Welcome

‫مرحبا‬ ً
Basic Management
Skills
By: Khaled A. Anter
Ground Rules

• Timing is everything ( 9 am – 2 pm )
• Breaks at 10:30am – 12:30pm.
• Phones silent plz.
• No politics, religions or sports debates
• Feel free to share
• Relax & have fun
Who are you?
&
Why are you here?
Course objectives

• The management process

• An introduction to the management process:
components of the management functions.
• Functions and responsibilities of supervisors
• Vertical and horizontal relationships
• Skills needed for successful management:
• Technical skills
• Behavioral skills
• Conceptual skills
Where do you think
we are?
 “A class of semi-skilled corporate
hirelings whose rise within the
organization correlates directly with the
amount of work they delegate to their
more talented underlings.”
Rick Bayan (1997 )
The Cynic’s dictionary
 "...the remarkable thing about management
is that a manager can go on for years making
mistakes that nobody is aware of, which
means that management can be a kind of a
con job.”
Quoted in "The Wit and Wisdom of Grace
Hopper" by Philip Schieber
What is Management ?

• Management in all business and organizational activities is the act of

getting people together to accomplish desired goals and objectives
using available resources efficiently and effectively.
What is Management ?

• A human action, including design, to facilitate the production of

useful outcomes from a system. (system approach)
• This view opens the opportunity to 'manage' oneself, a pre-requisite
to attempting to manage others.
 “The basic task of a
management is twofold:
marketing and innovation”
Peter Drucker (1909–2005)
Modern definition

• As a discipline, management comprises the interlocking functions of

formulating corporate policy and organizing, planning, controlling,
and directing the firm's resources to achieve the policy's objectives
History of management

• The verb manage comes from the Italian maneggiare (to handle —
especially tools), which in turn derives from the Latin manus (hand).
The French word mesnagement (later ménagement) influenced the
development in meaning of the English word management in the
17th and 18th centuries
Management Gurus
Henri Fayol (1841–1925)

• Considers management to
consist of six
functions:forecasting,
planning, organizing,
commanding, coordinating,
and controlling.
• He was one of the most
influential contributors to
modern concepts of
management.
Mary Parker Follett (1868–1933)
• Defined management as
"the art of getting things
done through people".
She described
management as
philosophy No photo
• “Management is what
managers do"
Early writings about
management
Sun Tzu's The Art of War

• Written by Chinese general Sun Tzu in the 6th century BC, The Art of
War is a military strategy book that, for managerial purposes,
recommends being aware of and acting on strengths and weaknesses
of both a manager's organization and a foe's
Chanakya's Arth-ash-astra

• Chanakya wrote the Arthashastra around 300BC in which various

strategies, techniques and management theories were written which
gives an account on the management of empires, economy and
family. The work is often compared to the later works of Machiavelli
Niccolò Machiavelli's The Prince
• Believing that people were motivated by self-interest, Niccolò
Machiavelli wrote The Prince in 1513 as advice for the city of
Florence, Italy. Machiavelli recommended that leaders use fear—but
not hatred—to maintain control.
Adam Smith's The Wealth of Nations
• Aims for efficient organization of work through Specialization of
labor. Smith described how changes in processes could boost
productivity in the manufacture of pins. While individuals could
produce 200 pins per day, Smith analyzed the steps involved in
manufacture and, with 10 specialists, enabled production of 48,000
pins per day.
& Others

• John Stuart Mill (1806–1873)

• Eli Whitney (1765–1825)
• James Watt (1736–1819)
• Alfred Marshall (1842–1924)
• Léon Walras (1834–1910)
• Frederick W. Taylor (1856 –1915)
• Peter Drucker (1909–2005)
Business management

• Human resource management

• Operations management or production management
• Strategic management
• Marketing management
• Financial management
• Information technology management
Management in 21st century

• Public administration
• Educational management
• Non-profit management
• Workplace democracy
• Personality disorders
 The Big Question…
Is Management
Art or Science ?
Basic functions of
management
The Basic functions

Management operates through various functions,

often classified as:
• Planning
• Organizing
• Staffing
• Leading
• Directing
• Controlling
• Monitoring
• Motivation
Planning

• Deciding what needs to happen in the future (today, next week, next
month, next year, over the next 5 years, etc.) and generating plans for
action.
Organizing

• (Implementation) making optimum use of the resources required to

enable the successful carrying out of plans.
Staffing

• Job Analyzing, recruitment, and hiring individuals for appropriate

jobs.
Leading/Directing

• Determining what needs to be done in a situation and getting people

to do it.
Controlling/Monitoring

• Checking progress against plans.

Motivation

• Motivation is also a kind of basic function of management, because

without motivation, employees cannot work effectively.
• If motivation doesn't take place in an organization, then employees
may not contribute to the other functions (which are usually set by
top level management)
Basic roles of a Manager
Basic roles of a Manager

• Interpersonal: roles that involve coordination and interaction with

employees.
• Informational: roles that involve handling, sharing, and analyzing
information.
• Decisional: roles that require decision-making
Management skills
Management skills
• Technical: used for specialized knowledge required
for work.
• Political: used to build a power base and establish
connections.
• Conceptual: used to analyze complex situations.
• Interpersonal: used to communicate, motivate,
mentor and delegate.
• Diagnostic: ability to visualise most appropriate
response to a situation
Formation of the Business
Plan
Formation of the Business Plan

• The mission of the business is the most obvious purpose—which

may be, for example, to make soap
• The vision of the business reflects its aspirations and specifies its
intended direction or future destination
• The objectives of the business refers to the ends or activity at which
a certain task is aimed
Formation of the business strategy

• The business's strategy is a guide that specifies rules, regulations and

objectives, and may be used in the managers' decision-making. It
must be flexible and easily interpreted and understood by all
employees.
Formation of the business strategy

• The business's strategy refers to the coordinated

plan of action that it is going to take, as well as the
resources that it will use, to realize its vision and
long-term objectives.
• It is a guideline/roadmap to managers, specifying
how they ought to allocate and utilize the factors of
production to the business's advantage. Initially, it
could help the managers decide on what type of
business they want to form
Implementation of policies and
strategies
• All policies and strategies must be discussed with all managerial
personnel and staff
• Managers must understand where and how they can implement
their policies and strategies
• A plan of action must be devised for each department
Implementation of policies and
strategies
• Policies and strategies must be reviewed regularly
• Contingency plans must be devised in case the environment changes
• Assessments of progress ought to be carried out regularly by top-
level managers
Implementation of policies and
strategies
• A good environment and team spirit is required within the business
• The missions, objectives, strengths and weaknesses of each
department must be analyzed to determine their roles in achieving
the business's mission.
• The forecasting method develops a reliable picture of the business's
future environment
Implementation of policies and
strategies
• A planning unit must be created to ensure that all plans are
consistent and that policies and strategies are aimed at achieving the
same mission and objectives
Policies and strategies in the
planning process
Policies and strategies in the planning
process
• They give mid- and lower-level managers a good idea of the future
plans for each department in an organization
• A framework is created whereby plans and decisions are made
• Mid- and lower-level management may add their own plans to the
business's strategic ones
Levels of management
Levels of management

• levels of managers are classified in a hierarchy of importance and

authority, and are also arranged by the different types of
management tasks that each role does.
Levels of management

• In many organizations, the number of managers in every level

resembles a pyramid, in which the first-level has many more
managers than middle-level and top-level managers, respectively.
• Each management level is explained below in specifications of their
different responsibilities and likely job titles
Top-Level Managers

• Typically consist of Board of Directors, President, Vice President,

Chief Executive Officers, etc.
• These individuals are mainly responsible for controlling and
overseeing all the departments in the organization.
Top-Level Managers

• They develop goals, strategic plans, and policies for the company, as
well as make many decisions on the direction of the business.
• In addition, top-level managers play a significant role in the
mobilization of outside resources and are for the most part
responsible for the shareholders and general public. (think of SCM ?)
Top-Level Managers

• According to Lawrence S. Kleiman, the following skills are needed at

the top managerial level:
“Broadening their understanding of how factors such as competition,
world economies, politics, and social trends influence the
effectiveness of the organization”.
Middle-Level Managers

• Typically consist of General Managers, Branch Managers,

Department Managers, etc.
• These individuals are mainly responsible to the top management for
the functioning of their department.
Middle-Level Managers

• They devote more time to organizational and

directional functions.
• Their roles can be emphasized as executing plans of
the organization in conformance with the company's
policies and the objectives of the top management,
• They define and discuss information and policies
from top management to lower management, and
most importantly they inspire and provide guidance
to lower level managers towards better performance.
Middle-Level Managers

1. Designing and implementing effective group and

intergroup work and information systems.
2. Defining and monitoring group-level
performance indicators (GPIs).
3. Diagnosing and resolving problems within and
among work groups.
4. Designing and implementing reward systems
that support cooperative behavior. (think of HRM
?)
First-Level Managers

• Typically consist of Supervisors, Section Officers, Foreman, etc.

First-Level Managers

• These individuals focus more on the controlling

and direction of management functions. For
instance, they assign tasks and jobs to employees,
guide and supervise employees on day-to-day
activities, look after the quantity and quality of the
production of the company, make
recommendations, suggestions, and communicate
employee problems to the higher level above, etc.
First-Level Managers

• In this level, managers are the "image builders" of the company

considering they are the only ones who have direct contact with
employees
First-Level Managers

1. Basic supervision.
2. Motivation.
3. Career planning.
4. Performance feedback
The Tool Box
The Tool Box

• Personal skills development

• Communicating successfully
• Creating successful solutions
• Empowering workgroup
• Building Great team
Interpersonal Role
Group leader

• The group leader takes the initiative and generates

action. As a group leader, your role involves:
• Being responsible for managing a group of people.
• Resolving problems within your group.
• Deciding and agreeing on courses of action for your
group.
• You need to connect, stay in contact with, and be
highly visible to everyone on your team and in your
organization.
Mediator

• The mediator role involves communicating with other individuals and

groups on behalf of your group. This role does not usually involve
mediating between members of the same team. There are different
situations in which the mediator role can come into play. Perhaps
your team is in a dispute with another team in the company. As
mediator, you could help to resolve this dispute.
Performance evaluator

• The performance evaluator role involves discussing

individual performance with subordinates on a
regular and planned basis. As a good performance
evaluator, you:
• Ensure that everyone on the team is subject to
evaluation.
• Clarify job descriptions.
• Include and follow up on objectives for the current
year
Trainer

• The trainer role means developing and

implementing training programs and processes. As a
trainer, you implement training programs to
develop team members. A good trainer:
• Selects and uses appropriate learning methods.
• Defines specific learning objectives.
• Maintains a positive learning climate to keep
learners motivated.
• Encourages maximum team interaction and
involvement
Decisional Roles
Disturbance handler

• The disturbance handler role deals with conflicts

within the team. In your role as disturbance
handler, you respond to and cope with conflicts and
discipline problems. Disturbances can arise from
staff disagreements,
• Resources, threats, mistakes, or unexpected
consequences. Being a disturbance handler means
stepping in to calm matters, evaluating the
situation, supporting the people involved, and
buying time, if necessary
Delegator

• The delegator role involves allocating tasks to team members. The

delegator role involves deciding what tasks individuals do in your
team. Effective delegation can provide:
• Better time management.
• Valuable staff development.
• Cost efficiency.
• Team responsibility and competence
Negotiator

• The negotiator role involves conferring with others in order to reach

an agreement. Being a negotiator means bargaining with individuals
both within and outside your team. Those outside the team may
include other teams inside the company or outside of the
organization. In a successful negotiation, everyone wins. The
objective should be agreement, not victory
Informational Roles
Information seeker

• The information seeking role is about gathering

information. As the information seeker, you obtain
information from the team and other parts of the
organization. You do this to evaluate performance
and identify where improvements can be made.
This role is about building and using an intelligence
system. As a manager, you can maintain this
information system by building contacts. You also
need to train staff to provide you with information
they collect.
Information sharer

• The information sharing role involves distributing the information

received. Your job as information sharer means you distribute
information both within the team and throughout the organization.
This information can consist of values, preferences, changes,
problems, and opportunities. On the basis of this information, you
can make decisions
 Innovator
• The innovator role allows for the development of
ideas. Being an innovator means developing and
assisting in the implementation of ideas. As a
manager, you need to encourage your staff to put
forward their ideas and suggestions. This can be
achieved by:
• Inviting your team to tell you about their ideas at any
time.
• Listening without comment, criticism, or evaluation.
• Accepting and acting on appropriate ideas and
solutions
Spokesperson

• The spokesperson role is about representing the team. This role

involves:
• You representing the organization to other organizations and the
outside world.
• This representation could involve communicating with customers and
suppliers of the organization
 Personal Skills
Development
Key Development Areas
Sample Areas of Development
Sample Areas of Development

Changing and updating your attitude, knowledge, and skills are at

the heart of personal skills development.
• Attitude refers to how you feel about your job and your relationship
with others. It involves the willingness to acquire new skills and a
genuine interest in keeping up to date, such that you may provide
enlightened leadership for your team.
Sample Areas of Development

• Knowledge refers to what you need to know in

order to perform your job effectively.
• Being knowledgeable means having up-to-date
information in your department and having
sufficient knowledge to make informed decisions.
• Skills refers to what you need to be able to do in
order to be more effective. These might include
team-building, negotiation and conflict resolution,
computer skills, and sales skills
Managing Your Development

• In addition to updating your knowledge, attitude,

and skills, you must also systematically manage
your own development. To achieve this, it is
recommended that you:
• Note where your strengths and weaknesses lie.
The objective of this exercise is to locate the areas
in which you need to improve and to draw up a plan
to do so. When you do this, you need to be
objective and honest with yourself about the
attitudes, skills, and knowledge that you lack.
Managing Your Development

• Decide on what you want to achieve by

establishing your objectives. You can do this by
setting the level of competence you aim to achieve
within a specified time period.
• Look for opportunities to improve your skills, such
as courses, tasks, or discussions with colleagues. Try
to create and use available opportunities to further
your development.
Managing Your Development

• Keep track of how you are progressing to ensure that the

development is taking effect.
• You can do this in a number of ways, including keeping a progress
chart, monitoring your own performance by using measurable
targets and goals, and holding feedback sessions with staff members
Managing Your Development

Some of the resources you can use include:

• Your own experience – Use your own experience of tackling
problems and dealing with situations in the normal course of your
work.
• Observations – Observing the actions of other managers and
developing models of good practice also help.
Managing Your Development

• Discussions – Talk with other managers and non-

managers to discover their views and test out your
own ideas.
• Research – Reading books on management or
researching on the Internet can yield good results.
• Courses and seminars – Attending training courses,
taking online courses, and participating in
management development programs are good for
ideas
Communicating
Successfully
Communicating Successfully

• In this lesson, you will discover how to detect silent

messages through body language and other means
of nonverbal communication. You will also bolster
your listening skills through active listening. You will:
• Discover the key principles of nonverbal
communication.
• Examine the concept of active listening.
• Discover how to express your needs assertively.
“Speak Without Talking”
The communication process
Communication Channels

• Words, which relate to the verbal form of communication.

• Tone, which also relates to the verbal form of communication.
• Expressions, which relate to the nonverbal form of communication.
Breakdown of a typical message
Body language

• Carries More Weight Than Words

• Reinforces Your Message
• Can Reveal Weakness in a Message
• Creates Rapport
Nonverbal Signals of the Body
1. Body Contact

1. The extent to which you touch or allow yourself to be touched

2. The amount of distance or space you maintain with people
2. Orientation
Various methods of physical
orientation
• Evidence suggests that when people sit side by side
they tend to work together as equal partners. They
are cooperative. However, if they sit too closely,
one or the other will feel threatened.
• When you sit face to face with someone, across
some distance or a desk, the atmosphere can be
more competitive or confrontational.
• Sitting at 90 degrees to each other is a useful
orientation to maintain. It produces a friendly,
collaborative atmosphere with some degree of
formality.
3. Posture
Posture

• Your posture is an underestimated but powerful way of

communicating.
• You have a range of postures that you use in different situations.
• To some extent, your posture can reflect your past.
• Just by examining someone’s posture, you can often tell if they are
confident or shy, aggressive or submissive, happy or sad.
“Depending on how you carry
yourself, you can give others a
particular impression without
saying a word.”
Interested

• Leaning forward, especially when sitting down, usually indicates a

positive attitude toward the other person involved in the
communication process. It indicates interest in the other person and
subject matter
Controlling

• Standing upright with chin held up indicates an intention to control

an inter- action. If you stand up in a relaxed posture, you come across
as confident.
Relaxed

• Leaning back with hands behind your head can have different
meanings, depending on the context. In an established relationship,
it can indicate a relaxed mode; in a new relationship, it can be
interpreted as a desire for control or power.
Resistant

• Standing or sitting with your arms crossed in front of you indicates a

nega- tive attitude. It can express resistance to what is being said,
and can sometimes create a barrier
Dominating

• Standing with your hands on your hips indicates that you are
condescending or domineering.
Nervous

• Putting your hands in your pocket indicates that you are nervous or
timid. It can also result in ringing any change or keys that might be
there
4. Gestures
Gestures

• Gestures also help you to improve your communication.

• Gestures are probably the most obvious dimensions of body
language.
• As you speak, you generally tend to talk with your hands.
• You also use gestures to reinforce your verbal message.
“the gestures you make can give
a silent message to your
audience.”
Reflective

• When you stroke your chin, you indicate that you are reflecting on
what the other person has just said.
Suspicious

• When you rub your eyes or raise an eyebrow, you are indicating that
you are suspicious of the other person or what he has said.
Openness

• When you gesture with open hands, you are indicating that you are
involved in the conversation, open to the other person and
confident.
Accusing

• Pointing your finger at someone makes you look accusatory. You can
also be warning someone about doing something wrong.
Bored

• When you doodle or fidget, you are showing that you are bored and
not listening.
Indifferent

• If you shrug your shoulders when someone is talking to you, you are
indicating to her that you do not care.
5. Appearance
Appearance
• Your appearance is an element of your body language that you can
completely control. Think for a moment about how you could use
your appearance to suit a particular occasion and communicate the
right impression.
• Often different departments and positions require different
appearances
Nonverbal Signals of the Head
Nonverbal Signals of the Head
• Head Movements
• Facial Expressions
• Eyes (the window)
Paralanguage
Paralanguage
• While language consists of the words used when delivering a
message to someone, paralanguage is the way your voice varies
when you speak rather than the words you use.
• For example, variations of tone, speed of delivery, voice level, and
pitch can give you clues as to how someone is feeling.
 Example
“Oh, John would never steal from your desk,”

“Oh, John would never steal from your desk,”

“Oh, John would never steal from your desk”

Manage Better By Listening
Active Listening
Active Listening
• Listening is often confused with hearing. Listening involves hearing,
but it also involves interpreting what we hear.
• People have a tendency to hear only what they want to hear. This is
especially true in the workplace. The ability to listen can be restricted
by a phenomenon known as selective listening
Active Listening
• Active listening involves two interrelated processes:
1. Interpreting the meaning of the message received.
2. Checking the interpretation of the message. An active listener
can absorb more information and have a better rapport with the
speaker. Both of these are vital for good communication.
Elements of the active listening process
Elements of the active listening process
• Words
• Listen before responding
• Tone of voice
• Maintain eye contact
• Be positive (smiling/nodding/alert posture)
• Ask questions
• Don’t judge
• Avoid distractions
• Watch the speaker’s body language
• Context
• Paraphrasing
Assert to Achieve
Assert to Achieve

• Sometimes it is necessary for you to communicate

your needs to others as well.
• The manner in which you do this will have a great
impact on the response that you receive.
• A sensitive communicator will opt to be relatively
more submissive or aggressive depending on
circumstances, but will generally strive to be
assertive, avoiding either extreme
Submissive Behavior

• Speaking in a hesitant, quiet voice that trails off at the end

• Avoiding eye contact
• Moving around nervously
• Wringing hands or hunching shoulders
• Crossing arms in a defensive manner
Aggressive Behavior

• Harsh, loud voice

• Rapid speech
• Uses eyes to stare down others
• Jaw firmly set
• Finger-wagging, table-thumping gestures
Assertive Behavior

• Steady, medium-pitched voice

• Even-pace of speaking
• Steady eye that does not seek to dominate or intimidate
• Open facial expression and relaxed body posture
Benefits of Assertiveness

• Ensure Recognition
• Increase Self-esteem
• Improve Accountability
• Save Time and Energy
Creating Successful
Solutions
Creating Successful Solutions

• Problems can be categorized by the required actions to be taken for

them:
• Do nothing.
• Observe them.
• Contain them.
• Solve them.
The brain

• Right side of the brain: • Left side of the brain:

• Imagination • Logic
• Concepts • Reasoning
• Color • Criticism
• Shapes • Evaluation
• Images • Analysis
• Rhythm • Mathematics
The Word Association technique

• The aim of the exercise is to solve a problem in an

illogical way, by making forced associations with
totally unrelated words
Brainstorming

1. Suspend criticism
2. Reduce inhibitions
3. Encourage wild ideas
4. Avoid evaluation
5. Generate lots of ideas
6. Have fun sessions
Empowering Your
Workgroup
Empowering Your
Workgroup
• The benefits and process of delegating
• The key concepts of development coaching.
• Performance by using the PERFORM model
Successful Delegation

• Think ahead – Try to delegate in advance.

• Consult your team – Decide with your staff what you want to
delegate.
• Take time – You and your team have to learn what the task
involves.
• Delegate good and bad tasks – Delegate a mix of both
interesting tasks and monotonous ones.
• Delegate whole tasks – Delegate a whole task rather than a
small section of a task.
• Specify expected outcomes – Determine what you want from
the task.
• Trust after delegation – Let your team members get on with a
task once you have del- egated it
Development Coaching Concepts

• To encourage performance.
• To train on the job.
• To stretch individuals.
• To customize tasks.
The PERFORM model

consists of the first letter of seven“

”factors related to work performance
Cultivating Great Teams
Team Development
Effective Team Characteristics

• Good leadership
• Innovation encouragement
• Recognition for individuals
• Clear objectives
• Opportunities for participation
• Support and trust
• Constructive conflict
• Team working well
• Accepting change
• Tolerating mistakes
TEAMWORKING

• Tenacious
• Energetic
• Action-centered
• Managed
• Willing
• Obsessive
• Results-oriented
• Keen
• Innovative
• Nurturing
• Genuinely tolerant
The Toyota Way
The Toyota Way

• Challenge, Kaizen (improvement), Genchi Genbutsu (go and see),

Respect, and Teamwork
 1. Base your management
decisions on a long-term
philosophy, even at the expense
of short-term goals
2. Create continuous process flow
to bring problems to the surface
3. Use "pull" systems to
avoid overproduction
4. Level out the workload
5. Build a culture of stopping to
fix problems, to get quality right
the first time
6. Standardized tasks are the
foundation for continuous
improvement and employee
empowerment
7. Use visual control so no
problems are hidden
8. Use only reliable, thoroughly
tested technology that serves
your people and processes
9. Grow leaders who thoroughly
understand the work, live the
philosophy, and teach it to others
10. Develop exceptional people
and teams who follow your
company’s philosophy
 11. Respect your extended
network of partners and
suppliers by challenging them
and helping them improve
12. Go and see for yourself to
thoroughly understand the
situation (genchi genbutsu)
13. Make decisions slowly by
consensus, thoroughly
considering all options;
implement decisions rapidly
 14. Become a learning
organization through relentless
reflection and continuous
improvement
 Last words
“The ideal manager is still a myth, but that doesn’t mean it can’t be
you”.
remember
Thank you
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