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EXCELLENT MANAGER

EXCELLENT MANAGER

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EXCELLENT MANAGER

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  1. EXCELLENT MANAGER Engr. Ansari .................................................................................................................. General Manager; OperationsMK Fashions Ltd.Lecturer, BUFT Trainer & Consultant, BDJOBS TrainingTrainer and consultant, Prothom-Alo Jobs trainingTrainer for Wal-Mart BD Ltd. Expert on Fully Automated Production Control System(ETS/GPRO, FR, SAP)Expert on LEAN MANUFACTURING ................................................................................................................. Ph- +8801823472921(Direct from Overseas)Alt. Ph- +8801823472922(Direct from Overseas) Email: ansari_engr@yahoo.comskype: engineer-ansari.....................................................................................Right First TimeRespect for peoples ................................................................................................................. The true sign of intelligence is not knowledge but imagination

  2. Vince Lombardi said that the key to winning is to “ become brilliant on the basics”

  3. 1. MANAGERIAL EFFECTIVENESS • A manager is someone who gets results with and through other people. • A superior manager is someone who gets superior results with & through other people. • Keep your eye on the ball. • Why are you on the payroll? Cont’d …

  4. Managerial effectivenesscont’d • What specific, measurable results have you been hired to accomplish? • What can you, and only you, contribute to your organization? • Think through your work in detail. • What are we trying to do? • How are we trying to do it?

  5. 2 FOCUS ON YOUR KEY RESULTS AREAS Seven key results areas for management:

  6. Seven key results areas for management: Their boss 1 Customer needs External customer Their people 2 Economics. Work to increase revenues / decrease costs 3 Quality. How can we improve quality? 4 Productivity. Output – results 5 Innovation. New ideas, products and services for the future 6 People growth . The pay- off for training is 30: 1 7 Organizational development. Create a positive climate.

  7. 3 STANDARDS OF PERFORMANCE • These must be specific, measurable and time bounded. • “ What gets measured gets done” • Rewards must be based on performance alone. • “ What gets rewarded gets done” • Inspect what you expect. • Quality control – internal & external

  8. 4 CONCENTRATION OF POWER Only concentrate on critical areas were it makes a difference

  9. 5 VITAL FUNCTION THEORY Seven key functions of management Cont’d…

  10. Seven key functions of managementcont’d • Planning • Organizing • Staffing • Leading • Communication • Decision making • Controlling

  11. 6 MANAGEMENT BY OBJECTIVES • With your subordinate, agree on the results expected. • Standards of performance – agree on measurement, determine the time. • Be available. • Give freedom to methodology. • Review regulatory requirements.

  12. 7 MANAGEMENT BY EXCEPTION Once each job has been assigned with key result areas and standards of performance, tell the person to report to you only when there is a variance.

  13. 8 EFFECTIVE DELEGATION • Match the skills of the person with the requirements of the task • Explain the result you want and why • Explain your preferred method of approach • Turnover 100% responsibility • Resist the temptation to interfere • Schedule regular meetings for review

  14. 9 CREATING A PEAK PERFORMANCE CLIMATE • Challenge • Freedom • Respect people & opinions – even if you disagree • Warmth – friendship factor • Control- non- judgmental performance review” How are things going?” • Success experiences – make people feel like “ winners” • Positive, confident expectations

  15. 10 MANAGERIAL LEVERAGE • Managerial leverage means increasing the amount of output relative to your input • Batch your tasks- Utilize the “learning curve” • Do things you are better at ( strengths) • Teach, train and delegate to others • Do more important things. Set priorities. • Simplify the work

  16. 11 HIRE THE RIGHT PEOPLE • Clearly describe the job before hiring someone • Think through the job • Interview at least three people, at least three times. The Law of Three. • Hire based on past performance – check for accuracy • Listen to your intuition

  17. 12 FIRING INCOMPETENT PEOPLE • When firing an incompetent person ask the question. • “ who is competent?” The person who made the hiring decision is the incompetent person. • Fire gracefully & firmly.

  18. 13 MEETINGS • Ask yourself “ why are we having this meeting” • Always write an agenda • Schedule. Always start and stop on time • Allow people to leave when they are no longer necessary • Concentrate on the most important items first • Press for closure on every item • Assume that the latecomer is not coming at all • Ask yourself: “Is this meeting wasting someone else’s time?”

  19. 14 TEAM BUILDING • Have overeaching goals for the team – do something big • Meet regularly • Celebrate victories, successes and birthdays • Encourage a climate of harmony. Remove those causing disharmony

  20. 15 DECISIVENESS • 50 – 60 % of your time is making decisions • Define clearly what you are trying to accomplish • Define clearly the boundary conditions

  21. 16 REMOVING OBSTACLES • Identify the limiting steps that are holding you back • Identify the “ rock” that blocks your path • Once you have identified your main obstacle, “ swarm all over it” • Obstacles are usually products, service or people problems

  22. 17 MANAGER AS A ROLE MODEL • Have good work habits • “Every organization is merely the length of shadow of one man”

  23. 18 BRAINSTORMING • Have 4 - 7 people attending • The ideal time is 15 – 45 mts. • Generate as many ideas as possible

  24. 19 NEGOTIATING SKILLS • Determine what you want. Determine your ideal outcome • 80% of negotiating success is preparation • Argue the other person’s case • Always do “win – win” negotiating. Look for a solution that is satisfactory to both sides

  25. 20 COMMUNICATION SKILLS • Learn how to write well • Learn how to speak on your feet • Develop the ability to sell • Expect resistance to new ideas. Ask this “ What do you think” • Allow them to think it over for three days.

  26. 21 COMMITMENTS TO EXCELLENCE AND PERSONAL PRIDE • Set standards of excellence • Encourage, reward and recognize quality work • Celebrate success and achievement • Lead by example

  27. CUSTOMER Internal & external ORGANIZATION & its management SELF As a manager PEOPLE Individuals & the work team TASK Mission The Central Perspective of the Manager

  28. What separates the excellent companies are, make up of a greater number of individual managers acting as models for excellence.

  29. These excellent managers recognize specific commitments to the customer, organization, key tasks, people, & themselves. These excellent managers recognize specific commitments to the

  30. The excellent manager lives by the five commitments and works it correct with others to build the ORGANISATION.

  31. What does the excellent manager do? Commitment to the Customer INTERNAL EXTERNAL

  32. COMMITMENT TO THE CUSTOMER THE EXCELLENT MANAGER • Serves the Customer • Builds Customer Importance

  33. COMMITMENT TO THE CUSTOMERServesthe Customer • Knows who the customer is • Is dedicated to meeting the needs of people who use the organization's services or products • Encourage and listens to input from the people who use the organization’s service or products • Acts to solve customers’ problems in a timely manner

  34. COMMITMENT TO THE CUSTOMERBuilds Customer importance • Consistently treats the uses of the organization’s services or products. • Clearly communicates the importance of the people who use the organization’s product or service. Cont’d…

  35. COMMITMENT TO THE CUSTOMER Builds Customer importanceCont’d… • Does not allow destructive comments about the people who use the organization’s products or service. • Is more committed to customer’s long- term satisfaction than the organization’s short term gain.

  36. COMMITMENT TO THE ORGANIZATIONand its management

  37. The excellent Manager: • Builds the organization • Supports higher Management • Operates by the basic values

  38. The excellent Manager: Builds the organization • Knows & supports the mission of the organization • Discourages destructive comments about the organization • Is honest and positive in describing organizational benefits • Inspires pride in organization

  39. The excellent Manager: Supports Higher Management • Describes higher level managers in a positive way. • Avoids destructive comments about higher level managers. • Does not pass the buck or blame higher level management.

  40. The excellent Manager: Operates by the basic values • Understands the basic values of the organization • Manages using the basic values of the organization • Encourages others to operate using the basic values of the organization. • Takes corrective action when basic organizational values are compromised.

  41. COMMITMENT TO SELFas a manager • Demonstrate autonomy • Builds Self as a manager • Accepts constructive Criticism

  42. COMMITMENT TO SELFas a manager Demonstrate autonomy • Stands up for personal beliefs. • Takes responsibility and ownership for decisions. • Takes reasonable risks in trying out new ideas. • Is more concerned with achieving excellence than playing it safe.

  43. COMMITMENT TO SELFas a manager Builds Self as a manager • Shows a high degree of personal integrity in dealing with others • Present self in a positive manner • Demonstrates confidence as a manager • Avoids destructive self- criticism

  44. COMMITMENT TO SELFas a manager Accepts constructive Criticism • Is willing to admit mistakes • Encourages and accepts constructive criticism • Acts on constructive advice in a timely manner • Does not discourage people from giving

  45. COMMITMENT TO PEOPLEindividuals & the work team

  46. The Excellent Manager • Shows Positive Concern and Recognition • Gives Development Feedback • Encourages Innovative Ideas

  47. The Excellent Manager Shows Positive Concern and Recognition • Consistently shows respect and concern for people as individuals • Gives positive recognition for achievement without discomfort to either party • Adequately rewards & reinforces top performance • Makes people felt like winners • Avoids destructive comments about people at work

  48. The Excellent Manager Gives Development Feedback • Effectively analyze performance. • Develops specific plans when performance needs are improving. • Strive to improve people’s performance from acceptable to excellent. • Gives developmental performance feedback in a timely manner. • Avoids taking credit for the ideas of others.

  49. The Excellent Manager Encourages Innovative Ideas • Encourages suggestions for improving productivity. • Provides opportunities for others to try out new ideas. • Acts on ideas and suggestions from others in a timely manner. • Avoids taking credit for the ideas of others.

  50. COMMITMENT TO TASKmission