People Management Skills 19-Mar-13
People Management Skills 19-Mar-13
People Management Skills 19-Mar-13
OUTLINE / INTRODUCTION
PROGRAM OBJECTIVES
To orient the officers of BSC with core people management skills to enhance their effectiveness in managing their staff and getting better performance for their respective functions and the organization
SESSION
IN YOUR OPINION
EXERCISE 1
Internal
External
Challenges
SESSION
2
CONCEPTUAL FRAMEWORK OF PEOPLE MANAGEMENT
EXERCISE 2
Managers
Task
Managers Need
Managers Abilities
Relate to people and understand their needs and expectations Communicate effectively. Clear on their roles, objectives and priorities and why they are important Clear performance standards and measurement Motivated and engaged
EXERCISE 3
What is Leadership?
Self Leading
Self Development
DEFINITION OF READINESS
Readiness is the extent to which a follower is able and motivated to perform a task
Skill
Can Do
Will
Want To Do
READINESS LEVELS
Readiness Level
Behavior
High Skills + High Will High Skills + Low Will Low Skills + High will Low Skills + Low Will
R4
+S+W
R3
R2 R1
+S-W
-S+W -S-W
LEADERSHIP BEHAVIOURS
Task Behavior
Relationship Behavior
Extent to which the leader facilitates: Two-way communication, Problems Listen & provides Encouragement and Positives Reinforcement.
Task
Tell Show Direct Control Provide Structure Follow Up
Relationship
Support Encourage Praise Participate Give Feedback Listens
1 Way Communication
2 Way Communication
Readiness
Leadership
Style 1 (S-1)
Style 2 (S-2)
Style 3 (S-3) Style 4 (S-4)
CONFLICT MANAGEMENT
EXERCISE 4
CONFLICT MANAGEMENT
The practice of recognizing and dealing with disputes in a rational, balanced and effective way
CAUSES OF CONFLICTS
Divergent personal values
Lack of cooperation/trust
Understanding needs
Listening
Consultation
Negotiation
Tolerance
Training
PERFORMANCE APPRAISAL
EXERCISE 5
What is Performance?
Performance rating
D
Unsatisfactory
C
Good
B
Very Good
A
Excellent
Identifying those who have gone extra mile and exceeded expectations Bell curve is about differentiating performance
Old distribution
# of cases
Target distribution
70% D 1
80% C 2 MSP B
100% A 3 MAP
120%
130%
4 ESP
5 EMP
6
T 10
New Ratings
MMP
Lower level / field officers get lower rating for balancing the bell curve
WORK ETHICS
EXERCISE 6
What is Ethics?
Is it different at work?
Sense of Responsibility
Employee feels personally responsible for job performance, shows up on time, puts in best effort and completes work to the best of ability.
Emphasis on Quality
Employees with a strong work ethic care about the quality of their work. They do their best to produce highest quality work.
Discipline An employee with good discipline stays focused on his goals and is determined to complete his assignments and a high level of dedication to the company.
Sense of Teamwork
Employees with a high sense of teamwork helps a team meet its goals and deliver quality work.
EXERCISE 7
What is Discipline?
DISCIPLINE
MANAGING DISCIPLINE
Identify the discipline problem
Follow-up
SESSION
3
PERSONAL / MANAGERIAL EFFECTIVENESS
EXERCISE 8
MANAGERIAL EFFECTIVENESS
TRADITIONAL MANAGER
Manager is boss
NEW MANAGER
Manager team leader
Works in organizational structure Changes structure with change Makes most decisions himself Demands long hours Joint decision-making Demands results
Personal Effectiveness
Professionalism
EXERCISE 9
Empathy
Ability to share other peoples feelings
Inquiry
Ask questions to learn about person is thinking and feeling
EXERCISE 10
The culture of an organization resisting the power structure A lack of understanding about why change is to take place
CLEAR COMMUNICATION
CLEAR COMMUNICATION
Use of simple language and easy sentence structure in composing the message
One-Way Communication
A person sends a message to another person and no questions, feedback, or interaction follows Good for giving simple directions Fast but often less accurate than 2-way communication
Two-Way Communication
SESSION
EXERCISE 11
Economic uncertainty
Limited funds
Outdated Process
Workforce issues
66
67
CULTURE CHANGE
Conduct an employee culture audit
EMPLOYEE ENGAGEMENT
Gaining employees buy in for change
EXERCISE 12
BASIC ROLE OF A SUPERVISOR Educating Sponsoring Coaching Counseling Directing Give instructions Supporting the activity Supporting learning employees Advising on right direction Telling with clear instructions
DELEGATION
Generally includes: Assigning responsibility & authority to gain the resources to do the task
COORDINATION
Helps to minimize the conflicts, rivalries, wastages, delays and other organizational problems
CONTROL
WRAP UP
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