1. MANAGERIAL EFFECTIVENESS

2. A CONCEPTUAL FRAMEWORK

3. Effective & successful managers Successful managers – defined operationally in terms of the speed of their performance within the organisation Effective managers – defined in terms of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates

4. The golden rule management philosophy Trust people fairly but according to merit Make others feel important Motivate people by praise Encourage feedback Sandwich every bit of criticism between two layers of heavy praise Have an open-door philosophy Help other people get what they want Never hide behind policy or pomposity

5. The effective management of people Figure 7.5

6. Old Manager Thinks of self as manager or boss Follows chain of command Works within a set organizational structure New Manager Thinks of self as sponsor, team leader, or internal consultant Deals with anyone necessary to get job done Changes organizational structure in response to market change 1.7

7. Old Manager Makes most decisions alone Hoards information Tries to master one major discipline Demands long hours New Manager Invites others to join in decision making Shares information Tries to master broad array of disciplines Demands results 1.7

8. Assessing a manager’s effectiveness The strength of motivation & the morale of staff The success of their training & development The creation of an organisational environment in which staff work willingly & effectively Meeting important deadlines Accuracy of work Level of complaints Adherence to quality standards Productivity Adhering to budgets set

9. Success Domains Key is Balance Personal Growth Relationships Work Material Wealth Power Spirituality Health Integrity

10. The Basic Managerial Skills Planning, Organizing Setting goals (Prioritize & Posterioritize) Self assessment (Contribution, Productivity) Team building (Participation,Interpersonal) Managing time and stress Problem solving and decision-making Creativity Communication & listening (Multi culture) Emotional Intelligence

11. Ability to monitor your own and others’ emotions and deal with them effectively Leaders with emotional intelligence are –More likely to detect friction and eliminate conflict –More flexible –Better situational leaders

12. The Basic Leadership Skills How you manage!  Philosophy, style, approach, attitude, emotional intelligence. Motivating and inspiring others to high levels of performance Effective leaders know how to lead in any given situation, with any given group of individuals Effective Leadership is very rare – and extremely valuable to organizations

13. STRESS MANAGEMENT

14. What is Stress? Stress - the unconscious preparation to fight or flee that a person experiences when faced with any demand Stressor - the person or event that triggers the stress response

15. Stress Approaches Fight Flight

16. Potential negative consequences of a destructive job stress-burnout cycle.

17. Yerkes-Dodson Law Performance arousal High Low (distress) Optimum (eustress) High (distress) Stress level Boredom from understimulation Optimum stress load Conditions perceived as stressful Distress from overstimulation

18. Sources of Stress at Work (Internal & External)

19. Stress Sources at Work (Internal & External)

20. How to combat stress? Mental  Count to 10  Control your thoughts  Fantasize  Ignore the problem???  Meditate & Yoga Focus point Control your breathing  Think about how you’ll be a better person Failure Success

21. How to combat stress? Physical  Stretch  Massage  Exercise  Aromatherapy  Reflexology Stress and Money Prioritize Delegate Diet Sleep Laughter

22. Maintaining Work-Life Balance The importance  Changing social scene  Changing work culture  Increased work time  Dual income families Steps to achieve work-life balance:  Discourage employees from working late  Take a regular employee satisfaction survey  Provide vacations  flexi times

23. SPIRITUALITY AND STRESS MANAGEMENT