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Getting people to work, making work for people

Getting people to work, making work for people. Gizelle Mc Intyre. Getting People to Work. Managing Performance Skilling our talent Managing our Managers Getting the right people to do the right work. Managing Performance. Having the difficult discussions Train for skills not for budgets.

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Getting people to work, making work for people

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  1. Getting people to work, making work for people Gizelle Mc Intyre

  2. Getting People to Work • Managing Performance • Skilling our talent • Managing our Managers • Getting the right people to do the right work

  3. Managing Performance • Having the difficult discussions • Train for skills not for budgets

  4. Skilling our Talent • Gap analysis • PDP • ROI

  5. Manage our Managers • Management Skills and Tools • Technical expertise does not mean Management expertise!

  6. Getting the Right people to do the Right work • Succession planning • Skills Audits • Curriculum design

  7. Making work for People • Delegating • Entrepreneurship • Intrapreneurship

  8. Delegating: How to Delegate the Right Tasks to the Right People According to Brian Tracy, a management specialist:, there are seven essentials for effective management and delegation: • Pick the right person. Picking the wrong person for a key task is a major reason for failure. • Match the requirements of the job to the abilities of the person. Be sure that the person you delegate the task to is capable of doing the job. • Delegate effectively to the right person. This frees you to do more things of higher value. The more of your essential tasks that you can teach and delegate to others, the greater the time you will have to do the things that only you can do. • Delegate smaller tasks to newer staff to build their confidence and competence. • Delegate the entire job. One hundred percent responsibility for a task is a major performance motivator. The more often you assign responsibilities to the right people, the more competent they become. • Delegate clear outcomes. Make them measurable. If you can’t measure it, you can’t manage it. Explain what is to be done, how you think it should be done, and the reasons for doing this job in the first place. • Delegate with participation and discussion. Invite questions and be open to suggestions. There is a direct relationship between how much people are invited to talk about the job and how much they understand it, accept it, and become committed to it. You need to delegate in such a way that people walk away feeling, ‘‘This is my job; I own it.’’

  9. Sharing the Work

  10. Creating Employment: Entrepreneurship • Entrepreneurial people are action people. They can identify a business opportunity and make things happen with that opportunity. They can initiate new projects and develop them into successful businesses. • These action-oriented people are needed in both small and large organisationsto initiate and build new ventures. • Entrepreneurial qualities and skills can be developed. • It is important to be able to recognisepeople with entrepreneurial characteristics so that their talents can be put to good use in your organisation. • Entrepreneurs continually strive for innovation and growth. Many small business people are content to simply create a job or a lifestyle for themselves; they are not interested in continued expansion of their business.

  11. What makes an Entrepreneur? • Some common characteristics of successful entrepreneurs are as follows: • have a “can-do” attitude • believe in themselves • persistent • creative • positive view on life and business • prepared to take calculated risks • problem solvers • build teams • networkers • value driven • future orientated • tend to control resources rather than own them • have an internal locus of control.

  12. Intrapreneurship • In 1992, The American Heritage Dictionary acknowledged the popular use of a new word, intrapreneur, to mean "A person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation“ • Intrapreneurship is now known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of entrepreneurship.

  13. Intrapreneurship • Some people in this world make things happen • Some people in this world watch things happen • Some people in this world wonder what's happening

  14. Panellists • Patrick Kheswa • Dr Rene Uys • Maphefo Anno-Frempong • Deon Borchjes

  15. Panel Discussion • Speakers have 10 minutes to introduce themselves and say a few words • The floor will then be open for questions

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