Faculty Seminar Series

Dr Naresh Patel
(BE, MBA, Ph D, FDP–IIM-A)
Head
Centre for Management Studies
Dharmsinh Desai University
1
Nadiad – 387001 Dist. Kheda – Gujarat - India
HOW TO RELAX AND ENJOY
YOUR MANAGERIAL
POSITION AND STILL BE
PRODUCTIVE

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 AIM

To apprise the house about basic

managerial tactics to make one’s job easy,

joyful and productive

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 SEQUENCE
 Introduction
 Stress management
 Time Management
 Command and Leadership
 Delegating Skills
 Conclusion
 Q&A 4
INTRODUCTION

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 STRESS
MANAGEMENT

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 STRESS

Stress is defined as “a person’s

adaptive response to a stimulus, that

places excessive psychological or

physical demands on that person.”

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 TYPES OF STRESS

• Good Stress

• Bad Stress

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STRESS AND PRODUCTIVITY/ EFFICIENCY

OPTIMUM
P LEVEL
E
R
F
O
R
M
A
N
C
E

O LEVEL OF STRESS 9
 CAUSES OF STRESS

 Organizational Stressors. These include

factors in the workplace that can cause stress.

 Life Stressors. These include factors or

events that take place outside the organisation.

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 STRESS MANAGEMENT

 Individual Coping Strategies

 Organizational Coping Strategies

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 INDIVIDUAL COPING
STRATEGIES
 Exercise
 Don’t panic
 Don’t be angry
 Say your prayers & meditate
 Keep your aspirations realistic
 Clarify your role in the organization
 Be patient
 Make friends
 Smile 12
 ORGANIZATIONAL COPING
STRATEGIES
 Job analysis
 Work schedules
 Participation
 Mix of work and non-work activities
 Keep personnel well-informed of their
‘standing’ in the organization
 Adopt open-door policy
 Consistent policies
 Family-like atmosphere
 Helping 13
 TIME
MANAGEMENT

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Don’t try to manage the clock;
Learn instead to manage
yourself

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 TIME MANAGEMENT TOOLS

 Decide work priorities.

 Prepare activity logs.
 Make action plans and act on your plans.
 Make “things to do” list.
 Schedule your time effectively.
 Do it now. 16
TIME AND MOTION STUDY

Time can be best managed when the

leader can see how much of it is spent

productively and how much is actually

wasted.
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 OUT COMES OF TIME AND
MOTION STUDY
Internal Time Wasters: -
 Putting things off to do them tomorrow
 Long tea breaks
 Socialising
 Misplaced items
 Poor organisation of one’s work and work place
 Lack of self-discipline 18
 OUT COMES OF TIME AND
MOTION STUDY
External Time Wasters: -
 Meetings
 Briefings
 Too much mail and lengthy correspondence.
 Visitors
 Phone calls
 Pet projects of the senior officer. 19
DELEGATING
SKILLS

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 DELEGATING SKILLS
Definition
 Delegating has been defined as “getting
work done through others.”
Importance for managers
 As people move up the corporate ladder,
they must learn to delegate jobs requiring
technical skills to their subordinates, to give
them more time to learn Human and
Conceptual Skills. 21
TO WHOM CAN WE DELEGATE?

Upwards

Sideways Manager Sideways

(Consultants)

Downwards

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 THE DELEGATION PROCESS
Manager

Step 1: Step 2:
Step 2: Granting
Assigning
Creating Accountability Authority
Responsibility

Subordinate

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 PERSONAL OBSTACLES IN
DELEGATION

• What to delegate

• You are Supposed to know everything

• Feel nervous about job

• Feeling yourself more competent 24

 DELEGATION PITFALLS

 Always delegating to the most capable

 Delegating directly to your subordinate’s staff

 Failing to delegate the tasks you enjoy doing

but which others could do

 Delegating tasks which you should do but

which you don’t like
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KEY STEPS OF DELEGATION
 Task identification
 Right person
 Explanation
 Specify standards
 Deadline
 Reporting method
 Encourage questions
 Unscheduled status checks
 Praise/ Suggest improvements 26
 DECIDING TO DELEGATE

 Must do, can’t delegate

 Should do, could delegate

 Could do myself, should delegate

 Must delegate
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 DELEGATION IN PRACTICE

What to Delegate
 Routine and minor tasks
 Task that other team member can do as well
 Task that will develop the skill and knowledge of
team and provide challenge
What not to Delegate
 Tasks that are outside the competency of the team
 Matters that need your responsibility / experience
 Responsibility to build and maintain team
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 TRUST

“The only way to inculcate trust is to trust

people, and the surest way to make

someone untrustworthy is to distrust him.

You can’t hide trust or distrust.”

Anonymous
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 THE SPIRAL OF TRUST
By Trusting

And Leads to: You Encourage

Confirmation of Trust • Participation

• Consensus
• Confidence
It results in
• Accomplishment
• Pride Your Subordinate shows
• Communication • Initiative
• Dedication
• Openness 30
 DUMPING
 Abdicating your own responsibility
 Surrendering your controlling influence
 Ignoring current workloads and deadlines
 Not listening to your staff
 I had to learn a hard way, so can they
 If I have to explain everything I might as
well do it myself in the first place 31
 COMMAND
AND
LEADERSHIP

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 LEADERSHIP

Leadership is "the process of

encouraging and helping others to

work willingly and enthusiastically

toward common objectives." 33

 LEADERSHIP STYLES

 Autocratic

 Democratic

 Laissez-faire

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 HERSEY & BLANCHARD'S
SITUATIONAL LEADERSHIP

Major Dimensions of a Leader's Concern

 Task Behaviour

 Relationship Behaviour

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TIPS TO BECOME GOOD LEADER
 Thinking Positively
 Avoid Negative Self -Talk
 Prevent Arrogant and Boasting
 Negotiate Successfully
 Take Better Decisions
 Act Ethically
 Communicating Effectively
 Building Relationship
 Motivating Others
 Increase the Self-Esteem of Others
 Hold others Accountable 36
CONCLUSION

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THANK YOU

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Q&A

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