supervisory management
DESCRIPTION
Supervisory and team management skills, principles, processes and practicesTRANSCRIPT
CHARLES COTTER
12-14 NOVEMBER 2014
TRAINING PROGRAMME OVERVIEW
• Management Principles and Practice
• Team Productivity and Delegation
• Decision-making and Problem-solving
• Leadership
• Communication and Interpersonal skills
• Motivation
• Team performance
• Diversity management
CONTEXT OF MANAGEMENT
THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
SESSION 1: MANAGEMENT PRINCIPLES AND PRACTICE
• The necessity of management
• Defining management
• Management roles
• Management skills
• Management functions
• Business functions
• Management resources
MANAGEMENT SKILLS
RESOURCE MANAGEMENT
• Refer to page 23 in Learner Guide
Apply 4 management functions
4 E’s of Resource Management
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 1
SESSION 2: TEAM PRODUCTIVITY AND DELEGATION
• Defining productivity
• Productivity improvement strategies
• Delegation golden rules
• Responsibility and Accountability
• Delegation process
• Delegation flow-chart
DEFINING PRODUCTIVITY
PRODUCTIVITY IMPROVEMENT FOCAL POINTS
• Processes
• Resources
• Structures
• Behaviour
• Systems
PRODUCTIVITY IMPROVEMENT STRATEGIES
• Job design
• Intra-preneurial incentives
• Training and education
• Incentives
• Empowerment and participation
• Devising reward systems
RESPONSIBILITY, AUTHORITY AND ACCOUNTABILITY
DELEGATION PROCESS
DECIDING WHAT JOBS TO DELEGATE?
• Refer to page 34 in Learner Guide
Develop productivity improvement strategies
Apply the 5-step delegation process
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 2
SESSION 3: DECISION-MAKING AND PROBLEM-SOLVING
• Types of decisions
• Conditions of decision-making
• Criteria of effective decision-making
• Optimal decisions
• Individual and group decision-making
• Problem-solving process
TYPES OF DECISIONS
• Programmed
• Repetitive and routine approach – applied tostructured problems
ProcedureRulePolicy
• Non-programmed
• Unique and custom approach – applied tounstructured problems
CONDITIONS OF DECISION-MAKING
OPTIMAL DECISIONS
INDIVIDUAL vs. GROUP DECISION-MAKING
INDIVIDUAL GROUP
Faster More time-consuming
Realizes less accurate decisions Realizes better results
More cost-effective More labour intensive
Easier to reach a decision More difficult to reach a decision owing to seeking consensus
Employee exclusion Employee involvement and participation
PROBLEM-SOLVING PROCESS
• Step 1: Identify, analyze and define problem
• Step 2: Search for ideas and solutions
• Step 3: Evaluate ideas and solutions
• Step 4: Select most appropriate solution
• Step 5: Implement solution
• Step 6: Evaluate the effectiveness of solution
STEP 1: ANALYZE (BY MEANS OF FISHBONE DIAGRAM)
STEP 3: EVALUATE (BY MEANS OF DECISION MATRIX)
STEP 4: TYPES OF SOLUTIONS
• MOP-IT • STOP-IT
STEP 5: IMPLEMENT (BY MEANS OF ACTION PLAN)
• Refer to pages 46-47 in Learner Guide
Individual and group decision-making
Criteria for effective decision-making
Apply the 6-step problem-solving process
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 3
SESSION 4:LEADERSHIP BEST PRACTICE
• The leadership process
• Sources of leadership power
• Transformational and other leadership styles
LEADERSHIP PROCESS
• Creating a Vision
• Articulating that vision in a Compelling and Inspirationalmanner
• Guiding and Supporting followers in the pursuit ofachievement of the vision
• Being a Driver and Agent of Change
• Nurturing, Developing and Empowering followers
• Serving as a Role Model
• Refer to page 54 in Learner Guide
Sources of leadership power
The value and merits of Transformationalleadership
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 4
SESSION 5: COMMUNICATION AND INTERPERSONAL SKILLS
• Communication
• Relationship building
• Interpersonal processes
• Empathy
• Empowerment
COVEY’S EMOTIONAL BANK ACCOUNT
BUILDING CREDIBILITY
• The Credibility Formula as: Credibility = Integrity +Expertise.
• Achieving a distinguishable level of follower faith andloyalty is certainly not an overnight occurrence and can beachieved only through openness; committed peopleinvestment and a proven scorecard of leadership andperformance excellence.
• Leader behaviour, actions and decisions congruent withreliability, fairness, consistency and transparency areinstrumental values which can enhance follower perceptionof the leader’s reputation, standing and eventually, theirwillingness to follow and support that leader.
EMPOWERMENT – BEING A CONDUCTOR/FACILITATOR OF LEARNING
• Refer to pages 70-71 in Learner Guide
Communication
Relationship-building
Empowerment
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 5
SESSION 6:MOTIVATION
• Performance equation
• Benefits of motivated workforce
• Motivation strategies
PERFORMANCE EQUATION
BENEFITS OF A MOTIVATED WORKFORCE
• Quality performance
• High levels of productivity (“a team memberis a productive teammember”)
• High levels of commitment (to both the teamand organization)
• High levels of team cohesion
THE PIVOTAL MOTIVATIONAL ROLE OF THE TEAM LEADER
• Refer to page 76 in Learner Guide
Motivation strategies
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 6
TEAM LEADER MOTIVATION ACTIONS
• Set specific goals for employees
• Goals should be realistic and attainable
• Job must suit the employee’s personality
• Respect and recognise individual differences
• Provide immediate feedback to employees on their performance
• Rewards should be individualistic
• Link rewards to performance
• Honour the principle of internal equity (i.e. fairness for all employees)
• Motivational theories should be regarded as cultural bound
STAGES OF TEAM DEVELOPMENT
PERFORMANCE DEVELOPMENT
CAUSES OF POOR PERFORMANCE
• Personal problems
• Skills/competence
• Lack of resources
• Organizational factors
• Refer to pages 89-90 in Learner Guide
Characteristics of effective teams
Performance development
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 7
DIVERSITY MANAGEMENT STRATEGIES
• Fully accept diversity
• Recruit broadly and select fairly
• Provide orientation and training programs
• Sensitize team members
• Strive to be flexible
• Seek to motivate individually and support valuable team membership
• Reinforce employee differences
• Encourage interaction and engagement
• Refer to page 95 in Learner Guide
Diversity management
• Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 8
CONCLUSION
• Key points
• Summary
• Questions
CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• Twitter: Charles_Cotter