1. Copyright 2010, The World Bank Group. All Rights Reserved. Management Skills Section A 1

2. Copyright 2010, The World Bank Group. All Rights Reserved. Much of what is learned in management is based on a wide variety of observations of human behavior. 2

3. Copyright 2010, The World Bank Group. All Rights Reserved. Human behavior is often not predictable and the situations in which people work are quite different so it is difficult to provide a “principle” which can be used in every situation 3

4. Copyright 2010, The World Bank Group. All Rights Reserved. MANAGER MANAGER An administrative leader occupying any of a variety of supervisory positions within the organization. 4

5. Copyright 2010, The World Bank Group. All Rights Reserved. Competencies/Focus 5

6. Copyright 2010, The World Bank Group. All Rights Reserved. Basic Functions of Management Planning Organizing Directing Controlling 6

7. Copyright 2010, The World Bank Group. All Rights Reserved. Recognized Leadership Styles 1. Autocratic (boss) 2. Democratic (participative) 3. Laissez-faire (free rein) 7

8. Copyright 2010, The World Bank Group. All Rights Reserved. Characteristics of an Autocratic Leader Makes decisions alone - subordinates are told what to do. Assumes total power and responsibility. 8

9. Copyright 2010, The World Bank Group. All Rights Reserved. Characteristics of a Democratic Leader Shares some decision-making responsibility. Makes effort to develop group’s sense of responsibility for their accomplishments Although decision-making is shared, the ultimate responsibility rests with the leader 9

10. Copyright 2010, The World Bank Group. All Rights Reserved. Characteristics of a Laissez-faire Leader Avoids power - delegates power to subordinates. Group is essentially leaderless, except when the leader deals with outside persons to obtain information, materials, and resources. Gives little or no direction - allows a great deal of freedom 10

11. Copyright 2010, The World Bank Group. All Rights Reserved. Deciding Which Leadership Style to Use is Based on: The leader The group members The situation 11

12. Copyright 2010, The World Bank Group. All Rights Reserved. Leadership style exercise Given the two situations provided in the notes section, you are to select the leadership style that you would choose for each situation based on the information provided. You are also to give your reasons for selecting that style. 12

13. Copyright 2010, The World Bank Group. All Rights Reserved. How We Communicate Verbal communication: With written or spoken language Non-verbal communication: By touch By movement of the body 13

14. Copyright 2010, The World Bank Group. All Rights Reserved. Components of Communication Message Sender Environment –Method –Distance –Surroundings –Noise Receiver 14

15. Copyright 2010, The World Bank Group. All Rights Reserved. Active Listening The intellectual and emotional process of searching for and discerning the meaning of the message. 15

16. Copyright 2010, The World Bank Group. All Rights Reserved. Active Listening Components Attending – focusing on the speaker’s words and feelings Interpreting – Understanding the speaker’s words and feelings Responding – reflecting on the speaker’s words and feelings 16

17. Copyright 2010, The World Bank Group. All Rights Reserved. Personal Communication Style Extrovert –A person who is outgoing, not shy, and prefers the company of others rather than being alone Introvert –A person who tends to be shy in large groups and does not find it easy to talk to new people 17

18. Copyright 2010, The World Bank Group. All Rights Reserved. Keys to Active Listening Give full attention and suspend judgment Focus on the speaker and resist distractions Pay attention to all nonverbal communication (tone of voice, facial expressions, overall behavior of the speaker) Listen to all of what is being said instead of tuning out or preparing your reply in your mind 18

19. Copyright 2010, The World Bank Group. All Rights Reserved. Leadership Summary Different styles are used in different situations Choose the leadership style that suits you, your staff/team, environment and task Practice good communication techniques Be aware that staff may not understand for various reasons and use techniques learned to overcome misunderstandings 19

20. Copyright 2010, The World Bank Group. All Rights Reserved. Active Listening Exercise Get a partner for this exercise One person will be the sender, the other the receiver The sender should speak on a work-related problem The receiver then re-states the problem in their own words and offers solutions The sender then evaluates the sender’s active listening skills for accuracy, support and completeness. 20