Managing for the First Time
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This presentation is from our Managing for the First Time webinar and talks about the specific challenges facing new managers. This presentation will help you: Understand the role of a manager Understand the different styles of management Identify the key concerns and fears for first time managers Recognise the importance of personal and professional development.
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Managing for the First Time
- 1. Welcome to Today’s Webinar: ‘Managing for the First Time’. The webinar will begin promptly at 3pm and last approximately 45 minutes. The webinar will be delivered by Tracey Moore. Tracey has worked for PNE for over 20 years, providing training, assessment, coaching and support to managers in the voluntary sector. www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 2. Managing for the First Time Tracey Moore www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 3. We will cover: 1. The Role of a Manager 2. Styles of Management and Management Theory 3. Key Concerns and Fears 4. Personal and Professional Development www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 4. Your Role as a Manager www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 5. What is Management? “The efficient and effective use of resources to achieve results with, and through, the efforts of other people.” – Chartered Management Institute www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 6. What do Managers do? • Communicate the intended destination • Ensure that their team is skilled, experienced and resourced well enough to get there • And once they’ve all set off, they must constantly monitor and support the team and keep it headed in the right direction. www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 7. So you need to... • Manage People: - recruiting - appraising - supervising - developing - disciplining - handling grievances - motivating www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 8. ...and... • Manage Information: – Identifying valid sources – Monitoring – Analysing – Reporting – Decision making – Filtering out red herrings! www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 9. ...and... • Manage Resources: - setting budgets - controlling cashflow - identifying resource needs - acquiring resources - managing equipment - ensuring health and safety www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 10. ...and finally... • Manage Activities: - overseeing delivery - ensuring quality - minimising complaints - minimising mistakes - ensuring good customer service - driving efficiencies and effectiveness www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 11. How do we do it? www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 12. Core Skills - Goal-setting - Negotiation - Problem-solving - Organising - Communication - Monitoring/reporting - Conflict resolution - Delegation - Organisation - Motivation - Decision making - Understanding group dynamics www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 13. Core Knowledge • A good understanding of: - finance/funding - production/service delivery - operations - IT systems - marketing and promotion • An appreciation of the wider context in which your team, task and/or organisation operates. www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 14. Management Theory What type of Manager are you? www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 15. Henry Fayol’s 5 Functions of Management 1) Plan and forecast 2) Organise 3) Coordinate 4) Command 5) Control Source: Henry Fayol (1916) www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 16. Peter Drucker’s 4 Functions 1) Set objectives 2) Organise the workforce 3) Motivate people and communicate effectively 4) Evaluate and develop the performance of staff Source: Peter Drucker (1977) www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 17. Your Time Analyse your time – how are your days divided as a manager? www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 18. Douglas MacGregor’s X and Y • Theory X managers suppose that employees lack ambition and are only motivated by money. As a result, their management approach must control, order and direct the workforce. • Theory Y managers feel that workers are motivated by self- actualisation and personal development. They align themselves with the organisation’s goals and consequently require little control or direction, seeking instead to be praised and rewarded for their creativity and performance. www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 19. 5 Styles of Management 1. Autocratic 3. Paternalistic 5. Laissez-Faire 7. Democratic 9. Management by Walking Around www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 20. Key Concerns and Fears www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 21. Common Concerns for New Managers • Not having the skills needed to do the job • Taking over from a good manager • Taking over from a bad manager • Not appearing credible • Making mistakes • Having to manage colleagues and/or friends • Not being liked • Making the wrong decisions • Dealing with disciplinary and grievance issues www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 22. In one word...? Failure www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 23. Top 10 New Manager Mistakes 1. Think they know everything. 2. Desire to show everyone who is in charge. 3. Change everything. 4. Are afraid to do anything. 5. Don't take time to get to know their people. 6. Don't spend time with their boss. 7. Don't worry about problems or problem employees. 8. Don't let themselves be human. 9. Don't protect their people. 10. Avoid responsibility for anything. Source: F. John Reh; About.com www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 24. Getting it Right 1. Listen to the people around you 2. Ask for input when appropriate and keep an open mind 3. Understand your role and objectives, the objectives of your team and how they fit into the whole organisation 4. Keep people informed 5. Make a positive difference – not just change for change sake 6. Trust your abilities www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 25. Getting it Right 1. Build in regular time with your line manager 2. Take time to know your team and understand their strengths and weaknesses 3. Don't avoid problems – deal with them as they arise 4. Acknowledge and promote achievements (thank you goes a long way) 5. Ensure your team are treated fairly – defend them as necessary 6. Take responsibility for your own actions and those of your team www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 26. Management Secrets • Practice positive delegation • Listen • Ensure experienced and qualified staff • Maintain personal and professional development • Consult (remember you are not on your own) • Empower your team www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 27. What is Empowerment? Empowerment is... The management practice of sharing information, rewards and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance. It is based on the idea that giving employees skills, resources authority, opportunity, motivation as well as holding them responsible and accountable for outcomes of their actions, will contribute to their competence and satisfaction. Source: www.businessdictionary.com www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 28. The Benefits of Empowerment • Increased job satisfaction • Increased motivation • Increased commitment • Increased productivity • Increased quality • Increased customer satisfaction www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 29. Personal and Professional Development www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 30. Benefits of Learning • Allows you and your organisation to be better prepared for the future • Makes you and your organisation more credible • Ensures you keep up to date with current practice, occupational requirements , legislation and technology • Updates your skills and knowledge in line with any CPD requirements of your profession • Improves confidence and wellbeing • Helps you to fulfil your role more effectively • Provides space to reflect on your own practice www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
- 31. Thank you for participating! Did you enjoy today’s webinar? Why not look at some of our courses on www.globelearning.org This month only you can purchase the Introduction to Management online course for £15. Follow us @globelearning ‘Like’ us on Facebook /globelearning www.globelearning.org Follow us on twitter (@globelearning) ‘Like’ us on Facebook (www.facebook.com/globelearning)
Hinweis der Redaktion
- Role: What is management? What is the role of a manager? What tasks do we do? What skills and knowledge do we need? Management Theory: Principles and functions of management Management Profiles Styles of Management Concerns and Fears Common Concerns Common Mistakes Tips on getting it right PPD: Benefits and impact of learning
- Traditionally managers were people who worked their way up through an organisation to the management role. They had experienced the different ‘shop floor’ roles and had shown their skills and so were promoted to management. More recently management has been identified as a discipline requiring a specific set of skills and knowledge. People can be trained as managers. But does this mean that someone who has done a management course will make a better manager than someone who has worked their way through the organisation? The answer is possibly. It depends on the natural qualities of the person, the management role models they have had and their technical approach to management. Let’s explore this further! My first question to you – please use the chat box to respond – is ‘what is management’?
- Through the efforts of other people – sometimes misunderstood by new managers – you do not have to do everything – you should use your management skills to develop an effective team and then play to the strengths of your team.
- If your organisation is seeking to introduce a new product or service and it is your team’s role to make the product or deliver the service then it is your responsibility to ensure that everyone is clear about their objectives and how they fit within the team’s overall objective. You have to ensure your team members all have the right skills and experience, access to the necessary raw materials, adequate budget to cover any costs, motivation and commitment to achieve etc. You then have to monitor the team’s progress to evaluate how well they are achieving their objectives and deal with any performance issues at an early stage.
- Can you think of any other skills that I have missed?
- Which comes back to the original point –is it better to be trained as a manager or to know the organisation and the answer is you need both – management skills and business knowledge to be a good manager.
- See also – Henry Fayol’s 14 Principles of Management – authority, discipline, unity, equity etc... Plan and forecast – managers should plan a series of actions that aim to meet the future objectives of the organisation. 2) Organise – to ensure a systemised procedure is in order. 3) Coordinate – to guarantee the harmony of work practices, so resources, actions and inputs achieve their desired outcomes. 4) Command – offer direction and assistance for employees. 5) Control – to make sure that orders are followed and that all principles of management are applied. Source: Henry Fayol (check Date)
- Peter Drucker argues that there are 4 essential functions of management: You may note that in Drucker’s eyes the manager is particularly focused on the management of staff which fits with the CMI definition if you remember which was essentially achieving things with and through the efforts of other people. Not command and control as in Fayol but more towards guidance and support.
- Interesting reflective exercise to when you get the chance – just keep a diary for a few days and be honest about what your time is spent doing. You may be surprised!
- Theory X leaders consider people to be lazy and reluctant to work or take responsibility. This perspective also supposes that employees lack ambition and are only motivated by money. As a result, their management approach must control, order and direct the workforce. In contrast, Theory Y leaders feel that workers are motivated by self-actualisation and personal development. They align themselves with the organisation’s goals and consequently require little control or direction, seeking instead to be praised and rewarded for their creativity and performance.
- Autocratic (or authoritarian) managers like to make all the important decisions and closely supervise and control workers. Managers do not trust workers and simply give orders (one-way communication) that they expect to be obeyed. Paternalistic managers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure. They consult employees over issues and listen to their feedback or opinions. Laissez-Faire managers act as a mentor and stimulator, and staff manage their own areas of the business. It is a style that is best for strong, entrepreneurial employees in an organization with dynamic growth in multiple directions. Democratic managers will put trust in employees and encourage them to make decisions. They will delegate to them the authority to do this (empowerment) and listen to their advice. The ultimate democratic system occurs when decisions are made based on the majority view of all workers. MBWA Managers (Management by Walking Around) are proactive listeners. Managers using this style gather as much information as possible so that a challenging situation doesn't turn into a bigger problem. Listening carefully to employees' suggestions and concerns will help evade potential crises. MBWA benefits managers by providing unfiltered, real-time information about processes and policies that is often left out of formal communication channels. By walking around, management gets an idea of the level of morale in the organization and can offer help if there is trouble. There is no right and wrong and you will not be stuck in a style of management necessarily – the best managers can select a style of management which best fits a particular situation and can adopt that style successfully. Even a naturally democratic manager will need to be autocratic at times – can you think of an example when this might be necessary????
- In this section I will draw on my own experience as a coach and assessor for managers who are new in post, focusing on the most common concerns that have been shared with me over time, but I am sure you will have some of your own to add so please feel free to use the chat box.
- As a manager you want to be successful and show your employer that they have got the right person in the role. Failure is not an option. Lets look at the results of an internet survey which was undertaken by about.com and aimed to identify the top 10 new manager mistakes .......