Transcript
All you need to know about people management in late 2015
by Toronto Training and HR
August 2015
CONTENTS3-4 Introduction5-6 Definition7-8 Personality types and management9-11 Action sequence and management12-15 Organizing for group efficiency16-17 Culture and management18-19 Shame and management20-21 Relational contracts22-23 Extroverts and introverts24-25 Chinese managers26-27 Biases that accompany decision-making processes28-29 Assumptions to tackle30-31 Daily management roles32-33 Effective managerial mindsets34-35 Managing projects36-37 Improving poor performance38-40 Measuring managers41-42 Creative managers43-46 Advice for managers 47-48 Lessons for managers49-50 Conclusion, summary and questions
Page 2
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR are:
Training event design
Training event delivery
HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale
Services for job seekers
Page 5
Definition
Definition• Management
Page 6
Page 7
Personality types and management
Personality types and management
• S personalities
• A personalities
• U personalities
• C personalities
Page 8
Page 9
Action sequence and management
Action sequence and management 1 of 2
• Goals
• Information seeking
• Planning
• Monitoring and feedback
Page 10
Action sequence and management 2 of 2
Personal initiative
• Self-starting
• Proactive
• Overcoming barriers
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Organizing for group efficiency
Organizing for group efficiency 1 of 3
Questions to ask
• Do you have too many people reporting to you?
• Do you delegate authority along with responsibility?
• Do you check on overlap?
• Do you study specific activities?
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Organizing for group efficiency 2 of 3
Questions to ask (cont.)
• Do you avoid overload?
• Do you review job assignments with employees?
• Have you defined lines of authority?
• Do you observe patterns of organization?
Page 14
Organizing for group efficiency 3 of 3
Questions to ask (cont.)
• Are employee responsibilities properly related?
• Do you periodically analyze the organization?
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Page 16
Culture and management
Culture and management
• What is culture?
• Cross-cultural scenarios
• Dimensions of culture
• Guidelines for managing across cultures
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Page 18
Shame and management
Shame and management
• Felt shame
• Sense of shame
• Systemic shame
• Episodic shaming
Page 19
Page 20
Relational contracts
Relational contracts
Why may they be difficult to build?
• Unobserved heterogeneity
• Credibility problems
• Clarity problems
Page 21
Page 22
Extroverts and introverts
Extroverts and introverts
• Definitions
• Areas to consider
• Opportunities for all team members to contribute
• Introverted managers
Page 23
Page 24
Chinese managers
Chinese managers
• Create their own ecosystems
• Manage the state whilst managing the operations
• Differences between Chinese and Western companies
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Page 26
Biases that accompany decision-making processes
Biases that accompany decision-making processes
• Availability
• Substitution
• Optimism and loss aversion
• Framing
• Sunk-cost
• Mental filter
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Page 28
Assumptions to tackle
Assumptions to tackle
• The skills leaders develop in frontline roles will be sufficient when they move to middle management
• There are no good options for developing middle managers
• Mid-level leadership development does not directly address business issues
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Page 30
Daily management roles
Daily management roles
• Interpersonal category
• Informational category
• Decisional category
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Page 32
Effective managerial mindsets
Effective managerial mindsets
• Managing self/reflective mindset
• Managing organizations/analytical mindset
• Managing context/worldly mindset
• Managing relationships/collaborative mindset
• Managing change/action mindset
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Page 34
Managing projects
Managing projects
• Scope
• Cost
• Time
• Quality
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Page 36
Improving poor performance
Improving poor performance
• Increase accountability
• Set performance objectives
• Areas to be reviewed
• Plan properly
• Ask for feedback and conduct exit interviews
• Revamp the development process
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Page 38
Measuring managers
Measuring managers 1 of 2
• Effecting compliance
• Identity maintenance
• Establishing fairness
• Positive affect
• Negative affect
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Measuring managers 2 of 2
Justice
• Distributive justice
• Procedural justice
• Informational justice
• Interpersonal justice
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Creative managers
Creative managers
• Be curious
• Pose questions such as “why” and “how”
• Bring up ideas
• Incubate
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Page 43
Advice for managers
Advice for managers 1 of 3
• Discrete advice
• Counsel
• Coaching
• Mentoring
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Advice for managers 2 of 3
• Obstacles to be overcome
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Advice for managers 3 of 3
Guidelines for each stage of advising
• Finding the right fit
• Developing a shared understanding
• Crafting alternatives
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Page 47
Lessons for managers
Lessons for managers
• It’s never all about you
• It’s not all about the data either
• Spontaneity takes practice
• You need your enemies
• Success is a self-fulfilling prophecy
• It’s all about the journey-there is no destination
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Page 49
Conclusion, summary and questions
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Conclusion, summary and questions
Conclusion
Summary
Videos
Questions
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