Basic Management

Techniques
DP World
October 2015 11-13

Aim & Objectives

OVERALL AIM
To develop the skills of managers to enable them to operate more
effectively in their current role

OBJECTIVES
To examine the principles of management & self organisation
To provide a base of knowledge & understanding across a range of
management skills
To produce challenging, targeted action plans linked to the achievement
of Key Business Objectives

Introductions

Name, Position, Department

year career history 5
Objectives for attending the course etc
Favourite chocolate
One unique thing about the other person

Role Change
For the first time- Literally-
substantially and rapidly growing
number of people have choices. For
the first time, they will have to change
themselves. And society is totally
. unprepared for it
.Peter Drucker, American Management thinker born in Austria

Role Change
Role Change : Employee Supervisor
Change and Pain are often
synonymus. Success demands you
.deal with both
.Leo Heinzel, American Management Profession

Role Change

Change Process

Definition of Management
Achieving results through the best use
of
.resources

Management/Leadership

The Basic Task of Management is to make

.people productive. P.Drucker
A leader is a person you will follow to a
yourself.
.
Joel Barker

place you wouldnt go by

Management/Leadership
Leadership

Management

Leads people.

.Manages tasks

.Has to do with the why and what

.Asks when and how

Makes eager to the journey sells .Drives the bus to the destination
.tickets
Inspirational, motivational, big
.picture and long term focused

Motivates us to work harder to

.get a tough job done on time

Possesses the qualities that

mirror the organizations mission
.and vision

Operational, task oriented,

.budget conscious

Functions of Managers
Planning
the preparation of a firm for future business
conditions

Organizing
the organization of employees and other resources in
.a manner that is consistent with the firms goal

Leading
the process of providing employees with instructions
.on how they should complete their tasks

Controlling
.the monitoring and evaluation of tasks

: Top Managers
Planning
(1)

make the strategic (long-term)

plan
Communicate the
plan to middle
management and ask
middle management
to implement the
.plan

Organizing
2)
: Middle (
Managers

Organize the employees and

other resources to produce

Top Management:
the
Controlling
(4Assess
)
expenses and sales from
producing products every
month. Determine whether
the new strategic plan is
.successful

Middle Management:
Controlling
(
4
)
Determine whether the

Communicate the
organization to
supervisors and ask
them to implement the
.production process
:Supervisors
Leading
(3)

Explain each employees tasks &

how to perform the tasks

production is efficient (based

on monitoring the plants
output and expenses each
month)

Controlling
(4Monitor
)
Supervisors:
employees to ensure their
new assignments properly

Qualities and Functions of a

Leader
Functions

Qualities

.Path Finding

.Enthusiasm

.Realizing Values

.Integrity

.Empowering

.Toughness

.Aligning

.Fairness

.Modeling

.Warmth

.Building Trust

.Confidence

.Promoting Change

Humility

Management and
Competencies
COMPETENCIES

Analysing Information
Commercial Awareness Influence
Communication
Developing Relationships
Decision Making Planning

WHICH SKILLS RELATE / What do these skills

?look/ sound like at work

The 9 Competencies at work

Competencies
Analysing Information
Commercial Awareness Influence
Communication
Developing Relationships
Decision Making Planning
Influence
People Management
Planning
Resilience

WHICH SKILLS RELATE / What do these skills

?look/ sound like at work

THE MANAGEMENT PROCESS

Everyone becomes a manager
someday

?What does it mean to be a manager

?What do managers do

THE MANAGEMENT PROCESS

The Meaning Of Management

Organizations have different types and
levels of management
Accountability is a cornerstone of
managerial performance
Effective managers help others achieve
performance and satisfaction
Managers must meet multiple and changing
expectations

THE MEANING OF MANAGEMENT

Types and Levels of Management

Levels of Management
Top (high-level) management
managers in positions such as president,
CEO, CFO and vice-president who make
decisions regarding the firms long-run
.objectives

Middle management
managers who are often responsible for
.the firms short-term decisions

Supervisory (first-line) management

managers who are usually highly involved
with the employees who engage in the day.to-day production process

Comparison of Responsibilities Among

Managers

Top Management
Set new plan to expand production &
.increase sales
.Communicate those plans to all managers

Middle & Top Managers

Determine how
.hire
Determine how
.increase sales
Determine how
.increase sales
Determine how
.the expansion

many new employees to

to charge lower prices to

to increase advertising to

to obtain funds to finance

THE MEANING OF MANAGEMENT

Accountability

Accountability
The requirement of one person to answer
to a higher authority for performance
achieved in his or her area of work
.responsibility

THE MEANING OF MANAGEMENT

Effective Management
Effective Managers
Meet both performance and satisfaction
.goals
Performance relates to achieving
organizational goals
Satisfaction relates to QWL (quality of work
life)

THE MANAGEMENT PROCESS

What Managers Do
Managers work is often intense and
demanding
Managers plan, organize, lead and control
Managers enact informational, interpersonal
and decisional roles
Managers pursue action agendas and
engage in networking
Managers use a variety of technical, human,
and conceptual skills
Managers learn from experience

WHAT MANAGERS DO

The Management Process

Planning
The process of setting performance objectives and
.determining what actions should be taken to achieve them

Organizing
The process of assigning tasks, allocating resources and
.coordinating the activities of individuals and groups

Leading
The process of arousing peoples enthusiasm to work hard
and inspiring their efforts to fulfill plans and accomplish
.objectives

Controlling
The process of measuring work performance, comparing
.results to objectives and taking corrective action

WHAT MANAGERS DO

The Management Process

Planning
Manager
Planning
Budgeting
Sets targets
Establishes
detailed steps
Allocates
resources

Leader
Devises strategy
Sets direction
Creates vision

Organizing
Manager
Creates
structure
Job descriptions
Staffing
Hierarchy
Delegates
Training

Leader
Gets people on
board for strategy
Communication
Networks

Directing Work
Manager
Solves problems
Negotiates
Brings to
consensus

Leader
Empowers
people
Cheerleader

Controlling
Manager
Implements
control systems
Performance
measures
Identifies
variances
Fixes variances

Leader
Motivate
Inspire
Gives sense of
accomplishment

Managers have the following attributes

, they
Consider alternatives to design
Estimate costs involved
Establish risks to the organization
Develop a schedule for the project
Include decision steps
Manage change in an orderly fashion
Keep the team motivated and informed
Review responsibilities and goals with
each team player
State clearly the basis for evaluation and
where each person fits into the

Managers have the following attributes

, they
Monitor progress
Set directions; set expected achievements
for each individual within the next work
period. Show the team members where
.they fit in achieving unit goals
Perform administrative tasks
Report to senior management
Money and job security play a major role
in management effectiveness. They act
.as deficiency motivators

WHAT MANAGERS DO

Management Roles

Comparison of Responsibilities Among

Managers

Top Management
Set new plan to expand production &
.increase sales
.Communicate those plans to all managers

Middle & Top Managers

Determine how
.hire
Determine how
.increase sales
Determine how
.increase sales
Determine how
.the expansion

many new employees to

to charge lower prices to

to increase advertising to

to obtain funds to finance

Management Styles
Managers have to perform many roles in
an organization and how they handle
various situations will depend on their
. styles of management
A management style is an overall
method of leadership used by a
. manager
:Three main styles
Autocratic
Democratic
Laissez-faire

Management Styles
Autocratic
an autocratic or authoritarian manager makes all the
decisions, keeping the information and decision making
.among the senior management
the direction of the business will remain constant,
and the decisions will be quick and similar, this in turn
can project an image of a confident, well managed
.business
subordinates may become dependent upon the
;leaders and supervision may be needed
this style can decrease motivation and increase staff
turnover

Management Styles
Democratic (participative)
the manager allows the employees to take
part in decision-making: therefore
everything is agreed by the majority.
(empowerment)
this style can be particularly useful
when complex decisions need to be made
; that require a range of specialist skills
from the overall business' point of view,
job satisfaction and quality of work will
. improve
the decision-making process is severely
slowed down, and the need of a consensus

Management Styles
Laissez-faire (free-rein)
the leader delegates much authority to
employees; the leader's role is peripheral
and staff manage their own areas of the
. business
the style brings out the best in highly
professional and creative groups of
.employees
the leader therefore evades the duties
of management and uncoordinated
;delegation occurs
this leads to a lack of staff focus and
sense of direction, which in turn leads to

Management Styles
Laissez-faire (free-rein)
the leader delegates much authority to
employees; the leader's role is peripheral
and staff manage their own areas of the
. business
the style brings out the best in highly
professional and creative groups of
.employees
the leader therefore evades the duties
of management and uncoordinated
;delegation occurs
this leads to a lack of staff focus and
sense of direction, which in turn leads to

Management Styles
Various management styles can be
employed dependent on the culture of
the business, the nature of the task,
the experience and personalities of the
workforce and the personality and
. skills of the leaders
Managers should exercise a range of
management styles and should deploy
. them as appropriate

Leadership vs.
Management
In a nutshell, the difference between
:leadership and management is
Leadership is setting a new direction or
vision for a group that they follow, ie: a
leader is the spearhead for that new
;direction
Management controls or directs
people/resources in a group according to
principles or values that have already
.been established

Managers vs. Leaders

Managers
Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the
rules

Leaders
Focus on people
Do the right
things
Inspire
Influence
Motivate
Build
Shape entities

Leader vs Manager
:Leaders
Do the right thing
:Manager
Do things right

WHAT MANAGERS DO

Management Skills
Technical Skills
The ability to use a special proficiency or
.expertise to perform particular tasks

Conceptual Skills
The ability to think critically and
.analytically

Human Skills
The ability to work with others
A high level of emotional intelligence

WHAT MANAGERS DO

Management Skills
Emotional Intelligence
The ability to manage ourselves and our
relationships effectively
Five Facets of Emotional Intelligence
Self awarenessunderstanding moods, emotions. 1
Self regulationthinking before acting, controlling disruptive. 2
impulses
Motivationworking hard and persevering. 3
Empathyunderstanding emotions of others. 4
Social skillsgaining rapport and building good relationships. 5

WHAT MANAGERS DO

Management Skills
MANAGEMENT TIPS
. Plan meetings and work schedules. 1
Clarify goals and tasks, and gather ideas for. 2
. improvement
. Appraise performance and counsel team members. 3
. Recommend pay increases and new assignments. 4
. Recruit, train, and develop team members. 5
. Encourage high performance and teamwork. 6
Inform team members about organizational goals and. 7
. expectations
Inform higher levels of team needs and. 8
. accomplishments
Coordinate with other teams and support the rest of the . 9
. organization

Obppppppppjectives

Planning
: By the end of this session you will be able to
Explain the steps involved in the planning and organising
.process in relation to the Management Cycle
.Demonstrate your understanding of the process
Identify ways in which you can improve your planning and organising
.on the job

Planning and organising

.Planning and organising is a way of shaping the future

Planning - What is to be achieved

Organising - How it is to be achieved

The W questions
What (do we need to do)
Who (do we need to involve)
When (when do we need to do things by)
Where (will the actions take place)
How (will we do it)

Planning

We dont plan to fail

We fail to plan

ement CyclenagThe Ma
Define the problem and the desired
end result

AIMS
Purpose
End Result
Success Criteria
Review

Information
EvaluateAnalyseCollect

Monitor against Aims

What has to be done

Action
Implement

Generate
alternative
solutions

Select best
solution(s) (make
decision!)

Plan &
prioritise
action

Objectives
Time Management
Assess how you currently organise yourself
Identify practical approaches that you can
implement back at work to help you manage
.your time more effectively

Organize and Prioritize

Prioritize your tasks
Where do the majority of
your tasks fall on the
Urgent
?chart

Not Urgent

Im
por
tan
t

I
Important
and
Urgent

II
,Important
but
Not Urgent

Not
Im
por
tan
t

III
, Urgent
but
Not
Important

IV
Not Urgent
and
Not Important

Increase Effectiveness
After organizing and categorizing tasks,
prioritize tasks
Develop new skills
Time Sense
Goal Setting
Time Planning
Recognize Procrastination

Celebrate your accomplishments

Efficiency v effectiveness
Its no longer enough to do things right
(efficiency)

We must also do the right things

(effectiveness)

In conclusion
Time management is not
easy and takes practice,
real discipline & may be
uncomfortable, but it is
-worth it

!So do it now

Objectives
:

Delegation

.Identify what is meant by effective delegation

.Recognise how and when to use delegation
.Understanding possible pitfalls to delegation
.Use delegation to motivate and develop the team
.Using the Authority/Freedom scale effectively
Demonstrate the skills associated with effective delegation

?Why delegate

Brainstorm on a flipchart
?What are the gains for you
?What are the gains for others

Delegation involves

Planning
Communicating a job fully
Developing team members competence
Monitoring and review of performance

Allocation involves

Planning
Communicating a job fully
Developing a team members competence
Monitoring and review of performance
It does NOT result in the team member having
.responsibility to carry out the job in the longer term

Abdication is

The result of a manager passing a job to a team member and having no further
.involvement or interest in its success or failure

Activity
:In Pairs Discuss
Which aspects of your managers work you perceive they have delegated to you
Which aspects of your work you perceive you have delegated to a member of your
.team

Activity
:Think about when you have previously delegated
Identify what made it successful
What process did you follow

Effective delegEfccccation
:Requires you to
Accurately identify work that can be delegated
Decide when it is appropriate for someone to take on the task/s
Identify what they need to learn to carry out the task successfully
Gain their commitment to taking on the responsibility
Where necessary, develop them to take on the responsibility
Allow them to take on the responsibility
Monitor their performance and feedback their success

Problem Solving
Identify situations where problem-solving skills are needed
Effectively analyse problems and facilitate appropriate solutions
using a variety of simple models
Practice individual and team decision making
Implement sound business decisions
Facilitate pro-active decision making and problem solving in
their own teams
Identify areas for improvement in their problem solving and
decision making style

What is a problem

?What is a problem

The difference between what you want and what you

!have

John F. Kennedy

The problems of the world cannot possibly be solved

by skeptics or cynics whose horizons are limited by
the obvious realities. We need men who can dream
of things that never were
John F. Kennedy-

The Manager as a Problem Solver

Monitor your department to minimise problems
Control and reduce the effects of problems
Make decisions to deal with problems
Deal with the aftermath of problems

Management Solving Model

Systematic Approach to Problem Solving
Define problem now and desired
solved problem (ie: End Result)

AIMS
Purpose
End Result
Success Criteria
Review

Information
EvaluateAnalyseCollect

Monitor against Aims

What has to be done

Action
Implement

Generate
alternative
solutions

Select best
solution(s)
(make decision!)

Plan &
prioritise
action

Analysing a Problem
Individual Exercise - Analysing a Problem (part 1)
? Identify a problem at work - what? where? when? who. 1
.Describe the resolved situation ie. the desired end result . 2
Precise definition of the problem
?What do you want to achieve
?What do others want to achieve
What does the company want to achieve? (if applicable)
Prioritise importance: essential, desirable, inessential (but nice)
?What could be causing the problem. 3
.Record your thoughts on the Problem Analysis Form (complete 1-4 only). 4
!Work with a problem you can resolve, not one thats outside of your control

Team Decision Making

.Team Decisions can be
Unanimous
Majority
Minority
Consensus

Questions
.Thank you for your time
We look forward to your participation
. in future workshops
Remember to read the seven habits of
.Highly Effective People