Effective Management: rationally organized activity

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Effective Management rationally organized
activity

• collaboration employee - manager
• effective management effective control and
  evaluation of the staff work
• complete analysis of the work
• the employee should be an economically reliable
  person
• staff training- tutorial system
• importance of the staff motivation
• struggle against the loss of resources

2
Effective management

• Effectiveness dedication/endeavor/ and minimum
  effort/no hurry
• Strict coordination between the different work
  teams
• Clear idea about near, far horizon
• Knowledge of human resources
• Order, discipline, general values set in the
  rules on the workplace

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Mary Parker Follets doctrine Human relations

• Main goal Research on the effective work of the
  employee
• Factors
• - individual particularities
• - work team
• - development of personal qualities
• - solving problems skills
• - respect for the employee. The Howtorn
  Effect.

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Self-motivation and Motivation of the work team

• Aspirations The condition to need something
• Motif Reason for activeness
• Aspirations according Abraham Maslow
  1/physiological, 2/ for security and safety
  reasons, 3/social - respect and mutuality,
  approval, liking, 4/knowing yourself and 5/
  actualization

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Work Needs

• From salary, good conditions for work, food,
  heating
• No punishments, financial bonuses
• Good relations with the director, friendly
  relations, groups
• Recognition in work, stimulation, authority in
  your work
• Creative development, advancement

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Stages in Development

• Introducing the new worker to the work
  environment professional obligations,
  psychological challenges, personal qualities,
  colleagues, tutors
• Formation of necessary qualities teamwork,
  discipline, subordination, self-preparation,
  engagement in the work team
• Training acquisition of new knowledge. Nowadays
  pragmatically-orientated, theoretic knowledge
  skills/for team work, conflict-solving,
  professional advice, collaboration

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Stimuli for affirmative behaviour in the firm

• Awards/money, moral- gratitude, praise, holiday,
  family award, award with a spiritual product
• Punishment, remark, reprimand, negative judgement
• Work with kind people, good director
• Personal satisfaction of the work
• Complexity satisfying environment and work

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Staff Development

• Nature the quality of the work accomplished
  depends on the knowledge and skills training
• Forms Training of the young workers, their
  permanent education according to categories

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Staff recruitment

• Choice criteria skills, experience, abilities,
  social skills
• Seeing the documents of the candidates
• Preliminary meeting - sifting of the
  non-appropriate ones
• Real interview
• Test understand the intelligence,team work,
  professional skills. It can be in the form
  jury-candidate
• Decision of the manager for the choice of the
  convenient candidate

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Job Interview- Requirements

• Good knowledge of the candidates documents
• Nice atmosphere of the interview
• Candidates are called one after the other
• Preliminary questions they can be basic and
  secondary. Basic about the work, qualification,
  motivation. Check the preliminary expectations
  for the position, their suitability and
  seriousness.
• The jury discusses and takes a decision. The
  good choice should be based on qualification,
  personal abilities, motivation, personal
  characteristics, desire to work in a team, solid
  education

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How to form a good staff

• Training - according to the tasks of the
  organization trustworthy people
• Important question what type of people do we
  need? Table of the staff present
• Analysis of the work environment workplace and
  activities
• Model of the negatives at the moment/redundant
  people, re-organization of the workplace,
  necessary resources

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Good work characteristic

• Obligations
• Professional risks
• Materials and techniques
• Psychological portrait
• Qualification, experience
• Chance for carrier development
• Expected behavior
• Motivation for work

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Conflict solving

• Conflict Clash of interests
• Usefulness shows a non-solved problem
• Paradox of the conflict fear, the staff hide the
  conflicts, relative calmness on the surface

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Types of conflicts

• Personal Clash of motifs, exterior cause,
  interior contradictions
• Interpersonal difference in interests, values,
  opinions. Rivalry. Difference in knowledge,
  level, qualification
• Inter-group struggle for resources, imposing of
  position, differences in values. Hostility,
  rivalry, negativity
• Concurrence between the firms. Opposition of
  values, final product, thinking.

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Conflict development

• Hidden period
• Awareness of the conflict
• Exterior realization
• Consequences for the staff, the person and work

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Management of the conflict

• Meeting-hearing. Mediationlooking for an
  acceptable decision, collaboration
• Mistakes keeping off the differences, avoiding
  them, express calmness, imposing the opinion,
  reconciliation, compromise

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Firm culture

• Ability to present yourself in a good light
• Good manners are a key for the person to be well
  accepted by the others
• They are necessary in a concurrent
  environment/etiquette/neutralising conflicts,
  outbursts
• They are a key to people belonging to different
  cultures
• Good manners kindness and politeness at the
  workplace

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Steps in firm culture

• Meetings
• Hand shaking
• Small talk listening, non-verbal communication,
  understanding and response/empathy
• Pluses of understanding we understand the
  person, gather information, understand the task,
  gain the persons favor
• Mistakes interrupting, lack of listening, adding
  our words

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Kind and friendly manners

• Having a guest
• Meeting a colleague
• In the cafe
• Next to the office equipment
• In case of a conflict explanation, without very
  personal messages, understanding, good
  intentions, collective decisions
• Difficult colleagues different tone, politeness
  not being rude
• The director non-servile behavior to him/her,
  as to the director, subordinates are not inferior