MANAGEMENT SKILLS

FOR
EFFECTIVENESS
MODULE # 1
MANAGERIAL SKILLS FOR EFFECTIVENESS

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UNDERSTANDING THE KEY ASPECTS OF A
MANAGER’S QUALITIES IN REAL-TIME SCENARIOS

THINKER

SENSOR

INTUITOR

FEELER

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MANAGER AS A THINKER….
 ENJOYS TACKLING PROBLEMS WITH LOGIC.
 IS STRONG ON ANALYSIS BUT WEAK ON IMPLEMENTING SOLUTIONS.
 IS A METHODICAL WORKER.
 IS SCEPTICAL OF PROJECTS UNLESS BACKED-UP WITH SOUND,
RATIONAL ARGUMENTS.

AT WORK: GOOD WITH FACTS & FIGURES; RESEARCHING; SYSTEMS

ANALYSIS; ACCOUNTING; FINANCIAL SIDE OF BUSINESS.

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MANAGER AS A SENSOR ….
• IS GOOD AT GETTING THINGS DONE; OFTEN IMPATIENT WITH THE
PLANNING STAGE.
• FEELS AT-HOME WITH ROUTINE WORK.
• HAS A LOT OF COMMON SENSE AND IS PRACTICAL.
• WORKS HARD AND IS USUALLY WELL-ORGANIZED.
• IS ENERGETIC AND SINGLE-MINDED.

• AT WORK: GOOD AT INITIATING PROJECTS; SETTING-UP DEALS;

NEGOTIATING; TROUBLESHOOTING; CONVERTING IDEAS INTO
ACTION.
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MANAGER AS AN INTUITOR ….
• ENJOYS PLAYING WITH IDEAS AND THEORIES.
• IS GOOD AT SEEING THE ‘OVERVIEW’, BUT MISSES THE DETAIL.
• IS CREATIVE AND HAS A STRONG IMAGINATIVE SENSE.
• WILL OFTEN GET HUNCHES ABOUT THINGS THAT TURN OUT
CORRECTLY.

AT WORK: GOOD AT LONG-TERM PLANNING; CREATIVE-WRITING;

LATERAL THINKING; BRAINSTORMING.

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MANAGER AS A FEELER ….
• ENJOYS HUMAN COMPANY.
• ASSESSES ON PERSONAL VALUES, NOT ON TECHNICAL MERIT.
• IS WARM & SYMPATHETIC.
• IS PERCEPTIVE ABOUT PEOPLES’ MOODS, FEELINGS, & REACTIONS.
• MAY OVERLOOK BLATANT FACTS IN FAVOUR OF GUT FEELINGS.

AT WORK : GOOD AT CEMENTING TEAM-RELATIONSHIPS;

COUNSELLING; ARBITRATING; PUBLIC RELATIONS; WILL TALK AS EASILY
WITH A CLERK AS WITH AN EXECUTIVE.
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 MANAGING SELF BEFORE MANAGING
OTHERS ….

FOR A MANAGER TO BE SUCCESSFUL, HIS/HER OWN BODY , MIND,

AND INTELLECT, MUST BE TUNED PROPERLY.

 A SUCCESSFUL MANAGER IS ONE : WHO CAN PUT IN LONG HOURS

WITHOUT FEELING THE STRESS, HAS COMPLETE FOCUS ON ALL THAT
HE/SHE DOES; HAS THE CAPACITY TO TAKE TOUGH DECISIONS; AND
HAS A PROPER ATTITUDE IN DEALING WITH VARIOUS STAKEHOLDERS.

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BECOMING A MANAGER…

ANYONE BECOME A MANAGER? IN THEORY : YES, BUT IN PRACTICE : NO ! MANY PEOPLE ARE UNABLE OR
UNWILLING TO ADAPT TO THE NEEDS OF MANAGEMENT.

• HOW DOES ONE BECOME A ‘MANAGER’ ? PEOPLE ARE USUALLY PROMOTED FOR ONE OF THE FOLLOWING
REASONS :

 THEY ARE GOOD AT THEIR PRESENT JOB.

 THEY HAVE BEEN WITH THE COMPANY A LONG TIME.
 THEIR AGE GIVES THEM SENIORITY.
 THEY KNOW THE RIGHT PEOPLE.
 THEY HAPPEN TO BE IN THE RIGHT PLACE AT THE RIGHT TIME.

RARELY ARE THEY PROMOTED BECAUSE THEY WILL MAKE GOOD MANAGERS !!!

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THE DUTIES OF A MANAGER …

TO MOTIVATE STAFF TO PERFORM TO THE BEST OF THEIR ABILITIES ANDTO

PREVENT DEMOTIVATION;

TO DELEGATE TASKS, THUS GIVING THEMSELVES MORE TIME TO MANAGE

AND DEVELOP STAFF.

TO PLAN AND CONTROL THE ACTIVITIES WITHIN THEIR DOMAIN TO

ENSURE THE OBJECTIVES ARE MET.

TO TAKE DECISIONS IN ORDER TO HELP THE TEAM.

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THE DUTIES OF A MANAGER {CONT’D}…

TO MANAGE PROBLEMS, NOT TO SOLVE THEM ALL, BUT TO HELP THE
TEAM REACH ACCEPTABLE SOLUTIONS.

TO INITIATE AND ENCOURAGE IDEAS FROM THE TEAM.

TO DEVELOP THE TEAM. IT IS OFTEN SAID, THAT, A MANAGER’S FIRST DUTY
SHOULD BE TO DEVELOP A SUCCESSOR. ‘IF THERE IS NO-ONE CAPABLE OF
STEPPING INTO YOUR SHOES, YOU COULD BE REDUCING YOUR CHANCES
OF FURTHER PROMOTION.

TO RECRUIT THE RIGHT STAFF FOR THE TEAM.

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MANAGING RESOURCES …

ON BECOMING A MANAGER, THE FOLLOWING RESOURCES ARE AT HIS / HER

DISPOSAL :

o PEOPLE
o TIME
o SPACE
o FINANCE
o EQUIPMENT
o INFORMATION
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 TEN KEY QUALITIES FOR MANAGERS …

a. PROVIDING CLEAR DIRECTIONS.

b. ENCOURAGING OPEN, TWO-WAY COMMUNICATION.
c. WILLING TO COACH & SUPPORT PEOPLE.
d. PROVIDING OBJECTIVE RECOGNITION.
e. ESTABLISHING ON-GOING CONTROLS.

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 KEY QUALITIES OF A MANAGER {CONT’D}…

f. SELECTING THE RIGHT PEOPLE TO STAFF THE ORGANIZATION.

g. UNDERSTANGING THE FINANCIAL IMPLICATIONS OF DECISIONS.
h. ENCOURAGING INNOVATION & NEW IDEAS.
i. GIVING CLEAR-CUT DECISIONS WHEN NECESSARY.
j. CONSTANTLY DEMONSTRATING HIGH LEVELS OF INTEGRITY.

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TO BE EFFECTIVE AS A MANAGER…

TO BE EFFECTIVE AS A MANAGER, IT IS ESSENTIAL TO HAVE THE RESPECT OF

YOUR REPORTEES, PEERS [FELLOW-MANAGERS], AND SENIORS. RESPECT
DOES NOT COME WITH THE JOB-TITLE, IT MUST BE EARNED ! IT TAKES TIME
TO GAIN RESPECT WHICH IS EARNED IN THE FOLLOWING STAGES :

 RESPECT
 TRUST
 RELIABILITY
 OPEN COMMUNICATION
 COMMITMENT TO OBJECTIVES

VIKAS SAXENA 14
WHAT IS NETWORKING…

NETWORKING IS ONE OF THE MOST ESSENTIAL CAREER DEVELOPMENT AND

JOB-SEARCH TOOLS THAT IS OFTEN OVERLOOKED BY STUDENTS AND JOB-
HUNTERS, AS WELL AS MANAGERS. NETWORKING INVOLVES DEVELOPING &
MAINTAINING CONNECTIONS WITH INDIVIDUALS, THEN BENEFITING FROM
THIS DEVELOPED RELATIONSHIP. A WELL–DEVELOPED NETWORK PROVIDES
ONE WITH A SUPPORT SYSTEM OF INDIVIDUALS WHO CAN PROVIDE
MEANINGFUL ASSISTANCE AND CONNECTIONS TO OTHER INDIVIDUALS.
NETWORKING SHOULD BE APPROACHED AS AN ON-GOING PROCESS THAT
TAKES TIME & NURTURING, AND NOT SOMETHING AT RANDOM. IT IS
IMPORTANT TO REMEMBER THAT, NETWORKING IS A TWO-WAY PROCESS IN
WHICH ONE PROVIDES BENEFICIAL SUPPORT TO ANOTHER IN ONE’S
NETWORK.
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HOW IS NETWORKING IMPORTANT FOR A MANAGER…

 STRENGTHENS RELATIONSHIPS WITH COLLEAGUES.

 HELPS TO GET THE MESSAGE ACROSS.
 INCREASES PRODUCTIVITY.
 REDUCES STRESS.
 GOOD FOR BUSINESS.
 CONTACT WITH OTHER MANAGERS AND THE ABILITY TO LEARN NEW
MANAGEMENT TECHNIQUES.

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ORGANIZATIONAL CULTURE…
• ORGANIZATIONAL CULTURE IS DEFINED AS THE UNDERLYING BELIEFS,
ASSUMPTIONS, VALUES, AND WAYS OF INTERACTING THAT CONTRIBUTE TO
UNIQUE, SOCIAL, AND PSYCHOLOGICAL ENVIRONMENT OF AN ORGANIZATION.
• ORGANIZATIONAL CULTURE INCLUDES AN ORGANIZATION’S EXPECTATIONS,
EXPERIENCES, PHILOSOPHY, AS WELL AS THE VALUES THAT GUIDE MEMBER
BEHAVIOR, AND IS EXPRESSED IN SELF-IMAGE, INNER WORKINGS, INTERACTIONS
WITH THE OUTSIDE WORLD, AND FUTURE EXPECTATIONS.
• CULTURE IS BASED ON SHARED ATTITUDES, BELIEFS, CUSTOMS, AND WRITTEN &
UNWRITTEN RULES THAT HAVE BEEN DEVELOPED OVER TIME AND ARE
CONSIDERED VALID. (The Business Dictionary).
• CULTURE, ALSO, INCLUDES THE ORGANIZATION’S VISION, VALUES, NORMS,
SYSTEMS, SYMBOLS, LANGUAGE, ASSUMPTIONS, BELIEFS, &ND HABITS. (Needle,
2004).
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BUILDING AN ORGANIZATIONAL CULTURE …
 DEFINE WHAT YOU WANT YOUR COMPANY CULTURE AND VALUES TO
LOOK LIKE.
 LOOK AT WHAT YOUR CULTURE IS LIKE NOW, AND IF YOU NEED TO MAKE
CHANGES.
 IDENTIFY OR HIRE SOMEONE WHO WILL BE YOUR PEOPLE PERSON.
 INVEST TIME IN BUILDING YOUR TALENT BRAND.
 OPTIMIZING YOUR HIRING PROCESS TO ENSURE YOU ARE BRINGING IN
THE RIGHT PEOPLE.
 FIND WAYS TO CONSISTENTLY REINFORCE YOUR CORE VALUES.
 MEASURE IF YOUR CULTURE IS EFFECTIVELY ATTRACTING AND ENGAGING
TALENT.
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BUILDING NETWORKING ACROSS VARIOUS
BUSINESS FUNCTIONS …

BUSINESS NETWORKING IS THE PROCESS OF ESTABLISHING A

MUTUALLY BENEFICIAL RELATIONSHIP WITH OTHER BUSINESS PEOPLE
AND POTENTIAL CLIENTS AND / OR CUSTOMERS. THE PRIMARY
PURPOSE OF BUSINESS NETWORKING IS TO TELL OTHERS ABOUT YOUR
BUSINESS AND HOPEFULLY, TURN THEM INTO CUSTOMERS.

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BENEFITS OF BUSINESS NETWORKING …

 NEW CONTACTS AND REFERRALS.

 VISIBILITY.
 STAYING CURRENT.
 PROBLEM-SOLVING.
 SHARING KNOWLEDGE & EXPERIENCE.
 CONFIDENCE & MORALE.

VIKAS SAXENA 20
SIMILARITIES BETWEEN LEADERSHIP AND
MANAGEMENT …
• LEADERSHIP CAN BE DEFINED AS AN ABILITY, ACTIVITY, OR METHODS TO LEAD A GROUP OF
PEOPLE TOWARDS A GOAL OR TO A PARTICULAR POSITION, WHERE THE ACHIEMENT OF FINAL
RESULT CAN BE ATTAINABLE. LEADERSHIP STYLES ARE : AUTOCRATIC, BUREAUCRATIC, AND
TRANSFORMATIONAL.
• MANAGEMENT IS THE CO-ORDINATION AND ORGANIZATION OF DIFFERENT ACTIVITIES OF A
BUSINESS PROCESS IN ORDER TO ACHIEVE THE VISION AND MISSION OF AN ORGANIZATION.
• A MANAGER AND A LEADER WORK TOGETHER…!
• MANAGEMENT AND LEADERSHIP BOTH ENTAIL WORKING WITH PEOPLE AND ENCOMPASSES THE
PEOPLE ONLY.
• MANAGEMENT AND LEADERSHIP, BOTH, CREATE THE FOUNDATION OF THE ORGANIZATION AND
FUNCTIONAL STRUCTURE.
• MANAGEMENT AND LEADERSHIP INFLUENCE THE WORK STRUCTURE AND ENVIRONMENT.
• MANAGEMENT AND LEADERSHIP ARE CONCERNED WITH GOAL ACHIEVEMENT.
• MANAGEMENT AND LEADERSHIP’S MAIN CONCERN IS TO ALLOCATE AVAILABLE RESOURCES IN
SUCH A WAY, THAT, THESE CAN BE USED EFFECTIVELY AND EFFICIENTLY.

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DIFFERENCES BETWEEN LEADERSHIP AND
MANAGEMENT …
BASIS
LEADERSHIP MANAGEMENT
FOR COMPARISON

Meaning Leadership is a skill of Management is an

leading others by art of systematically
examples. organizing and
coordinating things in
an efficient way.

Basis Trust Control

Emphasis on Inspiring People Managing activities

Power Influence Rule

Focus on Encouraging change Bringing stability

Strategy Proactive Reactive

Formulation of Principles and Policies and

guidelines Procedures

Perspective Leadership requires Management has a

good short range
foresightedness. perspective.

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THANK YOU !

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