How to be a good manager

Training on Manager Skills: How To Be A Good Manager
Prepared by: Inam Ul Haq (257) Page 1
MGT-495
Total Marks: 40
FINAL PROJECT
TRAINING MANNUAL
INSTRUCTIONS
 Any document without name and registration number will be marked as zero.
 Font of main heading should be times new roman 18 (bold) and subheading should be
times new roman 16 (bold).
 Text font must be times new roman 12 (regular)
 Alignment should be justified and line spacing should be 1.5.
 Page list should be at least 15.
 Plagiarism shall not exceed 20%. Negative 5 on increase of every 5% Plagiarism.
 Timely submit the document; late submission will not be entertained.
 Cheating cases i.e. similar document will not be marked.
 Your document should be formal and should be presentable.
 Use graphics where necessary.
TASK
 You have to choose a skill on which you think that you are able to conduct training or
a workshop e.g. can be Leadership skills, Resilience skills, communication skills etc.
 Plan the activities for the hypothetical workshop and list down the details to form a
training manual.
GUIDE LINES OF MANUAL:
1. Title Page. Include a title, your name, course name, Registration number and date.
2. Table of Contents. Include titles and page numbers for each of the sections listed
here, in addition to the sub sections of your manual.
3. Introduction.
o Introduce the training module by stating the goal and objectives and a brief
explanation of the scope of your training manual.
o Outline

4. Step-by-Step Instructions. Your step by step instructions must be well-written and
clearly explain each step in the process. Break up your instructions into sub-sections i.e. n
chapters
 Identify the chapter heading
 Organize the chapter sequence
 Developthe chapter topic
 Arrange the topic in logical sequence
 Organize the reference material
5. Pictures/Screens Shots. If the training involves a demonstration of a work-related
process or procedure, take digital pictures of key steps
6. Summary. Summarize the training module. Review what was covered and explain
what can be done in future.
7. Resources. List and describe any materials or resources the learners will need to have
in order to complete the training (i.e., computer, Internet, specific hardware and software,
additional resources, etc.). If you used books, Internet articles, or other resources, they must
be cited in APA format.
8. Assessment. Include a form of assessment to check for understanding. The
assessment may be a written exam to test learner's understanding of the training materials that
assesses how well they were able to carry out your instructions.

Manager Skills
(How To Be A Good Manager)
Inam Ul Haq
Transferable Skills Development
(MGT-495 TSD)
CIIT/FA14-EMBA-257/CVC
May 31, 2015

Table of Contents:
Titles Page No.
Introduction…………………………………………………………………………. .05
Objectives of training…………………………………………………………………06
Training Steps………………………………………………………………………....07
Motivating Your Employees………………………………………………………08-09
1.1 Motivate People
1.2 Make People Feel Good
1.3 Appreciate Employees
Setting Goals………………………………………………………………………..09-10
2.1 Under-promise, over-deliver
2.2 Employees Know Expectations
2.3 Offer goal-oriented feedback
2.4 Hold yourself to the highest standards
Delegating Responsibility………………………………………………………….10-12
3.1 Delegate
3.2 Assign tasks that will stretch your employees
3.3 Assume responsibility for your employees' mistakes
3.4 Don't take credit for your employees' achievements
3.5 Acknowledge your own missteps
Communicating Effectively………………………………………………………….12-15
4.1 Keep the door open
4.2 Take an interest in your employees
4.3 Don't mix positive and negative feedback
4.4 Listen
4.5 Clarify what you're hearing
4.6 Ask questions
Embracing Egalitarianism……………………………………………………………….15
5.1 Treat everyone equally
5.2 Treat your employees well

Introduction
A person who is responsible for planning and directing the work of a group of individuals,
monitoring the work, and taking corrective action when necessary is known as Manager. For
many people, this is their first step into a management career
Levels of Management
Top managers are responsible for the overall direction and operations of an organization.
Particularly, they are responsible for setting organizational goals, defining strategies for
achieving them, monitoring and implementing the external environment, decisions that affect
entire organization.
Middle managers are responsible for business units and major departments. Examples of
middle managers are department head, division head, and director of the research lab.
First-line managers are directly responsible for the production of goods and services.
Particularly, they are responsible for directing nonsupervisory employees. First-line managers
are variously called office manager, section chief, line manager, and supervisor.
This training is prepared in light of the attraction rate in the industry which is too high. The
power of an organization's managers in creating the organization's values, environment,
culture and actions is immeasurable. Organizations need managers who can manage their
employees and is trustworthy, cares about people as well as the business and acts with
integrity.

Objectives of the Training
In every large organization, there's a hierarchy of management that keeps the whole operation
running smoothly. A good manager is able to blend into the background, changing small
things here and there to great effect. Being a good manager is about leading by example. It's
one of the toughest jobs out there — in part because you have to manage other people's
expectations — and also one of the least acknowledged. Despite this, there are several tricks
of the trade that will help you successfully manage all your responsibility, in style and with
verve.

Training Steps
In today’s scenario need for good managers who can manage themselves as well others in
high stress environment is increasing. Anyone can be a good manager as it is as much as a
trainable skill as it is inherent ability
The training on “How to be a good manager” involves following five steps:
Step 1:
Motivating Your Employees
Step 2:
Setting Goals
Step 3:
Delegating Responsibility
Step 4:
Communicating Effectively
Step 5:
Embracing Egalitarianism

Step 1: Motivating your employees
a) Motivate people:
Why are the employees there? What keeps them
with your organization and stops them from going
somewhere else? What makes the good days good?
What makes them stick with the organization after
a bad day or a bad week? Don't assume its money -
most people are more complex than that.
Remember, our values are what make us "tick." If
you manage by respecting your team's values, they will give you their best effort. Ask the
employees how they like their job on a regular basis. Encourage them to be honest with you.
Then take action based upon what they tell you.
Offer perks that your employees will value. If health is important to them, give them time to
go to the gym and work out. If their family is important, respect the time they may need to
send their kids off to school in the morning or pick them up in the afternoon
Make people feel good:
The successful manager is great at identifying his
employees' strengths and applauding them every once
in a while. That's because good managers know that
happy people make productive people. Try to applaud
your employees' strengths both publicly and privately.
In a meeting with your boss, for example, mention
something one of your workers did well. If your boss happens to mention to that worker that
you said something good about them, they're likely to feel that you appreciate them and made
the effort to put in a good word. That sort of compliment doesn't go unnoticed.
Privately laud what your employees do well. Tell them when you have a moment. Go into
detail. A private chat, however short, can have a positive impact on morale, resulting in more
self-motivation.

b) Appreciate Employees:
Tell your employees how much you appreciate them from
time to time. Just go out and say it. Ask them out for a cup
of coffee and tell them what you appreciate about them:
They're a hard worker; they effectively motivate other
people; they're easy to coach; they're disciplined or go the
extra mile; they always cheer you up, etc. Don't mince
words — just tell them straight out. An employee who
knows just how much they are appreciated will work harder, enjoy what they do more, and
pass that psychic happiness along to other employees.
Step 2: Setting UP Goal
a) Under-promise, over-deliver:
This idea can apply to several different areas of life, but
it's a great managerial mantra. Do you want to be the
kind of person who has wildly optimistic goals that they
never meet, or do you want to be the kind of person who
sets measured goals and ends up exceeding them by
leaps and bounds? Although this is about image, image
is extremely important.
Don't be the kind of person who never shoots for the moon. Staying measured in your goals
doesn't mean that you should always play it conservative, never setting high goals. A
manager who never punches above her weight can come across as lacking ambition. Even the
conservative poker player knows they need to go 'all-in' from time to time.
b) Employees Know Expectation:
Make sure each employee knows what's
expected. Having concrete goals empowers your
employees and keeps them focused on work.
Explicitly outline what you expect, when the deadline
is, and what you'll do with the results.

b) Offer goal-oriented feedback:
Providing your employees with quick feedback that's focused on their work can help foster
improvement. Meet in small teams or one-on-one, and go over your comments in detail. Set
up a schedule for feedback. Offer it regularly so that your employees know when to expect it
and can make space for it in their workflows.
c) Hold yourself to the highest standards.
We all know the kind of manager who constantly shouts or
bitterly complains when mistakes are made but gives
himself a 'pass' when he fails. Don't be this kind of
manager. Ideally, be harder to on yourself than you are on
your employees. This can have a trickle-down effect:
Employees see the types of goals and standards you set for
yourself and want to emulate you because they look up to you.
Step 3: Delegating Responsibilities
a) Delegate:
You're a manager because you're good at what
you do, but that doesn't mean you're supposed to
do everything yourself. Your job as a manager is
to teach other people how to do a good job.
Start small. Give people tasks that, if performed
incorrectly, can be fixed. Take the opportunity to
teach and empower your employees. Then
gradually give them tasks with greater responsibility as you come to understand their
strengths and weaknesses. Learn how to anticipate any problems they might have so you can
coach them properly before they begin.

b) Assign tasks that will stretch your employees:
As your workers begin to take on more
responsibility and demonstrate that they're
capable, give them tasks that will expand their
skills and help them take more ownership of their
work. Not only are you finding out how much
your employees can handle, you're making them
more valuable to the company.
c) Assume responsibility for your employees' mistakes:
When one of your underlings makes a mistake,
don't lord it over them; assume the mistake as
your own, even if it isn't technically yours. What
you're doing is creating a culture where your
employees feel comfortable making mistakes.
This is a very important concept:
Doing this allows your employees to innovate
and, ultimately, to learn or grow. Workers who learn from their mistakes will grow to become
better workers; those who fail to make mistakes in the first place usually play it too safe,
never venturing out into deep water.
d) Don't take credit for your employees' achievements:
Let them take credit for their own achievements.
This motivates them to continue to chase after
success. The successful manager is like a
conductor. He orchestrates the music so that each
element sounds as good as possible and resonates
with the group as a whole. A great conductor will
lead by example, blending into the background.
What happens if you're the type of manager who "steals" someone's idea and plays it off as
your own? You send the message that you only care about your image and are ruthless

enough to sacrifice someone else in order to get ahead. That's not a great image to have, and
it certainly doesn't motivate the people below you to work harder.
You may be thinking — take responsibility for other people's mistakes and don't take credit
for what your employees do; where does that leave me? If you do good work and you're an
effective manager, you shouldn't worry about dressing up your laurels. People will recognize
the work that you do. Even more important, they'll be impressed that you motivate your
employees, know how to be humble, and stay out of the way. If you work hard, you'll get
your dues.
e) Acknowledge your own missteps:
When things don't turn out the way you expected,
recognize what you could have done differently and
verbalize this realization to your employees. This
shows them that you make mistakes too, and it also
shows them how they should handle their own
mistakes.
Whenever you're doing something correctly after
having done it incorrectly in the past, let whoever is watching know. For example: "The
reason I know to press this button is because this happened to me when I first started out, and
I made the mistake of pressing the blue button, thinking 'This will shut down the system,
which should resolve the issue' and I found out — the hard way — that it makes the issue
even worse!"
Step 4: Communicating Effectively
a) Keep the door open:
Always remind people that if they have any
questions or concerns, you're ready and willing to
listen. Maintaining an open channel of
communication will make you aware of problems
quickly, so that you can fix them as soon as
possible.
Don't be one of those managers who inadvertently makes an employee feel like they're
bothering you when they bring up a question or concern. Instead of seeing it as another crisis
to manage, look at it as an opportunity to show your employee how much you want this

organization to be a fulfilling place to work. Never minimize or dismiss the concerns of your
employees, and always make sure that you've answered their questions completely.
b) Take an interest in your employees:
Don't make every interaction with your workers
strictly business. Ask after their well-being, chat with
them about yourself, and establish a personal
connection.
Being in-tune with your employees' lives outside the
office can potentially alert you to times when that
person needs extra consideration from you, for instance if he or she requires sudden time off
for a family funeral. If you can be accommodating about upheavals in the personal lives of
your workers, they'll feel good about rewarding you with loyalty.
Know your boundaries. Don't overstep and ask your employees about anything too personal,
such as religion, politics, or personal relationships. You can keep up a friendly rapport
without being invasive.
c) Don't mix positive and negative feedback:
Say you're giving your employee feedback in a
performance review. You start off by mentioning
how great the employee is to work with, and note
one or two additional things they've excelled at.
Then you launch into an extended itemization of
their deficits — "sales were down this quarter,"
"revenue slipped," etc. What do you think the
employee hears most resoundingly, the positive or the negative?
When you mix positive and negative feedback, both areas suffer. The positive becomes
overshadowed by the negative, and the negative doesn't carry the full force of its potential
impact. Of course, there may be situations where you'd want to communicate this, but on the
whole it makes communication less effective.
When you silo positive and negative feedback, the positive stands out even more and the
negative becomes more urgent.

d) Listen:
Listen to what your employees and coworkers
have to say. You don't always need to be the
driver of meetings, keeping others out by
dominating the podium. Always make a sincere
effort to listen, but be on the lookout most during
the following situations:
 When employees are actively sharing ideas.
Don't butt in and talk just to make sure your voice is part of the mix. This can put the idea-
sharing into a stranglehold.
 When emotions are turbulent:
Let people voice their emotions in a safe, controlled environment. Stifled emotions can turn
into resentment, eroding your working relationship. Similarly, emotions that are not
adequately dealt with can interfere with rational discussion, which should be the mainstay of
your work environment. When teams are building relationships or having discussions. Offer
your employees a receptive ear when they're building relationships and getting creative.
d) Clarify what you're hearing:
A good manager not only strives to make him
clearer, but also strives to understand what those
around him are saying. You can do this by
repeating what the other person has said as a part
of your conversation. Use this technique when
you're not exactly sure what the other person is
saying.
Instead of asking your co-worker "I'm sorry, can you repeat what you just said? I'm not sure I
understood." say something like "So you're saying that we could drive up productivity by
offering more meaningful incentives. What might that look like in the flesh?"

e) Ask questions:
Intelligent questions show that you can follow
the flow of the conversation and clarify when
necessary. Don't be afraid to ask questions
because you're worried about appearing
"stupid." Effective managers care about
understanding what's important; they don't care
about how they get there. Know, too, that
others will probably have questions and may not ask. If you ask their question for them, you
can act as a facilitator and build your team's engagement level. That's the true mark of a
manager.
Step 5: Embracing Egalitarianism
a) Treat everyone equally:
Most of us aren't as egalitarian as we'd like to be.
Many times, favoritism happens on a
subconscious level. The tendency is to give more
positive reorganization to the people who remind
us of ourselves somehow and who actually like
us, rather than to the people who make the
biggest contributions to the organization. In the
long run, its people in the latter group who will make the most progress in achieving the
organization's goals, so monitor your own behavior carefully and make sure you're not
accidentally short-changing them, even if they give you the impression that your positive
regard doesn't affect them. Some people shy away from positive feedback but appreciate it
nonetheless.
b) Treat your employees well:
If you're good to your workers and they're happy with
their jobs, they'll pass that kindness on to customers and
invaluably bolster the image of your company. Or,
they'll do the same for their employees and maintain a
positive corporate culture.

Summary
 Be good to your team. Without them you can't succeed.
 Don't scold the entire department for what one person is doing wrong. For example, you
notice that Jane is often late to work. Instead of sending a group email warning everyone
to be on time, confront Jane privately.
 Celebrate success with your team, whether it's by giving them a pat on the back, taking
them to lunch, or giving them the afternoon off.
 Avoid making employees stay after normal working hours. Respect their time and
personal commitments and they will reciprocate by producing exceptional results for their
manager and the organization.
 If termination is absolutely necessary, don't automatically give the employee a bad
reference. The job may simply have been a bad fit. Emphasize the employee's strengths
and skills.
 Before taking a drastic step like termination, consider having the employee transferred to
another department. He or she may bloom in a different environment.
 Never reprimand an employee publicly, no matter how well deserved.
 Intervene immediately whenever there is a conflict between employees. Don't ignore the
problem, or suggest that they work it out themselves. An employee in this situation often
feels trapped and powerless, especially if the other employee outranks them or has
seniority with the company. Schedule individual meetings with each employee, then see
them together. Call in a company mediator if necessary. Address the specific problem(s),
not general complaints. "I resent having to help Bob when he gets behind, because he
never does the same for me" is a specific problem. "I don't like Bob's attitude" is a general
complaint.
 Being a good manager doesn't mean being a people pleaser. If an employee keeps
crossing the line or failing to meet expectations, use a feedback sandwich or nonviolent
communication to correct the situation. If that fails, consider firing them.
 Snow days present a problem for employees with children. The day care center or school
may be closed. Should you allow employees to bring their children to work on snow
days? Check with your Human Resources department, since there may be safety or
insurance issues. It is very important to respect employees' time and personal life.

Assessment Form
In assessing a manager's ability to manage people, I believe it is important for a manager or
supervisor to step back and look introspectively at their ability to direct the efforts of others
as well as think about the environment they operate within. The following brief questionnaire
is for your use in carrying out this type of self-assessment. Please respond to each question as
honestly and objectively as possible in order to provide yourself with an accurate reflection of
your situation.
Please Tick Your Desired Option “True” or “False”:
I believe that I am an effective manager
True False
My employees would say that I am an effective manager
True False
I feel comfortable in my role of managing people
True False
My ego does not get in the way of making sound, logical decisions
True False
I am a good leader of people
True False
My people are high performers
True False
I have confidence in my people to meet my expectations of them
True False
I have confidence in my own abilities
True False
I understand what is expected of me
True False
My people understand clearly what is expected of them
True False
There is a cohesive, team-oriented atmosphere in my company, department or work unit.
True False
I deal with problem situations and employees in an expedient manner and don't ignore them.
True False

My attitude is positive.
True False
I am a good communicator
True False
I set an appropriate example for my employees
True False
I establish clear expectations for all of my people
True False
My people feel good about working for me
True False
My people regularly come forward with ideas, problems or suggestions
True False
I would rather deal with people than numbers or things
True False
I look forward to coming to work in the morning
True False
I am effective in coaching my people to higher levels of performance
True False
Please Answer The Following Questions:
I would describe my management style in the following way:
Ans:
My biggest day-to-day challenge is:
Ans:
These are my concerns about my people in terms of their ability to meet my expectations:
Ans:
My strengths and weaknesses as a manager are:
Ans:
I feel that I need to improve in the following areas in order to become a better manager:
Ans:
I would describe the culture in my work unit in the following way:
Ans:

My three biggest frustrations as a manager are:
Ans:
My people would describe me as:
Ans:
I currently hold my people accountable for meeting expectations in the following manner:
Ans:
If I could define my ideal job, it would be:
Ans:
The one thing I enjoy most about my job is:
Ans:
The one thing I enjoy least about my job is:
Ans:
My personal goals for the next year are:
Ans:
My personal goals for the next five years are:
Ans:
Thank You Very Much For Your Kind Consideration

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