HR - Management, Berkshire College, UK

Dr. Dimitrios P. Kamsaris

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“HRM - Essential Management Skills Course"

Prof. Dimitrios P. Kamsaris


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Elevator Speech

You have 1 minute to prepare and

1 minute 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,Aspect of communication,Conflict management and its

dimensions,Role of team and ways to built it, Time management 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:


What are the results of a behavior? Feelings & reactions to the below

behaviors:Smiles and looks happy Gives without asking a returnThanks Helps Listens without judgingAccepts responsibility Gives credit Receives bad behaviors 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 organizational 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 rolesPlans tasks for execution Organizes resources Communicates priorities Sets timetable Follows a method of result evaluation Controls and Monitors if task is

correctly doneDelegate taskDiscipline Credit to employees

Manager


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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


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One way communication.

The manager says to the team: What How

Where When

Has to be done for the particular task

Manager behavior:

Task


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Two way communication Provides Socio – Emotional supportMutual trust, respect, dialogue,

listening, encouragementManager behavior:

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 behavior:

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, conflict man., hires, trains

Public Relations: Builds social relations, external factors


Hum

ane V

ision -

strategies

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 4343Dr. Dimitrios P. Kamsaris

Lunch


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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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Misunderstandings

To be negative

Emotions

Colliding interests

Different beliefs, values, expectations,

priorities

Different personalities

Scarce resources

Conflict reasons



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Videohttp://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E

Video 4: Conflict

Management


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Conflict resultsDisadvantages:

Development of non productive situations,

Results in bad behaviors and the

Creation of stress


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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 positionsBlame the othersAggressiveness

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 newsletterRegular 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.


Break



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

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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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 Communicatio

nNon-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.

Effective Communication


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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 humor 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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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”

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

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 reorientating


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Tuckman's model

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

be in agreementPreserve unstable balance, people

pretendNo-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.


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Team Development

Stage 1

Stage 2: DestinationIndividual disagreements will arisePretend everything is OKTry to convert others to their point of

view“Camps” can evolve in this stageTeams 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 labelsIf 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 .


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Team Development

Stages

Stage 6: Compromise and Work Togethergive 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.


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Team Development

Stages

Stage 7: We Are a TEAM

The team is able to:Focus on task, be creative, innovativeDecisions easily madeTeam 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.


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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.


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Time Management skills Time Management skills

Measure of unitsEqual opportunity—same amountFeels like it passes at varying speeds

Time Management:Chance to decide how to spend a

valuable resourceGet the most out of the leastOrganize 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. Method

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


Thank you very much for your attention!

HR - Management, Berkshire College, UK

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Transcript of HR - Management, Berkshire College, UK