1. Management So you think you are a good manager?

2. Manager or leader? Managers do things right Leaders do the right things

3. Principles Operation Operation Involving carrying out tasks Involving carrying out tasks Following instructions Following instructions Operating machinery & equipment Operating machinery & equipment Supervision Supervision Allocating tasks Allocating tasks Ensuring task done effectively Ensuring task done effectively Management Management Acquisition, deployment, use of resources Acquisition, deployment, use of resources For commercial gain For commercial gain

4. Definitions Deciding what should be done – decision making Who should do it – delegation Making the best use of resources Men Materials Money Methods Markets Machinery Planning, leading, organizing, staffing & controlling

5. Leading & Planning Have a vision of the future Have a vision of the future Directing the business Directing the business Setting objectives Setting objectives Resource allocation Resource allocation Planning a continuous process Planning a continuous process Adjust according to circumstances Adjust according to circumstances Refocus efforts Refocus efforts

6. Leading & Planning Directing the business towards its goals Directing the business towards its goals Being responsible for success & failures Being responsible for success & failures Motivating & training staff Motivating & training staff Delegating authority to do tasks Delegating authority to do tasks Organizing Organizing Develop functioning business structures Develop functioning business structures Define working relationships Define working relationships Coordination Coordination Controlling Controlling Systems to measure & reward performance Systems to measure & reward performance

7. Successful Management Focus – ability to concentrate on tasks Focus – ability to concentrate on tasks Without focus business will waste resources Without focus business will waste resources Will – desire to carry out task Will – desire to carry out task Without will business will remain a theoretical dream Without will business will remain a theoretical dream Capability – ability & energy to do what’s needed Capability – ability & energy to do what’s needed Without capability business will dissipate energy Without capability business will dissipate energy Lots of activity but getting no-where Lots of activity but getting no-where Need all three – focus, will & capability Need all three – focus, will & capability

8. Successful Management Focus Will Capability

9. Key operating principles Professional & business-like Service Quality & Excellence Fairness, Consistency & Equitably Transparency & Accountability Ethics & Confidentiality Integrity & Honesty Diligence Receptive, Friendly & Welcoming Accessible & available

10. Key operating principles cont These will: ensure equality, equal opportunity & respect ensure equality, equal opportunity & respect to customers & staff to customers & staff create trust for create trust for effective co-operation & sustainability effective co-operation & sustainability add value & contribute to growth add value & contribute to growth of wealth & job opportunities of wealth & job opportunities provide high quality services & products provide high quality services & products responds to needs responds to needs

11. Key operating principles cont As a result business/organisation will retain customers/clients retain customers/clients attract more customers/clients attract more customers/clients retain staff & management retain staff & management attract staff & management attract staff & management have sustainable growth have sustainable growth

12. Obligations Provide effective working environment Provide effective working environment Create an enterprise culture Create an enterprise culture Identify entrepreneurial opportunities Identify entrepreneurial opportunities Ensure good business ethics Ensure good business ethics Deliver professional services Deliver professional services For sustainable growth & survival For sustainable growth & survival Develop programmes Develop programmes Addressing needs & market trends Addressing needs & market trends Undertake continuous staff development Undertake continuous staff development

13. Controls Establish & monitor Establish & monitor key performance indicators key performance indicators service level agreements service level agreements Develop & implement Develop & implement evaluation & monitoring system evaluation & monitoring system performance measurement & reward schemes performance measurement & reward schemes A quarterly audit A quarterly audit management procedures management procedures finances, environment & social conditions finances, environment & social conditions

14. Systems, Structure & Strategy If Structure precedes strategy If Structure precedes strategy Bureaucratic & inefficient Bureaucratic & inefficient If Systems precedes strategy If Systems precedes strategy Could do the wrong thing, but more efficiently Could do the wrong thing, but more efficiently Therefore, Strategy must come first Therefore, Strategy must come first Before structure & systems Before structure & systems Strategy StructureSystems

15. Courage to implement Willingness to Plan Planning done in a perfunctory way, no implementation,manage- ment by procrastination, POOR RESULTS Misguided actions lead to management by seat of pants, reacting to crisis and POOR RESULTS No understanding of need for planning no action on implementation DISASTEROUS RESULTS! Good plan, strong courage to implement leads to informed action and REAL RESULTS Planning process v implementation No understanding of need for planning no action on implementation DISASTEROUS RESULTS ! Misguided actions lead to management by seat of pants, reacting to crisis and POOR RESULTS Planning done in a perfunctory way, no implementation,manage- ment by procrastination, POOR RESULTS Good plan, strong courage to implement leads to informed action and REAL RESULTS

16. Efficiency v Effectiveness Efficiency – Efficiency – doing the job right Effectiveness – Effectiveness – doing the right job

17. Organizing yourself Plan your time Plan your time Without planning you will never have time for anything Without planning you will never have time for anything Make an investment in time Make an investment in time Take control of your time Take control of your time It is a resource - a cost item It is a resource - a cost item What am I here for? What am I here for? Assist the business to achieve its objectives Assist the business to achieve its objectives Make money Make money

18. Organizing yourself cont Make a to-do list Make a to-do list Write down all the jobs that you have to do Write down all the jobs that you have to do Large & small Large & small Long term & short term Long term & short term Urgent & important Urgent & important Boring & interesting Boring & interesting Active & Reactive tasks Active & Reactive tasks Active positive tasks – those needed to achieve your objectives Active positive tasks – those needed to achieve your objectives Reactive tasks – junk that needs to be done to keep things moving, Reactive tasks – junk that needs to be done to keep things moving, coping with day-to-day jobs coping with day-to-day jobs Preventing work on positive tasks Preventing work on positive tasks

19. Organizing yourself cont Be ruthless! Be ruthless! Allocate time for positive tasks Allocate time for positive tasks Those that help build the business Those that help build the business Other tasks become reactive tasks Other tasks become reactive tasks Daily running problems & maintenance Daily running problems & maintenance

20. Scheduling work Two questions to ask yourself Two questions to ask yourself How long do I want to spend on this task? How long do I want to spend on this task? How important is it? How important is it? How soon does the task have to be done? How soon does the task have to be done? How urgent is it? How urgent is it? Importance & Urgency are not the same Importance & Urgency are not the same Important tasks are normally active Important tasks are normally active Urgent tasks are normally reactive Urgent tasks are normally reactive

21. Low to Medium Priority : Find time and resources to do it, and spend time on it Low priority: Why do it? Medium - High Priority: Do it now, but do not spend too much time or resources on it High Priority: Not negotiable, do it now and spend time and resources on it Increasing Importance Increasing Urgency Prioritization: Importance v Urgency Low priority: Why do it? Low to Medium Priority: Find time and resources to do it, and spend time on it Medium - High Priority: Do it now, but do not spend too much time or resources on it High Priority: Not negotiable, do it now and spend time and resources on it

22. Quick tips Important active tasks Important active tasks If you have a report to write If you have a report to write block out time in your diary block out time in your diary Find a quiet place to work away from you office Find a quiet place to work away from you office Lock your office door Lock your office door Use diaries & Visual Planners Use diaries & Visual Planners Schedule breathing space between meetings Schedule breathing space between meetings Use this space to catch up on reactive tasks Use this space to catch up on reactive tasks Use bring forward files Use bring forward files Institutionalized memory Institutionalized memory

23. Organizing others Delegation dilemma! Delegation dilemma! He’s inexperienced & doesn’t know What if he makes a mistake? Will he do the job as well as I do? Will the client cancel the contract if I am not there? Will he let me down?

24. Delegation dilemma Fear of losing control Regret at giving up a job you enjoy Belief that you can cope with the job yourself

25. Art of Delegation See that an important task is done See that an important task is done Don’t do it yourself Don’t do it yourself Think that it is a result to achieve Think that it is a result to achieve Not a task to be completed Not a task to be completed Maintain responsibility Maintain responsibility Delegate authority Delegate authority Let sub-ordinates make decisions Let sub-ordinates make decisions Praise team for their successes Praise team for their successes Accept blame for their/your failures Accept blame for their/your failures

26. Art of Delegation cont Decide what task (result) to delegate Decide what task (result) to delegate Not those tasks you hate Not those tasks you hate Decide to whom you delegate Decide to whom you delegate Right mix of skills, knowledge, contacts Right mix of skills, knowledge, contacts Brief & train Brief & train May need several briefing sessions May need several briefing sessions Inform other people Inform other people

27. Art of delegation cont Most managers can’t let go Most managers can’t let go Don’t interfere Don’t interfere Don’t double check Don’t double check Don’t override decisions Don’t override decisions Otherwise subordinates Otherwise subordinates Become reluctant to make decisions Become reluctant to make decisions Breed dependency Breed dependency Disenchantment/de-motivate Disenchantment/de-motivate Strike a balance Strike a balance Over-checking/monitoring Over-checking/monitoring Caring/not-caring Caring/not-caring

28. Art of Delegation cont Establish systems/regular meetings Establish systems/regular meetings Advanced agreement how monitoring will take place Advanced agreement how monitoring will take place As confidence grows reduce frequency As confidence grows reduce frequency Be available for advice Be available for advice Share your experience & knowledge Share your experience & knowledge Actively monitor key points Actively monitor key points Suggest solutions, don’t dictate Suggest solutions, don’t dictate NO-ONE IS INDISPENSABLE NO-ONE IS INDISPENSABLE

29. Discussion points What is the real difference between a manager & a leader? What is the real difference between a manager & a leader? Do we plan adequately? Do we plan adequately? Is their adequate connection between performance measurement & reward? Is their adequate connection between performance measurement & reward? Delegation or abrogation? Delegation or abrogation? What is important & what is urgent in your jobs? What is important & what is urgent in your jobs? What are the key operating principles, obligations & controls in your job? How to distinguish between them? What are the key operating principles, obligations & controls in your job? How to distinguish between them?

30. Thank you Garry Robert Whitby 094 824 3418 senior.advisor@pbe.vn