You are on page 1of 16

÷iÉ ÷

"

manager
Business

÷÷÷i÷÷÷÷÷
P

:
Skin Requirement
Time applications
work values
-

leadership candidates early


Identify
1)
them
with growth assignment
2) Provide feedback
them with
3) Give
Coach then
.

4)
and money
Time
+
emotion
.

and
Every
ñ ÷ ;÷ ¥÷¥ -
No group
business
herd

manager
.
, enterprise
done by
3 biggest problems encountered in
proctoring
:
a
pipeline of leaders
when
fail to recognise
1) companies cause
leaders
work values
inappropriate that other

do
work themselves
to
should be doing
.

doesn't require
2) Senior management the leader .

develop
that leader

all their
3) Senior leaders spend
's issue
on today
time 's issuer
.

rather than tomorrow


self to
From managing managing

other Skills
C First-line
Skills
Manager

professional proficiency Planning projects budget workforce


-

Technical
-
-

or , ,

Job design
Tearm
play (of people)
-

Selection
building for personal
-

Relationship *
Delegation
result> monitoring
-

benefits personal performance


processes
,

company tools feedback


.

coaching and
,

Using
performance measurement
-

and procedure '

-
_

motivation
Rewards and and climate setting
Communication sideways
building up down ,

Relationship
-

's benefit
-

unit
for the resources
of
- Acquisition
Time Application Time Application

Daily discipline -
arrival , departure _
Annual planning

budgets projects
,

petrol due dates available for subordinates


meeting for
Making time
-

by
-

then
usually short-term your request
and
both at
projects
- -

to unit and than


setting priorities
rn time
managing

other units ,
-

time with
- Communication
customers supplies
,
1C First - Line manager
work value ] Work Values

Getting #results thrush personal -

Getting results through


proficiency
other ]

technical or Success of direct report


High quality
_

and discipline
Managerial work
-

work
professional -

unit
's of
Success
Accepting the company -

manager
-

-
Self as

values
_ visible iattgitf
reduced left
*
Items to be
dramatically or behind when

becomes a front-line manager


person

and be done , including


1.
Defining assigning
work to
or
others about need ,
and
communicating with boss the
and delegating -

organising choosing people ,

expectations planning work by


,
,
,
to do the
direct reports acquiring
resources
2. Enabling feedback
coaching providing
,

communicating
-

hunting
'

and
problem soling ,
establishing
and support
contracts through bosses
3- Building social with direct reports ,

and
trust .

relationship dialogues
that facilitate oyer
group
'
time
communicate the skills
PILE Why
,

:
at this
and work values required
application ,
helps people
training
passage
and pride that

make necessary changes .

terms
rathe then general
- Specific of required
demonstrations
a

line
Modeling -

be helpful
skin -

may

f- values .

-
Skills

Training is
.

where someone
and
whether
Determine transition
'

level
Monitoring : with first -
etc
}
his
feedback surveys
*difficulty
,
.

360-degree (
Sampling
in

Observation of differences )
perceived
,
-

them aware
( make are

Gap Analysis and how they


their own perceptions feedback and coaching

Intervention
: provide regulartram ition take
action

this
; in doing so

significant difficulty
.

746 experiencing make


meetings ,

if they are

Peer learning
and partnering ,

feedback Assignment
Coaching
,

New work
_

readings and travel ,


I:÷÷÷÷÷:÷÷÷:::.- properly
delegate that
such as

include failure
.

to
→ can also ensures
the lark of a control system
through what is delegated
for
amount ability
-

Poor Performance Management


Team
to Build a
strong
Failure Done
the work
-

Focus on Getting
A
minded
single
-
-

clones over Contributors


-

Choosing
FowrcriticMS1
capable first-line managers
Selecting
and training
for managerial
-

auomtahll
front line managers
Holding
-

work units
ammpt
-

Deploying and redeploying pennies


units

boundaries that separate


of
-
Nhhnhfhf the
and with
other parts
that report directly
the business

Ml-
ksuhlsforallountabilityofnewmenageialbehaihn efficiency
of improvement
in

Amount
quality
-

in

improvement seniors
.

Degree of of coaching or

and Import to bigger jobs


-

Frequency
the
merger promoted
experiences
-

fist
Number of broadening
-

moved laterally for manages


first-line
new
rate of area
- Sneak
within the assigned
-
Teamwork areas
with other
- Teamwork
Ask the right questions
leadership que turns
-

Management
and
oriented qH
and quality
-

production
-

Cvs

should you do to
your
organisation
e-
g. what met ?
that dew dots are
alive the
to understand
How
well do you people what
are you
and ?
Whitt standards
them
meet
to assure they
doing
Frommaragingmaragers-ofunctionatmana.se#
|LeadershipMity
about the function
to think
Functionally _
ability
multiple perspectives
from with

communicating
effectively
a multilayered group
and trust rather
learn to
delegate in-person Fyn . - t
,

require
,

then always
cover atom
lengthy
.

the
a view of
developing
Business perspective
-

nits
touring comes

business perspective
can gain
for

and
experience committee
task fores ,

tears
project
.
Functionalstrategy
Thinking ( Three To Five Year )
longer-Term with
-
Match the functional strategy timeframe
strategy the frame
.

the business

State -
of -
the At
-
Awareness
' Model
the Buñuel and
of
Complete Understanding
Direction
strategic
and Long -
Term
in Detail
into
Goals Function
of the
At Aspects
Factoring
Thinking
Strategic Within Function
That

Make
Trade-offs and competitive"
Ability to
Profitability , ' " '"
)
Business Strategy ,

Functional
Support Just Supporting
( Rather
Than
Advantage
dialogue listen
Engage others in ,

what they told


carefully and reflect on are

i.EE:9?n.7!?::n.m-ihIsman..aime.i :*

orientation to a
stratum one

how the
-
Demonstrates a
par
sense of
business operates
thinking ten
honks boy -

that ties
functioned strategy
-

- Lacks a

to business goals .

fmmtonhl activity
standards
functional
,

corporate
-

Ignores and programs


need -

r
, policies ,
work that is
Inability and
to value
manage
little interest
unfamiliar or of relatively and problems
time with people
little
Spends or no

deal of time
great

and
unfamiliar
a
areas
in familia - are at

opportunities
in
and
with people area in
bias toward familiar
Shows
a
a
-

salaries bonuses budgets


terms of , mil
,
than -

his friction at a higher


people
in

Lover can also be


-

attrition
this
( though )
rate
housecleaning
due to necessary

leader manager
Immaturity
-

as a
the
interested in taking or

-
Isn't particularly much more interested in

leader ;
responsibilities of and
a

performer
hands-on manager
being a

subordinates in

Doesn't trust others , especially


unfamiliar functions .

must control everything and


of work and
-
Can't let go terms of both listening
Has poor communication
skills , in
a few
Snbfunetional cronies

except for
-

isolates himself
speaking ; ( or ÑU Vesa)
and I hits control system
too much a
-

Delegates
and
Work with different people on last forces tears ,

committees of managers from different function or sublimation


with different backgrounds ,
skills and
experience

where the manager


Hands on learning activities
and
-

resources
data , challenges
the function 's own and feedback
.

uses Evaluation
related assignment .

in a strategy .

share their
who can

other
functional manages
Meet with
's function .

assessment of this manege

check
Calender

You might also like