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Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness.

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Presentation on theme: "Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness."— Presentation transcript:


2 Managerial Effectiveness Part II of Training on Personal & Managerial Effectiveness

3 Thinks of self as BOSS Follows Chain of Command Makes Decision ALONE Hoards Information Masters ONE major DISCIPLINE Thinks of self TEAM MEMBER Deals with anyone & everyone Invites & Involve others in Decision Shares Information Masters MANY DISCIPLINES Who is MANAGER?? X XXXX


5 Conceptual Competencies Man – Management Competencies Technical Competencies Skill Types Needed 1. Conceptual Skill: Ability to think analytically & achieve integrated problem solving 2. Human Skill: Ability to work well in cooperation with others, emotional intelligence 3. Technical Skill: Ability to apply expertise, do specific tasks with proficiency

6 Realization of a GREAT Manager My attitude My behavior Your attitude Your behavior Affects


8 Self Awareness – Understand own moods and emotions Self Management – Control over emotions, think before act! Self Motivation – use our emotions to guide towards our goal, take initiative & persevere I UNDERSTAND DEVELOP Empathize – identify with and understand others situation, feelings & motives, respond to emotions in meaningful manner Relationship Management – Handling relationships, interacting with People successfully and bring out collaboration IntrapersonalInterpersonal In the previous KSS we discussed about how to make ourselves effective INTRAPERSONALLY. The shift is needed now to improve ourselves INTERPERSONALLY.

9 EMPATHY Ability to identify with and understand anothers situation, feelings & motives. It also eliminates misunderstanding, communication errors and confusion This facilitates working relationships that produce creative solutions. Promote openness and help encourage others to share their ideas more willingly. Be a Supportive Listener Help speaker clarify thoughts & Ideas Keep your emotional perspective Avoid Negative Body Language Use Positive Body Language Improve your empathetic Skills

10 SYMPATHY versus EMPATHY Sympathy is to convey a feeling of sorrow, without necessarily relating, for what another person is feeling or going through. Sympathy is AGREEING to persons feelings To empathize is to imagine oneself in the shoes of another and relate to how it feels to be in that certain situation. Empathy is UNDERSTANDING persons feeling with no interest in agreeing or disagreeing


12 Relationship Handling This comes automatically by having mastered : - Self Awareness - Self Management - Self Motivation - Empathy We need to bring these skills together to become SOCIALLY INTELLIGENT

13 But, this all is not that easy as it sounds!! 12 CONFLICT

14 Definition of Conflict A situation in which someone believes that his or her own needs have been denied. The goal of organizational leadership is not to eliminate conflict, but to use it. Conflict is a predictable social phenomenon and should be channeled to useful purposes. Constructive Approach

15 Individuals have different objectives There is an unhealthy level of competition Their roles are not clearly defined The workflow has been disrupted There was a breakdown in communication

16 Is Conflict Always Bad? Good Can help us develop ideas Learn more about others Improve relationships Contribute to creativity Lets us know there is need for change Bad Can erode confidence Can make us resentful or frightened Damage relationships Cause concentration and work to suffer Can make life unpleasant for everyone

17 When we get into arguments with people, the problem wont be sorted until both parties feel that they have been treated fairly. Grrrrr…..Grrrrr…..

18 To resolve the conflict, all parties have to Understand Work Together Find a Solution

19 Techniques : Conflict Resolution Collaborator Compromiser Accommodator Controller Avoider WINWIN LOOSE - WIN LOSELOSE WINLOSE

20 19 Tips for Managing Workplace Conflict Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others perspectives on the conflict situation Acknowledge feelings before focussing on facts Focus on solving problems, not changing people If you cant resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved

21 Impact of an Effective Manager A Warmer, healthier, collaborative climate. Better involvement of subordinates in inviting views & opinions. This helps build people their skills & competencies. Constructive conflict handling. Adherence to Core Values. Effective performance feedback. A BEST PLACE TO WORK

22 MYTH#: Male managers are more likely to possess task-oriented abilities than are female mangers, whereas female managers are more likely to possess person-oriented skills than are male managers. MYTH#: In order to maximize managerial effectiveness, men should be given the jobs that require task-oriented abilities and women should be given the jobs that require interpersonal skills. MYTH#: Task-oriented skills are more important for leadership effectiveness than are person-oriented skills. MYTH#: If women want to rise to the top levels of management, they need to be more like men.

23 Indira Nooyi Chanda Kochar Kiran Mazumdar Shaw

24 Thank You Happy Womens Day

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