The Successful

Manager

S himran
z Skills
Imran S. Malik
 Difference
• Operatives
– People who work directly on a job or task and
have no responsibility for overseeing the work
of others.
• Managers
– Individuals in an organization who direct the
activities of others.
 How Do We Define
Management?
• Management
– The process of getting things done, effectively
and efficiently, through and with other people
– Efficiency
• Means doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs
– Effectiveness
• Means doing the right things; goal attainment
Organizational Levels
 General Skills for Managers
• Conceptual skills
– A manager’s mental ability to coordinate all of the
organization’s interests and activities
• Interpersonal skills
– A manager’s ability to work with, understand, mentor,
and motivate others, both individually and in groups
• Technical skills
– A manager’s ability to use the tools, procedures, and
techniques of a specialized field
• Political skills
– A manager’s ability to build a power base and
establish the right connections
 Distribution of Time per
Activity
by Organizational Level

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, Exhibit 1.6

“The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
Allocation of Activities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,

Real Managers (Cambridge, MA: Ballinger, 1988).
 Personality Traits
– Personality Traits: Characteristics that
influence how people think, feel and behave
on and off the job.
• Include tendencies to be enthusiastic, demanding,
easy-going, nervous, etc.
• Each trait can be viewed on a continuum, from low
to high.
– There is no “wrong” trait, but rather managers
have a complex mix of traits.
 The Bold Five
Extroversion: people are positive and feel good
about themselves and the world.
–Managers high on this trait are sociable, friendly.
Negative Affectivity: people experience negative
moods, are critical, and distressed.
–Managers are often critical and feel angry with others and
themselves.
Agreeableness: people like to get along with others.
–Managers are likable, and care about others.
Conscientiousness: people tend to be careful,
persevering.
Openness to Experience: people are original, with
broad interests.
 Traits and Managers
– Successful managers vary widely on the “Bold
Five”.
• It is important to understand these traits since it helps
explain a manager’s approach to planning, leading,
organizing, etc.
– Managers should also be aware of their own style and try
to tone down problem areas.
– Internal Locus of Control: People believe they are
responsible for their fate.
– See their actions are important to achieving goals.
– External Locus of Control: People believe outside
forces are responsible for their fate.
 Other Traits

– Self-Esteem: Captures the degree to which

people feel good about themselves and abilities.
– Need for Achievement: extent to which people
have a desire to perform challenging tasks and
meet personal standards.
– Need for Affiliation: the extent to which people
want to build interpersonal relationships and
being liked.
– Need for Power: indexes the desire to control or
influence others.
 Values
– Values: describe what managers try to
achieve through work and how to behave.
• These are personal convictions about life-long
goals (terminal values) and modes of conduct
(instrumental values).
• A person’s value system reflects how important
their values are as a guiding principle in life.
• Terminal values important to managers include:
– Sense of Accomplishment, equality, self-respect.
• Instrumental values include:
– hard-working, broadminded, capable.
 Terminal and Instrumental
Values
INSTRUMENTAL
TERMINAL VALUES
Figure 11.3

VALUES

Prosperous life
Ambitious
Exciting life
Broadminded
Sense of Accomplishment
Capable
A world at peace
Cheerful
Salvation
Clean
Self-respect
Helpful
Pleasure
Honest
Wisdom
Obedient
True friendship
Loving
Equality
Responsible
 Attitudes
– Attitudes: collection of feelings about
something.
• Job Satisfaction: feelings about a worker’s job.
– Satisfaction tends to rise as manager moves up in the
organization.
– Organizational Citizenship Behaviors: actions not
required of managers but which help advance the firm.
Managers with high satisfaction perform these “extra
mile” tasks.
– Organizational Commitment: beliefs held by people
toward the organization as a whole.
– Committed managers are loyal and proud of the firm.
– Commitment can differ around the world.
 Moods
– Moods: encompass how a manager feels
while managing.
• Positive moods provide excitement, elation and
enthusiasm.
• Negative moods lead to fear, stress,
nervousness.
– Moods can depend on a person's basic outlook as well
as on current situations.
– Managers need to realize how they feel
affects how they treat others and how others
respond to them.
 Perceptions
– Perception is the process through which
people select, organize and interpret input.
• Manager’s decisions are based on their
perception.
– Managers need to ensure perceptions are accurate. It is
the only truth you know.
– Managers are all different and so are their perceptions.
– A manager’s past experience can influence
outlook on a new project.
• Good managers give ideas a chance.
Putting it All Together

Building Trust Goal setting

Clarification

Performance Frequent Dialogue

Coaching Future Performance

Honest
 Management Charter Initiative
Competencies for Middle Managers
1. Initiate and implement 6. Develop teams, individuals,
change and improvement in and self to enhance
services, products, and performance
systems 7. Plan, allocate, and evaluate
work carried out by teams,
2. Monitor maintain, and individuals and self
improve service and
product delivery 8. Create, maintain, and enhance
effective working relationships
3. Monitor and control the use
9. Seek, evaluate, and organize
of resources information for action
4. Secure effective resource 10. Exchange information to solve
allocation for activities and problems and make decisions
projects
5. Recruit and select
personnel
 Practices Associated with
Leadership by Managers
• Planning and • Supporting
organizing
• Managing conflict
• Problem solving
and team building
• Clarifying
• Networking
• Informing
• Monitoring • Delegating
• Motivating • Developing and
• Consulting mentoring
• Recognizing • Rewarding
 Roles of a MANAGER

• 1. Organizational Representative

• - Create a positive image for the organization

• 2. Business Person

• - Direct resources as if they were your own

• 3. Motivator

• - Create an environment where people can reach

potential
 Roles of a MANAGER

4. Developer

- Builder of people

5. Model

- Set an example, attitude, work habits, manner

and results

6. Communicator

- Be a “pumping station” not a “bottleneck”

 Ability: has the necessary knowledge, experience, and skill
Willingness: has the necessary confidence, commitment,
motivation

Follower Readiness

High Moderate Low

R4 R3 R2 R1
Able and Able but Unable but Unable and
Willing Unwilling Willing Unwilling
or Confident or Insecure or Confident or Insecure
Follower Directed Manager Directed
When a leader behavior is used appropriately with its corresponding level of readiness, it is termed a
High Probability Match. The following are descriptors that can be useful when using situational
leadership for specific applications.
S1 S2 S3 S4
Telling Selling Participating Delegating
Guiding Explaining Encouraging Observing
Directing Clarifying Collaborating Monitoring
Establishing Persuading Committing Fulfilling
 The Managerial Grid
1 (1,9) (9,9)

2
3
Concern for People

4
5 (5,5)

6
7
8
9 (1,1) (9,1)
1 2 3 4 5 6 7 8 9
Concern for Production
 The Managerial Grid
High 1,9 9,9
1 Country Club Management Team Management
8 Thoughtful attention to the needs Work accomplishment is from
2 of the people for satisfying committed people;
7 relationships leads to a interdependence through a
comfortable, friendly organization “common stake” in organization
3
Concern for People

6 atmosphere and work tempo purpose leads to relationships of

trust and respect
4 Middle-of-the-road Management
5 5,5
5 Adequate organization performance is possible through
4 balancing the necessity to get work out while
6 maintaining morale of people at a satisfactory level.
3 Impoverished Management Authority-Compliance Management

7 2
Exertion of minimum effort to get required
work done is appropriate to sustain
Efficiency in operations results from arranging
conditions of work in such a way that human
organization membership. elements interfere to a minimum degree
8 1 1,1 9,1
Low 1 2 3 4 5 6 7 8 9
9 Low Concern for Results High

1 2 3 4 5 6 7 8 9
Concern for Production
 MANAGERIAL STYLES
Leadership Behavior

S3 (Participation) S2 (Selling)
(High) Share ideas and facilitate Explain decision and
in decision making provide opportunity
(Supportive Behavior)
Relationship Behavior

for clarification
High relationship High Task
Low task High Relationship
Low relationship High task
low task Low relationship
S4 (Delegating) S1(Telling)
Turn over responsibility Provide specific
for decisions and instructions and closely
(Low) implementation supervise performance
(Low) Task Behavior (High)
(Directive Behavior)
 Managers who feel
good about themselves
produce good results
 QUICK OBJECTIVE FIXING
• Manager allow worker to identify
future objective and solve his\her own
problems. For new employee he will
talk on this.
• Problem in terms of behavior, which
means not to talk about attitude and
feeling but to talk in perspective of
what is wanted to be happen. It should
be measureable and observable.
 QUICK OBJECTIVE FIXING
• Manger can give his companion a solution of
a problem by just asking questions.
• Manager ask employee to Write each
objective on separate paper sheet using less
than 250 words, and read each objective in
one minute again and again.
• Manager advise employee to Take a minute
out for comparing employee performance
and employee behavior matches
HELP PEOPLE REACH THEIR
FULL POTENTIAL,
CATCH THEM
DOING SOMETHING
RIGHT TO PRAISE THEM.
 PAT ON THE BACK
• MANAGER TELL PEOPLE UP FRONT THAT HE\SHE IS
GOING TELL THEM HOW EMPLOYEES ARE DOING.
• MANAGER PRISE PEOPLE IMMEDIATELY TAKING VERY
SHORT TIME.
• MANAGER SHARE WITH HIS\HER COLLEAGUE WHT THEY
DID RIGHT SPECIFICALLY.
• MANAGER TELL PEOPLE WHAT THEY DID RIGHT,HOW
HE\SHE FEELS ABOUT IT AND HOW IT HELPS IN WORK
ENVIORNMENT AND ORGANIZATION TO GROW.
 REPRIMAND
• IT WORKS WHEN MANAGER LET PEOPLE KNOW BEFOREHAND,
HOW THEY ARE DOING AND IN NO UNCERTAIN TERMS.
• MANAGER TELL PEOPLE WHAT THEY DID WRONG
SPECIFICALLY AND REPRIMAND IMMEDIATEY.
• MANAGER TELL PEOPLE HOW HE\SHE FEEL ABOUT THEIR
WRONG DOING, AND IN NO AMBIGUOUS WAY.
• MANAGER STOP FOR FEW SECONDS OF UNCOMPORTABLE
SILENCE TO LET PEOPLE KNOW HOW HE\SHE FEEL.
 REPRIMAND {CONTD}

• MANAGER Shake hands, or touch PEOPLE in a way

that lets them know he is honestly on their side.
• Manager Remind people how much he value them.
• Manage Reaffirm that he think well of people but
not of their performance in this situation.
• Manager Realize that when the reprimand is
over, its over.
 The best minute a
manager spend is the
one he invest in
people.
Manager should think
Everyone Is A Potential
Winner Some People
Are Disguised As
Losers, Don’t Let Their
Appearances Fool
others.
Goals Begin Behaviors
Consequences Maintain
Behaviors. We Are Not
Just Our Behavior We
Are The Person
Managing Our Behavior.
Manager as Mentor
for
Him\Herself
&
others
 Career Development
– Career: sum total of the work-related
experiences through a person’s life.
• Linear career: person moves through a sequence
of jobs of higher levels.
– Can build different experience in different positions.
• Steady State career: worker chooses to keep the
same kind of job over much of a career.
– Become highly skilled in a given area.
• Spiral Career: worker holds fundamentally
different jobs that still build on each other.
– Worker gains wide experience yet skills continue to build.
 Career Stages:
– Preparation for Work: decide on kind of
career, determine qualifications needed.
– Organizational entry: find a “first” job.
– Managers usually start in a functional area first.
– Early career: establishes person in the firm
and begins achievement.
– Worker learns firm’s values and duties.
– Also begins to achieve noteworthy results in the job.
– Worker tries to stand out as a good performer.
• Mentors (experienced manager who shows you
the ropes) are valuable during this stage.
 Stages, con’t.
– Mid-career: usually have been in workforce
20-35 years.
– Usually provides major accomplishments.
• Career plateaus can occur as chances for further
promotion dwindle.
– Plateau managers can still enjoy a fruitful career.
– Late career: continues as long as the
manager works and is active.
• Many managers choose to stay active well past
normal retirement.
 Career Management
Managers need to consider both personal
career management as well as the careers of
other workers in the firm.
• Ethical practice: managers need to ensure
worker promotions are based on outcomes, not
friendships.
– This means all workers are treated equally.
• Accommodation of other demands: Workers
have many things in their lives besides work.
Managers need to consider these issues as well.
– The dual career couple is the norm.
– Workers have family commitments.
 Stress
– Managers almost always face stress.
Physiological issues: stress can result in sleep
problems, headaches and other issues.
– Long term levels of stress can result in heart
attacks and high blood pressure.
– Different people experience stress differently.
Psychological issues: stress can result in bad
moods, anger, nervousness.
– Behavioral issues: stress can enhance or
impair job performance.
 Sources of Stress

– Role conflict: results from conflict between

managerial roles.
– Conflict can result when managers want to
present a problem with the firm, but still want to
present firm in best possible light.
– Role overload: managers have too many
duties and activities.
– Most managers have several roles but they
can become over-powering.
 Coping with Stress

– Problem focused: actions taken to directly deal

with stress.
– Emotion focused: actions taken to deal with
stressful feelings.
– Time management allows people to accomplish
more with less wasted time.
– Exercise can reduce stressful feelings.
– Social support can come from family or other
workers.
“If you can’t ,Manage it you
can’t win it’’