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Russi Modi , inspite of not being a formally trained Human Resource Manager , could control a howling mob wanting to vent out their grievances, achieved record production in a plant functioning below capacity and handled grievances most effectively without the aid of outside agencies.
Ever wondered how ?......
Through Behavioral Management
He did not use authority but enlightened leadership, compassion and empathy for other human beings, empathy, a patient listening ear and a soothing human touch.
MANAGEMENT SIMPLY MEANS….
Manage / Men / T(actfully)
•Behaviour is anything a person or animal does that can be observed in some way.
•It means more that just bodily movements. Behavior includes feelings, attitudes, thoughts and other mental processes.
•Behavior is essentially goal oriented. Our behavior is generally motivated by a desire to attain some goal.
• The basic unit of behaviour is an activity. All behaviour is a series of activities. • To predict behaviour, managers must know which motives or needs of people evoke a certain action at a particular time
WHY BEHAVIOR TRAINING ?
• Human resource – most important asset of any organization. • Machines can be rectified and put to use by mere technical skills & expertise but it is not so with manforce. It requires lot of motivational skills, great communication skills, repeated hammering , leadership , involvement, ownership & periodic feedback by workforce to put them to use beneficially. • A manager may be a brilliant engineer, a go-getter , yet he could be a self centered, rudely unconcerned, and alarmingly removed from the expectations which his subordinates have from him. Such a person will forever have subordinates under him and never f ollowers.
SOME INTERESTING QUOTATIONS…..
“People ask the difference between a leader and a boss. The leader works in the open, and the boss in covert. The leader leads, and the boss drives. ” Theodore Roosevelt
“Lead and inspire people. Don’t try to manage and manipulate people. Inventories can be managed but people must be lead.” Ross Perot So…in order to be an effective leader , a manager should be
How Behavioral Training helps managers?
• Expands knowledge base of managers • It will allow them to empower employees… …and unleash their potential! • Signiﬁcant improvements in job satisfaction, self-esteem, psychological well-being and general productivity in the organisation • Makes organisational culture conducive to growth
Managers would be able to understand why employees act as they do and develop persuasion strategies that motivate them to being more productive on their jobs. They would be able to work together more cooperatively. That cooperation also would result in higher productivity
CONDUCTING BEHAVOURAL TRAINING
• Pre training Survey Questionnaire- 15 days before training. • Execution of training • Post training Survey Questionnaire- 2-3 months after training • Psychometric tests- to gain an insight into learner’s requirements
BEHAVIOURAL DIMMENSION TRAINING
• • • • • • • • • • • It encompasses: Interpersonal skills Communication & listening skills Personality Development Motivation Leadership Qualities Stress management Time Management Conflict resolution Negotiation Team building exercises
1. Studies reveal 90% executive failures occur due to interpersonal competencies – factors such as leading teams, positive work environment, retaining staff and inspiring trust. Positive social relationships also associated with lower stress at work and lower intentions to quit build better work relationships & make the workplace more pleasant makes it easier to hire and keep qualified people acquiring a sense of belonging
• Assessing ability to deal with people • Group interactive skills / FGDs (Focused Group Discussions) • Assessing interaction with others :Making requests, giving advise, disagreeing • build their own relationship networks
Personality Development – TRAINING TECHNIQUES
• What is personality? • Determinants • Know your personality- Keirsey’s temperament sorter test • Positive thinking • How to build positive self esteem
WHY LEADERSHIP SKILLS ?......
• Leaders who encourage associates to bring t heir hearts to work will succeed in the new millenium • Leaders need to realize that a work environ ment that ignores feelings of employees ,inevitably distance them from the organization, making them leave their geniuses and passion at home.
• Concentrate on individuals, one at a time and. A leader should believe in the value of attention • Appreciate and support what employees want from their jobs and their lives • Understand and include cultural norms and values of employees as part of his/her leadership style • Create the new and more rational goal of building an organization that can render the weaknesses harmless while building on the strengths • appreciate their psychological needs
LEADERSHIP TECHNIQUES- TRAINING TECHNIQUES
• • • • • Leaders vs Followers Leaders vs Managers Test your leadership potential Problem solving Assertiveness & Leadership
MANAGERIAL & SUPERVISORY SKILLSTRAINING TECHNIQUES
• • • • How to delegate How to coach How to counsel Fundamentals of supervision
Motivation is essential to the operation of organizations, no matter how much technology and equipment an organization has. These things cannot be put to use until they are effectively used by people who are motivated.
WHY TRAINING ON MOTIVATION?
All managers have a duty to motivate their teams. Motivated people take more pride in their jobs and work better. But many managers do not know how to motivate their staff.
The manager, therefore, must judge the relevance of these different theories, how best to draw upon them and how they might effectively be applied in particular work situations. The manager should be aware of at least the main theories of motivation
Maslow’s Theory of Motivation
(Hierarchy of Needs Theory)
Self-Actualisation needs (Realising one’s Full Potential as a Productive Creative Person) Esteem Needs (Self-Esteem, Esteem from Others) Belongingness and Love Needs (Acceptance, Friendship) Safety Needs Security Needs Physiological Needs (Food, Water, Air, Sleep)
Herzberg’s Two Factor Theory
High Negative Feelings Neutral High Positive Feelings
employee stress is an increasing problem in organisations
• Economic uncertainty • Political uncertainty • Technological uncertainty • • • •
Perception Job experience Social support Belief in locus of control • Hostility
• Headaches • High blood pressure • Heart disease
• • • • • • Task demands Role demands Interpersonal demands Organisational structure Organisational leadership Organisation’s life stage
• Anxiety • Depression • Decrease in job satisfaction
• Productivity • Absenteeism • Turnover
• Family problems • Economic problems • Personality
Inverted-U Relationship between Stress and Job Performance
HOW CAN MANAGERS HELP IN STRESS MANAGEMENT
• The use of goals can reduce stress as well as provide motivation. • goal feedback reduces uncertainties as to actual job performance. The result is less employee frustration, role ambiguity and stress. • Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy and increased feedback can reduce stress. • Wellness programmes.
STRESS MANAGEMENT – Training Techniques
• • • • • Symptoms of stress Possible stressors Stress management techniques Anger control- combating enemy within Optimum stress level
TIME MANAGEMENT- training techniques
• • • • • Pareto principle Procastination Job analysis Tools for time management Theory of time management by Stephan R. Covey
Disadvantages of Conflict
• Trust level may come down • Cooperation and teamwork may deteriorate • Increased stress level • Reduced motivation CONSEQUENCES OF CONFLICT RESOLUTION Problem solving Increased group performance
Conflict Resolution- training techniques
• • • • What is conflict? Types of conflict Conflict resolution techniques-Collaborating, Avoiding , Accommodating, Compromising, Competing
• A Process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them • 1. Begin with a Positive Overture • 2. Address problems, not personalities • 3. Pay little attention to initial offers • 4. Emphasise win-win solutions • 5. Create an open / trusting climate
• • • • T – Together E – everyone A – achieves M – More
TEAM BUILDING EXCERCISES
• Encourage informal meetings • Ensure that communications flow freely • Encourage informal meetings between groups to resolve problems. Encourage participation objectives and targets. in agreeing
Group related tasks so that group members know that they can make their jobs easier by cooperating with others.
IMPORTANCE OF COMMUNICATION AT WORKPLACE
• Communication is a source of information to the organizational members. • clarifying the employees about the task to be done. • helps in socializing and building relationships • controlling function of management. • Employees can communicate any work problem and grievance to their superiors.
COMMUNICATION SKILLS- TRAINING TECHNIQUES
Process Barriers Communication & perception Listening skills Telephone techniques E-mail ettiquetes
• http://www.scribd.com/doc/12320598/Mana gement-and-Behavioural-Training-EBrochure
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