management january 2013

Be a better manager in 2013

by Toronto Training and HR

January 2013

3-4 Introduction to Toronto Training and HR 66-67 Psychological flexibility5-7 Basic roles of a manager 68-72 Improving communication8-9 Key behaviours of effective managers 73-74 Organizational

excellence10-18 Good management 75-76 Gainful

employment19-20 Consequences of poor management 77-78 Behaviour

21-25 Helping first-line managers cope 79-80 Supervisory interaction26-27 Improved decision-making 81-84 Supervisory

skills28-29 Types of capital at work 85-86 Drill 30-34 High-performance working 87-90 Positive

management35-38 Organizational health 91-92 Questions to ask

managers39-40 Reluctant managers 93-94 A journey in

progress41-42 Effect of globalization 95-96 How does

Canada compare to the 43-44 Competence classes rest of the

world?45-46 Accusations of bullying 97-98 Case study47-48 Impact of change 99-100 Conclusion and

questions49-50 Performance reviews51-53 Trust54-55 The communication dimension of trust56-57 Mindfulness58-59 The use of big data60-65 Psychological factors

CONTENTS

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Basic roles of a manager

Basic roles of a manager 1 of 2

• Analyzing what needs to be done in a situation then organizing and motivating others to do it

• Making best use of the resources available

• Communicating and sharing information

• Making decisions• Providing feedback on

performance

Basic roles of a manager 2 of 2

• Monitoring progress• Hiring people for

appropriate jobs• Delegating responsibility

Key behaviours of effective managers

Key behaviours of effective managers

ENCOURAGE GOOD EMPLOYEES AND HELP THEM BECOME TOP PERFORMERS• Challenge employees with

new opportunities• Recognize results in real

time• Ensure a healthy rate of

change• Adopt an open climate• Transcend the goal of

making a profit • Strengthen employee

strengths

Good management

Good management 1 of 8

• Providing direction• Working with people• Using resources• Facilitating change• Achieving results


BUSINESS BENEFITS• Improved business

performance• Improved employee

performance-wellbeing and engagement


REVIEW CYCLE• Assess whether the

organization has the management capability to deliver current and future strategic objectives

• Identify the skills gaps in management capability

• Consider options for addressing these skills gaps


REVIEW CYCLE• If learning &

development is the preferred option, choose the right activity

• Evaluate the impact and value for money of any development

• Regularly review management skills to ensure capability keeps pace with organizational objectives


IMPROVING CAPABILITY• Recognize that good

management matters• Be a role model;

management starts at the top

• Implement good working practices as a framework for good management

• Effective management runs right the way through an organization

Good management 6 of 8IMPROVING CAPABILITY• Provide training, support

and mentoring to new line managers

• Be clear about what good management skills and behaviours look like

• Assess your organization’s management capability at individual and organizational level and act upon it

Good management 7 of 8IMPROVING CAPABILITY• Make the most of the

practical tools that are available

• Invest in your workforce routinely, and as part of your business strategy

• Be authentic about good management and employee engagement

Good management 8 of 8ESSENTIAL ELEMENTS• Targets• Incentives• Monitoring

Consequences of poor management

Consequences of poor management

• Business costs• Business survival

Helping first-line managers cope

Helping first-line managers cope 1 of 4MAKE THEM FEEL VALUED AND

FULLY EQUIPPED • Ensure first-line managers are

clear about their role, their responsibilities and their objectives

• Promote any existing initiatives that provide support to first-line managers

• Run surveys or focus groups to find out what first-line managers need in order to flourish-and publish the results

Helping first-line managers cope 2 of 4

MAKE THEM FEEL VALUED AND FULLY EQUIPPED • Invest in appropriate training to

equip first-line managers with the necessary knowledge, skills and behaviours

• Create first-line manager champions who can act as role models for others

• Create a networking forum where first-line managers can resolve problems and share ideas

Helping first-line managers cope 3 of 4MAKE THEM FEEL VALUED AND

FULLY EQUIPPED • Ask senior managers to attend

first-line manager meetings to discuss strategic initiatives

• Strengthen links with middle and senior managers through coaching and mentoring

• Develop a culture in which open and honest conversations can take place between first-line managers and their bosses

Helping first-line managers cope 4 of 4

MAKE THEM FEEL VALUED AND FULLY EQUIPPED • Empower first-line managers to

make decisions and solve problems within defined boundaries

• Create a wellness program to protect and improve the wellbeing of first-line managers

• Offer flexible reward packages

Improved decision-making

Improved decision-making• Observe first• Make decisions closest to the

point of activity• Define decision rights and

expectations• Use standards to capture and

utilize experience

Types of capital at work

Types of capital at work • Traditional economic capital• Social capital• Human capital• Positive psychological capital

High performance working

High performance working 1 of 4

LINKS TO MANAGEMENT CAPABILITY• Empowering individuals

and making the most of their skills e.g. provide autonomy instead of control, continuously develop people and let them apply themselves, use performance management to ensure effort is focused on added value activities


LINKS TO MANAGEMENT CAPABILITY• Impact on employee

engagement and contribution to improved productivity/performance-understanding what drives engagement and the implications for management skills development


LINKS TO MANAGEMENT CAPABILITY• Impact of job design

including the scope and flexibility of jobs, understanding the manager’s role in determining the scope and flow of work.


LINKS TO MANAGEMENT CAPABILITY• Impact of workforce

planning enabling organizations to ensure the right supply of skills in the right locations at the right time. Understanding the manager’s role in terms of both understanding and communicating the need for skills and labour, enabling them to effectively deploy labour as necessary

Organizational health

Organizational health 1 of 3SYMPTOMS OF POOR HEALTH• Declining profits• Decreasing productivity• Increasing absenteeism• Barriers to open

communication• All decision making at the top

managerial levels• Lack of commitment to the

organization• Low levels of motivation and

morale

Organizational health 2 of 3SYMPTOMS OF POOR HEALTH• Reputation of the organization

ignored by employees• Existence of unethical

behaviour• Lack of goal setting• Lack of mentoring• Lack of learning &

development programs• Lack of trust among

employees

Organizational health 3 of 3DIMENSIONS OF ORGANIZATIONAL HEALTH• Communication• Participation and involvement• Loyalty and commitment• Morale• Institutional reputation• Ethics• Performance recognition• Goal alignment• Leadership• Development• Resource utilization

Reluctant managers

Reluctant managers• Is this you?• Recent statistics• Recognize results in real

time• Be true to yourself• Thinkers and feelers• Treat others how they want

to be treated

Effect of globalization

Effect of globalization• Definition• Types of global

organizations• How do organizations go

global?• Managing in a global

organization• Dimensions of cultural

difference• Corporate social

responsibility and sustainability

• Ethics• Diversity

Competence classes

Competence classes• Methodological class• Self-dispositive class• Social competence class• Business management

class• Leadership class• Personal competencies

Accusations of bullying

Accusations of bullying• Cultivate• Calculate• Compensate

• Types of justice

Impact of change

Impact of change• External drivers• Internal drivers

Performance reviews

Performance reviewsFACES THAT MANAGERS SEE• The diva/superstar in his or

her own mind• The deflector• The nine to five• Upwardly mobile/unsure• The star

Trust 1 of 2TYPES OF TRUST• General trust among all

workers to maintain positive relationships with each other and various stakeholders

• Employee trust in senior leaders

• Trust in the organization• Trust in external relations• Trust between employees

and line managers

Trust 2 of 2CULTURE ATTRIBUTES• Predictability process• Intentionality process• Transference process• Calculative process• Capability process

The communication dimension of trust

The communication dimension of trust• Accurate information• Explanation for decisions• Openness

Mindfulness

Mindfulness• Present moment contact• Thoughts and feelings• Observing approach to self• Acceptance of unpleasant

thoughts and feelings

The use of big data

The use of big data• Difference from analytics• Questions to ask• New culture of decision

making• Management challenges• Getting started

Psychological factors

Psychological factors 1 of 5 ATTITUDES• Components of an attitude• Job satisfaction• Job involvement• Organizational commitment• Perceived organizational

support• Employee engagement

factors• Consistency• Cognitive dissonance• Surveys• Implication for managers

Psychological factors 2 of 5 PERSONALITY• MBTI• Big Five model• Locus of control• Self esteem• Self-monitoring• Emotions• Emotional intelligence• Implications for managers• Personality Job Fit Theory• Personality and occupations

Psychological factors 3 of 5 PERCEPTION• Factors influencing

perception• Attribution theory• Shortcuts• Implications for managers

Psychological factors 4 of 5 PERCEPTION

Psychological factors 5 of 5 LEARNING• Theories of learning• Shaping behaviour• Implications for managers

Psychological flexibility

Psychological flexibility• Values affirmation• Commitment to values-

directed action

Improving communication

Improving communication 1 of 4

• Seek out and provide contact for organizational information-ensure that the team clearly understands its priorities and goals fit into the organization’s overall goals

• Make information relevant by translating information so employees understand how they fit in and what’s in it for them

• Provide job-related information so the team receives essential information to help them do their jobs more effectively


• Provide information and feedback on individual performance and other employee-related matters such as recognition of achievements and contributions, or ways to be better

• Provide information with a sense of empathy

• Managers need to understand how they are performing from employees’ point of view through activities from engagement surveys to listening sessions conducted by impartial third-party organizations


• Establish a cadence of communications that enables employees to know there will be predictable, reliable and consistent opportunities for getting information from leaders and supervisors plus giving their feedback


WHAT DO THE BEST BOSSES DO• Tell employees what is

expected of them• Explain clearly how their

departments and individual efforts contribute to the success of the organization

• Provide constant feedback on job performance

Organizational excellence

Organizational excellence• Positive corporate culture• Positive management• Positive workers• Good work

Gainful employment

Gainful employment• Characteristics• Strengths-based approach

Behaviour

Behaviour • Focus of organizational

behaviour• Goals of organizational

behaviour

Supervisory interaction

Supervisory interaction• Employees role• Nature of the work• Project work• The “best answer”• Case work• Work across several

functions• Analytical work; what if?• Assigning work

Supervisory skills

Supervisory skills 1 of 3WHY DEVELOP SUPERVISORY SKILLS?• Benefits• Current “training” process• Challenges with the current

process

Supervisory skills 2 of 3WHAT SUPERVISORY SKILLS ARE NEEEDED?• Discover the skills needed-

self, others and systems• Review the job profile• Select the most important

skills-important tasks for success, most important skills for success

• Assess current skill level for each supervisory skill identified-skills to build on and skills to be developed

Supervisory skills 3 of 3CREATING A PERSONAL DEVELOPMENT PLAN• Definition• How to create one• Development solutions• Different ways to develop

skills• Follow-up• Review and update

Positive management

Positive management 1 of 3 • Definition of meaning• A meaning-centred approach

to positive management• Levels of purpose• Assessment of purpose• Wheel of understanding• Areas of responsibility• Toxic elements in the

workplace• Intrinsic sources of work

satisfaction• Extrinsic sources of

enjoyment

Positive management 2 of 3 HOW TO BE A GOOD BOSS• Earn your employees’

respect• Earn your workers’ trust• Maintain good relationships• Get employees actively

engaged in their work

Positive management 3 of 3 HOW TO BE A GOOD WORKER• Having the right

competencies• Having the right motivation• Having the right attitude• Providing added values

Questions to ask managers

Questions to ask managers• Interconnection of targets• Clarity and comparability

of goals• Consequence management• Installing a talent mind-set• Removing poor performers• Unique employee value

proposition• Retaining talent• Continuous improvement• Performance tracking• Performance dialogue

A journey in progress

A journey in progress• Early management

accomplishments• Traditional management

functions• Know each employee• Roles for managers

How does Canada compare to the rest of

the world?

How does Canada compare to the rest of the world?

Case study

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions