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EXCELLENT MANAGER Engr. Ansari.................................................................................................................. General.

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Presentation on theme: "EXCELLENT MANAGER Engr. Ansari.................................................................................................................. General."— Presentation transcript:

1 EXCELLENT MANAGER Engr. Ansari General Manager; Operations MK Fashions Ltd. Lecturer, BUFT Trainer & Consultant, BDJOBS Training Trainer and consultant, Prothom-Alo Jobs training Trainer for Wal-Mart BD Ltd. Expert on Fully Automated Production Control System(ETS/GPRO, FR, SAP) Expert on LEAN MANUFACTURING Ph (Direct from Overseas) Alt. Ph (Direct from Overseas) skype: engineer-ansari Right First Time Respect for The true sign of intelligence is not knowledge but imagination

2 Vince Lombardi said that the key to winning is to become brilliant on the basics

3 1.MANAGERIAL EFFECTIVENESS A manager is someone who gets results with and through other people. A superior manager is someone who gets superior results with & through other people. Keep your eye on the ball. Why are you on the payroll? Contd …

4 Managerial effectiveness contd What specific, measurable results have you been hired to accomplish? What can you, and only you, contribute to your organization? Think through your work in detail. What are we trying to do? How are we trying to do it?

5 2FOCUS ON YOUR KEY RESULTS AREAS Seven key results areas for management:

6 Their boss 1Customer needs External customer Their people 2Economics. Work to increase revenues / decrease costs 3Quality. How can we improve quality? 4Productivity. Output – results 5Innovation. New ideas, products and services for the future 6People growth. The pay- off for training is 30: 1 7Organizational development. Create a positive climate. Seven key results areas for management:

7 3STANDARDS OF PERFORMANCE These must be specific, measurable and time bounded. What gets measured gets done Rewards must be based on performance alone. What gets rewarded gets done Inspect what you expect. Quality control – internal & external

8 4CONCENTRATION OF POWER Only concentrate on critical areas were it makes a difference

9 5VITAL FUNCTION THEORY Seven key functions of management Contd…

10 Seven key functions of management contd Planning Organizing Staffing Leading Communication Decision making Controlling

11 6MANAGEMENT BY OBJECTIVES With your subordinate, agree on the results expected. Standards of performance – agree on measurement, determine the time. Be available. Give freedom to methodology. Review regulatory requirements.

12 7MANAGEMENT BY EXCEPTION Once each job has been assigned with key result areas and standards of performance, tell the person to report to you only when there is a variance.

13 8EFFECTIVE DELEGATION Match the skills of the person with the requirements of the task Explain the result you want and why Explain your preferred method of approach Turnover 100% responsibility Resist the temptation to interfere Schedule regular meetings for review

14 9CREATING A PEAK PERFORMANCE CLIMATE Challenge Freedom Respect people & opinions – even if you disagree Warmth – friendship factor Control- non- judgmental performance review How are things going? Success experiences – make people feel like winners Positive, confident expectations

15 10MANAGERIAL LEVERAGE Managerial leverage means increasing the amount of output relative to your input Batch your tasks- Utilize the learning curve Do things you are better at ( strengths) Teach, train and delegate to others Do more important things. Set priorities. Simplify the work

16 11HIRE THE RIGHT PEOPLE Clearly describe the job before hiring someone Think through the job Interview at least three people, at least three times. The Law of Three. Hire based on past performance – check for accuracy Listen to your intuition

17 12FIRING INCOMPETENT PEOPLE When firing an incompetent person ask the question. who is competent? The person who made the hiring decision is the incompetent person. Fire gracefully & firmly.

18 13MEETINGS Ask yourself why are we having this meeting Always write an agenda Schedule. Always start and stop on time Allow people to leave when they are no longer necessary Concentrate on the most important items first Press for closure on every item Assume that the latecomer is not coming at all Ask yourself: Is this meeting wasting someone elses time?

19 14TEAM BUILDING Have overeaching goals for the team – do something big Meet regularly Celebrate victories, successes and birthdays Encourage a climate of harmony. Remove those causing disharmony

20 15DECISIVENESS 50 – 60 % of your time is making decisions Define clearly what you are trying to accomplish Define clearly the boundary conditions

21 16REMOVING OBSTACLES Identify the limiting steps that are holding you back Identify the rock that blocks your path Once you have identified your main obstacle, swarm all over it Obstacles are usually products, service or people problems

22 17MANAGER AS A ROLE MODEL Have good work habits Every organization is merely the length of shadow of one man

23 18BRAINSTORMING Have people attending The ideal time is 15 – 45 mts. Generate as many ideas as possible

24 19NEGOTIATING SKILLS Determine what you want. Determine your ideal outcome 80% of negotiating success is preparation Argue the other persons case Always do win – win negotiating. Look for a solution that is satisfactory to both sides

25 20COMMUNICATION SKILLS Learn how to write well Learn how to speak on your feet Develop the ability to sell Expect resistance to new ideas. Ask this What do you think Allow them to think it over for three days.

26 21COMMITMENTS TO EXCELLENCE AND PERSONAL PRIDE Set standards of excellence Encourage, reward and recognize quality work Celebrate success and achievement Lead by example

27 SELF As a manager CUSTOMER Internal & external PEOPLE Individuals & the work team ORGANIZATION & its management TASK Mission The Central Perspective of the Manager

28 W hat separates the excellent companies are, make up of a greater number of individual managers acting as models for excellence.

29 These excellent managers recognize specific commitments to the customer, organization, key tasks, people, & themselves.

30 The excellent manager lives by the five commitments and works it correct with others to build the ORGANISATION.

31 What does the excellent manager do? Commitment to the Customer INTERNAL EXTERNAL

32 COMMITMENT TO THE CUSTOMER THE EXCELLENT MANAGER Serves the Customer Builds Customer Importance

33 COMMITMENT TO THE CUSTOMER Serves the Customer Knows who the customer is Is dedicated to meeting the needs of people who use the organization's services or products Encourage and listens to input from the people who use the organizations service or products Acts to solve customers problems in a timely manner

34 COMMITMENT TO THE CUSTOMER Builds Customer importance Consistently treats the uses of the organizations services or products. Clearly communicates the importance of the people who use the organizations product or service. Contd…

35 Does not allow destructive comments about the people who use the organizations products or service. Is more committed to customers long- term satisfaction than the organizations short term gain. COMMITMENT TO THE CUSTOMER Builds Customer importance Contd…


37 The excellent Manager: Builds the organization Supports higher Management Operates by the basic values

38 The excellent Manager: Builds the organization Knows & supports the mission of the organization Discourages destructive comments about the organization Is honest and positive in describing organizational benefits Inspires pride in organization

39 The excellent Manager: Supports Higher Management Describes higher level managers in a positive way. Avoids destructive comments about higher level managers. Does not pass the buck or blame higher level management.

40 The excellent Manager: Operates by the basic values Understands the basic values of the organization Manages using the basic values of the organization Encourages others to operate using the basic values of the organization. Takes corrective action when basic organizational values are compromised.

41 COMMITMENT TO SELF as a manager Demonstrate autonomy Builds Self as a manager Accepts constructive Criticism

42 COMMITMENT TO SELF as a manager Demonstrate autonomy Stands up for personal beliefs. Takes responsibility and ownership for decisions. Takes reasonable risks in trying out new ideas. Is more concerned with achieving excellence than playing it safe.

43 COMMITMENT TO SELF as a manager Builds Self as a manager Shows a high degree of personal integrity in dealing with others Present self in a positive manner Demonstrates confidence as a manager Avoids destructive self- criticism

44 COMMITMENT TO SELF as a manager Accepts constructive Criticism Is willing to admit mistakes Encourages and accepts constructive criticism Acts on constructive advice in a timely manner Does not discourage people from giving

45 COMMITMENT TO PEOPLE individuals & the work team

46 The Excellent Manager Shows Positive Concern and Recognition Gives Development Feedback Encourages Innovative Ideas

47 The Excellent Manager Shows Positive Concern and Recognition Consistently shows respect and concern for people as individuals Gives positive recognition for achievement without discomfort to either party Adequately rewards & reinforces top performance Makes people felt like winners Avoids destructive comments about people at work

48 The Excellent Manager Gives Development Feedback Effectively analyze performance. Develops specific plans when performance needs are improving. Strive to improve peoples performance from acceptable to excellent. Gives developmental performance feedback in a timely manner. Avoids taking credit for the ideas of others.

49 The Excellent Manager Encourages Innovative Ideas Encourages suggestions for improving productivity. Provides opportunities for others to try out new ideas. Acts on ideas and suggestions from others in a timely manner. Avoids taking credit for the ideas of others.


51 The Excellent Manager Keeps the right focus Keeps it simple Is action – oriented Builds task importance

52 The Excellent Manager Keeps the right focus Knows and supports the mission of the overall organization. Ties individual objectives to larger organizational goals. Concentrates on achieving what is most important.

53 The Excellent Manager Keeps it simple Keeps the work simple enough to be understood and implemented. Breaks work into achievable segments. Encourage s efforts to simplify procedures. Avoids unnecessary complications.

54 The Excellent Manager Is action oriented Communicates a positive sense of urgency about getting the job done. Emphasizes the importance of day – to – day progress. Encourage taking action to get things done. Concentrates on meeting deadlines.

55 The Excellent Manager Builds task importance Is committed to excellence in task achievement Makes the task meaningful and relevant Encourages suggestions for improving productivity Does not downplay the importance of the work

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