a team .Coordinate work with other sections .Be just Superiors .Share goals .THE MANAGER : his role Subordinates .Counsel .Understand problems of peers .Encourage them to take responsibility -Train them .Consult them .Understand expectations .Set good example .Accept full responsibility for work .Listen to ideas.
DISCIPLINE IN TERMS OF : • Attendance & Punctuality • Availability at Work Place • Not absenting without information • Using PPEs himself • Keeps his own workplace clean .LEADER EXERCISES SELF .
ADMINISTRATOR • Grants/Refuses Leave of his people • Grants/Refuses OT • Initiates Disciplinary Action • Ensures data logging by people • Ensures availability of people at workplace • Ensures use of PPEs by his people • Ensures housekeeping in his area • Maintains records .
Ensures availability of all resources to meet area objectives .COORDINATOR • For all activities to meet objectives .
. • Adherence to ISO • Ensures Safety .SPECIALIST • Ensures application of Processes • Ensures Quality • Thinks in terms of Improvements efficiencies. utilisation. costs..
Coaches .TRAINER • Identifies Skills / Competency needs for the job • Identifies Training Needs for his people • Organises training • Guides.
COMMUNICATOR • Shares Objectives • Ensures understanding of objectives • Sends reports • Reads reports • Shares Successes & Failures • Gives feedback. receives feedback • Listens .
outcomes. over what period of time • EVALUATION . targets.how is the progress going to be monitored so that course corrections are possible . results that one desires to accomplish • IMPLEMENTATION – how are people & resources to be combined.PLANNING PUTTING THE FUTURE TO THE PRESENT A PLAN HAS 3 MAJOR STEPS • OBJECTIVES – goals.
MOTIVATOR • Encourages achievements • Gives positive strokes • Builds enthusiasm • Involves people • Extends help • Recognises good contributions • Shares successes and blames both .
Human .External .PROBLEM SOLVER • Addresses day-to-day problems .Technical .
THEY ARE CONTENT WITH MEETING THE SITUATION WHEN IT COMES AS A MANAGER WE NEED TO MAKE AN ATTEMPT TO CONTROL THE FUTURE. WE NEED TO THINK AHEAD & CONSIDER : • HOW YOU WANT THINGS TO TURN OUT • HOW WOULD THEY TURN OUT IF YOU DO NOT TAKE ANY ACTION • WHAT YOU NEED TO DO TO MAKE THE FUTURE AS YOU WOULD WANT IT TO TURN OUT . WE NEED TO BE PRO-ACTIVE.PLANNING PUTTING THE FUTURE TO THE PRESENT SOME PEOPLE ARE REACTIVE – THEY DO NOT PLAN.
ORGANISING MAKING THE BEST USE OF RESOURCES HOW DO WE ORGANISE : TECHNOLOGY EQUIPMENT MONEY RAW MATERIALS PEOPLE PROCESSES PRODUCTS OUTPUT IN A MIX THAT WOULD GIVE US BEST RESULTS .
MANAGING CONFLICT PEOPLE DON’T ALWAYS SEE EYE TO EYE CONFLICT IS A NORMAL BY-PRODUCT OF PEOPLE TRYING TO WORK TOGETHER. AS MANAGERS IT IS GOOD IF WE ARE ABLE TO : • LIMIT THE NO. CONFLICTS ARISE. OF CONFLICTS • RESOLVE WITHIN AN ACCEPTABLE TIME PERIOD • LOOK FOR THE ROOT CAUSE • PREVENT IT FROM DOING IRREPARABLE HARM • USE THE CONFLICT AS A NEW LEARNING . SINCE SOME PEOPLE DIFFER WITH EACH OTHER.
MANAGING CHANGE CHANGE – the ONLY unchanging factor in a changing society AS A MANAGER ONE HAS TO MANAGE CHANGE – • CHANGES IN TECHNOLOGY • CHANGES IN SKILL REQUIREMENTS • CHANGES IN PROCESSES • CHANGES IN ENVIRONMENT • CHANGES IN POLICY • CHANGES IN ORGANISATION STRUCTURE / MANNING • CHANGES IN CUSTOMER DEMANDS… .
You may specify the desired results but leave it to him to decide the path You are still responsible for the task delegated .DELEGATING SHARING THE TASKS : Do “I” need to do this ? X Handing out tasks. telling people precisely how to carry them out and give them NO freedom to use their initiative Abdicating responsibility DELEGATION : • Increases involvement • Creates enthusiasm • Increases output • Saves your time • Gives you scope to move higher • Increases your effectiveness Entrust somebody down the line with the authority to make decisions about the task.
.FUNCTIONS : Front Line Managers • MOTIVATING – getting your people to work willingly and productively to achieve results desired • COPING WITH STRESS – work pressures • COMMUNICATIONG • DECISION MAKING • CONTROLLING • DIRECTING….
MANAGING PEOPLE : some principles • CONSISTENCY IN DEALINGS. APPROACH • DEMONSTRATE FAIRNESS • EXHIBIT LEADERSHIP QUALITIES • ASTUTE OBSERVATION • EXUDE CONFIDENCE IN HIMSELF. TEAM • CLARITY IN COMMUNICATION • SET EXAMPLE • AUTHENTIC & DIRECT • SELF-RESPECT • LEARN FROM FAILURE .