2. TEASER ! WHAT DOES IT MEAN TO
MANAGE PEOPLE?- DOGBERT “ADVISES”
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3. GENERAL COURSE
OBJECTIVE
Training in People Management is
targeted at:
Acquiring the knowledge and skills for
creating a conducive work environment for
people to give off their best.
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4. OVERVIEW OF KEY LEARNING
AREAS
Understanding your job as people manager;
Understanding Elements of Conducive Work
Environment;
People Management as part of the Manager’s duties;
“Tools and Techniques” for People Management;
Managing Conflicts and Influencing Direct Reports.
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5. PEOPLE MANAGEMENT LEARNING
ROAD MAP
Understanding our People Management Roles;
Creating desired elements of conducive work
environment that enables people to give off their best;
Discussing people management strategies, tools and
techniques that facilitate the creation of the conducive
work environment;
Self evaluation and development of personal toolkit
for creating a conducive work environment that
enables people give off their best.
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6. TRAINING METHODOLOGY
Self Assessment: Determination of personal
learning needs & adoption of tools and
techniques;
Small Group Brainstorming Sessions;
Individual Reflections and Presentations;
Experience Sharing;
Trainer Presentations.
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8. UNDERSTANDING YOUR JOB AS A
PEOPLE MANAGER
Supervisor, Assistant Manager, Manager.
How did you become any of the above 3?
An excellent individual contributor?
An acceptable qualification e.g. HND, Degree or
even a post graduate.
Long service.
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9. UNDERSTANDING YOUR JOB AS A
PEOPLE MANAGER
Your role as an individual contributor and your
role as people manager are two(2) distinct roles.
What contributed to your success as an individual
contributor will not support you fully to succeed
in your role as people manager.
You need to understand your new role to enable
you adjust.
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11. UNDERSTANDING YOUR JOB AS A
PEOPLE MANAGER
Your PRIMARY JOB as a Manager – People Manager- is to
get results through the creativity, expertise and energy
of others.
The above requires unique skills beyond those technical skills
and educational attainments that have propelled you to this
level:
Ability to hire and retain good people;
Motivate and develop the potential of each member of your team;
Create winning plans, control budget and make good decisions;
To fire people who cannot or will not do their work;
To help promotable people move etc.
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12. MANAGING PEOPLE
Deriving from the above, Managing people is therefore not
the same as managing a project or an asset. Each person has
unique sets of strengths and weaknesses; capabilities and
talents; emotions and feelings.
Managing people entails helping each individual achieve their
individual potential.
This management process will require different motivational
strategies and tactics.
“The task of management is to make people capable of joint
performance, to make their strengths effective and their
weaknesses irrelevant”
– Peter Drucker (management guru and author).
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13. MANAGING PEOPLE
So are you a management material?
Supervisor, Assistant Manager and Manager?
Do you have what it takes to be a manager?
Do you know the areas of additional work you need to
do to improve yourself?
Different self assessment tests can help in
determining where you are on people
management scale.
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15. PREREQUISITE FOR PEOPLE
MANAGEMENT
Before you can effectively manage other people you
have to know yourself – your management abilities.
Managing people means more than dominating
people.
The trend is towards creating a business
environment that depends on:
o Knowledge sharing;
o Effective communication;
o Teamwork.
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16. PREREQUISITE FOR PEOPLE
MANAGEMENT
The People Manager will have the following among
others:
Broad perspective – beyond your functional and technical
expertise;
Needs to understand what must get done and who must do
what;
Needs to know what it will take to accomplish the goal;
Needs to know how to assess and monitor progress;
Needs to know how to measure success at the completion of
the work;
Needs to coordinate every individual’s work to ensure end result
is executed performance.
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17. THE 3C’S OF A PEOPLE’S
MANAGER
COLLABORATION
• Create opportunities for people to collaborate in setting goals,
determining how work will get accomplished, developing criteria for
measuring success
COOPERATION
• Fostering cooperation within a workgroup; setting good example as
a manager by encouraging employees to focus on the needs of
group rather than individual needs
CONSENSUS
• Use consensus to create common sense of purpose; involve
everyone in working toward the same goal; use consensus to get
the best out of every body
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22. GROUP DISCUSSIONS AND
PRESENTATIONS
What are the key elements
of a conducive work
environment that creates
the opportunity for people
to give off their best?
Small Group Brainstorming
Session (15mins.).
Presentations and
Discussions (10minutes).
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23. COMPONENTS OF WORK
ENVIRONMENT – PERSPECTIVE I
WORK
ENVIRONMENT
-KEY DIMENSIONS
PEOPLE
SYSTEMS
&
PROCESSES
TECHNOLOGY
ORGANIZATION
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24. KEY DRIVERS OF WORK ENVIRONMENT
USING THE “7-S” FRAMEWORK – ANOTHER
PERSPECTIVE
SHARED
VALUES
STRATEGY
STRUCTURES
STAFF
SKILLS STYLE
SYSTEMS
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25. THE WORK ENVIRONMENT MAY BE SAID TO BE
DRIVEN BUILT ON THE 7-S FRAMEWORK
1. Strategy: A set of actions for achieving organizational
mission, goals and objectives; can also be adapted for the
Department, Work Session or Unit.
2. Structure: This connotes how reporting lines are
delineated and how tasks are divided up and integrated
for achieving organizational (departmental, Section and
Unit goals and objectives).
3. Staff: The people in the organization (Department, Section
and Unit).
4. Style: Every organization manifests a certain style in the
way it is managed and in its overall mode of operation.
This reflects in the management of Departments and
Sections as well – (some call it sub-culture).
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26. 5. Systems: The process and procedures through which
things get done from day to day
6. Skills: Capabilities possessed by the people in the
organization, which are integrated and projected by the
organization through its products and services.
7. Shared Values: Those ideas of what the organization
deems right and which are shared by its members
(Organizational, Departmental and Sectional Culture).
THE CONCEPT OF AN ORGANIZATION MAY BE
SAID TO BE BUILD UPON THE 7-S FRAMEWORK
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27. CONDUCIVE ENVIRONMENT
What is a conducive environment?
A “work environment” that facilitates the attainment of
organizational or departmental or work unit objectives;
An environment that ensures the individual is supported
to give off her best;
An environment that recognizes individuals have unique
strengths and weaknesses;
An environment that promotes and celebrates individual
and team excellence;
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28. CONDUCIVE ENVIRONMENT
What kind of organizational environment do
you want to build as a Manager?
There is the case of the organizational culture
(macro culture).
The most important however, is the “micro
culture” – this is the workgroup culture developed
by the MANAGER of the Department, Section or
Unit.
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29. CONDUCIVE ENVIRONMENT
So what kind of organizational unit (micro culture)
will you want to develop as a Manager?
This choice to a very large extent depends on the
individual manager although it is affected by the
macro culture.
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30. CONDUCIVE ENVIRONMENT
3 Choices of the Environment
Proactive
Reactive
(always
playing a
catch-up)
Inactive
(do not even
react to the
environment)
In our bid to creating a conducive environment that
makes individuals give off their best, there is only one
choice open to the Manager : Proactive.
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31. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
A “Proactive” environment uses all the
resources at its disposal to its advantage;
developing high levels of individual
competencies that translate into the
“organizational” or “departmental” or
“Section” capability.
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32. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
Some Guidelines for building a proactive department
or work unit:
Set the goals: What is our work unit required to be? Shared
approach to goal setting, but Manager takes the lead;
Meet performance requirements: performance to
specifications and standards; on time performance;
performance to meet cost;
Propose new work methods and projects that improve on
current situation;
Develop high standards of professionalism - continuous
improvement;
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33. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
Some Guidelines for building a proactive department
or work unit:
Take calculated risk – to what extent can you change the status
quo with new activities and improved work processes;
Foster innovation - creativity and improvement in current
processes encouraged;
Make timely decisions with respect to the work of the unit;
Ensure creation of dissonance - welcome constructive ideas and
neutralize or eliminate any destructive forces;
Create an environment that celebrates and rewards excellence.
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34. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
People management is just an element of the creation
of a conducive (proactive) environment but it is the
most difficult of all the elements.
People management cuts across all the other
dimensions of the organization and its departments.
Managers therefore need to be prepared to assume
this critical role of managing the activities of individuals
to effectively contribute to meeting the Department’s
(and eventually organization) objectives.
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37. PEOPLE MANAGEMENT
ACTIVITY
Reflect on the
different managers
you have worked with
in the past and those
you work with
presently:
List 5 good people
management practices you
have observed.
List 5 not too good people
management practices you
have observed
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38. PEOPLE MANAGEMENT
STRATEGIES
In his book, “The Essential Drucker”, Peter Drucker
asked the question:
“Is management a bag of techniques and tricks?”
To some extent there are tools and techniques that
have worked.
However, management and people management for that
matter cannot be reduced to a set of tools and techniques.
Situations and people will always be different and can not
be reduced to a set of formulae.
People management takes place at individual level.
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39. PEOPLE MANAGEMENT STRATEGIES –
USING THE 7 MANAGEMENT HATS
4.
PEOPLE HAT
5.
ACTION HAT
3.
LEADERSHIP
HAT
7.
BUSINESS HAT
6.
HIGH ANXIETY HAT
2.
DIRECTION
HAT
1.
ADMINISTRATION
HAT
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40. PEOPLE MANAGEMENT STRATEGIES –
USING THE 7 MANAGEMENT HATS
Administration Hat
Administrative work to keep
the system running;
Filing and file management;
Processing of documentations
– recruitment, documentation
of performance weakness etc.
Report writing ;
As a Manager, contribute to the
process by eliminating non value
adding administrative details.
No direct people management
but indirectly affect the people!
Direction Hat
Direction hat requires you to
integrate knowledge, skills,
attitudes and personal
characteristics of the work unit
into an effective and efficient
team.
A manager who wears
direction hat becomes:
Teacher
Coach
Promoter
Innovator
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41. FOCUSING ON THE DIRECTION HAT – THE
ACTIVITIES THAT GIVE MEANING TO DIRECTION
Communicating
Integrating
Monitoring
Motivating
Teaching
Training
Coaching
Pushing
Pulling
Analyzing
Negotiating
Promoting
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42. THE LEADERSHIP HAT – TAKING
THE LEAD
Attributes of Managers when they lead:
Accept responsibility and accountability - it is easy to blame your
people but learn to take responsibility;
Make judgments based on an acceptable level of facts;
Make the complex simple through communication of disciplined
thinking;
Follow through with clear decisions;
Promote a positive attitude by looking for solutions and not
someone to blame;
Develop a proactive philosophy.
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43. THE PEOPLE HAT - UNDERSTANDING
HUMAN BEHAVIOUR
Selected Issues to focus on:
Develop the needed skills for selecting the appropriate
staff;
Know the expectations of each job under you vis as vis the
resource you have;
Use effective performance management systems to
develop individuals and their careers;
Identification of training needs as basis for developing
competencies;
Invest in your people – time, patience, empathy;
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44. THE PEOPLE HAT - UNDERSTANDING
HUMAN BEHAVIOUR (CONT’D)
Selected Issues to focus on:
Nurture a learning environment by tolerating
mistakes;
Cultivate a listening discipline;
Continuous development of people skills ;
Institute a culture that works with the people;
Create a culture of shared accountability;
Develop the capacity for Conflict Management.
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45. THE ACTION HAT – DOING THE
WORK
Get to know what your people are responsible for
and what you are also responsible for - what to
delegate and what not to delegate;
Focus on the actions that improve the work of
individuals and your own work;
Monitoring the progress of work;
Reviewing and communicating people
competencies.
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46. THE HIGH ANXIETY HAT- THE
DIFFICULT TASKS
These tasks are mostly not performed with joy:
Having the courage to discipline – Use organizational
policies and procedures related to employee discipline;
Managing non-performers – use coaching and monitoring
for attaining improved performance;
Communicating bad news - choose appropriate medium and
venue;
Communicating dismissal – should follow procedure;
Managing team politics – confront the issues and not the
personalities;
Admit mistakes.
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47. THE BUSINESS HAT – THE
MELTING POT
Build linkages to corporate statistics;
Communicate expectations in respect of executions –
Balance Score Card;
Reassure team members and encourage them on the
goals.
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48. People Managers Need to Develop Listening
Skills - A Model For Better Listening
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Empathetically
Attentively
Selectively
Pretend
Ignore
5 Levels of Listening
49. Counseling
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A formal process, initiated when an employee has not
responded to advice and assistance you have provided
on a less formal basis.
When an employee’s conduct or performance is below
the standard required, it may not be necessary/
appropriate to take formal disciplinary action yet.
Informal counseling and advice by the manager is often
the most constructive first stage.
50. HOW do you counsel an
employee?
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Present the areas of concern to the employee
Explore the employee's explanation
Obtain further information on why there has
been a shortfall in conduct or performance
Explain the standard of conduct or work
performance required in future
Establish whether further guidance or training
is required
51. Counseling
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Set S.M.A.R.T. targets (Specific, Measurable, Achievable, Realistic
and Time-related)
Explain that these will be monitored and reviewed by the
Superior within a period of, normally, one to three months.
Clarify that if there is no improvement to a satisfactory standard
within the relevant time-scale (or if further issues arise prior to
that review) it may be necessary to consider matters further
under the formal disciplinary procedure.
52. Counseling
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What are the options if counseling doesn’t achieve
the expected outcome?
The expected outcome of counseling is in most
circumstances an improvement in work performance or
conduct.
If conduct or work performance does not improve
in response to counseling what options are
available?
53. Counseling
53
Some Options
transfer of the employee to an area where skills
may be better utilized;
voluntary transfer to a lower designation or
disciplinary action, in cases of misconduct /
breach of discipline.
