Module
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2
Course Outline:
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The Manager
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Management Functions
P L S
O C
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P
Strategic Planning: Planning
Why ? When ?
Long Term
Comprehensive view
Tactical Planning:
Where ? How ?
Medium Term
Link between the 2 levels
Operational Planning:
What ?
Short Term
Technical
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O
Organizing the human capital and allocating Organizing
resources to carry out the plan through:
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L
Leading
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Controlling involves ensuring that performance does not
C
deviate from standards (i.e. KPIs): Controlling
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Definition S
Staffing
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3 Management Levels
Being a manager is not an easy task, he is required to perform a job well,
manage, direct and motivate subordinates to perform their job well.
Therefore, being a manager requires a certain set of skills.
There are three levels of managers namely first-line managers, middle level
managers and top level managers.
• First line managers supervise the individuals who are directly
responsible for producing the organization’s product or delivering its
service. They carry the title production supervisor, section chief.
• Middle level managers supervises first-line managers or staff
department. They carry titles such as marketing manager or department
head.
• Top level managers provide the strategic direction for the
organization. They carry titles such as CEO, CFO, CIO or executive
vice president.
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3 Management Skills
Conceptual skills is the ability to analyze complex information. It enables
managers to process information about the internal/external environment of the
organization and determine its implications. Top level managers need to have
strong conceptual skills if they are to effectively accomplish goals.
Human skills is the ability to work effectively with people. It involves motivating
and disciplining employees, monitoring performance, providing feedback,
improving communication and instructing employees. Human skills are most
important for middle managers as these managers must coordinate efforts of the
members in his group as well as other work groups within the organization.
Technical skills is the knowledge and the ability to use tools, techniques and
procedures that are specific to their particular field. Technical skills tend to be
most important for first line managers as they must have the knowledge and the
"know-how" to ensure that the products and services of their organization are
delivered to customer.
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Skills Needed at Different Management Levels
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Leadership, Management & Supervision
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Leadership
The ability to influence others toward the attainment
common goals.
A Leader is the one you follow because you want to not
because you have to
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• Influence is acquired through “ARATA” being:
Admired
Respected
Appreciated
Trusted
Accepted
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To combine management and leadership:
Demonstrate a calculated and logical focus on
organizational processes (management) along with a
genuine concern for workers as people (leadership).
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Difference of attitude
Leader Vs. Boss
Connects daily work Focuses only on the
with great goals short term
Understands that he is
Blames the team
responsible if the team fails
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Stages of Leadership
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Sources of power for a Leader or a Manager
Rational
persuasion Legitimate
Charisma
Personal
Expert Coercive Position
power power Reward
Referent
Information
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Position Power
• Legitimate power is the power someone has because
others recognize and accept his or her authority.
• Reward power is the power to control the rewards
others receive.
• Coercive power is the capacity to control punishment.
• Information power is the power a person has by virtue
of his or her access to valuable data or knowledge.
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Personal Power
• Rational persuasion is the power leaders have by virtue
of the logical arguments and factual evidence they
provide to support their arguments.
• Expert power is the power leaders have to the extent
that others recognize their expert knowledge on a topic.
• Referent power is the power that individuals have
because they are liked and admired by others.
• Charisma is the power someone has over others
because of his or her engaging and magnetic personality.
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Kurt Lewin's
Leadership Styles Framework
Features
Centralizes authority
Restrictive
Dictates work
Close supervision
Limits people participation
Suitable when:
Subordinates need training
Team is in conflict
People challenge authority
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Democratic = Participative
Features
Shares decisions
Builds morale
Coaches people
Avoids conflict
Cares for group
Friendly
Suitable when:
People’s authority relations are clear
People’s jobs are repetitive
People’s responsibility is clear
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Laissez Faire = Delegating
Features:
People have complete freedom
People decide
Leader in the shadow
Suitable when:
People are skilled
People are achievers
People are self motivated
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4 Situational Leadership
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4 Situational Leadership
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Course Outline:
Introduction to Mentoring:
• Basis of Mentoring
• Role of the Mentor & Skills/Attitude required
• Principles & Benefits of Mentoring
• Types of Mentoring
Introduction to Coaching:
• The Role of the Supervisor as a coach
• The GROW Model
• Principles of successful coaching
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Mentoring
Mentorship refers to a personal developmental relationship that enables
synergetic purposeful conversation to reflect on experiences, make
informal decisions and act upon ideas generated.
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Basis of Mentoring
Mutual Trust & Respect
Genuine Desire to help the Mentee to grow
Regular conversations
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Role of the Mentor
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Principles of Mentoring
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Attitude of the Mentor
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Benefits of Mentoring
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Why do organizations need a structured mentoring program?
Aren’t managers already performing this role?
As such, the mentor does not evaluate the mentoree with respect to his or her
current job, does not conduct performance reviews of the mentoree, and does
not provide input about salary increases and promotions.
This creates a safe learning environment, where the mentoree feels free to
discuss issues openly and honestly, without worrying about negative
consequences on the job.
The roles of manager and mentor are fundamentally different. That’s why
structured mentoring programs never pair mentors with their direct reports.
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Types of Mentoring
Informal and formal mentoring are often confused, but they are very different in
their approaches and outcomes.
Informal mentoring:
• Goals of the relationship are not specified
• Outcomes are not measured
• Access is limited and may be exclusive
• Mentors and mentees self-select on the basis of personal chemistry
• Mentoring lasts a long time; sometimes a lifetime
• The organization benefits indirectly, as the focus is exclusively on the mentee
Formal mentoring:
• Goals are established from the beginning by the organization and the employee mentee
• Outcomes are measured
• Access is open to all who meet program criteria
• Mentors and mentees are paired based on compatibility
• Training and support in mentoring is provided
• Organization and employee both benefit directly
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Coaching is ..
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Difference between Coaching &
Mentoring
Coaching Mentoring
Actively
Listen
Give Build
Feedback Rapport
A good coach
Set is able to:
SMART Ask
Questions
Goals
Use Demo.
Intuition Empathy
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Process of Coaching
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Best Coaches
• Supportive
• Positive feedback
• Provide suggestions on how to improve
• Consistent
• Enable people to be their best
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Giving Feedback
• The purpose for giving feedback is to improve
the situation or performance.
• When done in the right way and with the right
intentions, feedback communication is the
avenue to performance greatness.
• Giving feedback is a skill. And like all skills, it
takes practice to get it right.
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Thomas-Kilman Conflict Modes
High Focus on the Target Agenda High Focus on the Target Agenda
Focus on the Target Outcome (Agenda)
Low Focus on the Target Agenda Low Focus on the Target Agenda
Low Focus on the Relationship High Focus on the Relationship
I LOSE YOU LOSE I LOSE YOU WIN
“Conflict? What Conflict? We can “Sure I’m flexible .. Whatever you
talk about this some other time” want is find with me”
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The Role of the Supervisor as a coach
• Defining subordinate role
• Observe (watch & listen)
• Let the subordinate knows that you are not acting as a
spy, trouble shooter or a super model.
• Do not interfere unless you have considered the
consequences of your interference & unless you have
agreed with your subordinate to interfere at a certain
situation
• From time to time you may handle a complete task
especially with relatively new subordinates
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Skill/Will Matrix
HIGH
ADVISE DELEGATE
Provide Guidance & Provide Autonomy &
Training Authority
(Desire)
WILL
DIRECT MOTIVATE
Provide Specific Directions Provide Incentives
LOW
LOW HIGH
SKILL (Ability)
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The GROW Model
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Tactical Coaching
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Tactical Coaching
• Focused on technical skills and knowledge
development related to the job requirements
• Observing and analyzing subordinate’s
skills/product knowledge, providing constructive
feedback
• Takes place in the field, on series of different
situations
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Tactical Coaching Model
Provide
feedback &
agree on a
follow up
Conduct a plan with the
post subordinate
Observe the coaching
Conduct a subordinate discussion
pre-coaching
Plan the session
coaching briefing
session
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What to Observe
• Knowledge/skill area(s) specified in your coaching
objective.
• If necessary, other major strengths or
development needs.
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Principles Behind Successful Coaching
• Your employees know more than they think they
know.
• Every one has the resources for improving his
performance.
• Questions are more useful than orders.
• Learning from failure.
• Challenge brings out the best.
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