2. MANAGEMENT SKILLS
Ansaar Qureshi

3. Management
 “Management is the act of
getting people together to
accomplish desired goals and
objectives using available
resources efficiently and
effectively”

4. What’s Management?
Management is both art and science
It is the art of
making people
The science is in
more effective than
how you do that
they would have
been without you.

5. The management
skills pyramid
the skills a manager must master
to be successful
how management skills
build on each other toward
success.

6. Leadership
Self Management,
Time
Management
Motivation, Training &
Coaching, Employee
Involvement
Plan, Organize, Direct & Control

7. Level 1
Basic Management Skills for Beginning Managers

8. Planning

9. Planning
Planning is first & most important step in any management task.
Theo Haimann: planning
indicates in
advance what is to be done.
Joseph Massie: planning
is a process by
which a manager looks to future
and discovers alternatives.
Kreitner : planning is process coping with
uncertainty by formulating a future
course of action to achieve specified
results

10. Types of Planning
Strategic Planning
Tactical Planning
Operational Planning
Disaster Planning
Succession Planning
Crisis Planning
Compensation Planning

11. Characteristics of Planning
Planning is a continuous process.
Planning is an intellectual activity.
Planning is forward looking
Planning is related to objectives.
Planning involves selection among alternatives.

12. Essentials of Effective Planning
Peter Drucker & 6 P’s 7 Essential’s of Good Plan
 Purpose  Vision
 Philosophy  Commitment
 Premise  Timelines
 Policies  Objectives
 Plans  Reporting
 Priorities &  Contingency
 PRAYER  Change.

13. Organize

14. Organize
to get the team's work done in the most
efficient and effective manner
Organize:
teams tasks projects

15. How to Organize
determine the roles obtain resources and
needed allocate them to roles
assign resources to roles
determine best resource
and delegate authority
(people or equipment) for
and responsibility to
the role
them.
assign tasks to the organize offices and
roles data systems.

16. It is seldom enough to organize things
once
With constant changes in:
reorganize
to adjust
for them:
external
Resources goals
factors

17. Direct

18. Direct (Directing is the action step)
Do they have
Make sure
Do they all know
Do they all know
the goal is what the what their everything
clear to goal is? role is in they need
everyone getting (resources,
team to the authority,
goal? time, etc.)
to do their
part?

19. Pull, don’t Push
Pull Push
• Pull (lead people) by • sit back and give
effective directing orders
• Motivate
• Assist and inspire

20. Control

21. Control or Monitoring
Monitor the work being done
Compare the actual progress
to the plan
Verify that the organization is
working as you designed it

22. Control Tools
Scheduling • input your schedule and then update progress
regularly
• highlight changes in the schedule
Tools • identify corrective action to take
Financial • have a budget
• The financial reports will let you know how
your spending (on people and other resources)
Controls matches the plan.
People • make sure all the people are performing as
planned.
• If they are not, find and fix the cause
Controls

23. Find and Fix The Cause
Is the task
too big for Give
Do they not When it
them and feedback on
Do they not have some doesn't, you
needs to be how their
understand resource or need to take
modified or performance
the goal? skill they corrective
assigned to a meets the
need? action.
different plan.
resource?

24. Quiz:
1. How do you put a giraffe into a refrigerator?
--This question tests whether you tend to do simple things in an overly complicated
way.
2. How do you put an elephant into a refrigerator?
--This tests your ability to think through the repercussions of your actions.
3. The Lion King is hosting an animal conference, all the
animals attend except one. Which animal does not attend?
--This tests your memory.
4. There is a river you must cross. But it is inhabited by
crocodiles. How do you manage it?
This tests whether you learn quickly from your mistakes

25. Level 2
Management Skills for Developing Your Team

26. What’s Motivation
 MOTIVATION is a desire to achieve a goal,
combined with the energy to work towards
that goal.
 MOTIVATION is the art of getting people to
do what you want them to do because they
want to do it.

27. What Motivates People
External Rewards Internal Rewards
 Salary  Achievement
 Working conditions  Responsibility
 Benefits  Recognition
 Environment  Feed back
 Learning & growth

28. Motivation is everything
 You can do the work of two people but you can’t
be two people. Instead, you have to inspire the
next guy down the line and get him to inspire his
people.
 Performance formula:
Ability*motivation*resources=PERFORMANCE

29. Motivation
The most fundamental team management skill
You can't accomplish your goals,
Increase motivation of: unless your team is motivated to:
perform
each
your individual
member of
team the team
produce
Each team
member's deliver results
motivation you need
needs are
different

30. Motivating the team requires a different approach
from motivating team members. (Motivation Tips)
Don’t be a de-motivator
Your greatest resource is your people
Keep the flame alive
Actively listen to your employees
People are not mushrooms
Get your people involved

31. Training and Coaching
 It is unlikely that you will ever manage a team where
everyone is adequately trained.
 It is even more unlikely that you will have a team that
never needs coaching.
 Identify the training needs of your team members and
be able to get that training for them.
 Coach all the members of your team, even the well
trained ones, to help them achieve their best levels of
performance.

32. Training
New employee training
• spend a few hours or a few months orienting new employees, there is a cost
• New Employee Orientation (NEO) can save money in the long run if you take the time to
properly train new people.
Cross training employees
• Cross training is training someone in another activity that is related to their current work.
• It is good for managers, because it provides you more flexibility, It is good for the
employees too.
• It lets them learn new skills, makes them more valuable, and can combat worker boredom.
Learn at lunch
• Learn at Lunch, is a program to help employees grow and advance.
• Learn how to set one up so both the company and the employees benefit from it.

34. What’s more useful when it’s broken?

35. Coaching ….. is not
Showing people
how to complete Pointing
Giving out
advice task
mistakes
Face time

36. There is a big difference between meeting with people on a
regular basis and couching them (WHAT’S COACHING)
This
takes
Provide a time and
help process of patience
Mentorship them discovery to reveal
used to overcome that uses
their goals to them
bring out a obstacles and recent
person’s and what
experiences
potential achieve to uncover they
goals their path to might
success
not see
on their
own.

37. Coaching (techniques)
 Employee Coaching: When To Step In
Let people make mistakes if they are going to learn. The trick is knowing when to step in and when to
hang back and let them try on their own.
 What Professional Baseball Can Teach Professional Managers
Generally the teams with the best managers make it to the playoffs and to the World Series. In business,
too, it is usually the best managed companies that succeed. Are you the best managed company in your
market?
 Performance Management Instead of Layoffs
It costs too much to leave an incompetent manager in place. If the employee won't request a return to a
level at which they were competent, the company must take action. Specific training can be part of this.
 Coaching, An Essential Management Skill
One of the most important things we do as managers is coach our subordinates. One of the most
important skills you can develop as a manager is that of a good coach.

38. Employee Involvement
morale
Incre
all that building asing
positive empl
all the feedback
motivati oyee
All the on we involv
trainin attempt emen
g we
do t.

39. How do you get your employees
engaged and committed?
Inspire & How to
admire innovate?
Biggest mistake is to Give freedom to
ignore employees think for themselves.
slacking off,
decreases
Don't be a micro-
satisfaction and
manager
motivation and you
lose them.
a little breathing
room they have, will
Get people involved make them more
innovative and more
committed

40. How do you get your employees
engaged and committed? (cont)
Employee Delegate
retention don’t dump
reduce give opportunity
to grow & tackle
turnover new challenges
stimulates &
increase make them think
employee beyond just
retention punching a time
clock
Give clear goals delegate properly
and honest & don't just dump
feedback more work

41. what
If employees are not involved
they just come to you won't get their
work to warm a seat best performance

42. If you don't get their best, everything they do
will cost you more than it should have
Whatever
the issue,
it will
cost you.
an innovative
new idea that
they didn't share
a high error or
rework rate.

43. Level 3
Management Skills for Developing Yourself

44. I want to improve???

45. Self Management
 As a manager, you are good at assigning work to
your employees and coaching them through the
difficulties so they can produce their best work.
 You know how to motivate them and discipline
them. You have built them into a team.

46. Do you stay
focused on
the tasks that
are truly
important
and not just are you as good
urgent? at managing
yourself as you
are at
Do you do
managing
your job others?
the best
you are
able?

47. Rules of Self Management
Take ownership of your job
Do it the best you can; do it the best it can
Every job you do has your "signature" on it. That is how you succeed
be done.
Scruples are good thing
do a better job as a manager if you don't
There is a reason for that little voice in your Don't just do things right, but also do the
have to waste time remembering what lies
head. Listen to it. right thing.
you told to whom.
Pareto’s principals
focus on what is truly important, not just The 80-20 Rule can help you do that.
"vital few and trivial many",
what appears urgent.

48. 10 things to do to be a better
Manager
Get Better At Get Better at
Select the best
Managing Managing
people
Money Time
Improve as a Improve
Be a motivator
Communicator Yourself
Be a Leader, Practice
Build Your
Not Only a Ethical
Team
Manager Management

49. “Knowledge grows when shared”
Words to forget Words to remember Words to forget
Words to remember
I can’t I can Yes, but I understand
Impossible Possible Someday Today
I’ll try I’ll Difficult Challenging
I have to I want to Problem Opportunity
Worried Interested Hate Love
Will do
Stressed Motivated Should/could have

50. In order to think confidently you must
act confidently; don’t be afraid to:
Sit up Make eye Walk 25%
faster
front contact
Speak up
when you have
something to Smile BIG
say

51. Time Management
(Time never gets tired of running)
 I am very busy. The second crisis comes in before the first has finished.
 I don’t feel I have achieved anything this year.
 I don’t have control on my life. Things pile one on top of the other.
 I wish I have more than 24 hours per day so that I can get more things
done.
 The system overloads me with work. There is no time to breathe

52. Where Are You?
20% people feel they're short of time.
They feel so concerned that they
them self find answers to Time Mgmt.
10% people feel they are short
of time. They realize this and
are keen to get help and see
how they can improve Time Mgmt.
70% people feel they are not short
of time. They don’t mind
listening to someone, and then
tell this it’s all impractical.

53. What gets wet when
drying?
Guess what????

54. Balance your life
Family  Balance in Life is important
 Recognize each aspect of
life
Health Finance
 I am not getting enough
time for family/personal life
because of Work
Work  80% of day is spent at work

55. • You can't do everything .
To Do list • use a To Do list to keep you focused on the
important ones.
Don’t use multi- • Human beings can't really multi-task.
• We can do different tasks in rapid
tasking, when you succession, but not at the same time.
• Chunking lets you spend less time in
"restarting" and more time getting things
can use chunking done.
• Managers spend a lot of time in meetings
and a lot of time running meetings.
Meeting • You have less control over meetings you
attend than over the one you set up.
management • Make sure you get the most out of your
meetings.

56. Creating TO DO Lists
 Your daily list of tasks
 Tasks that take you towards your goals
 One Sheet a Day
 Tasks with defined importance:
 Q1: important and urgent: deadlines, fire
fighting
 Q2: important and not urgent: Planning,
Holidays
 Q3: urgent and not important: Interruptions,
meetings
 Q4: not important and not urgent: junk mail ,
time wasters

57. Interruptions
 Intrusive interruptions: phone call, personal
conversations
 Non-intrusive interruptions: e-mail
 Have a no-interruption periods:
 Closed door policy
 Phone off the hook
 Use non-intrusive interruptions
 Prioritize and don’t be reactive

58. Meetings
 Be bold to request absence from the meetings
that are not useful to you
 Give feedback & suggestions to improve
effectiveness
 Pre-circulate agenda if you are in charge
 Don’t accept shoddy preparation for too long
 Worth spending time to create filing system-
soft & hard

59. Level 4
Leadership skills

60. A Manager manages Complexities & Leader
manages Change
Manager Leader
 Maintain status quo  Strategic thinker
 Monitor situation  Look forward and
 Allocate resources create vision
 Communicate targets  Challenge
 Measure the results  Motivate
 Feedbacks on trends  Inspire & lead

61. What Is
Leadership
an essential
quality in a a skill that can be a skill that can be
manager. It’s how
you get your team learned like any improved with
fired up & willing other skill practice
to follow plan.

62. Why is Leadership Necessary?
Directs a team Efficiency Motivation
Builds team
towards a connection
common goal

63. What does Leadership provide?
A more Leadership
organized followed
work-force by choice
Goals attained
in a timely
manner

64. Traits of a good leader
Charisma
tic Compete Forward- Courage Imagina
personali nce looking ous
tive
ty
Optimis Broad-
Honesty Inspiring
m minded
Self-
Cooperat Intelligen
awarene Fair
ive ce
ss

65. Becoming a Good Leader
Plan
Share Credit
Become a
with
Teacher
Subordinates
Set an
Delegate
Example
Encourage
Build a Team Independent
Thinking

66. Magic
Leadership God’s
Belittling
is not gift
Push (to give
orders)

67. Bottom Line
Management is a skill that can be
learned
improve as a manager
by working every day
to get better
Best of luck