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Dr Naresh Patel(BE, MBA, Ph D, FDP–IIM-A)HeadCentre for Management StudiesDharmsinh Desai UniversityNadiad – 387001 Dist. Kheda – Gujarat - India
Faculty Seminar Series
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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
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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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• Good Stress
• Bad Stress
TYPES OF STRESS
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STRESS AND PRODUCTIVITY/ EFFICIENCY
OPTIMUMLEVEL
LEVEL OF STRESSO
PERFORMANCE
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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
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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
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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.
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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
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External Time Wasters: -
Meetings
Briefings
Too much mail and lengthy correspondence.
Visitors
Phone calls
Pet projects of the senior officer.
OUT COMES OF TIME AND MOTION STUDY
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DELEGATING SKILLS
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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.
DELEGATING SKILLS
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TO WHOM CAN WE DELEGATE?
Manager
Upwards
Downwards
Sideways (Consultants)
Sideways
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THE DELEGATION PROCESS
Manager
Subordinate
Step 1:
Assigning
Responsibility
Step 2:
Granting
Authority
Step 2:
Creating Accountability
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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
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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
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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
You Encourage
• Participation
• Consensus
• Confidence
Your Subordinate shows
• Initiative
• Dedication
• Openness
It results in
• Accomplishment
• Pride
• Communication
And Leads to:
Confirmation of Trust
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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
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COMMANDAND
LEADERSHIP
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LEADERSHIP
Leadership is "the process of
encouraging and helping others to
work willingly and enthusiastically
toward common objectives."
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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
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CONCLUSION
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THANK YOU
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Q & A
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