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PEOPLE MANAGEMENT.pptx

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PEOPLE MANAGEMENT.pptx

  1. 1. JUNE 2013 PEOPLE MANAGEMENT TRAINING THE COCA COLA BOTTLING COMPANY OF GHANA LIMITED DEVELOPED & FACILITATED BY: CDC CONSULT LIMITED
  2. 2. TEASER ! WHAT DOES IT MEAN TO MANAGE PEOPLE?- DOGBERT “ADVISES” 2
  3. 3. GENERAL COURSE OBJECTIVE Training in People Management is targeted at:  Acquiring the knowledge and skills for creating a conducive work environment for people to give off their best. 3
  4. 4. OVERVIEW OF KEY LEARNING AREAS  Understanding your job as people manager;  Understanding Elements of Conducive Work Environment;  People Management as part of the Manager’s duties;  “Tools and Techniques” for People Management;  Managing Conflicts and Influencing Direct Reports. 4
  5. 5. PEOPLE MANAGEMENT LEARNING ROAD MAP  Understanding our People Management Roles;  Creating desired elements of conducive work environment that enables people to give off their best;  Discussing people management strategies, tools and techniques that facilitate the creation of the conducive work environment;  Self evaluation and development of personal toolkit for creating a conducive work environment that enables people give off their best. 5
  6. 6. TRAINING METHODOLOGY  Self Assessment: Determination of personal learning needs & adoption of tools and techniques;  Small Group Brainstorming Sessions;  Individual Reflections and Presentations;  Experience Sharing;  Trainer Presentations. 6
  7. 7. SESSION 1 UNDERSTANDING OUR PEOPLE MANAGEMENT ROLES
  8. 8. UNDERSTANDING YOUR JOB AS A PEOPLE MANAGER  Supervisor, Assistant Manager, Manager.  How did you become any of the above 3?  An excellent individual contributor?  An acceptable qualification e.g. HND, Degree or even a post graduate.  Long service. 8
  9. 9. UNDERSTANDING YOUR JOB AS A PEOPLE MANAGER  Your role as an individual contributor and your role as people manager are two(2) distinct roles.  What contributed to your success as an individual contributor will not support you fully to succeed in your role as people manager.  You need to understand your new role to enable you adjust. 9
  10. 10. DISCUSSION-ACTIVITY Discuss and present what in your view are the key and distinct elements of your job as a People Manager? 10
  11. 11. UNDERSTANDING YOUR JOB AS A PEOPLE MANAGER  Your PRIMARY JOB as a Manager – People Manager- is to get results through the creativity, expertise and energy of others.  The above requires unique skills beyond those technical skills and educational attainments that have propelled you to this level:  Ability to hire and retain good people;  Motivate and develop the potential of each member of your team;  Create winning plans, control budget and make good decisions;  To fire people who cannot or will not do their work;  To help promotable people move etc. 11
  12. 12. MANAGING PEOPLE  Deriving from the above, Managing people is therefore not the same as managing a project or an asset. Each person has unique sets of strengths and weaknesses; capabilities and talents; emotions and feelings.  Managing people entails helping each individual achieve their individual potential.  This management process will require different motivational strategies and tactics. “The task of management is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant” – Peter Drucker (management guru and author). 12
  13. 13. MANAGING PEOPLE So are you a management material?  Supervisor, Assistant Manager and Manager?  Do you have what it takes to be a manager?  Do you know the areas of additional work you need to do to improve yourself? Different self assessment tests can help in determining where you are on people management scale. 13
  14. 14. ACTIVITY - INDIVIDUAL ASSESSMENT  Self Assessment Exercise Using Assessment Tool (10minutes Assessment)  Scoring (1 minute)  Discussions (5 minutes) 14
  15. 15. PREREQUISITE FOR PEOPLE MANAGEMENT  Before you can effectively manage other people you have to know yourself – your management abilities.  Managing people means more than dominating people.  The trend is towards creating a business environment that depends on: o Knowledge sharing; o Effective communication; o Teamwork. 15
  16. 16. PREREQUISITE FOR PEOPLE MANAGEMENT The People Manager will have the following among others:  Broad perspective – beyond your functional and technical expertise;  Needs to understand what must get done and who must do what;  Needs to know what it will take to accomplish the goal;  Needs to know how to assess and monitor progress;  Needs to know how to measure success at the completion of the work;  Needs to coordinate every individual’s work to ensure end result is executed performance. 16
  17. 17. THE 3C’S OF A PEOPLE’S MANAGER COLLABORATION • Create opportunities for people to collaborate in setting goals, determining how work will get accomplished, developing criteria for measuring success COOPERATION • Fostering cooperation within a workgroup; setting good example as a manager by encouraging employees to focus on the needs of group rather than individual needs CONSENSUS • Use consensus to create common sense of purpose; involve everyone in working toward the same goal; use consensus to get the best out of every body 17
  18. 18. PEOPLE MANAGEMENT SKILLS, KNOWLEDGE AND ATTITUDE 18
  19. 19. ELEMENTS OF CONDUCIVE WORK ENVIRONMENT SESSION 2: 19
  20. 20. CONDUCIVE WORK ENVIRONMENT? 20
  21. 21. CONDUCIVE WORKING ENVIRONMENT 21
  22. 22. GROUP DISCUSSIONS AND PRESENTATIONS What are the key elements of a conducive work environment that creates the opportunity for people to give off their best?  Small Group Brainstorming Session (15mins.).  Presentations and Discussions (10minutes). 22
  23. 23. COMPONENTS OF WORK ENVIRONMENT – PERSPECTIVE I WORK ENVIRONMENT -KEY DIMENSIONS PEOPLE SYSTEMS & PROCESSES TECHNOLOGY ORGANIZATION 23
  24. 24. KEY DRIVERS OF WORK ENVIRONMENT USING THE “7-S” FRAMEWORK – ANOTHER PERSPECTIVE SHARED VALUES STRATEGY STRUCTURES STAFF SKILLS STYLE SYSTEMS 24
  25. 25. THE WORK ENVIRONMENT MAY BE SAID TO BE DRIVEN BUILT ON THE 7-S FRAMEWORK 1. Strategy: A set of actions for achieving organizational mission, goals and objectives; can also be adapted for the Department, Work Session or Unit. 2. Structure: This connotes how reporting lines are delineated and how tasks are divided up and integrated for achieving organizational (departmental, Section and Unit goals and objectives). 3. Staff: The people in the organization (Department, Section and Unit). 4. Style: Every organization manifests a certain style in the way it is managed and in its overall mode of operation. This reflects in the management of Departments and Sections as well – (some call it sub-culture). 25
  26. 26. 5. Systems: The process and procedures through which things get done from day to day 6. Skills: Capabilities possessed by the people in the organization, which are integrated and projected by the organization through its products and services. 7. Shared Values: Those ideas of what the organization deems right and which are shared by its members (Organizational, Departmental and Sectional Culture). THE CONCEPT OF AN ORGANIZATION MAY BE SAID TO BE BUILD UPON THE 7-S FRAMEWORK 26
  27. 27. CONDUCIVE ENVIRONMENT What is a conducive environment?  A “work environment” that facilitates the attainment of organizational or departmental or work unit objectives;  An environment that ensures the individual is supported to give off her best;  An environment that recognizes individuals have unique strengths and weaknesses;  An environment that promotes and celebrates individual and team excellence; 27
  28. 28. CONDUCIVE ENVIRONMENT What kind of organizational environment do you want to build as a Manager?  There is the case of the organizational culture (macro culture).  The most important however, is the “micro culture” – this is the workgroup culture developed by the MANAGER of the Department, Section or Unit. 28
  29. 29. CONDUCIVE ENVIRONMENT  So what kind of organizational unit (micro culture) will you want to develop as a Manager?  This choice to a very large extent depends on the individual manager although it is affected by the macro culture. 29
  30. 30. CONDUCIVE ENVIRONMENT 3 Choices of the Environment Proactive Reactive (always playing a catch-up) Inactive (do not even react to the environment) In our bid to creating a conducive environment that makes individuals give off their best, there is only one choice open to the Manager : Proactive. 30
  31. 31. CONDUCIVE ENVIRONMENT: PROACTIVE ENVIRONMENT A “Proactive” environment uses all the resources at its disposal to its advantage; developing high levels of individual competencies that translate into the “organizational” or “departmental” or “Section” capability. 31
  32. 32. CONDUCIVE ENVIRONMENT: PROACTIVE ENVIRONMENT Some Guidelines for building a proactive department or work unit:  Set the goals: What is our work unit required to be? Shared approach to goal setting, but Manager takes the lead;  Meet performance requirements: performance to specifications and standards; on time performance; performance to meet cost;  Propose new work methods and projects that improve on current situation;  Develop high standards of professionalism - continuous improvement; 32
  33. 33. CONDUCIVE ENVIRONMENT: PROACTIVE ENVIRONMENT Some Guidelines for building a proactive department or work unit:  Take calculated risk – to what extent can you change the status quo with new activities and improved work processes;  Foster innovation - creativity and improvement in current processes encouraged;  Make timely decisions with respect to the work of the unit;  Ensure creation of dissonance - welcome constructive ideas and neutralize or eliminate any destructive forces;  Create an environment that celebrates and rewards excellence. 33
  34. 34. CONDUCIVE ENVIRONMENT: PROACTIVE ENVIRONMENT People management is just an element of the creation of a conducive (proactive) environment but it is the most difficult of all the elements.  People management cuts across all the other dimensions of the organization and its departments. Managers therefore need to be prepared to assume this critical role of managing the activities of individuals to effectively contribute to meeting the Department’s (and eventually organization) objectives. 34
  35. 35. DEVELOPING PEOPLE MANAGEMENT STRATEGIES- TOOLS AND TECHNIQUES SESSION 3:
  36. 36. PEOPLE MANAGEMENT STRATEGIES 36
  37. 37. PEOPLE MANAGEMENT ACTIVITY Reflect on the different managers you have worked with in the past and those you work with presently:  List 5 good people management practices you have observed.  List 5 not too good people management practices you have observed 37
  38. 38. PEOPLE MANAGEMENT STRATEGIES  In his book, “The Essential Drucker”, Peter Drucker asked the question:  “Is management a bag of techniques and tricks?”  To some extent there are tools and techniques that have worked.  However, management and people management for that matter cannot be reduced to a set of tools and techniques.  Situations and people will always be different and can not be reduced to a set of formulae.  People management takes place at individual level. 38
  39. 39. PEOPLE MANAGEMENT STRATEGIES – USING THE 7 MANAGEMENT HATS 4. PEOPLE HAT 5. ACTION HAT 3. LEADERSHIP HAT 7. BUSINESS HAT 6. HIGH ANXIETY HAT 2. DIRECTION HAT 1. ADMINISTRATION HAT 39
  40. 40. PEOPLE MANAGEMENT STRATEGIES – USING THE 7 MANAGEMENT HATS Administration Hat  Administrative work to keep the system running;  Filing and file management;  Processing of documentations – recruitment, documentation of performance weakness etc.  Report writing ;  As a Manager, contribute to the process by eliminating non value adding administrative details.  No direct people management but indirectly affect the people! Direction Hat  Direction hat requires you to integrate knowledge, skills, attitudes and personal characteristics of the work unit into an effective and efficient team.  A manager who wears direction hat becomes:  Teacher  Coach  Promoter  Innovator 40
  41. 41. FOCUSING ON THE DIRECTION HAT – THE ACTIVITIES THAT GIVE MEANING TO DIRECTION Communicating Integrating Monitoring Motivating Teaching Training Coaching Pushing Pulling Analyzing Negotiating Promoting 41
  42. 42. THE LEADERSHIP HAT – TAKING THE LEAD Attributes of Managers when they lead:  Accept responsibility and accountability - it is easy to blame your people but learn to take responsibility;  Make judgments based on an acceptable level of facts;  Make the complex simple through communication of disciplined thinking;  Follow through with clear decisions;  Promote a positive attitude by looking for solutions and not someone to blame;  Develop a proactive philosophy. 42
  43. 43. THE PEOPLE HAT - UNDERSTANDING HUMAN BEHAVIOUR Selected Issues to focus on:  Develop the needed skills for selecting the appropriate staff;  Know the expectations of each job under you vis as vis the resource you have;  Use effective performance management systems to develop individuals and their careers;  Identification of training needs as basis for developing competencies;  Invest in your people – time, patience, empathy; 43
  44. 44. THE PEOPLE HAT - UNDERSTANDING HUMAN BEHAVIOUR (CONT’D)  Selected Issues to focus on:  Nurture a learning environment by tolerating mistakes;  Cultivate a listening discipline;  Continuous development of people skills ;  Institute a culture that works with the people;  Create a culture of shared accountability;  Develop the capacity for Conflict Management. 44
  45. 45. THE ACTION HAT – DOING THE WORK  Get to know what your people are responsible for and what you are also responsible for - what to delegate and what not to delegate;  Focus on the actions that improve the work of individuals and your own work;  Monitoring the progress of work;  Reviewing and communicating people competencies. 45
  46. 46. THE HIGH ANXIETY HAT- THE DIFFICULT TASKS These tasks are mostly not performed with joy:  Having the courage to discipline – Use organizational policies and procedures related to employee discipline;  Managing non-performers – use coaching and monitoring for attaining improved performance;  Communicating bad news - choose appropriate medium and venue;  Communicating dismissal – should follow procedure;  Managing team politics – confront the issues and not the personalities;  Admit mistakes. 46
  47. 47. THE BUSINESS HAT – THE MELTING POT Build linkages to corporate statistics; Communicate expectations in respect of executions – Balance Score Card; Reassure team members and encourage them on the goals. 47
  48. 48. People Managers Need to Develop Listening Skills - A Model For Better Listening 48 Empathetically Attentively Selectively Pretend Ignore 5 Levels of Listening
  49. 49. Counseling 49 A formal process, initiated when an employee has not responded to advice and assistance you have provided on a less formal basis. When an employee’s conduct or performance is below the standard required, it may not be necessary/ appropriate to take formal disciplinary action yet.  Informal counseling and advice by the manager is often the most constructive first stage.
  50. 50. HOW do you counsel an employee? 50  Present the areas of concern to the employee  Explore the employee's explanation  Obtain further information on why there has been a shortfall in conduct or performance  Explain the standard of conduct or work performance required in future  Establish whether further guidance or training is required
  51. 51. Counseling 51 Set S.M.A.R.T. targets (Specific, Measurable, Achievable, Realistic and Time-related) Explain that these will be monitored and reviewed by the Superior within a period of, normally, one to three months. Clarify that if there is no improvement to a satisfactory standard within the relevant time-scale (or if further issues arise prior to that review) it may be necessary to consider matters further under the formal disciplinary procedure.
  52. 52. Counseling 52 What are the options if counseling doesn’t achieve the expected outcome?  The expected outcome of counseling is in most circumstances an improvement in work performance or conduct.  If conduct or work performance does not improve in response to counseling what options are available?
  53. 53. Counseling 53 Some Options  transfer of the employee to an area where skills may be better utilized;  voluntary transfer to a lower designation or  disciplinary action, in cases of misconduct / breach of discipline.
  54. 54. PEOPLE MANAGEMENT - SUMMARY OF TOOLS AND TECHNIQUES  Balance Score Card  20/80 Pareto Rule  Brainstorming Sessions  Scenario Analysis  Counseling  Delegation  Coaching  Feedback Sessions  Performance Improvement Programmes (PIP) ? 54
  55. 55. SELF DEVELOPMENT PLANNING SESSION 4
  56. 56. 56

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