2. Course Objective
To provide managers with a
sound understanding of their
roles and responsibilities
within their organizations,
and the skills they need to
achieve their objectives

3. … 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

4. Management Levels
Top
Middle
Supervision
Strategic
level
Technical
level
Operations
level
Employees / Individual Contributors

5. The Management Process
Demonstrates
Good technical skills
Manager
Demonstrates
Good managerial
skills and competencies
Individual
contributor
Supervisor

7. Functions of
Management
Planning
Controlling
Coordination
Organizing

8. Planning
• Setting goals and objectives
• Identifying income and expense drivers
• Overcoming/changing paradigms

9. • Identifying essential & non-essential
work activities
• Departmental relations and authority
levels
• Defining roles and responsibilities
• Time management
• Handling emergencies
Organizing

10. Controlling
• Aligning activities and processes with
company’s objectives
• Establishing performance standards
and measures
• Monitoring performance

11. Coordination
• Verification of alignment
• Developing inter-departmental relations

12. Planning
Strategic
Measuring & evaluation
Controlling
Developing people
Operational
Management
control
Operational
control
Feedback
The Management Process

14. Managerial Skills
The capabilities that are important for successful
performance as managers and managers
Managers need to demonstrate these skills to carry out
their role in achieving results through their employees

15. Managerial Competencies
An ability, skill, or characteristic that causes
outstanding performance in a given job
What outstanding performers do more often,
in more situations, with better results than most people
Characteristics of the best performers

16. Technical
InterpersonalIntellectual

17. The Managerial Skills
Specific expertise:
- Engineering
- Finance
- Accounting
- Administration
 Communication
 Delegation
 Negotiation
 Motivation
 Team-building
 Rewarding
 Planning
 Organizing
 Controlling
 Coordination
 Problem-solving &
Decision-making
 Negotiation
 Time management
Technical InterpersonalIntellectual

18. Intellectual
Interpersonal
Technical
Middle
management
Supervision
Top
management
The Managerial / Technical split

19. Management Responsibility
Human resources Production process

20. The Management Grid
Exertion of minimum
effort to get
required work done is
appropriate to sustain
organizational
membership
Efficiency In operations
results from arranging
conditions of work in
such a way that human
elements Interfere to
a minimum degree
Thoughtful Attention
to needs of
people for satisfying
relationship leads to a
comfortable, friendly
organization atmosphere
and work tempo
Work accomplished is from
committed people:
interdependence
through a “common
stake” in organization
purpose leads to
relationship
of trust and respect
Concern for Production
ConcernforPeople

23. Democratic
AutocraticPace-setter
Affiliative Authoritative

24. Democratic
• Makes me feel important
• Fosters participation in decision-making
• Listens to me and to my perspectives
• Recognizes good performance
Commitment through participation

25. Coercive
• Assigns unpleasant tasks
• Doesn’t listen to me
• Makes my life hard
• Reacts effectively in crisis situations
Do what I tell you

26. Pace-setter
• Makes me proud of what I am doing
• Sets high standards of performance
• Will not forgive mistakes
Expects perfection

27. Affiliative
• Provides protection, I feel safe working
for him
• Strives to please subordinates
• Ignores work conflict
• Ineffective in emergency situations
Priority to subordinates

28. Authoritative
• Always reminds me of my duties
• Lacks flexibility
Firm but fair

29. The Most Appropriate Style of
Management
• Sets and communicates vision
• Empowers employees
• Sets clear objectives
• Delegates authority
• Provides constructive and timely feedback
• Provides recognition when necessary
• Develops subordinates’ skills

31. From Management
To Leadership

32. Leadership is a Facet
of Successful Management

33. New Manager
Planning
Organizing the hierarchy
Controlling
Creating vision
Aligning relations
Inspiring
Classical managerial work New leadership task
Shift from Management to Leadership

34. He has taught
me a lot
I am compelled to
respect him
Takes Responsibility
when things go wrong
He knows what to do
In emergencies
I trust what he
says
I feel powerful
working for him

35. Leadership Practices
Leaders are distinguished by
their perseverance in spite
of the frustrations and
challenges in their path

36. Leaders
• Setting direction
• Engaging involvement
• Motivating people
• Making things happen
• Modeling the way
• Creating a leadership culture

37. Why Do People Follow Leaders ?
Sets Vision and works for others
Strives to encourage and assist subordinates
85%
80%
78%
75%
72%
Reacts professionally in crisis situations
Makes subordinates feel proud
Holds responsibility

39. managers typically are
responsible for their
direct reports' progress and
productivity in the organization
managers are under immense
pressure from above and
below to do more with less

40. Roles and Responsibilities
of Supervision
Achieving organizational
goals
Assigning tasks
Making decisions
Employee Training
and Development
Controlling work
activities
Coaching

41. Roles and Responsibilities
of Supervision
Setting rules
and regulations
Problem-solving
Availing resources
Reacting to
emergency situations
Staffing
Enforcing Policies
and Procedures

42. PersonnelProcedures
Materials
Employees
Contractors
Competitors
Suppliers
Operations
Procedures
Standards
Specs
Objectives
Equipment
Raw material
Finished products
Roles and Responsibilities
of Supervision

43. Key
Managerial
Skills

44. Managing
meetings
Effective
communications
Motivation
Delegation
Problem solving
And
Decision making
Time
management
Objective
setting
Team building

46. Communication Goal
Whenever you COMMUNICATE, to an
Individual or a group,
you are “SELLING” something:
Product, service, viewpoint, or
Simply yourself.
Your goal is to influence or
Persuade the listener to
“BUY” what you say.

47. Getting Feedback From others
Getting your Message across
Elements of
Effective Communications
Common
Understanding

48. Top management
manager
Subordinates
Peers
Customers
Suppliers
Contractors

49. Communications in the
Workplace
Information
Instructions
Procedures
Reports
Data
Suggestions
Complaints
Achieving objectives
Completing tasks
Correcting procedures
Taking decisions
Setting standards
Assessing performance
manager
Subordinate

50. Communications
Facial expressions
Body language
Gestures
Conversation
Interview
Meeting
Lecture
Telephone con.
Memorandum
Letter
Report
E-mail
Fax
Verbal Non- VerbalWritten

51. Verbal Communications
Most effective method
Interaction
Eye contact
Facial expressions
Gestures
Immediate feedback

52. Written Communications
More complex
Needs preparation
Accurate – more detailed
No body language
No immediate feedback
May be neglected

53. Non-verbal Communications
Feedback that cannot be concealed!!!
Delineates true opinion
Should be carefully perceived
Should be used effectively

54. Communications
Interview
• Interactive
• Immediate
feedback
Meeting
• Interactive
• Immediate
feedback
Control
Lecture
• Needs
preparation Misinterpretation
Telephone
Conversation • Lacks clarity Clarity

55. Communications
Memorandum • Accurate
• Prepared
Formal
Letter • Comprehensive Negligence
Report • Details
• Information
Needs study

56. • Convey subordinates’ ideas, opinions
and concerns to management
• Communicate management’s
perspectives to subordinates
• Keeps fellow managers/managers
informed of activities that affect them
How a manager can Demonstrate
Communications Skills

57. • Avails all required information and
provide timely feedback to subordinates
• Holds meetings periodically
• Visits the workplace frequently
• Be a good listener
How a manager can Demonstrate
Communications Skills

58. Principles of Effective
Communications
• Clarify the purpose of the message
• Deliver message in Logical order
• Use words that can be understood
• Make your tone clear and keep pace

59. Principles of Effective
Communications
• Clarify when necessary to confirm
understanding
• State what is required to be done
• State importance / urgency of action to be
taken
• Summarize what you have presented

60. Reasons of Ineffective
Communications
Sender
Receiver
Environment

61. Reasons of Ineffective
Communications
• Purpose of message is not announced
• Illogic sequence
• Unclear tone
• No preparation
• Not mastering subject
• Misjudging receiver’s level of
understanding
Sender

62. Reasons of Ineffective
Communications
• Bad listening
• No interest
• Unawareness of subject
• Prejudice
• Jumping to conclusions
• Bad mood
Receiver

63. Reasons of Ineffective
Communications
• Language
- vocabulary
- jargon
- ambiguity
• Psychological
- fear
- shyness
- boredom
Environment
• Structural
- distance
- time
• Environmental
- Distractions (noise)
- interruptions
- people intruding

65. Ten commandments
of listening
• Stop talking .. You cannot listen while talking
• Give the speaker the chance to speak
• Listen to perceive .. Not to object
• Do not interrupt the speaker
• Put yourself in the speaker’s boots.. This will
help you assess the situation

66. Ten commandments
of listening
• Be patient .. Give the speaker enough time
• Keep calm .. Angry people will look for mistakes
• Don’t argue .. Be open and accept criticism
• Ask questions .. This shows interest and
provides clarification
• Avoid prejudice..

67. Empathizing
Drawing out the speaker
and getting information in a
supportive, helpful way.
Empathize by imagining yourself in the other person’s
position to understand what they are thinking, and letting
them feel comfortable – possibly by relating to their
emotional experiences. Pay close attention to what the
person is saying, talk very little, and use encouraging
nods and words.
Type of Listening Putting Methods Into Practice

68. Analyzing
Seeking concrete
information and trying to
disentangle fact from
emotion.
Use analytical questions to discover the reasons behind
the speaker’s statements, especially if you need to
understand a sequence of facts or thoughts. Ask
questions carefully, so you can pick up clues from the
answers and use the person’s responses to help you form
you next set of questions.
Type of Listening Putting Methods Into Practice

69. Synthesizing
Proactively guiding the
exchange towards an
objective.
If you need to achieve a desired result, make statements
to which others can respond with ideas. Listen and give
your answers to other’s remarks in a way that suggests
which ideas can be enacted and how they might be
implemented. Alternatively, include a different solution in
your next question.
Type of Listening Putting Methods Into Practice

71. Meetings cost time and money,
both of which are valuable.
Hold meetings only when necessary,
and ensure that they are concise
and constructive.

72. Managing Meetings
• managers spend most of their time in
discussions to organize work and solve
problems
• The average manager spends 65-80% of his
time in meetings
How can we make the manager’s
time more effective ?

73. Purpose
of
Meetings
Imparting information
Generating creative ideas
(brainstorming)
Resolving problems
Making or implementing
decisions
Issuing instructions

74. Advantages of Meetings
Immediate
feedback
Gestures
Facial
expressions
Eye contact
InteractiveFace-to-face
communication

75. The Critical Path of a Meeting
Define the
Meeting’s
purpose
Decide how
Long it
Should last
Ensure the
Right people
attend

76. Is the meeting
urgent and
important?
No Yes
Is the meeting
urgent or
important?
No Yes
Is the meeting
routine?
No Yes
Do you need
to hold it
ASAP?
No Yes
Is there a
deadline to
work towards?
No Yes
Hold meeting
immediate
Is the meeting
necessary?
No Yes
Save the meeting
for a quiet
time
Allocate a time
to hold
meeting
Set a realistic
deadlineDoes that meeting
help you work
more efficiently?
No Yes
Set aside a
time to
hold meeting
C
B
A
Don’t do It
cancel it

77. To Ensure
a Successful Meeting
Ensure That the Right People
Attend, at the Right Time and
Place, and That They Reach
the Right Decisions

78. Steps To Successful
Meetings
Planning
Closing
Controlling
Steps to a
Successful Meeting

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

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

81. Direct meeting towards defined results
 Define and announce each decision
made
 Direct meeting to a final conclusion
 Support what has been agreed upon

82. Role of the manager when Chairing
a Meeting
• Keep discussion focused on the topic
• Intervene if discussion fragments into
multiple conversations
• Tactfully prevent anyone from dominating

83. Role of the manager when Chairing
a Meeting
• Bring discussions to a close
• Ensure all participants are aware of all
decisions that have been reached
• Notify group when time for an item has
expired

84. Why Meetings Fail
• Arriving late
• Reason of attendance is unknown
• Roles are not defined
• No interest
• Discussions dominated by one person
• Engagements in side conversations
• Interrupting the speaker

85. Why Meetings Fail
• Unnecessary arguments
• No agenda
• Key persons are absent
• Issues are left dangling
• Meeting’s conclusions are pre-determined
• Not following-up implementation

87. Defining Work Problems
• Undesired , unplanned situations
• Obstacles that slow down achieving
goals
• Inevitable in day to day work

88. Causes of Work Problems
• Negligence of rules and regulations
• Ignorance of the presence of rules and
regulations
• Improper organizing and planning work
• Unexpected events and mishaps

89. Causes of
Work
Problems
Man
Machine
Methods
Materials

90. Problems should be handled
at its early stages before
it builds up

91. Principals Of Problem Solving
• Avoid the "right/wrong" or "assigning
blame" paradigm
• Convey respect for the other person
• Undertake to solve the problem together
• Focus on the problem first, then look for
solutions

92. Steps to Problem-solving
• Who owns the problem?
• Who is involved?
• Who is being affected by it?
Before any attempt to solve a problem
ask yourself these questions:

93. Steps to Problem-solving
• Define the problem
(with input from yourself and others)
- What is it that makes you think there's a problem?
- Where is it happening?
- How is it happening?
- When is it happening?
- With whom is it happening?
- Write down a five-sentence description of the
problem
Don't jump to "Who is causing the problem?"

94. Steps to Problem-solving
• Look 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

95. Steps to Problem-solving
• Identify alternatives for approaches to
resolve the problem
- keep others involved (unless you're facing a
personal and/or employee performance problem)
- Brainstorm for solutions to the problem

96. Steps to Problem-solving
• Select an approach to resolve the problem
consider:
- Which approach is the most realistic to solve the
problem for the long term?
- Resources, are they available? affordable? Do you
have enough time to implement the approach?
- What is the extent of risk associated with each
alternative?

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

98. Steps to Problem-solving
• Plan the implementation of the best
alternative (this is your action plan)
- Resources needed (people, money and facilities?)
- Time needed for implementation
- Who will be responsible for implementing the plan?
- Write down the answers to the above questions and
consider this as your action plan
- Communicate the plan to those who will be involved in
implementing it and to your immediate manager

99. Steps to Problem-solving
• Monitor implementation of the plan
- Is the plan being done according to schedule?
- If not, then consider: Was the plan realistic? Are
there sufficient resources to accomplish the plan on
schedule? Should more priority be placed on various
aspects of the plan? Should the plan be changed?

100. Steps to Problem-solving
• Verify if the problem has been resolved or
not
Consider:
- What changes should be made to avoid this type of
problem in the future? (changes to policies and
procedures, training, etc.)
- What did you learn from this problem solving?
(new knowledge, understanding and/or skills.)
- Write a brief memo that highlights the success of
the problem solving effort. Share it with your
manager, peers and subordinates

101. Focus
Execute
Develop
Analyze

102. Fishbone Method
Off-spec
Product
ManMachine
MethodsMaterials
Inadequate training
No cooperation
Not complying
With standards
Improper storage
No Maintenance
No Calibration
Not following
standards
Improper test
procedures

103. Force-field Analysis
• Force field analysis is a method for listing,
discussing, and evaluating the various
forces for and against a proposed change.
• Useful in clarifying the problem, and finding
solutions to specific obstacles preventing goal
achievement
• Can be used to develop an action plan to
implement a change

104. Force-field Analysis
• Determine if a proposed change can
get needed support
• Identify obstacles to successful
solutions
• Suggest actions to reduce the strength
of the obstacles

105. Force-field Analysis
Present
state
Desired
outcome
Driving forces Restraining forces
Worst
state

106. Force-field Analysis
Rejection rate
10%
Rejection rate
2%
Driving forces Restraining forces
Rejection rate
20%
Customer demand
Motivated workers
Increased market share
Quality circle program
Increased production time
Other projects on line
Lack of training

107. SWOT Analysis
Threats Opportunities
Strengths Weaknesses

109. Part of a manager’s role is having to
make a series of large and
small decisions.
Reaching the right decision in every
situation is an ambition that is well
worth striving to achieve

110. Decisions Are an Essential
Part of Life, in and Out
of a Work Environment.
managers, by Definition,
Must Be Decision-Makers.

111. Types of Managerial Decisions
Unplanned Planned
Problem • Repetitive
• Routine
• Non-repetitive
• Non-routine
• Instructions
• Policies
• Low risk
• Strategic solutions
• High risk
Procedures
Decision

112. Top
Management
Middle Management
Supervision
Managerial
Level
Type of
Decision
Broad, unstructured,infrequent
Much uncertainty
Frequent,structured,
repetitive,Routine,
much certainty
Non-programmed Decisions
Structured and
Unstructured
Types of Problems/Decisions
And Management Level
Programmed Decisions

113. Decision Making
IndividualConsensus

114. Participation Involvement
Scale
Tell Sell
Gather
information
Get
recommendations
From group
Group
votes
With
mgt veto
Group
votes
Without
Mgt veto

115. Elements That Affect
The Decision-making Process

116. Elements Affecting
Decision-making Process
Decision
Making
Nature of issue
Resourcesavailable
Technical/intellectual
skills
Secondary
elements

117. Identify & define issue/problem
Evaluate alternatives
Undertake analysis
Analyzing the Decision Process
What exactly
has to be decided?
What are the
Pros and cons?
What are the
alternatives?
Implement decision
Identify choices
Which alternative
Is the best?
What action
Needs to be taken?

118. AGISA
The Group Thinking Model
Goal setting
Analyzing
Selecting ideas
Looking for Ideas
Action
Seeking issues
Affecting the decision
Opportunities or
problems
Conventional or
unconventional
Discarding or
adopting
Implementing
Accepted decisions

119. Assessing the Validity of Ideas
New technology
Makes our product
obsolete
Our product
dominates the
market
Update our product
in order to hold
market advantage
See if new technology
takes off before
investing in it
Invests in new
technology when
markets dictate
Invest in new
technology as
soon as possible
First to supply
new product
Risks position as
market leader
Delays investment
until future date
Strengthens position
of present product
Only keeps the
status quo for now
Problem
Potential outcomesSuggested solutions

121. 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.

122. Teamwork Definition
A team is a limited number of people
with complementary skills who are
committed to a common
purpose, performance goals, and
approach for which they hold
themselves mutually accountable

123. Benefits Of Teamwork
Integration of the Talents
and Competencies
they Possess
The Collective Utilization
Of Individuals’ Efforts

124. What Makes a
Good Team?
• A true team is a living, constantly
changing, dynamic force in which a
number of people come together to
work
• Team members discuss their objectives,
assess ideas, make decisions, and work
towards their targets together

125. Points to Remember
• A team member is still an individual,
and should always be treated as such
• Cross-functional teams offer the chance
to learn about roles and work of others

126. Finding the Right Balance Of Skills
Technical
expertise
Team-working
skills
Problem-solving
skills Ability to cope
with others
Ability to make
clear decisions
In disciplines

127. Unifying a Team
Most teams have a tendency to place too much
emphasis on the task and not on the individual.
The ideal situation is one in which the needs of the
individual, the dynamics of the team, and the
requirements of the task coincide at four strategic
points to produce a unified, effective working team.

128. Unifying a Team
Individual
TaskTeam
Team works to
common end to
complete tasks
Needs of individual
are catered for by team
Challenging tasks
maintain individual
interest
Each individual
contributes to team
effort to complete
task in hand

129. Choosing Individuals for
Specific Tasks

130. Which qualities
are required for
the job?
Make a final decision
based on responses to
the question above
Will I enjoy working
with this person?
Can any weaknesses
be overcome?
What are their
respective key skills?
Are there any
suitable people?
Assume that anyone
will suit the role
Rely solely on word of
mouth
recommendations
Ignore shortfalls in
favor of particular
experience
Hope weaknesses will
be 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 the
individual who excels at
one particular skill
Draw up a job profile
before talking to people
Check “on paper” profile
against details of
individuals
Favor individuals with
wide-ranging skills
Consider any
shortcomings
Note any shortcomings
in personal skills
Offer the role to the
individual who brings most
overall to the team
Do Don’t

131. Stages of Team-development
Forming
The team first comes together;
discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet

132. manager’s Role
Forming
Use socializing and team discussion to initiate
group work

133. Stages of Team-development
StormingForming
Disagreements arise about what needs to be done
and who will do it. People are annoyed by
The restrictions imposed by the team

134. manager’s Role
StormingForming
Assert your authority to defuse conflict in
the team

135. Stages of Team-development
NormingStormingForming
The goals, roles, and boundaries have been
clarified and accepted by team members.
They have taken ownership and accountability
for getting the work done

136. manager’s Role
NormingStormingForming
Encourage team members to establish a creative
work pattern

137. Stages of Team-development
PerformingNormingStormingForming
The team becomes a true team, working in harmony,
supporting one another. The team, not the leader,
manages the project. Team members make adjustments
to keep the deliverables on track

138. manager’s Role
PerformingNormingStormingForming
Build-up team faith in their collective ability
and skills

139. manager’s Role in
Team-building Process
• Identifying purpose of forming team
• Selecting team members
• Identifying strengths and weaknesses
• Setting objectives and clarifying issues
• Allocating roles and responsibilities
• Supporting team members

140. manager’s Role in
Resolving Team Conflicts
• Clarifying impact of conflict on performance
• Identifying causes of conflict
• Inviting parties to explain their points of view
suggesting solutions
• Selecting appropriate methods for solution
• Agreement on roles to resolve the conflict
• Developing a plan of implementation

141. Team Cohesion Has A Great
Effect on Productivity
Cohesion
Productivity

142. Time spent
together
Proximity of
Team members
Size of team
Previous
achievements
Challenges
Facing team
Factors that
determine
Team
cohesion

143. Tips to Promote Cohesion
• Keep enemies apart
• Put friends together
• Give special attention to people who
find it difficult to make friends
• Avoid fostering competing subgroups

145. Management By Objectives
… a systematic and organized approach
that allows management to focus on
achievable goals and to attain the best
possible results from available
resources

146. Individual objectives should be aligned
with the organization’s objectives.
What Is Meant by an
Objective?
A statement specifying the task to be
implemented, the expected results, the
resources required and the time
frame of implementation

147. Objectives
Objectives are specific accomplishments
that must be accomplished in total, or in
some combination, to achieve the goals
in the plan. Objectives are usually
"milestones" along the way when
implementing the strategies

148. Strategies or Activities
These are the methods or processes
required in total, or in some
combination, to achieve the goals

149. Resources (and Budgets)
Resources include the people, materials,
technologies, money, etc., required to
implement the strategies or processes.
The costs of these resources are often
depicted in the form of a budget

150. Goals / objectivesStrategies / tasks
(results)
(methods to achieve
the results)

151. Types of Objectives
Organizational
Improvement
Personnel
Skills
Development
Problem
Solving

152. Criteria for Writing Objectives
SMARTER
 Specific
 Measurable
 Acceptable
 Realistic
 Timely

153. Specifying Target Date
• Specified by date
• Date associated with another date
• Specified by period

154. Cost Estimation
• Should be calculated accurately
• Should be realistic
• May increase if implementation is
delayed

155. Steps to Objective Setting
Developing an
action plan
Subordinates’
participation

156. Action Plan , Why ?
• To specify method of implementation
• To develop a time frame
• To utilize resources effectively
• Helps in anticipating problems
• To follow-up implementation in
accordance to schedule

157. A Well-set Objective
• To increase sales volume from 150,000
tons to 180,000 tons by end of
December 2002 , cost of advertisement
not to exceed 50,000 $
Result : Measurable
Cost : specified
Time frame : specified

158. A Poor Objective
• To increase sales volume by using
effective advertisement

159. Why Would Objectives Fail ?
• Objectives are imposed on subordinates
• Objectives are unrealistic
• Time is not managed
• Easy objectives are selected
• Time spent in paper work
• Objectives are not amended when
necessary

161. Time is Life
Time cannot be stored or replenished
Understanding Time

162. Consider These Two
Questions:
What would happen if you
spent company money as
easy as you spend
company time?
When was the last time
you reviewed your time
allocation?

163. Waste Disposal
• If an average employee earns about
27,000 pounds per year: about 12.50
pounds per hour, around 1 pound every
5 minutes;
How many 5 minute sections of your
activity deserves a pound?
This is a critical appraisal of how you
spend your time and to question
some of your habits.

164. Time Waste , Why ?
• Ignorance of the value of time
• Late arrival to work or meetings
• Failing to prioritize
• Failing to delegate
• Unnecessary interruptions

165. Time Waste , Why ?
• Unexpected, unplanned visits
• Lengthy , unnecessary telephone calls
• Procrastination
• Piled work
• Unnecessary discussions

166. Changing Attitudes
• Our attitudes to time are constantly changing
• Changes are due to advent of new technology
• Exchange of information has become
instantaneous
• Travel has become much faster
• It is possible for us to do more in a day
• It has also increased the pressure on our time

167. Estimating Value Of Time
1.5 x annual salary
Working hours
per year
= Cost
per hour
Cost per hour
60
= Cost
Per minute

168. Daily Routine Work
With
manager Discretionary
Urgent
With
subordinates
• Organize
• Plan
• Coordinate
• Meeting
• Discussion
• Problems
• Crisis
• Coaching
• Discussion
• Complaints

169. Breaking Down Tasks

170. On-going
projects
Routine
Planning &
development
Organizing a
meeting
Writing a
Regular report
Making new contacts

171. Breaking Down Tasks
• Categorize your tasks
• Estimate how long each task takes you
• Look at the distribution of these tasks
throughout the day

172. Ideal Time Allocation
Group 1: Routine tasks
Group 2: Ongoing projects
Group 3: Planning and development
60% of time
25% of time
15% of time

173. Actual Time Allocation
Group 1: Routine tasks
Group 2: Ongoing projects
Group 3: Planning and development
60% of time
15% of time
25% of time

174. If distribution is incorrect,
re-organize your working day
Breaking Down Tasks

175. Looking For Patterns
• Does the breakdown meet the
expectations of your working day?
• Are you spending too much time on a
particular group?
• Are there times when you are very busy
and times when you are slack?
• If so, reorganize work more efficiently

176. Questions To Ask Yourself
• Am I doing work somebody else should
do?
• Are there patterns that repeat
themselves in my time log?
• Do jobs frequently take longer than
expected ?
• Do I have enough time to be creative
and innovative?

177. Estimating Efficiency
• How close is your work pattern to the ideal
60:25:15 work distribution ratio?
• If you spend too much time on one
group,reorganize your daily schedule
• Delegate jobs that can be done by juniors
• Concentrate your energies on more
important tasks

178. Setting Priorities
Importance
Urgency

179. Prioritizing
a Task

180. Analyzing Tasks
C
B
A Important and urgent
Important or urgent
Neither Important
nor urgent - routine

181. B
C
Urgency
Importance
Analyzing Tasks
A
B

182. Prioritizing And Delegating Work
• Make three separate lists for A, B, and
C tasks
• For each list, decide:
- which tasks only you can do?
- which tasks can be delegated?
- which tasks need not be done?

183. Start With A’s And
Not With C’s

184. Pareto Principle
The 20 – 80 % Rule
80%
80%
20%
20%

185. Balancing Daily Tasks
A-Tasks
You should try to complete
a few of these urgent,
difficult tasks each day
B-Tasks
These account for the
majority of your work and
should take up most of
your day
C-Tasks
These are non-urgent
tasks that should be done
when time allows
One working
day

186. Prioritizing A Task
Priorities Should Continually
Be Altered in Line With
Changes or New Information

187. Is the task
urgent and
important?
No Yes
Is the task
urgent or
important?
No Yes
Is the task
routine?
No Yes
Do you need
to complete it
today?
No Yes
Is there a
deadline to
work towards?
No Yes
Take
Immediate
action
Is the task
necessary?
No Yes
Save the task
for a quiet
time
Allocate a time
to complete
The task
Set a realistic
deadlineDoes that task
help you work
more efficiently?
No Yes
Set aside a
time to complete
The task
C
Task
B
Task
A
Task
Don’t do It
discard it

188. Balancing Demands
• Priorities change all the time
• New information may change a task’s
importance or urgency
• When you receive new
information, quickly reassess your list of
priorities

189. Being Realistic
• Be realistic about what you can achieve in
a given period of time
• Recognize the limits of your capabilities
• Be realistic about others’ capabilities
• Don’t demand too much of your colleagues
• Stretch your expectations from time to time

190. Maximizing Efficiency
• Recognize your energy levels
• Understand your mental and physical
cycles that your body follows each day
• Plan and prioritize your workload
accordingly
• Flexible hours policy

191. 0
2
1
3
4
5
-1
-2
-3
-4
-5
9 a.m 3 p.m1 p.m11 a.m 5 p.m
Performancelevel
Time of day
Late-morning peak- best time for A-tasks
Late-
afternoon
peak-
best time
for
B-tasks
Energy
level
Falls
towards
End of
day
After lunch
trough-
best time for
C-tasks

193. Stress
Stress is likely to affect all of us at some
time in our lives. Learning how to
reduce the stress that you
encounter, will allow you to achieve
your goals without damaging your
health.

194. Stress
Stress in individuals is defined as any
interference that disturbs a person’s
healthy, mental, and physical well-
being.
It occurs when the body is required to
perform beyond its normal range of
capabilities.

195. Stress
Possible
gains
Restricts
ability
A threat that
may cause A loss

196. Analyzing The Effect Of Stress
ON SOCIETY
Pressure on
public services
ON INDIVIDUALS
Illness and
Behavioral problems
ON INDUSTRY
Industrial accidents
And inefficiencies

197. Stress In Management
Motivating
staff
Adapting to
change
Staying with
budgetsMeeting
deadlines
Reporting to
superiors

198. Stress In Others
Stress is infectious;
You need to recognize it in others
before it affects the people
with whom they work !!

199. Stress In Others
Looking 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

200. Stress In Others
Looking for Signs of Stress
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

201. Stress In Others
Looking for Signs of Stress
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

202. Effect of Stress on
Work Performance
• Can be useful or harmful
• Depends on magnitude of stress
• Absence causes slackness and
impotency

203. Identifying And Handling
Stress Cases
• Beneficial stressors
to properly perform a job function, a
certain amount of stress is required.
Motivation, Energy, Alertness,
Promotes enthusiasm
Promotes accepting challenges

204. Identifying And Handling
Stress Cases
• Negative stressors
situations in the work place that leave a
feeling of depression, anxiety, or pressure.
Overwork, Ambiguity,
Workplace Conflicts, Responsibility
Poor performance, Anxiety
Low morale

205. Effect of Stress on
Work Performance
Turning Point
Work stress
Performance
Optimum stress

206. Sources and
Signs of Stress

207. Individual factors
Family problems
Economical problems
Environmental factors
Economical fluctuations
Political fluctuations
Technological challenges
Organizational factors
Job stress
Organizational hierarchy
Management stress
Physiological symptoms
Headaches
High blood pressure
Heart diseases
Psychological symptoms
Insomnia/depression
Job dissatisfaction
Behavioral symptoms
Absenteeism
Work turnover
Accidents

208. Individual factors
Family problems
Economical problems
Environmental factors
Economical fluctuations
Political fluctuations
Technological challenges
Organizational 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 symptoms
Headaches
High blood pressure
Heart diseases
Psychological symptoms
Insomnia/depression
Job dissatisfaction
Behavioral symptoms
Absenteeism
Work turnover
Accidents

209. Stress Management Strategy
 Individual Strategy
- Time management
- Physical fitness
- Relaxation
- Social support

210. Stress Management Strategy
 Organizational Strategy
- The right person for the right job
- Competent, meaningful objectives
- Participation in decision-making
- Maintaining effective communications

211. How To Reduce Stress In The
Workplace
• Set realistic goals and priorities
• Encourage good time-management
techniques
• Take short breaks after a particularly
stressful event
• Don’t procrastinate
• Know your limits, be realistic

212. How To Reduce Stress In The
Workplace
• Learn to say "no“
• Give positive reinforcement
• Set up employee recognition programs
• Take responsibility
• Provide a sympathetic ear
• Most important, MAINTAIN A SENSE
OF HUMOR

214. Objective of Delegation
To get the job done by someone else.
Not just the simple tasks of reading
instructions and turning a lever, but also
the decision making and changes which
depend upon new information
With delegation, your staff have the
authority to react to situations without
referring back to you

215. “Many managers resist
Delegation authority for fear
A job won’t be done well –
Or that it will be done too well”

216. Centralization Vs Delegation
• Centralization • Delegation

217. Advantages of Delegation
• Higher efficiency
• Increased motivation
• Develops the skills of your team
• Better distribution of work through the
group
• Makes the manager focus on more
important tasks
• Preparing the “second line”

218. The Act of Delegation
manager
Assigns tasks Grants authority Creates
commitment
What should
Be done
The right to
use resources
Contracting to
Take responsibility

219. The Effective Delegator
Does not
Feel insecure
Has confidence
In subordinates
Knows the value
Of delegation
Ensures staff
Are trained
Allow subordinates
to be seen
as the “experts”

220. To Determine Level of Maturity
Skills and
capabilities
of doing
work
Technical
expertise
And the
knowledge
Of work
The motive,
self-confidence
and willingness
to take
responsibilities

221. •· What tasks am I doing that does
not need to be done at all?
•· What tasks am I doing that
only I can do?
•· What am I doing that can be
done by somebody else?
Evaluating Your Activities
Do not complete
them yourself or
delegate them
Don’t delegate
these, so prioritize
them
Delegate these tasks
to subordinates

222. Steps to Delegate

223. Identify a suitable person for the task
Praise / acknowledge a job well done
Keep in touch with the person for support and
monitoring progress. Do not get too close
Grant the necessary authority to
do the job properly
Explain the task clearly.
Leave room for ingenuity / initiative

224. Gaining Agreement
Define task to be
delegated
Push for
commitment
Discuss any
reservations
Seek agreement
In principle
Discuss with
Selected person
Win acceptance
From delegate
Offer solutions and
reassurance
Do not push for
Commitment yet

225. Make a final decision
based on responses to
the questions above
Assume that anyone will suit
the role within the team
Ignore signs of individual not
Being a team player
Hope weaknesses will be
Overlooked by the team
Ignore shortfalls in favor of
Particular experience
Rely solely on word-of-
mouth recommendations
Expect them to overcome
Problems “on the job”
Offer the role to the individual
Who excels at one
particular skill
Draw up a job profile before
Starting to talk to people
Check “on paper” profile
Against details of individuals
Note any shortcomings in
Personal skills
Give serious consideration
To any shortcomings
Favor individuals with
Wide ranging skills
Offer the role to the individual
Who brings most overall
to the team
Are there any
suitable people?
Which qualities are
required for
the role?
What are their
respective key strengths?
Can any weakness
be overcome?
Will I enjoy working
With this person?
Do’s Don’ts

227. Morale
Overall attitude that employees
have toward their workplace
Job Satisfaction
Degree of enjoyment people derive
from performing their jobs
Defining
Satisfaction and Morale

228. Recent Trends in Managing
Satisfaction and Morale
• The booming economies of the 1990’s forced
companies to work harder not only to retain
current employees, but also to offer creative
incentives to secure new employees
• Many leading companies came up with
innovative benefits designed to keep
employees happy, boost satisfaction, and
enhance morale

229. “The Set of Forces that cause
People to Behave in Certain Ways”
Motivation in the
Workplace
“The Inner Strivings that
Initiate a Person’s Actions”

230. 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..

231. Dimensions of Diversity
Person
Values and
beliefs
Needs
Secondary
dimensions
Skills and
abilities
Primary
dimensions

232. Needs
Desire to
Satisfy needs
Needs
satisfaction
Action
Motivation

233.  Reasonable salary
Physiological
Needs
 Stability
 Pension Plan
 Friends at work
 Cooperation
 Assigning tasks
 Assigning responsibilities
 Advancement
 Job Title
Security
Needs
Social
Needs
Esteem
Self-
Actualization

234. Behavior Theory
The Hawthorne Studies
Tendency for Productivity to increase
when Workers believe they are
receiving special Attention from
Management

235. Two-factor Theory
• Hygiene factors:
working conditions
• Motivation factors:
recognition for a job well done
according to the two-factor theory, hygiene
factors affect motivation and satisfaction only
if they are absent or fail to meet expectations

236. THEORYHERZBERG
Conditions that lead to
Employee satisfaction
Conditions that lead to
Employee Dissatisfaction

237. Maintenance
factors
 managers
 Working conditions
 Interpersonal relations
 Pay & security
 Policy & administration
Motivational
factors
 Achievement
 Recognition
 The work itself
 Responsibility
 Advancement & growth
No dissatisfaction
No satisfactionSatisfaction
Dissatisfaction
Two-factor theory of motivation

238. Basic income, fringe benefits,
Bonuses, company car, etc.
Working hours, workplace layout, equipment
provided for the job
Rules and regulations, that govern
employers and employees
Establishing Basic Needs At Work
Hygiene
Factors
Definitions
Company
policy
Working
conditions
Salary and
benefits

239. Determined by the rank, authority and
relationship to others
The extent of control an employee has over
the content and execution of a job
Degree of confidence regarding
Continuous employment in an organization
Establishing Basic Needs At Work
Definitions
Status
Job
security
Supervision
and autonomy
Hygiene
Factors

240. Reaching or exceeding task objectives.
It is one of the most powerful motivators and
a great source of satisfaction.
A job that provides positive, satisfying
pleasure is a great motivational force to
individuals.
Acknowledgement of achievements by
senior staff helps to enhance self-esteem.
It is viewed as a reward in itself.
Heightening Workplace Motivation
Why they work
Achievement
Recognition
Job Interest
Motivators

241. The opportunity to exercise authority and
power demands leadership skills, risk-
taking, decision making and self direction.
Promotion, progress, and rising rewards for
achievement. The main motivator, however
, is the feeling that advancement is possible.
Heightening Workplace Motivation
Why they work
Responsibility
Advancement
Motivators