PROGRAM PASCASARJANA MAGISTER

MANAJEMEN PENDIDIKAN FKIP UNIB

TAHUN 2018

INTRODUCTION TO MANAGEMENT
HAND OUT MATA KULIAH ANATOMI
MANAJEMEN PENDIDIKAN (AMP)

Dosen Pengampu
Dr.Zakaria Sabil, M.Pd.
Dr. Sumarsih Zakaria, M.Pd.
Course Objective

To provide managers with a

sound understanding of their
roles and responsibilities
within their organizations,
and the skills they need to
achieve their objectives
IS MANAGEMENT AN ART OR SCIENCE ?
• ART: Because it depends on the skills, aptitude
& creativity of the manager

• SCIENCE: Because there is considerable

knowledge in the field of management with basic
principles for guidance of basic activities.
 .. the process of
organizing methods,
materials, manpower and
other resources to achieve
organizational goals

… is more art than

science. Managing is
working with and through
other people to accomplish the
objectives of both the
Organization and its members
WHAT IS MANAGEMENT?
Management
 The planning, organizing, leading, and controlling of human and other resources to
achieve organizational goals effectively and efficiently.
Managers
 The people responsible for supervising the use of an organization’s resources to
meet its goals.
Resources are organizational assets
 People Skills Knowledge Information
 Raw materials Machinery Financial capital

© COPYRIGHT 2004 MCGRAW -HILL. ALL RIGHTS

RESERVED . 1–5
 WHAT IS MANAGEMENT?

A set of activities
planning and decision making, organizing, leading, and controlling

Directed at an organization’s resources

human, financial, physical, and information

With the aim of achieving organizational goals in an

efficient and effective
manner.
EFFICIENCY, EFFECTIVENESS, AND PERFORMANCE IN AN
ORGANIZATION

1–7
Figure 1.1
WHY STUDY MANAGEMENT?

 Proper management directly impacts improvements in the well-

being of a society.
 Studying management helps people to understand what
management is and prepares them accomplish managerial activities in
their organizations.
 Studying management opens a path to a well-paying job and a
satisfying career.

© Copyright 2004 McGraw-Hill. All rights

reserved .
1–8
 Management Levels

Strategic
level Top

Technical
level Middle

Operations
level Supervision

Employees / Individual Contributors

The Management Process

Manager

Demonstrates
Good managerial
skills and competencies

Supervisor

Demonstrates
Good technical skills

Individual
contributor
 Planning

Organizing Functions of Controlling

Management

Coordination
The Management process…..

Planning

Organizing
Evaluating Coordinating
Staffing

Directing
Controlling
Planning

 Setting goals and objectives

 Identifying income and expense drivers
 Overcoming/changing paradigms
Organizing

 Identifying essential & non-essential work

activities
 Departmental relations and authority
levels
 Defining roles and responsibilities
 Time management
 Handling emergencies
Controlling

 Aligning activities and processes with

company’s objectives
 Establishing performance standards and
measures
 Monitoring performance
Coordination

 Verification of alignment
 Developing inter-departmental relations
FOUR FUNCTIONS OF MANAGEMENT

© COPYRIGHT 2004 MCGRAW -HILL. ALL RIGHTS 1–

R E S E R VFigure
ED . 1.2 18
 The Management Process

Feedback
Measuring & evaluation

Developing people

Planning Controlling

Management Operational
Strategic Operational
control control
LEVELS OF MANAGEMENT
Top
Management

Middle
Management

Supervisory Management

Non Management Employees

Managerial Skills

The capabilities that are important for successful

performance as managers and managers

Managers need to demonstrate these skills to carry out

their role in achieving results through their employees
Managerial Competencies

An ability, skill, or characteristic that causes

outstanding performance in a given job

What outstanding performers do more often,

in more situations, with better results than most people

Characteristics of the best performers

 Technical

Intellectual Interpersonal
Skills of a manager ……..

 Human Resource Skills

 Technical Skills

 Conceptual Skills
Concept Human
ual resource
Board of directors

CEO

Functional Top
Execs

Technical Middle Level Execs

First Line
Supervisors
 The Managerial Skills

Technical Intellectual Interpersonal

Specific expertise:  Planning  Communication

- Engineering  Organizing  Delegation
- Finance  Controlling  Negotiation
- Accounting  Coordination  Motivation
- Administration  Problem-solving &  Team-building
Decision-making  Rewarding
 Negotiation
 Time management
The Managerial / Technical split

Top Middle
Supervision
management management

Intellectual

Interpersonal

Technical
Skill Types Needed by Managerial Level

© Copyright 2004 McGraw-

Hill. All rights reserved . 1–29
Management Responsibility

Human resources Production process

The Management Grid

Thoughtful Attention Work accomplished is from

to needs of committed people:
people for satisfying interdependence
relationship leads to a through a “common
comfortable, friendly stake” in organization
Concern for People

organization atmosphere purpose leads to

and work tempo relationship
of trust and respect

Exertion of minimum Efficiency In operations

effort to get results from arranging
required work done is conditions of work in
appropriate to sustain such a way that human
organizational elements Interfere to
membership a minimum degree

Concern for Production

Pace-setter Autocratic

Democratic

Affiliative Authoritative
Democratic
Commitment through participation
 Makes me feel important
 Fosters participation in decision-making
 Listens to me and to my perspectives
 Recognizes good performance
Coercive

Do what I tell you

 Assigns unpleasant tasks
 Doesn’t listen to me
 Makes my life hard
 Reacts effectively in crisis situations
Pace-setter
Expects perfection
 Makes me proud of what I am doing
 Sets high standards of performance
 Will not forgive mistakes
Affiliative

Priority to subordinates
 Provides protection, I feel safe working for
him
 Strives to please subordinates
 Ignores work conflict
 Ineffective in emergency situations
Authoritative

Firm but fair

 Always reminds me of my duties
 Lacks flexibility
The Most Appropriate Style of
Management
 Sets and communicates vision
 Empowers employees
 Sets clear objectives
 Delegates authority
 Provides constructive and timely feedback
 Provides recognition when necessary
 Develops subordinates’ skills
From Management
To Leadership
 Leadership is a Facet
of Successful Management
 Shift from Management to Leadership

New Manager

Classical managerial work New leadership task

Planning
Creating vision
Organizing the hierarchy
Aligning relations
Controlling
Inspiring
 I am compelled to He has taught
respect him me a lot

He knows what to do Takes Responsibility

In emergencies when things go wrong

I feel powerful I trust what he

working for him says
Leadership Practices

Leaders are distinguished by

their perseverance in spite
of the frustrations and
challenges in their path
Leaders

 Setting direction
 Engaging involvement
 Motivating people
 Making things happen
 Modeling the way
 Creating a leadership culture
Why Do People Follow Leaders ?

85% Sets Vision and works for others

80% Strives to encourage and assist subordinates

78% Reacts professionally in crisis situations

75% Makes subordinates feel proud

72% Holds responsibility

 managers typically are
responsible for their
direct reports' progress and
productivity in the organization

managers are under immense

pressure from above and
below to do more with less
Roles and Responsibilities
of Supervision

Achieving organizational
Coaching
goals

Controlling work
Making decisions
activities

Employee Training
Assigning tasks
and Development
Roles and Responsibilities
of Supervision

Setting rules Enforcing Policies

and regulations and Procedures

Availing resources Staffing

Reacting to
Problem-solving
emergency situations
 Roles and Responsibilities
of Supervision

Operations
Procedures Employees
Standards Contractors
Specs Competitors
Objectives Suppliers
Procedures Personnel

Materials

Equipment
Raw material
Finished products
 Key
Managerial
Skills
 Effective
communications

Problem solving
Managing
And
meetings
Decision making

Time
Delegation
management

Objective
Motivation
setting

Team building
Communication Goal
Whenever you COMMUNICATE, to an
Individual or a group,
you are “SELLING” something:
Product, service, viewpoint, or
Simply yourself.

Your goal is to influence or

Persuade the listener to
“BUY” what you say.
 Elements of
Effective Communications

Getting your Message across

Common
Understanding
Getting Feedback From others
 Top management

Customers
Peers manager Suppliers
Contractors

Subordinates
 Communications in the Workplace
Taking decisions
Setting standards manager
Assessing performance

Information
Reports Instructions
Data Procedures
Suggestions
Complaints

Achieving objectives
Subordinate Completing tasks
Correcting procedures
Communications

Verbal Written Non- Verbal

Conversation Memorandum Facial expressions

Interview Letter Body language
Meeting Report Gestures
Lecture E-mail
Telephone con. Fax
Verbal Communications

Most effective method

Interaction
Eye contact
Facial expressions
Gestures
Immediate feedback
Written Communications

More complex

Needs preparation
Accurate – more detailed
No body language
No immediate feedback
May be neglected
Non-verbal Communications
Feedback that cannot be concealed!!!

Delineates true opinion

Should be carefully perceived
Should be used effectively
Communications

• Interactive
Interview • Immediate
feedback
• Interactive
Meeting • Immediate Control
feedback
• Needs
Lecture preparation Misinterpretation

Telephone
Conversation • Lacks clarity Clarity
Communications

Memorandum • Accurate Formal

• Prepared

Letter • Comprehensive Negligence

Report • Details Needs study

• Information
 How a manager can Demonstrate
Communications Skills

 Convey subordinates’ ideas, opinions and

concerns to management
 Communicate management’s
perspectives to subordinates
 Keeps fellow managers/managers
informed of activities that affect them
 How a manager can Demonstrate
Communications Skills
 Avails all required information and provide
timely feedback to subordinates
 Holds meetings periodically
 Visits the workplace frequently
 Be a good listener
Principles of Effective
Communications
 Clarify the purpose of the message
 Deliver message in Logical order
 Use words that can be understood
 Make your tone clear and keep pace
Principles of Effective
Communications
 Clarify when necessary to confirm
understanding
 State what is required to be done
 State importance / urgency of action to be
taken
 Summarize what you have presented
Reasons of Ineffective
Communications

Sender
Receiver

Environment
Reasons of Ineffective
Communications
Sender

 Purpose of message is not announced

 Illogic sequence
 Unclear tone
 No preparation
 Not mastering subject
 Misjudging receiver’s level of
understanding
Reasons of Ineffective
Communications
Receiver

 Bad listening
 No interest
 Unawareness of subject
 Prejudice
 Jumping to conclusions
 Bad mood
Reasons of Ineffective
Communications
Environment

 Language • Structural
- vocabulary - distance
- jargon - time
- ambiguity
• Environmental
 Psychological
- Distractions (noise)
- fear
- interruptions
- shyness
- people intruding
- boredom
 Ten commandments
of listening

• Stop talking .. You cannot listen while talking

• Give the speaker the chance to speak
• Listen to perceive .. Not to object
• Do not interrupt the speaker
• Put yourself in the speaker’s boots.. This will
help you assess the situation
 Ten commandments
of listening

• Be patient .. Give the speaker enough time

• Keep calm .. Angry people will look for mistakes
• Don’t argue .. Be open and accept criticism
• Ask questions .. This shows interest and
provides clarification
• Avoid prejudice..
 Type of Listening
Empathizing
Drawing out the speaker
and getting information in a
supportive, helpful way.
Putting Methods Into Practice
Empathize by imagining yourself in the other person’s
position to understand what they are thinking, and letting
them feel comfortable – possibly by relating to their
emotional experiences. Pay close attention to what the
person is saying, talk very little, and use encouraging
nods and words.
 Type of Listening Putting Methods Into Practice

Analyzing Use analytical questions to discover the reasons behind

Seeking concrete the speaker’s statements, especially if you need to
information and trying to understand a sequence of facts or thoughts. Ask
disentangle fact from questions carefully, so you can pick up clues from the
emotion. answers and use the person’s responses to help you form
you next set of questions.
 Type of Listening Putting Methods Into Practice

Synthesizing If you need to achieve a desired result, make statements

Proactively guiding the to which others can respond with ideas. Listen and give
exchange towards an your answers to other’s remarks in a way that suggests
which ideas can be enacted and how they might be
objective.
implemented. Alternatively, include a different solution in
your next question.
Meetings cost time and money,
both of which are valuable.

Hold meetings only when

necessary, and ensure that they
are concise and constructive.
Managing Meetings

 managers spend most of their time in

discussions to organize work and solve
problems
 The average manager spends 65-80% of his
time in meetings

How can we make the manager’s

time more effective ?
 Imparting information

Issuing instructions

Making or implementing
Purpose decisions
of
Meetings
Resolving problems

Generating creative ideas

(brainstorming)
Advantages of Meetings
Face-to-face Interactive
communication

Immediate
Eye contact
feedback

Facial
Gestures
expressions
The Critical Path of a Meeting

Define the Decide how Ensure the

Meeting’s Long it Right people
purpose Should last attend
 Is the meeting
urgent and Do you need
important? to hold it Hold meeting
No Yes ASAP? immediate
No Yes

Is the meeting
Is there a
urgent or
deadline to
A
important? Set aside a
No Yes work towards? time to
No Yes hold meeting

Set a realistic
Is the meeting deadline
routine?
Does that meeting B
help you work
No Yes more efficiently?
No Yes Allocate a time
to hold
meeting
Is the meeting
necessary? Save the meeting
Don’t do It No Yes for a quiet
cancel it time
C
TO ENSURE
A SUCCESSFUL MEETING

Ensure That the Right People

Attend, at the Right Time and
Place, and That They Reach the
Right Decisions
 Steps To Successful
Meetings

Planning

Steps to a
Successful Meeting Controlling

Closing
 Define purpose of meeting
 Develop meeting agenda
 Select attendees -
- Consider job background .. Harmonize..
- Define roles and means of participation
 Locate a venue
 Send out invitation along with agenda
 Monitor meeting duration (opening,closing)
 Limit and bring side-discussions and
unnecessary arguments back to track
 Summarize each issue before moving to
the next
 Limit number of issues to be discussed
Direct meeting towards defined results
 Define and announce each decision
made
 Direct meeting to a final conclusion
 Support what has been agreed upon
 Role of the manager when Chairing a
Meeting
 Keep discussion focused on the topic
 Intervene if discussion fragments into
multiple conversations
 Tactfully prevent anyone from dominating
 Role of the manager when Chairing a
Meeting
 Bring discussions to a close
 Ensure all participants are aware of all
decisions that have been reached
 Notify group when time for an item has
expired
 Why Meetings Fail

 Arriving late
 Reason of attendance is unknown
 Roles are not defined
 No interest
 Discussions dominated by one person
 Engagements in side conversations
 Interrupting the speaker
Why Meetings Fail

 Unnecessary arguments
 No agenda
 Key persons are absent
 Issues are left dangling
 Meeting’s conclusions are pre-determined
 Not following-up implementation
Defining Work Problems

 Undesired , unplanned situations

 Obstacles that slow down achieving goals
 Inevitable in day to day work
Causes of Work Problems

 Negligence of rules and regulations

 Ignorance of the presence of rules and
regulations
 Improper organizing and planning work
 Unexpected events and mishaps
 Man
Causes of Machine
Work
Problems Methods
Materials
Problems should be handled
at its early stages before
it builds up
Principals Of Problem Solving

 Avoid the "right/wrong" or "assigning

blame" paradigm
 Convey respect for the other person
 Undertake to solve the problem together
 Focus on the problem first, then look for
solutions
Steps to Problem-solving

Before any attempt to solve a problem

ask yourself these questions:

 Who owns the problem?

 Who is involved?
 Who is being affected by it?
Steps to Problem-solving

 Define the problem

(with input from yourself and others)
- What is it that makes you think there's a problem?
- Where is it happening?
- How is it happening?
- When is it happening?
- With whom is it happening?
- Write down a five-sentence description of the
problem

Don't jump to "Who is causing the problem?"

Steps to Problem-solving

 Look at potential causes for the problem

- Get input from others who notice the problem and

who are effected by it
- Collect input from individuals one at a time
- Write down a description of the cause of the
problem in terms of what is happening, where,
when, how, with whom and why
Steps to Problem-solving

 Identify alternatives for approaches to

resolve the problem
- keep others involved (unless you're facing a
personal and/or employee performance problem)
- Brainstorm for solutions to the problem
Steps to Problem-solving

 Select an approach to resolve the

problem
consider:
- Which approach is the most realistic to solve the
problem for the long term?
- Resources, are they available? affordable? Do you
have enough time to implement the approach?
- What is the extent of risk associated with each
alternative?
 Steps to Problem-solving

 Plan the implementation of the best

alternative (this is your action plan)
- What will the situation look like when problem is
solved?“
- Steps to be taken to implement the best alternative?
- What systems or processes should be changed in
the organization, (e.g. a new policy or procedure?)
- How will you follow-up with the implementation
 Steps to Problem-solving

 Plan the implementation of the best alternative

(this is your action plan)
- Resources needed (people, money and facilities?)
- Time needed for implementation
- Who will be responsible for implementing the plan?
- Write down the answers to the above questions and
consider this as your action plan
- Communicate the plan to those who will be involved in
implementing it and to your immediate manager
Steps to Problem-solving

 Monitor implementation of the plan

- Is the plan being done according to schedule?

- If not, then consider: Was the plan realistic? Are
there sufficient resources to accomplish the plan on
schedule? Should more priority be placed on
various
aspects of the plan? Should the plan be changed?
Steps to Problem-solving

 Verify if the problem has been resolved or

not
Consider:
- What changes should be made to avoid this type of
problem in the future? (changes to policies and
procedures, training, etc.)
- What did you learn from this problem solving?
(new knowledge, understanding and/or skills.)
- Write a brief memo that highlights the success of
the problem solving effort. Share it with your
manager, peers and subordinates
 Focus

Execute Analyze

Develop
 Fishbone Method

Machine Man
No Maintenance
Inadequate training

No Calibration Off-spec
No cooperation Product

Improper storage Not following

standards
Not complying
Improper test
With standards
procedures

Materials Methods
Force-field Analysis

 Force field analysis is a method for

listing, discussing, and evaluating the
various forces for and against a proposed
change.
 Useful in clarifying the problem, and finding
solutions to specific obstacles preventing
goal achievement
 Can be used to develop an action plan to
implement a change
Force-field Analysis

 Determine if a proposed change can get

needed support
 Identify obstacles to successful solutions
 Suggest actions to reduce the strength of
the obstacles
Force-field Analysis

Worst Present Desired

state state outcome
Driving forces Restraining forces
Force-field Analysis

Rejection rate Rejection rate Rejection rate

20% 10% 2%
Driving forces Restraining forces

Increased production time

Customer demand

Other projects on line

Increased market share
Lack of training
Motivated workers

Quality circle program

SWOT Analysis

Strengths Weaknesses

Threats Opportunities
Part of a manager’s role is having to
make a series of large and
small decisions.
Reaching the right decision in every
situation is an ambition that is well
worth striving to achieve
Decisions Are an Essential
Part of Life, in and Out
of a Work Environment.

managers, by Definition,
Must Be Decision-Makers.
Types of Managerial Decisions

Unplanned Decision Planned

• Non-repetitive • Repetitive
Problem
• Non-routine • Routine

• Instructions
• Strategic solutions
Procedures • Policies
• High risk
• Low risk
 Types of Problems/Decisions
And Management Level
Non-programmed Decisions

Top Broad, unstructured,infrequent

Management Much uncertainty
Type of
Managerial Middle Management Structured and Decision
Level Unstructured
Frequent,structured,
Supervision repetitive,Routine,
much certainty

Programmed Decisions
Decision Making

Consensus Individual
 Participation Involvement Scale

Get Group Group

Gather
Tell Sell recommendations votes votes
information
From group With Without
mgt veto Mgt veto
Elements That Affect
The Decision-making Process
Elements Affecting
Decision-making Process
Nature of issue

Resources available
Decision
Making

Secondary
elements
Technical/intellectual
skills
 Analyzing the Decision Process

Identify & define issue/problem What exactly

has to be decided?

What are the

Undertake analysis alternatives?

What are the

Evaluate alternatives Pros and cons?

Which alternative
Identify choices Is the best?

What action
Implement decision Needs to be taken?
AGISA
The Group Thinking Model
Seeking issues
Analyzing Affecting the decision

Opportunities or
Goal setting problems
Conventional or
Looking for Ideas unconventional
Discarding or
Selecting ideas adopting

Implementing
Action Accepted decisions
 Assessing the Validity of Ideas
Suggested solutions Potential outcomes
Our product
Only keeps the
dominates the
status quo for now
market

Update our product

Problem in order to hold Strengthens position
market advantage of present product

New technology See if new technology

Makes our product takes off before Delays investment
obsolete investing in it until future date

Invests in new
Risks position as
technology when
market leader
markets dictate

Invest in new
First to supply
technology as
new product
soon as possible
 A Team Is More Than a
Collection of Individuals.
It Is, in Part, an Emotional
Entity, Rooted in the Feelings
As Well As the Thoughts
of Its Members, Who
Actively Care About
Their Team’s Well-being.
Teamwork Definition

A team is a limited number of people with

complementary skills who are committed
to a common purpose, performance goals,
and approach for which they hold
themselves mutually accountable
Benefits Of Teamwork

Integration of the Talents

The Collective Utilization
and Competencies
Of Individuals’ Efforts
they Possess
What Makes a
Good Team?
 A true team is a living, constantly
changing, dynamic force in which a
number of people come together to work
 Team members discuss their objectives,
assess ideas, make decisions, and work
towards their targets together
Points to Remember

 A team member is still an individual, and

should always be treated as such
 Cross-functional teams offer the chance to
learn about roles and work of others
 Finding the Right Balance Of Skills

Technical In disciplines
expertise

Problem-solving Team-working
skills skills Ability to cope
Ability to make
clear decisions with others
Unifying a Team

Most teams have a tendency to place too much

emphasis on the task and not on the individual.

The ideal situation is one in which the needs of the

individual, the dynamics of the team, and the
requirements of the task coincide at four strategic
points to produce a unified, effective working team.
 Unifying a Team

Team works to
common end to Challenging tasks
complete tasks Individual maintain individual
interest

Each individual
contributes to team
effort to complete
task in hand Team Task

Needs of individual
are catered for by team
CHOOSING INDIVIDUALS FOR
SPECIFIC TASKS
 Do Don’t
Which qualities
Draw up a job profile Assume that anyone
are required for
before talking to people the job? will suit the role

Check “on paper” profile Rely solely on word of

Are there any mouth
against details of suitable people?
individuals recommendations
Ignore shortfalls in
Favor individuals with What are their favor of particular
respective key skills?
wide-ranging skills experience

Can any weaknesses Hope weaknesses will

Consider any be overlooked by
be overcome?
shortcomings the team

Note any shortcomings Will I enjoy working Ignore signs of

in personal skills with this person? individual not being
a team player

Expect them to
overcome problems
“on the job”
Offer the role to the Make a final decision Offer the role to the
individual who brings most based on responses to individual who excels at
overall to the team the question above one particular skill
Stages of Team-development

Forming

The team first comes together;

discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet
manager’s Role

Forming

Use socializing and team discussion to initiate

group work
Stages of Team-development

Forming Storming

Disagreements arise about what needs to be done

and who will do it. People are annoyed by
The restrictions imposed by the team
manager’s Role

Forming Storming

Assert your authority to defuse conflict in

the team
Stages of Team-development

Forming Storming Norming

The goals, roles, and boundaries have been

clarified and accepted by team members.
They have taken ownership and accountability
for getting the work done
manager’s Role

Forming Storming Norming

Encourage team members to establish a creative

work pattern
Stages of Team-development

Forming Storming Norming Performing

The team becomes a true team, working in harmony,

supporting one another. The team, not the leader,
manages the project. Team members make adjustments
to keep the deliverables on track
manager’s Role

Forming Storming Norming Performing

Build-up team faith in their collective ability

and skills
manager’s Role in
Team-building Process
 Identifying purpose of forming team
 Selecting team members
 Identifying strengths and weaknesses
 Setting objectives and clarifying issues
 Allocating roles and responsibilities
 Supporting team members
manager’s Role in
Resolving Team Conflicts
 Clarifying impact of conflict on performance
 Identifying causes of conflict
 Inviting parties to explain their points of view
suggesting solutions
 Selecting appropriate methods for solution
 Agreement on roles to resolve the conflict
 Developing a plan of implementation
TEAM COHESION HAS A
GREAT EFFECT ON
PRODUCTIVITY

Cohesion

Productivity
 Time spent
together

Factors that
Challenges determine Proximity of
Facing team Team Team members
cohesion

Previous
Size of team
achievements
Tips to Promote Cohesion

 Keep enemies apart

 Put friends together
 Give special attention to people who find it
difficult to make friends
 Avoid fostering competing subgroups
Management By Objectives

… a systematic and organized approach

that allows management to focus on
achievable goals and to attain the best
possible results from available resources
What Is Meant by an Objective?

A statement specifying the task to be

implemented, the expected results, the
resources required and the time
frame of implementation

Individual objectives should be aligned

with the organization’s objectives.
Objectives

Objectives are specific accomplishments that

must be accomplished in total, or in some
combination, to achieve the goals in the
plan. Objectives are usually "milestones"
along the way when implementing the
strategies
Strategies or Activities

These are the methods or processes

required in total, or in some combination,
to achieve the goals
Resources (and Budgets)
Resources include the people, materials,
technologies, money, etc., required to
implement the strategies or processes.
The costs of these resources are often
depicted in the form of a budget
 Strategies / tasks Goals / objectives

(methods to achieve
(results)
the results)
Types of Objectives

Organizational Personnel
Problem
Skills
Improvement Solving
Development
Criteria for Writing Objectives
SMARTER
 Specific
 Measurable
 Acceptable
 Realistic
 Timely
Specifying Target Date

 Specified by date
 Date associated with another date
 Specified by period
Cost Estimation

 Should be calculated accurately

 Should be realistic
 May increase if implementation is delayed
Steps to Objective Setting

Subordinates’
participation

Developing an
action plan
Action Plan , Why ?

 To specify method of implementation

 To develop a time frame
 To utilize resources effectively
 Helps in anticipating problems
 To follow-up implementation in
accordance to schedule
A Well-set Objective

 To increase sales volume from 150,000

tons to 180,000 tons by end of December
2002 , cost of advertisement not to exceed
50,000 $

Result : Measurable
Cost : specified
Time frame : specified
A Poor Objective

 To increase sales volume by using

effective advertisement
Why Would Objectives Fail ?

 Objectives are imposed on subordinates

 Objectives are unrealistic
 Time is not managed
 Easy objectives are selected
 Time spent in paper work
 Objectives are not amended when
necessary
 Understanding Time

Time is Life

Time cannot be stored or replenished

 Consider These Two Questions:

What would happen if you

spent company money as
easy as you spend
company time?
When was the last time
you reviewed your time
allocation?
Waste Disposal
 If an average employee earns about
27,000 pounds per year: about 12.50
pounds per hour, around 1 pound every 5
minutes;
How many 5 minute sections of your
activity deserves a pound?
This is a critical appraisal of how you
spend your time and to question some
of your habits.
Time Waste , Why ?

 Ignorance of the value of time

 Late arrival to work or meetings
 Failing to prioritize
 Failing to delegate
 Unnecessary interruptions
Time Waste , Why ?

 Unexpected, unplanned visits

 Lengthy , unnecessary telephone calls
 Procrastination
 Piled work
 Unnecessary discussions
 Changing Attitudes

 Our attitudes to time are constantly changing

 Changes are due to advent of new technology
 Exchange of information has become
instantaneous
 Travel has become much faster
 It is possible for us to do more in a day
 It has also increased the pressure on our time
Estimating Value Of Time

1.5 x annual salary Cost

= per hour
Working hours
per year

Cost per hour Cost

= Per minute
60
 Daily Routine Work

• Organize
• Meeting • Plan
• Discussion With • Coordinate
manager Discretionary

With
Urgent subordinates
• Coaching
• Problems • Discussion
• Crisis • Complaints
Breaking Down Tasks
 Writing a Organizing a
Regular report meeting

Routine On-going
projects

Planning &
development

Making new contacts

Breaking Down Tasks

 Categorize your tasks

 Estimate how long each task takes you
 Look at the distribution of these tasks
throughout the day
Ideal Time Allocation
15% of time
60% of time

25% of time

Group 1: Routine tasks

Group 2: Ongoing projects
Group 3: Planning and development
 Actual Time Allocation
15% of time
60% of time

25% of time

Group 1: Routine tasks

Group 2: Ongoing projects
Group 3: Planning and development
Breaking Down Tasks

If distribution is incorrect,
re-organize your working day
Looking For Patterns

 Does the breakdown meet the

expectations of your working day?
 Are you spending too much time on a
particular group?
 Are there times when you are very busy
and times when you are slack?
 If so, reorganize work more efficiently
Questions To Ask Yourself

 Am I doing work somebody else should

do?
 Are there patterns that repeat themselves
in my time log?
 Do jobs frequently take longer than
expected ?
 Do I have enough time to be creative and
innovative?
 Estimating Efficiency

 How close is your work pattern to the ideal

60:25:15 work distribution ratio?
 If you spend too much time on one
group,reorganize your daily schedule
 Delegate jobs that can be done by juniors
 Concentrate your energies on more
important tasks
Setting Priorities

Importance

Urgency
PRIORITIZING
A TASK
Analyzing Tasks

A Important and urgent

B Important or urgent

Neither Important
C nor urgent - routine
Analyzing Tasks

Importance

B A

C B

Urgency
Prioritizing And Delegating Work

 Make three separate lists for A, B, and C

tasks
 For each list, decide:
- which tasks only you can do?
- which tasks can be delegated?
- which tasks need not be done?
Start With A’s And
Not With C’s
Pareto Principle
The 20 – 80 % Rule

20%

80%

80%

20%
Balancing Daily Tasks

A-Tasks
You should try to complete
a few of these urgent,
difficult tasks each day
C-Tasks
One working These are non-urgent
day tasks that should be done
when time allows
B-Tasks
These account for the
majority of your work and
should take up most of
your day
PRIORITIZING A TASK

Priorities Should Continually Be Altered in Line With

Changes or New Information
 Is the task
urgent and Do you need
important? to complete it Take
No Yes today? Immediate
No Yes action

Is the task A
urgent or Is there a
important? deadline to Set aside a Task
No Yes work towards? time to complete
No Yes The task

Set a realistic
Is the task deadline B
Does that task
routine? help you work Task
No Yes more efficiently?
No Yes Allocate a time
to complete
The task
Is the task
necessary? Save the task
Don’t do It No Yes for a quiet C
discard it time Task
 Balancing Demands

 Priorities change all the time

 New information may change a task’s
importance or urgency
 When you receive new information, quickly
reassess your list of priorities
 Being Realistic

 Be realistic about what you can achieve in a

given period of time
 Recognize the limits of your capabilities
 Be realistic about others’ capabilities
 Don’t demand too much of your colleagues
 Stretch your expectations from time to time
Maximizing Efficiency

 Recognize your energy levels

 Understand your mental and physical
cycles that your body follows each day
 Plan and prioritize your workload
accordingly
 Flexible hours policy
 Late-morning peak- best time for A-tasks
5
4
Late-
3 afternoon
peak-
2 best time
for
Performance level

1 B-tasks

0
-1 Energy
level
After lunch Falls
-2 trough- towards
best time for End of
-3 day
C-tasks

-4
-5
9 a.m 11 a.m 1 p.m 3 p.m 5 p.m
Time of day
Stress
Stress is likely to affect all of us at some
time in our lives. Learning how to reduce
the stress that you encounter, will allow
you to achieve your goals without
damaging your health.
Stress
Stress in individuals is defined as any
interference that disturbs a person’s
healthy, mental, and physical well-being.
It occurs when the body is required to
perform beyond its normal range of
capabilities.
Stress

Restricts Possible
ability gains

A threat that
may cause A loss
Analyzing The Effect Of Stress

ON SOCIETY
Pressure on
public services

ON INDUSTRY
Industrial accidents
And inefficiencies

ON INDIVIDUALS
Illness and
Behavioral problems
 Stress In Management
Motivating
staff
Staying with
Meeting budgets
deadlines

Reporting to Adapting to
superiors change
Stress In Others

Stress is infectious;
You need to recognize it in others
before it affects the people
with whom they work !!
 Stress In Others
Looking for Signs of Stress
Normal Stressed

Toward colleagues Toward colleagues

• Greets colleagues on arrival • Sits at work in silence

• Has lunch with colleagues • Ignores opinions
• Maintains a friendly manner • Becomes irritable
• Asks for opinions • Lunches alone
 Stress In Others
Looking for Signs of Stress
Normal Stressed

Toward the organization Toward the organization

• Keeps workplace clean • Works in a chaotic fashion

and neat
• Files paperwork in an
orderly fashion
• Knows where to find things
• Deals with correspondence
immediately
• Scatters paper everywhere
• Takes long to find things
• Leaves in-box full of
correspondence
 Stress In Others
Looking for Signs of Stress
Normal Stressed

Toward own appearance Toward own appearance

• Is smartly dressed • Wears clothes unsuited

• Wears clean and well- for the job
pressed clothes • Wears dirty and wrinkled
• Looks well groomed clothes
• Maintains good personal • Looks unkempt
hygiene • Does not appear to care
about appearance
Effect of Stress on
Work Performance
 Can be useful or harmful
 Depends on magnitude of stress
 Absence causes slackness and impotency
Identifying And Handling Stress
Cases
 Beneficial stressors
to properly perform a job function, a
certain amount of stress is required.

Motivation, Energy, Alertness,

Promotes enthusiasm
Promotes accepting challenges
 Identifying And Handling Stress
Cases
 Negative stressors
situations in the work place that leave a
feeling of depression, anxiety, or pressure.

Overwork, Ambiguity,
Workplace Conflicts, Responsibility

Poor performance, Anxiety

Low morale
Effect of Stress on
Work Performance
Performance
Turning Point

Work stress

Optimum stress
Sources and
Signs of Stress
Physiological symptoms Individual factors
Headaches
Family problems
High blood pressure
Economical problems
Heart diseases

Psychological symptoms Organizational factors

Job stress
Insomnia/depression Organizational hierarchy
Job dissatisfaction Management stress

Behavioral symptoms Environmental factors

Absenteeism Economical fluctuations

Work turnover Political fluctuations
Accidents Technological challenges
Physiological symptoms
Individual factors
Headaches
High blood pressure
Family problems
Heart diseases
Economical problems

Organizational factors - Workplace Stress

Not knowing what you want or if you're getting it.

Psychological symptoms

Insomnia/depression
The feeling that there's too much to do.
Job dissatisfaction
Not enjoying your job. Most people always blame their jobs.
Conflicting demands on the job.
Insufficient resources to do the job.
Not feeling appreciated.

Behavioral symptoms
Environmental factors
Absenteeism
Work turnover Economical fluctuations
Accidents Political fluctuations
Technological challenges
Stress Management Strategy

 Individual Strategy

- Time management
- Physical fitness
- Relaxation
- Social support
Stress Management Strategy

 Organizational Strategy

- The right person for the right job

- Competent, meaningful objectives
- Participation in decision-making
- Maintaining effective communications
How To Reduce Stress In The
Workplace
 Set realistic goals and priorities
 Encourage good time-management
techniques
 Take short breaks after a particularly
stressful event
 Don’t procrastinate
 Know your limits, be realistic
How To Reduce Stress In The
Workplace
 Learn to say "no“
 Give positive reinforcement
 Set up employee recognition programs
 Take responsibility
 Provide a sympathetic ear
 Most important, MAINTAIN A SENSE OF
HUMOR
Objective of Delegation

To get the job done by someone else.

Not just the simple tasks of reading
instructions and turning a lever, but also
the decision making and changes which
depend upon new information

With delegation, your staff have the

authority to react to situations without
referring back to you
 “Many managers resist
Delegation authority for fear
A job won’t be done well –

Or that it will be done too well”

Centralization Vs Delegation

 Centralization  Delegation
Advantages of Delegation
 Higher efficiency
 Increased motivation
 Develops the skills of your team
 Better distribution of work through the
group
 Makes the manager focus on more
important tasks
 Preparing the “second line”
The Act of Delegation

manager

Assigns tasks Grants authority Creates

commitment
What should The right to Contracting to
Be done use resources Take responsibility
 The Effective Delegator

Knows the value

Of delegation
Ensures staff
Allow subordinates
Are trained
to be seen
as the “experts”

Does not
Has confidence
Feel insecure
In subordinates
To Determine Level of Maturity

Technical
expertise Skills and
And the capabilities
knowledge of doing
Of work work

The motive,
self-confidence
and willingness
to take
responsibilities
 Evaluating Your Activities

Do not complete
•· What tasks am I doing that does them yourself or
not need to be done at all? delegate them

•· What am I doing that can be Delegate these tasks

done by somebody else? to subordinates

Don’t delegate
•· What tasks am I doing that
these, so prioritize
only I can do? them
STEPS TO DELEGATE
 Identify a suitable person for the task

Explain the task clearly.

Leave room for ingenuity / initiative

Grant the necessary authority to

do the job properly

Keep in touch with the person for support and

monitoring progress. Do not get too close

Praise / acknowledge a job well done

Gaining Agreement

Define task to be Discuss with

delegated Selected person

Seek agreement Do not push for

In principle Commitment yet

Offer solutions and

Discuss any
reassurance
reservations

Win acceptance
Push for
From delegate
commitment
 Do’s Don’ts
Which qualities are
Draw up a job profile before required for Assume that anyone will suit
Starting to talk to people the role? the role within the team

Check “on paper” profile Are there any Rely solely on word-of-
Against details of individuals suitable people? mouth recommendations

Favor individuals with What are their Ignore shortfalls in favor of

Wide ranging skills respective key strengths? Particular experience

Give serious consideration Can any weakness Hope weaknesses will be

To any shortcomings be overcome? Overlooked by the team

Note any shortcomings in Will I enjoy working Ignore signs of individual not
Personal skills With this person? Being a team player

Expect them to overcome

Problems “on the job”

Offer the role to the individual Make a final decision

Who brings most overall based on responses to Offer the role to the individual
to the team Who excels at one
the questions above
particular skill
Defining
Satisfaction and Morale

Job Satisfaction
Degree of enjoyment people derive
from performing their jobs

Morale
Overall attitude that employees
have toward their workplace
Recent Trends in Managing
Satisfaction and Morale
 The booming economies of the 1990’s forced
companies to work harder not only to retain
current employees, but also to offer creative
incentives to secure new employees
 Many leading companies came up with
innovative benefits designed to keep
employees happy, boost satisfaction, and
enhance morale
Motivation in the
Workplace

“The Set of Forces that cause

People to Behave in Certain Ways”

“The Inner Strivings that

Initiate a Person’s Actions”
You can easily motivate a machine
by providing maintenance..

.. but it’s rather difficult for a manager

to motivate his subordinates..

..due to the complexity of the process;

What makes it more difficult is

the diversity of the workforce
 Dimensions of Diversity

Skills and
abilities

Primary
Needs dimensions
Person

Secondary Values and

dimensions beliefs
 Needs

Needs Desire to
satisfaction Motivation Satisfy needs

Action
 Self-  Advancement
Actualization  Job Title

Assigning tasks

Esteem
 Assigning responsibilities

Social  Friends at work

Needs  Cooperation

Security  Stability
Needs  Pension Plan

Physiological
 Reasonable salary
Needs
Behavior Theory

The Hawthorne Studies

Tendency for Productivity to increase

when Workers believe they are
receiving special Attention from
Management
Two-factor Theory

 Hygiene factors:
working conditions
 Motivation factors:
recognition for a job well done

according to the two-factor theory, hygiene

factors affect motivation and satisfaction only
if they are absent or fail to meet expectations
HERZBERG THEORY

Conditions that lead to

Employee satisfaction

Conditions that lead to

Employee Dissatisfaction
 Two-factor theory of motivation

Satisfaction
‫رضاء‬ No satisfaction

Motivational Maintenance
factors factors
 Achievement  managers
 Recognition  Working conditions
 The work itself  Interpersonal relations
 Responsibility  Pay & security
 Advancement & growth  Policy & administration

Dissatisfaction
‫عدم رضاء‬ No dissatisfaction
Establishing Basic Needs At Work
Hygiene
Definitions
Factors

Salary and Basic income, fringe benefits,

benefits Bonuses, company car, etc.

Company Rules and regulations, that govern

policy employers and employees

Working Working hours, workplace layout, equipment

provided for the job
conditions
 Establishing Basic Needs At Work
Hygiene
Definitions
Factors
Determined by the rank, authority and
Status relationship to others

Job Degree of confidence regarding

Continuous employment in an organization
security

Supervision The extent of control an employee has over

the content and execution of a job
and autonomy
 Heightening Workplace Motivation
Motivators Why they work
Reaching or exceeding task objectives.
Achievement It is one of the most powerful motivators and
a great source of satisfaction.

Acknowledgement of achievements by
Recognition senior staff helps to enhance self-esteem.
It is viewed as a reward in itself.

A job that provides positive, satisfying

Job Interest pleasure is a great motivational force to
individuals.
 Heightening Workplace Motivation
Motivators Why they work
The opportunity to exercise authority and
Responsibility power demands leadership skills, risk-
taking, decision making and self direction.

Promotion, progress, and rising rewards for

Advancement achievement. The main motivator, however ,
is the feeling that advancement is possible.
MANAGERIAL SKILLS

CONCEPTUAL

HUMAN

TECHNI
CAL
TECHNICAL SKILLS

A persons’ knowledge and ability to make effective use of

any process or technique constitutes his technical skills.
For eg: Engineer, accountant, data entry operator, lawyer,
doctor etc.
HUMAN SKILLS

An individuals’ ability to cooperate with other members of

the organization and work effectively in teams.
For eg: Interpersonal relationships, solving people’s
problem and acceptance of other employees.
CONCEPTUAL SKILLS

Ability of an individual to analyze complex situations and to

rationally process and interpret available information.
For eg: Idea generation and analytical process of
information.
MANAGER’S ROLES

 Interpersonal role
 Informational role
 Decisional role