PEOPLE MANAGEMENT NEW TO MANAGEMENT

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PEOPLE MANAGEMENT NEW TO MANAGEMENT
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Course Objectives

• By the end of the course delegates will be able
  to
• Describe the complex role of the manager
• Assess the role of people management within a
  managers role
• Identify ways to motivate individual employees
  and ensure their jobs are fulfilling
• Analyse the effectiveness of different
  communication techniques
• Evaluate which tasks can be delegated

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Session Plan

• Session 1
• Management
• The characteristics of good managers and what
  makes them good
• Session 2
• Motivation - Getting the best out of people
• Session 3
• Communication Getting the right message across
• Session 4
• The art of delegation

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• Session 1
• Management
• The characteristics of good managers and what
  makes them good

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Management

• to gain results through other people

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Todays World Outside

• The only constant in todays world is change
• Quick and savage
• The Managers Challenge
• Manage the internal processes and people without
  effecting service or output

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Leadership and Management Whats the Difference?

• Management
• Controlling or directing a group of people and
  resources according to the principles and values
  that have already been established

• Leadership
• Setting a new direction or vision for others to
  follow
• Leader is the spearhead

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• Leadership and Management - What's the
  difference?

• Leadership
• Setting a new direction or vision for others to
  follow
• Leader is the spearhead

• Management
• Controlling or directing a group of people and
  resources according to the principles and values
  that have already been established

Leadership is knowing the right thing to do.
Management is doing it right
What happens if you have 1 without the other?

• Leadership without Management
• Sets a direction or vision without considering
  how it will be achieved
• Others have to work hard to make it work

• Management without Leadership
• Resources will be controlled and maintained
  (status quo)
• No movement or development

• Leadership with Management
• Direction is set and resources are managed

Drucker/ McGregor Say If youre not doing
both, drop the title and the salary
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People Management
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The Role of a Manager

• Motivation
• A
• N
• A
• G
• E
• R

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Motivation

• Getting others to want to do what you want them
  to do
• Get to know your staff - similarities and
  differences
• Everyones motivation is different. Treat them
  differently to get the right results.

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The Role of a Manager

• Motivation
• Authority
• N
• A
• G
• E
• R

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Authority

• Dont abuse. Its not a power trip
• It isnt all down to use but it is all up to you
• Do you make things happen, watch things happen or
  wonder what on earth happened?
• Dont blame others but be more demanding on
  yourself
• If it goes wrong, where did it go wrong and how
  can I improve it
• Managing without authority peers and bosses

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The Role of a Manager

• Motivation
• Authority
• Network
• A
• G
• E
• R

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Network

• Look outside your normal circle. Get to know
  people in other departments because you never
  know when you may need to manage without
  authority
• Network inside and outside the organisation
• Be interested, approachable and trustworthy
• Enthusiasm of people around your will rub off so
  surround yourself with dynamic people

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The Role of a Manager

• Motivation
• Authority
• Network
• Assess
• G
• E
• R

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Assess

• You cant affect it if you dont measure it
• Understand the key drivers to enable you to
  change the performance
• If something isnt working, dont protect it or
  justify it, ADJUST it
• Be careful to avoid analysis paralysis

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The Role of a Manager

• Motivation
• Authority
• Network
• Assess
• Goals
• E
• R

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Goals

• Set them - make them SMART
• Ensure everyone can experience success
• Challenge and stretch
• Dont be afraid of failure we learn more from
  failure than success
• Where others have ceased, continue
• Have a mindset that obstacles are irrelevant
• Go under, go round, go over, go through
• The networking helps

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Empower

• Learn to let go - allow others to do it
• Set clear parameters - give them the scope so
  they feel they believe they are doing something
  worthwhile
• Delegate, dont abdicate
• Dont interfere but be supportive
• Let them take the credit
• Allow people to fail but work through to find out
  where they went wrong

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The Role of a Manager

• Motivation
• Authority
• Network
• Assess
• Goals
• Empower
• Role Model

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Role Model

• Set an example of how you want other people to
  behave
• Just because youre having a bad day, doesnt
  mean everyone else has to have a bad day
• Its not all down to you, it is all up to you
• Be an inspiration
• Recognise, praise, pass on the credit
• Dont make it difficult for others to achieve
• You dont have to be serious dont lose your
  humour

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Question

• How does this compare to your initial findings?

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• Session 2
• Motivation - Getting the best out of people
• From the role of the manager, what key elements
  involve people management?

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People Management

• Management is
• getting things done through other people
• People are absolutely inherent in everything a
  manager does

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Motivation

• Getting the best out of people

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• Why do most people resist change at work?

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Identify a work situation which satisfied /
dissatisfied you.

• Describe the situation
• What happened that made you feel satisfied /
  dissatisfied?

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Herzberg Two Factor Theory

• Hygiene Factors
• Company policy and administration
• Supervision
• Interpersonal Relations
• Salary
• Status
• Job Security
• Personal Life

• Motivators
• Achievement
• Recognition
• Job Interest
• Responsibility
• Advancement

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• What strategies have you in place to ensure that
  each person on your team enjoys Herzbergs
  Motivators?

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Dealing with Situations

• If you had to deal with or work within the
  situation described, what would you do how
  would you react how would you behave?

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Feedback
1A 2A
1B 2B
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Managers AssumptionsMcGregors Theory X /
Theory Y
Theory X believe Theory Y believe
The average employee dislikes work and will avoid it if possible Working is as natural as play or rest for the average employee
People must be controlled and directed and punished, if necessary, to put in a real effort at work The typical worker does not have an in-built dislike of work
The typical worker wants to avoid responsibility and has little ambition Other means exist to motivate workers rather than control and punishment
Employees look for security above all else at work In the right circumstances, workers seek responsibility
Most employees have imagination and creativity that may be used to help organisations achieve their goals

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• Session 3
• Communication Getting the right message across

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Communication
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One Way One Way Two Way Two Way
You Your group You Your group
How confident are you that your drawing is exactly the same as that of the communicator (Scale 1 to 10. 1 not at all. 10 fully confident)
Were you frustrated during the exercise? (Tense unhappy displeased uncomfortable annoyed etc.) Y/N
If you did feel frustration, what was its nature, and with whom and/or with what were you frustrated?
Without looking at your watch, estimate to the nearest half-minute how long the communicating lasted. Est. Actual
When the communications have been completed, compare your drawings with the originals and estimate your accuracy. Concentrate on shape rather than dimensions. With 7 shapes, allow 15 per correct shape in the correct place
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Analysis

• One Way Communication

• Two Way Communication

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• Session 4
• The art of delegation

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Delegation
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• How do I decide what to do myself and what I can
  allow others to do?

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Delegation Grid
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Rules of Effective Delegation
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