Management Throught People

8/13/2019 Management Throught People

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In the past, leaders used corporate based rules to get results.

The word "boss" is archaic, a relic of obsolete management

paradigms. Today's best leaders show that sensitivity is the pathto building a strong, adaptive organization. Today's success

comes through empowering others to perform.

STRATEGY AND MANAGEMENT TROUGH

PEOPLE

Differences between old and newparadigms of management


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Differences between old and new paradigms of

management

Today's leaders and managers must deal with continual,rapid change. Management techniques must track the

business environment continuously, to assess change and

adapt.

Managing new paradigm does not mean controlling it,but rather understanding it, being more sensitive and

flexible, and guiding it as much as possible.

Technology now makes people significantly more

effective by providing tools for communications andcollaboration.

People can work well together without much face-to-face

interaction or discussions.


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The e-mailing provides improved thinking styles, it does not

require spontaneous or immediate reaction, and it creates

an automatic documentation of the discussion.

The rise of social networks gives everyone the ability tocollaborate easily both inside, and outside, the company.

These networks encourage employees to work together,

without close supervision. Facebook- and Twitter-style

networking and company-sponsored blogs link employees in

all geographical locations, developing close communications

between the employees.


management


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William H. Whyte's 1956 classic, "The Organization Man" definedpast generations of management as shifting from individual initiative

to organizations and this remains culturally deeply embedded. By

contrast, management guru Peter Drucker anticipated the

corporation as a human community, which was built on trust and

respect for workers. Indeed, now there is widespread recognitionthat collaborative management is the new paradigm, providing

enormously better results.

Peter DruckerWilliam H. White


management


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management


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Top-10 management mistakesthat were

reasons for the end of the old paradigms:

Lack of important and rapid management information : It is sure that some information in the company is confidential, but depending on

the level of the confidentiality you should share what you know - quickly.

Everyone needs to know what's happening. Social networks and blogs are

typically good ways to share news that may be "officially" announced only weeks

and even months later.

Top-down decision-making:

Don't create hierarchical permission-steps. The empowered people should make

decisions about their own work. I think it should be the heart of the new

paradigm.

Inflexible policies:

No one is pleased when it is said, "It's company policy."

Search for reasonable solutions to specific needs

Remain flexible with employees, suppliers and customers. Failure to collaborate:

Collaborate, look for opinions, ideas, and make suggestions.

Active programs must encourage every employee.


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Dodging blame or to avoid facing the problem.

Accepting responsibility for mistakes and failures is part of being in charge. It

generates respect. Avoiding face-to-face communication:

Know when text, email, or voice mails are not appropriate ways to handle a

situation. Face-to-face discussion is always preferable for delicate situations.

Resisting change:

In today's rapidly changing business environment, it's crucial to be open to

change. Be flexible about accepting ideas and trying new ways. Not prioritizing properly:

If every task is a priority, there are no priorities. You need to achieve an

appropriate balance that allows you to lead employees and provide direction

without destroying empowerment.

Micromanagement:

Organization-driven managers become frustrated and begin to rely on micro-

management to get employees to work harder. Lack of trust is very damaging.

Misunderstanding motivation:

Know what truly motivates each individual. This may be greater work/life

balance, flexible working hours, sense of achievement, responsibility, praise or

being part of a team.


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Understanding relatedness of business

strategies and human strategies

particular manager charactersistics such personality, skills,

abilities, values are matched with with particular type of

business strategies

power performance appraisal and compensation affects

individual behavior of top managers

rest of the workforce have to be managed differently,

depending on business


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What gets measured gets done!

Some people think formal education is a reliable measure

Others believe more in on-the-job training, and years of

experience

Others might argue that personal characteristics hold the key

to effective work behavior


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Defining competencies

Ensure that your people demonstrate sufficient expertise

Recruit and select new staff more effectively

Evaluate performance more effectively

Identify skill and competency gaps more efficiently

Provide more customized training and professional

development

Plan sufficiently for succession

Make change management processes work more efficiently


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Design Principles of a Competency

Framework

Group all of the behaviors and skill sets into competencies

Group the statementsAsk your team members to read through

the behavior statements, and group them into piles. The goal is to

have three or four piles at firstfor instance, manual skills, decision-

making and judgment skills, and interpersonal skills

Create subgroupsBreak down each of the larger piles into

subcategories of related behaviors. Typically, there will be three or

four subgroupings for each larger category.

Refine the subgroups

For each of the larger categories, define thesubgroups even further.

Indentify and name the competenciesAsk your team to identify a

specific competency to represent each of the smaller subgroups of

behaviors.


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Example

Supervising and leading teams

Provide ongoing direction and

support to staff

Communicate direction to staff

Monitor performance of staff

Motivate staff

Recruiting and staffing

Prepare job descriptions and

role specifications

Identify individuals' trainingneeds

Develop salary scales and

compensation packages

Training and development.

Deliver training to junior staff

Deliver training to senior staff

Identify training needs

Managing projects/programs

Prepare detailed operational

plans

Manage financial and human

resources

Monitor overall performanceagainst objectives

Write reports, project

proposals, and amendments


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Leading and Managing People

Leaders are the heart of a

business

The essence of leadership

means inspiring a group to

come together for a common

goal - Leaders motivate,

console and work with peopleto keep them bonded and

eager to move forward

Great leaders look outward.

They look out at the

competition, out at the future,out at alternative routes

forward.

They must be visionaries,

strategic thinkers, activators.

Managers are the brains of a

business

They establish systems, create

rules and operating

procedures, and put into place

incentive programs and the like

Management, however, is

about the business, not the

people

Great managers look inward.

They look inside the company,

into each individual, into the

differences in style, goals,needs and motivation of each

person. They have to release

each person's unique talents

into performance.


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10 Common Leadership and Management

Mistakes

1. Lack of Feedback

2. Not Making Time for Your Team

3. Being Too "Hands-Off"

4. Being Too Friendly5. Failing to Define Goals

6. Misunderstanding Motivation

7. Hurrying Recruitment

8. Not "Walking the Walk"

9. Not Delegating10. Misunderstanding Your Role


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"Managers do things right. Leaders

do the right things.

Thank you

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Management Throught People