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CHAPTER1YOUREAMANAGER,NOWWHAT?

OBJECTIVES:

Figureoutwhatmanagementis. Movingfrombeingadoertoamanagerofdoers. Understandingthechangingworkforce. Definingthekeyfunctionsofmanagement.

Takingthefirststepstowardbecomingamanager.

DIFFERENTSTYLESOFMANAGEMENT

WhatisManagement?

- gettingthingsdonethroughothers- makingsomethingplannedhappenwithinaspecificareathroughtheuseofavailableresources- Goodmanagementisascarcecommodity.- Whenmanagersdonttrusttheiremployeesandemployeeslackconfidenceintheirmanagers.SIGNSTHATINDICATEMANAGERSANDEMPLOYEESARENTCOMMUNICATINGEFFECTIVELY:

- Wedonthavetheauthoritytomakethatdecision.- Shesinchargeofthatdepartment,fixingthatproblemisherresponsibility,notours.- Whydotheykeepaskinguswhatwethinkwhentheyneveruseanythingwesay?- Imsorrybutthatsourpolicy.Werenotallowedtomakeexceptions.- Ifmymanagerdoesntcare,Idonteither.- Itdoesntmatterhowhardyouwork;noonesgoingtonoticeanyway.- Youcanttrustthoseemployees,theyjustwanttohavefunandslackoff.

Theexpectationsandcommitmentsthatemployeescarrywiththemonthejobareinlargepartaproductofthewaythattheirmanagerstreatthem.

WHATISYOURMANAGEMENTSTYLE?

A. TOUGHGUY/GIRLMANAGEMENTWeregoingtodoitmyway.Understand?Ithadbetterbeonmydeskbytheendoftheday,orelse!

Messuponemoretime,andyoureoutofhere!

TheoryXManagement

- assumesthatpeopleareinherentlylazyandneedtobedriventoperform.- Managementbyfearandintimidation- Usuallyendupwithonlyshort-termcompliance- Appropriatewhenmanagershavetotakecommandofasituationtoensurethattherightpeople

areonthetask.- Whenyouhavetoactquicklywithnotmuchdiscussionitisimportanttoapologizeinadvance

andletpeopleknowwhyyouaredoingthingsthewayyouare.

B. NICEGUY/GIRLMANAGEMENTUh,theresalittleproblemwithyourreport;noneofthenumbersarecorrect.Now,donttakethispersonally,butweneedtoconsiderouralternativesfortakingamore

carefullookatthesefiguresinthefuture..

TheoryYManagement

- assumesthatpeoplebasicallywanttodoagoodjob- managersaresupposedtobesensitivetotheiremployeesfeelingsandbecarefulnottodo

anythingthatmaydisturbtheiremployeestranquilityandsenseofselfworth.- ManagersmaygetaresponsewiththisapproachORtheymaydotheworkthemselves!- Theywontgetthebestpossibleresponse!Theemployeesarelikelytotakeadvantageofthe

managers.

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C. THEIDEALCOMPROMISEa. Goodmanagersrealizethattheydonthavetobetoughallthetimeandthatgoodguys

oftenfinishfirst.

b. Ifemployeesarediligentlydoingtheirtasks,youcanstepbackandletthemdotheirjobs.Notonlydoemployeeslearntoberesponsiblebutyoucanalsoconcentrateyourefforts

onwhatismostimportanttothebottom-linesuccess.

MANAGERSREALJOBo inspireemployeestodotheirbesto establishaworkingenvironmentthatallowsthemtoreachtheirgoalso mustbeabletoidentifyandrepairorreplacebadsystems,badpolicies,bad

proceduresandpoortreatmentofothers

CHALLENGEOFMANAGEMENT

-Definewinninginsuchawaythatitfeelslikewinningforeveryoneintheorganization.

MANAGEMENT

- Isanattitude,awayoflife.- Averyrealdesiretoworkwithpeopleandhelpthemsucceed,aswellasadesiretohelpthe

organizationsucceed.- Alife-longlearningprocess- Managementisapeoplejob.Ifyouarenotuptothetaskofworkingwithpeoplehelpingthem,

listeningtothem,encouragingthemandguidingthemthenyoushouldntbeamanager.

MEETINGTHEMANAGEMENTCHALLENGE

- Youwereselectedbecauseyouprovedyourselftobeveryskilledintheareasthatyouarenowresponsibleformanaging.

- Youwereonceateammember,butwhenyouweremadethemanager,yourrolehaschanged.Toachievethenewgoalsthataccompanyyournewrole,youhavetomakethetransitionfrom

doertoamanagerofdoers.

NEWFUNCTIONSOFMANAGEMENT

1. ENERGIZEa. Todaysmanagersaremastersofmakingthingshappenstartingwiththemselves.Ifit

istobe,itbeginswithme

b. Themostimportantmanagementfunctionistogetpeopleexcitedandinspired,thatis,toenergizethem.

c. Greatmanagerscreatemoreenergythantheyconsume!Insteadoftakingenergyfromanorganization,theychannelandamplifyittotheorganization.

d. Ineveryinteraction,effectivemanagerstakethenaturalenergyoftheiremployees,addtoit,andleavetheemployeesinahigherenergystatethanwhentheystarted.

e. Managementbecomesaprocessoftransmittingtheexcitementthatyoufeelaboutyourorganizationanditsgoalstoyouremployeesintermsthattheyfeelandappreciate.

f. Successfulmanagerscreatecompellingvisionspicturesofafutureorganizationthatinspireandcompelemployeestobringouttheirbestperformance.

2. EMPOWERa. Whenyouempoweryouremployees,youdonotstopmanaging.b. Youhavetoprovideanenvironmentthatsupportsthoseemployeeswhoareeagerfora

tasteofthefreedomtoapplytheirpersonalcreativityandexpertisetoyourorganization.

c. Greatmanagersallowtheiremployeestodogreatwork.Eventhegreatestmanagersintheworldcantsucceedbythemselves.

d. Effectivemanagementisusingalltheeffortsofeveryoneintheteamtowardacommonpurpose.

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IFYOUDONTEMPOWERYOUREMPLOYEES

o Youremployeeslosebecauseyoudontallowthemtoshowcreativity,initiativeorgrow.

o Theorganizationlosestheinsightsthatthecreativeworkforcebringsin.o Thecustomerslosebecauseyouremployeesareafraidtoprovidethemwith

exceptionalservice.Theyrescaredthatyouwillpunishthemfortakinginitiativeor

pushingtheboundariestobetterservethecustomers.

oYoulosebecauseyouareconstantlydoingtheworkofyouremployees,puttingyourselfonthepathofstress.

3. SUPPORTa. Amanagersjobisnolongerthatofawatchdog,policeofficerorexecutioner.b. Nowadays,managersmustbecoaches,colleaguesandcheerleadersfortheemployees

theysupport.c. Enableeachemployeetofeelvaluedandbemoreproductive.d. Whenthegoinggetstough,managerssupporttheiremployees.

i. Itdoesnotmeanthatyoudotheirjobsforthemormakedecisionsforthem.ii. Itmeansyougiveyouremployeesthetraining,resourcesandauthoritytodotheir

jobs,andthenyougetoutoftheway.

iii. Butmakesurethatyouarealwaysthereforyouremployeestohelpthempickupthepiecesiftheyfall,buttheymustfalliftheyregoingtolearn.e. Createasupportiveenvironmentbyestablishingtrustandopenness.

i. Employeesareencouragedtobringupquestionsandconcernswithoutfearofpunishment.

ii. Hiddenagendasdonotexistandpeoplefeelfreetosaythesamethingsinbusinessmeetingsthattheydsayafterwork.

f. Whenemployeesseethattheirmanagersarereceptivetonewideas,theyremorelikelytofeelinvestedintheorganizationandtoothinkofmoreandbetterwaystoimprove

systems,tosolveproblems,tosavemoneyandtobetterservecustomers.

Managerssupporteachother.Fightingbetweendepartmentsandwithholdinginformationhavenoplaceinamodernorganization.Companiescannotaffordtosupportdysfunctionalbehaviors.Allmembersoftheorganizationfromtoptobottommustrealizethattheyplayonthesameteam.To

win,teammemberssupporteachotherandkeeptheircoworkersuptodate.

4. COMMUNICATE

a. Isthelifebloodofanyorganization,andmanagersarethecommonelementthatconnectsdifferentlevelsofemployeeswithoneanother.

b. Communicationisakeyfunctionformanagerstoday.Informationispower,andasthespeedofbusinessaccelerates,informationmustbecommunicatedtoemployeesfasterthanever.

c. Withnewmeansofcommunicationinmodernbusiness,managerssimplyhavenoexcusenottocommunicatewiththeiremployees.

d. Tomeettheexpectationsthatyouhaveset,youremployeeshavetobeawareofyourexpectations.

e. Communicatethegoaltoyouremployees.keepthemuptodateontheirprogresstowardachievingthatgoal.

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DOANDLEARN

Giveamanafish,andheeatsforaday,

Teachamantofish,andheeatsforalifetime.

Ifyoumakeallthedecisions,dotheworkthatyouremployeesareabletodogiventhechance,and

trytocarrytheentireorganizationonyourownshoulders,youreharmingyouremployeesandyour

organizationmorethanyoucanimagine.

KEYSTEPSTOBECOMINGABETTERMANAGER

1. Takethetimetoassessyourorganizationsproblems.a. Whichpartsofyourorganizationwork,andwhichdont?Whyorwhynot?b. Youcantfocusonallyourproblemsatonetime.Concentrateonafewproblemsthat

aremostimportant,andsolvethembeforeyoumoveontothenext.

2. Takeacloselookatyourself.a. Whatdoyoudotohelporhinderyouremployeeswhentheytrytodotheirjobs?Do

yougivethemauthoritytomakedecisions?Doyousupportthemwhentheygooutonalimbfortheorganization?Studyyourpersonalinteractionsthroughoutyour

businessday.Dotheyresultinpositiveornegativeoutcomes?

3. Tryoutthetechniquesthatyoulearnfromyourreadingorfromobservingothermanagersatwork.a. Goahead!Nothingchangesifyoudontchangefirst.Ifitstobe,itstobeginwithme.

4. Stepbackandwatchwhathappens.a. Youwillseeadifferenceinthewayyougettasksdoneandinthewayyourcustomers

andemployeesrespondtoyourorganizationsneedsandgoals.