Essensial Management Skills, Berkshire collegehr7.7, UK

Dr. Dimitrios P. Kamsaris

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“Essential Skills Of Management" Prof. Dimitrios P. Kamsaris


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Elevator Speech

You have 3 minutes to prepare and

3 minutes to conduct a presentation:

Present your self:

Personal data Education and training received

Working experience Training targets

What is Management?

Activity learning contract


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Learning outcomes:

By the end of this training the participants will be able to understand:

What Management is, Realize what type of manager you are, What coaching is, how an when to use it, Aspect of communication, Conflict management and its dimensions, Role of team and ways to built it, Time management and how to delegate Learn: Strategies, Techniques and Tools

Training targets


4Dr. Dimitrios P. Kamsaris 4

tell me – I will forget

show me – I may remember

let me get involved – I will understand


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What makes an What makes an effective manager? effective manager?

Dr. Dimitrios P. Kamsaris 66

How to manage different people in order to:

achieve the organisational goals?

utilize their outcome?

Knowledge needed to: Interpret and Prognoses The employee behavior at work

Manager dilemma Manager Manager dilemma dilemma


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Result: the systems function well in relation to effective management

Systems operationsSystems operations Effective management

Effective management

Result Result

Management result

a correlation of:


Theory Χ & Υ

Administration matrix Blake & Mouton

Administration systems Likert

Management approaches Management approaches


Theory Χ (Autocratic Manager)– Dislike to work– Pressure & guidance – Avoid responsibilities

Theory Υ (Democratic Manager)– Job is a game– Self-control – Chase responsibilities– Motivation

Management approaches:

Theory Χ&Υ

Theory Χ (Autocratic Manager)– Dislike to work– Pressure & guidance – Avoid responsibilities

Theory Υ – Job is a game– Self-control – Chase responsibilities– Motivation


Υψηλό

Ενδιαφέρον για ανθρώπους

Χαμηλό

1,9 Λέσχης 9,9 Συνεργατικός

5,5 Εκκρεμούς

1,1 Αδύνατος

9,1

Καθήκοντος

Ενδιαφέρον για παραγωγή

Χαμηλό Υψηλό


Administration matrix (Blake-Mouton)


Exploitation – Lack of trust towards the subordinates– Centralized control

Philanthropist – Existence of trust (master-slave)

Consulting– Partial trust – Existence of informal organisation opposing to

the formal organisation goals

Participatory – Complete trust – Formal and informal org. is identical – Everyone supports the organizational goals


Administration systems (Likert)

Management approaches: Administration systems (Likert)


What are the results of a behaviour? Feelings & reactions to the below behaviours: Smiles and looks happy Gives without asking a return Thanks Helps Listens without judging Accepts responsibility Gives credit Receives bad behaviours with tolerance and

understanding

Result on: long-term relationships, trust, fame, cooperation.

Activity “Positive attitude”

Long term results


Communication system. Dictates: What has to be done, How it should be done, Who will do it, Who reports to whom, Level of decision making.Advantages Utilization of skills, Economies of scale, Easy replacement, Intense usage of equipment, Easy monitoring. Disadvantages Monotony, Lack of interest, Low quality, Low productivity, High turnover

Γ. Δ/ΝΤΗΣΓ. Δ/ΝΤΗΣ

Δ/ΝΤΗΣ ΑΔ/ΝΤΗΣ Α Δ/ΝΤΗΣ ΑΔ/ΝΤΗΣ Α Δ/ΝΤΗΣ ΑΔ/ΝΤΗΣ Α

Τμ/χηςΤμ/χης Τμ/χηςΤμ/χης

Πρ/νοςΠρ/νος


Τμ/χηςΤμ/χης



Organization chart


The employees accept the power when they:

Understand the orders

Feel orders are compatible with the organisational goals

The orders do not conflict their personal beliefs

Are able to execute the task in the way it was assigned to them

Chester Barnard



Human factorHuman factor

Most problems does not concern practical issues but issues related

to

HUMANS.



The result through people and systems.

Sets goals and agreement Clarifies roles Plans tasks for execution Organizes resources Communicates priorities Sets timetable Follows a method of result evaluation Controls and Monitors if task is correctly done Delegate task Discipline Credit to employees

Manager



Priority: Relationship

High

Low

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Priority: Task

1 9

(1.9)(1.9) (9.9)(9.9)

(1.1)(1.1) (9.1)(9.1)

Team Team

Army Army

Club Club

High

Manager stance



One way communication.

The manager says to the team: What How

Where When

Has to be done for the particular task

Manager behaviour:

Task


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Two way communication Provides Socio – Emotional support Mutual trust, respect, dialogue,

listening, encouragementManager

behaviour: Relationship

Manager Member


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Says BRAVO

Asks for ideas and propositions

Encourages and ensures the member that he can do the job

Listens to the members’ problems and helps them to find a solution

If a member is done well he lets everyone know

Manager behaviour:

RelationshipThe manager:


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As the member’s readiness increases, the manager’s task behavior is decreasing and the relationship behavior increases.

Management SkillsTechnical: knowledge and proficiency in work (competencies in field, analytical ability, ability to use appropriate tools and techniques. Human: knowledge and ability to work with people. Assist to achieve a task. Conceptual: ability to work with ideas. To be comfortable at seeing the bigger picture and translate this understanding into words everyone understands.

Effective manager


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Giving many responsibilities, simultaneously in short period of time

Increase in the relationship behavior, without a simultaneous desired result.

Possible problems

ΤΕΡΜΑ


Break



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Exploring your Exploring your managerial stylemanagerial style


Middle manager

Successful carrier

Effective manager

32%

28% 44%

20% 11% 26%

19% 48% 11%

13% 19%

29%

Effective manager

Traditional: Make decisions, plans, controls

Communication administrator: Manages information

Personnel: Encourages, conflic man., hires, trains

Public Relations: Builds social relations, external factors


Hum

ane

Hum

ane V

ision -

strategiesV

ision -

strategies

Technical

Technical

Required skills

General manager

Managers

Supervisors


Provides directives and monitors closely

Words used:– Says – Supervises – Monitors – Directs – Manages

Manager: – Makes decisions

Subordinate: – Helpless, unwilling, unskilled

Style 1: high task

low relationship


The manager explains the decision and provides the chance for clarification

Words used:– Explain – Clarify – Persuades – Teaches – Trains

Manager: – Dialogue and explanation

Subordinate : – Weak, helpless, willing, enthusiast

Style 2 high task

high relationship


The manager shares ideas and assists in the decision making process.

Words used:– Participates – Cooperates – Encourages – Supports

Decision making:– the supervisor and subordinate– Subordinate encouraged by supervisor

Subordinate : capable, sure, insecure

Style 3 low task

high relationship


The manager gives away the decision and implementation responsibilities.

Words used:– Delegates – Gives away – Monitors – Gives room

Decision making:– subordinate

Subordinate :– capable, willing, secure

Style 4low task

low relationship


Place the animals below in line. Lion, dog, parrot, elephant.

Activity ”Self-perception through others”

lion dog parrot elephant

I want others to see me as:

Other see me as:

In the future I want others to see me as:

I really want to be:


Activity ”Self-perception through others”

lion dog parrot elephant

authorityfearless independent decisionpro-acts leader subjectivefocussed

protect reliable trusting capable loving friend faithfulSupport

ActiveJoyful free spirit social openPopular attractive passion spontaneous

passive tolerant passivecooperate respectStrong controlled CalmSacredWise


• Has time to listen to others

• Respects others and sees their human side, not only results

• Has an interest on others on a personal basis and helps other solve the problems

• Good role model

• Strengthens and encourages others to believe in themselves

• Does not pretend to be the ‘boss’.

• Shares info with others.

• Give credit for good results.

• Give info when results are not expected.

Directives for managers


Once upon a time there was a frog race. The aim was to get on the top of a tower. A lot gathered to support them. That race started… . In reality, everyone

thought that it was an inevitable task. Everyone was shouting: “what a waste, they

will never make it to the top” The frogs begun having doubts of themselvesOne after the other admitted that they could

not make it. All but one! At the end and after a tremendous effort he made it.

Then the rest asked him how did he made it, when they realized the winner frog was deaf !!!

Conclusion: always pretend to be deaf when other tells you that you will not make it.

The frog

Dr. Dimitrios P. Kamsaris 4848Dr. Dimitrios P. Kamsaris

Lunch


4949Dr. Dimitrios P. Kamsaris

Managing Conflicts Managing Conflicts


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A situation at which two or more sides consider (correctly or not) that their goals are opposite and each side is trying to prevent the other from accomplishing their goals.

The perception of threat, or actual conflict, is necessary for the initiation of conflict prevention or management measures, and it is essential to address the concept of conflict before exploring how to prevent and manage such occurrences.

Conflict


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Conflict Life Cycle

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Misunderstandings

To be negative

Emotions

Colliding interests

Different beliefs, values, expectations,

priorities

Different personalities

Scarce resources

Conflict reasons



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Video 4: Conflict

Management

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A result of:

Mistakes,

Mismanagement,

Is originated from trouble makers.

Damages the organization

It is inevitable but sometimes, useful, when it is

required to be effective and creative.

Conflict



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D

isorients the attention

N

on productive situation

B

ad behaviors

S

tress

Conflict resultsDisadvantages:


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Encourages the change

Activates the innovation

Give to a problem a new perspective

Reveals hidden issues

Promotes accumulated emotions expression

Increase the commitment and the interest

A chance for learning

Conflict resultsAdvantages:


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Anger Unwillingness to listen

No going back from the positions Blame the others Aggressiveness

AttackingConflict

pre-messages



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Human reactions under pressure, stress, threat.

Resist

• increase voice volume

•Show with the pointer

•Blame others

•Look intensively

•Hit the table with the hand

Run Run

•Look elsewhere

•Go back

•Speak calmly

•Change subject

•Agree fast

resist or

run


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Dominance Cooperation

Compromise

Avoidance Adjust

Cooperation

Assertiveness

Conflict choices


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Conflict management

Conflict resolution

The limitation, easing and control of a conflict without necessarily solving it. Change from destructive to constructive, in the mode of interaction.

Solve of incompatibilities and mutual acceptance of each party’s existence, Aim: resolving or terminating conflicts or increase cooperation and deepen their relationship.


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Video 5: Conflict

Resolution



Communication & Influencing Skills


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Reflect on job you’ve been involved in.

These are the stakeholders:

Describe the job.

What were the most successful features?

What went wrong?

What was the outcome?

Activity


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Facts

Statistics show that 74% of projects are unsuccessful.

One of the factors that contribute to the corporate failure is poor or insufficient communication.


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Communication process

components

message, source,

encoding, channel, decoding, receiver, feedback,

noise, context and

shared meaning.

Interaction: Primary point of effective communication


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Communication types

Verbal Communication Oral: face-to-face or group meetings,

telephone. voice, body language, attitude and nuances.

Written: Memos, Letters, Minutes, Reports, Documentation, Publication

Non-verbal: dress code, voice tone, stance.

Anecdote: NASA neg., hands under table.

Body language can improve the level of understanding.


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Communication Issues

Downwards Communication (Man. to Staff) Directives through speeches and seminars Company internal newsletter Regular reports on performance Sharing details and Warns employees

Upwards Communication (Staff to Man.) Reports, Problems and difficulties, Suggestion boxes, open door policy, face-

to-face

Horizontal communication (Among depts.) co ordination and problem-solving.


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Language Issues

Need to Understand Each Other– Expressions used– Different interpretationsTeam Spirit– Harmony of the Team– Need for co-operation Openness to Communication Agree on Language, Terms & Definitions • Misunderstandings are Reason for Failures• Efficient Communication Requires that only

ONE single official Language is applied• Important Terms and Definitions need to be

described Terms, Definitions and Abbreviations Desire for understanding


Break



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Process in which info is exchanged and understood with the intention of influencing behaviour.

Sender: person wishing to convey a message (idea or info), to others, by encoding the idea in symbols (words).

Receiver: person to whom the message is sent by decoding the symbols. During encoding and decoding errors arise.

Channel: message is conveyed through (note, memo, letter, report, telephone call or face-to-face meeting).

Noise: the distortion when translating symbols to meaning (experience, attitudes and knowledge affecting perception).

Feedback: two-way comm., the receiver to the sender in the form of a return message or reaction

Communication process


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Impersonal, static: bulletins & general reports (does not permit feedback)

Personal, static (richer): Memos, letters. Interactive channels: phone and e-mail. Physical presence (richest): face-to-face. Factors influencing the richness: ability to handle multiple signals simultaneously degree allows rapid two-way comm. ability to permit comm. on personal basis. Selecting a channel: Message unusual and non-routine: rich channel, as

misunderstandings of new events can so easily arise (under pressure)

Routine messages: statistics or minutes of meetings, can be conveyed through a less rich channel.

Channel Richness:

amount of infothat can be

transmitted


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When a person communicates through actions and behaviour, messages of a nonverbal nature are transmitted.

Nonverbal: high proportion of messages sent and received. The understanding in a face-to-face discussion is achieved

through facial expressions, tone of voice, posture and gestures.

Research study:major factors in face-to-face: Verbal impact : 7 % Non- vocal impact: 38% Facial impact: 55 %

Effective Communication

Non-verbal


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'It's not what you say, but how you say it'. (thoughts and feelings, conveyed through

body language, conflict with the saying).

The receiver concentrate on the behavioural aspects than on the saying.

When nonverbal signals support verbal message, they act as reinforcement.


Non-verbal


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Video 6:“Interview”


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Listening: managers must develop a skill for listening to stakeholders and their employees.

This skill enables one to receive and interpret, or decode, messages in terms of the facts and the feelings they convey.

It is then possible to provide effective feedback.



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To what extent do you agree with this view?

“To convince others, first convince yourself.”

Link your response to a typical project you are familiar with, paying special attention to the issue of successful interaction.

Activity


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Humor: A joke relaxes a tense atmosphere. Examples: members can readily relate. Metaphors: good dully speeches Language: individuals feel as part of the interaction,

i.e. ‘Let us’ not ‘Let me’; ‘We are going to’ not ‘I am going to’; etc.

Dramatise issues or narrate short stories. Language: showing attention and cooperation i.e,.

“you are listening, judging by your contribution”. Make members achieving: “At this speed, we are

getting there”, or “The good ideas have taken us far”, Bad message: “This project is making our hair turn

grey”, or “We always tremble when we think about this monstrous project”, or “Colleagues, I think there is burnout on account of this project”

Ask referential questions while you are making the presentation.

Communication techniques


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How does citation of examples during presentation bring your message to life?

In what ways does good humour improve interactivity when the project manager is putting across ideas?

Suggest any two referential or open-ended questions that you can use to bring your message to life.

Why do you think such questions achieve the goal of enlivening your message?

Activity



Comment on:

– What it is said– How they feel– What are their personalities – What are their motives– What was the situation– What is the result

You have 1 minute per picture.

Hint: body language, gestures,…

Activity

“photos”


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Dr. Dimitrios P. Kamsaris 9393Dr. Dimitrios P. Kamsaris

Lunch


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Building Building High Performance High Performance

Teams Teams

Group: collection of people who come together because they share something in common.

Team: group of people who share a common name, mission, history, set of goals or objectives and expectations.

Teambuilding: process needed to create, maintain, and enrich the development of a group of people into a cohesive unit.


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Group ,Team, Teambuilding


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Video7: “Mule”

Cohesiveness: membership has value added.

Social: interpersonal attraction bond.

Task: way in which skills and abilities of members mix for optimal performance.

Roles & Norms: govern members behavior. Define roles to handle with the task requirements. Are discussed and accepted.

Communication: Norms will develop governing communication.

Goal Specification: common goals clarified.

Interdependence: how each member’s success is determined, at least in part, by the success of the other members.


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Teambuilding issues

Read statement. When agree + or disagree -. There are no right or wrong answers. Arrive at a consensus.

Teamwork strangle creativity and individuality. Members should attend meetings to set team goals and discuss team problems. Personal goals can be accomplished through teamwork. It is necessary to ignore the feelings of others in order to reach a team decision. In teamwork, conflict should be avoided. A silent member is not interested in working as a team. The person in the group with the highest status in the organization should always take

the leadership role. In teamwork, it is important and necessary to allow time for discussion and agreement

on operating procedures. Every member is contributing toward the group task. In teamwork, "majority rule" applies. Teamwork involves working toward a common goal. A good team member provides emotional support to all other members. Every team needs a leader/coordinator. Teamwork accomplishes a task more effectively and efficiently than individual

efforts. Every team member should contribute equally toward accomplishing the task. If a team fails to accomplish a task, it is the fault of the leader/coordinator. A primary concern of all team members should be to establish an atmosphere where

all feel free to express their opinions. Final power in teamwork always rests with the leader/ coordinator. There are often occasions when an individual who is part of the team should do what

he/she thinks is right, regardless of what the team has decided to do. All members must be committed to the team approach to accomplish the task.


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Activity

Teambuilding


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Video 8: “Comedy Team

Building”

Staff meetings (agenda and time to discuss) Job descriptions with annual review Know others' job descriptions and responsibilities Common criteria for personnel evaluation Openness and willingness to communicate Trust, Loyalty, Respect for privacy Politeness and Respect for others in spite of differences Respect regardless of sex, age, race Recognizing talents of the others Giving credit, Recognizing a job well done Pride in work of total staff Understand and support others' programs. Agreed upon priorities Coffee-making shared by all, Shared coffee breaks Circulation of pertinent information Willingness to talk over problems Adequate facilities and supplies Cooperation, Constructive criticism


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Factors That Promote Working

Relationships

Members are committed to the value of working together. Team size: 2-5 ideal, 5-10 workable, 10-15 difficult. Members know org . objectives, roles & responsibilities. Members establish and clarify guidelines and procedures

for a working relationship. Members define and agree meaningful and measurable

objectives that meet both group and personal needs. Someone assumes leadership to coordinate effort. Members do well in many roles (initiating, informing,

summarizing, mediating, encouraging) and know when. Members know others‘ resources, skills and expertise. The group allows time for teamwork effort. Work orientation first, but allows social interaction, too. Members listen attentively, encourage participation and

sharing of ideas and expression of views. Confidence in others' abilities, support one another. Members use conflict productively.


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Attributes of Ideal

Teamwork Relationships

Working together in a team effort? Team work - superior to individual work? Personal commitment to team effort? Know member and what they can offer? Individuals in roles, having skills? Member has different area of expertise? Expertise accepted by all members? Areas overlap with potential conflict? Team sets rules for the operation? Group agreed upon: goals, timetable, priorities, conflict

resolution meetings: length, location, resources allocation, leadership requirements

Team goes through stages of development? Enough time to operate as a team? Has the group designated a team leader?


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Questions:Team Building and Working

in Groups

Team has a climate of trust and respect? Balance between task and member needs? Form alliances (rumors) affect productivity Group focus on mission not socializing? Do you assume a variety of roles?:

Initiating activity, seeking info., seeking opinion, giving info., giving opinion, elaborating, coordinating, summarizing.

Team Building Roles: Encouraging, standard setting, following and expressing group feelings.

Task and Team Building Roles: Evaluating, diagnosing, testing for consensus, mediating, and relieving tensionDr. Dimitrios P. Kamsaris

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Questions:Maintaining Team Effort

Members can participate or dominants power control the participation?

Identify interests of members that may cause conflict in reaching a decision?

Minority viewpoints treated with respect? Opinion difference or ignoring them?

Members separate an idea from the person? Members discuss areas of conflict? Group avoid a "wait until next meeting”

attitude toward decision and conflict? Effort to understand problem before

finding solutions? Team premature conclusions? Problem-solving procedures identified?


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Questions:decision-make,

conflict resolution

Forming: orientation period. – unsure about what it is supposed to do – do not know each other

Storming: members find place. – Feel comfortable giving opinion– start of intragroup conflicts.

Norming: use experiences to solve problem– Procedures: goals, conflicts, decisions.

Performing: achieve harmony, define tasks, work out relationships, produce results. – work together, manage conflict.

Dissolving or reorientatingDr. Dimitrios P. Kamsaris

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Tuckman's model

Stage 1: Getting acquainted. Belief: everyone should “get along” and be

in agreement Preserve unstable balance, people pretend No-one is happy does not perform well.

Includes: polite surface dialogue, info-sharing, develop stereotypes to categorize others, emotions and feelings are in tight control, disagreement is avoided, unspoken agreement not to disagree, there is a shared uncertainty about the

specific task to be undertaken by the team.Dr. Dimitrios P. Kamsaris

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Team Development

Stage 1

Stage 2: Destination Individual disagreements will arise Pretend everything is OK Try to convert others to their point of view “Camps” can evolve in this stage Teams do not perform well

Includes: Question of goals, reasons for effort, Members express divergent opinions, Poor listening develops, no understanding, Uncertain timetable develops, Overestimates member contribution.


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Team Development

Stages

Stage 3: costs/benefits of effort

Includes: Will effort have value for me? Team help me achieve individual goals? Individual contribution big & benefit small I do work and team receive recognition? Nonproductive members get rewards? Others make comparable contributions? All share the workload? Team benefit from such an effort? Members with similar needs and

viewpoints form private alliances.Dr. Dimitrios P. Kamsaris

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Team Development

Stages

Stage 4: Skills Needed

Includes: Resources of team members are explored. Skills members contribute to the effort. Hidden talents undiscovered. Surface level, stereotypes and labels If talents overlap, many experts on subject,

additional skills are necessary, Decision: add, drop, develop the skills of

members. When members are added or subtracted,

the team development cycle begins again.


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Team Development

Stages

Stage 5: Best Route

Includes: Goal is agreed upon, members neg. means. Need for structure, power and leadership. Result: competition develops. Individual agendas are made public. Emotion and alliances influence judgments Close-minded about others' opinions/ideas. Lack of team spirit. Members feel uncomfortable with fight. Some are silent and others dominate. Commitment vary. Individual priorities block work . Dr. Dimitrios P. Kamsaris

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Team Development

Stages

Stage 6: Compromise and Work Together give up on positions to team interests

Includes: Attitudes change - synergy. needs of team. Members share leadership responsibilities. Individuals disagree but ideas are heard. Members listen actively. Differences are dealt honestly and openly. Alliances built on ideas not personalities Logic for decision-making process. Conflict is viewed as a mutual problem. Trust, openness, creative ideas emerge, and

the team feels that progress is being made.Dr. Dimitrios P. Kamsaris

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Team Development

Stages

Stage 7: We Are a TEAM

The team is able to: Focus on task, be creative, innovative Decisions easily made Team is aligned with goals, high trust

Includes: Morale, loyalty, empathy, trust, acceptance Members agree to settle conflicts, Work together on the basis of criteria

identified by the group. Team is effective and efficient in meeting

deadlines and accomplishing its objectives. Productive results are most evident.Dr. Dimitrios P. Kamsaris

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Team Development

Stages

The right core team can make or break a project.

Consider the elements: Size:

– Good: 3-12, – Best: 5-7, – Facilitator need : 7-

Composition: mix of different abilities: – technical expertise, administrative skills

(e.g. problem-solving and decision-making skills), interpersonal and communication skills.

– understand the projectDr. Dimitrios P. Kamsaris

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Right team Selection

Who team members, leaders? Reason for this team, vision, goals ? Norms guide: how team work together? Result expected for team? To whom? Steps to be followed by team? Team roles and who will play them? Who is the responsible for these roles? Norms and methodologies about: decision,

problem-solving, conflict resolution, communication, cooperation, task man., responsibility, meetings, rewards

Resources available to support teamwork?


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Questions:Team building

One person to speak at a time, Don't interrupt. Understand others. Respect the views of all participants. Everyone participates. Speak openly and honestly Each person speaks on his behalf. If you don’t understand

something, ask for clarification. Take responsibility for actions and results. Say what you mean, mean what you say. Members can disagree without fear. Negative feedback: calmly, timely, privately, using

present information, focused on issues and behaviors (not individuals).

Disagree with what was said, but not with who said it. Give specific positive feedback (recognition) right away

in public, but adapted to the receiver. Communicate immediately if you think you may not be

able to fulfill an agreement. If you see a problem that others haven’t noticed, bring it

to someone’s attention. Dr. Dimitrios P. Kamsaris

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Team Norms:Acceptable standards of behaviors shared by members.

Clearly stated goals, role clarity Leadership is distributed and shared Define team norms, workload sharing Team decision making -active participation Problem-solving, discussing team issues,

and assessing team effectiveness are encouraged by all team members.

Team leader interpersonal skills Performance monitoring and give feedback Team self-correction, adjustments. The social environment is open and

supportive with a focus on learning.


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Sustain team effectiveness


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Time Management & Time Management & Delegation skills Delegation skills

Measure of units Equal opportunity—same amount Feels like it passes at varying speeds

Time Management: Chance to decide how to spend a valuable

resource Get the most out of the least Organize and learn how to spend


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Time

Plan for the unplanned. Follow schedule, adapting to

changes. Get the important things done. Are productive. Can run several activities. Have short and long term goals

in mind. Keep daily, weekly and monthly

schedule.


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Effective Time Managers

Every night write on a card the 6 most important tasks for tomorrow.

Number in the order of importance. Morning look at the most important and

work on it until finished. Begin item 2 the same way. Don’t worry if you only complete 2 items.

Most important tasks completed. Every night write a card for the next day.


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Time Man.1 Method

Decide: most important task and should be completed first.

Place planner in an easy access position Write dates assignments are due Find duration required to complete task.

Allow plenty of time. Allow for extra workload. Set start dates for each task and write them. Draw lines back from the due dates to

‘start’ dates.


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Plan and Prioritize

P: Feeling anxious about workload that you freeze, put things off and don’t get done.

S: Set priorities, Get started. Reduces anxiety.

P: Put off starting task because difficult.

S: Break up work into small achievable tasks.

P: Time on irrelevant task

S: If stressed of task, putting it off is worse.

P: Daydreaming. Check energy level and concentration.

S: break, exercise, open a window and walk.

P: can’t begin the result will not be perfect.

S: aim for reasonable results.


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Time Thieves


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Find the targets

Determine the means and the resources

Determine who should do what and when

Determine the action plan

Starting dates

Ending dates

Assess the results

Programming


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Our fault:– Lack of organization– Cannot refuse – Postpone – Lack of interest – Exhaustion – Not perfectionist

Environmental causes:– Visitors – Calls – Junk mail – Surfing – Useless meetings– Sudden problems – Waiting for someone– Conversations at work

Waste of time reasons


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Understand how you spend your time Take advantage of means of effectiveness increase Set your priorities in short, medium and long term Prepare the perspective action plans Determine control processes & corrective actions List in hierarchical order the priorities weekly Daily, prepare a “must do” list Pay attaint ion to priority A Always wonder if you use your time correctly Do things,well ONCE Follow the advices Time should serve you not the opposite!

Piece of advise


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Video 9: “Pman in 60’’”


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Time Management &

Delegation Skills


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Delegate by giving directions. Explain the way delegation is aligned

with the organizational goals. Define mutually accepted assessment

models. Clarify the expected results Prepare for their questions Discuss repeated problems Discuss the ideas about the way a task

should be executed Point the positive aspects Support the subordinates Show that they are trusted Recognize their work Keep promises Never take back duties set

The “must” of delegation


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Threat the employees

Just give answers

Overreact to problems

Criticize employees at the presence of others

Over control

When delegatingNever

Delegation involves passing responsibility for completion of work to other people.

Know how you work,

Responsibility for jobs you have no time

Develop people to look after routine tasks

To people whose skills are better than yours, saving time.

Develops staff, and can increase enjoyment


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Reasons for delegation

What: list things or activity log. Who: Good will do. Not supervision. Complete jobs: more satisfying. Explain why, results: overall picture.

Result needed, importance, constraints, deadlines, reporting dates, let go!

Help when requested: support. Accept only finished work Give credit when a job has been

successfully completed: Public recognition


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How to delegate

Explain importance of job: understand role – How their success impact the team, – understanding will drive commitment.

Define results expected: to be achieved– avoid dictating “exact” steps to follow. – offer information and support. – sense of ownership to personDefine authority: remove barriers.– Provide authority to accomplishing task.

Agree on deadline: schedule and how. Ask for feedback: repeat understanding. Set up controls: Schedule times for updates

and feedback to prevent unexpected results and surprises.


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Effective delegation

Lack of time: invest time in training people to take over tasks. Jobs may take longer.

Perfectionism: let make mistakes, and help them to correct them.

Enjoying by myself: inefficient. Time cost. Surrender authority: adequate time to do

the job well. Becoming invisible: think and plan and

improve operations. Staff cannot do it: Good people will often

under-perform if they are bored.


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Delegation failure

1. No delegation: “Do exactly what I say”.

2. Ask analysis but no recommendation. “Look this and tell me results. I'll decide”.

3. Asks recommendation but check thinking. “Give me pros, cons, recommendation. I'll let you know whether you can go ahead.”

4. Trusted to judge but needs approval. “let me know decision, but wait for my go”.

5. The other control. “Decide and let me know, then go ahead unless I say not to”.

6. “Decide, act, let me know what you did”.

7. “Decide and take action. You need not check back with me”


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Seven delegation

levels

Manager decides and announces decision. Manager decides and sells decision The manager presents the decision with

background ideas and invites questions. The manager suggests a provisional

decision and invites discussion about it. The manager presents the situation, gets

suggestions, and then decides. The manager explains the situation, defines

the parameters and asks the team to decide. The manager allows the team to identify

the problem, develop the options, and decide on the action, within the manager's received limits.Dr. Dimitrios P. Kamsaris

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Levels of delegated freedom


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Effective delegation involves achieving the correct balance between effective control of work and letting people get on with jobs in their own way.

The related with the…..The control of team.Power of discipline enforcement Morale maintenanceGeneral control Discretion

Subordinate: think that as a weakness of manager (lack of knowledge, skills etc.)

Duties not allocated


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• Loss of control:Staff not utilized Waste of human resourcesRight task to the right staff

• Reverse delegation:Task goes from employee to manager

• Position Loss:The manager is not needed

Danger


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Essensial Management Skills, Berkshire collegehr7.7, UK

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Transcript of Essensial Management Skills, Berkshire collegehr7.7, UK