GEARING UP & EMPOWERING

THE ORGANIZATION

MANAGING THE SHIPYARD PROCESS KEY TO SUCCESS

There is a basic management plan which controls the shipyard repair and
modernization process goals, milestones, policies, and ancillary support can be
properly orientated by correctly defining this system. The entire process can and
must be optimized, but maximizing any particular part without regarding the total
will lead to trouble. In the course of optimization, changes and modifications must
be made to present on going operations. These required changes will remain hidden
and obsured in tradition and emotionalism if not measured against goal. This paper
suggests a method of developing a successful process and discusses management
methods to assume its success after its development.

SOME IMPORTANTS MANAGEMENTS TOOLS FOR SUCCESS:

1.
2.
3.
4.
5.

Managing
Managing
Managing
Managing
Managing

People
Conflict
Emotions
Stress
Time

1. Managing People Managing people effectively means youll resolve

conflicts less painfully, delegate critical tasks more efficiently, energize your
employees and transform resistance into support. This seminar will held you
identify the best methods for dealing with difficult people and situations and
adjust your styles accordingly to get better results from your team. A
managers most important, and most difficult, job is to manage people. You
must lead, motivate, inspire and encourage them. Sometimes you will have
to hire, fire, and discipline or evaluate employees. These articles and links will
help you find the best ways to handle these people management issues.
One way to another, business is all about Managing People. True,
leadership is another part of it, but one way or another; youre going to have
to be great with people in your business or organization to be a success.
Management is nothing more than motivating other people.
Top Things About Managing People:

To get the best results you have to be very good at Managing People and
its not as hard as you might think. Here are the secrets of the very best
managers:
The best at Managing People
a. Manage! They focus on getting their people to deliver the key
activities and dont attempts do too much themselves. The best
managers delegate widely, using the ethic Ask for forgiveness, not for
permission to free their people from blame or wrongdoing.
b. Build the Best Teams- Leveraging the exceptional talents of all the
people around them, managers develop and utilize capability fully
and glue it together.
c. Focus on delivery- Managers are there to deliver the day to day
tactical results the business or organization needs. Here, there is little
space for strategy or vision as such, but those great at Managing
People will keep a reference point there. The Managers defined
goal is measurable results.
d. Build Relationships As its all about people, great managers build
relationships easily and make it a priority, day in day out. They
spend a lot of time with and listening to, their people.
e. Accept Feedback Actually, they dont just accept it, they suck
feedback in they use their excellent listening skills to seek out
feedback all the time in every interaction.
f. Develop Others Grasping the opportunities, the best managers
quickly link them to those who can make progress in their own
development and in with ongoing Succession Planning, prepare for
the future well in advance.
g. Are Accountable They are very clear that they where the buck
stops. No blame elsewhere, not upwards deflection of decisions; no
someone elses fault. They are where the action is and they accept it.
Its down to them.
h. Set Standards To ensure that everyone is clear, great managers
have simple and clear standards throughout their area of operation
ideally created in collaboration with their people.
i. Are Determined Focusing entirely on value-creation, they stick to
plans, policies and change programmes like glue. They have a skill to
know and deliver what is right, without veering from their Vision.
j. Can Be Trusted The best managers are ethically sound, fair and
honest. They make promises only when they know they can deliver.
Everyone is treated equally and their own behaviour models fairness
and transparency.
Ways to be better at Managing People
a. Talk to Your People. Spend time with your people, talk with them and
listen o what they say. Really hearing them is a better description be
seen to be doing so.

b. Build Rapport Find out whats important to your people as individuals

it might be their dog! But pay attention to that and ask them about it from
time to time. Nothing builds relationships better.
c. Its Value-Creating? When making decisions, run it by this little question
you carry in your head (you do, dont you?). Is the management decision
Im about to make, going to create value for this business or organization?
d. Have Fun! This cant be forced, but there are enough opportunities to
laugh within businesses. Let it happen, share in it and be a joining in and
fun person it will be worth it!
e. Coach and Support Being there to catch people when they fall will
make you a great manager. People like to be able to take risks with a
safety net so be their net ask not What went wrong, more what did
you learn for next time?
f. Join In And when the going gets tough, be there to work alongside your
people dont hide in your office when the chips are down. Make a
judgment call and spend time getting your hands dirty.
g. Be Consistent People who work with you want you to succeed and to
help you with that, they need to know what you want; how you will react.
So try to stick with the way you are and people will be much more
comfortable with you.
h. Honors People Recognizing great effort and success in your people is
not a complicated thing, but, surprisingly it often gets missed. People love
to be told Well Done! So tell them and there is nothing more
motivating than someone saying a genuine Thank you.
i. Stands Back Be prepared to let them get on with it. Keep watch on the
bigger picture. What are we really trying to do here? How does every
decision we make, fit in with our overall objectives?
j. Be Open By asking for help when you need it and sharing your concerns
and fears, as well as your hopes and dreams, for your organization, you
will tap into a rich vein of emotion which will pull your people together
with you.
Simple Actions You Can Take Today!
a. Spend time having easy conversations with your people today. Ask them
lots of open questions about anything follow their lead. Its OK you
dont have to talk business all the time.
b. Ask as many people as you can (it may take more than a day!), how you
are doing. What can you do to make things work better? What is getting in
are doing. What can you do to make things work better? What is getting in
their way? Follow-up, even if you cant solve it tell them why later not
right way as it tends to dismiss them.
c. Be your customer or client for a day experience their experience. Share
the activity with your key people and use the information to realize how
you are doing as a business. It is good enough? Is it

2. Managing Conflict (What is Conflict?): Conflict is a natural disagreement

resulting from individuals or groups that differ in attitudes, beliefs, values or
needs. It can also originate from past rivalries and personality differences.
Other causes of conflict include trying to negotiate before the timing is right
or before needed information is available.
The ingredients of conflict:
a. Needs Needs are things that are essential to our well-being. Conflict
arises when we ignore others needs, our own needs or the group needs.
Be careful not to confuse needs with desires (Things we would like, but are
not essential).
b. Perceptions People interpret reality differently. They perceive
differences in the severity, causes and consequences of problems.
Misperceptions or differing perceptions may come from: self perceptions,
others perceptions, differing perceptions of situations and perceptions of
threat.
c. Power How people define and use power in an important influence on
the number and types of conflicts that occur. This also influences how
conflict is managed. Conflicts can arise when people try to make others
change their actions or to gain an unfair advantage.
d. Values Values are beliefs or principles we consider to be very important.
Serious conflicts arise when people hold incompatible values or when
values are not clear. Conflicts also arise when one party refuses to accept
the fact that the other party holds something as a value rather than
preference.
e. Feelings and emotions Many people let their feelings and emotions
become a major influence over how they deal with conflict. Conflicts can
also occur because people ignore their own or others feelings and
emotions. Other conflicts occur when feelings and emotions differ over a
particular issue.
There are five steps to managing conflict. These steps are:
1. Step 1: Analyze the conflict The first step in managing conflict is
to analyze the nature and type of conflict. To do this, youll find it
helpful to ask questions. Answers may come from your own
experience, your partners or local media coverage. You may want
actual interview some of the groups involved. Additional information
and resources.
2. Step 2: Determine management strategy Once you have a
general understanding of the conflict, the groups involved will need to
analyze and select the most appropriate strategy. In some cases it may
be necessary to have a neutral facilitator to help move the groups
toward consensus. Conflict management strategies- collaboration;
compromise; competition; accomodation and avoidance.

3. Step 3: Pre- negotiation To set the stage for effective negotiation,

the groundwork must be laid. The following should occur prior
negotiation such as initiation, assessment, ground rules and agenda,
organization. Joint fact finding.
4. Step 4: Negotiation Interests, options, evaluation, written
agreement, and commitment.
5. Step 5: Post negotiation Once negotiation is complete, the group
will need to implement the decisions made. Some key steps include:
Rectification, implementation, negotiation skills, separate people from
the problem, interest vs. position, and focus of interests not positioned
and develop optional solutions.
3. Managing Emotion (We all have and experience emotions whether
we like it or not! So, what can we do about it?). Managing emotions
does not mean denying there existence or ignoring them. It suggests that we
acknowledge them and learn to keep them under our control. So, in other
words, managing our emotions means that we assume command of our
feelings and reactions, and decide how we will respond to situations and
events in everyday life, in a manner that doesnt frighten ourselves or
intimidate others. To become skilled at managing emotions, we must first
recognize the different sensations and body language that singular emotions
evoke in us and how we may recognize it in others. To learn, and thoroughly
understand, the art of managing our emotions will truly help us grow as a
person. Most of us strive to be happy. Happy includes feelings like content or
pleases, joyous, cheerful and in high spirits. It definitely advocateslove.
Managing Your Emotions:
a. Emotional intelligence is the ability to manage our emotions and those of
others.
b. The first step is to understand how are own emotions affect how we think
and act.
c. Also vital to understand how are own emotions affect others.
d. Become more aware of other peoples emotions, what impact they have
on how they behave and on how we feel.
e. Dont manipulate or suppress feelings. Understand, support and channel
emotions as productively as possible.
f.

We think we are aware of our feelings, personal traits, strength and

weaknesses, but we are actually more aware of our feelings than our good
points.

g. Why? Because the good we do comes naturally for us so we take it for

granted and discount it by saying surely every one does that.

h. You cant manage how you feel about things unless you are fully aware of
both sides of your self good and not so good.
i.

Some people over emphasize their bad points and others are so good at
defending themselves, without realizing it that they are always in denial.

4. Managing Stress First recognize stress: Stress symptoms include

mental, social and physical manifestations. These include exhaustion, loss
of/increase appetite, headaches, crying, sleeplessness, and oversleeping.
Escape through alcohol, drugs, or other compulsive behavior are often
indications. Feeling of alarm, frustration, or apathy may accompany stress.
Stress management is the ability to maintain control when situations, people,
and events make excessive demands. What you can do to manage your
stress? What are some strategies?
a. Look around See if there really is something you can change or control
in the situation.
b. Exercise in stress reduction Through project management/
prioritizing.
c. Remove yourself from the stressful situation Give your self a break
if only for a few moments daily.
d. Dont sweat the small stuff Try to prioritize a few truly important
things and let the rest slide.
e. Selectively change the way you react, but not too much at one time.
Focus on one troublesome thing and manage your reactions to it/him/her.
f.

Avoid extreme reactions Why hate when a little dislike will do? Why
generate anxiety when you can be nervous? Why rage when anger will do
the job? Why be depressed when you can just be sad?

g. Get enough sleep Lack of rest just aggravates stress.

h. Avoid self-medication or escape Alcohol and drugs can mask stress.
They dont help deal with the problems.
i.

Set realistic goals for your self Reduce the manner of events going
on in your life and you may reduce the circuit overload.

j.

Dont overwhelm yourself By fitting about your entire workload.

Handle each task as it comes, or selectively deal with matters in some
priority.

k. Learn how to best relax yourself Meditation and breathing exercises

have been proven to be very effective in controlling stress. Practice
clearing your mind of disturbing thoughts.

l.

Change the way you see your situation; seek alternative

viewpoints Stress is a reaction to events and problems, and you can
lock yourself in to one way of viewing your situation. Seek an outside
perspective of the situation, compare it with yours, and perhaps lessen
your reaction to these conditions.

m. Do something for others To help get your mind off yourself.

5. Time Management - Refers to a range of skills, tools, and techniques used
to manage time when accomplishing specific tasks, projects and goals. This
set encompasses a wide scope of activities, and these include planning,
allocating, setting goals, delegation, analysis of time spent, monitoring,
organizing, scheduling, and prioritizing. Initially time management referred to
just business or work activities, but eventually the term broadened to include
personal activities also.
Time Management Approaches:
a. First generation: reminders based on clocks and watches, but with
computer implementation possible: can be used to alert a person when a
task is to be done.
b. Second generation: planning and preparation based on calendar and
appointment books; includes setting goals.
c. Third generation: planning, prioritizing, controlling (using a personal
organizer, other paper-based objects, or computer or PDA-based systems)
activities on a daily basis. This approach implies spending some time in
clarifying values and priorities.
d. Fourth generation: being efficient and proactive using any of the above
tools; places goals and roles as the controlling element of the system and
favors importance over urgency.
Personal Time Management Guide: That something could be your skills
and abilities to :
a. set priorities and manage your time to meet deadlines,
b. set and achieve goals,
c. get over your internal barriers when putting your goals and plans in
action,

d.
e.
f.
g.
h.

effectively organize your daily actions,

make smarter decisions faster,
uncover better options,
work in a team or build one,
prevent burnout.

Change Management
Is a structured approach to transitioning individuals, teams, and organizations
from a current state to a desired future state? In project management,
change management refers to a project management process within changes
to a project are formally introduced and approved. The field of change
management grew from the recognition that organizations are composed of
people and the behaviors of people make up the outputs of organizations.
Managing change It can be helpful to take four steps to ensure that you
manage change effectively:
1. Ensure that everyone understands why change is necessary. If people are
dissatisfied with the way that things are, they will be more likely to
welcome change.
2. Show peoples how things will be better in the future.
3. Ensure that people understand the plan.
4. Try to ensure that there can be no way of going back to previous ways of
doing things; ensure that only new forms are available, that computer
systems reflect the new way of working, and that procedures works
smoother under the new system than the old.
Types of Organizational Change:
1. Strategic Changes
2. Technological Changes
3. Structural Changes
4. Changing the attitudes and behaviors of person
Tips for Managing Change:
1. Educate the leader of change, including both principals and teachers.
2. Use systems approach to ensure that all aspects of the school
organization are considered when planning and implementing change.
3. Use a team approach that includes many stakeholders in the change
process.
4. Share power with teachers and others to encourage the implementation of
the change efforts.
5. Make plans, but hold your plans wisely. Develop plans, but know that
they will have to be adapted to change as need change.
6. Realize that there is a reaction between establishing readiness for change
and need to get people implementing new approaches quickly, while
getting people intellectually ready from change is something to be
considered, it should not take so much time and effort that people lose
interest and motivation.

7. Provide considerable amounts of training and staff development for those

involved. These activities can include everything from holding study
groups to on the dash coaching.
8. Choose innovative practices for and with teachers that are researchbased and classroom friendly, picking approaches that have been used
or researched can help the implementation of those approaches.
9. Recognize that change happens only through people, the emotional
effects of change on educations need to be considered and understood by
all involved in the change process understanding resistance and working
with it is key.
10.Be prepared for Implementation dip and others note that things often get
worse temporarily before improvement begins to appear.
11.Help educators and others develop an intellectual understanding of the
new practices while the customers are important to assess, people also
need to understand the underlying meanings and functions of the
practices.
12.Seek out paradigm shifters and idea champions who are interested in
making substantial changes in practice.
13.Take the long view, realize that change takes time and should not be
forced to occur too quickly.
Implementing Change
Once you have completed your plan and decided that it will work
satisfactorily, it is time to implement it. This involves directing the resources
to complete the activities specified, and monitoring the execution also allows
you to determine when the task has been achieved and activity can cease.
Plan Execution Tools:
Tools that can help you in the routing execution of a plan are:
1. Year Planners. This allows showing tasks, task duration and completion
date, and track periods when resources will not be available.
2. Diary. For recording of achievement dates, intermediate target dates and
routine activities.
3. Life Plan. Mind tools personal goal setting and organization system
(shareware).
4. Statistics & Analytical Tools. These are useful for tracking progress. A
mind tools section on there is planned, and will be uploaded soon.
Ten Tips on Managing Change:
1. Dont resist. While you gut reaction to change is often refusal, such a
response is not productive. Change is inevitable, and you must learn to
accept it. The quicker you do, the smoother your transition.
2. Find the positive. Even the most difficult changes can produce positive
results. Dont waste time dwelling on what you dont like. Focus instead on
the potential benefits and new opportunities the changes may bring and
your spirits will remain lighter throughout the transition.

3. Create a list. Youll feel much better about change when youre able to
manage its details and results. Make a list of what needs to be done to
implement the change. The more prepared you are, the less change will
overwhelm you.
4. Familiarize quickly. Jump headfirst into change, whether its new ways
of doing things, new offices, or new teams. Take time up front to learn a
new program, take a tour of a new office facility, or introduce yourself to a
new coworker. The more quickly you are acclimated to new things, the
more quickly they will become familiar to you.
5. Consider others. Change rarely affects one person; in most cases it
affects many people at once. Change experienced as a group can become
either a supportive, unifying experience or a negative, frustrating one.
Consider what kind of group you want to be a part of, and then seek to
make it so thoroughly your words and actions.
6. Focus on one change at a time. While we can learn to accept and
manage change, piling numerous changes up all at once can become too
overwhelming, even for the most flexible of u. If there are many. There are
many changes going on your work life, this is probably not the best time
to also to start those home renovations. Managing change in one area of
your life is easier when you have other areas that remain familiar and
comforting.
7. Exercise patience with yourself. When things change significantly,
accept that you will not be able to master them all right away. If youre
dealing with updated computer systems, a shakeup in business
operations, or any other major business change, things will take time.
Give yourself a break, and dont add to your stress by trying to become a
whiz at everything overnight.
8. Ask productive questions. Ask yourself questions that will make a
positive difference, such as How can I help facilitate the transition? or
How will I need to adjust my daily schedule to accommodate this new
process? Avoid asking whys, and instead learn to move forward by
asking questions that will help you become comfortable with the changes.
9. Take control. Change is stressful because it threatens a persons sense
of control. Dont allow a powerless feeling to overwhelm you; face new
challenges head-on. Focus on how you can make it work for you. You will
feel empowered by your renewed sense of control when you stop allowing
change to overcome you, and instead overcome change through hard
work and steady determination.
10.Dont get too comfortable. While its important to familiarize and
adjust to change, its fruitless to get so comfortable that you believe
things will not change again. Adjust, but do so with the knowledge that
nothing lasts forever, and this too many give way to more change in the
future.
The Biggest Mistakes in Managing Change

From working with executives and managers, Ive seen how

management of change impacts a workforce. Here are the biggest
mistakes in managing change and the lessons learned.
Mistake # 1
Not understanding the importance of people. 60-75 percent of all
restructuring failed not because of strategy, but because of the human
dimension. Michael Hammer, author of Reengineering the Corporation said,
I wasnt smart enough about people. I was reflecting my engineering
background and was insufficiently appreciate of the human dimension. Ive
leaned thats critical.
Lesson leaned: Organization doesnt change. People do or they dont. If
staff dont trust leadership, dont share the organizations vision, dont buy
into the reason for change, and arent included in the planning there will be
no successful change regardless of how brilliant the strategy.
Mistake # 2
Not appreciating that people throughout the organization have different
reactions to change. Lesson learned: Some people are naturally more
change-adept. WE need to spot and encourage the early adaptors and we
need to develop change adept employee profiles to better understand how
to develop these qualities throughout the organization. Change adept
people are naturally happier in their work because they have come to terms
with a world that never stays the same. They move with todays chaotic
workplace, rather than fighting it. They are energizing by, and actually thrive
on, change. The change-adept are not necessarily more competent than their
co-workers, but they have distinct advantages in the attitudes they hold and
the strategies they adopt. Change adept professionals build greater
resilience and not individuals deal successfully with change.
1. Confidence. Confident people are self motivated, have high self
esteem, and are willing to take tasks. Quite simply, they know how
good they are.
2. Challenge. With any change, the danger of possible reversals
coexists with incredible opportunities for personal and professional
success. Leaders need employees to be excited by the
opportunities in change. When change adept people are asked for
verbal images they associate with change, they acknowledge the
stress, uncertainty, pressure, and disruption, but they also
emphasize the benefits the opportunity, growth, adventure,
excitement and challenge.
3. Coping. Some people are naturally more flexible and better at
coping with, and adapting to, a complex, fast paced reality than
others. These individuals take change of change by accepting
responsibility and assuming control. To be successful in chaotic
times, the trick is not to brace you for change, but to loosen up and

learn how to roll with it. In your organization, strategies will be

planned, announced, implemented, and then right in the middle of
execution they will all too often have to be altered or aborted
because of external changes. What leaders need from employees is
the ability to commit to a course of action and, at the same time, to
stay flexible enough to quickly alter behavior and attitude.
4. Counterbalance. Those who are most resilient not only have a job
they have a life. Change adept individuals compensate for the
demands and pressures of business by developing
counterbalancing activities in other areas of their lives. They
engage in exercise programs and healthful eating habits, they
cultivate interests outside of business sports, hobbies, art, music,
etc. which are personally fulfilling, and they have sources of
emotional support. Because employees with counterbalance have a
life that includes both work and recreation, they handle stress
better and are more effective on the job.
5. Creativity. Buckminster Fuller once said, Everyone is born genius.
Society de-geniuses them. Change adept professionals have
survived the de geniusing of society to remain curious, creative,
and innovative. You can easily spot creative people in organizations.
They are the employees who are constantly seeking ways to
improve products, services, or themselves. Typically, the question
rules and regulations, and contribute ideas beyond the limits of
their job descriptions to other functions, to other departments,
and to the organization as a whole. These creative employees solicit
diverse opinions that generate new thoughts, and they value any
business experience that exposes them to new knowledge and
skills.
Mistake # 3
Treating transformation as an event, rather than a mental, physical and
emotional process. Lacking emotional literacy we disregarded the
wrenching emotional process of large scale change and when we began to
address the emotional component, we underestimated its depth.
Lesson learned: Large scale organizational change usually triggers
emotional reactions denial, negatively, choice, tentative acceptance, and
commitment. Leadership can either facilitate this emotional process or ignore
it at the peril of the transformation effort.
Mistake # 4
Being less than candid. Under the rationale of protecting people, we
presented change with a too positive spin. And the more we sugar
coated the truth, the wider the trust gap grew between management and
the work force.

Lesson learned: Communicate openly and honestly. Todays employees are

demanding it. Not everyone will thank you for your candor, but they will
never forgive you for anything less. Open and honest communication goes
beyond simply telling the truth when its advantageous. You need a proactive,
even aggressive, sharing of everything the opportunities, the risks, the
mistakes, the potentials, the failures and then inviting people in to work on
these challenges together.
Mistake # 5
Not appropriately setting the stage for change. All too often, change was
announced in an environmental vacuum, with little reason or rationale for
what the organization was trying to accomplish and how this change fits into
the corporate vision.
Lesson learned: To prepare employees for success, we must give them
pertinent information about demographic, global, economic, technological,
competitive, and industry trends. People need to know the vision, goals, and
strategy of the company. They need to understand the financial reality of the
business and how their actions impact that reality.
Mistake # 6
Trying to manage transformation with the same strategies used for
incremental change.
Lesson learned: Incremental change continuous improvement, etc. is
linear, predictable, logical, and based on a progressive acceleration of past
performance. Transformation is none of these things. Transformation is a
redefinition of who we are and what we do. Its often unpredictable
(responding to unforeseen circumstance, challenge and opportunities) ,
illogical ( demanding people and organizations change when they are the
most successful) , and most importantly, in a transformative change, our past
success is not a valid indicator of future success. In fact, our past success
may be our greatest obstacle.
Mistake # 7
Forgetting to negotiate the new compact between employers and
employees. The result was that people knew what they were losing, but didnt
have a clear picture of what to expect in its place.
Lesson learned: A new kind of relationship, grounded in mutual trust and
respect, is emerging between employers and employees. This new compact is
developed out of realistic expectations on both sides. It attempts to align the
interests of the organization with those of its employees, to share both the
risks and rewards of doing business. As leaner companies rely on fewer
employees to shoulder more of the work, the developing relationship
between company and worker is changing from paternalism to partnership.
Companies owe it to their work force to aggressively pursue new ideas,
products, services, markets, and customers. Employees expect to be treated

and compensated fairly, to develop professionally, and to have meaningful,

challenging work. In return, employees owe the organization their willingness
to participate in persona growth, idea development, customer service, and
organizational transformatton. Balancing the employee employer compact
is not a matter of adding more items to one side of the balance sheet or
eliminating some from the other side. Increasingly, it is a matter of finding
items that are of value to both the employer and the employee.
Mistake # 8
Believing that change- communication was what employees heard or read
from corporate headquarters. So we focused our attention on speeches,
newsletters, videos, and email only to find out that, from an employees
perspective, the kind of communication that impacts behavior is 10 percent
traditional vehicles, 45 percent organizational structure (whatever punishes
or rewards) and 45 percent management behavior.
Lesson learned: A communication strategy that is not congruent with
organizational systems and the actions of leadership is useless. Corporate
leaders are beginning to learn the importance of behavior-based
communication as a requirement for leading discontinuous change.
Organizations send two concurrent sets of messages about change. One set
of messages goes through formal channels of communications speeches ,
newsletters, corporate videos, values statements, and so forth. The other set
of messages is delivered informally through a combination of off the
record remarks and daily activities. For todays skeptical employee
audience, rhetoric without action quickly disintegrates into empty slogans
and company propaganda. In the words of Sue Swenson, CEO of Cricket
Communications, What you do in the hallway is more powerful than anything
you say in the meeting room.
Mistake # 9
Understand human potential. And when we underestimated potential, we
wasted it. This was our worst mistake.
Lesson learned: Trust in the innate intelligence, capability, and creativity of
your employees and people will astound you. In the Industrial Age,
companies squandered immerse amounts of human potential on mindless,
repetitive tasks and meaningless paper work. It never occurred to leaders in
those days that their assembly line workers had the know- how to go home
and rebuild entire car engines, that their lowly cashiers easily negotiated
complicated bank loans for their families, or that their pretty little
stenographers were perfectly capable of chairing PTA meetings, managing
household budgets, organizing charity drives, sitting on hospital committees
or running complex volunteer organizations in their spare time. Today, in the
post Industrial Information Age no company can afford to waste human
capital so rashly. Every talent, every idea, every skill is needed urgently if
companies are to survive. The potential of the work force really is the
companys greatest asset.

Managerial Styles
A management style is determined by the situation, the needs and
personalities of his or her employees, and by the culture of the organization.
Organizational restructuring and the accompanying cultural change has
caused management styles to come in and go out of fashion. There has been
a move away from an authoritarian style of management in which control is a
key concept, to one that favors teamwork and empowerment. Managerial
styles that focus on managers as technical experts who direct, coordinate
and control the work of others have been replaced bythose that focus on
managers as coaches, councilors, facilitators, and team leaders. Successful
management styles involve building teams, networks of relationships, and
developing and motivating others. There is a greater emphasis on
participative management styles and people management skills.
Management theorists have repeatedly found evidence to support the
advantages of management styles.
6 Managerial Styles Want to know what the 6 managerial styles are
and what they mean? Here goes!
1. The Coercive Management Style. Manager who uses this is intent
on obtaining immediate compliance from employees. Conversion is
one way. Very directive. He/she tightly controls situations and
emphasizes negative rather than positive feedback. The manager
wants employees to do their work exactly as the manager wants it.
2. The Authoritative Management Style. The managers goal here is to
provide vision and focused leadership. Long term thinking and a clearly
stated direction. Decisions are made by the manager but some employee
input is sought to reality test decisions. This style also relies on the skillful
use of influence to gain employee buy-in to decisions. A firm but fair
approach.
3. The Affiliative Management Style. Manager uses this to promote
harmony, cooperation, and good feelings among employees.
Affiliative actions include accommodating family needs that conflict
with work goals, quickly smoothing tensions between employees, or
promoting social activities within the team. The manager pursues
being linked as a way to motivate people. He/she puts people first
and tasks second.
4. The Democratic Management Style. Manager focuses on building
group consensus and commitment through group management of the
decision-making process. Requires a hands-off style and a heavy emphasis on
team participation. Employees are trusted to have the skills, knowledge and
drive to come up with the decisions to which everyone is committed.
Managers role is only to fine-tune and approve the plan.
5. The Pacesetting Management Style. Manager uses this style to focus
on accomplishing a great deal of top quality work him or herself. Employees

are thought capable of achieving their own goals with little supervision. When
performance is not up to standard, the manager will do it him or herself.
Emphasis on Doing it myself.
6. The Coaching Management Style. Directed toward professional growth
of employees. Manager focuses on helping employees identify their strength
and weaknesses, improvement areas and set development plans that foster
career goals. Manager creates an environment that supports honest selfassessment and treats mistakes as learning opportunities in the development
process.