MANAGERS TODAYMANAGERS TODAY

RAZA KAMAL

PAF-KIET

SCOPE FOR TODAY’S SCOPE FOR TODAY’S TALKTALK

1. The Changing World2. Pakistani Work

Environment3. Military Vs Business

Manager-ship4. Areas of Concern Today Roles/ Skills Role of HRM Performance Leadership

THE CHANGING WORLDTHE CHANGING WORLD • OLD IS GOLD• Frontiers limit

competition• Rigid hierarchy

limit access to information

• Blue collar jobs• Homogeneous

population• Driven by large

organisations• Customer at

mercy of business

NEW IS NEWEROperating

boundaries LimitlessInformation is open

to allJob for

knowledgeable Cultural diversityBusiness accepts

social responsibilityEntrepreneurial spiritCustomer is the king

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THE PAKISTANI SCENARIOTHE PAKISTANI SCENARIOCOPING WITH BRAIN DRAIN.JOB INSECURITY MAKES YOU TIMID.CONCENTRATE ON ACTIVITY RATHER THAN RESULTS.ANCHORED TO THE HOMETOWN.JOB ASSURANCE FOR TECHNOCRATS.LOWER STAFF POORLY TRAINED.UNWRITTEN LOYALTY CONTRACT BROKEN.UNPREDICTABILITY/UNCERTAINTY HEIGHTENS STRESS.LOW ETHICAL VALUES.

THE BUSINESS ORGANISATIONTHE BUSINESS ORGANISATION

• Employees prefer temporary upward mobile jobs

• Dismantle hierarchy to increase flexibility

• Workdays have no boundaries• Downsizing has led to low commitment• Women are here to stay• Pay for performance• Flexi-timing is the necessity of

external pressures• Employees prefer self directed careers• Workers do not put heart and soul in

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DIFFERENCEDIFFERENCE

MILITARY BUSINESSBound by Rules/ Reg

FormalityChain of Command

Activity BasedLife Time Employment

FlexibilityInformalityNetworkingResult BasedCommitted to

Self- Dev

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Inputs(Goal

Oriented)

Outputs(External

ToOrgnzn.)

Pla

nn

ing

Org

anizin

g

Sta

ffing

Leadin

g

Contro

lling

Product/Services,Profits, Customer & Societal satisfaction,

Other Long-term Goals

Man, MachineMaterial,Method,

Measurement

Stake holder Feedback (reenergizing the system)

EXTERNAL ENVIRONMENT(Opportunities, Constraints)

StakeholdersShareholders;Society; Customers;Employees; Suppliers

Systems approach to ManagementSystems approach to Management

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Managerial SkillsManagerial Skills Technical SkillsTechnical Skills::

Application of Application of specialized specialized knowledge or knowledge or expertise acquired expertise acquired though formal though formal training & its usetraining & its use..

Human Skills:Human Skills:Ability to work with Ability to work with

people, understand people, understand and motivate groups and motivate groups & individuals.& individuals.

CoConceptual Skills:nceptual Skills:Mental ability to Mental ability to

recognize, analyze, recognize, analyze, diagnose and think diagnose and think through complex through complex situations.situations.

Skills NeededSkills Needed

Board

Exec.

Mgr.

Supr.

HUM

ANConceptual

Technical

Management: roles & skills

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DECISION MAKINGDECISION MAKING

MILITARY OFFICER BY PROFESSION IS A DECISION MAKER; UNCERTAINTY IS HIS OPPONENT, OVERCOMING IT

IS HIS MISSION.

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See that he doesn’t sweep away those papers under the carpet. I have to take decisions on them!

See that he doesn’t sweep away those papers under the carpet. I have to take decisions on them!

GROUP THINKGROUP THINK

CONDITIONSHighly cohesive groupUnder pressure to make decision

SYMPTOMS• Not being critical of each other’s

ideas.• Selective in gathering information.• Believe in group morality.• Lack of accountability.

FAULTY DECISION MAKING STYLE WHICH DESIRESFAULTY DECISION MAKING STYLE WHICH DESIRESUNANIMITY AT THE EXPENSE OF QUALITY DECISIONUNANIMITY AT THE EXPENSE OF QUALITY DECISION

HUMAN RESOURCE HUMAN RESOURCE MANAGEMENT AND THE MANAGEMENT AND THE

CHANGECHANGE

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Formula for PerformanceFormula for PerformancePerformance = Ability x

Motivation (Effort)

Ability = Aptitude x Training x Resources

Motivation = Desire x Commitment

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MAIN OBJECTIVEMAIN OBJECTIVE

To improve the productivity of Personnel work in Organization.

It creates a whole Organization Culture which binds workers to the organization.

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That MAGIC TOUCH is creation of a FRIENDLY ENVIRONMENT

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GROWTH & EVOLUTION OF HRM GROWTH & EVOLUTION OF HRM FUNCTIONFUNCTION

1st :Maintain harmony and avoid disruption.

2nd : Organizations should be change

oriented.

It demands HR Specialist because their role has changed from FACILITATOR to

FUNCTIONAL PEER. (Some one who puts energy)

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EMPOWERING HUMAN EMPOWERING HUMAN CAPITALCAPITAL

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WHY EMPLOYEE WHY EMPLOYEE EMPOWERMENT? EMPOWERMENT?

1-People are firm's most underutilized resource

2-Empowerment is the oil that lubricates the exercise of learning

3-Prime ingredient

4-Employee empowerment changes the manager's mind-set

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SIX KEY PARTS OF EMPOWERING YOUR SIX KEY PARTS OF EMPOWERING YOUR EMPLOYEEEMPLOYEE

1-Employee selection.

2-Clear and well defined job description.

3-Interdepartmental and intra-department communication.

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Contd…Contd…

4-Give them autonomy to work in their own style and restrict yourself to the monitoring without putting yourself over their heads.

5-One who is responsible is ultimately accountable for his work.

6-Whether need to get more involvements.

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It helps the sender It helps the sender communicate accurately and communicate accurately and honestly without jeopardizing honestly without jeopardizing interpersonal relationships.interpersonal relationships.

Supportive Supportive CommunicationCommunication

Relationships Between Unskillful Relationships Between Unskillful Communication and Interpersonal Communication and Interpersonal

RelationshipsRelationships

4 -

Coaching and CounselingCoaching and Counseling

Coaching: Focuses on Abilities Giving advice, direction or information to improve performance.

Counseling: Focuses on AttitudesHelping someone understand and resolve a problem him/herself by displaying understanding

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When to Coach: Lack of ability Insufficient information Incompetence Subordinate must understand the problem

When to Counsel Personality clashes Defensiveness Other factors tied to emotions “I can help you recognize that a problem exists.”

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Misdirected effort

CoachingFrequent performance feedbackGoal settingTraining or temporary assignment for skill developmentRestructured job assignment

Misdirected effort

CoachingFrequent performance feedbackGoal settingTraining or temporary assignment for skill developmentRestructured job assignment

Solid performance Reward good performance Identify development opportunitiesProvide honest, direct feedback

Solid performance Reward good performance Identify development opportunitiesProvide honest, direct feedback

Deadwood

Withholding pay increasesDemotionOutplacement FiringSpecific, direct feedback on performance problems

Deadwood

Withholding pay increasesDemotionOutplacement FiringSpecific, direct feedback on performance problems

UnderutilizesGive honest, direct feedbackProvide counseling Use team building and conflict resolutionLink rewards to performance outcomesOffer training for needed knowledge or skillsManager stress levels

UnderutilizesGive honest, direct feedbackProvide counseling Use team building and conflict resolutionLink rewards to performance outcomesOffer training for needed knowledge or skillsManager stress levels

Low

High

Motivation

Ability

Low High

Improving Performance

Traits of a Good Leader?Traits of a Good Leader?Survey Findings Survey Findings

When asked values people must look for & admired in a leader the majority of respondents selected the following (Over 50%)

• Honest 90%• Forward Looking 70%• Competent• Inspiring

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SURVEY FINDING

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ENERGY ENERGY LIKEABILITY LIKEABILITY INTELLIGENCEINTELLIGENCE INTEGRITY INTEGRITY DRIVEDRIVE COMMUNICATORCOMMUNICATOR ASSERTIVENESSASSERTIVENESS

Personality Traits Personality Traits

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I don’t know where he got his management training from. But what is important is he gets the work done

in this place?

I don’t know where he got his management training from. But what is important is he gets the work done

in this place?

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The staff gets on very well with me: strikes, go-slows, demonstrations, etc. are unknown in this office.

The staff gets on very well with me: strikes, go-slows, demonstrations, etc. are unknown in this office.

DIFFUSION OF KIRPATRIKDIFFUSION OF KIRPATRIK MODEL OF EVALUATING TRAINING EFFECTIVENESSMODEL OF EVALUATING TRAINING EFFECTIVENESS

Four basic criteria of evaluation of training :

Reaction• Feeling of

trainees about program.

Measured through feedback forms

Learning• Increase in

knowledge and capability before and after training

Behaviour• Extent of

improvement of behaviour and transfer of learning on the job.

Results• Outcome or

effects on the business due to training.

In terms of benefits & financial gains

Measured through observations and interviews

Measured by assessment of capability before and after training

Level 1 & 2 are diffused completely by most organizations

KP Model as failed to diffuse completely in the field of training at Level 3 & 4.

DUAL CAREER PATHS DUAL CAREER PATHS AND PLATEAUINGAND PLATEAUING

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Many companies are developing multiple or dual career path systems to give other individuals contributors additional career opportunities.

Developing career paths involves:analyzing work and information flows,

the types of tasks performed across job, similarities and differences in working environment.

historical movement patterns of employees into and out of the jobs.

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PLATEAUING PLATEAUING It means that the likelihood of the

employee receiving future job assignments with increased responsibility is low.

Mid career employees are most likely to plateau.

Plateauing may not always be bad for the employee or the company.

A plateaued employee may not desire increased job responsibilities.

Plateauing becomes dysfunctional when employees feels stuck in the job that offers no potential for personal growth.

Such frustration results in poor job attitude, increased absenteeism and poor job performance.

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REASONS FOR REASONS FOR PLATEAUINGPLATEAUING

Discrimination based on gender, race or age.

Lack of abilityLack of trainingLow need for achievementUnfair pay decisionsConfusion about job responsibilities

Slow company growth.

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REMEDIES FOR PLATEAUED REMEDIES FOR PLATEAUED EMPLOYEESEMPLOYEES

Employee understands the reason for Plateauing.

Employee is encouraged to participate in developmental activities

Employee is encouraged to seek career counseling

Employee does a reality check on solution.

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CONCLUSIONCONCLUSION

LEARNING FROM OTHERS IS A VIRTUE AND ADAPTING IT TO OWN ENVIRONMENT AN ART

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