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8/6/2019 8 Ways to Improve Your Managerial Skills
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Q no: 2 Describe the managerial skills you need to be an effective manager and suggest how
can you achieve these skills.
8ways to improve your managerial skills
Each year, thousandsofpeople make the switchfrom staffengineerorscientist to managerand,
although many ofus lookforward to the change,we findit frustratingonce we get there. When
we were engineers,we were rewardedforourtechnical skillsand laborsindirect proportion to
what we accomplished.
But now,asa manager,oursuccessis measurednot by ourownoutput hut by the output and
productivity ofthe people we supervise. And that sense ofnot beingindirect control canbe a
frustratingfeeling.
Fortunately,workingwithothersandgetting them togive you theirbest canbe just asrewardingas technical accomplishments . . . once youget the hangofit. Here are eight tips that will help
you to manage and toguide yourpeople more effectively.
The Human TouchThe most valuable qualities youcandevelop within yourselfare patience,kindness,and
considerationforotherpeople. Although machinesandchemicalsdon't care whetheryouscream
andcurse at them, people do.
Yoursubordinatesare not just engineers,scientists,administrators,clerks,and programmers
they're people,first andforemost. People withfamiliesandfriends, likesanddislikes. Peoplewithfeelings. Respect them as people and you'll get theirrespect and loyalty inreturn. But treat
them coldly andimpersonally and they will lose motivation to perform foryou.
Corny asit sounds, the Golden Rule "Dountoothersas youwouldhave othersdounto you''is
asound, proven management principle. The next time you're about todiscipline aworkeror
voice yourdispleasure,asked yourself, "Would I like tobe spoken to the way I'm thinkingof
speaking tohim orher?'' Give yourpeople the same kindnessandconsideration that youwould
want toreceive ifyouwere in theirplace.
Dont Be Overly CriticalAsa manager,it's part ofyour job tokeep yourpeople on the right track. And that involves
pointingout errorsand telling them where they've gone wrong.
But some managersare overly critical. They're not happy unless they are criticizing. They rarely
accomplish muchortake onanythingnew themselves,but they are only toohappy to tell others
where they went wrong,why they're doingit incorrectly,andwhy they coulddo the jobbetter.
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Don't be this type ofperson. Chancesare, youhave more knowledge and experience in yourfield
thanagood many ofthe people yousupervise. But that'swhy the company made you the boss!
Yourjobis toguide and teach these people not to yell ornit-pickorshow them howdumb they
are compared to you.
Mary Kay Ash,founderanddirectorofMary Kay Cosmetics,says that successful managersencourage theirpeople insteadofcriticizing them. Forget theirmistakes," she advises, "andzero
inonone small thing they doright. Praise them and they'll do more thingsright anddiscover
talentsandabilities they neverrealized they had."
Let Them FailOfcourse, tofollow throughon Mary Kay'sadvice, you've got to let yourpeople make some
mistakes.
Does thisshockyou? I'm not surprised. Most workers expect tobe punishedforevery mistake.
Most managers thinkit'sa "blackeye" on theirrecordwhenan employee goofs.
But successful managersknow that the best way fortheirpeople to learnandgrowis through
experience and that means takingchancesand making errors.
Give yourpeople the chance to try newskillsortaskswithout asupervisorlookingovertheir
shouldersbut only onsmaller, lesscrucial projects. That way, mistakeswon't hurt the company
andcan quickly and easily be corrected. On majorprojects,where performance iscritical, you'll
want togive as muchsupervisionasisneeded to ensure successful completionofthe task.
Be AvailableHave you everbeen enthusiasticabout a project,only tofind yourselfstuck,unable tocontinue,
while youwaitedforsomeone higherup tocheckyourworkbefore giving the goaheadforthe
next phase?
Few thingsdampen employee motivation more than management inattention. Asa manager,
youhave a million things toworry about besides the report sittingin yourmailbox,waitingfor
yourapproval. But to the personwhowrote that report, eachday'sdelay causesfrustration,
anger,worry,andinsecurity.
So,although you've got a lot todo,give yourfirst attention toapproving,reviewing,andokaying projectsin progress. Ifemployeesstop by toaska questionordiscussa project,invite
them tosit downforafew minutes. Ifyou're pressedfortime,set up anappointment forlater
that day,andkeep it. Thiswill let yourpeople know youare genuinely interestedin them. And
that'ssomething they'll really appreciate.
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Improve the WorkplacePeople are most productive when they have the right toolsandworkin pleasant,comfortable
surroundings. According toastudyby the BuffaloOrganization,acomfortable office
environment createsan extra $1600 ofproductivity annually forprofessionalsand managers.
Having the right equipment is equally important. One ofmy clientsrecently hiredafull-time
technical writerat asalary of$25,000,but wasreluctant toinvest $2500 inaword processorfor
him touse. I explained that,in my experience,word processorscan easily double the
productivity ofawriter. Therefore,ifthe writerwas expected to produce $25,000 worthofwork
witha typewriter,he could produce $50,000 withaword processoran extra $25,000 a yearin
productivity fora $2500 investment! The client bought the computer. Both the company and the
writerwere delightedwith the results.
Be aware that you may not be the best judge ofwhat youremployeesneed todo theirjobs
effectively. Evenifyou've done the job yourself,someone else may workbest withadifferentset oftools,orinadifferent setup because each personisdifferent. Ifyourpeople complain
about workconditions, listen. These complaintsare usually not made forselfgain,but stem from
eachworker'sdesire todo the best job possible. Andby providing the right equipment orwork
space, youcanachieve enormousincreasesinoutput . . . openwitha minimal investment.
A Personal Interest in PeopleWhenis the last time youasked yoursecretary howhersonwasdoingin Little League orhow
she enjoyedhervacation?
Goodsalespeople know that relating to the customerona person-to-person level is the fastestway towinfriendsandsales. Yet many technical managersremainaloofandavoidconversation
that doesnot relate directly tobusiness. Why? Perhapsit'sbecause engineersare more
comfortable with equationsandinanimate objects thanwith people,andfeel uncomfortable in
social situations.
But just asasalespersonwants toget toknowhiscustomer, youcanbenefit by showinga little
personal interest in yourpeople theirproblems,family life,health,andhobbies. Thisdoesn't
have tobe insincere oroverdone just the type ofroutine conversation that shouldnaturally pass
between people whoworkclosely. Ifyou've beenignoring youremployees,get into the habit of
takingafew minutes every week(orevery day) tosay "hello" andchat fora minute ortwo Ifanemployee hasa personal problem affectinghis moodorperformance, try tofindout what it is
andhow you might help. Sendacardorsmall gift onimportant occasionsandholidays,suchasa
10thanniversary with the firm orabirthday. Often,it is the little thingswe doforpeople (such
as lettingworkerswith longcommutes leave early onasnowy day,orspringingfordinnerwhen
overtime isrequired) that determine theirloyally to you.
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Be Open to IdeasYou may thinkthe signofagood manageris tohave adepartment where everybody isbusy at
workon theirassigned tasks. But ifyourpeople are merely "doing theirjobs," they're only
workingat about halftheirpotential. A truly productive department isone inwhich every
employee isactively thinkingofbetter, more efficient methodsofworkingwaysinwhich toproduce ahigherquality product. in less time,at lowercost.
Toget thiskindofinnovationfrom yourpeople, youhave tobe receptive tonewideas;what's
more, youhave to encourage yourpeople to produce newideas. Incentivesare one way youcan
offeracashbonus, time off,agift. But a more potent form ofmotivationissimply the
employee'sknowing that management does listenanddoes put employee suggestionsandideas
towork. Quality Circles,usedby Westinghouse andothermajorfirms,are one way ofputting
thisintoaction..The oldstandby, the suggestionbox isanothertime tested method.
Andwhen you listen tonewideas,be open minded. Don't shoot downasuggestionbefore you'veheardit infull. Many ofusare too quick, too eager, toshowoffourown experience and
knowledge andsay that somethingwon't workbecause we've triedit before orwe don't doit
that way. Well, maybe youdid try it before,but that doesn't meanit won't worknow. And
havingdone thingsacertainway in the past doesn't mean you've necessarily beendoing them the
best way. A good managerisopen-mindedandreceptive tonewideas.
Give Your People a Place to GoIfaworkerdoesn't have a place togoa position toaspire to,a promotion toworktoward thenhis
jobisadead end. Anddead-endworkersare usuallybored,unhappy,andunproductive.
Organize yourdepartment so that everyone hasopportunity foradvancement,so that there isa
logical progressionup the ladderin termsoftitle,responsibility,status,and pay. Ifthisisn't
possiblebecause yourdepartment is toosmall, perhaps that progression must inevitably lead to
jobsoutside the department. Ifso,don't hold people back;instead, encourage them toaim for
these goalsso that they will put forth theirbest effortsduringall the years they are with you?
A manager's jobisvariedandcomplex. Managersneedcertainskills to perform the dutiesand
activitiesassociatedwithbeinga manager. What type ofskillsdoesa managerneed? Research
by Robert L. Katzfound that managersneeded three essential skills. These are technical skills,
humanskillsandconceptual skills. Technical skillsinclude knowledge ofand proficiency ina
certainspecializedfield,suchas engineering,computers,financial and managerial accounting,or
manufacturing. These skillsare more important at lower levelsofmanagement since these
managersare dealingdirectly with employeesdoing the organization'swork. Humanskills
involve the ability toworkwell withotherpeople bothindividually andinagroup. Because
managersdeal directly with people, thisskill iscrucial! Managerswithgoodhumanskillsare
able toget the best out oftheirpeople. They knowhow tocommunicate, motivate, lead,and
inspire enthusiasm and trust. These skillsare equally important at all levelsofmanagement.
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Finally conceptual skillsare the skills managers must have to thinkandconceptualize about
abstract andcomplex situations. Using these skills managers must be able tosee the organization
asawhole,understand the relationship amongvarioussubunits,andvisualize how the
organizationfitsintoitsbroaderenvironment. These skillsare most important at top level
management. A professional associationofpracticing managers, the American Management
Association,hasidentifiedimportant skillsformanagers that encompassconceptual,
communication, effectiveness,andinterpersonal aspects. These are briefly describedbelow:
Conceptual SkillsAbility touse information tosolve business problems,identificationofopportunitiesfor
innovation,recognizing problem areasandimplementingsolutions,selectingcritical information
from massesofdata,understanding the businessusesoftechnology,understanding the
organization'sbusiness model.
Communication Skills
Ability to transform ideasintowordsandactions,credibility amongcolleagues, peers,and
subordinates, listeningandasking questions, presentationskillsandspokenformat, presentation
skills;writtenandgraphicformats
Effectiveness SkillsContributing tocorporate mission/departmental objectives,customerfocus, multitasking;
workingat multiple tasksat parallel,negotiatingskills, project management,reviewing
operationsandimplementingimprovements,settingand maintaining performance standards
internally and externally,setting prioritiesforattentionandactivity, time management.
Interpersonal SkillsCoachingand mentoringskills,diversity skills;workingwithdiverse people andculture,
networkingwithin the organization,networkingoutside the organization,workingin teams;
cooperationandcommitment.
In today'sdemandinganddynamicworkplace, employeeswhoare invaluable toanorganization
must be willing toconstantly upgrade theirskillsand take on extraworkoutside theirown
specific jobareas. There isnodoubt that skillswill continue tobe animportant way of
describingwhat a managerdoes.