Download
managerial effectiveness part ii of training on personal managerial effectiveness n.
Skip this Video
Loading SlideShow in 5 Seconds..
Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness PowerPoint Presentation
Download Presentation
Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness

Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness

183 Vues Download Presentation
Télécharger la présentation

Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness

  2. Who is MANAGER?? X X X X X Thinks of self as BOSS Follows Chain of Command Makes Decision ALONE Hoards Information Masters ONE major DISCIPLINE Thinks of self TEAM MEMBER Deals with anyone & everyone Invites & Involve others in Decision Shares Information Masters MANY DISCIPLINES

  3. Role of a Manager ADMINISTRATOR COORDINATOR LEADER SPECIALIST PROBLEM SOLVER MANAGER COMMUNICATOR TRAINER MOTIVATOR

  4. Skill Types Needed 1. Conceptual Skill : Ability to think analytically & achieve integrated problem solving 2. Human Skill : Ability to work well in cooperation with others, emotional intelligence 3. Technical Skill : Ability to apply expertise, do specific tasks with proficiency Conceptual Competencies Man – Management Competencies Technical Competencies

  5. Realization of a GREAT Manager Affects Affects Affects Affects

  6. Empathize – identify with and understand other’s situation, feelings & motives, respond to emotions in meaningful manner • In the previous KSS we discussed about how to make ourselves effective INTRAPERSONALLY. • The shift is needed now to improve ourselves INTERPERSONALLY. I UNDERSTAND Self Awareness – Understand own moods and emotions Self Management – Control over emotions, think before act! Intrapersonal Interpersonal DEVELOP Self Motivation – use our emotions to guide towards our goal, take initiative & persevere Relationship Management – Handling relationships, interacting with People successfully and bring out collaboration

  7. EMPATHY • Ability to identify with and understand another’s situation, feelings & motives. Promote openness and help encourage others to share their ideas more willingly. It also eliminates misunderstanding, communication errors and confusion This facilitates working relationships that produce creative solutions. • Improve your empathetic Skills Be a Supportive Listener Help speaker clarify thoughts & Ideas Keep your emotional perspective Avoid Negative Body Language Use Positive Body Language

  8. SYMPATHY versus EMPATHY • Sympathy is to convey a feeling of sorrow, without necessarily relating, for what another person is feeling or going through. • Sympathy is AGREEING to person’s feelings • To empathize is to imagine oneself in the shoes of another and relate to how it feels to be in that certain situation. • Empathy is UNDERSTANDING person’s feeling with no interest in agreeing or disagreeing

  9. Relationship Handling • This comes automatically by having mastered : • Self Awareness • Self Management • Self Motivation • Empathy We need to bring these skills together to become SOCIALLY INTELLIGENT

  10. CONFLICT But, this all is not that easy as it sounds!!

  11. Definition of Conflict A situation in which someonebelieves that his or her own needs have been denied. Constructive Approach

  12. Individuals have different objectives There is an unhealthy level of competition Their roles are not clearly defined The workflow has been disrupted There was a breakdown in communication

  13. Is Conflict Always Bad? Good • Can help us develop ideas • Learn more about others • Improve relationships • Contribute to creativity • Lets us know there is need for change Bad • Can erode confidence • Can make us resentful or frightened • Damage relationships • Cause concentration and work to suffer • Can make life unpleasant for everyone

  14. When we get into arguments with people, the problem won’t be sorted until both parties feel that they have been treated fairly. Grrrrr….. Grrrrr…..

  15. To resolve the conflict, all parties have to Work Together Find a Solution Understand

  16. Techniques : Conflict Resolution LOSE—LOSE WIN—WIN Avoider Collaborator Compromiser Controller LOOSE - WIN Accommodator WIN—LOSE

  17. Tips for Managing Workplace Conflict • Build good relationships before conflict occurs • Do not let small problems escalate; deal with them as they arise • Respect differences • Listen to others’ perspectives on the conflict situation • Acknowledge feelings before focussing on facts • Focus on solving problems, not changing people • If you can’t resolve the problem, turn to someone who can help • Remember to adapt your style to the situation and persons involved

  18. Impact of an Effective Manager • A Warmer, healthier, collaborative climate. • Better involvement of subordinates in inviting views & opinions. • This helps build people their skills & competencies. • Constructive conflict handling. • Adherence to Core Values. • Effective performance feedback. • A BEST PLACE TO WORK

  19. MYTH#: Male managers are more likely to possess task-oriented abilities than are female mangers, whereas female managers are more likely to possess person-oriented skills than are male managers. MYTH#: In order to maximize managerial effectiveness, men should be given the jobs that require task-oriented abilities and women should be given the jobs that require interpersonal skills. MYTH#: Task-oriented skills are more important for leadership effectiveness than are person-oriented skills. MYTH#: If women want to rise to the top levels of management, they need to be more like men.

  20. ChandaKochar IndiraNooyi KiranMazumdar Shaw

  21. Thank You Happy Women’s Day