Managers

Role of

Leadership: An Overview

dpathak
Becoming a Manager

1. List down your daily activities

2. How does it differ from – weekly, quarterly, yearly ……..
3. How does your role differ from that of you superiors at various
levels (above & below).
Introduction
Becoming a Manager
Managing your Time
Understanding the Responsibility
Managing the Organization Responsibility
Mastering the Communication Responsibility
Assuming the Control Responsibility
Managing Diversity
The Support Staff
Evaluating Employee Performance
Appraisal tools and Manage Performance
Conclusion
Use these inputs Be faithful to Perform these Output
these values Mgr. processes

Planning

Desired behaviour
organizationally
Achievement,
Maximum / efficient goal
Human, Material, Finance

Philosophy, beliefs & Assumptions Organizing

Leading
Helping
Supporting
Developing
Evaluating
To manage one must know what you have to be.
Rank the following attributes. Most valuable at number 1, next
2and so on…….

---- Willingness to work ---- Curiosity

long hours
---- Single-mindedness ---- Skill for numbers
---- Analytical ability ---- Willingness to take risk
---- Ambition ---- Enterprise
---- Ability to spot ---- Ability to meet unpleasant
opportunity situations.
---- Enthusiasm ---- Imagination
---- Willingness to ---- Ability to adopt quickly
work hard to change.
---- Integrity ---- Understanding of others.
succeed, not to fail. 

It is the manager's job to

understand people's
strengths and weaknesses. 

Managers who strive to find

the good in their people
will achieve far more than
managers who only find
fault.
Key managerial skills such as team development,
performance management, coaching and self management ……..

for effectiveness
A manager's job is varied and complex.
Managers need certain skills to perform the duties and activities
associated with being a manager.
What type of skills does a manager need?
Research by Robert L. Katz found that managers needed three
essential skills.
These are technical skills,
human skills and
conceptual skills.
Technical skills include knowledge of and proficiency in
a certain specialized field,
such as engineering, computers,
financial and managerial accounting, or manufacturing.
These skills are more important at lower levels of
management since these managers are dealing directly
with employees doing the organization's work.
Human skills involve the ability to work well with other
people both individually and in a group.
Because managers deal directly with people, this skill is
crucial!
Managers with good human skills are able to get the best
out of their people.
They know how to communicate, motivate, lead, and
inspire enthusiasm and trust.
These skills are equally important at all levels of
management.
Finally conceptual skills are the skills managers must have to think
and conceptualize about abstract and complex situations.
Using these skills managers must be able to see the organization as
a whole, understand the relationship among various subunits, and
visualize how the organization fits into its broader environment.
These skills are most important at top level management.
A professional association of practicing managers,
the American Management Association,
has identified important skills for managers that encompass;

conceptual,
communication,
effectiveness, and
interpersonal aspects.

These are briefly described below:

Conceptual Skills: Ability to use information to solve business problems, identification of
opportunities for innovation, recognizing problem areas and implementing solutions,
selecting critical information from masses of data, understanding the business uses of
technology, understanding the organization's business model.

Communication Skills: Ability to transform ideas into words and actions, credibility among
colleagues, peers, and subordinates, listening and asking questions, presentation skills and
spoken format, presentation skills; written and graphic formats

Effectiveness Skills: Contributing to corporate mission/departmental objectives, customer

focus, multitasking; working at multiple tasks at parallel, negotiating skills, project
management, reviewing operations and implementing improvements, setting and maintaining
performance standards internally and externally, setting priorities for attention and activity,
time management.

Interpersonal Skills: Coaching and mentoring skills, diversity skills; working with diverse
people and culture, networking within the organization, networking outside the organization,
working in teams; cooperation and commitment.

In today's demanding and dynamic workplace, employees who are invaluable

to an organization must be willing to constantly upgrade their skills and take
on extra work outside their own specific job areas. There is no doubt that skills
will continue to be an important way of describing what a manager does.
Peter Drucker ;
What made them all effective is that they followed the same eight
practices:

They asked, "What needs to be done?"

They asked, "What is right for the enterprise?"

They developed action plans.

They took responsibility for decisions.
They took responsibility for communicating.
They were focused on opportunities rather than problems.

They ran productive meetings.

They thought and said "we" rather than "I."

The first two practices gave them the knowledge they

needed.
The next four helped them convert this knowledge into
effective action.
The last two ensured that the whole organization felt
Competency chart and associated key attributes:

Group Competencies Key Behavioral Attributes

Organizational Organizational Values Integrity, Trusteeship, Respect for
Values individual, Credibility , Having a Larger
purpose
Leadership of Interpersonal Team Work, Conflict Management,
People Effectiveness Withstanding Pressure
Coaching & Mentoring People Development, Empathy
Change Orientation Adaptable to Change , Cross Cultural
Management
Leadership of Decision making Decision Making, Problem Solving , Dealing
Business with ambiguity

Business acumen Business sense , Strategic thinking

Leadership of Drive for Results Achievement Orientation , Planning &
Results Organizing Skills , courage to dream big &
being passionate about it.
Customer Orientation Customer Focus , Customer Care
Professional Excellence Learning , Innovation ,Persistence , Quest
for Knowledge
Influencing & Influencing, Networking,
Networking Communication Skills, Manage external
Environment
EMPATHY – The ability to get into someone else’s shoes so as to
understand his feelings & emotions. The ability to step out of
one’s own shoes so that one’s own feelings do not get mixed up
with the other persons.

PROFICIENCY LEVEL
1. Is insensitive to others’ feelings. Does not grasp what the other person is
feeling.
2. Makes an attempt to understand what is being said. Asks questions for
furthering understanding.
3. Makes an attempt to step into the other’s shoes; listens attentively, keeps an
open mind. Accurately reflects surface feelings and concern.
4. Steps into the other’s shoes and feels exactly how the other person is feeling.
Understands & surfaces unspoken or hidden concerns.
5. Is extremely sensitive and perceptive of the other person’s emotions. Can
identify long term implications relating to underlying concerns.
Communication – gaining co-operation from your staff
How to deal with conduct and capability issues
Handling difficult situations assertively for positive outcomes
The principles of workplace motivation and what are the key elements of motivation
Interviewing skills for managers – ensuring you get the right person for the job
How to conduct an appraisal meeting, and why they are important to performance
How to coach your staff and provide support to help them achieve their own personal
objectives for the benefit of the organisation
Delegating with trust and ensuring it gets done
Running a team meeting and facilitation techniques to make the meeting effective
Managing upwards – presenting your case to your peers and your own manager
 MAHAVAKYA
LEADERSHIP PROCESS

TO BE

TO DO

TO SEE

TO TELL
?
Three skills you need to know to be a good manager

Interpersonal Skills

Oral Presentation
Managerial Skills

Writing