People Management Mrs. K. Gooljar

People in the process People are an organisation’s most important assets. The tasks of a manager are essentially people-oriented. Unless there is some understanding of people, management will be unsuccessful. Poor people management is an important contributor to organization failure.

People - Oriented Today's business world demands a people-oriented business. Managers who prioritize their relationships with their team and who focus on their people are far more effective in motivating them and building company loyalty and increasing performance

Key Role of Manager Management means getting things done. The job of a manager in the workplace is to get things done through employees.  A manager’s most important and most difficult job is to manage the people.

Management in Organisations Inputs from the Environment: Planning and Decision Making Organising Leading Controlling Goals attained: Resources: Human Financial Physical Information Efficiently Effectively Economically

What managers do Achieving the Task Building & maintaining the Team FUNCTIONS Defining the task THE ROLE Planning Achieving the Task Briefing Controlling Building & maintaining the Team Developing the Individual Evaluating Motivating Organising Providing an example

Importance of management skills Effective management skills essential to help people and organization improve their own effectiveness and efficiency.  The quality of management and effective management can determine the culture of the organization, the productivity of its staff and ultimately success or failure

MANAGEMENT SKILLS PROFESSIONAL SKILLS MANAGEMENT SKILLS BUSINESS AWARENESS PERSONAL EFFECTIVENESS

PROFESSIONAL SKILLS Specific to particular occupations and professions Acquired through vocational/specialist training Developed through experience Often key focus of job related training in organisations.

Management Skills -MANAGING PEOPLE Team building Conflict management Negotiating Motivating and empowering staff Developing staff Self awareness and improvement.

Other qualities required for a good manager to manage his staff Planner Provider Protector Inspiring a shared vision Good communicator Competence Ability to delegate task

BUSINESS AWARENESS Trends Competition Political/economic influences Customer Service Social changes Technological advances.

PERSONAL COMPETENCE PERSONAL SKILLS setting and prioritising personal goals stress management time management creative thinking decision making displaying confidence being trustworthy and trusting. INTERPERSONAL SKILLS influencing others giving and receiving feedback showing sensitivity effective listening being responsive explaining and presenting Negotiating.

Activities that constitute 'effective people management' It is argued that organizations invest in and value people through certain core activities, which include effective communication and teamwork, planned training and development, leadership capability,strategic alignment of human resource management policies, empowerment of employees and review and continuous improvement.

Activities in managing people Problem solving (using available people) Motivating (people who work ) Planning (what people are going to do) Estimating (how fast people will work) Controlling (people's activities) Organizing (the way in which people work)

Effective People Management Processes and Practices Have a clear vision of your Expectations and make it clear to all employees Ensure Team Members know that their work has value Get to know each Team Member and set goals for all Have frequent Performance One-to-one discussions Show interest in each person's work output Have high expectations of each Team Member

Motivating people An important role of a manager is to motivate the people working in the business organization. Motivation is a complex issue but there are different types of motivation based on: Basic needs (e.g. food, sleep, etc.); Personal needs (e.g. respect, self-esteem); Social needs (e.g. to be accepted as part of a group).

Motivation balance Individual motivations are made up of elements of each class. Balance can change depending on personal circumstances and external events. However, people are not just motivated by personal factors but also by being part of a group and culture. People go to work because they are motivated by the people that they work with.

Conflict at work 4 main sources of authentic distrust and conflict at work Budgets Assignments/workloads Transparencies Power

Managing Conflicts An important and sensitive role of Managers is to bring conflicts at manageable level to avoid deterioration and loss of productivity and decreased level of performance

Management of people and management of processes are inextricably linked together  

Tips for managing people Know your people – ASK: “What could I learn about my people that would help me be a better manager

Some Things to Know Does the person like his/her job or position? How does the person get along with others? How well does the person perform on the job? What are his/her strengths and weaknesses? How does he/she react to criticism and crisis? What motivates the person to do his or her best ? What are the person's desires/aspirations/goals?

Build Appropriate Relationships Avoid showing favoritism—race, gender, etc. Friendships are okay; but avoid cronyism Male/female—perceptions count Don’t blindside your associates Don’t play the blame game Stop gossip and rumors Help others

Tips for managing people Establish Mutual Trust Train and Mentor People Tell what you want—not how to do it Give Credit; Take Blame  Manage, Don’t do Set the Example Delegate Effectively

Delegation Delegate necessary authority with task responsibility Set reasonable timelines for delegated tasks Delegate worthwhile projects, rather than just busy work Provide sufficient resources for delegated tasks Provide adequate guidelines/boundaries for the task Give sufficient instructions/coaching for the task Provide follow-up during the task Give feedback on performance after task is completed Sense willingness of subordinates to accept delegation  

MBWA: Some Things to Consider Do it often—even if you can’t spend much time Don’t show partiality; spread yourself around Go by yourself; don’t take an entourage Don’t circumvent subordinate managers Listen; understand; try out their jobs Catch them doing good things Bring good news  

Tips for managing people (ctd) Be humble Set SMART goals Don’t be an Ostrich Evaluate Continually Keep Communication Channels Open Encourage Input and Feedback Listen Effectively Create Good Performance Through Praise Be an Encourager  

Practice the Golden Rule Treat people  the way you want to be treated 

Conclusion Employees leave Managers, not organizations To manage people effectively, you need to broaden your role to include coaching, facilitating and being a catalyst while still flexing your style for the needs of different team members.