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BASIC MANAGERIAL SKILLS

ROLE OF THE FRONT LINE MANAGER

6/13/2013

THE FRONT LINE MANAGER

SENIOR MANAGEMENT

FRONT LINE MANAGER

WORKMEN

THE FRONT-LINE MANAGER - his tasks

DEALING WITH PEOPLE

DEVELOPING ABILITIES
BUILDING TEAMS

ACHIEVING RESULTS

MOVING INTO A MANAGERIAL ROLE INVOLVES MAKING CHANGES FROM THE WAY YOU PREVIOUSLY PERFORMED FROM Doing the job Using technical skills Using well developed skills Being delegated tasks Controlling the output Having knowledge TO An uncertain managerial role Placing emphasis on people Having to learn new ones Having to delegate to others Being evaluated on others output Managing others - often with more knowledge

AS ONE MOVES UP THE LADDER

THE FOCUS CHANGES

SENIOR MANAGEMENT

PLAN

CONTROL

DOING
OPERATOR

As an Operator you are an Expert at your job In a Managerial Role you often lose the expertise & spend most of your time in Planning and Controlling The higher you climb the less of an expert you are

THE MANAGERIAL FUNCTIONS PLANNING


CONTROL DECIDE COMMUNICATE MOTIVATE DELEGATE DEVELOP COUNSEL

ORGANISING
STAFFING DIRECTING COORDINATING REPORTING BUDGETING

MANAGE CHANGE
MANAGE CONFLICT COPE WITH STRESS

THE MANAGER : his role

LEADER

ADMINISTRATOR

COORDINATOR

PROBLEM SOLVER

MANAGER

SPECIALIST

MOTIVATOR

COMMUNICATOR

TRAINER

THE MANAGER : MY AKA !

Grant Loan or Refuse

Make me feel fine or miserable

Accept or Reject me

Recommend Promotion or Demotion

MY MANAGER

Develop or Finish me

Reward or Punish

Grant Leave or Refuse it

Make me Richer or Poorer

THE MANAGER : his role


Subordinates
- Set good example
- Listen to ideas, complaints - Develop a feeling of belonging to a team - Give feedback on performance - Share goals - Encourage them to take responsibility -Train them - Consult them - Appreciate creditable work - Be just

Superiors
- Accept full
responsibility for work - Inform progress - Understand expectations - Represent your employees - Lighten his load - Report critical incidences

Associates
- Cooperate with other
Managers - Coordinate work with other sections - Understand problems of peers - Accept suggestions & criticisms of peers - Inform on data that affects them - Extend help

Work
-Know your work -Plan your work -Anticipate problems -Equipment

health
-Availability of materials -Distribute work -Use PDCA -Train -Handle problem cases -Develop new ways

- Counsel

LEADER
EXERCISES SELF - DISCIPLINE IN TERMS OF : Attendance & Punctuality

Availability at Work Place


Not absenting without information Using PPEs himself Keeps his own workplace clean

ADMINISTRATOR
Grants/Refuses Leave of his people Grants/Refuses OT Initiates Disciplinary Action

Ensures data logging by people


Ensures availability of people at workplace Ensures use of PPEs by his people Ensures housekeeping in his area Maintains records

COORDINATOR

For all activities to meet objectives

- Ensures availability of all resources to meet area objectives

SPECIALIST
Ensures application of Processes Ensures Quality

Thinks in terms of Improvements efficiencies, costs, utilisation... Adherence to ISO Ensures Safety

TRAINER
Identifies Skills / Competency needs for the job

Identifies Training Needs for his


people Organises training Guides, Coaches

COMMUNICATOR
Shares Objectives Ensures understanding of objectives Sends reports Reads reports Shares Successes & Failures Gives feedback, receives feedback

Listens

PLANNING
PUTTING THE FUTURE TO THE PRESENT

A PLAN HAS 3 MAJOR STEPS OBJECTIVES goals, targets, outcomes, results that one desires to accomplish

IMPLEMENTATION how are people & resources to be combined, over what period of time EVALUATION - how is the progress going to be monitored so that course corrections are possible

MOTIVATOR
Encourages achievements Gives positive strokes Builds enthusiasm Involves people Extends help Recognises good contributions

Shares successes and blames both

PROBLEM SOLVER

Addresses day-to-day problems - Technical - Human - External

PLANNING
PUTTING THE FUTURE TO THE PRESENT

SOME PEOPLE ARE REACTIVE THEY DO NOT PLAN. THEY ARE CONTENT WITH MEETING THE SITUATION WHEN IT COMES

AS A MANAGER WE NEED TO MAKE AN ATTEMPT TO CONTROL THE FUTURE. WE NEED TO BE PRO-ACTIVE.


WE NEED TO THINK AHEAD & CONSIDER : HOW YOU WANT THINGS TO TURN OUT HOW WOULD THEY TURN OUT IF YOU DO NOT TAKE ANY ACTION WHAT YOU NEED TO DO TO MAKE THE FUTURE AS YOU WOULD WANT IT TO TURN OUT

ORGANISING
MAKING THE BEST USE OF RESOURCES

HOW DO WE ORGANISE :
TECHNOLOGY EQUIPMENT MONEY RAW MATERIALS PEOPLE

PROCESSES

PRODUCTS OUTPUT

IN A MIX THAT WOULD GIVE US BEST RESULTS

MANAGING CONFLICT
PEOPLE DONT ALWAYS SEE EYE TO EYE

CONFLICT IS A NORMAL BY-PRODUCT OF PEOPLE TRYING TO WORK TOGETHER. SINCE SOME PEOPLE DIFFER WITH EACH OTHER, CONFLICTS ARISE. AS MANAGERS IT IS GOOD IF WE ARE ABLE TO : LIMIT THE NO. OF CONFLICTS RESOLVE WITHIN AN ACCEPTABLE TIME PERIOD

LOOK FOR THE ROOT CAUSE


PREVENT IT FROM DOING IRREPARABLE HARM USE THE CONFLICT AS A NEW LEARNING

MANAGING CHANGE
CHANGE the ONLY unchanging factor in a changing society
AS A MANAGER ONE HAS TO MANAGE CHANGE CHANGES IN TECHNOLOGY CHANGES IN SKILL REQUIREMENTS CHANGES IN PROCESSES CHANGES IN ENVIRONMENT CHANGES IN POLICY CHANGES IN ORGANISATION STRUCTURE / MANNING CHANGES IN CUSTOMER DEMANDS

DELEGATING
SHARING THE TASKS : Do I need to do this ?

X
Handing out tasks, telling people precisely how to carry them out and give them NO freedom to use their initiative Abdicating responsibility

DELEGATION : Increases involvement Creates enthusiasm Increases output Saves your time Gives you scope to move higher Increases your effectiveness
Entrust somebody down the line with the authority to make decisions about the task. You may specify the desired results but leave it to him to decide the path You are still responsible for the task delegated

FUNCTIONS : Front Line Managers

MOTIVATING getting your people to work willingly and productively to achieve results desired
COPING WITH STRESS work pressures COMMUNICATIONG DECISION MAKING CONTROLLING DIRECTING.

MANAGING PEOPLE : some principles


CONSISTENCY IN DEALINGS, APPROACH DEMONSTRATE FAIRNESS EXHIBIT LEADERSHIP QUALITIES ASTUTE OBSERVATION

EXUDE CONFIDENCE IN HIMSELF, TEAM


CLARITY IN COMMUNICATION SET EXAMPLE AUTHENTIC & DIRECT SELF-RESPECT LEARN FROM FAILURE