Professional Documents
Culture Documents
MANAGEMENT SKILLS
CHARLES COTTER
EMPEROR’S PALACE
11-12 JULY 2016
www.slideshare.net/CharlesCotter
TRAINING PROGRAMME OVERVIEW
• THE NATURE AND DEFINITION OF LEADERSHIP
• CONFLICT MANAGEMENT
• CHANGE MANAGEMENT
INTRODUCTORY ACTIVITY
• Complete the statement by inserting one (1) word only.
To be an effective manager/leader, the most important
characteristic/trait is…………………………………..
• Leadership roles
LEARNING ACTIVITY 2
• Group Discussion:
• Leadership values
• Leadership roles
• Interpersonal
• Structural
• The more we know about ourselves, the better we are able to control and
choose what kind of behaviours we’’ display in a work setting.
• If we are aware of our feelings and thoughts, we can choose how we will
act or react in a given situation or to a certain person.
• With this choice comes power - the kind of intrinsic power that no one
can take away from us.
SELF AWARENESS
• People with high emotional intelligence are usually very
self-aware.
• “Stand firm even when you are buffeted by events and emotions.”
SELF MOTIVATION
• The strongly self-motivated workers also accept change and are
more flexible. New twists and unexpected turns don’t bend them
out of shape.
• Empathy begins with listening i.e. with the purpose to understand and
respond and display sensitivity and concern.
• “Nobody in life will listen to us unless they feel we have listened to them.”
• It's usually easy to talk to and like people with good social skills,
another sign of high emotional intelligence.
• Rather than focus on their own success first, they help others
develop and shine.
Relationship-building
Emotional Intelligence
THE FUNDAMENTALS OF CONFLICT
MANAGEMENT
• Defining conflict
• Interpersonal
• Intra-group
• Inter-group
INDICATORS/WARNING SIGNS OF
CONFLICT
• Signs of conflict between individuals
• Enhanced creativity
• By referring to the three (3) types of conflict, identify one (1) example of
current or recent workplace conflict in your organization.
• For each of the above examples, indicate whether these examples are
functional or dysfunctional conflict. Substantiate your answer.
• Turtle (Avoiding)
• Fox (Compromising)
• Teddy-bear (Accommodating)
• Owl (Collaborating)
CONFLICT RESOLUTION STYLES
SHARK CHARACTERISTICS
• Sharks use a forcing or competing conflict management style
• Sharks have a need to win; therefore others must lose, creating win-lose
situations
• Disadvantage: May breed hostility and resentment toward the person using it
TURTLE CHARACTERISTICS
• Turtles adopt an avoiding or withdrawing conflict management
style
• Turtles would rather hide and ignore conflict than resolve it; this
leads them uncooperative and unassertive
• Teddy bears ignore their own goals and resolve conflict by giving
into others; unassertive and cooperative creating a win-lose (bear
is loser) situation
• Advantage: both sides get what they want and negative feelings
eliminated
Intra-personal
Interpersonal
Intra-group or Inter-group
Shark (Competing)
Turtle (Avoiding)
Fox (Compromising)
Teddy-bear (Accommodating)
Owl (Collaborating)
• The golden rule is that managers should take prompt action in resolving
conflict.
• By failing to act, it may result in the conflict escalating beyond control and
“spreading like a cancer” negatively affecting team performance and
relationships.
STEP 3: REMEDY
• Apply conflict resolution strategies/techniques
• Influential considerations:
Time pressure
Issue importance
Relationship importance
Relative power
STEP 4: FOLLOW-UP
• Managers will need to confirm whether this technique
has adequately resolved the conflict.
Mediation
Counseling
• Personal problems
• Skills/competence
• Lack of resources
• Organizational factors
LEARNING ACTIVITY 9
• Group Discussion:
• Key points
• Summary
• Questions
CONTACT DETAILS
• Charles Cotter
• charlescot@polka.co.za
• Twitter: Charles_Cotter
• http://www.slideshare.net/CharlesCotter