Gol-Goli Khao Manager Ban Gao: Area Competency Self Development Activities

Gol-Goli khao manager ban gao
Area Competency Self Development Activities

Managerial People Leadership Everyday opportunity for leadership
Talk to your staff; find out what sort of tasks they would like to do and
see if these correspond with any of the tasks you currently undertake.
Consider the feasibility of handing over these tasks to the individuals
concerned. Try to avoid simply allocating information gathering
Managerial People Leadership exercises to subordinates.
Make two parallel lists of your current work goals. Head one list "keep"
and the other "delegate". Try to make sure that only tasks that it is
essential are yours go under “keep”. Focus on delegating or
redelegating tasks to the appropriate individuals. Are you giving
Managerial People Leadership people the responsibility they are capable of dealing with?
Keep a diary for one week recording every work decision you have
made. Look at this list objectively. Could these decisions have been
handled by other members of your team? If so, which individuals?
Managerial People Leadership
Make a list of the tasks at work that could be delegated to others.
Managerial People Leadership Think through the following points:
Managerial People Leadership Which parts of your work do you need to do yourself?
Managerial People Leadership Which parts of your work could someone else do?
Managerial People Leadership Who may benefit from the opportunity to carry out the task?
How much decision making authority should you give that person?
(The person concerned may be more capable to make decisions than
you may think. Try to give the individual a sense of task ownership).
Give people increased responsibility and autonomy. For example, let
Managerial People Leadership them stand in for you at meetings.
Focus on a situation at work when you could have delegated a task
rather than increasing your own work load, possibly to the extent that
you did not complete the task to a satisfactory standard. On reflection
how could you have handled the situation differently? Who could you
have delegated the task to? How much responsibility would you have
given that person?
Managerial People Leadership Offer to chair a departmental, or other, meeting.
Managerial People Leadership Champion a project which you support passionately
Brief your team after attending a training programme or conference, so
that everyone benefits from the learning. Invite others in the team to
Managerial People Leadership do the same.
Seek opportunities to observe/conduct interviews to enhance your skills
Managerial People Leadership of questioning, listening, observation and judgement.
Managerial People Leadership Giving & Receiving feedback
Ask your team for feedback about how clear they are about their goals
and objectives and what you could do to be more effective at providing
Managerial People Leadership them with a clear sense of direction.
Make a list of all the situations in which you have ever taken the role of
team leader. Look at how much you helped to organise the group.
Find a mentor with whom you can discuss your progress as a team
leader. Look for someone who has a reputation for leading others, has
a wide range of skills, knows a lot about the organisation and has a
Managerial People Leadership wide range of contacts.
Analyse your views of each member of your team. Consider each
individual and summarise his/her contribution to the team, according to:
performance, attitudes, likely potential and relationships with others.
Review with your manager how you handle delegation. Should you
delegate more/less? Do you offer adequate briefings? Do you identify
Managerial People Leadership the appropriate person for the task?
Recognise the difference between asserting your needs with staff and
being aggressive with delegation, by gaining feedback on your
Managerial People Leadership management style and its impact on your staff.
.Ask your staff about their preferred management style – what they like and
dislike, and look at how it compares with your own. Agree with them the
direction and support you should give them for each project or piece of work.
Consider how much you : Give clear direction,
- Coach, -
Support - Delegate
- Give Feedback - positive and
devlopmental - Act as a mentor
- Give praise
Managerial People Leadership - Stretch people
Managerial People Leadership Using others asa source of learning
To identify some key areas for you to work on, ask your direct reports to list
the three strongest and three weakest aspects of your leadership style. Find
learning activities, open learning materials or training courses which are
appropriate to these development needs.
Identify the strengths and development needs of your key reports. For
example, ask three other managers for feedback on their performance, or ask
their customers (internal or external). Discuss the results of this with the
individuals and use it to help them to plan their development.
Build up your own model of effective leadership by :
- Analysing your previous managers’ leadership styles.
Compare the most and least effective and look at the reasons for
this. - Looking at
outside examples, e.g., politicians, sportsmen, famous entrepreneurs
and great historical leaders. -
Analysing the behaviour of someone you know, who is a particularly
effective people managers.
Managerial People Leadership Working with your team
Prepare a list of all aspects concerning the team which you know could
Managerial People Leadership do better. What can you do to address each issue?
Ensure that new team members receive a copy of the mission and
Managerial People Leadership vision statements of the department and organisation.
Have regular meetings with your team or department to discuss
performance and set goals and objectives for the forthcoming period.
Make sure that you and your team understand the critical success
factors, i.e. what has to be done to achieve your mission and vision.
Identify a difficult problem which has an impact on your staff. Rather
than considering the options by yourself, encourage your team to
generate potential solutions, and endeavour to involve them in the
whole process by following through their input by involvement in the
decision making process and implementation of the most appropriate
solution.
Examine the opportunities for delegation in your role. Look at your
different areas of responsibility and identify those tasks which must be
done by you, those tasks which could be delegated now, and those
Managerial People Leadership tasks which could be delegated in the future.
Ask everyone in your team to come to a meeting to plan the coming
year’s activities. Ask them to come with ideas of how department
performance could be improved and, as a team, put together an action
Managerial People Leadership plan.
Conduct a review of the information you hold. Consider how much of it
you pass on to your staff. Identify with them areas where you could
Managerial People Leadership keep them better informed.
Make a record of your people’s achievements, both in work and
outside, so that you can build up a picture of each individual’s areas of
Managerial People Leadership strength and make maximum use of them.
When you are planning a new piece of work, don’t simply delegate it to
the most obvious person. Where practical, stop to consider if, with
appropriate support, it might provide a development opportunity for
Managerial People Leadership anyone else within your team.
Plan time in your schedule for coaching and mentoring and let your
Managerial People Leadership people know that this time is available.
Keep a diary of interactions with your team (whenever you have a
meeting with them, comment on their work, speak to them and so on).
When you have collected sufficient data, review it to identify your style,
e.g., are you encouraging, directive etc. Adapt your style, where
appropriate, and then repeat the process to monitor the change.
Review the notes of the last couple of team meetings. Identify whether
there were clear action points – have these actions been achieved ? If
not, look for ways to change the way you organize the meetings in
order to make them more effective in future. Ask your team for
ongoing feedback to monitor the effectiveness of the meetings.
Managerial Decision Making Analysing Data

Select (with the help of your manager) a system, procedure or policy at
work that is in need of evaluation. Find information which will assist
you in determining its effectiveness, investigate all possible options and
Managerial Decision Making make recommendations.
Review a recent piece of work taking account of resources, costs,
budgets, outcomes, feedback etc. Then analyse its cost effectiveness.
Managerial Decision Making
Try to take part, either at work or in your leisure, in some research or
survey including data collection, analysis and the putting forward of
Managerial Decision Making recommendations.
Collect major figures and statistical tables relating to your organisation
and its current situation. How are these interrelated? List as many
influences, both internal and external, that could have had an impact on
these. List the inferences you would make from these and check out
with your manager the comprehensiveness and depth of your
understanding.
Collect data from within your department and look at trends, e.g.,
speed of response rates. Propose any changes needed, giving your
Managerial Decision Making rationale.
Visit the person responsible for competitor analysis in your company
and discuss with them how they collect and use data, and what are the
Managerial Decision Making key variables that they consider.
Analyse your own finances and look for trends and variances (e.g.,
Managerial Decision Making keep thorough records, set personal budgets).
Use quality newspapers and business journals to gain experience of
Managerial Decision Making analyzing financial data from other companies.
When faced with a problem, collect data, e.g., conduct a mini survey of
involved parties, in order to build an accurate picture of how they see
Managerial Decision Making things and to help you to make the best decision.
Use PC packages, e.g., graphics or statistical packages, where
Managerial Decision Making available, to look at trends in data.
Managerial Decision Making Decision Making with others
Take a problem at work and involve other people by asking for their
opinions. Ask people who you think will see the issue very differently
Managerial Decision Making from you. Draw on their experience of similar problems.
Identify someone in your organisation who is good at making well
thought through decisions. Discuss with them how they go about
Managerial Decision Making making decisions.
Try to work alongside someone who has excellent judgement and
decision making skills and observe how he or she approaches and
Managerial Decision Making analyses problems.
Take a problem that is concerning you at work; find out how this sort of
problem is being dealt with by other departments/companies. See if
you could use any of these methods to deal with your problems.
Explain a work problem to a friend or member of your family and ask
Managerial Decision Making them to pose questions which will test your understanding.
When making a decision, make a list of every person whom this could
affect or who may have useful experience or information. Try to
contact as many of these people as possible and listen to what they
Managerial Decision Making have to say.
Identify someone whom you perceive to be extremely decisive and
committed in the way they make decisions. Talk to them about how
Managerial Decision Making they go about making decisions.
Following a major departmental or company decision, ask your
manager to talk through the decision making process with you, and its
Managerial Decision Making implications.
Agree with your managers some decision making opportunities that
he/she could delegate to you. Ask them to coach you through the
Managerial Decision Making decision making process to develop your skills.
Find a problem or issue, ask several people how they would approach
it and then make your own decision, taking account of the data and
Managerial Decision Making views that you have gathered.
Managerial Decision Making Everyday opportunities for decision making
Make a list of five problems that arise at work. For each of these write
down what you will do to minimise the chances of the problem
occurring and what you will do to ensure their earliest possible
Managerial Decision Making detection. Use data to evaluate the impact of your changes.
Write a brief report on a problem or an issue arising at work. Include a
clear statement of your objective, a full definition of the problem, an
evaluation of a wide list of options, and a clearly argued outcome.
Choose one or two books to read on decision making/problem solving
from the reading list overleaf. Get them from a bookshop or library and
Managerial Decision Making read them.
Learn how to skim documents quickly to abstract the key information
Managerial Decision Making (see references to past reading).
Highlight a problem you currently face at work. Make a list of definite
action points to overcome this situation and carry them through.
Take a decisive approach to your in-tray. Set aside a regular time each
morning to prioritise its content and endeavour to adhere to the order in
Managerial Decision Making which you have prioritised tasks as you deal with them.
Having brainstormed a problem, decide on one course of action and
Managerial Decision Making carry it out.
Try to take calculated risks - when faced with a situation, ask yourself
“What is the worst thing that could happen?” from either taking or
Managerial Decision Making avoiding the risk.
Take on an outside leadership role such as school governor, sports
coach or charity worker. Reflect on the parallels between these
Managerial Decision Making leadership roles and leadership at work.
Volunteer to be a coach or mentor, or to train others in your areas of
Managerial Decision Making expertise.
When you next present a decision, provide the decision making
process that you went through, in order to demonstrate that you took a
Managerial Decision Making rational approach.
Set clear boundaries of authority and time –scales for your decision
Managerial Decision Making making. Make these clear to everyone in the team.
Next time you write a report, propose and justify a clear “decision”,
Managerial Decision Making rather than giving a list of recommendations.
When you make a big personal decision, use business decision making
techniques e.g. buying a house, decorating your existing one, buying a
major consumer durable, choosing a holiday venue, looking at career
Managerial Decision Making options etc.
Choose a decision that you need to make. Set yourself an artificial
deadline ahead of the time when you would normally have to complete
it. Make the decision to meet your artificial deadline and use the extra
time, once the pressure is off, to reflect on whether you have come to
Managerial Decision Making the right conclusion.
Develop your intuition, where appropriate, by making a decision without
any information, then gather information, go through the full decision
Managerial Decision Making making process and compare the results.
Managerial Decision Making Reflecting on past decision making
Make a list of all the skills involved in decision making and problem
solving. Discuss with your manager which ones you most need to
Managerial Decision Making develop.
Think about a decision which you made quickly and subsequently had
to change. Try to identify what you could have done differently. Next
time you have to make a decision, make sure that you consider more
than one alternative and gather as much relevant information as
Managerial Decision Making possible before deciding on one option.
Ask your colleagues for feedback on how you have made a recent
decision or solved a problem. What are you good at and what aspects
Managerial Decision Making do you need to improve?
Think about solutions and decisions that have not worked out as well
as you expected. Try to analyse why and learn from these
Managerial Decision Making experiences.
Get feedback from your colleagues about how much they feel you have
Managerial Decision Making consulted them when making decisions in the past.
Talk through in detail with your manager or a colleague, a recent
project for which you have had responsibility. Focus on the decisions
you made and your commitment to their implementation. How willing
were you to make judgements? How rapidly did you generate action
Managerial Decision Making plans? How could you have been more effective?
Focus on a decision which you avoided taking and now wish you had
made. What would the advantages and benefits have been of taking
Managerial Decision Making the decision?
Make a list of the main areas for which you have responsibility for
making decisions; identify the areas in which you tend to find it most
difficult to make decisions; talk through with a mentor why it is that you
find these decisions particularly hard to make; take action to address
Managerial Decision Making these needs.
Talk with a mentor about a difficult decision that you had to make at
work. Review both the outcome of your decision and the process by
which you arrived at the solution. Think about what you might do
differently. Consider what you can learn about yourself and how it
Managerial Decision Making relates to your personal strengths and limitations.
Keep a "decision-making" diary for one week, recording how long it
took to make them. Are you pondering too long over fairly minor
Managerial Decision Making decisions? Do you revisit decisions made earlier?
Discuss with a mentor a risky decision which you have taken over the
last few months. Evaluate the degree of risk involved and the
effectiveness of your decision. Look at what you could have done to
Managerial Decision Making maximise the success of your risk taking.
Analyse your decision making style – take a number of decisions you
have made, and look at :
- The amount and quality of the information you gather
- Your attitude to risk
- The speed of decision making
- What your
priorities tend to be
- How decisive you are
Managerial Decision Making - How your decision making changes under pressure
After reaching a simple decision, look back and review which data,
Managerial Decision Making from all the data gathered, you really took into account.
Look at a situation where you were indecisive. Review the reasons,
Managerial Decision Making and look at ways to lessen this in the future.
Identify when you were least rational in your decision making, e.g.,
when on holiday; Christmas, birthday or sales shopping; in tense or
adversarial situations. Isolate the factors which influenced your
approach (emotional bias, nervousness, pressure, lack of normal
environment, ego etc.). Practise understanding when these factors are
beginning to impact and take corrective action e.g., call an adjournment
in a meeting, hand up the phone and call back.
Take a case study or example of a decision made by someone else or
another department, and analyse the decision making process. Look
at what was good, what could be improved and how it could be
Managerial Decision Making improved.
Managerial Decision Making Techniques
For a particular problem, make a table with a list of your objectives
across the page and possible solutions down the page. Fill out the
table with your ideas about how each possible solution would meet (or
not meet) your objectives. Identify the solution which appears most
Managerial Decision Making likely to achieve the results that you want.
Before you make a decision, stop and think about whether you have
sufficient information to make a logical rather than intuitive decision. If
someone disagreed with your decision, would you have the information
Managerial Decision Making available to justify it?
Don’t always go with your first decision - force yourself to think of other
Managerial Decision Making alternative options before proceeding.
Make yourself familiar with effective questioning techniques and
Managerial Decision Making practise them in your day to day working life.
Listen to interviews on the radio and television and watch for different
questioning techniques, how rapport is built and maintained and how
the interviewer controls and manages the course of the interview.
Use the reverse process to approach decision making – when you have
reached a decision, ask yourself “In how many situations might this solution
Managerial Decision Making go wrong?”
Managerial Resorce Management Organising with others

When delegating tasks, clearly identify the goals to be achieved with
Managerial Resorce Management those concerned and check that they are clear about these.
When delegating a task, clearly identify the goals to be achieved with
those concerned. Focus on how the individual/group's performance
can be measured to determine their effectiveness and success.
Managerial Resorce Management
Discuss with well‑organised colleagues and friends, different ways of
keeping diaries and see which of their ideas you can take on board.
Focus on a time when a subordinate lost direction and went off at a
tangent to their job objectives. How did you deal with them? Could
you have prevented it occurring? Focus on what you could have done
Managerial Resorce Management differently.
Keep a detailed diary for one week as to how you interact with your
staff. Review this critically to see whether you are actually monitoring
and regulating their work rather than just reacting to problems that
occur. Get feedback and suggestions from key colleagues as to how
Managerial Resorce Management you could do this more effectively.
Get yourself on to working parties/projects where you have to work
alongside managers from other functions. Focus on the procedures
they use to monitor staff performance and the results obtained by their
department. Evaluate these in relation to those in your own function.
Set aside a regular time each week to list all you and your team need
to do in the next couple of weeks and establish priorities for these
Managerial Resorce Management activities.
Review with your team how well the progress of tasks is maintained.
Discuss possible improvements and think of ways to involve others in
Managerial Resorce Management monitoring progress.
Seek an opportunity to join a cross functional project team, to give you
Managerial Resorce Management broader opportunities for planning and organizing.
Arrange a meeting with someone who has strong organizational skills
(e.g. project engineer, systems designer). Ask about how they
approach projects and look at how you can apply this to your role.
Ask others what they do with the information you provide. Use this
feedback to ensure that you provide the most useful information
Managerial Resorce Management possible, and not unnecessary detail.
Plan a major non-work event, such as a big party or wedding. Use it as
an opportunity to experiment with project management tools and
Managerial Resorce Management techniques.
Managerial Resorce Management Planning & Monitoring
List all the resources you might need to achieve your work goals and
Managerial Resorce Management targets. Write against each, the key people who can help you.
Talk through in detail, with your manager or a colleague, a recent
project, for which you have had planning responsibility, to see what you
Managerial Resorce Management did well and what you could have done better.
For the next meeting you hold, or you attend, see that there is an
agenda well in advance, with indications of what preparation is needed.
Managerial Resorce Management Ensure that this is regular practice.
List your goals at work and outside work. Take three different stages:
Managerial Resorce Management six months from now
Managerial Resorce Management twelve months from now
Managerial Resorce Management five years from now
Make your goals realistic and measurable, set targets which are
challenging yet attainable. The better you know where you are going,
Managerial Resorce Management the more likely you are to get there.
Create a step-by-step action plan for each of the above goals. Detail
exactly what you have to do/develop and the difficulties you will have to
overcome to achieve these goals. Aim to implement these plans and
Managerial Resorce Management review your progress against them.
Discuss with your management services/IT/computer department how
you could use computers to help with your planning and organising.
Managerial Resorce Management Get involved in work requiring planning and objective setting.
Review with your team how well progress of tasks is maintained.
Managerial Resorce Management quality checking.
Review the results of your last three team meetings. Were action plans
produced? Were all team members clear about their individual and
overall goals? Plan the next meeting to respond accordingly.
Take part in a voluntary activity which will require you to reach a
challenging objective, e.g. raising funds for a project or charity. Plan
out how you intend to achieve your objective. Review your success by
Managerial Resorce Management monitoring how closely you can adhere to this plan.
Create time to monitor the workplace; talk to key people to find out
about progress in areas where problems often arise; follow the principle
Managerial Resorce Management of Management By Walking About (MBWA).
Review your job objectives. On the basis of these, identify the
situations in which you should be controlling procedures and
determining success. In which cases have you been effective/less
Managerial Resorce Management effective and why?
Take part in a voluntary activity which will require you to monitor the
progress of a course of action and evaluate the outcome against its
Managerial Resorce Management initial objectives, e.g. raising funds for a project or charity.
When you undertake a new piece of work, ask questions to assess the
size of the task before starting detailed planning. Ask people, as part
of this process, what their real needs are, e.g. by what date do they
need the information. Whilst completing the project, log any problems
Managerial Resorce Management to enable you to analyse what went wrong.
Contract with your internal customers the level of service you will
Managerial Resorce Management provide, and what they need to do to facilitate delivery.
Challenge people to define their resourcing requirements whenever
Managerial Resorce Management they take on a new project.
When allocating resources, consider how you would spend the money,
Managerial Resorce Management time etc. if it were your own business.
Identify the 20% of your activities which give you 80% of your results.
Find ways to reduce or delegate the less productive activities and give
yourself more time to concentrate on the key tasks.
Identify a major potential in your area. Devise a contingency plan for
this problem as an exercise to develop your resource management
Managerial Resorce Management skills.
Managerial Resorce Management Project Tools & Techniques
Ask your team for feedback on how you plan projects - what do you do
well and what could you do better with regards to project planning?
Get to know about useful planning and time management techniques,
e.g. network planning, critical path analysis. Apply a simple critical
Managerial Resorce Management path analysis to some project you are about to start.
Review a recent project, taking into account resources used, costs, the
time scales and final outcome. Match this to initial forecasts and think
Managerial Resorce Management about areas for possible improvement.
Discuss with a mentor your strengths and limitations in project
management. Devise an action plan to address your development
Managerial Resorce Management needs in this area.
Review relevant professional journals. Look for articles concerning
project management issues. Follow up interesting leads and obtain
Managerial Resorce Management further material that could be of value to you.
Get to know about useful planning and time management techniques,
e.g. network planning, critical path analysis. Apply a simple critical
Managerial Resorce Management path analysis to some project you are about to start.
Managerial Resorce Management Time Management
For the next assignment you undertake, ensure that there is a clear
deadline, with an indication of time allocation necessary for carrying out
Managerial Resorce Management the work.
Examine your time management carefully. You may be spending time
on routine, repetitive tasks, that distract you from your main objectives.
If so, look to delegate at least two aspects of your non-essential work.
Set aside time at the end of each day to review progress against plans
Managerial Resorce Management and revise plans if necessary.
Building knowledge
Managerial Organisational & Business Awareness
Learn how to skim documents quickly to abstract the main information
(see
Managerial Organisational & Business references to fast reading).
Awareness
Try to take part, either at work or in your leisure, in some research or
survey including data collection, analysis and the putting forward of
recommendations.
Analyse what number skills are necessary for your present job and pin-
point
Managerial Organisational & Business your development needs to be addressed.
Awareness
Get hold of books on finance for non‑financial managers (see
references) to ensure you understand the concepts in accountancy,
essential
Managerial Organisational & Business for management planning and decision‑making.
Awareness
Make sure you read your company newsletter and internal memos -
these can help you find out a lot about key people, projects, issues and
changes
Managerial Organisational & Business within the company.
Awareness
Make sure you know the mission and vision statements for both your
department
Managerial Organisational & Business Awareness and your organisation as a whole.
Get to understand your organisation’s strategic thinking - understand
the plan itself, the philosophy behind it and major policies. Collect and
digest all relevant documents which express these.
Get to know your own business thoroughly ‑ its history and how that
affects current practice; its products or services; its market position,
competitors, and outlets (customer/clients); its locations and facilities;
its organisational structure and allocation of employees; its total assets,
turnover, profit in relation to turnover and to assets; its ownership and
sources of funding; sources of its raw materials (if manufacturing) and
current/future availability/cost; its technology; the current state, future
developments and comparison with competitors; its personnel policy in
relation to recruitment, development and succession planning; and its
general ethos, public image and community relationships. Similarly
study a competitor and an organisation which affects your own, e.g. a
supplier.

Read professional magazines, books and newspaper articles which
deal with trends that may impinge on your organisation. Consider the
implications for your own department and possible modifications
necessary
Managerial Organisational & Business Awarenessin this situation.
Research the company's “market” and how its “profile”, e.g. product
mix, marketing strategy, public image, geographical spread, differs
from that of its competitors, by talking to those concerned with business
development.
Prepare a brief report or presentation about the products and strategy
of the company's keenest rival. What could your company do to win
business
Managerial Organisational & Business from them?
Awareness
Phone your local college and ask for information on courses and
evening classes concerning business and economics. Likewise,
contact the Open University and order their prospectus of business
courses. Calculate the time commitment that you can offer and enrol
forAwareness
Managerial Organisational & Business the most suitable option.
Go to a good bookshop or a library and choose one or two books to
read
Managerial Organisational & Business on commercial awareness from the reading list overleaf.
Awareness
In learning about your organisation, what areas and functions do you
feel
Managerial Organisational & Business you need to know more about? Build contacts there.
Awareness
Read up on relevant journals/periodicals such as:“The Economist”,
Business
Managerial Organisational & Business pages of major daily/Sunday newspapers.
Awareness
Exchanging Information
Obtain copies of key financial services legislation and see that you can
communicate
Managerial Organisational & Business Awareness their main import clearly to subordinates.
Seek feedback about how you and your department are seen by other
areas of the organisation. Try to address any problems identified.
Ensure that you understand the future long-term plans for your own
department/function. Talk to your manager about the goals involved
and how they will be reached. Communicate these to your team
outlining
Managerial Organisational & Business the course of action the department will take.
Awareness
Discuss key current issues affecting your business with colleagues; try
to take a global approach, considering a wide range of factors, e.g.
Managerial political,
Organisational & Business economic, etc.
Awareness
Learning with others
Focus on your company in its present state. Look at it in terms of
strengths, weaknesses, opportunities and threats (SWOT analysis).
Talk to colleagues about your conclusions and share ideas about how
Managerial theAwareness
Organisational & Business market or environment is changing.
Explain a work problem to a friend or member of your family and ask
Managerial them
Organisational & Business to pose questions which will test your understanding.
Awareness
Discuss key current issues affecting your business with colleagues,
Managerial trying
Organisational & Business to examine even‑handedly the pros and cons.
Awareness
Select any relevant article from a newspaper or business journal and
discuss its implications with a friend whom you see as having a good
Managerial analytic
Organisational & Business mind.
Awareness
Get an accountancy friend to explain the basics of balance sheets to
Managerial you.
Organisational & Business Awareness
When reorganisations occur, talk to the people involved. Find out who
has what responsibilities and how you can work together most
Managerial effectively.
Ask someone with experience to act as your mentor. Ask them to
explain to you who the key players are in your organisation and what
their agendas are, who holds budgets, who “makes things happen”,
Managerial who
Organisational & Business do you need to be careful of etc.
Awareness
Engage the help of a colleague who has a strong “network”. Find out
how
Managerial Organisational & Business they build their relationships and find out their information.
Awareness
Select any relevant article from a newspaper or business journal and
discuss it with a friend you regard as being a conceptual or strategic
thinker. Focus on the way in which they approach the discussion.
What
Managerial Organisational & Business sorts of issues/areas do they consider?
Awareness
Try to contribute to policy documents by responding to any consultative
document
Managerial Organisational & Business Awarenessthat relates to strategic matters.
Take and read a quality paper daily, underlining specific world events
that could have repercussions for your business. Discuss the
implications
Managerial Organisational & Business Awareness with management colleagues.
Get a mentor in the finance department with whom you can discuss
finance/business
Managerial Organisational & Business Awareness matters.
Ask someone in the finance department to give you a short list of basic
financial concepts/techniques, e.g. balance sheets, depreciation, key
ratios, project margins, liquidity, and so on. Use your finance
department and acquaintances who are finance specialists to help you
understand
Managerial Organisational & Business Awareness the key ideas.
Obtain and read profit and loss statements and company accounts
from your finance department. Get a colleague to help explain how to
Managerial interpret
Organisational & Business these.
Awareness
Ask someone with relevant expertise to review and give you feedback
on a report or project you have completed which has commercial
Managerial implications.
Visit a section or department that is particularly effective. Identify the
ingredients of their success and report back to your team on this.
Consider acquiring a mentor in another functional area.
Try to get involved in cross-functional projects and tasks.
Learning with your manager
Select with your manager a company system, product or policy that is
in need of evaluation. Find data which will assist you in determining its
effectiveness. Investigate all other options and make well‑argued
recommendations. Give a presentation of your findings and seek
feedback
Managerial Organisational & Business on your analysis.
Awareness
Collect major figures and statistical tables relating to your organisation.
List the inferences you would make from these and check out with your
manager the comprehensiveness and depth of your understanding.
Networking
Identify key people whom you could go to, to check your understanding
Managerial of Awareness
Organisational & Business relevant information, e.g. numerate friends.
Think about which areas in your organisation you need to know more
about. Try to build contacts there. Be strategic in how you build your
network. Choose contacts that deal with organisationally significant
Managerial issues.
Use the organisation chart to make a list of the departments you know
Managerial least
Organisational & Business about, and target one or two of these for exploration.
Awareness
Make a point of visiting, having lunch with, or organising social
functions with people in different parts of the organisation or external
contacts. Find out about changes that are taking place. Use your
contacts to learn more about what is going on in other areas of the
Managerial organisation.
Regularly contact and meet with people in your “network”. Do not just
contact them when you need help. Offer help to others in the network.
Managerial TryAwareness
Organisational & Business to see the network as a two-way thing.
Develop a network of people “in the know” and keep in regular contact.
Encourage them to talk about their work, to discuss their experiences
Managerial and
Organisational & Business share their opinions and knowledge.
Awareness
Agree with your manager an assignment to build up your knowledge of
another team or department that is significant to your work. Set up
meetings and interview people in that team. Present your information
Managerial to Awareness
Organisational & Business your manager in writing or presentation.
Draw a “power map” of your company depicting the lines of information
flow and decision making. Make a point of “getting to know” those
Managerial areas
Organisational & Business you are least familiar with.
Awareness
Offer your services on secondment to a manager in another team who
Managerial exercises
Organisational & Business significant political power.
Awareness
Get familiar with the key people in your industry. Try to read things
they write and get to listen to them speak. Summarise their main ideas
and discuss with a mentor the way in which these relate to your
Managerial organisation
Organisational & Business Awarenessand its development.
Get to know people in your sales and marketing functions who can
provide you with information about competitors’ activities and give you
Managerial ideas
Organisational & Business about how to generate new business.
Awareness
Talk to people in other functions about how the work of your team/
Managerial department
Organisational & Business Awareness affects them and vice versa.
Understanding optimisation of resources
Review a recent piece of work ‑ taking account of resources, costs,
budgets etc. Do a detailed costing to show cost effectiveness.
Work out how much an hour of your time costs your organisation. Be
more aware of how you use your time and cost out the value of
different
Managerial Organisational & Business activities.
Awareness
List the six most prominent problems currently facing you at work. For
each one try and identify the major causes. Are any of them related?
Could taking particular action affect several outcomes? Tackle each
problem in the context of your organisation as a whole rather than as
anAwareness
Managerial Organisational & Business isolated issue.
Take an interest in the strategies of organisations outside your industry.
Pick out key relations and acquaintances with whom you could discuss
the factors affecting the strategic thinking of employers in other
markets, at other stages of development. Pinpoint the differences
between
Managerial Organisational & Business winners and losers.
Awareness
Review a recent piece of work, taking account of resources, costs,
budgets, profits etc. Do a detailed costing to evaluate its cost
effectiveness.
Find out about how you can use computer software products to help to
forecast
Managerial Organisational & Business and monitor budgets.
Awareness
Stand for the post of treasurer of a club or society that you belong.
Devise new ways of raising and allocating funds. Use business
principles to process and present financial information so that
effectiveness
Managerial Organisational & Business Awareness can be monitored.
Managerial Communication Communication Techniques

When producing a report, before writing anything, spend time
identifying the main issues and the overall aim of the report. Give
thought to the best way of structuring the information, i.e. introduction,
clearly headed paragraphs or main points, conclusions and
Managerial Communication recommendations. Read out aloud the finished article and if possible
tape it for a more thorough review and self criticism. Having presented
the report, seek feedback on how it was received in terms of structure,
style and clarity.
When writing a letter or report, try to think about what information the
reader needs or wants to know. Review your work to remove irrelevant
Managerial Communication or inappropriate information and add anything that is missing.
Before sending out any written communication, read it through to check

Managerial Communication it makes sense and conveys the message or information appropriately.
Practise and rehearse important presentations in front of a mirror. If

possible, gain access to a video or at least an audio tape recorder, and
Managerial Communication record your presentation. Play it back and make a note of areas that
didn't come across so well and try again.
When you are explaining something to someone, regularly check that
Managerial Communication
they have understood what you have said, before moving on.
core parts in advance and then amend to suit the individual
Managerial Communication circumstances. This will cut down on time and help you to perfect
these common letters.
Use a variety of question types appropriate to the situation (e.g., open
questions, closed questions, reflective questions) and active listening
Managerial Communication techniques, (e.g. non-verbal communication, summarizing and testing
understanding). See Ian Mackay’s books in Open Learning Resources.
Learn to use PC packages such as work processors and presentation
Managerial Communication packages. Use PC tools such as spell checker, fog index and
thesaurus to facilitate your write.
If you are communicating a technical subject, think about how you
Managerial Communication would communicate it to a non-technical audience, e.g. children,
people from another function or organization.
Managerial Communication Everyday opportunity for communication
If you don't already do so, buy a quality newspaper or journal and read
the leading articles. Pay particular attention to the structure, grammar
Managerial Communication and punctuation. Look for style and clarity and check words of which
you are unsure in a dictionary.
Keep a notebook of words and phrases that you have difficulty with and
regularly review and update the contents.
Improve your vocabulary by reading, doing word games (crosswords,
Managerial Communication Scrabble, etc.) or completing exercises published in magazines, e.g.
puzzle books, Reader’s Digest word power.
In both leisure and group situations, watch others communicating and
see what tips you could use yourself (verbal and non‑verbal).
Analyse the communication processes within your department e.g.,
meetings, minutes, memos, E mail, reports, telephone. Calculate the
Managerial Communication percentage of time spent on each method and suggest ways to adjust
the balance to maximize effective communication.
Ask a colleague to give you feedback and suggestions on your written
Managerial Communication or oral communication skills. (how concise you are, how well you adapt
your style to the audience, your clarity etc.)
Look for opportunities to enhance your verbal communication skills by
Managerial Communication teaching or explaining something about one of your areas of expertise
to other people. These could be at work or outside work.
Approach your HR department for opportunities to become involved
Managerial Communication with interviewing, to practice your questioning and listening skills.
Managerial Communication Learning from the Best

Get familiar with the key figures in your industry and try to read articles
and letters they have written.
Join or rejoin the local library and read as widely as possible. Focus
specifically on good quality literature.
Having given a verbal presentation, identify colleagues who are
Managerial Communication present and who you feel are effective communicators, and ask for
feedback.
Get familiar with the key figures in your industry and try to get to listen
to them speak.
Select someone you regard as an excellent communicator, observe
Managerial Communication what makes them stand out and try to use that behaviour yourself.
Read classic examples of communication, e.g., great literature, the

quality press and business journals.
Managerial Communication Spoken
Try to vary the tone, pitch and volume of your voice to emphasise key
points and keep the audience’s attention. Try taping yourself to listen
Managerial Communication to how effectively you are doing this. Listen to how good speakers
achieve this.
When making a formal presentation, prepare well in advance. Identify
your objectives and what you hope to achieve; anticipate the
audience’s objectives and reaction; consider the use of visual aids to
Managerial Communication make the presentation more interesting; practise in advance,
rehearsing the content and style of delivery, being wary of time
management.
After taking part in meetings, go through your own contribution and
evaluate the degree to which you effectively communicated. Look at
your behaviour in comparison with that of others present. Were you
Managerial Communication able to make contributions without being interrupted or interrupting
others inappropriately? Did you speak firmly, clearly and
economically?
Volunteer to act as spokesperson at meetings to get more practice.
Join committees and societies that involve verbal presentations and
Managerial Communication public speaking, e.g. debating societies, community groups, etc.
Join an evening class or adult institute on public speaking or carry out

distance learning courses on verbal presentation.
Seek opportunities to present, e.g., your findings or recommendations
Managerial Communication at the end of a project. Make presentations as often as possible so that
your skills don’t get rusty.
Make presentations in a low risk environment, e.g., start with team
meetings and then vary the scenario to include some situations which
Managerial Communication you might find more threatening, such as larger or more senior
audiences.
Practice a presentation in front of a mirror. Video or audio tape
yourself presenting or taking part in a meeting. This will give you a
Managerial Communication clearer view of how you come across and areas you may want to work
on.
Offer to speak at a conference to practise your presentation skills and
give your exposure to large audiences.
Work on your clarity of communication by explaining a business
problem to your family or friends and ask them to question you.
Next time you present an idea, think what the exciting messages are
for the people you are presenting to. Convey your enthusiasm by
packaging it for them :
- Emphasise the points of interest for
Managerial Communication them - Pitch it at their level
- Ask
them what they hope to achieve
- Think about any questions or objections the audience might
have, and how to deal with them.
Managerial Communication Working with others to improve communication
Identify some people in your organisation who you feel produce good
written reports and review their style and use of grammar. Ask them
Managerial Communication about how they put a piece of written work together and see which
tactics you could adopt.
Look back on some of your own reports; how could they be made
clearer, more succinct? Are they jargon free, is the punctuation
Managerial Communication appropriate? Ask a colleague to critically evaluate your work and give
you some tips on areas of improvement.
Involve yourself in social bodies or committees. Volunteer to take on
Managerial Communication the secretarial role and take minutes. This will give you practice in
summarising ideas and conveying the meaning of decisions.
Get yourself a mentor who can help you experiment with presentation
formats and delivery.
Give your reports, memos etc. to a colleague to critique. Outline areas
Managerial Communication where you would like feedback, e.g., clarity, layout, structure, style.
Ask people who work with you what you could do to make your
communication more effective.
Shadow a more senior manager :
- Attend official duties with them
Managerial Communication - Find out what contacts they have with
officials - Ask about their priorities and
objectives - Discuss why they
have approached a situation in a particular way
Managerial Communication Written
Find an article which has relevance to your work in a professional
journal or newspaper. Read it thoroughly and make notes. Then write
a précis of the article summarising the key points under no more than 6
Managerial Communication headings. Let your boss or a colleague read the précis and then get
them to pose questions in writing. At this point, re‑read the original
article and decide what amendments, if any, you need to make it more
clear and understandable.
Take a report that you have written and read every sentence asking
yourself if there are any unnecessary words or jargon.
Managerial Influencing Everyday opportunities for influencing

Get family and friends to give you feedback about your style when
meeting new people socially. What skills do you use or not use and
Managerial Influencing how could you develop in this area?
In social situations practise building rapport with new people. Ask them
questions about themselves and their interests and be conscious of
looking interested with both your verbal and non‑verbal behaviour.
Managerial Influencing
If a conflict arises, try to put yourself in the other person’s shoes before
defending your position. Try to look at the conflict as a conflict of ideas
or approaches, rather than of people - try to remain neutral.
In your home life, think about how much you listen to and understand
those around you. How do you show them that you are concerned
about them? How do you behave when there is a conflict between
Managerial Influencing your friends or members of your family?
Go to your local library or a good bookshop and get a book on dealing
Managerial Influencing with people. Make sure you read it.
Before you go to a meeting to present a decision, make sure that you
are fully aware of the likely positive outcomes of this decision and
believe in it yourself. Think about likely opposition and challenges
people may make - try to think of these as opportunities to “sell” your
Managerial Influencing decision, rather than as threats.
Practise arguing/dealing with difficult or obstructive people, rehearse
Managerial Influencing your handling of the opposition.
List the differences between assertive, non‑assertive and aggressive
behaviours; which do you practise most frequently? Look for examples
of assertion in TV programmes, work and family discussions.
Take part in a voluntary activity which will require you to influence
others, e.g. raising funds for a project or charity. Plan out how you
intend to achieve your objective. Review your success against this
Managerial Influencing plan.
With a friend or colleague, have a discussion or debate about an issue
on which you disagree and afterwards ask for their feedback on how
Managerial Influencing you presented your side of the argument.
Choose an idea for something you want to implement and sell it to your
team through a formal presentation. Plan your approach in advance,
Managerial Influencing then evaluate bow effective it was afterwards.
Review your written communication for persuasive content – do you
sell ideas, or take a more matter of fact approach ? Ask others for
Managerial Influencing feedback.
Set objectives for influencing in particular meetings etc. Think in
advance about what you want the outcome to be. Put in place a
Managerial Influencing strategy to achieve this outcome and assess your success.
Look at how you influence outside work. Consider how you could apply
Managerial Influencing this learning at work.
Experiment with influencing in a safe environment – seek opportunities
outside work to enhance your influencing skills :
- Try to negotiate when buying items in shops or making a
major purchase such as a car
- Take an active role in your professional body
– try to get changes implemented, in order to have an impact on the
shape of your profession in the future
Aim to position yourself as an expert on a particular aspect of work, so
that by people coming to you for advice, you will be in a strong position
Managerial Influencing to influence.
Collect examples of influential writing and analyse what differentiates
them. When you have to write something new, refer back to them and
Managerial Influencing use the ideas.
Managerial Influencing Learning with others
Take one or two issues which you have been avoiding in recent
weeks/months and find a route by which you can approach them
Managerial Influencing sensitively with the people or person concerned.
Plan to watch television programmes (or listen to radio) where
conflicting parties are in debate. Make critical notes of the ways people
Managerial Influencing assert themselves and which are most effective.
Take opportunities to sit in on client or sales meetings. Watch how the
spokesperson for your organisation develops rapport and how they
Managerial Influencing build relationships.
Engage your partner/a colleague in debate on an issue on which you
disagree so that you can get practice and get feedback on how you
Managerial Influencing handle confrontation verbally and nonverbally.
Think about someone you know who is effective at diffusing tense
atmospheres and resolving conflicts. Try to identify what it is that
makes them effective at this. Consider whether you can use this
Managerial Influencing information to help you adapt your style in such situations.
Identify someone who comes across as realistically self confident. Ask
them for a meeting, or even better, spend some time with them during
working hours. Ask them how they deal with objections. Identify the
ingredients of their success and consider how to adopt these yourself.
Gather together reports or papers in which a case or proposal has
been presented convincingly. Ask your boss or colleagues for
examples. Look at the structure, the content, the language used. Look
Managerial Influencing for the common features of a well presented case.
Engage a friend or colleague in a debate on a subject about which you
disagree. Try to assess during the conversation how well your
argument is being put over. Obtain feedback from your “opponent” on
Managerial Influencing how well you argued your case.
Make a list of the most influential people you come in contact with in
the organisation. Try to determine what makes them influential. Ask
Managerial Influencing other people who know them to comment.
Identify an issue you feel strongly about, work or non‑work related. Set
down a written or spoken case to influence a colleague. Get the
Managerial Influencing colleague to read the report and give you feedback.
Find out who are the most successful people in the organisation at
selling and negotiating. Visit them and ask them about the techniques
and methods they use. Get them to describe the most difficult
situations they have been involved in recently. How did they deal with
Managerial Influencing these?
Take up any opportunities to sit in on formal negotiations. Note the
process that the participants go through. Look at how agreements are
Managerial Influencing reached or concessions gained.
Attend any local public debates. Listen to how the speakers present
their case. What differentiates the effective from the less effective?
Observe others in the process of influencing – for example, observe a
salesperson/buyer in action, or someone whose influencing skills you
particularly admire. Identify the strategies and skills they are using
Managerial Influencing and try to apply them yourself.
Think of a situation where you were not as influential as you would
have like. Consider what you could have done differently, and discuss
Managerial Influencing this with a colleague to gain their views.
Discuss and evaluate your proposals with other people – work together
Managerial Influencing to give them greater impact.
Ask other people for feedback and suggestions about your influencing
style. Do you :
- Listen
- Acknowledge the other
person’s point of view - Stand your
ground
- Look for win/win solutions
Talk through your approach with someone else prior to the influencing
situation – use them to rehearse :
- Bounce your ideas off them
- Ask them to play devil’s advocate, to help
you prepare for awkward questions.
- Take this role with
others too, to gain an insight into how they counter your arguments.
Tell your colleagues that you are developing your influencing skills and
ask them to take every opportunity to challenge you, to give you a
chance to practise exerting influence and persuading them to change
Managerial Influencing their point of view.
Managerial Influencing Networking
Take a blank sheet of paper and write down your own name in the
middle of the sheet and then draw a map of all your contacts both
within and without the organisation that are necessary for you to carry
out your job. With the help of your manager, draw up a schedule to
increase the breadth and/or depth of your network by targeting specific
individuals or departments, teams or companies.
If you are not at ease when meeting strangers, make a specific point of
putting yourself in that situation. If you are particularly apprehensive,
you could make a point of starting with some low risk encounters, e.g. a
social situation. As you slowly gain confidence increase the risk factor.
Next time you are in a situation of meeting new people, whether
business or social, try to be the first to introduce to somebody and to
Managerial Influencing begin a conversation.
Practise self introduction, i.e. entering a room, moving towards
somebody, shaking hands. Either use a mirror, tape recorder or, if
possible, utilise the help and feedback of a trusted friend. Try to
concentrate on gaining and maintaining eye contact, moving
Managerial Influencing confidently and shaking hands firmly, preferably whilst smiling.
Talk with others who have dealt with the people with whom you will be
negotiating - find out what has worked and not worked in the past.
Seek to build alliances :
- Identify the key opinion holders
- Try out your ideas with people who will be
involved in the decision making to win their support
- Ask them what they would
like the outcome to be - Send out
information to allow people to digest it before the meeting
- Lobby people in advance
- Plant a
question – ask someone in advance to ask a question in the
Managerial Influencing presentation or meeting which will be helpful to your cause
Managerial Influencing Reflecting on Past Behavior
Seek feedback about how you manage conflicts from your colleagues
Managerial Influencing and friends.
List situations which you would like to handle with more appropriate
assertion, e.g. challenging your boss, getting your point across at
meetings, not losing your temper at meetings. Put these situations in
order of difficulty. Start with the one that presents least challenge,
relatively. Discuss with colleagues, who have seen you in the situation,
how you handled it. Rehearse with them more effective tactics. Then
test your rehearsed responses in real life until you begin to see
improvements. Then move on to the next situation on your list; and so
on.
Focus on an incident at work when you disagreed with the group or an
individual. Write a list of possible expressions of disagreement for that
situation. Evaluate your own action in terms of how constructive it
Managerial Influencing proved to be.
Make a note of recent situations in which you have been either
nonassertive (nervous, passive) or aggressive. Consider why this was
so. Identify how you could behave differently if faced with the same
situation again. Take a forthcoming situation in which you wish to
behave assertively. Make a note of any specific actions you need to
take to be assertive.
Focus on an incident at work when you disagreed with the group or an
individual. Evaluate your own action in terms of the extent to which you
maintained your opinion and ultimately achieved your desired goal.
After taking part in meetings, go through your own contribution and
evaluate the extent to which you maintained your position. Did you
stick to your course of action or were you persuaded round to others’
ways of thinking? Get feedback on what you did well and how you
could have been more effective from other people who were at the
meeting.
Think of situations where you have given way or compromised too
readily. Recall the event in detail and list the behaviours and
Managerial Influencing arguments which would have helped your case.
Think about a recent meeting you have had with a stranger. How
aware were you of your impact on that person? What could you have
done differently to have achieved a better or stronger impact? Try to
establish this review process for all new meetings and ultimately try to
track your own performance during the encounter itself.
Undertake an assignment to consider a current work problem in your
team or department about which you feel very strongly. Agree with
your manager to bring forward recommendations within a specified
time period and to present them to your manager and your team. After
the presentation, critically review your performance. How strongly did
you put forward your arguments? How much passion or emotion did
you convey?
Identify the main situations in which you have to be influential. Against
each, rate how effective you are currently; try to make a note of any
specific examples to support your rating. Try to identify when and why
you are or have been effective/less effective. Get feedback from others
Managerial Influencing involved.
Managerial Influencing Techniques of Influencing
Try to think of the person you are influencing as your ally, rather than
your enemy - this should help you look for mutually beneficial solutions.
Managerial Teamwork Enhancing Teamwork

Consider organising a team building event for you and your staff, with
the help of an internal or external specialist. Plan a programme which
will help the team to build on its strengths, work on its limitations and to
Managerial Teamwork become more aware of interactions.
Prepare a list of all issues concerning your team and its members
which you know could be better; include yourself in this list and then
Managerial Teamwork consider what you could do to address each issue.
Try to identify what motivates the different individuals in your team.
Ask them to discuss with you situations when they have felt motivated
or demotivated to help you identify this - don’t assume that they will all
Managerial Teamwork be motivated by the same thing.
Create time to monitor the workplace; talk to key people to ask about
developments where the most likely problems arise. Follow the
Managerial Teamwork principle of Management by Walking About (MBWA).
Practise being sensitive, not only to what people say but to how they
are saying it and therefore what the real message is that they are trying
to communicate. Watch people’s eyes, their face muscles, their
posture, their movements and gestures. Unfortunately there is no sure
dictionary to translate non‑verbal behaviours into meanings, but they
can give additional clues to what is going on inside the speaker. This
in turn can be useful when trying to motivate and develop less
forthcoming staff.
Managerial Teamwork
Consider organising a team building event for you and your staff, with
the help of an internal or external specialist. Plan a programme which
will help the team to build on its strengths, work on its limitations and to
Managerial Teamwork become more aware of interactions.
Managerial Teamwork Everyday opportunity for teamwork
Think of your current situation and list the six main motivators and six
demotivators for you. Brainstorm with close colleagues or friends, all
the possible ways in which you can build on the positive factors and
Managerial Teamwork minimise the negatives.
Practise making positive responses with people around you.
Demonstrate enthusiasm. Ask friends, family and colleagues to rate
you on a scale of 1 ‑ 10 for being enthusiastic . Aim to move up the
Managerial Teamwork scale by at least one point.
Push yourself to take on responsibilities where co-ordinating behaviour
is expected of you, both at work and in leisure (chairperson of a
working party rather than secretary; fund raising co‑ordinator for a
community organisation rather than the setter up of stalls at the
Managerial Teamwork bring‑and‑buy, etc.).
Get friends and acquaintances to tell you about things they have on
their mind. Listen carefully, and make minimum interruptions. Try to
summarise for them what their situation is and what they feel about it.
Get feedback from them on how accurate you have been in picking up
Managerial Teamwork their feelings and thoughts.
In your family life think about how much you listen to and understand
those around you? How do you show them that you are concerned
about them? How do you behave when there is conflict between
members of your family? What areas can you develop and change?
Managerial Teamwork
Managerial Teamwork Learning from others
Identify a colleague or a friend who appears to be effective at
motivating others. Discuss with the person how they go about
motivating people and pick up any useful tips which you could
Managerial Teamwork subsequently adopt to enhance your own management style.
In both leisure and work group situations, watch others communicating
and see what tips you could use yourself (verbal and non‑verbal).
Managerial Teamwork
Identify a colleague or a friend who comes across as sensitive to other
people’s feelings. Discuss with the person how they go about dealing
with people and pick up any useful tips which you could subsequently
Managerial Teamwork adopt to enhance your own style.
Discuss with a mentor your strengths and limitations in teamwork.
Managerial Teamwork Make an action plan of specific, timetabled goals in this area.
Identify a colleague or a friend who appears to be an effective
teamworker. Watch and discuss with the person how they work with
others. See if you can learn anything from them to enhance your own
Managerial Teamwork teamworking skills.
Managerial Teamwork Managing Teamwork
Plan more time with the individual members of your team to show your
positive interest in them, to ensure more personal contact, and to
Managerial Teamwork review their objectives and progress regularly.
List all the ways you can recognise when others are experiencing
problems at work. Think of both verbal and non‑verbal clues which
Managerial Teamwork indicate when things are not going well.
Think carefully about the individuals in your team. Update yourself
about their professional circumstances. Put yourself in their shoes;
Managerial Teamwork imagine how they see themselves and how they see you.
Think carefully about your team as a whole, choose as many adjectives
as you can which describe it and then write a paragraph using these
Managerial Teamwork words to sum up your feelings about your team.
Set up a team or departmental bulletin board to keep people informed
Managerial Teamwork on issues of interest (work and non-work related).
Managerial Teamwork Projects outisde work area
Get yourself on to working parties/projects ‑ any activity where you are
working alongside managers from other functions, to develop your
understanding of how other people gain co‑operation and commitment.
Managerial Teamwork
Plan to watch or listen to TV and radio programmes concerning
Managerial Teamwork counselling techniques and the skills of more effective listening etc.
Aim to increase your relationships with colleagues outside the work
situation. This might involve things like joining a squash ladder, inviting
them into your social life or simply having a drink together after work.
Managerial Teamwork
Observe teams in real life or on television programmes. Identify skills
of individual members and how they contribute to team success.
Managerial Teamwork
Managerial Teamwork Reflecting on past Teamwork
Write down several examples of how you have encouraged colleagues
at work in the last week. Write down the opportunities that you have
Managerial Teamwork missed.
Ask your team for feedback about how well you have motivated them in
the past. When have you been more/less effective? How could you
Managerial Teamwork improve?
Review the results of your last three team meetings. Did everybody
contribute? Were action plans produced? Was the atmosphere good?
Seek feedback from team members and plan the next meeting to
Managerial Teamwork respond accordingly.
Make a list of your major prejudices, of people who irritate you, and of
behaviours you find difficult to tolerate. Make a conscious effort to
control your feelings when coming across people who illustrate these
hang‑ups, and try to engage them in conversation and get to know
Managerial Teamwork them.
Get a colleague who has attended a meeting with you to comment
upon how well you listened to others present ‑ whether you interrupted,
jumped in too quickly with your own ideas, put people down, finished
their sentences for them or generally hogged the action; and to what
extent you registered that you had listened effectively to others; that
you encouraged contributions, that you were able to summarise
people’s comments and that your suggestions showed that you had
understood and were including others’ viewpoints.
Managerial Teamwork
Seek feedback from your colleagues about instances where you have
Managerial Teamwork reacted without consideration of others’ feelings.
Think of situations where people have sought your advice and what
behaviours seemed to help and what seemed to hinder a successful
outcome. Try and separate out your emotions from the other person’s
Managerial Teamwork point of view.
Make a list of all the groups that you have been involved with. How
would you describe your role in these groups? Look at how much effort
you put in, how much concern for others that you showed and how
Managerial Teamwork much you helped to organise the group.
Managerial Teamwork Techniques of teamwork
Think carefully about the individuals in your team. Update yourself
about their personal circumstances. Put yourself in their shoes,
Managerial Teamwork imagine how they see themselves and how they see you.
Find out about the relative merits of directive v. more consultative
styles of management. Experiment with these and find out which
Managerial Teamwork works best in different situations and with different staff.
Read about and practise listening techniques. Try and understand
people’s ideas and views from their perspective without prejudging
situations. Try to avoid interrupting people while they are talking. Wait
Managerial Teamwork until they have finished before starting to speak.
Assess your ability to listen to others. Make a ten minute tape of a
radio programme and write down everything that you can remember.
Play back the tape to check the information that you remembered or
forgot. Develop your skill in this area by listening more attentively to
Managerial Teamwork others in your everyday life.
Read Belbin's book on Management Teams and complete the
questionnaire in it to identify your own team role. Explain the concept
to members of your team and ask them to identify their roles. See if
you agree with each other’s results and discuss the implications for
Managerial Teamwork your team.
Read accounts of projects that involved teamwork, such as scientific
discoveries, mountaineering expeditions and industrial award winners.
Managerial Teamwork
Everyday opportunities for being creative

Managerial Creative Problem Solving
Identify the major repetitive, routine procedures in your department. At
your next team meeting brainstorm for new and different approaches to
these tasks. Try out some of these to see if they are successful.
Ask your manager for an aspect of your department’s working that
would benefit from some improvement. At the top of a piece of blank
paper, clearly state the issue to be tackled. Try and fill the paper with
ideas, (whether practical or not). Do not evaluate these until you have
Managerial Creative Problem Solvingfinished the list.
Take a problem that's concerning you at work; find out how this sort of
problem is being dealt with by other departments/companies. See if
Managerial Creative Problem Solvingyou could use any of these ideas to resolve your problems.
Write a list of all the things which constrain your thinking or action.
Managerial Creative Problem SolvingLook for ways around them.
Being Creative with Others
Learn the skills of “brainstorming” and apply them in a team situation
Help other people to be creative :
- Recognise and reward creative behaviour.
- Explain your thinking processes to others,
clarifying why you reached that conclusion.
- Ask your staff or your
colleagues for ideas. - Don’t stem
the creative flow by criticizing other people’s suggestions.
In your meetings, if appropriate, set aside a creative time e.g. 15
minutes, which should be non-judgemental – quantity rather than
Managerial Creative Problem Solvingquality, with the emphasis on the generation of ideas.
Make a conscious decision not to accept the norm, challenge people.
Look at what is happening in creative terms elsewhere – outside work,
e.g., in the advertising world, the music scene or in another company.
Draw parallels and try to apply different approaches in your area.
Learning from others
With a mentor, focus on the changes for which you have been
responsible at work. Discuss how you dealt with the situations, what
you might do differently and how this relates to your personal strengths
Managerial Creative Problem Solvingand limitations in this area.
Look at other functions within your organisation and identify unusual
but successful processes and procedures. Try applying these in your
Managerial Creative Problem Solvingown department.
Discuss with a colleague the successful and entrepreneurial
businesses within your industry. Try to identify the risks that they have
Managerial Creative Problem Solvingtaken and how these have paid off.
Read biographies of successful entrepreneurs and business "tycoons".
Look at their approaches to various opportunities, how they handled
risky alternatives and the extent to which they experimented with new
Managerial Creative Problem Solvingand unorthodox ways of doing things.
Identify a colleague or friend whom you regard as open to new
approaches and different ways of doing things. Talk to them about
your job objectives and the different ways in which you could meet
Managerial Creative Problem Solvingthese. Could you change your current approach?
Read not only books directly about creativity, but also autobiographies
of people recounting creative periods/acts, e.g. Barnes Wallis and the
Managerial Creative Problem Solvingbouncing bomb.
Get feedback from your colleagues on how you solve problems. Do
you tend to come up with new ideas? If not, try to think about this next
time a problem presents itself - don’t just go for a solution that you’ve
used in the past; see this as an opportunity to come up with new ideas.
Identify someone you know who is particularly good at coming up with
ideas. Talk to them about how they do this. Do they have any tips to
Managerial Creative Problem Solvinghelp you become more creative?
Ask somebody you regard as creative to talk you through their creative
processes :
- How do they approach tasks requiring creativity ?
- What techniques do they use ?
- When do they feel most
creative ? - How do
they develop their creative skills ?
Identify the creative techniques they use and try to adopt these yourself
Read biographies of famous geniuses or creative people. Try to
understand what led them to be creative. Adopt aspects of their
Managerial Creative Problem Solvingbehaviour, to put you in a creative frame of mind.
Opportunity outside workplace
Make a list of interests you could develop outside of work that give you
the opportunity of experimenting with new skills. Choose one or two of
Managerial Creative Problem Solvingthese and make time to take them up.
Take a work objective and discuss it fully with acquaintances outside
work (your partner, friends and relatives). Listen to their perspectives
on the best way to approach and achieve it. Explore the possibilities of
Managerial Creative Problem Solvingapplying these to the situation concerned.
Read the business press, focusing particularly on major transitions and
changes. Note how your competitors have dealt with these. Prepare a
report on the variety of different ways in which you might handle a
similar merger/redundancy/acquisition/ relocation or other programme.
Visit exhibitions and open days to increase your awareness of available
Managerial Creative Problem Solvingalternatives and new developments in your field.
Think through all the changes that you would anticipate both at home
and at work over the next six months. List all the things you can do
Managerial Creative Problem Solvingnow to adapt and prepare.
Take an issue in your home life, what to do for a holiday, for instance.
Be creative: write down as many possible solutions as you can think of,
no matter how outrageous. Aim to fill a whole sheet of paper with
Managerial Creative Problem Solvingideas.
Take on an outside leadership role such as school governor, sports
coach or charity worker. Reflect on the parallels between these
Managerial Creative Problem Solvingleadership roles and leadership at work.
Volunteer to be a coach or mentor, or to train others in your areas of
Managerial Creative Problem Solvingexpertise.
Reflecting on past opportunities
Talk through in detail, with your manager or a colleague, a recent
project for which you have had responsibility. How rigid were you in
your approach? Were you open to new ideas and alternatives? How
Managerial Creative Problem Solvingcould you have handled it better?
Make a list of five common problems that arise at work. For each of
these, write down as many different ways of approaching the problem
as you can. Contrast each of these with current work practices. Are
these realistic alternatives? Could you modify/incorporate these into
Managerial Creative Problem Solvingyour existing approach?
Techniques of Creative problem solving
At your next team meeting introduce the concept of brainstorming to
come up with ideas, for example, on issues facing the team and
possible solutions to these. Do not criticise/evaluate ideas at first -
Managerial Creative Problem Solvingencourage the flow of as many ideas as possible.
Make a table with a list of possible solutions down the page and your
objectives across the page. Fill out the table with your ideas about how
each possible solution would meet (or not meet) your objectives.
Identify the solution which appears most likely to achieve the results
Managerial Creative Problem Solvingthat you want.
Use the concepts of quality circles to work with your immediate
colleagues on major aspects of your work, e.g.. system improvement,
Managerial Creative Problem Solvingproduct development, communications.
Write down on a piece of paper a problem that is currently worrying you
and leave the piece of paper with a pencil by your bed. On waking,
with a rested mind, write down as many possibilities as you can think of
for dealing with it. Get other people involved with the problem to
Managerial Creative Problem Solvingcomment on your ideas.
Approach problems differently - for example, instead of putting your
problem on paper in written form, draw it out. Chart your problem and
illustrate different aspects of it; turn it into a motion picture in your mind.
Developing self
Managerial Developing Others & Self
Set yourself a target to improve one of your management skills every
month. Make a note in your diary of six main areas and allocate one
per month starting tomorrow. This could entail reading a relevant
Managerial Developing Others & Selfchapter in a management handbook each month.
Think about your future in the long term; what position within a
company do you want to reach? What salary do you want to be
earning? Create a step-by-step action plan that will take you from
where you are now to where you want to be. Review your progress
Managerial Developing Others & Selfand the difficulties you encounter with a friend or mentor.
At the end of any project or piece of work actively seek feedback on
your performance from others involved. Get them to tell you both what
you did well and what you could have done better. Bear this feedback
Managerial Developing Others & Selfin mind for your next project.
Make two parallel lists of your current goals at work. Head one list
"easily attainable" and the other "difficult to attain". Look at the "easily
attainable" list and identify why they are not particularly difficult to
achieve. Are there potential difficulties with reaching them? If so, how
do you overcome them. Talk over the "difficult to achieve" goals with
your boss. Find ways to achieve these more effectively. Could you
apply the techniques you use to reach the "easily attainable" goals?
List these goals in the order in which you intend to achieve them. Try
doing this in order of difficulty since success gives confidence for future
tasks.
Be seen to work successfully. Talk confidently about your work to your
boss and colleagues without being unduly brash or immodest. Make
Managerial Developing Others & Selfsure that your ideas and achievements have been noticed.
Find a mentor with whom you can discuss your career plans.
Let people know that you are looking for increased responsibility,
Managerial Developing Others & Selfdevelopment and challenge.
Get a prospectus of evening courses at your local college and make
the time to go to one that would be stimulating and challenging for you.
Complete an inventory such as the Learning Styles Questionnaire to
help you to understand which types of activities you will find most
effective in your self development – see “The Manual of Learning
Managerial Developing Others & SelfStyles” by Peter Honey and Alan Mumford for details.
Carry out an objective assessment of your knowledge and skills profile,
using one of the following techniques. You could then discuss it with
your manager to see how similar your perceptions are :
- Conduct a SWOT – Strengths, Weaknesses, Opportunities
and Threats – analysis of yourself
- Make a list of positives (+s) and negatives (-s) in
two columns, and then come up with an action plan to develop the
weaker areas, and continue to grow the stronger ones
- Assess yourself against each of the
PACE competences to identify shortfalls and areas of strength
Set aside a specific time each week/month for self development.
Identify any qualifications, certification or professional memberships
which would help you to progress your career in the direction you want.
Personal Career Management
Review your career to date, the opportunities that have presented
themselves and the decisions you have made. Think about where you
have made the right choices and where you wish you had taken a
different path. Consider the implications of this for the future. Look at
Managerial Developing Others & Selfhow are you going to do things differently.
Write your own obituary – how would you like to be remembered ?
What would the main achievements be ? What changes would you
Managerial Developing Others & Selfhave made ?
Make a list of goals that you have set yourself in the past. Look at
which one s you have achieved, and which ones you have not yet
Managerial Developing Others & Selfrealized. Make a plan to progress these goals in the future.
Set yourself some career objectives, looking at what you would like to
achieve. What do you need to get you there in terms of :
- Skills
- Knowledge
- Qualifications
- Job
roles carried out
- Contacts made
Managerial Developing Others & Self - Breadth of experiences
Look at a job you would like to hold after a specified date e.g., five or
ten years. Identify the career path of job roles that you would need to
hold to get you there. If possible, talk to someone who is doing that job
now, about the path they took, and what they would have done
Managerial Developing Others & Selfdifferently.
Seek out a more experienced person you respect, and discuss with
them how thay have made the most of their career. Find out what have
been the most significant learning events for them and what advice
Managerial Developing Others & Selfthey would give you.
Everyday opprtunity for developing others
Ensure you are up to date with the job descriptions of your staff.
Review their performance against this on a regular basis and ensure
Managerial Developing Others & Selfyou are aware of their levels of performance.
List all the ways you can recognise when others are experiencing
problems at work. Think of both verbal and non-verbal clues which
indicate when things are not going well. Do any of these apply to your
Managerial Developing Others & Selfsubordinates?
When considering a work problem involve your subordinates by asking
for their opinions. Encourage them to draw on their own experiences
and use their input positively to facilitate debate and discussion.
List your goals at work and outside of work. Take three different
Managerial Developing Others & Selfstages:
Make your goals realistic and measurable, set targets which are
the more likely you are to get there. Create a step‑by‑step action plan
for each of these goals. Detail exactly what you need to do/develop in
order to achieve these goals. Aim to make things happen, rather than
wait for things to happen to you.
Make sure that you are fully up to date with the current business
issues. Read the relevant papers, articles and magazines to ensure
that you are fully aware of all the new opportunities and developing
practices. Are there any ideas you could apply at work?
Focus on your time away from work. Make a list of hobbies and
interests that you would like to pursue. Choose one that gives you the
opportunity of experimenting with new skills and make the time to take
Managerial Developing Others & Selfit up.
Learning from others
Find a mentor with whom you can discuss your progress as a team
leader. Look for someone who has a reputation for developing others,
has a wide range of skills, knows a lot about the organisation and has a
Managerial Developing Others & Selfwide range of contacts.
Seek feedback from others on your staff's performance with outside
bodies/other departments. Look for positive behaviours as well as
areas for improvement. Try to capitalise on their strengths as well as
Managerial Developing Others & Selffocusing on development needs.
Think about a time when someone has been particularly effective at
helping you to develop. Try to identify what it was that made them
effective. See if you can learn from your own experience of being
Managerial Developing Others & Selfdeveloped.
Review your work goals and action plans with your manager and/or
mentor. Discuss how they fit in with corporate goals and opportunities.
Techniques of Developing others
Be aware of expected standards of performance in others and be
sensitive to the fact that people will sometimes fall below these
expected standards. When reviewing below par performance with staff
watch for clues of deeper problems and be prepared to be flexible (in
the short term at least) in your demands, especially when a legitimate
problem is getting in the way.
In your everyday interactions with others seeking your advice,
experiment with encouraging them to come up with ideas and
suggestions to solve the problem themselves. Try to hold back from
Managerial Developing Others & Selfoffering your ideas straightaway.
Be willing to give people accurate and honest feedback. Give praise
for success but also confront problems. Try to make your feedback
descriptive, focusing on what they actually did, rather than your
Managerial Developing Others & Selfopinions/judgements.
Analyse your views of your subordinates objectively. Consider each
individual and summarise his/her contribution to the team/department,
according to performance, attitudes, likely potential and relationships
Managerial Developing Others & Selfwith others.
Encourage individuals to take responsibility for their own development.
Ensure that they feel they can discuss their own development needs
Managerial Developing Others & Selfand suggestions with you.
Discuss development with your subordinates, using the structure and
information provided in this self development pack as a basis. Focus
on the individual's development needs and their learning style.
Managerial Developing Others & SelfDevelop an action plan and make time to help them review it.
Ensure that you are aware of the possible development options
available to your subordinates, e.g. in-house training courses, external
training courses, relevant literature etc. and communicate this to them.
Consider your organisation as a whole. What opportunities are there
for your subordinates? Where could they be in 5 years' time? Discuss
with colleagues/your manager the potential career paths available for
Managerial Developing Others & Selfyour subordinates.
Discuss the feasibility of seconding appropriate staff to another
Managerial Developing Others & Selffunction/external body in order to broaden their experience.
Consider the role of a mentor. Encourage your staff to find appropriate
mentors to assist their development. Could you fill the role yourself?
Examine your time management carefully. You may be spending time
on routine, repetitive tasks, that distract you from your main objectives.
If so, look to delegate at least two aspects of your non‑essential work.
Managerial Result Orientation Everyday opportunity to develop result orienattaion

Set yourself a target to achieve every month. Keep a record of the
difficulties which you encounter on a day-to-day basis and how you aim
to or did deal with them. Review your progress at the end of each
Managerial Result Orientation month.
Think of your current situation and list the six main motivators and six
main demotivators. Brainstorm with close colleagues or friends, all the
possible ways in which you can build on the positive factors and
Managerial Result Orientation minimise the negatives.
Ask yourself what you need to do to become more achieving and
results orientated. What behaviours should you demonstrate more and
Managerial Result Orientation what behaviours should you demonstrate less?
Read journal articles which discuss quality issues both within your own
Managerial Result Orientation and other industries.
Managerial Result Orientation Learning from others
Think of your current work situation and list the five main ways/things
that motivate you to achieve high levels and difficult goals. Also list
your five major demotivators. Brainstorm with close colleagues or
friends all the possible ways you could maximise the positive factors
and minimise the negative ones to achieve your targets.
Managerial Result Orientation
Get feedback from your colleagues about how well you have coped
Managerial Result Orientation with disappointments and persevered to achieve goals in the past.
Read biographies of successful entrepreneurs and business tycoons.
Note what motivated them and how they approached goal setting.
Think about someone you know who comes across as particularly
driven - what is it that they do that makes you think this? Are there any
Managerial Result Orientation “tips” that you can pick up from them?
Ask for feedback on how motivated you come across as to your team.
Try to identify how you could develop in this area and what the benefits
Managerial Result Orientation would be of doing this.
With a mentor, focus on the changes that you have been responsible
for at work. Discuss the outcomes of these and whether they have
lead to increased quality and higher standards. What might you do
differently and how does this relate to your personal strengths and
Managerial Result Orientation limitations?
Survey other functions and find out their perception of the quality of
your own areas of work. Look at their processes and procedures to
Managerial Result Orientation see if you could use these to improve your own.
Send out a questionnaire asking your staff or customers to identify
quality problem areas and offer suggestions as to how these could be
Managerial Result Orientation dealt with.
Think of someone who’s particularly effective in getting things done.
Managerial Result Orientation Identify what they actually do.
Review all projects and activities and, in discussion with your manager,
ensure that all have measurable, specific, achievable outputs as their
targets. In reviewing your performance with your manager ensure that
the review discussion includes reviewing achievement of specific
Managerial Result Orientation outputs.
With the help of your manager review a piece of work or specific project
in which it has been difficult for you to achieve the objective. Critically
review your own performance by asking such questions as: what could
I have done differently to ensure achievement of the end goal?
Managerial Result Orientation Opportunity outside work area
Try to take regular exercise to increase your fitness and levels of
Managerial Result Orientation endurance.
Managerial Result Orientation Reflecting on experiences
With a colleague or mentor, discuss a goal which you have had to
obtain despite considerable opposition, problems or barriers. Focus on
how you followed through the course of action, what you might do
differently and how this relates to your personal strengths and
Managerial Result Orientation limitations in this area.
List situations where you feel you did not achieve goals due to the
setbacks you encountered. Discuss with a mentor how you handled
them and what you could have done differently to meet your objectives.
Think about a situation where you have failed to meet an objective or
goal. Then focus on all the advantages, benefits and positive
Managerial Result Orientation developments that could have resulted had you succeeded.
List all the improvements you would like to make at work. Choose the
most immediate, identify the problems you are likely to encounter and
how to overcome these to make sure you achieve your goal.
Identify in what situations have you shown most drive and commitment
in the past? What were the key conditions in those situations? Can
you identify a way to incorporate this/these into your current job?
Ask yourself whether your current job is providing you with the
conditions necessary for you to feel drive and commitment. If not, what
Managerial Result Orientation alternative jobs might provide the right conditions?
Review a recent project, taking into account the goals outlined initially
and comparing these with the final outcome. Think about areas for
Managerial Result Orientation possible improvement.
Discuss with a mentor a project which you feel did not achieve a quality
result. Look at what could have been achieved. What could have been
Managerial Result Orientation done differently to facilitate these outcomes?
Familiarise yourself with your organisation’s approach to quality. Is
Managerial Result Orientation your department working to these standards?
List three situations where you have failed to achieve a goal. Then
focus on all the advantages, benefits and positive developments that
could have resulted had you been successful. Practise looking for
challenges and opportunities rather than avoiding threats. Whenever
you encounter difficulties, focus on the possible benefits from
overcoming them.
Managerial Result Orientation Techniques of focusing on results
Try to look for opportunities rather than avoiding threats. When you do
encounter difficulties, focus on the possible benefits of overcoming
Managerial Result Orientation them.
Try to view challenges and setbacks from a problem-solving
perspective - look for solutions, rather than focusing on the problems
Managerial Result Orientation and why things can’t be done.
Practise positive responses with people around you. Demonstrate
enthusiasm. Ask friends, family and colleagues to rate you on a scale
of 1 ‑ 10 for being enthusiastic. Aim to move up the scales by at least
Managerial Result Orientation one point.
Work towards a more positive attitude. List three situations where you
have felt very negative and then concentrate on all the possible
benefits, pluses or advantages that could have been gained. Practise
looking at opportunities and challenges rather than threats. Whenever
you feel yourself arguing negatively, stop for a moment to look at the
possible benefits and opportunities.
Be willing to take on extra work to help your team/organisation achieve
Managerial Result Orientation its goals.
Review with your team how well the progress of tasks is maintained.
Managerial Result Orientation quality checking.
At your next department/team meeting, get everyone to focus on areas
where quality could be improved. Choose two or three of these and
agree on action plans to raise standards. Use these plans to review
Managerial Result Orientation your success at the next meeting.
Ensure you are up to date with the job descriptions of your staff. Set
them challenging yet attainable goals according to these and review
Managerial Result Orientation their performance on a regular basis.
When reviewing below par performance with staff be aware and make
sure that they are aware of expected standards of performance.
Ensure that the high standards demanded are the same standards that
Managerial Result Orientation staff are aiming to achieve.
Review your job objectives. Ensure that you are on course for
Managerial Result Orientation achieving the goals it outlines.
When you notice yourself avoiding a task or problem, make a list of the
Managerial Result Orientation reasons why and then try to tackle these one at a time.
Try to break projects and tasks into smaller units - make a list of these
Managerial Result Orientation and cross them off as you accomplish them.
Make your goals realistic and measurable; set targets which are
Managerial Result Orientation the more likely you are to get there.
Before starting out on a complex project or other plan, consider what
elements of that project could go wrong or otherwise fail to be
delivered. Draw up, with the help of your manager, contingency plans
Managerial Result Orientation to overcome these possible problems.

Gol-Goli Khao Manager Ban Gao: Area Competency Self Development Activities

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Gol-Goli khao manager ban gao

Area Competency Self Development Activities

Managerial Decision Making Analysing Data

Managerial Resorce Management Organising with others

Managerial Organisational & Business Awareness

Managerial Communication Communication Techniques

Before sending out any written communication, read it through to check

Practise and rehearse important presentations in front of a mirror. If

Managerial Communication Learning from the Best

Read classic examples of communication, e.g., great literature, the

Join an evening class or adult institute on public speaking or carry out

Managerial Influencing Everyday opportunities for influencing

Managerial Teamwork Enhancing Teamwork

Everyday opportunities for being creative

Managerial Result Orientation Everyday opportunity to develop result orienattaion

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