EXCELLENT MANAGER

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EXCELLENT MANAGER

• Engr. Ansari
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• General Manager OperationsMK Fashions
  Ltd.Lecturer, BUFT
• Trainer Consultant, BDJOBS TrainingTrainer and
  consultant, Prothom-Alo Jobs trainingTrainer for
  Wal-Mart BD Ltd.
• Expert on Fully Automated Production Control
  System(ETS/GPRO, FR, SAP)Expert on LEAN
  MANUFACTURING
• ..................................................
  ..................................................
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• Ph- 8801823472921(Direct from Overseas)Alt. Ph-
  8801823472922(Direct from Overseas)
• Email ansari_engr_at_yahoo.comskype
  engineer-ansari..................................
  ..................................................
  .Right First TimeRespect for peoples
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• The true sign of intelligence is not knowledge
  but imagination

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• Vince Lombardi said that the key to winning is to
  
• become brilliant on the basics

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1. MANAGERIAL EFFECTIVENESS

• A manager is someone who gets results with and
  through other people.
• A superior manager is someone who gets superior
  results with through other people.
• Keep your eye on the ball.
• Why are you on the payroll?

Contd
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Managerial effectivenesscontd

• What specific, measurable results have you been
  hired to accomplish?
• What can you, and only you, contribute to your
  organization?
• Think through your work in detail.
• What are we trying to do?
• How are we trying to do it?

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2 FOCUS ON YOUR KEY RESULTS AREAS

• Seven key results areas for management

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Seven key results areas for management

• Their boss
• 1 Customer needs External customer
• Their people
• 2 Economics. Work to increase revenues /
  decrease costs
• 3 Quality. How can we improve quality?
• 4 Productivity. Output results
• 5 Innovation. New ideas, products and services
  for the future
• 6 People growth . The pay- off for training is
  30 1
• 7 Organizational development. Create a positive
  climate.

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3 STANDARDS OF PERFORMANCE

• These must be specific, measurable and time
  bounded.
• What gets measured gets done
• Rewards must be based on performance alone.
• What gets rewarded gets done
• Inspect what you expect.
• Quality control internal external

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4 CONCENTRATION OF POWER

• Only concentrate on critical areas were it makes
  a difference

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5 VITAL FUNCTION THEORY

• Seven key functions of management

Contd
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Seven key functions of management contd

• Planning
• Organizing
• Staffing
• Leading
• Communication
• Decision making
• Controlling

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6 MANAGEMENT BY OBJECTIVES

• With your subordinate, agree on the results
  expected.
• Standards of performance agree on
  measurement, determine the time.
• Be available.
• Give freedom to methodology.
• Review regulatory requirements.

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7 MANAGEMENT BY EXCEPTION

• Once each job has been assigned with key result
  areas and standards of performance, tell the
  person to report to you only when there is a
  variance.

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8 EFFECTIVE DELEGATION

• Match the skills of the person with the
  requirements of the task
• Explain the result you want and why
• Explain your preferred method of approach
• Turnover 100 responsibility
• Resist the temptation to interfere
• Schedule regular meetings for review

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9 CREATING A PEAK PERFORMANCE CLIMATE

• Challenge
• Freedom
• Respect people opinions even if you
  disagree
• Warmth friendship factor
• Control- non- judgmental performance review
  How are things going?
• Success experiences make people feel like
  winners
• Positive, confident expectations

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10 MANAGERIAL LEVERAGE

• Managerial leverage means increasing the amount
  of output relative to your input
• Batch your tasks- Utilize the learning curve
• Do things you are better at ( strengths)
• Teach, train and delegate to others
• Do more important things. Set priorities.
• Simplify the work

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11 HIRE THE RIGHT PEOPLE

• Clearly describe the job before hiring someone
• Think through the job
• Interview at least three people, at least three
  times. The Law of Three.
• Hire based on past performance check for
  accuracy
• Listen to your intuition

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12 FIRING INCOMPETENT PEOPLE

• When firing an incompetent person ask the
  question.
• who is competent? The person who made the
  hiring decision is the incompetent person.
• Fire gracefully firmly.

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13 MEETINGS

• Ask yourself why are we having this meeting
• Always write an agenda
• Schedule. Always start and stop on time
• Allow people to leave when they are no longer
  necessary
• Concentrate on the most important items first
• Press for closure on every item
• Assume that the latecomer is not coming at all
• Ask yourself Is this meeting wasting someone
  elses time?

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14 TEAM BUILDING

• Have overeaching goals for the team do
  something big
• Meet regularly
• Celebrate victories, successes and birthdays
• Encourage a climate of harmony. Remove those
  causing disharmony

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15 DECISIVENESS

• 50 60 of your time is making decisions
• Define clearly what you are trying to
  accomplish
• Define clearly the boundary conditions

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16 REMOVING OBSTACLES

• Identify the limiting steps that are holding you
  back
• Identify the rock that blocks your path
• Once you have identified your main obstacle,
  swarm all over it
• Obstacles are usually products, service or
  people problems

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17 MANAGER AS A ROLE MODEL

• Have good work habits
• Every organization is merely the length of
  shadow of one man

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18 BRAINSTORMING

• Have 4 - 7 people attending
• The ideal time is 15 45 mts.
• Generate as many ideas as possible

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19 NEGOTIATING SKILLS

• Determine what you want. Determine your ideal
  outcome
• 80 of negotiating success is preparation
• Argue the other persons case
• Always do win win negotiating. Look for a
  solution that is satisfactory to both sides

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20 COMMUNICATION SKILLS

• Learn how to write well
• Learn how to speak on your feet
• Develop the ability to sell
• Expect resistance to new ideas. Ask this What
  do you think
• Allow them to think it over for three days.

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21 COMMITMENTS TO EXCELLENCE AND PERSONAL PRIDE

• Set standards of excellence
• Encourage, reward and recognize quality work
• Celebrate success and achievement
• Lead by example

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CUSTOMER Internal external
ORGANIZATION its management
SELF As a manager
PEOPLE Individuals the work team
TASK Mission
The Central Perspective of the Manager
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• What separates the excellent companies are, make
  up of a greater number of individual managers
  acting as models for excellence.

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• These excellent managers recognize specific
  commitments to the
• customer,
• organization,
• key tasks,
• people,
• themselves.

These excellent managers recognize specific
commitments to the
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• The excellent manager lives by the five
  commitments and works it correct with others to
  build the ORGANISATION.

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What does the excellent manager do?

• Commitment to the Customer
• INTERNAL EXTERNAL

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COMMITMENT TO THE CUSTOMER

• THE EXCELLENT MANAGER
• Serves the Customer
• Builds Customer Importance

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COMMITMENT TO THE CUSTOMER Serves the Customer

• Knows who the customer is
• Is dedicated to meeting the needs of people
  who use the organization's services or products
• Encourage and listens to input from the people
  who use the organizations service or products
• Acts to solve customers problems in a timely
  manner

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COMMITMENT TO THE CUSTOMER Builds Customer
importance

• Consistently treats the uses of the
  organizations services or products.
• Clearly communicates the importance of the
  people who use the organizations product or
  service.

Contd
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COMMITMENT TO THE CUSTOMER Builds Customer
importanceContd

• Does not allow destructive comments about the
  people who use the organizations products or
  service.
• Is more committed to customers long- term
  satisfaction than the organizations short term
  gain.

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COMMITMENT TO THE ORGANIZATIONand its
management
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The excellent Manager

• Builds the organization
• Supports higher Management
• Operates by the basic values

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The excellent Manager

• Builds the organization
• Knows supports the mission of the
  organization
• Discourages destructive comments about the
  organization
• Is honest and positive in describing
  organizational benefits
• Inspires pride in organization

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The excellent Manager

• Supports Higher Management
• Describes higher level managers in a positive
  way.
• Avoids destructive comments about higher level
  managers.
• Does not pass the buck or blame higher level
  management.

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The excellent Manager

• Operates by the basic values
• Understands the basic values of the
  organization
• Manages using the basic values of the
  organization
• Encourages others to operate using the basic
  values of the organization.
• Takes corrective action when basic
  organizational values are compromised.

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COMMITMENT TO SELFas a manager

• Demonstrate autonomy
• Builds Self as a manager
• Accepts constructive Criticism

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COMMITMENT TO SELFas a manager

• Demonstrate autonomy
• Stands up for personal beliefs.
• Takes responsibility and ownership for
  decisions.
• Takes reasonable risks in trying out new ideas.
• Is more concerned with achieving excellence
  than playing it safe.

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COMMITMENT TO SELFas a manager

• Builds Self as a manager
• Shows a high degree of personal integrity in
  dealing with others
• Present self in a positive manner
• Demonstrates confidence as a manager
• Avoids destructive self- criticism

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COMMITMENT TO SELFas a manager

• Accepts constructive Criticism
• Is willing to admit mistakes
• Encourages and accepts constructive criticism
• Acts on constructive advice in a timely manner
• Does not discourage people from giving

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COMMITMENT TO PEOPLE individuals the work team
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The Excellent Manager

• Shows Positive Concern and Recognition
• Gives Development Feedback
• Encourages Innovative Ideas

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The Excellent Manager

• Shows Positive Concern and Recognition
• Consistently shows respect and concern for
  people as individuals
• Gives positive recognition for achievement
  without discomfort to either party
• Adequately rewards reinforces top performance
• Makes people felt like winners
• Avoids destructive comments about people at work

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The Excellent Manager

• Gives Development Feedback
• Effectively analyze performance.
• Develops specific plans when performance needs
  
• are improving.
• Strive to improve peoples performance from
  acceptable to excellent.
• Gives developmental performance feedback in a
  timely manner.
• Avoids taking credit for the ideas of others.

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The Excellent Manager

• Encourages Innovative Ideas
• Encourages suggestions for improving
  productivity.
• Provides opportunities for others to try out new
  ideas.
• Acts on ideas and suggestions from others in a
  timely manner.
• Avoids taking credit for the ideas of others.

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COMMITMENT TO TASKmission
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The Excellent Manager

• Keeps the right focus
• Keeps it simple
• Is action oriented
• Builds task importance

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The Excellent Manager

• Keeps the right focus
• Knows and supports the mission of the overall
  organization.
• Ties individual objectives to larger
  organizational goals.
• Concentrates on achieving what is most
  important.

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The Excellent Manager

• Keeps it simple
• Keeps the work simple enough to be understood
  and implemented.
• Breaks work into achievable segments.
• Encourage s efforts to simplify procedures.
• Avoids unnecessary complications.

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The Excellent Manager

• Is action oriented
• Communicates a positive sense of urgency about
  getting the job done.
• Emphasizes the importance of day to day
  progress.
• Encourage taking action to get things done.
• Concentrates on meeting deadlines.

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The Excellent Manager

• Builds task importance
• Is committed to excellence in task achievement
• Makes the task meaningful and relevant
• Encourages suggestions for improving
  productivity
• Does not downplay the importance of the work