This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
No one is born knowing how to be a manager. And whatever your previous job, it did not prepare you for management work. So if you’ve just become a supervisor, you must quickly start learning some new skills. The most important of these is performance management.
Delivering results through other people is the greatest challenge for most new supervisors. Before, you only had to worry about your own results – but now you must motivate others to do their best work. The guidelines below can help you succeed at this complex task.
Managerial skills represent the knowledge and abilities needed to fulfill managerial tasks. There are several types of managerial skills including conceptual skills, human relation skills, technical skills, communication skills, administrative skills, leadership skills, problem solving skills, and decision making skills. Analytical skills are crucial for solving problems and making decisions. They involve skills like problem solving, project management, goals and objectives setting, and understanding people. Decision making requires examining options, comparing them, and choosing a course of action using skills such as problem solving, leadership, reasoning, intuition, teamwork, creativity, and time management. Problem solving refers to achieving a goal from the current situation and involves skills such as problem identification, analysis, solution generation, development
Chapter 04 Directing function of managementPatel Jay
This document discusses key concepts in management functions including directing, personality, attitude, learning theories, perception, supervision, and motivation. It defines directing as influencing employees to perform efficiently through communication, motivation, leadership, and supervision. Personality is described as unique physical, mental and moral qualities. Attitude has cognitive, affective and behavioral components. Learning theories covered are behaviorism, cognitivism and constructivism. Perception involves receiving, selecting, organizing and interpreting sensory data. Supervision oversees subordinates' work through commanding, guiding and controlling. Motivation aims to improve employee performance and efficiency.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
Emotional Intelligence and Work EngagementScott Thor
This presentation provides an overview of research in which over 5,000 U.S. ASQ members contributed. The research centered on the relationship between emotional intelligence and work engagement in process improvement experts. Conclusions from the research suggest individuals who can manage their emotions are more likely to be engaged in their work.
This document discusses various leadership styles including autocratic, bureaucratic, democratic, laissez-faire, transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership styles. It provides descriptions of each style and when they may be most or least effective to use based on the situation and staff being led. The conclusion emphasizes that the best leadership style depends on the manager's background, the staff, and the organization, and that effective leaders adapt their style to different situations rather than relying on just one approach.
The basic skills of leadership include problem solving, decision making, planning, meeting management, delegation, communication, and self-management. These basic skills form the foundation for developing more advanced leadership practices in management. Leadership requires skills like integrity, vision, communication, building relationships, persuasion, adaptability, teamwork, coaching, decision-making, and planning. Developing these skills is essential for effective leadership.
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This document discusses key concepts in management including defining management, organizational goals and resources, and the four primary functions of management: planning, organizing, leading, and controlling. It describes how managers at different levels perform these functions and outlines various managerial roles, skills, and current challenges in the field.
The document discusses various managerial, interpersonal, and negotiation skills. It describes 10 roles managers play according to Mintzberg, including figurehead, leader, and monitor. Interpersonal skills like communication, listening, and conflict resolution are explained. Negotiation involves preparation, discussion, and seeking compromise. The key skills for trainers are technical knowledge, lesson planning, and interpersonal abilities. Marketing requires critical thinking, project management, and a holistic approach. Developing new skills involves communication, adaptability, research, and emotional intelligence.
Effective management requires four key skills: planning, organizing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing is creating an organizational structure with clear roles and responsibilities. Leading is motivating employees by communicating a clear vision and showing them how their work contributes. Controlling monitors performance and addresses any issues to ensure goals are met effectively and efficiently. Mastering these four skills is necessary for managers to guide their organizations successfully.
Delegation PowerPoint PPT Content Modern SampleAndrew Schwartz
128 slides include: the common objectives for delegation, overcoming barriers to delegating, top 5 reasons to delegate, types of questions to ask before delegating, effective delegation checklist, 6 steps for effective delegation, and appropriate tasks for delegation, 9 delegation opportunities, crisis delegation, tips for delegating to experts, bosses, and associates, 5 ingredients of communicating successfully, personal and organizational benefits, how to's plus more.
People management is one of the most difficult areas of management. Good managers must anticipate issues that could affect their employees' motivation and performance in order to keep their teams aligned with organizational goals. There are two main theories on managing people - Theory X assumes people are lazy and need close supervision, while Theory Y assumes people are self-motivated and seek responsibility. Effective managers balance concern for results with concern for their employees' needs and interests. Regular self-evaluation using a development wheel can help managers improve their coaching, delegation, communication, and other leadership skills.
The document discusses management skills and performance improvement. It defines different levels of management from top managers down to first-line managers and operatives. It also outlines key management processes like planning, organizing, leading, and controlling. Tools for management include delegation, problem solving methods like SWOT analysis and fishbone diagrams, and action planning.
This document discusses team building and effective team leadership. It defines a team as a group of people working together to achieve common objectives. The key stages of team building are forming, storming, norming, and performing. Characteristics of good team leaders include building trust, training members, providing information, developing team spirit, and encouraging excellence. Factors for successful team performance include having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership.
The workshop targeted management processes and skills including planning, decision making, organization structure, motivation, and leadership. Key points covered setting SMART goals, conceptual and technical skills, centralizing vs decentralizing decisions, formal vs informal organizations, and gaining feedback. A hi-tea break and business planning activity were included to apply the management concepts.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
Effective managers are role models who improve organizational effectiveness through their own performance and developing subordinates. While some believe effectiveness is innate, it can actually be learned and improved with practice. Effective managers understand the importance of knowledge and people in organizational success. They perform managerial activities efficiently and focus on achieving results. Characteristics include controlling their time effectively, concentrating on their contribution, building on strengths, focusing on one task at a time, and basing decisions on facts. Basic managerial skills are planning, organizing, and contributing direct results.
Managerial effectiveness refers to the degree to which management actions achieve organizational goals and objectives. It depends on elements like the manager, their subordinates, and the organization. Effectiveness is concerned with achieving the right outcomes, while efficiency is about achieving outcomes with optimal resource usage. Managerial effectiveness can be measured by factors such as staff motivation, training outcomes, productivity, and adherence to budgets and quality standards. Effective management is key to organizational success.
Managerial Behavior and Effectiveness PPT Arun Kumar
This document discusses the managerial job and defines its key dimensions. It describes the general functions of planning, organizing, leading and controlling. Functional dimensions include technical, commercial, financial, security, accounting and managerial roles. Mintzberg identified ten managerial roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and negotiator. Effective managers engage in traditional management, communication, human resource management and networking. Time management, delegation, social responsibilities and ethics are also important aspects of the managerial job.
The document discusses tools for measuring managerial effectiveness, including recognizing personality types, achieving goals, maintaining team atmosphere, and demonstrating sensitivity while achieving objectives. It emphasizes motivating employees by linking personal and organizational goals, encouraging risk-taking, and making employees feel like partners rather than mere teammates. The best managers work to continually develop their skills to succeed in evaluating employees and extracting their best performance for organizational success.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.
Many organizations expect managers who manage employees to exhibit both management and leadership qualities. They are required to build relationships among direct-report employees and to motivate them to achieve individual and group goals. The degree to which managers can successfully manage their staff's performance will be important for evaluating their worth to the organization.
A Combined Effect
Defining managerial effectiveness depends on an organization's management model. One way to look at managerial effectiveness is this: it's the combined effect of a manager who uses different management tools and techniques. Phillip G. Clampitt's model includes communication technologies, data, knowledge, action, performance feedback, boundary spanning, change and innovation. In this model, a manager brings all his actions together, providing different kinds of assistance to employees, such as helping them adjust to change and come up with new ideas that lead to innovation.
Planning and Execution
Another way to look at managerial effectiveness concerns the approach a manager takes to get people to produce desired outcomes. Some managers are less focused on interpersonal skills, perhaps having zero charisma, and are keenly focused on planning and execution. They set goals, create a plan for implementing those goals, assume responsibility for their decisions and share the implementation plan with employees through effective communication. If they have a high degree of managerial effectiveness, the results will follow from their systematic style.
The document discusses various dimensions of managerial jobs including:
1) General functions like planning, organizing, leading, and controlling.
2) Functional dimensions defined by Henri Fayol including technical, commercial, financial, security, accounting, and managerial.
3) Ten managerial roles identified by Henry Mintzberg such as figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
Efficiency and effectiveness: Presentation with ExamplesAbhimanyu Mathur
Find out the essential difference between effectiveness and efficiency. Examples such as business meetings v/s video conferencing and Steve Jobs' working strategy discussed.
The concept of efficiency and effectivenessFrank Nyarko
The document discusses the concepts of efficiency and effectiveness in work. Efficiency refers to doing things right, while effectiveness means doing the right things. Three key factors that contribute to work efficiency and effectiveness are working at a good pace, being organized, and creating the right work space. The document also compares efficiency and effectiveness, noting that efficiency focuses on process and current output while effectiveness considers long-term strategy and desired output. Motivation of employees is discussed as an important tool for improving efficiency and effectiveness.
This document outlines the agenda and goals for a workshop on managerial effectiveness. It discusses concepts like building trust, employee empowerment, and work-life quality that contribute to productivity. Managerial competencies like communication, leadership, and people skills are identified. The workshop will use techniques like role plays, case studies and questionnaires to enhance these competencies. It is estimated that managerial effectiveness and productivity will increase 25-30% as a result, while employee turnover could decrease 10-15%. Key assumptions and success factors are maintaining training follow-up and top management commitment.
The document provides guidance on how to properly give constructive feedback to employees. The purpose of feedback should be to improve future performance, not dwell on past mistakes. Feedback works best when it describes specific behaviors, explains the impact on others, and establishes clear expectations for improved future performance. The feedback process involves listening to the employee's perspective, and jointly developing a plan for measuring improved behaviors going forward.
The document discusses the differences between efficiency and effectiveness. Efficiency refers to doing things right and focuses on process and output to input ratio. Effectiveness refers to doing the right thing and focuses on meeting desired outcomes. The document uses the example of cellular manufacturing in a nut production industry to demonstrate how efficiency leads to effective results. Elements like material handling, inventory, quality, people, and customer benefits are discussed in terms of how efficient processes result in more effective outcomes. The conclusion states that efficiency is a productivity metric while effectiveness is a quality metric.
This document discusses diversity and discrimination. It defines diversity as being composed of distinct qualities and notes that people are diverse in terms of race, social status, age, religion, gender, and ability. Discrimination is defined as treating individuals differently because of their differences. The document outlines several common types of discrimination, including those based on sex, disability, age, race, and religion. It also discusses laws like the Civil Rights Act that prohibit discrimination and require employers to make accommodations for disabilities.
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
The document outlines an agenda for a training session on giving effective feedback. The session will discuss strategic alignment with organizational goals, define key terms, cover the essentials of effective feedback, review sources and opportunities for feedback, and techniques for receiving feedback. Attendees will practice skills and provide evaluations of the training. The overall vision is to transform state government into a high-performance organization through human resources services including developing employees with feedback.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
The document discusses various concepts related to leadership including definitions of leadership, transformational leadership, and important leadership concepts. It outlines James MacGregor Burns' concept of transformational leadership where leaders inspire followers to achieve higher levels of performance. The document also discusses the seven habits of highly effective people including being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergy, and sharpening the saw. Finally, it discusses the importance of communication in leadership and the types of formal and interactive communication.
leadership and managment.pptx leadershipAlaaShosha7
This document discusses the differences between leadership and management. Leadership involves influencing others and directing an organization towards a common goal or vision, while management focuses on planning, organizing, and overseeing tasks and employees. The document then provides more details on various leadership styles and qualities of effective leaders, as well as the roles and responsibilities of managers at different levels within an organization.
This document outlines the essentials of leadership. It defines leadership as the ability to influence and guide others towards a clear vision. Effective leadership involves establishing a vision, sharing that vision, providing knowledge to achieve it, and balancing interests. Business leadership requires motivating employees, delegating tasks based on strengths, and having courageous conversations. The document then lists and describes eight qualities of great leadership: sincerity, integrity, communication skills, loyalty, decisiveness, competence, empowerment, and charisma. It provides examples from leaders like MS Dhoni and quotes on leadership.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
The 7 Habits of Highly Effective People (summary).pdfBishwajitSingh6
It's a summary of "The 7 Habits of Highly Effective People" a book written by Stephen R. Covey that is very useful for our life improvement if we can practice.
The document discusses the five key skills, or "Five C's", for effective people management: Create, Comprehend, Communicate, Collaborate, and Confront. It describes each C in detail. Create involves recruiting the right people and providing training. Comprehend means understanding individuals' personalities and motivations. Communicate is conveying needs clearly to the team. Collaborate is sharing responsibility and delegating. Confront is addressing conflicts directly to avoid resentment. The Five C's form a holistic approach that delivers results through developing motivated employees.
This document discusses various managerial skills needed for effective management. It begins by defining managerial skills as the abilities and traits needed to perform management duties such as problem-solving, communication, and motivating employees. It then outlines and describes 13 key managerial skill categories including conceptual skills, adaptability, technical skills, leadership, motivation, time management, decision-making, communication, interpersonal skills, conflict resolution, emotional intelligence, continuous learning, and strategic thinking. For each skill, the summary provides an overview of its importance for management and examples of strategies or components involved.
This document discusses learning organizations and their key characteristics according to Peter Senge. It defines a learning organization as one that facilitates continuous learning among its members to adapt to changes in the business environment. The five main characteristics of a learning organization are: 1) systems thinking to understand interrelationships, 2) personal mastery through continuous learning and growth, 3) questioning mental models and assumptions, 4) developing a shared vision, and 5) team learning through collaboration. Barriers to becoming a learning organization include resistance to change, ignoring problems, lack of leadership, disregarding team success, short-term focus, and excessive control.
The document discusses the importance of quality leadership in implementing a total quality management system. It outlines the key roles and responsibilities of organizational leaders in establishing a quality policy statement, driving continuous improvement, and inspiring employees to achieve quality goals. Additionally, it examines different leadership styles and principles for promoting quality excellence throughout an organization.
What is culture? What kinds of culture are there?
2. What are the key methods used to describe cultures? What are the additional determinants of cultures?
3. How does culture impact local business practices and how does cultural understanding apply to business
negotiating?
4. What is global business ethics and how is it impacted by culture?
5. How do ethics impact global businesses?
This document provides information about Solutional, a training and development company. It discusses Solutional's training methodology, which focuses on engaging people and driving change through experiential learning solutions. Solutional works with clients to understand their needs and design customized training programs. It offers various leadership development programs to help people lead themselves, others, and businesses more effectively. The programs use techniques from fields like neuro-linguistic programming and transactional analysis. Solutional aims to ensure training solutions are practical and drive positive behavioral change.
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
DiazChief Academy Leadership 2018.pptxssuser226479
This document discusses the roles of leadership and management. It defines leadership as setting a new direction or vision, while management is directing people and resources according to established principles. Effective leadership combines both setting a direction and managing resources to achieve the vision. The document provides tips for managers, such as demonstrating ability to get things done and nurturing shared commitment to goals. It also discusses myths about management, such as the myth that managers must control direct reports.
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
8 important soft skills freelancers need to have (1).pdfJagriti Rai
In this amazing slides of 8 important soft skills, you as a freelancer will learn that not only technical skills are going to help you in your freelance journey rather having a good knowledge of soft skills and interpersonal skills will boost your way of freelancing.
Soft skills are just as crucial for freelancers as technical skills, if not more so. While technical skills determine the expertise and knowledge in a specific field, soft skills encompass a range of interpersonal and communication abilities that facilitate success in the freelance world. Here's why soft skills are vital for freelancers:
1. Client Collaboration: Freelancers often work directly with clients, and effective communication and collaboration are paramount. Soft skills like active listening, empathy, and clear articulation help freelancers understand client requirements, build strong relationships, and deliver satisfactory results. By demonstrating strong interpersonal skills, freelancers can establish trust, mitigate conflicts, and foster long-term partnerships.
2. Client Satisfaction: Clients value more than just technical proficiency; they seek freelancers who can understand their needs, provide excellent customer service, and exceed expectations. Soft skills such as problem-solving, adaptability, and attention to detail enable freelancers to deliver tailored solutions, respond to changing client demands, and ensure client satisfaction. These skills contribute to positive feedback, repeat business, and referrals.
3. Time and Project Management: Freelancers juggle multiple projects simultaneously, requiring effective time management, prioritization, and organization skills. Soft skills like self-discipline, reliability, and the ability to meet deadlines are critical. They enable freelancers to manage their workload efficiently, deliver projects on time, and maintain a professional reputation.
4. Networking and Self-Promotion: Freelancers need to market their services and build a strong professional network. Soft skills like networking, interpersonal communication, and self-confidence help freelancers engage with potential clients, promote their work effectively, and seize new opportunities. Strong networking skills can lead to referrals, collaborations, and a steady stream of projects.
5. Adaptability to Changing Environments: Freelancers often encounter diverse clients, industries, and work environments. Soft skills such as flexibility, resilience, and the ability to learn quickly are essential for adapting to new situations and requirements. These skills enable freelancers to thrive in dynamic work settings, embrace new technologies, and stay ahead of industry trends.
While technical skills provide the foundation for freelancers, Freelancers who cultivate and emphasize their interpersonal, communication, and other soft skills position themselves for client satisfaction, and sustainable growth in the highly competitive freelance marketplace.
Soft skills are most often characterized as the personal attribu.docxjensgosney
Soft skills are most often characterized as the personal attributes that make up the interpersonal and intrapersonal aspects of an individual. Soft skills can include attitude, manners, social skills, the ability to communicate, listen, delegate, resolve conflicts, work as a team player, adapt to change, and work hard.
The term “soft skills” is not an indication on their importance; in fact, it can be argued that soft skills are more important to character and success you might achieve. Soft skills are compared to, and more specifically complement, a person’s “hard skills” which are the specific skills required for a job. For example, the soft skills necessary for a leader in an organization would be vision, social skills, emotional intelligence, empathy, work ethic, communication, and flexibility while the hard skills would be execution, organization, knowledge of computer programs, a second language, planning, coordinating and a thorough understanding of the organization’s policies and procedures.
In the previous section, many soft skills have already been discussed. You practice a variety of soft skills every day as a matter of fact. They occur so naturally you may not even notice them or have never spent time to realize strengths that you regularly exhibit. Identifying your soft skills will give you talking point in interviews and in promotion discussions, as well as give you new goals and areas to improve upon.
Critical Soft Skills
The following is a list of primary soft skills that just about every employer is looking for from their staff. It is no means inclusive as soft skills refer to an often intangible set of abilities that to some degree are engrained in everyone. While the primary soft skills are generally agreed upon as important in any job capacity, there are countless others that are deemed imperative as well (See Module 3: Personal and Career Evaluation). Depending on the job or function you are performing, these may be just as imperative as the ones listed below but not as universal. Review the following and determine which areas are personal strengths and which are areas in need of improvement.
· Communication. Communication permeates just about every aspect of both personal and professional endeavors. It is associated with active listening, comprehension, and clear expression of thoughts and ideas. It includes oral, written, and non-verbal types. To improve your communication skills, focus on both what you are saying and how you are saying it, and always remember that receiving information is just as crucial as providing it so practice active listening instead of just thinking of what to say next.
· A Good Work Ethic. Your work ethic is the sum of your attitude, actions, and guiding values. It is how company leadership knows that you are trustworthy and have the best interests of the organization at heart. A good work ethic is demonstrated through your decisive behavior, motivation, and dedication. You cannot .
The document discusses key aspects of effective leadership and management. It provides principles for leading people, such as knowing your job, setting an example, caring for people, communicating, educating, equipping, motivating teams, and developing teamwork. It also discusses characteristics of high-performing teams, including participative leadership, shared responsibility, common purpose, communication, and being future-focused. Overall, the document emphasizes the importance of competent leadership, developing teams, and focusing on people to achieve goals in complex and unpredictable work environments.
Nidhi Kadam has over 13 years of experience in technical roles involving tools like Informatica and various databases and operating systems. She is seeking new opportunities that provide challenges involving people, processes, clients, schedules, and using cross-skills. She specializes in applying Lean, Six Sigma, and PMP approaches to automate systems, empower teams, encourage knowledge sharing and collaboration both internally and with clients. She has experience leading and managing multiple teams while also contributing her individual technical skills. Her experience includes roles at various organizations across industries like banking, healthcare, pharmaceuticals, energy, and more.
The document provides tips for effective recruiting that requires least effort and time. It recommends keeping candidate databases updated, conducting career seminars for candidates, maintaining alumni relationships, refining processes based on feedback, and focusing on candidate and company fitment in interviews. Compensation should be considered carefully based on market rates and existing employees to avoid anomalies. The goal is to find the most suitable candidates through a streamlined process.
Herb Cohen is another favorite author and renowned negotiator. The best thing I learned from the book is - we got to be good, else focus shifts from problem to manners :-)
These are my views on the book. Stephen R. Covey has been my first favorite author since so long that I even forgot lately - why? Recently I got a chance to go through the book again and I found out the answer. Hope this compact version helps others too in some or the other way.
The document describes an interaction between a reporter and Albert Einstein. The reporter asks Einstein for his phone number, surprised that Einstein can't remember it himself given his reputation as the smartest man in the world. Einstein responds by pointing out that there is no need to memorize something if you know where to find the information.
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2. Managers are the inviolable solid pillars of organisations on which depends the
prosperity of the establishment they work for.
With the privatisation policy of the Government of India, the number of organisations
under the management of private ownership is increasing, and in order to take such
organisations to the zenith of efficiency, competent managers are the need of the day.
Organizations also have started investing in retaining effective managers and
developing their new cadre.
Managers are responsible for the quality working of the employees in any organization.
They should act as leaders to plan, organize, implement, and control the activities and
resources. They need to be emotionally intelligent as their interpersonal skills are the
key element in meeting the desired goals of the organization.
Managers should continuously improve their skill-set. They should focus their time and
attention enhance qualities like creativity, team-building, motivation, writing-skill,
communication, leadership, cooperation, trustworthiness and handling tough
situations.
2
4. Creativity is the ability to look at the same thing as everybody else and see something
different.
-Charles "Chic" Thompson
A brilliant idea that sits on the shelf doesn't help anyone. It must be implemented.
A manager who understands the value of creativity and knows how to facilitate it,
also realizes project’s success more easily. Creativity is just one, albeit important,
skill that must utilized for success. 4
5. Creativity is now considered the most important leadership quality for success in
business, outweighing even integrity and global thinking. In today’s business world,
creativity is the key for major success and the survival of any business. A manager
needs to make the best of his employees, by initiating and encouraging their
creativity.
Methods to be role model for creativity –
•Lower cubicle walls
•Come up with many ideas yourself
•Call special meetings just for generating ideas and options
•Provide feedback on new ideas
•Promote your team members’ ideas to others in the organization
•Be inquisitive – ask a lot of questions
•Accept and promote different perspectives
•Admit when you are wrong and tell tales about your mistakes
•Use an Open-Minded approach
•Don’t get too wrapped up in the details where it hinders creative thinking.
•Create an inspiring work space
•Fund extracurricular activities
5
6. Why do 3% of Harvard MBAs
make 10 times as much as the
other 97% combined? Due to
setting clear, written goals for
the future and make plans to
accomplish them.
-(What They Don’t Teach You
in the Harvard Business School’,
by Mark McCormack)
6
If we think we don’t have time to write up our goals, we are never going to find the time to
achieve them. So write everything down – the goals, plans and values etc.
Robin Sharma’s goal setting template is complete in this regard and is straightforward. Not
just that, it’s brilliant and really works –
• Clarity – Write down your big goals and values and share them. If company behaves
incongruent with defined values, employees are unhappy. Goals must be SMART.
7. • Celebrate – Write down your company’s recent past achievements, appreciations,
celebrations in great detail to re-live them and get blown away. Stick them on notice boards.
• Educate – Write down how employees recently grew for achieving better results in work and
balanced their personal lives? Awareness helps making better choices and better results.
• Graduate - Sequence organizational goals and put them into departmental plans. It will make
goals real and tangible. You will see genuine progress and there would be no way to ignore or
procrastinate.
• Visualize - Begin with the end in mind. Get
everyone emotionally engaged in seeing company
having achieved all the big goals with help of a
vision-board or collages attached to a wall in your
office or executive personnel’s homes. It embeds
the goals into everyone’s conscious and
unconscious both.
• Attitude - Attitude to life is the window of the
world we look through. It is an indicator of how
well we get on with our goal setting. Keep it good
regardless the bitter realities or outcomes. 7
8. Successful leaders in
organizations don’t necessarily
have the highest IQ (intelligence
quotient) in common, nor do
they have the best training, or
hold the most MBAs.
In fact, the common
characteristic of them all is that
they have a higher than average
EC (emotional control), which
enables them to control
situations better and handle
their day to day problems, or
those of their team, from a
different perspective.
8
9. Emotional control stems from an Emotional Intelligence and is based on two pillars –
•Personal competence: Internal Emotional Intelligence (internal management)
•Social competence: Interpersonal Emotional Intelligence (team members)
Emotional intelligence requires a manager to understand himself and his impact on other
people. Below is a 7 Step model to improve emotional intelligence and discover what drives
the behaviours and how behaviours help or hinder the success by sharpening the attention –
• Observe to gain a complete understanding of how we think, feel, behave and impact others.
•Interpret the common patterns of thinking, feeling, and behaving within our teams.
•Thoughtful pause to consider how to interact with others.
•Direct thoughts towards actions rather than reaction to an event or circumstance.
•Reflect our interactions to form a valuable learning to use in future interactions.
•Celebrate positive interactions and reinforce the likelihood of future positive interactions.
•Repeat each interaction to repeat the lessons learned.
Emotional Intelligence is a way of recognizing, understanding, and choosing how we
think, feel, and act. It shapes our interactions with others and our understanding of
ourselves. It defines how and what we learn; it allows us to set priorities; it determines
the majority of our daily actions. Research suggests it is responsible for as much as
80% of the "success" in our lives. - Freedman et al9
10. One crucial element of good interpersonal skills is being sensitive to, appreciating, and
honouring differences among individuals. Part of this skill lies in being aware of the
various ways individuals can differ in how they perceive themselves. The other part of
the skill is being willing to accept those differences without evaluation and to adapt
one’s own style and behaviour to accommodate the styles and behaviours of others.
Interpersonal Skills are THE most important skills you need for success on the job. 10
Interpersonal skills are a fundamental
requirement for any manager. Traditionally
communication skills were emphasized upon,
but now it is about interpersonal skills.
A manager has to communicate on a regular
basis with subordinates, customers, peers
and senior management. Interpersonal skills
are about communicating with others,
getting along with them and working
together for a fruitful collaboration.
11. Behaviours to Adopt –
Behave in a friendly way, smile
Make people feel important
Be a good listener
Remember people’s names
Focus on the other’s concerns
If you can’t do, don’t commit
Give and receive feedback graciously
Share the credit; when people excel, acknowledge it
Be interested in people and disclose yourself to them
Remember the facts of people’s lives and ask about them
Do the right thing, even when it’s not convenient
Be honest and straightforward with everyone
If you’re wrong, admit it but let people save face
Be encouraging, involved and enthusiastic
Be there for people when they need you
Behaviours to Avoid –
Negativity
Being and doing wrong despite reminders
Preaching what others should do and not do
Abrasiveness
Foul language
Overreactions to stress or bad news
Panic is contagious but unproductive
Making jokes at other people’s expense
Make them feel worthless
11
12. “Team building” and “Finding the right people” are very important for an organization
as they have a direct impact on the work.
The Apollo Syndrome is a good example of this, where highly intelligent people often
perform worse in team. Another excellent example is Janis’s concept of Groupthink,
wherein members of a team are so like-minded in their pursuit for a solution to their
problems that they come to a consensus without having weighed the pros and cons of
each possible solution.
T E A M = Together Everyone Achieves More
Managerial Effectiveness focuses by and large on the managerial ability of managing
self, managing subordinates and relationships. This enhances the subordinates’ ability
to perform well.
Team building is about getting people to like each other.
Goal setting is a very important aspect in this regard because people want to belong
to something that matters; they want things to believe in. When we give them those
things, collectively they will work through many personal issues and challenges, and
they will also become more committed to the end product.
12
13. Benefits of Team Building –
Improve the way team members interact and enhance their ability to solve their problems.
Better problem solving means better efficiency in general. Increased efficiency tends to boost
morale and productivity. It also helps to decrease stress, turnover and operating costs. All of
these improvements bolster the organizations public image. Once established an effective
team becomes self perpetuating.
Team Building Can Evolve Into –
•Defined work objectives
•Better operating policies and procedures
•Good communications as team members and as individuals
•Increased department productivity and creativity
•Team members motivate themselves and each other to achieve goals
•A solid climate of cooperation and collaborative problem-solving
•Higher levels of job satisfaction and commitment to the company
•Higher levels of trust and support between individuals and departments
•Diverse co-workers working well together
13
14. The Efficient Team-Building needs –
•Goal alignment and agreement
•Finding the right people
•Members’ commitment towards the team and each other
•Members’ belief in each other
•Mutually setting agreeable and acceptable behaviours
•Team should be built on trust
•Supporting team decisions
•Generate conversation instead of offline discussions or e-mailing
•Seek team’s help and each tem member to get comfortable with it
•Make them responsible and accountable
•Help to build good relationships among team members
•Learn each other’s strengths and find ways to capitalize on those strengths
•Team members need to understand where they fit in and what their roles are
•Enhance their behaviours and skills
•Identify the subject matter needs of the team and align all members for contribution
•Members should be able and willing to collaborate and share credit
•Members should be able to participate and lead effective meetings
•Comfortable and competent at group problem solving
•Willing to continuously learn
14
15. 15
When we assemble more than
one person, there is someone
who is leading the effort.
The difference between a good
team and an exceptional team
is often a question of
leadership.
Anyone can develop leadership traits even if they are not born with them. While attending
management classes and reading books can all help, the best path to building those qualities
is to observe great role models and exhibit those same behaviours. Here’s a list of them -
•Leaders don’t hang back, they are neither half committed nor reluctant.
•Leaders take initiative instead of waiting for someone to figure out what to do?
•Leaders take responsibility not only for their work but also for helping others.
•Leaders communicate openly and honestly and leave nothing to chance or guess.
•Leaders believe in what’s possible and never use depressed terms.
16. Delivering change in anything more than a gentle evolutionary approach requires strong
leadership. Any form of significant change creates uncertainty and fear which manifests itself
as resistance throughout the organisation – sometimes for all the wrong reasons. Industry
bodies such as PMI quote that more than 70% of change projects underperform or fail.
Change Leadership incorporates all the behavioural and technical skills necessary to lead
people through a change. It is a specialised set of skills and behaviours that build upon line
management or "business as usual" leadership –
•Process re-design compares the "as is" with the "to
be" and identifies change sand the interdependencies.
•High Performance Teams are teams that deliver
results in excess of the sum of its parts.
•Facilitation extends from running meetings for 2 or
more people to running major workshops.
•Organisation design starts with understanding the
strategy and its impact.
•Project management ensures alignment, coherent
behaviours, performance and quickly resolve problems
as they arise.
•Executive coaching establishes outcomes sought for the
individual and for the company.
16
17. In Asia, simple gestures that would be
benign or complementary in one country
could be a gross insult in another country.
Acts that US citizens perform every day and
phrases that they use all the time with each
other would be offensive and judged
negatively in many of the Asian countries
You cannot treat everybody the same
regardless of culture without adverse
consequences
17
18. It would be a pleasant reinforcement to practice in today’s global marketplace. To be
successful, you cannot afford to lose time by “accidentally” disrespecting someone’s
culture.
•Do you travel a lot?
•Are you employed in a multi-
national workplace?
•Do you know to talk to
multicultural audiences?
•Can u resonate with many of
those regardless of their
country of origin?
•Are you considered sensitive
to the viewpoints and
experiences of others from
different parts of the world?
18
19. Points to overcome cultural road-blocks –
•Read-up on cultural norms before your encounter
•Do NOT over generalize and avoid advice that closes the mind
•Reactions may also depends on context and timing
•Slow down for those who have different native language
•Think in terms of audience and speak to their understanding
•Don't make long speeches to lose your group
•Pay attention to your audience
•Be an active speaker and listener
•Smile and be open
•Shun humour. What’s funny in a culture might not be in another
•Adopt a formal communication approach until developing rapport
•Take the time to learn to correctly pronounce names
•Be congruent - same message by body language, actions and words
•Be patient and learn to step back
•Adapt and check meanings
•No negative questions or answers
•Ask for feedback
•Summarize if required in written
19
20. Time management is an important aspect of effective managers. Managers
need to maintain their time intelligently and help subordinates not to waste
theirs.
Time management, like any learned habit, typically will take at least
three weeks to develop and then many months and years to refine until
you master the discipline.
Work expands so as to fill the time
available for its completion.
-C. Northcote Parkinson
20
21. To Manage Time -
•Use To-do list and daily-monthly-yearly planners
•Prioritize tasks in the to-do list
•Balance the efforts for long and short terms goals
•Find out your most productive time for critical accomplishments
•Take enough breaks to reenergize to avoid exhaustion
•Work at least 45 minutes non-stop before a 5-10 minute break
•Reassess to-do list and planners
•Keep a log of your progress
•Keep some time for fun and hobbies
•Relax as needed
•Sleep for at least 7-9 hours
•Learn to say NO
•Avoid time wasters
•Keep margins to prepare for interruptions
•Plan your day ahead
•Learn to multi-task
•Don’t postpone things you’ll never do
•Learn to effectively delegate 21
22. No problem can be solved from the same level of
consciousness that created it.
–Albert Einstein
Stress might lead to various problems and discontentment. Effective managers
should manage their stress levels and even of their subordinates.
Every individual responds and adapts to changes and their associated stresses in
different ways
Stress is simply the body’s response to change. Whenever external forces
(changes) are acting on our bodies, they trigger reactions on the internal forces
affecting the physical, mental, emotional, and/or spiritual aspects of our
existence. Stress is a measure of these internal forces; its dimension is pressure.
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23. Not all stress is bad.
There are three kinds of stress –
Eustress is good stress arising from motivating situations or inspiring circumstances
Neustress describes sensory stimuli that have no consequential effects; it is considered
neither good nor bad.
Distress denotes the bad type of stress, commonly referred to as negative stress or
simply stress. Negative stress can be acute (high in intensity with short duration) or
chronic (typically with lower intensity, but prolonged duration)
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24. To Overcome Distress –
More effective stress-relief strategies –
Exercising or playing sports
Praying or attending a religious service
Reading
Listening to music
Spending time with friends or family
Getting a massage
Going outside for a walk
Meditating or doing yoga
Spending time with a creative hobby
Less effective Strategies-
Eating
Playing video games
Surfing the Internet
Watching TV or movies for hours
Gambling
Shopping
Smoking or drinking
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