Modern management, Today's Manager, Skills and Performance

MODERN MANAGEMENTMODERN MANAGEMENT

TODAY’S MANAGERTODAY’S MANAGER

• Managerial FunctionsManagerial Functions : : Manager job is to create an environment to let the others Manager job is to create an environment to let the others

to work efficiently.to work efficiently.

• Manager Job :Manager Job :

Supervisor

Planning

Directing

Organizing

Controlling

• PlanningPlanning : :Is a systematic processIs a systematic process to to attaining the goals.attaining the goals.

• OrganizingOrganizing : : Is the process of creating Is the process of creating structure, establishing relationships and structure, establishing relationships and allocating resources to accomplish the goals.allocating resources to accomplish the goals.

• DirectingDirecting : : Is the guiding , leading and Is the guiding , leading and overseeing the employees to achieve the overseeing the employees to achieve the goals.goals.

• ControllingControlling : : Involves verifying that actual Involves verifying that actual performance matches the plan. performance matches the plan.

The Key stone in the The Key stone in the organizationorganization

Management SkillsManagement Skills

• Planning Process.Planning Process.

• Operating Guidelines.Operating Guidelines.

• Objective Setting-MBO.Objective Setting-MBO.

• Action Planning.Action Planning.

• Problem Solving and Decision Making.Problem Solving and Decision Making.

• Planning Process.Planning Process.

• Operating Guidelines.Operating Guidelines.

• Objective Setting-MBO.Objective Setting-MBO.

• Action Planning.Action Planning.

• Problem Solving and Decision Problem Solving and Decision Making.Making.

• Planning Process :Planning Process : Objective of planning.Objective of planning.

Complete planning process.Complete planning process.

Types of plans.Types of plans.

Why Should you plan?Why Should you plan?

Advantages of Advantages of planningplanning• To minimize the risks and prepare to To minimize the risks and prepare to

overcome the unexpected problems.overcome the unexpected problems.

• To determine whether we should To determine whether we should attempt the task and work out the attempt the task and work out the most effective way of reaching our most effective way of reaching our target.target.

• To avoid the trap of working extremely To avoid the trap of working extremely hard but achieving little. hard but achieving little.

EvaluationAre we getting there?

StrategiesHow will we get

There?

ObjectivesWhere are we going?

AnalysisWhere are we now?

The Basic Planning The Basic Planning ProcessProcess

The complete planning The complete planning processprocess

Analysis

Strategies

ObjectivesMonitoring

Mission SWOT

Set Goals

SMART

Operations Tactics

Controls

Feedback

Ongoing Process

Types of plansTypes of plans

• Strategic planStrategic plan: : Is the process of developing Is the process of developing and analyzing the company mission, over all and analyzing the company mission, over all goals, general strategies and resources goals, general strategies and resources

allocation.allocation. • Tactical plansTactical plans : : Detailed decisions…..Detailed decisions…..long-

term. • Operational plansOperational plans: : Day to day work…..Day to day work…..short-

term..Plans may be long-term or short-term, directional or specific.

Operating GuidelinesOperating Guidelines

MissioMissionn

VisionVision

ValuesValues

MissionMission

Why what we do is important ?Why what we do is important ?

The Footprint we leave The Footprint we leave behindbehind• It is the justification for the It is the justification for the organization’s existence.organization’s existence.• To be the world’s premier To be the world’s premier entertainment co.from a entertainment co.from a creative, creative, strategic, and financial strategic, and financial standpoint.standpoint.

Walt DisneyWalt Disney

VisionVision

• A picture, image or description A picture, image or description of the futureof the future

•““A computer on every A computer on every desk and in every desk and in every home’’. home’’.

Microsoft visionMicrosoft vision

Where do we wish to go?Where do we wish to go?

• Must be a clear vision.Must be a clear vision.

ValuesValues

Enabling behaviors that will Enabling behaviors that will help us to go therehelp us to go there

• Integrity,Respect for people, Integrity,Respect for people, Customer focus, Community, Customer focus, Community, Innovation, Teamwork, Innovation, Teamwork, performance, Leadership and performance, Leadership and quality.quality.

Objective SettingObjective Setting

ObjectiveObjective

• Reflect the desired outcomes for Reflect the desired outcomes for

individuals , groups and individuals , groups and organizations.organizations.• Provide direction for decision making.Provide direction for decision making.

• Is the driver of the planning process. Is the driver of the planning process.

Is the foundation of planning. Is the foundation of planning.

MBOMBO Management by Management by objectiveobjective

• An effective planning tool to help the An effective planning tool to help the manager set objectives.manager set objectives.

• The successful MBO should include The successful MBO should include commitment and all organization commitment and all organization levels must be participated.levels must be participated.

• MBO StepsMBO Steps : :

** Explain goals. Explain goals. **Review individual Objectives . Review individual Objectives . **Agree the objectives.Agree the objectives. **Review results and establish goals Review results and establish goals for the next period.for the next period.

MBOMBO Management by objectiveManagement by objective

MBOMBO

objectiveobjectiveSS

M M

AA

RR

TT

pecificpecific

easurableeasurable

chievablechievable

ealisticealistic

ime-limitedime-limited

Action PlanningAction Planning

•Each objective should translate into Each objective should translate into action plan.action plan.•Action Plan help the manager to Action Plan help the manager to organize and coordinate his team’s organize and coordinate his team’s activities.activities.•Action Plan states specifically the tasks to Action Plan states specifically the tasks to be done to achieve the objective .be done to achieve the objective .

•Action Plan include:Action Plan include:Schedule with deadlines.Schedule with deadlines.Resources necessary.Resources necessary.Methods to measure the objective.Methods to measure the objective.

Action plan

Action plan

Application of planning in the day Application of planning in the day to day work to day work of Medical Rep.of Medical Rep.

Please list the areas which require Please list the areas which require planning?planning?

The complete planning The complete planning processprocess

Analysis

Strategies

ObjectivesMonitoring

Mission SWOT

Set Goals

SMART

Operations Tactics

Controls

Feedback

Ongoing Process

Moving along the plan, problems are Moving along the plan, problems are always encountered.always encountered.

Decision Making and Problem Solving

Decision making & problem solving

• For every problem there is more For every problem there is more than 1 right solution.than 1 right solution.

•Decision making is the process of Decision making is the process of selecting an alternative course of selecting an alternative course of action that will solve a problem.action that will solve a problem.

Decision Making

• The 3 golden keys for decision The 3 golden keys for decision making are:making are:

•Decision Decision making is critical making is critical because, because, if it is if it is wrong…….. wrong……..

logic thinking. logic thinking.

creativity.creativity.

Timing.Timing.

Decision making is critical because

• If it is right…..If it is right….. Right decision

Problem solving

protocolMeeting objectives

Problem solving Problem solving technique technique

(3 diamonds (3 diamonds technique)technique)

start

MILESTONES, where the top managements invited to cometo see the results and approve to go to the NEXT step

PP CC SS

Problems Causes SolutionsProblems Causes Solutions

Problem

• Define correctly (narrower or Define correctly (narrower or broader).broader).

• Solve the problem & not its Solve the problem & not its symptoms.symptoms.

PP

CausesCC

•External.External.

•Internal.Internal.

Solution

• Best approach to develop solutions is Best approach to develop solutions is “BRAIN STORMING”.“BRAIN STORMING”.

• Brain storming = suggesting as many Brain storming = suggesting as many alternatives as possible alternatives as possible without without evaluation.evaluation.

• Participants should be encouraged to Participants should be encouraged to make wild extreme suggestions & make wild extreme suggestions & build on suggestions of others .build on suggestions of others .

SS

Solution (Cont.) (Cont.)

• None of the alternatives are None of the alternatives are evaluated until all possibilities evaluated until all possibilities are are exhaustedexhausted . .

• Evaluate each alternative according Evaluate each alternative according to its strengths & weaknesses .to its strengths & weaknesses .

• Eliminate non workable alternatives .Eliminate non workable alternatives .

SS

Solution (Cont.)

• Making a choice among alternatives. Making a choice among alternatives. • Usually the alternative that rates the Usually the alternative that rates the

highest score should be the preferred.highest score should be the preferred.• Decision can be assisted by person’s Decision can be assisted by person’s

experience ,past judgment ,advice experience ,past judgment ,advice from others or even a hunch.from others or even a hunch.

• Timing impact the decision.Timing impact the decision.• Consensus (input weighed equally). Consensus (input weighed equally).

SS

Usually consensus means:

Implement the decision• Communicate the decision to those Communicate the decision to those

directly & indirectly affected.directly & indirectly affected.

• Employees must understand how the Employees must understand how the decision will affect them.decision will affect them.

• Take commitment from them.Take commitment from them.

Evaluate the decision

• Follow up , Follow up , feedback ,reports ,appraise the feedback ,reports ,appraise the outcomes.outcomes.

• Determine if desired results were Determine if desired results were achievedachieved

• If not ,review process from the If not ,review process from the beginning to detect error.beginning to detect error.

• PlanningPlanning : :Is a systematic processIs a systematic process to to attaining the goals.attaining the goals.

• OrganizingOrganizing : : Is the process of creating Is the process of creating structure, establishing relationships and structure, establishing relationships and allocating resources to accomplish the goals.allocating resources to accomplish the goals.

• DirectingDirecting : : Is the guiding , leading and Is the guiding , leading and overseeing the employees to achieve the goals.overseeing the employees to achieve the goals.

• ControllingControlling : : Involves verifying that actual Involves verifying that actual performance matches the plan. performance matches the plan.

Organizing ProcessOrganizing Process

• Steps includeSteps include:: 11-Review plans.-Review plans. 22-List all tasks to be accomplished.-List all tasks to be accomplished. 33-Divide tasks into groups as one -Divide tasks into groups as one

person can accomplish a job.person can accomplish a job. 44-Group related jobs together in a -Group related jobs together in a

logical and efficient manner.logical and efficient manner. 55-Assign work to individuals.-Assign work to individuals. 66-Delegat authority to establish -Delegat authority to establish

relationships between jobs andrelationships between jobs and groups of jobs. groups of jobs.

Workflow analysisWorkflow analysis

Directing ProcessDirecting Process

• Team building.Team building.

• Consensus building.Consensus building.

• Selecting.Selecting.

• Training.Training.

• Leading.Leading.

• Motivating.Motivating.

Team BuildingTeam Building

• Members confused, still Members confused, still individuals not a team.individuals not a team.

• Conflicts arise over goals Conflicts arise over goals and personalities. and personalities. Arguments.Arguments.

• Team start to agree working Team start to agree working patterns and strengthen.patterns and strengthen.

• Team has settled most of its Team has settled most of its problems and concentrates problems and concentrates on achieving the team goals. on achieving the team goals.

FormingForming

StormingStorming

NormingNorming

Performing

Performing

Consensus BuildingConsensus Building

• No one accomplishes much alone.No one accomplishes much alone.

• When an individual works together When an individual works together with others : effectiveness grows , with others : effectiveness grows , creating greater productivity .creating greater productivity .

• Group Decision making.Group Decision making.

• Group Conflicts:Group Conflicts:

FunctionalFunctional …… ……DysfunctionalDysfunctional..

The goal of professional Supervisor The goal of professional Supervisor is tois to

Create an environment where Create an environment where conflict is conflict is

Healthy.Healthy.

• SelectingSelecting :: Competent , high performing employees Competent , high performing employees capable of achieving the goals & forecasting capable of achieving the goals & forecasting the employment needs. Then Interviewing the the employment needs. Then Interviewing the Applicants. (Applicants. (Questions for the interviewQuestions for the interview).).

• Training Training :: Orientation program.Orientation program.

Organizations invest in training to improve Organizations invest in training to improve employees performance . employees performance .

PerformancePerformance = Ability x Motivation (Effort). = Ability x Motivation (Effort).

Ability Ability = Aptitude x Training x = Aptitude x Training x Resources.Resources.

MotivationMotivation = Desire x Commitment. = Desire x Commitment.

LeadingLeading• Traditional Leadership:Traditional Leadership:

Is an interpersonal influence directed toward Is an interpersonal influence directed toward achievement of a goal or goals.achievement of a goal or goals.

InterpersonalInterpersonal …… ……InfluenceInfluence…………GoalsGoals

Leader influences more than one person toward a Leader influences more than one person toward a goal. goal.

• Modern Leadership:Modern Leadership:

Is a dynamic relationship based on mutual Is a dynamic relationship based on mutual influences and common purpose between leaders influences and common purpose between leaders and collaborators through high level of and collaborators through high level of motivation.motivation.

RelationshipRelationship….….MutualMutual…..…..CollaboratorsCollaborators

Leader is influenced by the collaborators while they Leader is influenced by the collaborators while they work together to achieve an important goal.work together to achieve an important goal.

A Leader can be a manager but a manager is not A Leader can be a manager but a manager is not necessarily a leader. necessarily a leader.

MotivatingMotivating

• Motivation is the set of Motivation is the set of process that moves a process that moves a person toward a goal.person toward a goal.

• The Supervisor ( Motivator The Supervisor ( Motivator ) wants to influence the ) wants to influence the factors that motivate factors that motivate employees to higher level employees to higher level productivity.productivity.

• What are the theories of What are the theories of motivation:motivation:

1-1-MaslowMaslow..

2-2-HerzbergHerzberg..

ControllingControlling

• Directly related to the Directly related to the planning to ensure that planning to ensure that the plans are being the plans are being implemented properly.implemented properly.

• Effective control Effective control systems use tools to systems use tools to monitor activities and monitor activities and take corrective actions take corrective actions when needed.when needed.

• The Supervisor observe The Supervisor observe what happens and what happens and compares that with what compares that with what was suppose to happen. was suppose to happen.

Comparing

Action

Measuring

Dealing with your Dealing with your EmployeesEmployees• The key of managing people is the understanding of :The key of managing people is the understanding of :

( What Motivates and what Satisfies them )( What Motivates and what Satisfies them )

about: Work…………………Employer.about: Work…………………Employer.

• Reading people , push the right buttons without Qs.Reading people , push the right buttons without Qs.

• People are very complicated and there is no one People are very complicated and there is no one standard method to deal with them. standard method to deal with them. CHALLENGINGCHALLENGING

• Supervisor or Manager job Supervisor or Manager job is to get the work done is to get the work done through the others and to maximize the quality & through the others and to maximize the quality & quantity of work through a skillful team.quantity of work through a skillful team.

• If the If the Skillful team Skillful team not in the proper frame of mind not in the proper frame of mind the productivity will suffer.the productivity will suffer.

What do the employee What do the employee want?want? • They want to feelThey want to feel likelike they are part of the they are part of the

decision making processdecision making process….their opinion counts.….their opinion counts.

• To show a genuine concern for them.To show a genuine concern for them.

• To be paid a fair and competitive wage for the To be paid a fair and competitive wage for the work they perform.work they perform.

• They want feedback of their performance.They want feedback of their performance.

• To feel like they are important as the others.To feel like they are important as the others.

• To work in an environment that encourage To work in an environment that encourage open communication.open communication.

• To be kept informed about To be kept informed about what’s going on.what’s going on.

• Some degree of recognition for a job well done.Some degree of recognition for a job well done.

• Clear communication of what is expected of Clear communication of what is expected of them.them.

• They want to be treated with respect.They want to be treated with respect.

How to read your team?How to read your team?• Managers need to learn how to read people & Managers need to learn how to read people &

this requires : Listening skills …..Good this requires : Listening skills …..Good observation skills.observation skills.

• How?How?

1-Must spend a good time with your team.1-Must spend a good time with your team.

a-To understand what is important to a-To understand what is important to them& what them& what

motivates them.motivates them.

b- Strengthen the rapport with them. b- Strengthen the rapport with them.

What are really the motives of people?What are really the motives of people?

The Basic MotivatorsThe Basic Motivators

1-1- For many people the most motivating factor is For many people the most motivating factor is MONEYMONEY..

Money motivates by fulfilling the needs and Money motivates by fulfilling the needs and wants.wants.

How to know that this person?How to know that this person?

People with high dominance and factors in their People with high dominance and factors in their personality.high inner security level.personality.high inner security level.

How to motivate him or her?How to motivate him or her?

Money motivates best when performance is directly Money motivates best when performance is directly linked to monetary gains. i.e., increased salary, linked to monetary gains. i.e., increased salary, bonus, incentive.bonus, incentive.

The Basic MotivatorsThe Basic Motivators

2-For many people the most motivating factor 2-For many people the most motivating factor is the Reinforcementis the Reinforcement of a job well done of a job well done..

HOW?HOW?

This comes in the form of praise, promotion , This comes in the form of praise, promotion , high score in evaluation.high score in evaluation.

3-For some people has high conformity 3-For some people has high conformity factors and patience in her or his factors and patience in her or his personality profile.personality profile.

HOW?HOW?

Job security is the bigger motive.Job security is the bigger motive.

People respect Manager People respect Manager who:who:• Show an interest in them as people.Show an interest in them as people.

• Fair and consistent.Fair and consistent.

• Honest and trustworthy.Honest and trustworthy.

• Stick to their word.Stick to their word.

• Set a clear and realistic forecast and goals.Set a clear and realistic forecast and goals.

• His decision based on sound reasoning and His decision based on sound reasoning and logic not in ego or emotion .logic not in ego or emotion .

• Lead by example ‘’do as I do’’ not as I say.Lead by example ‘’do as I do’’ not as I say.

• Act maturely.Act maturely.

• Have a can do & positive attitude.Have a can do & positive attitude.

• Don’t look down on employees.Don’t look down on employees.

People respect Manager People respect Manager who:who:• Don’t constantly change priorities.Don’t constantly change priorities.

• Know how to laugh and aren’t all business.Know how to laugh and aren’t all business.

• Don’t appear to be out of themselves.Don’t appear to be out of themselves.

• Provide reasonable opportunities for them.Provide reasonable opportunities for them.

• Know how to praise In public and to criticize Know how to praise In public and to criticize in private.in private.

• Know the company vision , mission and Know the company vision , mission and values.values.

• Show no favoritism.Show no favoritism.

• Don’t self-promote.Don’t self-promote.

• Work hard.Work hard.

• Share success.Share success.

• Can admit he or her did a mistake . Can admit he or her did a mistake .

People respect Manager People respect Manager who:who:

• Can apologize sincerely.Can apologize sincerely.

• Develop their people.Develop their people.

• Don’t overreact.Don’t overreact.

• Show respect for employees.Show respect for employees.

STUDY THIS LIST CAREFULLY AND LIVE BY IT ……STUDY THIS LIST CAREFULLY AND LIVE BY IT ……IF YOU DO, YOU WILL GAIN THE RESPECT AND IF YOU DO, YOU WILL GAIN THE RESPECT AND COOPERATION OF ALL ORGANIZATION COOPERATION OF ALL ORGANIZATION MEMBERS.MEMBERS.