More challenging Demands for more productivity Workplace is growing more complex Relationships are more complicated The supervisor/manager¶s role is critical

 PRESSURE FOR CREATIVE EFFECTIVENESS        More efficient operations Demands for more productivity Less error Better service Higher employee expectations Adapt quickly to changing technologies Accomplish more with less .

 THE COMPLEX ENVIRONMENT       Influence peers Influence bosses Employees take more responsibilities Adapting to continuous changes Handling new technologies Getting together as a team .

 CHALLENGING RELATIONSHIPS  Masterful at managing relationships  THE CONSTANCY OF CHANGE  Adapt readily to change .

4. . YOUR EXPANDED ROLE  The challenges faced by supervisors/managers require new skills  Traditional skills still important but today¶s challenges require expanded skills.

TRADITIONAL ‡ Build followers ‡ Directs people ‡ Make people understand good ideas ‡ Manage one-on-one ‡ Develop strength within units ‡ Implement directives ‡ Communicate well MODERN ‡ Build initiators ‡ Involve people ‡ Make people generate good ideas ‡ Build teams ‡ Develop strength across units ‡ Initiate new ideas ‡ Create interpersonal relationship .

 Modern supervisors/managers have a more expanded role which must generate collaboration. . involvement & initiative.

5. . KEY MANAGERIAL REQUIREMENTS . .Role of modern manager much broader.Expanded role demands much skills in critical areas.Modern supervisors/managers need the following skills: .

Basic principles . CORE INTERPERSONAL SKILLS  Generating cordial.Giving constructive feedback . collaborative & conducive work environment .i.

ii. MANAGING INDIVIDUAL PERFORMANCE Develop people¶s performance and gain their active involvement & commitment Establishing performance expectations Developing job skills  - .

Clarifying team roles & responsibilities . DEVELOPING TEAM PERFORMANCE  Build collaborative links between people & across functions .iii.Conducting information exchange meetings .

iv. MAKING ORGANISATIONAL IMPACT  Influencing others to make lasting impact Winning support from others .


in a timely manner. Many positions require people who can quickly learn the material necessary to function in the job and grasp new information. In addition. but do require people who can quickly learn the required proficiency rapidly. new job-related information that may vary in complexity. these positions need people who can apply or use the information learned). . (Many organizations do not require individuals to enter a position with a high level of knowledge of competency in an area.ABILITY TO LEARN ‡ Assimilating and applying.

. function to function. and sometimes from country to country.ADAPTABILITY  Maintaining effectiveness in varying environments and with different tasks. They must be able to adjust quickly to their new environments. responsibilities and people. This dimension includes the ability to modify one¶s behaviour to interact effectively with people with various styles and backgrounds). (Many positions require people who can maintain effectiveness during changes. People move from job to job. town to town.

ANALYTICAL (Problem Identification)  Securing relevant information and identifying key issues and relationships from a base of information. Such an individual must have the ability to gather and analyse the facts needed to determine the critical issues relative to problems and the most likely causes of and possible solutions to them). (To be effective in many positions at all levels. identifying cause-effect relationships. . relating and comparing data from different sources. an individual must be able to evaluate situations and identify existing problems or opportunities ± or visualize potential problems or opportunities.

(This common dimension is most common at team member and clerical levels in an organisation. but sometimes exists in staff positions as well). no matter how small. accurately checking processes and tasks.ATTENTION TO DETAIL  Accomplishing tasks through concern for all areas involved. showing concern for all aspects of the job. maintaining watchfulness over a period of time. .

In other situations customer service involves anticipating the customer¶s needs and responding quickly. rather than waiting for the customer to take the first action. and pleasantly). accurately. anticipating customer needs. .CUSTOMER SERVICE ORIENTATION  Making efforts to listen to and understand the customer (both internal and external). (Many positions require people who have a strong customer orientation. giving high priority to customer satisfaction. This involves listening to the customer¶s problems and requests with empathy and being able to make an extra effort to help the customer. In many positions serving the customer requires making proactive efforts to ensure customer satisfaction after the sale.

how it¶s delegated (clarity of the delegation. suggested). information resources. (Many supervisory positions require allocating work to subordinates.DELEGATION  Allocating decision-making and task responsibilities to appropriate-subordinates. . authority. utilising subordinate¶s time skills and potential effectively. Important factors to be considered in making these assignments include what is delegated (responsibility. or data gathering). and the capability of the person receiving the delegation).

and personal circumstances of the individuals. . ³Developers´ either give feedback in a manner that is entirely accepted or lead subordinates into thinking through issues or problem for themselves). current work situations. and motivations. (Many position require people who care about increasing the effectiveness of subordinates by helping them identify development needs.DEVELOPING ORGANIZATIONAL TALENT  Developing subordinates¶ skills and competencies by planning effective development activities related to current and future jobs. interests. designing or locating appropriate development situations.

if a task force is to be created. Key behaviours involve developing self-insight in subordinates and considering employee development implications of all decisions. an effective executive weighs career development opportunities afforded by membership on the task force in addition to elements such as departmental representation and technical knowledge). ³non-developers´ usually create resentment and antagonism through poor feedback methods or through feedback that is perceived by subordinates as inaccurate. (Much more is involved in developing organisation talent than just authorising funds for training activities. .Conversely. For example.

sustaining long work hours.ENERGY  Consistently maintaining a high activity or productivity level. People who go into slumps and are effective only at certain times of the day generally are found to be less successful than people whose energy is consistently high). . (Behaviours particularly important under this dimension involve maintaining high activity levels over an extended period of time without ³downtime´.

knowledge. Follow-up refers to specific tasks or assignments as compared with information gathering).g. (Managers and supervisors usually establish follow-up (e. etc. arrangements were made.FOLLOW-UP  Establishing procedures to monitor the results of delegations. . assignments. or others in the organisation to be sure materials were prepared. and experience of the assigned individual and characteristics of the assignment or project. information was sent. or projects taking into consideration the skills. Specific due dates or follow-up meetings) for delegated assignments.

IMPACT  Creating a good first impression. (Some positions require people who make a favourable first impression. The emphasis is on the ³first impression´ portion of the definition). . commanding attention and respect to growing an air of confidence. this characteristic is strongly desirable when there is little time to build an extensive relationship.

g. peers. and superiors) toward goal achievement. task forces.INDIVIDUAL LEADERSHIP (Influence)  Using appropriate interpersonal styles and methods to guide individuals or groups (subordinates. Generally. but also the means employed to achieve these goals). (Some positions require people who can move others toward goals. The focus is not only on the effect of the appropriate attempts to influence others. . modifying behaviour according to tasks and individual involved. meetings) or with an individual. committees. it is expected that these people be able to adopt a style appropriate to the person or situation. This influence could be required in group situations (e.

take action to monitor and regulate the accomplishment of work. tasks. ³Management By Walking Around (MBWA)´ is another form of information monitoring. Monitoring or regulating devices include observation. . and characteristic of the assignment/project. taking into consideration the skills. Information monitoring applies to all parts of the organisation ± not just to subordinates). and activities. knowledge and experience of the responsible individual.INFORMATION MONITORING  Setting up ongoing procedures for collection and review of information necessary for the management of projects or an organisation. provision for periodic feedback or status reports. and the establishment of ³management by exception system´. (Most position require individuals to recognise the need for.

. (Some positions require people who will go beyond the norm and take action beyond specific explicit job responsibilities.INITIATIVE  Making active attempts to influence events to achieve goals. self.starting rather than accepting passively. The person high in initiative will originate action rather than respond only to the actions of others). taking action to achieve goals beyond what is required.

and organisational norms in conducting internal and external business activities. . ethical. (Most positions demand that people maintain moral and ethical standards on the job).INTEGRITY  Maintaining and promoting social.

and organisational value. Judgement refers to the quality of the decision). understand the pros and cons of each alternative.JUDGEMENT (Problem Solving)  Committing to an action after developing alternative courses of action that are based on logical assumptions and factual information and that take into consideration resources. constraints. . (Many positions require people to make decisions in several areas. Judgement reflects the degree which people use the information they are given or have obtained to develop alternative approaches.

If very good. in the mind of the trainee. it can de-motivate the trainee. it fires a zeal to do better. . If bad.MOTIVATIONAL FIT  The extent to which the intended training has a psychologically positive impact on the trainer.

and knowing when to quit).NEGOTIATION  Effectively exploring alternatives and positions to reach outcomes that gain support and acceptance. Effective negotiation involves more than communication and personal persuasion. deciding on an initial counteroffer. exploring the other¶s needs or position. Further it involves more than a high degree of interpersonal sensitivity and leadership. (It involves a unique combination of behaviours that also can be classified under other dimensions such as planning the session. marshalling arguments in support of one¶s position. avoiding personal attacks. identifying a basis for compromise or new positions and gaining acceptance to them. keeping arguments issue oriented. determining the opponent¶s true ³base offer´. . defining the disagreement. making statement that demonstrate an understanding of the other¶s needs or position.

Most positions require people to speak clearly and concisely. adjusting language or terminology to the characteristics and needs of the audience. .ORAL COMMUNICATION  Expressing ideas effectively in individual and group situations (including non-verbal communication). The focus is on the form of the communication. not the content.

g. state needs and recommendations clearly. The presentations must follow a logical sequence.g. and be targeted to the listener¶s goals and level of understanding. The key is that the person has had time to prepare the presentation).individual sales presentations). (In some positions. business briefings) or individuals (e. develop issues and ideas succinctly.ORAL PRESENTATION  Presenting ideas effectively to individuals/groups (including non-verbal communication) to meet the needs of the audience. . people are required to make prepared presentation before groups (e.

.PHYSICAL HEALTH/ABILITY  Being free of physical constraints for job performance. Some jobs place physical demands on employees. It should be noted that dimensions in this class should be listed if it is possible to change the job requirements to accommodate the handicapped). (The assessment of limitations is assigned to physicians. who have been provided with a clear outline of the requirement ( this dimension is not covered in interviews). job characteristics should be clearly defined in the job analysis.

The means by which a person uses data or arguments and trial closes. . (Persuasiveness is important in many management positions as well as sales work. This dimension differs from Oral Presentation in its emphasis on gaining commitment or acceptance.SALES ABILITY / PERSUASIVENESS  Using appropriate interpersonal styles and communication methods to gain acceptance of an idea. and applies other selling techniques would be considered here). activity or product from prospects and clientele. plan.

usually is practiced by those who must translate the vision in action. reinforcements and systems. on the other hand. a strategic leader fills in the details and makes things happen). individual and group goals. Strategic Leadership.STRATEGIC LEADERSHIP  Creating and achieving a desired future state (vision) through influence on organisation values. . (Visionary leadership usually is practices by the head of a major area of operations. A visionary leaders paints in broad strokes.

cooperation. Through self-management. taking actions that respect the needs and contributions of others. functions as a team member or facilitator rather than a superior). members of a team work together to reach joint decisions without regard to individual interest or egos.TEAMWORK/COOPERATION  Working effectively with team/work group or those outside formal line of authority (e.senior managers) to accomplish organsational goals. .g. and the free flow of information. (Effective team members coordinate their effort to achieve group objectives. All members have the responsibility of contributing to the team effort and encouraging others to participate. if present. contributing to and accepting the consensus. peers. The supervisor or manager.

TECHNICAL/PROFESSIONAL KNOWLEDGE  Having achieved a satisfactory level of technical and professional skills/knowledge in job-related areas. understand the basic physiology of the human body. electrician.g. . journeyman. Organisations often need to select or promote people with specific knowledge and skills (e. experience with a certain programming language. keeping abreast of current developments and trends in area of expertise. or understanding corporate tax laws). training. experience.

(Some position require people who. keep trying to achieve their goals. Tenacity is quantitative and refers to the frequency of attempts. .TENACITY  Staying with a position or plan of action until the desired objective is achieved or is no longer reasonably attainable. not the quality of attempts). although encountering obstacles.

(Stress can result from time pressure. opposition to ideas. job ambiguity.TOLERANCE FOR STRESS  Maintaining stable performance under pressure and/or opposition e.g. If one or more of these sources of stress is normally part of the job. group pressure. and task difficulty. . relieving stress in a manner that is acceptable to the person and the organisation. time pressure. tolerance for the specific stress is important).

7. SOME MANAGERIAL COMPETENCIES Analytical skills Strategic leadership Teamwork/cooperation Customer service orientation Developing organisational talent Initiative Integrity Judgment Motivation .