Advanced Supervisory Skills

Course LogisticsCourse Logistics

Self-introductionSelf-introductionComfortability (vision – sound - A/C) Comfortability (vision – sound - A/C) BreaksBreaksQuestionsQuestionsParticipationParticipation

Wishing you a successful courseWishing you a successful course

Course ObjectivesCourse Objectives

To assist supervisors in To assist supervisors in

developing their leadership skills developing their leadership skills

to meet the business challenges to meet the business challenges

of today and tomorrow.of today and tomorrow. To provide supervisors with a To provide supervisors with a

sound understanding of their roles sound understanding of their roles

within their organizations.within their organizations.

Course ContentsCourse Contents

The ChangingBusiness

Environment

Roles and Responsibilities of Supervision

Supervisory Skills

• Functions of Management

• The Managerial Skills

• The Challenges facing Management

• Styles of Management

• The Changing Role of Management

• Functions of Management

• The Managerial Skills

• The Challenges facing Management

• Styles of Management

• The Changing Role of Management

The Changing Business EnvironmentThe Changing Business EnvironmentThe Changing Business EnvironmentThe Changing Business Environment

Part 1Part 1

• Role of a Supervisor

• Traits of a Successful Supervisor

• Styles of Supervision

• Tips to the Supervisor

• What the Supervisor Rewards

• Role of a Supervisor

• Traits of a Successful Supervisor

• Styles of Supervision

• Tips to the Supervisor

• What the Supervisor Rewards

Part 2Part 2

Roles and Responsibilities ofRoles and Responsibilities of

supervision supervision

Roles and Responsibilities ofRoles and Responsibilities of

supervision supervision

• Effective Communications

• Managing Meetings

• Problem-solving and Decision-making

• Team-building

• Objective Setting

• Time Management

• Delegation

• Motivation

• Effective Communications

• Managing Meetings

• Problem-solving and Decision-making

• Team-building

• Objective Setting

• Time Management

• Delegation

• Motivation

Part 3Part 3

Supervisory SkillsSupervisory SkillsSupervisory SkillsSupervisory Skills

The Changing The Changing BusinessBusiness

EnvironmentEnvironment

Part 1Part 1

ManagementManagement

“The process of organizing methods, materials,

manpower, and other resources to achieve organizational goals”

Why Studying ManagementWhy Studying Management Is Important? Is Important?

The Theory ofThe Theory ofManagementManagement

… is more art than science. Managing is

working with and through other people to accomplish the

objectives of both the Organization and its members

… is more art than science. Managing is

working with and through other people to accomplish the

objectives of both the Organization and its members

.. the process of organizing methods,

materials, manpower and other resources to achieve

organizational goals

.. the process of organizing methods,

materials, manpower and other resources to achieve

organizational goals

Management LevelsManagement Levels

TopTop

MiddleMiddle

SupervisionSupervision

StrategicStrategiclevellevel

TechnicalTechnicallevellevel

Operationslevel

Employees / Individual ContributorsEmployees / Individual Contributors

Span of ControlSpan of Control“Hierarchy”“Hierarchy”



Operationslevel Employees

Chain of CommandChain of Command



Operationslevel

Evolution of Management TheoriesEvolution of Management Theories

Economic aspects

Classical period1880-1927

Behavioral aspectsBehavioral aspects

Contemporary periodContemporary period1930-19601930-1960

Information TechnologyInformation Technology

Post-Modern periodPost-Modern period1965-till now1965-till now

Hawthorne StudiesHawthorne Studies((1924 – 1927)1924 – 1927)

A turning point in managementA turning point in managementAT&T corporation / Harvard school of AT&T corporation / Harvard school of

managementmanagementEffect of the industrial environment on Effect of the industrial environment on

productivity productivity Interviewing workersInterviewing workersThe power of informal groupsThe power of informal groups

ConclusionConclusion

“ “Managers realized that toManagers realized that to get the job done meant enlistingget the job done meant enlisting

the cooperation of workers”the cooperation of workers”

How Supervisors How Supervisors Are SelectedAre Selected

The Management ProcessThe Management Process

DemonstratesDemonstratesgood technical skillsgood technical skills

IndividualIndividualcontributorcontributor

SupervisorNo managerialNo managerial skills or competenciesskills or competenciesare demonstrated yetare demonstrated yet


DemonstratesDemonstratesgood technical skillsgood technical skills

ManagerManager

DemonstratesDemonstratesgood managerialgood managerial

skills and competenciesskills and competencies

IndividualIndividualcontributorcontributor

Supervisor

Manpower Manpower ProductionProductionProcessProcess

The Challenges FacingThe Challenges Facing ManagementManagement


CompetitionCompetition

OpenOpenmarketsmarkets

HumanHumanresourcesresources

TechnologyTechnology

The Challenges FacingThe Challenges Facing Management Management

Human resourcesHuman resources - Higher level of education- Higher level of education

- Seeking meaning in jobs- Seeking meaning in jobs

- Participation in decision-making- Participation in decision-making

-- Not willing to sacrificeNot willing to sacrifice

-- No loyaltyNo loyalty


CompetitionCompetition

MonopolyMonopolyMergersMergers


TechnologyTechnology - - CommunicationsCommunications - Information technology- Information technology - Computer - Computer - Automation- Automation


Open marketsOpen markets

GlobalizationGlobalization

Functions ofFunctions ofManagementManagement

OrganizingOrganizingPlanningPlanning

CoordinationControllingControlling

PlanningPlanning

Setting goals and objectivesSetting goals and objectives Identifying income and expense driversIdentifying income and expense driversOvercoming/changing paradigmsOvercoming/changing paradigms

Authority levelsAuthority levelsDefining roles and responsibilitiesDefining roles and responsibilitiesWho to do whatWho to do whatWorkload distributionWorkload distributionHandling emergenciesHandling emergencies

OrganizingOrganizing

ControllingControlling

Aligning activities and processes with Aligning activities and processes with company’s objectivescompany’s objectives

Establishing performance standardsEstablishing performance standardsMonitoring performanceMonitoring performance

CoordinationCoordination

Verification of alignmentVerification of alignmentDeveloping Developing inter-departmentalinter-departmental relations relations

Planning

Strategic

Measuring & evaluationMeasuring & evaluation

Controlling

Developing people

OperationalManagement

controlOperational

control

Feedback


The ManagerialThe ManagerialSkills Skills

What Is a Management Skill ?What Is a Management Skill ?

The capabilities that are important for The capabilities that are important for successful performance as managers successful performance as managers and supervisors and supervisors

You need to demonstrate these skills to You need to demonstrate these skills to carry out your role in achieving results carry out your role in achieving results through your employees through your employees

ProductionProductionProcess Process Manpower Manpower

What Are the Basic Skills That a What Are the Basic Skills That a Supervisor Needs to Enable Him Supervisor Needs to Enable Him

Achieve His Objectives?Achieve His Objectives?

Question Question

Technical skillsTechnical skillsIntellectual skillsIntellectual skills

Intellectual skillsIntellectual skillsInterpersonal skillsInterpersonal skills

Manpower Manpower ProductionProductionProcessProcess

IntellectualIntellectualTechnicalTechnical

InterpersonalInterpersonal

The Managerial SkillsThe Managerial Skills

Specific expertise:Specific expertise:- Engineering- Engineering- Finance- Finance- AccountingAccounting- AdministrationAdministration

Specific expertise:Specific expertise:- Engineering- Engineering- Finance- Finance- AccountingAccounting- AdministrationAdministration

CommunicationCommunication DelegationDelegation Negotiation Negotiation MotivationMotivation Team-buildingTeam-building RewardingRewarding

CommunicationCommunication DelegationDelegation Negotiation Negotiation MotivationMotivation Team-buildingTeam-building RewardingRewarding

PlanningPlanning OrganizingOrganizing ControllingControlling CoordinationCoordination Decision-makingDecision-making Problem-solving Problem-solving Time managementTime management

PlanningPlanning OrganizingOrganizing ControllingControlling CoordinationCoordination Decision-makingDecision-making Problem-solving Problem-solving Time managementTime management

TechnicalTechnicalTechnicalTechnical InterpersonalInterpersonalInterpersonalInterpersonalIntellectualIntellectualIntellectualIntellectual

The Managerial/Technical splitThe Managerial/Technical split

TechnicalTechnicalskillsskills

IntellectualIntellectualskillsskills

InterpersonalInterpersonalskillsskills

Supervision Supervision

TopTopManagement Management

MiddleMiddleManagement Management

CompetencyCompetencySkillSkill

What Is a Competency ?What Is a Competency ?

An ability, skill, or characteristic that An ability, skill, or characteristic that causes outstanding performance in a causes outstanding performance in a given job given job

What outstanding performers do more What outstanding performers do more often, in more situations, with better often, in more situations, with better results than most people results than most people

Characteristics of the best performersCharacteristics of the best performers

Classical OrganizationsClassical Organizations

Vision &

Knowledge

Muscles

EmployeesEmployees


Contemporary OrganizationsContemporary Organizations

Vision &

Knowledge

Participation inDecision making

EmployeesEmployees


Management ResponsibilityManagement Responsibility

Human resourcesHuman resources Production processProduction process

The Management GridThe Management Grid

Exertion of minimumeffort to get

required work done isappropriate to sustain

organizational membership

Efficiency In operationsEfficiency In operations results from arranging results from arranging conditions of work in conditions of work in

such a way that human such a way that human elements Interfere to elements Interfere to

a minimum degreea minimum degree

Thoughtful AttentionThoughtful Attention to needs ofto needs of

people for satisfyingpeople for satisfyingrelationship leads to arelationship leads to acomfortable, friendlycomfortable, friendly

organization atmosphereorganization atmosphereand work tempoand work tempo

Work accomplished is fromcommitted people:interdependence

through a “common stake” in organization

purpose leads to relationship

of trust and respect

Concern for Production

Co

nc

ern

fo

r P

eop

le

Styles of Styles of ManagementManagement

There is No such a style of

management that can be

applied in all situations

Democratic

AutocraticPace-setter

Affiliative AuthoritativeAuthoritative

DemocraticDemocratic

Makes subordinates feel importantMakes subordinates feel importantFosters participation in decision-makingFosters participation in decision-makingListens to subordinates and their Listens to subordinates and their

perspectivesperspectivesRecognizes good performanceRecognizes good performance

Commitment through participationCommitment through participation

CoerciveCoercive

Assigns unpleasant tasksAssigns unpleasant tasksDoesn’t listen to subordinatesDoesn’t listen to subordinatesMakes subordinates’ life hardMakes subordinates’ life hardReacts effectively in crisis situationsReacts effectively in crisis situations

Do what I tell youDo what I tell you

Pace-setterPace-setter

Makes subordinates proud of what they Makes subordinates proud of what they are doingare doing

Sets high standards of performanceSets high standards of performanceWill not forgive mistakesWill not forgive mistakes

Expects perfectionExpects perfection

AffiliativeAffiliative

Provides protection to subordinates Provides protection to subordinates Strives to please subordinatesStrives to please subordinates Ignores work conflictIgnores work conflict Ineffective in emergency situations Ineffective in emergency situations

Priority to subordinatesPriority to subordinates

AuthoritativeAuthoritative

Always reminds subordinates of their Always reminds subordinates of their dutiesduties

Lacks flexibilityLacks flexibility

Firm but fairFirm but fair

The Most Appropriate Style of The Most Appropriate Style of ManagementManagement

Sets and communicates visionSets and communicates vision Empowers employeesEmpowers employees Sets clear objectivesSets clear objectives Delegates authorityDelegates authority Provides constructive and timely feedbackProvides constructive and timely feedback Provides recognition when necessaryProvides recognition when necessary Develops subordinates’ skillsDevelops subordinates’ skills

Questions Questions

When is the supervisor required to be When is the supervisor required to be democratic?democratic?

When is the supervisor required to be When is the supervisor required to be coercive?coercive?

When is the supervisor required to be When is the supervisor required to be authoritative?authoritative?

What are the disadvantages of being What are the disadvantages of being affiliative?affiliative?

Managers’/ Supervisors’ Managers’/ Supervisors’ Perception of SubordinatesPerception of Subordinates

Theory Y Theory XTheory Y Theory XTheory Y Theory XTheory Y Theory X

Managerial AttitudesManagerial Attitudes

Most people dislike work and will avoid it Most people dislike work and will avoid it whenever possiblewhenever possible

Most people must be coerced and directedMost people must be coerced and directed People dislike taking responsibility, especially People dislike taking responsibility, especially

when it requires them to take riskswhen it requires them to take risks The average person wants security above allThe average person wants security above all

Theory X AssumptionsTheory X Assumptions


Physical and mental effort in work is as Physical and mental effort in work is as natural as play or restnatural as play or rest

Average person seeks responsibilityAverage person seeks responsibilityMost people prefer to exercise self-Most people prefer to exercise self-

direction and self-controldirection and self-controlPeople like to display creativity to solve People like to display creativity to solve

organizational problemsorganizational problems

Theory Y AssumptionsTheory Y Assumptions


Theory XTheory X Theory YTheory Y

10 20 30 40 50 60

The Changing RoleThe Changing Role of Managementof Management

From Management From Management To LeadershipTo Leadership

New ManagerNew Manager

PlanningPlanningOrganizing the hierarchyOrganizing the hierarchy

ControllingControlling

Creating visionCreating visionAligning relationsAligning relations

InspiringInspiring

Classical managerial workClassical managerial work New leadership taskNew leadership task

Shift from Management to LeadershipShift from Management to Leadership

What DistinguishesWhat Distinguishes Leaders? Leaders?

Leadership is a FacetLeadership is a Facet of Successful Managementof Successful Management

Teaches Teaches subordinatessubordinates

a lota lot

Compels subordinates to respect him

Takes Responsibilitywhen things go wrong

Knows what to do Knows what to do In emergenciesIn emergencies

subordinates trust subordinates trust what he sayswhat he says

Empowers whowork for him

Why Do People Follow Leaders ?Why Do People Follow Leaders ?

Sets Vision and works for othersSets Vision and works for others

Strives to encourage and assist subordinatesStrives to encourage and assist subordinates

85%85%

80%80%

78%78%

75%75%

72%72%

Reacts professionally in crisis situations Reacts professionally in crisis situations

Makes subordinates feel proud Makes subordinates feel proud

Holds responsibilityHolds responsibility

LeadershipLeadership

• Leadership is bornLeadership is born not made not made• Leadership isLeadership is inherited inherited

• Leadership is bornLeadership is born not made not made• Leadership isLeadership is inherited inherited

• Leadership can beLeadership can be made made• Circumstances Circumstances make leaders make leaders

• Leadership can beLeadership can be made made• Circumstances Circumstances make leaders make leaders

??????

Leadership Is a Dynamic Process That Leadership Is a Dynamic Process That Involves Integrating the Leader’s Style, Group Involves Integrating the Leader’s Style, Group

Characteristics, and the Job Situation.Characteristics, and the Job Situation.

JobJobSituationSituation

GroupGroupCharacteristicsCharacteristics

Leadership style

Roles and Roles and ResponsibilitiesResponsibilitiesof Supervisionof Supervision

Part 2Part 2

What is What is SupervisionSupervision

.. is a management activity, and supervisors have

a management role in the organization

.. is a management activity, and supervisors have

a management role in the organization

.. the activity carried out by supervisors to oversee the

productivity and progress of employees who report

directly to the supervisors

.. the activity carried out by supervisors to oversee the

productivity and progress of employees who report

directly to the supervisors

Role of a Role of a SupervisorSupervisor

Supervisors typically are Supervisors typically are

responsible for their responsible for their direct reports' progress and direct reports' progress and

productivity in the organizationproductivity in the organization

Supervisors typically are Supervisors typically are responsible for their responsible for their

direct reports' progress and direct reports' progress and productivity in the organizationproductivity in the organization

Supervisors are under immense Supervisors are under immense pressure from above and pressure from above and below to do more with lessbelow to do more with less

Supervisors are under immense Supervisors are under immense pressure from above and pressure from above and below to do more with lessbelow to do more with less

Roles and ResponsibilitiesRoles and Responsibilitiesof Supervisionof Supervision

Achieving organizationalAchieving organizational goalsgoals

Assigning tasks

Making decisions

Employee Training Employee Training and Developmentand Development

Controlling work Controlling work activitiesactivities

CoachingCoaching

Roles and ResponsibilitiesRoles and Responsibilitiesof Supervisionof Supervision

Setting rules Setting rules and regulationsand regulations

Problem-solving

Availing resources

Reacting to Reacting to emergency situationsemergency situations

StaffingStaffing

Enforcing Policies Enforcing Policies and Proceduresand Procedures

PersonnelPersonnelProceduresProcedures

MaterialsMaterials

EmployeesEmployeesContractorsContractorsCompetitorsCompetitors

SuppliersSuppliers

OperationsOperationsProceduresProceduresStandardsStandards

SpecsSpecsObjectivesObjectives

EquipmentEquipmentRaw materialRaw material

Finished productsFinished products

Roles and Responsibilitiesof Supervision

What Are the Main Problems ThatWhat Are the Main Problems ThatSupervisors Encounter? Supervisors Encounter?

What Are the Main Problems ThatWhat Are the Main Problems ThatSupervisors Encounter? Supervisors Encounter?

Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor

Rarely have adequate training for the Rarely have adequate training for the new rolenew role

Promoted because of their technical Promoted because of their technical (and not managerial) expertise(and not managerial) expertise

Sometimes intimidated by a wide range Sometimes intimidated by a wide range of policies and proceduresof policies and procedures

New supervisors rarely have enough New supervisors rarely have enough time time

Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor

New supervisors often feel very aloneNew supervisors often feel very alone

and stressed out and stressed out They represent upper management to They represent upper management to

subordinates and subordinates to upper subordinates and subordinates to upper managementmanagement

Support and development are critical for Support and development are critical for new supervisorsnew supervisors

Traits of a Traits of a Successful SupervisorSuccessful Supervisor

Encouraging teamworkEncouraging teamworkCreating a healthy work environmentCreating a healthy work environmentEncouraging calculated risk-takingEncouraging calculated risk-takingRewarding good performanceRewarding good performance InnovationInnovationForward thinkingForward thinking

Technical KnowledgeTechnical KnowledgeEffective communicationsEffective communicationsDecision makingDecision makingObjective settingObjective settingDelegation of authorityDelegation of authorityMotivationMotivation

Styles of Styles of Supervision Supervision

Style of Supervision Is a Function of the Independence Style of Supervision Is a Function of the Independence Level of a GroupLevel of a Group

Effective supervisors are those whomatch their supervisory styleto the Independence Level of

their employees

Independence LevelIndependence Level

High

ModerateModerate--

HighHigh

ModerateModerate--

LowLow LowLow

Group has a great deal of ability in the job, has done it before successfully, is confident and very willing to take on new challenges

without much instruction or support


High

ModerateModerate--

HighHigh

ModerateModerate--

LowLow LowLow

Group has significant ability in the job, highly motivated and confident, but lacks specific

experience in some aspects of a new assignment and has not been tested. Requires

support and some direction


High

ModerateModerate--

HighHigh

ModerateModerate--

LowLow LowLow

Group has some skills and learns readily, but has not performed the tasks in this new

assignment before. Willing to try, but is a little anxious about failing.Supervisor has to provide

a lot of support and clear, specific direction


High

ModerateModerate--

HighHigh

ModerateModerate--

LowLow LowLow

Group is either new at the job or faces complex, unusual tasks. supervisor must assume that

employee has little or no ability and low motivation or confidence, and must be highly directive.

Support is less important as both supervisor and group are most concerned with doing the details

of the job correctly

Style of Supervision Is a Function of the Independence Style of Supervision Is a Function of the Independence Level of a GroupLevel of a Group

High

DelegationSkillsSkills

developingdeveloping

ModerateModerate--

HighHigh

CoachingCoaching

ModerateModerate--

LowLow LowLow

DirectingDirecting

4040 3030 2020 1010 00

Independence Level Scale

High DevelopingLow Structuring

Facilitating

Low DevelopingLow Structuring

Delegating

Low DevelopingHigh Structuring

Directing

High DevelopingHigh Structuring

Coaching D

EV

ELO

PIN

G

STRUCTURING

High DevelopingLow Structuring

Facilitating

Low DevelopingLow Structuring

Delegating

Low DevelopingHigh Structuring

Directing

High DevelopingHigh Structuring

Coaching

High

Moderate-

High

ModerateModerate--

LowLow LowLow

40 30 20 10 0

• Provide detailed instructionsProvide detailed instructions• Give employees specific goals and objectivesGive employees specific goals and objectives• Check in frequently with employees to keepCheck in frequently with employees to keep them on track them on track• Enforce rules and regulationsEnforce rules and regulations• Demonstrate the steps involved in doing Demonstrate the steps involved in doing the job the job

• Provide detailed instructionsProvide detailed instructions• Give employees specific goals and objectivesGive employees specific goals and objectives• Check in frequently with employees to keepCheck in frequently with employees to keep them on track them on track• Enforce rules and regulationsEnforce rules and regulations• Demonstrate the steps involved in doing Demonstrate the steps involved in doing the job the job

DirectingDirecting

• Represent management's position in a convincing manner•Try to motivate with monetary and non-monetary rewards • Sell employees on their own ability to do the job• Praise employees for good work• Provide employees with a lot of feedback on how they are performing

• Represent management's position in a convincing manner•Try to motivate with monetary and non-monetary rewards • Sell employees on their own ability to do the job• Praise employees for good work• Provide employees with a lot of feedback on how they are performing

CoachingCoaching

• Involve employees in making the decisions which will affect their work• Make employees feel free to ask questions and discuss important concerns• Hold frequent team or staff meetings• Help employees locate and suggest their own development actions• Listen to employees' problems and concerns without criticizing or judging

• Involve employees in making the decisions which will affect their work• Make employees feel free to ask questions and discuss important concerns• Hold frequent team or staff meetings• Help employees locate and suggest their own development actions• Listen to employees' problems and concerns without criticizing or judging

FacilitatingFacilitating

• Delegate broad responsibilities to employees and expect them to handle the details• Expect employees to find and correct their own errors• Provide employees with feedback on results• Allow risk taking and innovation in employees

• Delegate broad responsibilities to employees and expect them to handle the details• Expect employees to find and correct their own errors• Provide employees with feedback on results• Allow risk taking and innovation in employees

DelegatingDelegating

Group CharacteristicsGroup Characteristics

AbilityAbility

MotivationMotivation

Experience

The expertise,The expertise,talent, and skills talent, and skills

required to do the required to do the Job, and the speedJob, and the speedat which groups canat which groups can

learn the taskslearn the tasks

The prior experienceThe prior experiencethat the group hasthat the group hashad in this type ofhad in this type of

work combined withwork combined withtransferable skills ortransferable skills orlearned behaviorslearned behaviors

The confidence and energy levelThe confidence and energy levelnecessary to assume responsibilitynecessary to assume responsibilityfor new tasks, and to complete themfor new tasks, and to complete them

Guidelines for Monitoring Guidelines for Monitoring PerformancePerformance

1 2 3 4

Frequent feedback Frequent feedback XX

Intermittent feedback Intermittent feedback XX

Feedback at Feedback at XXmilestones milestones

Feedback upon Feedback upon XX completion completion

Independence level

Fre

qu

en

cy o

f fe

ed

bac

k

The Self-fulfilling ProphecyThe Self-fulfilling Prophecy

“ “The attitudes managersThe attitudes managers hold about the nature ofhold about the nature of

people, greatly influence people, greatly influence their behavior”their behavior”

“ “The attitudes managersThe attitudes managers hold about the nature ofhold about the nature of

people, greatly influence people, greatly influence their behavior”their behavior”

The Self-The Self-FulfillingFulfillingProphecyProphecy

Relationship between Relationship between a manager’s a manager’s assumptions assumptions

and an employee’s and an employee’s behaviorbehavior

John is lazy and needsTo be carefully

supervised

Boss doesn’t expectMe to do anything

On my own

My boss is alwaysChecking up on meLike a policeman

I avoid my boss,And/or wait for him

To tell me what to do

I was right ! I tell John exactlyWhat to do and Check up often

My AssumptionsMy Assumptions

My BehaviorMy Behavior

John’s PerceptionJohn’s Perception

John’s AssumptionsJohn’s Assumptions

John’s John’s BehaviorBehavior

My ConclusionsMy Conclusions

The Self-FulfillingProphecy

Relationship between a manager’s assumptions

and an employee’s behavior

Be consistent in your supervisory Be consistent in your supervisory approach without being rigid approach without being rigid

Make sure rules and regulations Make sure rules and regulations applying to any one person/position applying to any one person/position applies to everyone in comparable applies to everyone in comparable positions positions

ConsistencyConsistencyConsistencyConsistency

Do not conceal your mistakes from your Do not conceal your mistakes from your employeesemployees

You should set the example or you will You should set the example or you will only encourage them to hide their only encourage them to hide their mistakes mistakes

MistakesMistakesMistakesMistakes

Never criticize an employee in front of Never criticize an employee in front of other employees other employees

You will lose respect of the person You will lose respect of the person being criticized as well as those who being criticized as well as those who view the incidentview the incident

Focus the discussion on the task and Focus the discussion on the task and not on the person not on the person

CriticismCriticismCriticismCriticism

Praise is a non-expense method to Praise is a non-expense method to increase morale, motivation and increase morale, motivation and productivity productivity

Most people respond to praise by Most people respond to praise by working harder working harder

Those who feel unappreciated are likely Those who feel unappreciated are likely to cut back their efforts … figuring that to cut back their efforts … figuring that management does not care management does not care

PraisePraisePraisePraise

Healthy loyalty is built on mutual Healthy loyalty is built on mutual respect, not on a dishonest base respect, not on a dishonest base

Individuals who do not like a part of a Individuals who do not like a part of a solution, often, become disloyal to the solution, often, become disloyal to the whole. whole. This can be the beginning of This can be the beginning of deteriorating morale deteriorating morale

LoyaltyLoyaltyLoyaltyLoyalty

Every assigned project should have a deadline Every assigned project should have a deadline Long-range projects should be broken up into Long-range projects should be broken up into

interim deadlines, and then monitored on a interim deadlines, and then monitored on a regular basisregular basis

Deadlines should be reasonable enough to Deadlines should be reasonable enough to prevent employees from feeling overwhelmed, prevent employees from feeling overwhelmed, but not so distant that it allows them to but not so distant that it allows them to procrastinateprocrastinate

DeadlinesDeadlinesDeadlinesDeadlines

Always communicate with your Always communicate with your employees and colleagues employees and colleagues

Always make eye contact when listening Always make eye contact when listening How you communicate can have a big How you communicate can have a big

impact on morale and how employees impact on morale and how employees functionfunction

Be aware of what you say verbally and Be aware of what you say verbally and what you do non-verbally what you do non-verbally

CommunicationsCommunicationsCommunicationsCommunications

Messages are sent out by non-verbal as Messages are sent out by non-verbal as well as verbal channels well as verbal channels

Managers who send negative non-verbal Managers who send negative non-verbal messages to subordinates may wonder messages to subordinates may wonder why their staff seems demoralized and why their staff seems demoralized and unproductive unproductive

Messages of lack of respect or concern Messages of lack of respect or concern can have a major impact can have a major impact

CommunicationsCommunicationsCommunicationsCommunications

Solid solutions instead of quick fixesSolid solutions instead of quick fixes Risk-taking instead of risk-avoidingRisk-taking instead of risk-avoiding Applied creativity instead of mindless Applied creativity instead of mindless

conformityconformity Decisive action instead of paralysis by Decisive action instead of paralysis by

analysisanalysis Smart work instead of busy workSmart work instead of busy work

What the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewards

Simplification instead of needless Simplification instead of needless

complicationcomplication Quietly effective behavior instead of Quietly effective behavior instead of

squeaking jointssqueaking joints Quality instead of fast workQuality instead of fast work Loyalty instead of turnoverLoyalty instead of turnover Working together instead of working Working together instead of working

againstagainst

What the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewards

Supervisory Supervisory SkillsSkills

Part 3Part 3

ManagingManagingmeetingsmeetings

ManagingManagingmeetingsmeetings

EffectiveEffectivecommunicationscommunications

EffectiveEffectivecommunicationscommunications

MotivationMotivationMotivationMotivation

DelegationDelegationDelegationDelegation

Problem solvingProblem solvingAndAnd

Decision makingDecision making

Problem solvingProblem solvingAndAnd

Decision makingDecision making

Time Time managementmanagement

Time Time managementmanagement

Objective Objective settingsetting

Objective Objective settingsetting

Team buildingTeam buildingTeam buildingTeam building

Effective Effective CommunicationsCommunications

Communication GoalCommunication GoalWhenever you COMMUNICATE, to anWhenever you COMMUNICATE, to an

Individual or a group, Individual or a group, you are “SELLING” something: you are “SELLING” something: Product, service, viewpoint, orProduct, service, viewpoint, or

Simply yourself.Simply yourself.

Your goal is to influence or Your goal is to influence or Persuade the listener toPersuade the listener to

““BUY” what you say.BUY” what you say.

Getting Feedback From othersGetting Feedback From others

Getting your Message acrossGetting your Message across

Elements of Elements of Effective CommunicationsEffective Communications

Common Common UnderstandingUnderstanding

Top managementTop management

SupervisorSupervisor

SubordinatesSubordinates

PeersPeersCustomersCustomersSuppliersSuppliers

ContractorsContractors

Communications in the Communications in the WorkplaceWorkplace

InformationInformationInstructionsInstructionsProceduresProcedures

ReportsReportsDataData

SuggestionsSuggestionsComplaintsComplaints

Achieving objectivesAchieving objectivesCompleting tasksCompleting tasks

Correcting proceduresCorrecting procedures

Taking decisionsTaking decisionsSetting standardsSetting standards

Assessing performanceAssessing performanceSupervisor

Subordinate

CommunicationsCommunications

Facial expressionsFacial expressions Body languageBody language

GesturesGestures

ConversationConversation InterviewInterview MeetingMeeting LectureLecture

Telephone conTelephone con..

MemorandumMemorandum

LetterLetter ReportReport E-mailE-mail

FaxFax

VerbalVerbal Non- VerbalNon- VerbalWritten Written

Verbal CommunicationsVerbal Communications

Most effective methodMost effective method

InteractionInteraction Eye contactEye contact Facial expressionsFacial expressions GesturesGestures Immediate feedbackImmediate feedback

Written CommunicationsWritten Communications

More complexMore complex

Needs preparationNeeds preparation

Accurate – more detailedAccurate – more detailed

No body languageNo body language No immediate feedback No immediate feedback

May be neglectedMay be neglected

Non-verbal CommunicationsNon-verbal Communications

Feedback that cannot be concealed!!!Feedback that cannot be concealed!!!

Delineates true opinionDelineates true opinion Should be carefully perceived Should be carefully perceived

Should be used effectivelyShould be used effectively


Interview

Interactive Immediate feedback

Meeting

Interactive Immediate feedback

Control

Lecture

Needs preparation Misinterpretation

Telephone

Conversation Lacks clarity Clarity


Memorandum Accurate Prepared

Formal

Letter Comprehensive

Negligence

Report Details Information

Needs study

Convey subordinates’ ideas, opinions Convey subordinates’ ideas, opinions and concerns to managementand concerns to management

Communicate management’s Communicate management’s perspectives to subordinatesperspectives to subordinates

Keeps fellow managers/supervisors Keeps fellow managers/supervisors informed of activities that affect theminformed of activities that affect them

How a Supervisor can Demonstrate How a Supervisor can Demonstrate

Communications SkillsCommunications Skills

Avails all required information and Avails all required information and provide timely feedback to subordinates provide timely feedback to subordinates

Holds meetings periodicallyHolds meetings periodically Visits the workplace frequentlyVisits the workplace frequently Be a good listenerBe a good listener

How a Supervisor can Demonstrate How a Supervisor can Demonstrate

Communications SkillsCommunications Skills

Principles of Effective Principles of Effective CommunicationsCommunications

Clarify the purpose of the messageClarify the purpose of the messageDeliver message in Logical orderDeliver message in Logical orderUse words that can be understoodUse words that can be understoodMake your tone clear and keep paceMake your tone clear and keep pace


Clarify when necessary to confirm Clarify when necessary to confirm understandingunderstanding

State State whatwhat is required to be done is required to be doneState State importanceimportance / / urgencyurgency of action to be of action to be

takentakenSummarize what you have presentedSummarize what you have presented


Accurate ClearBrief

Reasons of Ineffective Reasons of Ineffective CommunicationsCommunications

SenderReceiver

Environment


Purpose of message is not announcedPurpose of message is not announced Illogic sequenceIllogic sequence Unclear toneUnclear tone No preparationNo preparation Not mastering subjectNot mastering subject Misjudging receiver’s level of understandingMisjudging receiver’s level of understanding

Sender


Bad listeningBad listeningNo interest No interest Unawareness of subjectUnawareness of subjectPrejudicePrejudiceJumping to conclusionsJumping to conclusionsBad moodBad mood

Receiver


LanguageLanguage - vocabulary - vocabulary - jargon - jargon - ambiguity - ambiguity

PsychologicalPsychological - fear - fear - shyness - shyness - boredom - boredom

Environment

• EnvironmentalEnvironmental - - Distractions (Distractions (noise)noise) - interruptions - interruptions - people intruding - people intruding

Aiming For Aiming For ABCABC

Provide all the Provide all the necessary informationnecessary information

Provide all the Provide all the necessary informationnecessary information

Use language suitedUse language suitedto the recipient to the recipient

Use language suitedUse language suitedto the recipient to the recipient

Follow anFollow anoutlineoutline

Follow anFollow anoutlineoutline

Stilted writingStilted writingStilted writingStilted writing Use of jargonUse of jargonor technicalor technical

wordswords

Use of jargonUse of jargonor technicalor technical

wordswords

Use of outdatedUse of outdatedsentence sentence

constructionconstruction

Use of outdatedUse of outdatedsentence sentence

constructionconstruction

GrammaticalGrammaticalerrorserrors

GrammaticalGrammaticalerrorserrors

Using wrong orUsing wrong orinappropriateinappropriate

wordswords

Using wrong orUsing wrong orinappropriateinappropriate

wordswords

Use of slangUse of slangwords andwords and

idioms idioms

Use of slangUse of slangwords andwords and

idioms idioms

Avoiding Bad HabitsAvoiding Bad Habits

Examples of common communication faultsExamples of common communication faults

Employee number 126

Operations Department 15 July 2002

Dear Sir,

Please contact the person below at this office as soonas possible in order to sort out a matter related to you.

Yours Faithfully Secretary

How do you findHow do you findthis letter?this letter?

M.H

Example

Example National Oil Company Human Resources Department

National Oil Company Human Resources Department

Employee number 126

Operations Department 15 July 2002

Dear Sir,

Please contact the person below at this office as soonas possible in order to sort out a matter related to you.

Yours Faithfully Secretary

Using an employee numberUsing an employee numberrather than name, causesrather than name, causes

offenceoffence

Pay the person you arePay the person you arewriting to, the complimentwriting to, the compliment

of addressing him by nameof addressing him by name

The actual letter does notThe actual letter does notcontain enough informationcontain enough information

for the readerfor the reader

The writer signs with The writer signs with Initials, so there is no Initials, so there is no

contact namecontact name

M.H

Example

Example

Mistakes in the LetterMistakes in the Letter

An example of a poorly written letterAn example of a poorly written letterEmployee’s name is not detailedEmployee’s name is not detailedRecipient is not addressed by his nameRecipient is not addressed by his nameLetter content is confusing, not giving a Letter content is confusing, not giving a

clear explanation of the reason of the clear explanation of the reason of the letterletter

The writer signs with initials, so there is The writer signs with initials, so there is no contact nameno contact name

Example

Example

Contracting Services

We have analyzed these itemsexhaustively and found, at theend of our investigation, that theprocedures adopted with regardto the contracting of services are in line with legislativerequirements.

Takes an unnecessary routeTakes an unnecessary routeto say the same thingto say the same thing


These procedures conform tolegislative requirements.

.


We have analyzed these itemsexhaustively and found, at theend of our investigation, that theprocedures adopted with regardto the contracting of services are in line with legislativerequirements.

Gets straight to the pointGets straight to the pointTakes an unnecessary routeTakes an unnecessary routeto say the same thingto say the same thing

Correct And IncorrectCorrect And Incorrect

The aim is to…The aim is to… I can inform you…I can inform you…

I can let you know that .I can let you know that .

I am submitting for your I am submitting for your approval…approval…

A decision is requested.A decision is requested. Thank you for assisting.Thank you for assisting.

The desired end is to…The desired end is to… We are in the proud We are in the proud

position to inform you…position to inform you… We are taking the We are taking the

opportunity of letting you opportunity of letting you know that…know that…

We would like to submit for We would like to submit for your approval…your approval…

We would like to hereby…We would like to hereby… We are truly grateful for…We are truly grateful for…

Distinguished Sirs,

Although keen to express my warmest felicitations and acknowledge the deep honor your request bestows upon me, I feel that the reasoning behind yourpolicy decision, which is enough to make wise men quickto cry out like the furies of ancient time, angers me beyond belief.

Your decision occasions the onus probandi to lie firmly on my shoulders, yet in these parlous times, those beings of limited ability are inseparable from those withsuperior knowledge, many of the latter residing so nearto Mt. Olympus as to be unreachable.

For these reasons I regret that I am forced into decliningyour most felicitous invitation.

Your most honored servant,

Distinguished Sirs,

Although keen to express my warmest felicitations and acknowledge the deep honor your request bestows upon me, I feel that the reasoning behind yourpolicy decision, which is enough to make wise men quickto cry out like the furies of ancient time, angers me beyond belief.

Your decision occasions the onus probandi to lie firmly on my shoulders, yet in these parlous times, those beings of limited ability are inseparable from those withsuperior knowledge, many of the latter residing so nearto Mt. Olympus as to be unreachable.

For these reasons I regret that I am forced into decliningyour most felicitous invitation.

Your most honored servant,

Evidence that the writerEvidence that the writeris trying to show off ais trying to show off aknowledge of Latin in knowledge of Latin in

the textthe text

This text may irritateThis text may irritatethe readerthe reader

Example

Example

Mistakes In The LetterMistakes In The Letter

Writer of this style does not Writer of this style does not communicate wellcommunicate well

He is more interested in demonstrating He is more interested in demonstrating his own education than in conveying his own education than in conveying factsfacts

Simplicity always impresses more than Simplicity always impresses more than “trying to impress” text“trying to impress” text

Example

Example


Accurate ClearBrief

AskingAskingQuestionsQuestions

Why Do We Ask ?Why Do We Ask ?

Acquiring informationAcquiring informationReinforcing meaningReinforcing meaningClarificationClarificationPersuasionPersuasionProblem solvingProblem solving

Knowing What to AskKnowing What to Ask

Right questions open the door to Right questions open the door to knowledge and understandingknowledge and understanding

When preparing for a meeting, prepare When preparing for a meeting, prepare a list of answers you need to obtaina list of answers you need to obtain

Choose the type of question that best Choose the type of question that best meets your aims meets your aims

The Art of Questioning Lies in The Art of Questioning Lies in Knowing Which Questions to Ask Knowing Which Questions to Ask

and Whenand When

Types Of QuestionsTypes Of Questions

Closed -endedClosed -endedClosed -endedClosed -ended

Fact-findingFact-findingFact-findingFact-finding

Open-endedOpen-endedOpen-endedOpen-ended

Specific, and must beSpecific, and must beanswered with a answered with a yesyes or or nono

Specific, and must beSpecific, and must beanswered with a answered with a yesyes or or nono

To gain insight into otherTo gain insight into otherPerson’s character. Opens Person’s character. Opens

discussiondiscussion

To gain insight into otherTo gain insight into otherPerson’s character. Opens Person’s character. Opens

discussiondiscussion

To gain information onTo gain information onA particular subjectA particular subject

To gain information onTo gain information onA particular subjectA particular subject

Types Of QuestionsTypes Of Questions

Closed –endedClosed –endedClosed –endedClosed –ended

Fact-findingFact-findingFact-findingFact-finding

Open-endedOpen-endedOpen-endedOpen-ended

Do you ever read the companyDo you ever read the company Magazine or newsletter? Magazine or newsletter?

Do you ever read the companyDo you ever read the company Magazine or newsletter? Magazine or newsletter?

What makes you thinkWhat makes you think it will fail ?it will fail ?

What makes you thinkWhat makes you think it will fail ?it will fail ?

Who makes the decisions?Who makes the decisions? Who makes the decisions?Who makes the decisions?

Exam

ples

Mistakes in Asking QuestionsMistakes in Asking Questions

Making it appear like an interrogationMaking it appear like an interrogationRepeating same questionsRepeating same questionsAsking before previous question is Asking before previous question is

answeredansweredAsking critical or inappropriate questionsAsking critical or inappropriate questionsAsking ambiguous and unclear questionsAsking ambiguous and unclear questions

ListeningListening

How to ListenHow to Listen

Empathizing Empathizing

Synthesizing Synthesizing

Analysing Analysing

EmpathizingEmpathizingDrawing out the speakerDrawing out the speakerand getting information in aand getting information in a

supportive, helpful way.supportive, helpful way.

EmpathizingEmpathizingDrawing out the speakerDrawing out the speakerand getting information in aand getting information in a

supportive, helpful way.supportive, helpful way.

Empathize by imagining yourself in the other person’sEmpathize by imagining yourself in the other person’sposition to understand what they are thinking, and lettingposition to understand what they are thinking, and lettingthem feel comfortable – possibly by relating to theirthem feel comfortable – possibly by relating to theiremotional experiences. Pay close attention to what the emotional experiences. Pay close attention to what the person is saying, talk very little, and use encouragingperson is saying, talk very little, and use encouragingnods and words.nods and words.

Empathize by imagining yourself in the other person’sEmpathize by imagining yourself in the other person’sposition to understand what they are thinking, and lettingposition to understand what they are thinking, and lettingthem feel comfortable – possibly by relating to theirthem feel comfortable – possibly by relating to theiremotional experiences. Pay close attention to what the emotional experiences. Pay close attention to what the person is saying, talk very little, and use encouragingperson is saying, talk very little, and use encouragingnods and words.nods and words.

Type of ListeningType of Listening Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice

AnalyzingAnalyzingSeeking concreteSeeking concreteinformation and trying toinformation and trying todisentangle fact from disentangle fact from emotion. emotion.

AnalyzingAnalyzingSeeking concreteSeeking concreteinformation and trying toinformation and trying todisentangle fact from disentangle fact from emotion. emotion.

Use analytical questions to discover the reasons behindUse analytical questions to discover the reasons behindthe speaker’s statements, especially if you need tothe speaker’s statements, especially if you need tounderstand a sequence of facts or thoughts. Ask understand a sequence of facts or thoughts. Ask questions carefully, so you can pick up clues from thequestions carefully, so you can pick up clues from theanswers and use the person’s responses to help you formanswers and use the person’s responses to help you form you next set of questions. you next set of questions.

Use analytical questions to discover the reasons behindUse analytical questions to discover the reasons behindthe speaker’s statements, especially if you need tothe speaker’s statements, especially if you need tounderstand a sequence of facts or thoughts. Ask understand a sequence of facts or thoughts. Ask questions carefully, so you can pick up clues from thequestions carefully, so you can pick up clues from theanswers and use the person’s responses to help you formanswers and use the person’s responses to help you form you next set of questions. you next set of questions.


SynthesizingSynthesizingProactively guiding the Proactively guiding the exchange towards anexchange towards an

objective.objective.

SynthesizingSynthesizingProactively guiding the Proactively guiding the exchange towards anexchange towards an

objective.objective.

If you need to achieve a desired result, make statementsIf you need to achieve a desired result, make statementsto which others can respond with ideas. Listen and giveto which others can respond with ideas. Listen and giveyour answers to other’s remarks in a way that suggestsyour answers to other’s remarks in a way that suggestswhich ideas can be enacted and how they might bewhich ideas can be enacted and how they might beimplemented. Alternatively, include a different solution inimplemented. Alternatively, include a different solution inyour next question.your next question.

If you need to achieve a desired result, make statementsIf you need to achieve a desired result, make statementsto which others can respond with ideas. Listen and giveto which others can respond with ideas. Listen and giveyour answers to other’s remarks in a way that suggestsyour answers to other’s remarks in a way that suggestswhich ideas can be enacted and how they might bewhich ideas can be enacted and how they might beimplemented. Alternatively, include a different solution inimplemented. Alternatively, include a different solution inyour next question.your next question.


Overcoming PrejudiceOvercoming Prejudice

When what you see only fulfils your own When what you see only fulfils your own expectations, you probably have an expectations, you probably have an inflexible mind-setinflexible mind-set

Most people have this problemMost people have this problemPrejudices block good communicationPrejudices block good communication If you can recognize your prejudiced If you can recognize your prejudiced

ideas, you will be a good listenerideas, you will be a good listener

Overcoming PrejudiceOvercoming Prejudice

Listen carefully to what people are Listen carefully to what people are saying and do not let your prejudices saying and do not let your prejudices get in the wayget in the way

Think about the words you hear, not the Think about the words you hear, not the person saying themperson saying them

Ten commandmentsTen commandments

of listeningof listening

• Stop talking .. You cannot listen while talkingStop talking .. You cannot listen while talking• Give the speaker the chance to speakGive the speaker the chance to speak

• Listen to perceive .. Not to objectListen to perceive .. Not to object• Do not interrupt the speakerDo not interrupt the speaker

• Put yourself in the speaker’s boots.. This will Put yourself in the speaker’s boots.. This will help you assess the situationhelp you assess the situation

Ten commandmentsTen commandments

of listeningof listening

• Be patient .. Give the speaker enough timeBe patient .. Give the speaker enough time• Keep calm .. Angry people will look for mistakesKeep calm .. Angry people will look for mistakes

• Don’t argue .. Be open and accept criticismDon’t argue .. Be open and accept criticism• Ask questions .. This shows interest and Ask questions .. This shows interest and

provides clarificationprovides clarification• Avoid prejudice..Avoid prejudice..

Checking You UnderstandingChecking You Understanding

““I’m afraid I didn’t quite I’m afraid I didn’t quite understand what you said.understand what you said.Would you mind repeatingWould you mind repeating

it please?”it please?”

““I’m afraid I didn’t quite I’m afraid I didn’t quite understand what you said.understand what you said.Would you mind repeatingWould you mind repeating

it please?”it please?”

‘‘I’m aware that this isn’tI’m aware that this isn’tyour field, but I would beyour field, but I would bevery interested to hearvery interested to hear

your opinion.”your opinion.”

‘‘I’m aware that this isn’tI’m aware that this isn’tyour field, but I would beyour field, but I would bevery interested to hearvery interested to hear

your opinion.”your opinion.”

““I can’t have explained I can’t have explained myself clearly. What I myself clearly. What I

meant to establishmeant to establishwas ..”was ..”

““I can’t have explained I can’t have explained myself clearly. What I myself clearly. What I

meant to establishmeant to establishwas ..”was ..”

Phrases to be used when you need to clarify what has been Phrases to be used when you need to clarify what has been saidsaid

Managing Managing MeetingsMeetings

Do you feel bored?Do you feel bored?

Are you in the mood of chatting?Are you in the mood of chatting?

Do you have a desire for some Do you have a desire for some cookies and drinks?cookies and drinks?

Do you feel bored?Do you feel bored?

Are you in the mood of chatting?Are you in the mood of chatting?

Do you have a desire for some Do you have a desire for some cookies and drinks?cookies and drinks?

Then why don’t you call for a Then why don’t you call for a meeting?meeting?

Meetings cost time and money, Meetings cost time and money,

both of which are valuable.both of which are valuable.

Hold meetings only when necessary, Hold meetings only when necessary, and ensure that they are concise and ensure that they are concise

and constructive.and constructive.

Managing MeetingsManaging Meetings

Supervisors spend most of their time in Supervisors spend most of their time in discussions to organize work and solve discussions to organize work and solve problemsproblems

The average supervisor spends The average supervisor spends 65-80%65-80% of of his time in meetingshis time in meetings

How can we make the supervisor’sHow can we make the supervisor’stime more effective ?time more effective ?

Purpose Purpose of of

MeetingsMeetings

Purpose Purpose of of

MeetingsMeetings

Imparting information

Generating creative ideas (brainstorming)

Resolving problems

Making or implementing decisions

Issuing instructions

Advantages of MeetingsAdvantages of Meetings

ImmediateImmediate feedbackfeedback

ImmediateImmediate feedbackfeedback

GesturesGesturesGesturesGesturesFacial Facial expressionsexpressions

Facial Facial expressionsexpressions

Eye contactEye contactEye contactEye contact

InteractiveInteractiveInteractiveInteractiveFace-to-face Face-to-face communicationcommunication

Face-to-face Face-to-face communicationcommunication

The Critical Path of a MeetingThe Critical Path of a Meeting

Define theMeeting’s purpose

Define theMeeting’s purpose

Decide howLong it

Should last

Decide howLong it

Should last

Ensure the Right people

attend

Ensure the Right people

attend

Is the meeting

urgent and important?No Yes

Is the meetingurgent and important?No Yes

Is the meetingurgent or important?No Yes

Is the meetingurgent or important?No Yes

Is the meetingroutine?

No Yes

Is the meetingroutine?

No Yes

Do you needto hold itASAP?

No Yes

Do you needto hold itASAP?

No Yes

Is there a deadline to

work towards?No Yes


work towards?No Yes

Hold meetingimmediate

Hold meetingimmediate

Is the meetingnecessary?No Yes

Is the meetingnecessary?No Yes Save the meeting

for a quiettime

Save the meetingfor a quiet

time

Allocate a timeto hold meeting

Allocate a timeto hold meeting

Set a realisticdeadline


Does that meetinghelp you work

more efficiently?No Yes

Does that meetinghelp you work

more efficiently?No Yes

Set aside a time to

hold meeting

Set aside a time to

hold meeting

CCCC

BBBB

AAAA

Don’t do Itcancel it

To Ensure To Ensure a Successful Meetinga Successful Meeting

Ensure That the Ensure That the Right Right People People Attend, at the Attend, at the RightRight Time and Time and Place, and That They Reach Place, and That They Reach

the the RightRight Decisions Decisions

Steps To Successful Steps To Successful MeetingsMeetings

Steps to a successful

meeting

Planning

Closing

ControllingSteps to a Steps to a

Successful MeetingSuccessful Meeting

Define purpose of meetingDefine purpose of meeting Develop meeting agendaDevelop meeting agenda Select attendees - Select attendees - - Consider job background .. Harmonize.. - Consider job background .. Harmonize.. - Define roles and means of participation- Define roles and means of participation Locate a venueLocate a venue Send out invitation along with agendaSend out invitation along with agenda

Monitor meeting duration (opening,closing)Monitor meeting duration (opening,closing) Limit and bring side-discussions and Limit and bring side-discussions and unnecessary arguments back to track unnecessary arguments back to track Summarize each issue before moving toSummarize each issue before moving to the next the next Limit number of issues to be discussedLimit number of issues to be discussed

Direct meeting towards defined resultsDirect meeting towards defined results Define and announce each decision Define and announce each decision made made Direct meeting to a final conclusionDirect meeting to a final conclusion Support what has been agreed uponSupport what has been agreed upon

Role of the Supervisor When Role of the Supervisor When Chairing a MeetingChairing a Meeting

Keep discussion focused on the topicKeep discussion focused on the topic Intervene if discussion fragments into Intervene if discussion fragments into

multiple conversationsmultiple conversationsTactfully prevent anyone from dominatingTactfully prevent anyone from dominating

Role of the Supervisor When Role of the Supervisor When Chairing a MeetingChairing a Meeting

Bring discussions to a closeBring discussions to a closeEnsure all participants are aware of all Ensure all participants are aware of all

decisions that have been reacheddecisions that have been reachedNotify group when time for an item has Notify group when time for an item has

expiredexpired

Code of CooperationCode of Cooperation

Be on time and come preparedBe on time and come preparedBe attentive to all what is saidBe attentive to all what is saidUse eye contact, and show interestUse eye contact, and show interestDo not interrupt speakersDo not interrupt speakers


Do not whisper or fidget while someone Do not whisper or fidget while someone speaksspeaks

Pay attention, avoid disruptive behaviorPay attention, avoid disruptive behaviorShow respect for the contributions of Show respect for the contributions of

other membersother membersEvery member is responsible for Every member is responsible for

the meeting’s progress and successthe meeting’s progress and success


CONSTRUCTIVELY criticize CONSTRUCTIVELY criticize ideas, not personsideas, not persons

Only one person speaks at a timeOnly one person speaks at a timeEveryone participates, no one Everyone participates, no one

dominatesdominates


Avoid long anecdotes and examplesAvoid long anecdotes and examplesRespect those not presentRespect those not presentAsk questions when you do not Ask questions when you do not

understandunderstandAttend to your personal comfort needs Attend to your personal comfort needs

at any time but minimize disruptionsat any time but minimize disruptions

Why Meetings FailWhy Meetings Fail

Arriving lateArriving lateReason of attendance is unknown Reason of attendance is unknown Roles are not defined Roles are not defined No interestNo interestDiscussions dominated by one personDiscussions dominated by one personEngagements in side conversationsEngagements in side conversations Interrupting the speakerInterrupting the speaker

Why Meetings FailWhy Meetings Fail

Unnecessary argumentsUnnecessary argumentsNo agenda No agenda Key persons are absentKey persons are absent Issues are left danglingIssues are left danglingMeeting’s conclusions are pre-determinedMeeting’s conclusions are pre-determinedNot following-up implementationNot following-up implementation

Problem-solving andProblem-solving andDecision-making Decision-making

Defining Work ProblemsDefining Work Problems

Undesired, unplanned situationsUndesired, unplanned situationsObstacles that slow down achieving Obstacles that slow down achieving

goalsgoals Inevitable in day to day workInevitable in day to day work

Causes of Work ProblemsCauses of Work Problems

Negligence of rules and regulationsNegligence of rules and regulations Ignorance of the presence of rules and Ignorance of the presence of rules and

regulationsregulations Improper organizing and planning workImproper organizing and planning workUnexpected events and mishapsUnexpected events and mishaps

Causes of

Work Problems

MManan

MMachineachine

MMethodsethods

MMaterialsaterials

Problems should be handled Problems should be handled at its early stages beforeat its early stages before

it builds upit builds up

Problems should be handled Problems should be handled at its early stages beforeat its early stages before

it builds upit builds up

Principals Of Problem SolvingPrincipals Of Problem Solving

Avoid the "right/wrong" or "assigning Avoid the "right/wrong" or "assigning blame" paradigmblame" paradigm

Convey respect for the other personConvey respect for the other personUndertake to solve the problem togetherUndertake to solve the problem togetherFocus on the problem first, then look for Focus on the problem first, then look for

solutionssolutions

Steps to Problem-solvingSteps to Problem-solving

Who owns the problem? Who owns the problem? Who is involved? Who is involved? Who is being affected by it?Who is being affected by it?

Before any attempt to solve a problem Before any attempt to solve a problem ask yourself these questions:ask yourself these questions:


Define the problemDefine the problem (with input from yourself and others)(with input from yourself and others)

- What is it that makes you think there's a problem? - What is it that makes you think there's a problem? - Where is it happening?- Where is it happening?- How is it happening?- How is it happening?- When is it happening?- When is it happening?- With whom is it happening?- With whom is it happening?- Write down a five-sentence description of the- Write down a five-sentence description of the problem problem

Don't jump to "Who is causing the problem?"


Look at potential causes for the problemLook at potential causes for the problem

- Get input from others who notice the problem and who are effected by it - Collect input from individuals one at a time- Write down a description of the cause of the problem in terms of what is happening, where, when, how, with whom and why


Identify alternatives for approaches to Identify alternatives for approaches to resolve the problemresolve the problem

- keep others involved (unless you're facing a- keep others involved (unless you're facing a personal and/or employee performance problem) personal and/or employee performance problem)- Brainstorm for solutions to the problem- Brainstorm for solutions to the problem


Select an approach to resolve the problemSelect an approach to resolve the problem

consider:consider:- - Which approach is the most realistic to solve theWhich approach is the most realistic to solve the problem for the long term? problem for the long term?- Resources, are they available? affordable? Do you- Resources, are they available? affordable? Do you have enough time to implement the approach? have enough time to implement the approach?- What is the extent of risk associated with each- What is the extent of risk associated with each alternative? alternative?


Plan the implementation of the best alternative Plan the implementation of the best alternative (this is your action plan)(this is your action plan)

- What will the situation look like when problem is- What will the situation look like when problem is solved?“ solved?“- Steps to be taken to implement the best alternative? - - Steps to be taken to implement the best alternative? - What systems or processes should be changed in What systems or processes should be changed in the organization, (e.g. a new policy or procedure?) the organization, (e.g. a new policy or procedure?) - How will you follow-up with the implementation - How will you follow-up with the implementation


Plan the implementation of the best alternative (this is your Plan the implementation of the best alternative (this is your action plan)action plan)

- Resources needed (people, money and facilities?) - Resources needed (people, money and facilities?) - Time needed for implementation- Time needed for implementation- Who will be responsible for implementing the plan?- Who will be responsible for implementing the plan?- Write down the answers to the above questions and - Write down the answers to the above questions and consider this as your action plan consider this as your action plan- Communicate the plan to those who will be involved in- Communicate the plan to those who will be involved in implementing it and to your immediate supervisor implementing it and to your immediate supervisor


Monitor implementation of the planMonitor implementation of the plan - Is the plan being done according to schedule? - Is the plan being done according to schedule? - If not, then consider: Was the plan realistic? Are- If not, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various schedule? Should more priority be placed on various

aspects of the plan? Should the plan be changed? aspects of the plan? Should the plan be changed?


Verify if the problem has been resolved or Verify if the problem has been resolved or notnotConsider:Consider:- What changes should be made to avoid this type of- What changes should be made to avoid this type of problem in the future? (changes to policies and problem in the future? (changes to policies and procedures, training, etc.) procedures, training, etc.) - What did you learn from this problem solving?- What did you learn from this problem solving? (new knowledge, understanding and/or skills.) (new knowledge, understanding and/or skills.) - Write a brief memo that highlights the success of - Write a brief memo that highlights the success of the problem solving effort. Share it with your the problem solving effort. Share it with your supervisor, peers and subordinates supervisor, peers and subordinates

FocusFocus

ExecuteExecute

DevelopDevelop

AnalyzeAnalyze

Fishbone MethodFishbone Method

Off-spec Product

ManManMachineMachine

MethodsMethodsMaterialsMaterials

Inadequate trainingInadequate training

No cooperationNo cooperation

Not complyingNot complyingWith standardsWith standards

Improper storageImproper storage

No MaintenanceNo Maintenance

No CalibrationNo Calibration

Not followingNot following standardsstandards

Improper test Improper test proceduresprocedures

Force-field AnalysisForce-field Analysis

Force field analysis is a method for Force field analysis is a method for listing,listing, discussingdiscussing, and , and evaluatingevaluating the various the various forces for and against a proposed change.forces for and against a proposed change.

Useful in clarifying the problem, and finding Useful in clarifying the problem, and finding solutions to specific obstacles preventing goal solutions to specific obstacles preventing goal achievementachievement

Can be used to develop an action plan to Can be used to develop an action plan to implement a change implement a change


Determine if a proposed change can Determine if a proposed change can get needed support get needed support

Identify obstacles to successful Identify obstacles to successful solutions solutions

Suggest actions to reduce the strength Suggest actions to reduce the strength of the obstaclesof the obstacles

Types of Forces to Consider Types of Forces to Consider

Available ResourcesTraditionsVested interestsOrganizational structuresRelationshipsOrganizational trends

Attitudes of peopleRegulationsPersonal or group needsPresent or past practicesInstitutional policies or normsAgencies

ValuesDesiresCostsPeopleEvents


PresentPresentstatestate

DesiredDesiredoutcomeoutcome

Driving forcesDriving forces Restraining forcesRestraining forces

WorstWorststatestate

Force-field AnalysisForce-field AnalysisRejection rate

10%Rejection rate

2%

Driving forcesDriving forces Restraining forcesRestraining forces

Rejection rate20%

Customer demand

Motivated workers

Increased market share

Quality circle program

Increased production time

Other projects on line

Lack of training

SWOT AnalysisSWOT Analysis

Threats Opportunities

StrengthsStrengths Weaknesses

Part of a supervisor’s role is having Part of a supervisor’s role is having

to make a series of large and to make a series of large and small decisions. small decisions.

Reaching the right decision in everyReaching the right decision in every situation is an ambition that is well situation is an ambition that is well

worth striving to achieveworth striving to achieve

Decisions Are an EssentialDecisions Are an EssentialPart of Life, in and OutPart of Life, in and Out

of a Work Environment.of a Work Environment.

Supervisors, by Definition,Supervisors, by Definition,

Must Be Decision-Makers.Must Be Decision-Makers.

Types of Managerial DecisionsTypes of Managerial Decisions

UnplannedUnplannedPlannedPlanned

ProblemProblem• Repetitive• Routine• Repetitive• Routine

• Non-repetitive• Non-routine• Non-repetitive• Non-routine

• Instructions• Policies• Low risk

• Instructions• Policies• Low risk

• Strategic solutions• High risk• Strategic solutions• High risk

ProceduresProcedures

DecisionDecision

TopTopManagementManagement

Middle ManagementMiddle Management

SupervisionSupervision

ManagerialManagerialLevelLevel

Type ofType ofDecisionDecision

Broad, unstructured,infrequentBroad, unstructured,infrequentMuch uncertaintyMuch uncertainty

Frequent,structuredFrequent,structured,, repetitive,Routinerepetitive,Routine,,

much certaintymuch certainty

Non-programmed DecisionsNon-programmed Decisions

Structured andStructured andUnstructuredUnstructured

Types of Problems/DecisionsTypes of Problems/DecisionsAnd Management LevelAnd Management Level

Programmed DecisionsProgrammed Decisions

Decision MakingDecision Making

IndividualIndividualIndividualIndividualConsensusConsensusConsensusConsensus

Participation Involvement Participation Involvement ScaleScale

TellTell SellSellGather Gather

informationinformation

GetGet recommendationsrecommendations

From groupFrom group

GroupGroup votesvotesWith With

mgt vetomgt veto

GroupGroup votesvotes

Without Without Mgt vetoMgt veto

Elements That AffectElements That AffectThe Decision-making ProcessThe Decision-making Process

Elements Affecting Elements Affecting Decision-making ProcessDecision-making Process

DecisionMaking

ValuesValues

Personality

Personality

RiskRisk

TakingTaking

Potential for

Potential for

Dissonance

Dissonance

Primary Primary elementselements

Elements Affecting Elements Affecting Decision-making ProcessDecision-making Process

DecisionMaking

ValuesValues

Personality

Personality

RiskRisk

TakingTaking

Potential for

Potential for

Dissonance

Dissonance

Nature of issue

Tim

e av

aila

ble

Reso

urces availab

le

Technical/intellectualskills

Secondary Secondary elementselements

Identify & define issue/problemIdentify & define issue/problemIdentify & define issue/problemIdentify & define issue/problem

Evaluate alternativesEvaluate alternativesEvaluate alternativesEvaluate alternatives

Undertake analysisUndertake analysisUndertake analysisUndertake analysis

Analyzing the Decision ProcessAnalyzing the Decision Process

What exactly What exactly has to be decided?has to be decided?

What exactly What exactly has to be decided?has to be decided?

What are the What are the Pros and cons?Pros and cons?

What are the What are the Pros and cons?Pros and cons?

What are the What are the alternatives?alternatives?

What are the What are the alternatives?alternatives?

Implement decisionImplement decisionImplement decisionImplement decision

Identify choicesIdentify choicesIdentify choicesIdentify choicesWhich alternativeWhich alternative

Is the best?Is the best?

Which alternativeWhich alternativeIs the best?Is the best?

What actionWhat actionNeeds to be taken?Needs to be taken?

What actionWhat actionNeeds to be taken?Needs to be taken?

AGISA AGISA The Group Thinking ModelThe Group Thinking Model

Goal settingGoal setting

AnalyzingAnalyzing

Selecting ideasSelecting ideas

Looking for IdeasLooking for Ideas

ActionAction

Seeking issuesSeeking issuesAffecting the decisionAffecting the decision

Opportunities orOpportunities orproblemsproblems

Conventional orConventional orunconventionalunconventional

Discarding orDiscarding oradoptingadopting

ImplementingImplementingAccepted decisionsAccepted decisions

Assessing the Validity of IdeasAssessing the Validity of Ideas

New technologyNew technologyMakes our productMakes our product

obsoleteobsolete

Our productdominates the

market

Update our productin order to hold

market advantage

See if new technologytakes off beforeinvesting in it

Invests in newtechnology whenmarkets dictate

Invest in newtechnology as

soon as possible

First to supplynew product

First to supplynew product

Risks position asmarket leader

Risks position asmarket leader

Delays investmentuntil future date

Delays investmentuntil future date

Strengthens positionof present product

Strengthens positionof present product

Only keeps the status quo for now

Only keeps the status quo for now

ProblemProblem

Potential outcomesPotential outcomesSuggested solutionsSuggested solutions

DecisionDecision

RightWrong

Admit

No Admit

- Seeking evidence to support decision- Focus on advantages- Neglecting drawbacks- Concealing facts- Casting doubt on alternatives

Team Building Team Building

A Team Is More Than a Collection of Individuals.

It Is, in Part, an Emotional Entity, Rooted in the Feelings

As Well As the Thoughts of Its Members, Who Actively Care About

Their Team’s Well-being.

Teamwork DefinitionTeamwork Definition

A team is a limited number of people A team is a limited number of people with complementary skills who are with complementary skills who are committed to a common purpose, committed to a common purpose,

performance goals, and approach for performance goals, and approach for which they hold themselves mutually which they hold themselves mutually

accountableaccountable

Benefits Of TeamworkBenefits Of Teamwork

Integration of the Talents and Competencies

they Possess

The Collective Utilization Of Individuals’ Efforts

What Makes a What Makes a Good Team?Good Team?

A true team is a living, constantly A true team is a living, constantly changing, dynamic force in which a changing, dynamic force in which a number of people come together to number of people come together to workwork

Team members discuss their Team members discuss their objectives, assess ideas, make objectives, assess ideas, make decisions, and work towards their decisions, and work towards their targets togethertargets together

Points to RememberPoints to Remember

A team member is still an individual, A team member is still an individual, and should always be treated as suchand should always be treated as such

Cross-functional teams offer the chance Cross-functional teams offer the chance to learn about roles and work of othersto learn about roles and work of others

Finding the Right Balance Of SkillsFinding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to copeAbility to cope

with otherswith othersAbility to makeAbility to makeclear decisionsclear decisions

In disciplinesIn disciplines

Unifying a TeamUnifying a Team

Most teams have a tendency to place too muchMost teams have a tendency to place too much

emphasis on the task and not on the individual.emphasis on the task and not on the individual.

The ideal situation is one in which the needs of the The ideal situation is one in which the needs of the

individual, the dynamics of the team, and theindividual, the dynamics of the team, and the

requirements of the task coincide at four strategicrequirements of the task coincide at four strategic

points to produce a unified, effective working team.points to produce a unified, effective working team.

Unifying a TeamUnifying a Team

Individual

Task Team

Team works toTeam works tocommon end tocommon end tocomplete taskscomplete tasks

Needs of individualNeeds of individualare catered for by teamare catered for by team

Challenging tasksChallenging tasksmaintain individualmaintain individual

interestinterest

Each individualEach individualcontributes to teamcontributes to teameffort to completeeffort to complete

task in handtask in hand

Choosing Individuals for Choosing Individuals for Specific TasksSpecific Tasks

Which qualitiesare required for

the job?

Which qualitiesare required for

the job?

Make a final decisionbased on responses to

the question above

Make a final decisionbased on responses to

the question above

Will I enjoy workingwith this person?

Will I enjoy workingwith this person?

Can any weaknessesbe overcome?

Can any weaknessesbe overcome?

What are theirrespective key skills?

What are theirrespective key skills?

Are there anysuitable people?

Are there anysuitable people?

Assume that anyonewill suit the role

Rely solely on word ofmouth

recommendations

Ignore shortfalls infavor of particular

experience

Hope weaknesses willbe overlooked by

the team

Ignore signs of individual not being

a team player

Expect them to overcome problems

“on the job”

Offer the role to theindividual who excels at

one particular skill

Draw up a job profile before talking to people

Check “on paper” profileagainst details of

individuals

Favor individuals withwide-ranging skills

Consider any shortcomings

Note any shortcomingsin personal skills

Offer the role to theindividual who brings most

overall to the team

DoDo Don’tDon’t

Stages of Team-developmentStages of Team-development

FormingForming

The team first comes together; The team first comes together; discovering "Why? What? Who? When?". discovering "Why? What? Who? When?".

Conflicts have not begin to emerge yetConflicts have not begin to emerge yet

Supervisor’s RoleSupervisor’s Role

FormingForming

Use socializing and team discussion to initiateUse socializing and team discussion to initiategroup work group work


StormingStormingFormingForming

Disagreements arise about what needs to be done Disagreements arise about what needs to be done and who will do it. People are annoyed byand who will do it. People are annoyed by

The restrictions imposed by the teamThe restrictions imposed by the team


StormingStormingFormingForming

Assert your authority to defuse conflict inAssert your authority to defuse conflict inthe teamthe team


NormingNormingStormingStormingFormingForming

The goals, roles, and boundaries have beenThe goals, roles, and boundaries have been clarified and accepted by team members. clarified and accepted by team members.

They have taken ownership and accountabilityThey have taken ownership and accountability for getting the work done for getting the work done


NormingNormingStormingStormingFormingForming

Encourage team members to establish a creativeEncourage team members to establish a creativework patternwork pattern


PerformingPerformingNormingNormingStormingStormingFormingForming

The team becomes a true team, working in harmony, The team becomes a true team, working in harmony, supporting one another. The team, not the leader, supporting one another. The team, not the leader,

manages the project. Team members make adjustments manages the project. Team members make adjustments to keep the deliverables on track to keep the deliverables on track


PerformingPerformingNormingNormingStormingStormingFormingForming

Build-up team faith in their collective abilityBuild-up team faith in their collective abilityand skillsand skills

Supervisor’s Role in Supervisor’s Role in Team-building ProcessTeam-building Process

Identifying purpose of forming teamIdentifying purpose of forming teamSelecting team membersSelecting team members Identifying strengths and weaknessesIdentifying strengths and weaknessesSetting objectives and clarifying issuesSetting objectives and clarifying issuesAllocating roles and responsibilitiesAllocating roles and responsibilitiesSupporting team membersSupporting team members

Supervisor’s Role in Supervisor’s Role in Resolving Team ConflictsResolving Team Conflicts

Clarifying impact of conflict on performanceClarifying impact of conflict on performance Identifying causes of conflictIdentifying causes of conflict Inviting parties to explain their points of viewInviting parties to explain their points of view

suggesting solutionssuggesting solutions Selecting appropriate methods for solution Selecting appropriate methods for solution Agreement on roles to resolve the conflictAgreement on roles to resolve the conflict Developing a plan of implementationDeveloping a plan of implementation

Team Cohesion Has A Great Team Cohesion Has A Great Effect on ProductivityEffect on Productivity

CohesionCohesion

ProductivityProductivity

Time spentTime spent

togethertogetherTime spentTime spent

togethertogether

Proximity ofProximity ofTeam membersTeam members

Proximity ofProximity ofTeam membersTeam members

Size of teamSize of teamSize of teamSize of teamPrevious Previous

achievementsachievementsPrevious Previous

achievementsachievements

GenderGenderGenderGender

Challenges Challenges Facing teamFacing teamChallenges Challenges Facing teamFacing team

Factors that determine

Teamcohesion

Factors that determine

Teamcohesion

Tips to Promote CohesionTips to Promote Cohesion

Keep enemies apartKeep enemies apartPut friends togetherPut friends togetherGive special attention to people who Give special attention to people who

find it difficult to make friendsfind it difficult to make friendsAvoid fostering competing subgroupsAvoid fostering competing subgroups

Climate SurveyClimate Survey

What gets measuredWhat gets measuredgets managedgets managed

PurposePurpose

Do members of your team share a Do members of your team share a sense of why the team exists and are sense of why the team exists and are invested in accomplishing the mission?invested in accomplishing the mission?

PrioritiesPriorities

Do members know what needs to be Do members know what needs to be done next, by whom, and by when to done next, by whom, and by when to achieve team goals?achieve team goals?

RolesRoles

Do members know their roles in getting Do members know their roles in getting tasks done and when to allow a more tasks done and when to allow a more skillful member to do a contain task?skillful member to do a contain task?

Authority and Decision-Authority and Decision-makingmaking

Are authority and decision-making lines Are authority and decision-making lines clearly understood?clearly understood?

ConflictConflict

Is conflict dealt with openly and Is conflict dealt with openly and considered important to decision-considered important to decision-making and personal growth?making and personal growth?

Personal TraitsPersonal Traits

Do team members feel their unique Do team members feel their unique personalities are appreciated and well personalities are appreciated and well utilized? utilized?

NormsNorms

Are group norms set for working Are group norms set for working together and are they seen as together and are they seen as standards for everyone in the group?standards for everyone in the group?

EffectivenessEffectiveness

Do members find team meetings Do members find team meetings efficient and productive and look efficient and productive and look forward to this time together?forward to this time together?

SuccessSuccess

Do team members clearly know when Do team members clearly know when the team has met with success and the team has met with success and share in this equally and proudly?share in this equally and proudly?

Skills DevelopmentSkills Development

Are opportunities for feedback and Are opportunities for feedback and updating skills provided and taken updating skills provided and taken advantage of by team members?advantage of by team members?

Objective Setting Objective Setting

Responsibilities, Tasks,Responsibilities, Tasks,Duties, and ObjectivesDuties, and Objectives

Responsibilities

Objectives

Tasks

Duties

Individual objectives should be alignedIndividual objectives should be aligned with the organization’s objectiveswith the organization’s objectives..

What Is Meant by an What Is Meant by an ObjectiveObjective??

A statement specifying the task to be A statement specifying the task to be implemented, the expected results, the implemented, the expected results, the

resources required and the timeresources required and the time

frame of implementationframe of implementation

ObjectivesObjectives

Objectives are Objectives are specificspecific accomplishments accomplishments that must be accomplished to achieve the that must be accomplished to achieve the goals in the plan. Objectives are usually goals in the plan. Objectives are usually

"milestones" along the way when "milestones" along the way when implementing the strategiesimplementing the strategies

Criteria for WritingCriteria for Writing Objectives Objectives

SSpecificpecific MMeasurableeasurable AAcceptablecceptable RResourcesesources TTimely imely

Sample of an ObjectiveSample of an Objective

To launch the new product (X) by end of To launch the new product (X) by end of December 2004, with a cost of December 2004, with a cost of

advertisement campaign not to exceed advertisement campaign not to exceed $ 60,000$ 60,000


To launch the new product (X) by end of To launch the new product (X) by end of December 2004, with a cost of December 2004, with a cost of

advertisement campaign not to exceed advertisement campaign not to exceed $ 60,000$ 60,000

Is the objective specificIs the objective specific??Can it be measuredCan it be measured??Is it acceptableIs it acceptable??Are the resources definedAre the resources defined??Is there a time frame for implementationIs there a time frame for implementation??


To investigate customers’ complaints in To investigate customers’ complaints in regards the wrong deliveries by end of regards the wrong deliveries by end of

November 2004, with a cost of November 2004, with a cost of expenses not to exceed $ 4,000expenses not to exceed $ 4,000


To investigate customers’ complaints in To investigate customers’ complaints in regards the wrong deliveries by end of regards the wrong deliveries by end of

November 2004, with a cost of November 2004, with a cost of expenses not to exceed $ 4,000expenses not to exceed $ 4,000

Is the objective specificIs the objective specific??Can it be measuredCan it be measured??Is it acceptableIs it acceptable??Are the resources definedAre the resources defined??Is there a time frame for implementationIs there a time frame for implementation??

Management Management BBy Objectivesy Objectives

…… a systematic and organized approach a systematic and organized approach that allows management to focus on that allows management to focus on

achievable goals and to attain the best achievable goals and to attain the best possible results from available possible results from available

resourcesresources

Strategies or Activities Strategies or Activities

The methods or processes that are The methods or processes that are required to achieve the goalsrequired to achieve the goals

Resources (and Budgets)Resources (and Budgets)

Resources include the people, materials, Resources include the people, materials, technologies, money, etc., required to technologies, money, etc., required to implement the strategies or processes. implement the strategies or processes. The costs of these resources are often The costs of these resources are often

depicted in the form of a budget depicted in the form of a budget

Goals / objectivesGoals / objectivesStrategies / tasksStrategies / tasks

(results)(results)(methods to achieve(methods to achieve the results)the results)

Types of ObjectivesTypes of Objectives

OrganizationalOrganizational

Improvement Improvement

OrganizationalOrganizational

Improvement Improvement

Personnel Personnel Skills Skills

Development Development

Personnel Personnel Skills Skills

Development Development

ProblemProblemSolvingSolving

ProblemProblemSolvingSolving

Specifying Target DateSpecifying Target Date

Specified by Specified by datedateDate associated with Date associated with another dateanother dateSpecified by Specified by periodperiod

Cost EstimationCost Estimation

Should be calculated accuratelyShould be calculated accuratelyShould be realisticShould be realisticMay increase if implementation is May increase if implementation is

delayeddelayed

Steps to Objective SettingSteps to Objective Setting

Developing an Developing an action planaction plan

Subordinates’ Subordinates’ participationparticipation

Action Plan , Why ?Action Plan , Why ?

To specify method of implementationTo specify method of implementationTo develop a time frameTo develop a time frameTo utilize resources effectivelyTo utilize resources effectivelyHelps in anticipating problems Helps in anticipating problems To follow-up implementation in To follow-up implementation in

accordance to scheduleaccordance to schedule

A Well-set ObjectiveA Well-set Objective

To increase sales volume from 150,000 To increase sales volume from 150,000 tons to 180,000 tons by end of tons to 180,000 tons by end of December 2002 , cost of advertisement December 2002 , cost of advertisement not to exceed 50,000 $not to exceed 50,000 $

ResultResult : Measurable : MeasurableCostCost : specified : specifiedTime frameTime frame : specified : specified

A Poor ObjectiveA Poor Objective

To increase sales volume by using To increase sales volume by using effective advertisementeffective advertisement

Why Would Objectives FailWhy Would Objectives Fail? ?

Objectives are imposed on subordinatesObjectives are imposed on subordinatesObjectives are unrealisticObjectives are unrealisticTime is not managedTime is not managedEasy objectives are selectedEasy objectives are selectedTime spent in paper workTime spent in paper workObjectives are not amended when Objectives are not amended when

necessarynecessary

Exercise Exercise

Time Management Time Management

Time is LifeTime is Life

Time cannot be stored or replenishedTime cannot be stored or replenished

Understanding TimeUnderstanding Time

Consider These Two Consider These Two Questions:Questions:

What would happen if youWhat would happen if you spent company money as spent company money as

easy as you spend easy as you spend company time?company time?

What would happen if youWhat would happen if you spent company money as spent company money as

easy as you spend easy as you spend company time?company time?

When was the last time When was the last time youyou reviewed your time reviewed your time

allocation?allocation?

When was the last time When was the last time youyou reviewed your time reviewed your time

allocation?allocation?

Please, answer the following Please, answer the following questionsquestions : :

Do you feel that a great part of your Do you feel that a great part of your time is wasted ?time is wasted ?

Yes ( ) No ( )Yes ( ) No ( ) What do you think the reasons are ?What do you think the reasons are ?

How would you control your time ?How would you control your time ?

Please, answer the following Please, answer the following questionsquestions : :

Do you believe that others are Do you believe that others are wasting your time ?wasting your time ? Yes ( ) No ( )Yes ( ) No ( )

Do you believe you can put limits Do you believe you can put limits to that ? explain howto that ? explain how

Waste DisposalWaste Disposal

If an average employee earns about If an average employee earns about 27,00027,000 pounds per year: about pounds per year: about 12.5012.50 pounds per hour, around pounds per hour, around 11 pound every pound every 5 minutes; 5 minutes; How many 5 minute sections of your How many 5 minute sections of your activity deserves a pound? activity deserves a pound? This is a critical appraisal of how you This is a critical appraisal of how you spend your time and to question spend your time and to question some of your habits.some of your habits.

Time Waste , Why ?Time Waste , Why ?

Ignorance of the value of timeIgnorance of the value of timeLate arrival to work or meetingsLate arrival to work or meetingsFailing to prioritize Failing to prioritize Failing to delegateFailing to delegateUnnecessary interruptionsUnnecessary interruptions

Time Waste , Why ?Time Waste , Why ?

Unexpected, unplanned visitsUnexpected, unplanned visitsLengthy , unnecessary telephone callsLengthy , unnecessary telephone callsProcrastination Procrastination Piled workPiled workUnnecessary discussionsUnnecessary discussions

Changing AttitudesChanging Attitudes

Our attitudes to time are constantly changingOur attitudes to time are constantly changing Changes are due to advent of new technologyChanges are due to advent of new technology Exchange of information has become Exchange of information has become

instantaneous instantaneous Travel has become much fasterTravel has become much faster It is possible for us to do more in a dayIt is possible for us to do more in a day It has also increased the pressure on our timeIt has also increased the pressure on our time

Estimating Value Of TimeEstimating Value Of Time

1.5 x annual salary

Working hoursper year

= Cost per hour

Cost per hour

60= Cost

Per minute

Daily Routine WorkDaily Routine Work

Withmanager Discretionary

Urgent

Withsubordinates

• OrganizeOrganize• PlanPlan• CoordinateCoordinate

• MeetingMeeting• DiscussionDiscussion

• ProblemsProblems• CrisisCrisis

• CoachingCoaching• DiscussionDiscussion• ComplaintsComplaints

Breaking Down TasksBreaking Down Tasks

On-goingOn-goingprojectsprojects

RoutineRoutine

Planning &Planning &developmentdevelopment

Organizing aOrganizing ameetingmeeting

Writing aWriting aRegular reportRegular report

Making new contactsMaking new contacts


Categorize your tasksCategorize your tasksEstimate how long each task takes youEstimate how long each task takes youLook at the distribution of these tasks Look at the distribution of these tasks

throughout the daythroughout the day

Ideal Time AllocationIdeal Time Allocation

Group 1:Group 1: Routine tasksRoutine tasksGroup 2:Group 2: Ongoing projectsOngoing projectsGroup 3:Group 3: Planning and developmentPlanning and development

60% of time60% of time



Actual Time AllocationActual Time Allocation

Group 1:Group 1: Routine tasksRoutine tasksGroup 2:Group 2: Ongoing projectsOngoing projectsGroup 3:Group 3: Planning and developmentPlanning and development

60% of time60% of time15% of time15% of time


If distribution is incorrect, If distribution is incorrect, re-organize your working dayre-organize your working day


Looking For PatternsLooking For Patterns

Does the breakdown meet the Does the breakdown meet the expectations of your working day?expectations of your working day?

Are you spending too much time on a Are you spending too much time on a particular group?particular group?

Are there times when you are very busy Are there times when you are very busy and times when you are slack?and times when you are slack?

If so, reorganize work more efficientlyIf so, reorganize work more efficiently

Questions To Ask YourselfQuestions To Ask Yourself

Am I doing work somebody else should Am I doing work somebody else should do?do?

Are there patterns that repeat Are there patterns that repeat themselves in my time log?themselves in my time log?

Do jobs frequently take longer than Do jobs frequently take longer than expected ?expected ?

Do I have enough time to be creative Do I have enough time to be creative and innovative?and innovative?

Estimating EfficiencyEstimating Efficiency

How close is your work pattern to the How close is your work pattern to the ideal 60:25:15 work distribution ratio?ideal 60:25:15 work distribution ratio?

If you spend too much time on one If you spend too much time on one group,group,reorganizereorganize your daily schedule your daily schedule

DelegateDelegate jobs that can be done by juniors jobs that can be done by juniorsConcentrateConcentrate your energies on more your energies on more

important tasksimportant tasks

Setting PrioritiesSetting Priorities

ImportanceImportance

UrgencyUrgency

Prioritizing Prioritizing a Taska Task

Analyzing TasksAnalyzing Tasks

C

B

A Important and urgentImportant and urgent

Important or urgentImportant or urgent

Neither ImportantNeither Importantnor urgent - routinenor urgent - routine

B

CC

UrgencyUrgency

ImportanceImportance

Analyzing TasksAnalyzing Tasks

AA

B

Prioritizing TasksPrioritizing Tasks

CC

B

A Important and urgentImportant and urgent

Important or urgentImportant or urgent

Neither ImportantNeither Importantnor urgent - routinenor urgent - routine

Prioritizing And Delegating WorkPrioritizing And Delegating Work

Make three separate lists for A, B, and Make three separate lists for A, B, and C tasksC tasks

For each list, decide:For each list, decide: - which tasks only you can do? - which tasks only you can do? - which tasks can be delegated? - which tasks can be delegated? - which tasks need not be done? - which tasks need not be done?

Start With Start With A’sA’s And And Not With Not With C’sC’s

Pareto PrinciplePareto PrincipleThe 20 – 80 % RuleThe 20 – 80 % Rule

80%

80%

20%

20%

Balancing Daily TasksBalancing Daily Tasks

Any working Any working day should include day should include a mixture of A-, B-, a mixture of A-, B-,

and C- tasks and C- tasks

Balancing Daily TasksBalancing Daily Tasks

A-TasksA-TasksYou should try to completeYou should try to complete

a few of these urgent,a few of these urgent,difficult tasks each daydifficult tasks each day

A-TasksA-TasksYou should try to completeYou should try to complete

a few of these urgent,a few of these urgent,difficult tasks each daydifficult tasks each day

B-TasksThese account for the

majority of your work andshould take up most of

your day

B-TasksThese account for the

majority of your work andshould take up most of

your day

C-TasksC-TasksThese are non-urgent These are non-urgent

tasks that should be donetasks that should be done when time allows when time allows

C-TasksC-TasksThese are non-urgent These are non-urgent

tasks that should be donetasks that should be done when time allows when time allows

One working One working dayday

Prioritizing A TaskPrioritizing A Task

Priorities Should Continually Priorities Should Continually Be Altered in Line With Be Altered in Line With

Changes or New InformationChanges or New Information

Is the taskurgent and important?No No Yes

Is the taskurgent and important?No No Yes

Is the taskurgent or important?NoNo Yes

Is the taskurgent or important?NoNo Yes

Is the taskroutine?

No No Yes

Is the taskroutine?

No No Yes

Do you needto complete it

today?No No Yes

Do you needto complete it

today?No No Yes


work towards?No No Yes


work towards?No No Yes

TakeImmediate

action

TakeImmediate

action

Is the tasknecessary?No No Yes

Is the tasknecessary?No No Yes Save the task

for a quiettime

Save the taskfor a quiet

time

Allocate a timeto complete

The task

Allocate a timeto complete

The task



Does that taskhelp you work

more efficiently?NoNo Yes

Does that taskhelp you work

more efficiently?NoNo Yes

Set aside a time to complete

The task

Set aside a time to complete

The task

CCTaskTask

CCTaskTask

BBTaskTask

BBTaskTask

AATaskTask

AATaskTask

Don’t do Itdiscard it

Balancing DemandsBalancing Demands

Priorities change all the timePriorities change all the timeNew information may change a task’s New information may change a task’s

importance or urgencyimportance or urgencyWhen you receive new information, When you receive new information,

quickly reassess your list of priorities quickly reassess your list of priorities

Being RealisticBeing Realistic

Be realistic about what you can achieve in Be realistic about what you can achieve in a given period of timea given period of time

Recognize the limits of your capabilitiesRecognize the limits of your capabilitiesBe realistic about others’ capabilitiesBe realistic about others’ capabilitiesDon’t demand too much of your colleaguesDon’t demand too much of your colleaguesStretch your expectations from time to time Stretch your expectations from time to time

Maximizing EfficiencyMaximizing Efficiency

Recognize your energy levelsRecognize your energy levelsUnderstand your mental and physical Understand your mental and physical

cycles that your body follows each daycycles that your body follows each dayPlan and prioritize your workload Plan and prioritize your workload

accordinglyaccordinglyFlexible hours policy Flexible hours policy

0

2

1

3

4

5

-1

-2

-3

-4

-59 a.m 3 p.m1 p.m11 a.m 5 p.m

Pe

rfo

rman

ce le

vel

Time of day

Late-morning peak- best time for A-tasksLate-morning peak- best time for A-tasks

Late-Late-afternoonafternoon

peak-peak-best time best time

forfor B-tasksB-tasks

Energy Energy levellevelFalls Falls

towardstowardsEnd of End of

dayday

After lunchAfter lunchtrough-trough-

best time forbest time forC-tasksC-tasks

StressStress

StressStress

Stress is likely to affect all of us at some Stress is likely to affect all of us at some time in our lives. Learning how to time in our lives. Learning how to

reduce the stress that you encounter, reduce the stress that you encounter, will allow you to achieve your goals will allow you to achieve your goals

without damaging your health. without damaging your health.

StressStress

Stress in individuals is defined as any Stress in individuals is defined as any interference that disturbs a person’s interference that disturbs a person’s healthy, mental, and physical well-healthy, mental, and physical well-

being.being.

It occurs when the body is required to It occurs when the body is required to perform beyond its normal range of perform beyond its normal range of

capabilities.capabilities.

StressStress

PossiblePossiblegainsgains

RestrictsRestrictsabilityability

A threat thatA threat thatmay cause A lossmay cause A loss

Analyzing The Effect Of StressAnalyzing The Effect Of Stress

ON SOCIETYON SOCIETYPressure on Pressure on

public servicespublic services

ON SOCIETYON SOCIETYPressure on Pressure on

public servicespublic services

ON INDIVIDUALSON INDIVIDUALSIllness andIllness and

Behavioral problemsBehavioral problems

ON INDIVIDUALSON INDIVIDUALSIllness andIllness and

Behavioral problemsBehavioral problems

ON INDUSTRYON INDUSTRYIndustrial accidentsIndustrial accidentsAnd inefficienciesAnd inefficiencies

ON INDUSTRYON INDUSTRYIndustrial accidentsIndustrial accidentsAnd inefficienciesAnd inefficiencies

Stress In ManagementStress In ManagementMotivating Motivating

staffstaff

Adapting to Adapting to changechange

Staying withStaying withbudgetsbudgetsMeetingMeeting

deadlinesdeadlines

Reporting toReporting tosuperiorssuperiors

Stress In OthersStress In Others

Stress is infectiousStress is infectious;;You need to recognize it in othersYou need to recognize it in others

before it affects the peoplebefore it affects the people with whom they work !! with whom they work !!

Stress In OthersStress In OthersLooking for Signs of StressLooking for Signs of Stress

Toward colleagues

• Greets colleagues on arrival• Has lunch with colleagues• Maintains a friendly manner• Asks for opinions

Toward colleagues

• Sits at work in silence• Ignores opinions• Becomes irritable• Lunches alone

Normal Stressed


Toward the organization

• Keeps workplace clean and neat • Files paperwork in an orderly fashion• Knows where to find things• Deals with correspondence immediately

Toward the organization

• Works in a chaotic fashion• Scatters paper everywhere• Takes long to find things• Leaves in-box full of correspondence

Normal Stressed


Toward own appearance

• Is smartly dressed• Wears clean and well- pressed clothes• Looks well groomed• Maintains good personal hygiene

Toward own appearance

• Wears clothes unsuited for the job• Wears dirty and wrinkled clothes• Looks unkempt• Does not appear to care

about appearance

Normal Stressed

Effect of Stress onEffect of Stress onWork PerformanceWork Performance

Can be useful or harmfulCan be useful or harmfulDepends on magnitude of stressDepends on magnitude of stressAbsence causes slackness and Absence causes slackness and

impotencyimpotency

Identifying And Handling Identifying And Handling Stress CasesStress Cases

Beneficial stressorsBeneficial stressorsto properly perform a job function, a to properly perform a job function, a certain amount of stress is required.certain amount of stress is required.

Motivation, Energy, Alertness,Motivation, Energy, Alertness,

Promotes enthusiasmPromotes enthusiasmPromotes accepting challengesPromotes accepting challenges

Identifying And Handling Identifying And Handling Stress CasesStress Cases

Negative stressorsNegative stressorssituations in the work place that leave a situations in the work place that leave a feeling of depression, anxiety, or pressure.feeling of depression, anxiety, or pressure.

Overwork, Ambiguity, Overwork, Ambiguity,

Workplace Conflicts, ResponsibilityWorkplace Conflicts, Responsibility

Poor performance, AnxietyPoor performance, AnxietyLow moraleLow morale

Effect of Stress onEffect of Stress onWork PerformanceWork Performance

Turning PointTurning Point

Work stressWork stress

PerformancePerformance

Optimum stress

Sources and Sources and Signs of StressSigns of Stress

Individual factorsIndividual factors

Family problemsFamily problemsEconomical problemsEconomical problems

Environmental factorsEnvironmental factors

Economical fluctuationsEconomical fluctuationsPolitical fluctuationsPolitical fluctuations

Technological challengesTechnological challenges

Organizational factorsOrganizational factors

Job stressJob stress Organizational hierarchyOrganizational hierarchy

Management stressManagement stress

Physiological symptomsPhysiological symptoms

HeadachesHeadachesHigh blood pressureHigh blood pressure

Heart diseasesHeart diseases

Psychological symptomsPsychological symptoms

Insomnia/depressionInsomnia/depressionJob dissatisfactionJob dissatisfaction

Behavioral symptomsBehavioral symptoms

AbsenteeismAbsenteeismWork turnoverWork turnover

AccidentsAccidents

Individual factorsIndividual factors

Family problemsFamily problemsEconomical problemsEconomical problems

Environmental factorsEnvironmental factors

Economical fluctuationsEconomical fluctuationsPolitical fluctuationsPolitical fluctuations

Technological challengesTechnological challenges

Organizational factors - Workplace StressOrganizational factors - Workplace Stress Not knowing what you want or if you're getting it.

The feeling that there's too much to do.

Not enjoying your job. Most people always blame their jobs.

Conflicting demands on the job.

Insufficient resources to do the job.

Not feeling appreciated.

Physiological symptomsPhysiological symptoms

HeadachesHeadachesHigh blood pressureHigh blood pressure

Heart diseasesHeart diseases

Psychological symptomsPsychological symptoms

Insomnia/depressionInsomnia/depressionJob dissatisfactionJob dissatisfaction

Behavioral symptomsBehavioral symptoms

AbsenteeismAbsenteeismWork turnoverWork turnover

AccidentsAccidents

Stress Management Stress Management StrategyStrategy

Individual StrategyIndividual Strategy

- Time management- Time management- Physical fitness- Physical fitness- Relaxation- Relaxation- Social support- Social support

Stress Management Stress Management StrategyStrategy

Organizational StrategyOrganizational Strategy - The right person for the right job- The right person for the right job- Competent, meaningful objectives- Competent, meaningful objectives- Participation in decision-making- Participation in decision-making- Maintaining effective communications- Maintaining effective communications

How To Reduce Stress In The How To Reduce Stress In The Workplace Workplace

Set realistic goals and prioritiesSet realistic goals and prioritiesEncourage good time-management Encourage good time-management

techniquestechniques Take short breaks after a particularly Take short breaks after a particularly

stressful eventstressful event Don’t procrastinateDon’t procrastinateKnow your limits, be realisticKnow your limits, be realistic

How To Reduce Stress In The How To Reduce Stress In The WorkplaceWorkplace

Learn to say "no“Learn to say "no“Give positive reinforcementGive positive reinforcement Set up employee recognition programsSet up employee recognition programsTake responsibilityTake responsibilityProvide a sympathetic ear Provide a sympathetic ear Most important,Most important, MAINTAIN A SENSE MAINTAIN A SENSE

OF HUMOROF HUMOR

Delegation Delegation

Objective of DelegationObjective of DelegationTo get the job done by someone else. To get the job done by someone else.

Not just the simple tasks of reading Not just the simple tasks of reading instructions and turning a lever, but also instructions and turning a lever, but also the the decision makingdecision making and and changeschanges which which

depend upon new information depend upon new information

With delegation, your staff have the With delegation, your staff have the authority to react to situations without authority to react to situations without

referring back to youreferring back to you

““Many managers resistMany managers resist Delegation authority for fearDelegation authority for fear

A job won’t be done wellA job won’t be done well– –

Or that it will be done too wellOr that it will be done too well ” ”

Centralization Vs DelegationCentralization Vs Delegation

CentralizationCentralization DelegationDelegation

Advantages of DelegationAdvantages of Delegation

Higher efficiency Higher efficiency Increased motivation Increased motivation Develops the skills of your team Develops the skills of your team Better distribution of work through the Better distribution of work through the

groupgroupMakes the manager focus on more Makes the manager focus on more

important tasksimportant tasksPreparing the “second line”Preparing the “second line”

The Act of DelegationThe Act of Delegation

Supervisor

Assigns tasks Grants authority Createscommitment

What shouldWhat should Be doneBe done

The right toThe right touse resourcesuse resources

Contracting to Contracting to Take responsibilityTake responsibility

The Effective DelegatorThe Effective Delegator

Does notDoes notFeel insecureFeel insecure

Has confidenceHas confidenceIn subordinatesIn subordinates

Knows the valueKnows the valueOf delegationOf delegation

Ensures staffEnsures staffAre trainedAre trainedAllow subordinatesAllow subordinates

to be seento be seen as the “experts”as the “experts”

To Determine Level of Maturity

Skills andSkills andcapabilitiescapabilities

of doingof doing workwork

TechnicalTechnicalexpertiseexpertiseAnd the And the

knowledgeknowledgeOf workOf work

The motive,self-confidenceand willingness

to take responsibilities

What tasks am I doing that doesWhat tasks am I doing that does

not need to be done at all?not need to be done at all?

What tasks am I doing that doesWhat tasks am I doing that does not need to be done at all?not need to be done at all?

What tasks am I doing that What tasks am I doing that only I can do?only I can do?

What tasks am I doing that What tasks am I doing that only I can do?only I can do?

What am I doing that can beWhat am I doing that can be done by somebody else?done by somebody else?

What am I doing that can beWhat am I doing that can be done by somebody else?done by somebody else?

Evaluating Your ActivitiesEvaluating Your Activities

Do not completeDo not completethem yourself or them yourself or

delegate themdelegate them

Do not completeDo not completethem yourself or them yourself or

delegate themdelegate them

Don’t delegateDon’t delegatethese, so prioritizethese, so prioritize

themthem

Don’t delegateDon’t delegatethese, so prioritizethese, so prioritize

themthem

Delegate these tasksDelegate these tasksto subordinatesto subordinates

Delegate these tasksDelegate these tasksto subordinatesto subordinates

Steps to DelegateSteps to Delegate

Identify a suitable person for the taskIdentify a suitable person for the task

Praise / acknowledge a job well donePraise / acknowledge a job well done

Keep in touch with the person for support and Keep in touch with the person for support and monitoring progress. Do not get too closemonitoring progress. Do not get too close

Grant the necessary authority to Grant the necessary authority to do the job properlydo the job properly

Explain the task clearly. Explain the task clearly. Leave room for ingenuity / initiativeLeave room for ingenuity / initiative

Gaining AgreementGaining Agreement

Define task to beDefine task to bedelegateddelegated

Define task to beDefine task to bedelegateddelegated

Push forPush forcommitmentcommitment

Push forPush forcommitmentcommitment

Discuss any Discuss any reservationsreservations

Discuss any Discuss any reservationsreservations

Seek agreementSeek agreementIn principleIn principle

Seek agreementSeek agreementIn principleIn principle

Discuss withDiscuss withSelected personSelected person

Discuss withDiscuss withSelected personSelected person

Win acceptance Win acceptance From delegateFrom delegate

Win acceptance Win acceptance From delegateFrom delegate

Offer solutions andOffer solutions andreassurancereassurance

Offer solutions andOffer solutions andreassurancereassurance

Do not push forDo not push forCommitment yetCommitment yet

Do not push forDo not push forCommitment yetCommitment yet

Make a final decisionMake a final decisionbased on responses tobased on responses tothe questions above the questions above

Assume that anyone will suitAssume that anyone will suit the role within the teamthe role within the team

Assume that anyone will suitAssume that anyone will suit the role within the teamthe role within the team

Ignore signs of individual notIgnore signs of individual notBeing a team playerBeing a team player

Ignore signs of individual notIgnore signs of individual notBeing a team playerBeing a team player

Hope weaknesses will beHope weaknesses will beOverlooked by the teamOverlooked by the team

Hope weaknesses will beHope weaknesses will beOverlooked by the teamOverlooked by the team

Ignore shortfalls in favor ofIgnore shortfalls in favor ofParticular experienceParticular experience

Ignore shortfalls in favor ofIgnore shortfalls in favor ofParticular experienceParticular experience

Rely solely on word-of-Rely solely on word-of-mouth recommendationsmouth recommendations

Rely solely on word-of-Rely solely on word-of-mouth recommendationsmouth recommendations

Expect them to overcomeExpect them to overcomeProblems “on the job”Problems “on the job”

Expect them to overcomeExpect them to overcomeProblems “on the job”Problems “on the job”

Offer the role to the individualOffer the role to the individualWho excels at oneWho excels at one

particular skillparticular skill

Offer the role to the individualOffer the role to the individualWho excels at oneWho excels at one

particular skillparticular skill

Draw up a job profile beforeDraw up a job profile beforeStarting to talk to peopleStarting to talk to people

Draw up a job profile beforeDraw up a job profile beforeStarting to talk to peopleStarting to talk to people

Check “on paper” profile Check “on paper” profile Against details of individualsAgainst details of individuals

Check “on paper” profile Check “on paper” profile Against details of individualsAgainst details of individuals

Note any shortcomings inNote any shortcomings inPersonal skillsPersonal skills

Note any shortcomings inNote any shortcomings inPersonal skillsPersonal skills

Give serious considerationGive serious considerationTo any shortcomingsTo any shortcomings

Give serious considerationGive serious considerationTo any shortcomingsTo any shortcomings

Favor individuals withFavor individuals withWide ranging skillsWide ranging skills

Favor individuals withFavor individuals withWide ranging skillsWide ranging skills

Offer the role to the individualOffer the role to the individualWho brings most overallWho brings most overall

to the teamto the team

Offer the role to the individualOffer the role to the individualWho brings most overallWho brings most overall

to the teamto the team

Are there any Are there any suitable people?suitable people?

Which qualities areWhich qualities arerequired for required for

the role? the role?

What are theirWhat are theirrespective key strengths?respective key strengths?

Can any weakness Can any weakness be overcome?be overcome?

Will I enjoy workingWill I enjoy workingWith this person?With this person?

Do’s Don’ts

Motivation Motivation

MoraleMorale Overall Overall attitudeattitude that employees that employees

have toward their workplacehave toward their workplace

Job SatisfactionJob Satisfaction Degree of Degree of enjoymentenjoyment people derive people derive

from performing their jobsfrom performing their jobs

Defining Defining Satisfaction and MoraleSatisfaction and Morale

Recent Trends in Managing Recent Trends in Managing Satisfaction and MoraleSatisfaction and Morale

The booming economies of the 1990’s forced The booming economies of the 1990’s forced companies to work harder not only to retain companies to work harder not only to retain current employees, but also to offer creative current employees, but also to offer creative incentives to secure new employeesincentives to secure new employees

Many leading companies came up with Many leading companies came up with innovative benefits designed to keep innovative benefits designed to keep employees happy, boost satisfaction, and employees happy, boost satisfaction, and enhance morale enhance morale

“ “The Set of Forces that cause The Set of Forces that cause People to Behave in Certain Ways”People to Behave in Certain Ways”

Motivation in theMotivation in theWorkplaceWorkplace

““The Inner Strivings that The Inner Strivings that Initiate a Person’s Actions”Initiate a Person’s Actions”

What makes it more difficult is the diversity of the workforce

..due to the complexity of the process;

.. but it’s rather difficult for a manager to motivate his subordinates..

You can easily motivate a machine by providing maintenance..

Dimensions of DiversityDimensions of Diversity

PersonExpertise

Values andbeliefs

Needs

Age

GenderSocialstatus

Secondarydimensions

Culture

Skills and abilities

Primarydimensions

Needs

Desire to Satisfy needs

Needssatisfaction

Action

Motivation

Reasonable salaryReasonable salaryPhysiological

Needs

StabilityStability Pension PlanPension Plan

Friends at workFriends at work CooperationCooperation

Assigning tasksAssigning tasks Assigning responsibilitiesAssigning responsibilities

AdvancementAdvancement Job TitleJob Title

SecurityNeeds

SocialNeeds

Esteem

Self-Actualization

Behavior TheoryBehavior Theory

The Hawthorne StudiesThe Hawthorne Studies

Tendency for Productivity to increaseTendency for Productivity to increase when Workers believe they are when Workers believe they are receiving special Attention from receiving special Attention from


Two-factor TheoryTwo-factor Theory

Hygiene factors:Hygiene factors:working conditionsworking conditions

Motivation factors:Motivation factors:recognition for a job well donerecognition for a job well done

according to the two-factor theory, hygiene according to the two-factor theory, hygiene factors affect motivation and satisfaction only factors affect motivation and satisfaction only if they are if they are absent or fail to meet expectationsabsent or fail to meet expectations

THEORYTHEORY HERZBERGHERZBERG

Conditions that lead to Conditions that lead to Employee satisfactionEmployee satisfaction

Conditions that lead to Conditions that lead to Employee DissatisfactionEmployee Dissatisfaction

MaintenanceMaintenancefactorsfactors

SupervisorsSupervisors Working conditionsWorking conditions

Interpersonal relationsInterpersonal relations Pay & securityPay & security

Policy & administrationPolicy & administration

MotivationalMotivational factorsfactors

AchievementAchievement RecognitionRecognition

The work itselfThe work itself ResponsibilityResponsibility

Advancement & growthAdvancement & growth

رضاءرضاء

عدم رضاءعدم رضاء No dissatisfactionNo dissatisfaction

No satisfactionNo satisfactionSatisfactionSatisfaction

DissatisfactionDissatisfaction

Two-factor theory of motivationTwo-factor theory of motivation

Basic income, fringe benefits,Basic income, fringe benefits,Bonuses, company car, etc.Bonuses, company car, etc.

Working hours, workplace layout, Working hours, workplace layout, equipment provided for the jobequipment provided for the job

Rules and regulations, that govern Rules and regulations, that govern employers and employeesemployers and employees

Establishing Basic Needs At WorkEstablishing Basic Needs At Work

Hygiene Hygiene FactorsFactors DefinitionsDefinitions

Company Company policypolicy

Working Working

conditionsconditions

Salary and Salary and benefitsbenefits

Determined by the rank, authority and Determined by the rank, authority and relationship to othersrelationship to others

The extent of control an employee has over The extent of control an employee has over the content and execution of a jobthe content and execution of a job

Degree of confidence regarding Degree of confidence regarding Continuous employment in an organizationContinuous employment in an organization

Establishing Basic Needs At WorkEstablishing Basic Needs At Work

DefinitionsDefinitions

StatusStatus

Job Job securitysecurity

Supervision Supervision and autonomyand autonomy

Hygiene Hygiene FactorsFactors

Reaching or exceeding task objectives.Reaching or exceeding task objectives.It is one of the most powerful motivators and It is one of the most powerful motivators and

a great source of satisfaction.a great source of satisfaction.

A job that provides positive, satisfying A job that provides positive, satisfying pleasure is a great motivational force to pleasure is a great motivational force to

individuals.individuals.

Acknowledgement of achievements by Acknowledgement of achievements by senior staff helps to enhance self-esteem.senior staff helps to enhance self-esteem.

It is viewed as a reward in itself.It is viewed as a reward in itself.

Heightening Workplace MotivationHeightening Workplace Motivation

Why they workWhy they work

AchievementAchievement

RecognitionRecognition

Job InterestJob Interest

MotivatorsMotivators

The opportunity to exercise authority and The opportunity to exercise authority and power demands leadership skills, risk-power demands leadership skills, risk-

taking, decision making and self direction.taking, decision making and self direction.

Promotion, progress, and rising rewards for Promotion, progress, and rising rewards for achievement. The main motivator, achievement. The main motivator,

however , is the feeling that advancement is however , is the feeling that advancement is possible.possible.

Heightening Workplace MotivationHeightening Workplace Motivation

Why they workWhy they work

ResponsibilityResponsibility

AdvancementAdvancement

MotivatorsMotivators

Difference in TheoriesDifference in Theories

MASLOWMASLOW HERZBERGHERZBERG

Secondary needsSecondary needs

HygieneHygiene(Maintenance)(Maintenance)

factorsfactors

MASLOW

MotivationalMotivationalfactorsfactors

Primary needsPrimary needs

Documents

Advanced Supervisory Skills