1. People Management
Mrs. K. Gooljar

2. 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.

3. 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

4. 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.

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

6. 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

7. 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

8. MANAGEMENT SKILLS PROFESSIONAL SKILLS MANAGEMENT SKILLS
BUSINESS AWARENESS
PERSONAL EFFECTIVENESS

9. 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.

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

11. 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

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

13. 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.

14. 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.

15. 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)

16. 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

17. 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).

18. 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.

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

20. 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

21. Management of people and management of processes are inextricably linked together  

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

23. 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?

24. 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

25. 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

26. 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

27. 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

28. 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

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

30. 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.