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Slide 1:

1

HOW TO RELAX AND ENJOY YOUR MANAGERIAL POSITION AND STILL BE PRODUCTIVE:

2 HOW TO RELAX AND ENJOY YOUR MANAGERIAL POSITION AND STILL BE PRODUCTIVE TOTAL SLIDES : 37 By FLT LT M TAHIR KHAN

AIM:

3 AIM To apprise the house about basic managerial tactics to make one’s job easy, joyful and productive

SEQUENCE:

4 SEQUENCE Introduction Stress management Time Management Command and Leadership Delegating Skills Conclusion Q & A

INTRODUCTION:

5 INTRODUCTION

STRESS MANAGEMENT:

6 STRESS MANAGEMENT

STRESS:

7 STRESS Stress is defined as “a person’s adaptive response to a stimulus, that places excessive psychological or physical demands on that person.”

Slide 8:

8 Good Stress Bad Stress TYPES OF STRESS

STRESS AND PRODUCTIVITY/ EFFICIENCY:

9 STRESS AND PRODUCTIVITY/ EFFICIENCY OPTIMUM LEVEL LEVEL OF STRESS O P E R F O R M A N C E

CAUSES OF STRESS:

10 CAUSES OF STRESS Organizational Stressors. These include factors in the workplace that can cause stress. Life Stressors. These include factors or events that take place outside the organisation.

STRESS MANAGEMENT:

11 STRESS MANAGEMENT Individual Coping Strategies Organizational Coping Strategies

INDIVIDUAL COPING STRATEGIES:

12 INDIVIDUAL COPING STRATEGIES Exercise Don’t panic Don’t be angry Say your prayers & meditate Keep your aspirations realistic Clarify your role in the organization Be patient Make friends Smile

ORGANIZATIONAL COPING STRATEGIES:

13 ORGANIZATIONAL COPING STRATEGIES Job analysis Work schedules Participation Mix of work and non-work activities Keep personnel well-informed of their ‘standing’ in the organization Adopt open-door policy Consistent policies Family-like atmosphere Helping

TIME MANAGEMENT:

14 TIME MANAGEMENT

Don’t try to manage the clock; Learn instead to manage yourself :

15 Don’t try to manage the clock; Learn instead to manage yourself

TIME MANAGEMENT TOOLS:

16 TIME MANAGEMENT TOOLS Decide work priorities. Prepare activity logs. Make action plans and act on your plans. Make “things to do” list. Schedule your time effectively. Do it now.

TIME AND MOTION STUDY:

17 TIME AND MOTION STUDY Time can be best managed when the leader can see how much of it is spent productively and how much is actually wasted.

OUT COMES OF TIME AND MOTION STUDY:

18 OUT COMES OF TIME AND MOTION STUDY Internal Time Wasters: - Putting things off to do them tomorrow Long tea breaks Socialising Misplaced items Poor organisation of one’s work and work place Lack of self-discipline

OUT COMES OF TIME AND MOTION STUDY:

19 External Time Wasters: - Meetings Briefings Too much mail and lengthy correspondence. Visitors Phone calls Pet projects of the senior officer. OUT COMES OF TIME AND MOTION STUDY

DELEGATING SKILLS:

20 DELEGATING SKILLS

Slide 21:

21 Definition Delegating has been defined as “getting work done through others.” Importance for managers As people move up the corporate ladder, they must learn to delegate jobs requiring technical skills to their subordinates, to give them more time to learn Human and Conceptual Skills. DELEGATING SKILLS

TO WHOM CAN WE DELEGATE?:

22 TO WHOM CAN WE DELEGATE? Manager Upwards Downwards Sideways (Consultants) Sideways

THE DELEGATION PROCESS:

23 THE DELEGATION PROCESS Manager Subordinate Step 1: Assigning Responsibility Step 2: Granting Authority Step 2: Creating Accountability

PERSONAL OBSTACLES IN DELEGATION:

24 PERSONAL OBSTACLES IN DELEGATION What to delegate You are Supposed to know everything Feel nervous about job Feeling yourself more competent

DELEGATION PITFALLS:

25 DELEGATION PITFALLS Always delegating to the most capable Delegating directly to your subordinate’s staff Failing to delegate the tasks you enjoy doing but which others could do Delegating tasks which you should do but which you don’t like

KEY STEPS OF DELEGATION:

26 KEY STEPS OF DELEGATION Task identification Right person Explanation Specify standards Deadline Reporting method Encourage questions Unscheduled status checks Praise/ Suggest improvements

DECIDING TO DELEGATE:

27 DECIDING TO DELEGATE Must do, can’t delegate Should do, could delegate Could do myself, should delegate Must delegate

DELEGATION IN PRACTICE:

28 DELEGATION IN PRACTICE What to Delegate Routine and minor tasks Task that other team member can do as well Task that will develop the skill and knowledge of team and provide challenge What not to Delegate Tasks that are outside the competency of the team Matters that need your responsibility / experience Responsibility to build and maintain team

TRUST:

29 TRUST “The only way to inculcate trust is to trust people, and the surest way to make someone untrustworthy is to distrust him. You can’t hide trust or distrust.” Anonymous

THE SPIRAL OF TRUST:

30 THE SPIRAL OF TRUST By Trusting You Encourage Participation Consensus Confidence Your Subordinate shows Initiative Dedication Openness It results in Accomplishment Pride Communication And Leads to: Confirmation of Trust

DUMPING:

31 DUMPING Abdicating your own responsibility Surrendering your controlling influence Ignoring current workloads and deadlines Not listening to your staff I had to learn a hard way, so can they If I have to explain everything I might as well do it myself in the first place

COMMAND AND LEADERSHIP:

32 COMMAND AND LEADERSHIP

LEADERSHIP:

33 LEADERSHIP Leadership is "the process of encouraging and helping others to work willingly and enthusiastically toward common objectives."

LEADERSHIP STYLES:

34 LEADERSHIP STYLES Autocratic Democratic Laissez-faire

HERSEY & BLANCHARD'S SITUATIONAL LEADERSHIP:

35 HERSEY & BLANCHARD'S SITUATIONAL LEADERSHIP Major Dimensions of a Leader's Concern Task Behaviour Relationship Behaviour

TIPS TO BECOME GOOD LEADER:

36 TIPS TO BECOME GOOD LEADER Thinking Positively Avoid Negative Self -Talk Prevent Arrogant and Boasting Negotiate Successfully Take Better Decisions Act Ethically Communicating Effectively Building Relationship Motivating Others Increase the Self-Esteem of Others Hold others Accountable

CONCLUSION:

37 CONCLUSION

THANK YOU:

38 THANK YOU

Slide 39:

39 Q & A

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