Advanced Supervisory Skills

Course Logistics
 Self-introduction
 Comfortability (vision – sound - A/C)
 Breaks
 Questions
 Participation
Wishing you a successful course

Course Objectives
 To assist supervisors in
developing their leadership skills
to meet the business challenges
of today and tomorrow.
 To provide supervisors with a
sound understanding of their roles
within their organizations.
Course Contents
The Changing
Business
Environment
Roles and
Supervisory
Responsibilities
Skills
of Supervision
Part 1
TheChanging
The ChangingBusiness
BusinessEnvironment
Environment
••Functions
Functionsof
ofManagement
Management
••The
TheManagerial
ManagerialSkills
Skills
••The
TheChallenges
Challengesfacing
facingManagement
Management
••Styles
Stylesof
ofManagement
Management
••The
TheChanging
ChangingRole
Roleof
ofManagement
Management
Part 2
Rolesand
Roles andResponsibilities
Responsibilitiesof
of
supervision
supervision
••Role
Roleof ofaaSupervisor
Supervisor
••Traits
TraitsofofaaSuccessful
SuccessfulSupervisor
Supervisor
••Styles
Stylesof
ofSupervision
Supervision
••Tips
Tipsto
tothe
theSupervisor
Supervisor
••What
Whatthe
theSupervisor
SupervisorRewards
Rewards
Part 3
SupervisorySkills
Supervisory Skills
••Effective
EffectiveCommunications
Communications
••Managing
ManagingMeetings
Meetings
••Problem-solving
Problem-solvingand
andDecision-making
Decision-making
••Team-building
Team-building
••Objective
ObjectiveSetting
Setting
••Time
TimeManagement
Management
••Delegation
Delegation
••Motivation
Motivation
Part 1
The Changing
Business
Environment
Management
“The process of organizing
methods, materials, manpower,
and other resources to achieve
organizational goals”
Why Studying Management
Is Important?
The Theory of
Management
....the
theprocess
processofof
organizingmethods,
organizing methods,
materials,manpower
materials, manpowerandand
otherresources
other resourcestotoachieve
achieve
organizationalgoals
organizational goals
……isismore
moreart
artthan
than
science.Managing
science. Managingis is
workingwith
working withand
andthrough
through
otherpeople
other peopleto
toaccomplish
accomplishthethe
objectivesof
objectives ofboth
boththethe
Organizationand
Organization andits
itsmembers
members
Management Levels
Strategic
level Top
Technical
level Middle
Operations
level Supervision
Employees / Individual Contributors

Span of Control
“Hierarchy”
Strategic
level
Technical
level
Operations
level Employees
Chain of Command
Strategic
level
Technical
level
Operations
level
Evolution of Management Theories
Post-Modern period
1965-till now
Information Technology
Contemporary period
1930-1960
Behavioral aspects
Classical period
1880-1927
Economic aspects
Hawthorne Studies
(1924 – 1927)
 A turning point in management
 AT&T corporation / Harvard school of
management
 Effect of the industrial environment on productivity
 Interviewing workers
 The power of informal groups
Conclusion
“Managers realized that to

get the job done meant enlisting
the cooperation of workers”
How Supervisors
Are Selected
The Management Process
No managerial
Supervisor
skills or competencies
are demonstrated yet
Demonstrates
good technical skills
Individual
contributor
Manager
Demonstrates
good managerial
skills and competencies
Supervisor
Demonstrates
good technical skills
Individual
contributor
Production
Manpower
Process
The Challenges Facing
Management
Competition
Human
resources
Management
Technology
Open
markets
Management
 Human resources
- Higher level of education
- Seeking meaning in jobs
- Participation in decision-making
- Not willing to sacrifice
- No loyalty
Management
 Competition
Mergers Monopoly
Management
 Technology
- Communications
- Information technology
- Computer
- Automation
Management
 Open markets
Globalization
Functions of
Management
Planning Organizing
Controlling Coordination
Planning
 Setting goals and objectives
 Identifying income and expense drivers
 Overcoming/changing paradigms
Organizing
 Authority levels
 Defining roles and responsibilities
 Who to do what
 Workload distribution
 Handling emergencies
Controlling
 Aligning activities and processes with
company’s objectives
 Establishing performance standards
 Monitoring performance
Coordination
 Verification of alignment
 Developing inter-departmental relations
Feedback
Measuring & evaluation
Developing people
Planning Controlling
Management Operational
Strategic Operational control control
The Managerial
Skills
What Is a Management Skill ?
 The capabilities that are important for
successful performance as managers
and supervisors
 You need to demonstrate these skills to
carry out your role in achieving results
through your employees
Production
Manpower
Process
Question
What Are the Basic Skills That a

Supervisor Needs to Enable Him
Achieve His Objectives?
Production
Manpower
Process
Technical skills Intellectual skills

Intellectual skills Interpersonal skills
Intellectual
Technical
Interpersonal
The Managerial Skills
Technical
Technical Intellectual
Intellectual Interpersonal
Interpersonal
 Specificexpertise:
Specific expertise: Planning
Planning
 Communication
Communication

--Engineering
Engineering Organizing
Organizing
 Delegation
Delegation

--Finance
Finance Controlling
Controlling
 Negotiation
Negotiation

--Accounting
Accounting Coordination
Coordination
 Motivation
Motivation

--Administration
Administration Decision-making
Decision-making
 Team-building
Team-building

 Problem-solving
Problem-solving Rewarding
Rewarding

Timemanagement
Time
 management
The Managerial/Technical split
Top
Management
Middle
Management IntellectualTechnicalInterpersonal
skills skills skills
Supervision
Skill Competency
What Is a Competency ?
 An ability, skill, or characteristic that
causes outstanding performance in a
given job
 What outstanding performers do more
often, in more situations, with better
results than most people
 Characteristics of the best performers
Classical Organizations
Management
Vision &
Knowledge
Muscles
Employees
Contemporary Organizations
Management
Vision &
Knowledge
Participation in
Decision making
Employees
Management Responsibility
Human resources Production process

The Management Grid
Thoughtful Attention Work accomplished is from
to needs of committed people:
people for satisfying interdependence
relationship leads to a through a “common
comfortable, friendly stake” in organization
Concern for People
organization atmosphere purpose leads to

and work tempo relationship
of trust and respect
Exertion of minimum Efficiency In operations

effort to get results from arranging
required work done is conditions of work in
appropriate to sustain such a way that human
organizational elements Interfere to
membership a minimum degree
Concern for Production

Styles of
Management
o f
t yle
a s b e
h
uc at ca n
o s n s
s N t th a ti o
r e i en it u
e em l s
Th nag in al
ma lied
app
Pace-setter Autocratic
Democratic
Affiliative Authoritative
Democratic
Commitment through participation
 Makes subordinates feel important

 Fosters participation in decision-making
 Listens to subordinates and their
perspectives
 Recognizes good performance
Coercive
Do what I tell you
 Assigns unpleasant tasks
 Doesn’t listen to subordinates
 Makes subordinates’ life hard
 Reacts effectively in crisis situations
Pace-setter
Expects perfection
 Makes subordinates proud of what they

are doing
 Sets high standards of performance
 Will not forgive mistakes
Affiliative
Priority to subordinates
 Provides protection to subordinates
 Strives to please subordinates
 Ignores work conflict
 Ineffective in emergency situations
Authoritative
Firm but fair
 Always reminds subordinates of their
duties
 Lacks flexibility
The Most Appropriate Style of
Management
 Sets and communicates vision
 Empowers employees
 Sets clear objectives
 Delegates authority
 Provides constructive and timely feedback
 Provides recognition when necessary
 Develops subordinates’ skills
Questions
 When is the supervisor required to be
democratic?
coercive?
authoritative?
 What are the disadvantages of being
affiliative?
Managers’/ Supervisors’
Perception of Subordinates
Theory Y Theory X
Managerial Attitudes
Theory X Assumptions
 Most people dislike work and will avoid it
whenever possible
 Most people must be coerced and directed
 People dislike taking responsibility, especially
when it requires them to take risks
 The average person wants security above all
Theory Y Assumptions
 Physical and mental effort in work is as
natural as play or rest
 Average person seeks responsibility
 Most people prefer to exercise self-
direction and self-control
 People like to display creativity to solve
organizational problems
Theory X Theory Y
10 20 30 40 50 60
The Changing Role
of Management
From Management
To Leadership
Shift from Management to Leadership
New Manager
Classical managerial work New leadership task
Planning
Creating vision
Organizing the hierarchy
Aligning relations
Controlling
Inspiring
What Distinguishes
Leaders?
Leadership is a Facet
of Successful Management
Teaches
Compels subordinates
subordinates
to respect him
a lot
Knows what to do Takes Responsibility

In emergencies when things go wrong
Empowers who subordinates trust

work for him what he says
Why Do People Follow Leaders ?
85% Sets
SetsVision
Visionand
andworks
worksfor
forothers
others
80% Strives
Strivesto
toencourage
encourageand
andassist
assistsubordinates
subordinates
78% Reacts
Reactsprofessionally
professionallyin
incrisis
crisissituations
situations
75% Makes
Makessubordinates
subordinatesfeel
feelproud
proud
72% Holds
Holdsresponsibility
responsibility
Leadership
••Leadership
Leadershipcan
canbe
be ••Leadership
Leadershipisisborn
born
made
made not
notmade
made
••Circumstances
Circumstances ••Leadership
Leadershipisis
make
makeleaders
leaders inherited
inherited
???
Leadership Is a Dynamic Process That
Involves Integrating the Leader’s Style, Group
Characteristics, and the Job Situation.
Leadership
style
Job Group
Situation Characteristics
Part 2
Roles and
Responsibilities
of Supervision
What is
Supervision
....the
theactivity
activitycarried
carriedout
outby
by
supervisorsto
supervisors tooversee
overseethe
the
productivityand
productivity andprogress
progressofof
employeeswho
employees whoreport
report
directlyto
directly tothe
thesupervisors
supervisors
....is
isaamanagement
management
activity,and
activity, andsupervisors
supervisorshave
have
aamanagement
managementrole rolein
inthe
the
organization
organization
Role of a
Supervisor
Supervisorstypically
Supervisors typicallyare
are
responsiblefor
responsible fortheir
their
direct reports'
direct reports'progress
progressand and
productivityin
productivity inthe
theorganization
organization
Supervisorsare
Supervisors areunder
under immense
immense
pressurefrom
pressure fromabove
aboveandand
belowto
below todo
domore
morewith
with less
less
Roles and Responsibilities
of Supervision
Achieving organizational
Coaching
goals
Controlling work
Making decisions
activities
Employee Training
Assigning tasks
and Development
of Supervision
Setting rules Enforcing Policies

and regulations and Procedures
Availing resources Staffing
Reacting to
Problem-solving
emergency situations
of Supervision
Operations
Procedures Employees
Standards Contractors
Specs Competitors
Objectives Suppliers
Procedures Personnel
Materials
Equipment
Raw material
Finished products
What Are
What Are the
the Main
Main Problems
Problems That
That
Supervisors Encounter?
Supervisors Encounter?
Typical Experience
Typical Experience of
of aa First-time
First-time Supervisor
Supervisor
 Rarely have adequate training for the

new role
 Promoted because of their technical
(and not managerial) expertise
 Sometimes intimidated by a wide range
of policies and procedures
 New supervisors rarely have enough
time
Typical Experience
Typical Experience of
of aa First-time
First-time Supervisor
Supervisor
 New supervisors often feel very alone
and stressed out

 They represent upper management to
subordinates and subordinates to upper
management
 Support and development are critical for
new supervisors
Traits of a
Successful Supervisor
 Encouraging teamwork
 Creating a healthy work environment
 Encouraging calculated risk-taking
 Rewarding good performance
 Innovation
 Forward thinking
 Technical Knowledge
 Effective communications
 Decision making
 Objective setting
 Delegation of authority
 Motivation
Styles of
Supervision
Style of Supervision Is a Function of the Independence
Level of a Group
Effective supervisors are those who

match their supervisory style
to the Independence Level of
their employees
Independence Level
Group has a great deal of ability in the job,
has done it before successfully, is confident
and very willing to take on new challenges
without much instruction or support
Moderate Moderate
- -
High Low
High Low
Independence Level
Group has significant ability in the job, highly
motivated and confident, but lacks specific
experience in some aspects of a new
assignment and has not been tested. Requires
support and some direction
Moderate Moderate
- -
High Low
High Low
Independence Level
Group has some skills and learns readily, but
has not performed the tasks in this new
assignment before. Willing to try, but is a little
anxious about failing.Supervisor has to provide
a lot of support and clear, specific direction
Moderate Moderate
- -
High Low
High Low
Independence Level
Group is either new at the job or faces complex,
unusual tasks. supervisor must assume that
employee has little or no ability and low motivation
or confidence, and must be highly directive.
Support is less important as both supervisor and
group are most concerned with doing the details
of the job correctly
Moderate Moderate
- -
High Low
High Low
Style of Supervision Is a Function of the Independence
Level of a Group
40 30 20 10 0
Moderate Moderate
- -
High Low
High Low
Skills
Delegation developing Coaching Directing
Independence Level Scale

High Developing High Developing
Low Structuring High Structuring
DEVELOPING Facilitating Coaching
Low Developing Low Developing

Delegating Directing
STRUCTURING
High Developing High Developing
Facilitating Coaching
Low Developing Low Developing

Delegating Directing
40 30 20 10 0
Moderate Moderate
- -
High Low
High Low
Directing
••Provide
Providedetailed
detailedinstructions
instructions
••Give
Give employees
employeesspecific
specificgoals
goalsand
andobjectives
objectives
••Check
Checkin in frequently
frequentlywith
withemployees
employeesto tokeep
keep
themon
them ontrack
track
••Enforce
Enforcerules
rulesand
andregulations
regulations
••Demonstrate
Demonstratethe thesteps
stepsinvolved
involved in
indoing
doing
the job
the job
Coaching
••Represent
Represent management's
management'sposition
position ininaa
convincing manner
convincing manner
••Try
Trytoto motivate
motivatewith
withmonetary
monetaryand and
non-monetary rewards
non-monetary rewards
••Sell
Sellemployees
employeeson ontheir
their own
ownability
abilityto
todo
do
the job
the job
••Praise
Praise employees
employeesfor forgood
goodworkwork
••Provide
Provide employees
employeeswithwithaa lot
lot of
of feedback
feedback
onhow
on howtheythey are
are performing
performing
Facilitating
••Involve
Involveemployees
employeesin inmaking
making the thedecisions
decisions
whichwill
which willaffect
affect their
their work
work
••Make
Makeemployees
employees feel feelfree
freetotoask
ask questions
questions
and discuss
and discussimportant
important concerns
concerns
••Hold
Holdfrequent
frequent team
team or or staff
staff meetings
meetings
••Help
Helpemployees
employeeslocatelocate and
andsuggest
suggest their
their
owndevelopment
own development actions
actions
••Listen
Listentotoemployees'
employees' problems
problemsand and
concernswithout
concerns without criticizing
criticizingoror judging
judging
Delegating
••Delegate
Delegatebroad
broad responsibilities
responsibilitiestoto
employeesand
employees andexpect
expect them
themtotohandle
handle
the details
the details
••Expect
Expect employees
employeesto to find
findand
andcorrect
correct their
their
ownerrors
own errors
••Provide
Provide employees
employeeswithwithfeedback
feedbackonon results
results
••Allow
Allowrisk
risktaking
taking and
and innovation
innovation ininemployees
employees
Group Characteristics
The expertise, The prior experience

talent, and skills that the group has
required to do the Ability Experience had in this type of
Job, and the speed work combined with
at which groups can transferable skills or
learn the tasks learned behaviors
Motivation
The confidence and energy level

necessary to assume responsibility
for new tasks, and to complete them
Guidelines for Monitoring
Performance
Independence level
1 2 3 4
Frequency of feedback
Frequent feedback X
Intermittent feedback X
Feedback at X
milestones
Feedback upon X
completion
The Self-fulfilling Prophecy
““The
The attitudes
attitudes managers
managers
hold about
hold about the
the nature
nature of
of
people, greatly
people, greatly influence
influence
their behavior”
their behavior”
The Self-
Fulfilling
Prophecy
Relationship between
a manager’s
assumptions
and an employee’s
behavior
My Assumptions
John is lazy and needs

To be carefully
supervised
My Conclusions My Behavior
The Self- I tell John exactly
I was right ! Fulfilling What to do and
Prophecy Check up often
Relationship between
John’s Behavior a manager’s John’s Perception
assumptions
I avoid my boss, My boss is always
And/or wait for him and an employee’s
Checking up on me
To tell me what to do behavior Like a policeman
John’s Assumptions
Boss doesn’t expect

Me to do anything
On my own
Consistency
Consistency
 Be consistent in your supervisory
approach without being rigid
 Make sure rules and regulations
applying to any one person/position
applies to everyone in comparable
positions
Mistakes
Mistakes
 Do not conceal your mistakes from your
employees
 You should set the example or you will
only encourage them to hide their
mistakes
Criticism
Criticism
 Never criticize an employee in front of
other employees
 You will lose respect of the person
being criticized as well as those who
view the incident
 Focus the discussion on the task and
not on the person
Praise
Praise
 Praise is a non-expense method to
increase morale, motivation and
productivity
 Most people respond to praise by
working harder
 Those who feel unappreciated are likely
to cut back their efforts … figuring that
management does not care
Loyalty
Loyalty
 Healthy loyalty is built on mutual
respect, not on a dishonest base
 Individuals who do not like a part of a
solution, often, become disloyal to the
whole. This can be the beginning of
deteriorating morale
Deadlines
Deadlines
 Every assigned project should have a deadline
 Long-range projects should be broken up into
interim deadlines, and then monitored on a
regular basis
 Deadlines should be reasonable enough to
prevent employees from feeling overwhelmed,
but not so distant that it allows them to
procrastinate
Communications
Communications
 Always communicate with your employees
and colleagues
 Always make eye contact when listening
 How you communicate can have a big impact
on morale and how employees function
 Be aware of what you say verbally and what
you do non-verbally
Communications
Communications
 Messages are sent out by non-verbal as
well as verbal channels
 Managers who send negative non-verbal
messages to subordinates may wonder why
their staff seems demoralized and
unproductive
 Messages of lack of respect or concern can
have a major impact
What the
What the Supervisor
Supervisor rewards
rewards
 Solid solutions instead of quick fixes

 Risk-taking instead of risk-avoiding
 Applied creativity instead of mindless
conformity
 Decisive action instead of paralysis by
analysis
 Smart work instead of busy work
What the
What the Supervisor
Supervisor rewards
rewards
 Simplification instead of needless

complication
 Quietly effective behavior instead of
squeaking joints
 Quality instead of fast work
 Loyalty instead of turnover
 Working together instead of working
against
Part 3
Supervisory
Skills
Effective
Effective
communications
communications
Problemsolving
Problem solving
Managing
Managing
And
And meetings
meetings
Decisionmaking
Decision making
Time
Time Delegation
Delegation
management
management
Objective
Objective Motivation
Motivation
setting
setting
Teambuilding
Team building
Effective
Communications
Communication Goal
Whenever you COMMUNICATE, to an
Individual or a group,
you are “SELLING” something:
Product, service, viewpoint, or
Simply yourself.
Your goal is to influence or

Persuade the listener to
“BUY” what you say.
Elements of
Effective Communications
Getting your Message across
Common
Understanding
Getting Feedback From others
Top management
Customers
Peers Supervisor Suppliers
Contractors
Subordinates
Communications in the
Workplace
Taking decisions
Setting standards Supervisor
Assessing performance
Information
Reports Instructions
Data Procedures
Suggestions
Complaints
Achieving objectives
Subordinate Completing tasks
Correcting procedures
Communications
Verbal Written Non- Verbal
Conversation Memorandum Facial expressions

Interview Letter Body language
Meeting Report Gestures
Lecture E-mail
Telephone con. Fax
Verbal Communications
Most effective method
Interaction
Eye contact
Facial expressions
Gestures
Immediate feedback
Written Communications
More complex
Needs preparation
Accurate – more detailed
No body language
No immediate feedback
May be neglected
Non-verbal Communications
Feedback that cannot be concealed!!!
Delineates true opinion

Should be carefully perceived
Should be used effectively
Communications
 Interactive
Interview  Immediate
feedback
 Interactive
Meeting  Immediate Control
feedback
 Needs
Lecture preparation Misinterpretation
Telephone
Conversation  Lacks clarity Clarity
Communications
Memorandum  Accurate Formal

 Prepared
Letter  Negligence
Comprehensive
Report  Details Needs study

 Information
How a Supervisor can Demonstrate
Communications Skills
 Convey subordinates’ ideas, opinions

and concerns to management
 Communicate management’s
perspectives to subordinates
 Keeps fellow managers/supervisors
informed of activities that affect them
How a Supervisor can Demonstrate
Communications Skills
 Avails all required information and
provide timely feedback to subordinates
 Holds meetings periodically
 Visits the workplace frequently
 Be a good listener
Principles of Effective
Communications
 Clarify the purpose of the message
 Deliver message in Logical order
 Use words that can be understood
 Make your tone clear and keep pace
Communications
 Clarify when necessary to confirm
understanding
 State what is required to be done
 State importance / urgency of action to be
taken
 Summarize what you have presented
Communications
Accurate Brief Clear

Reasons of Ineffective
Communications
Sender
Receiver
Environment
Communications
Sender
 Purpose of message is not announced

 Illogic sequence
 Unclear tone
 No preparation
 Not mastering subject
 Misjudging receiver’s level of understanding
Communications
Receiver
 Bad listening
 No interest
 Unawareness of subject
 Prejudice
 Jumping to conclusions
 Bad mood
Communications
Environment
 Language • Environmental
- vocabulary - Distractions (noise)
- jargon - interruptions
- ambiguity - people intruding
 Psychological
- fear
- shyness
- boredom
Aiming For ABC
Followan
Follow an
outline
outline
Uselanguage
Use languagesuited
suited
tothe
to therecipient
recipient
Provideall
Provide allthe
the
necessaryinformation
necessary information
Avoiding Bad Habits
Useof
Use ofoutdated
outdated Useof
Use ofjargon
jargon
Stiltedwriting
Stilted writing
sentence
sentence ortechnical
or technical
construction
construction words
words
Useof
Use ofslang
slang Usingwrong
Using wrongoror
Grammatical
Grammatical
wordsand
words and inappropriate
inappropriate errors
errors
idioms
idioms words
words
Examples of common communication faults

l e National Oil Company
p Human Resources Department
a m
Ex
Employee number 126
Operations Department 15 July 2002
How do you find Dear Sir,

this letter?
Please contact the person below at this office as soon
as possible in order to sort out a matter related to you.
Yours Faithfully
M.H
Secretary
l e
p National Oil Company
a m Human Resources Department
Ex
Using an employee number
rather than name, causes Employee number 126
offence
Operations Department 15 July 2002
Pay the person you are Dear Sir,

writing to, the compliment
of addressing him by name Please contact the person below at this office as soon
as possible in order to sort out a matter related to you.
The actual letter does not
contain enough information
for the reader Yours Faithfully
M.H
The writer signs with Secretary
Initials, so there is no
contact name
l e
p
a m Mistakes in the Letter
Ex
 An example of a poorly written letter
 Employee’s name is not detailed
 Recipient is not addressed by his name
 Letter content is confusing, not giving a
clear explanation of the reason of the
letter
 The writer signs with initials, so there is
no contact name
Contracting Services
We have analyzed these items

exhaustively and found, at the
end of our investigation, that the
procedures adopted with regard
to the contracting of services
are in line with legislative
requirements.
Takes an unnecessary route

to say the same thing
Contracting Services Contracting Services
We have analyzed these items These procedures conform to

exhaustively and found, at the legislative requirements.
end of our investigation, that the
procedures adopted with regard
to the contracting of services
are in line with legislative
requirements.
Takes an unnecessary route . Gets straight to the point

to say the same thing
Correct And Incorrect
 The aim is to…  The desired end is to…

 I can inform you…  We are in the proud
position to inform you…
 I can let you know that .  We are taking the
opportunity of letting you
know that…
 I am submitting for your  We would like to submit for
approval… your approval…
 A decision is requested.  We would like to hereby…
 Thank you for assisting.  We are truly grateful for…
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 Writer of this style does not
communicate well
 He is more interested in demonstrating
his own education than in conveying
facts
 Simplicity always impresses more than
“trying to impress” text
Communications
Accurate Brief Clear

Asking
Questions
Why Do We Ask ?
 Acquiring information
 Reinforcing meaning
 Clarification
 Persuasion
 Problem solving
Knowing What to Ask
 Right questions open the door to
knowledge and understanding
 When preparing for a meeting, prepare
a list of answers you need to obtain
 Choose the type of question that best
meets your aims
The Art of Questioning Lies in
Knowing Which Questions to Ask
and When
Types Of Questions
Specific,and
Specific, andmust
mustbe
be
Closed -ended
Closed -ended answeredwith
answered withaayes
yesor
orno
no
Togain
To gaininsight
insightinto
intoother
other
Open-ended
Open-ended Person’scharacter.
character.Opens
Opens
Person’s
discussion
discussion
Fact-finding
Fact-finding Togain
To gaininformation
informationon
on
AAparticular
particularsubject
subject
l es
p
am
Ex Types Of Questions
Doyou
Do youever
everread
readthe
thecompany
company
Closed–ended
Closed –ended Magazineor
Magazine ornewsletter?
newsletter?
Open-ended
Open-ended Whatmakes
What makesyou
youthink
think
ititwill
willfail
fail??
Fact-finding
Fact-finding Whomakes
Who makesthe
thedecisions?
decisions?
Mistakes in Asking Questions
 Making it appear like an interrogation
 Repeating same questions
 Asking before previous question is
answered
 Asking critical or inappropriate questions
 Asking ambiguous and unclear questions
Listening
How to Listen
Empathizing
Empathizing
Analysing
Analysing
Synthesizing
Synthesizing
Typeof
Type ofListening
Listening PuttingMethods
Putting MethodsInto
IntoPractice
Practice
Empathizing Empathizeby
Empathize byimagining
imaginingyourself
yourselfininthe
theother
otherperson’s
person’s
Empathizing positiontotounderstand
understandwhat
whattheytheyare
arethinking,
thinking,andandletting
letting
Drawingout
Drawing outthe
thespeaker
speaker position
andgetting
gettinginformation
informationininaa themfeel
them feelcomfortable
comfortable––possibly
possiblyby byrelating
relatingtototheir
their
and emotionalexperiences.
experiences.Pay
Payclose
closeattention
attentiontotowhat
whatthe
the
supportive,helpful
helpfulway.
way. emotional
supportive, personisissaying,
person saying,talk
talkvery
verylittle,
little,and
anduse
useencouraging
encouraging
nodsand
nods andwords.
words.
Typeof
Type ofListening
Putting MethodsInto
IntoPractice
Practice
Analyzing
Analyzing Useanalytical
Use analyticalquestions
questionstotodiscover
discoverthe
thereasons
reasonsbehind
behind
Seekingconcrete
concrete thespeaker’s
the speaker’sstatements,
statements,especially
especiallyififyou
youneed
needtoto
Seeking
informationand
andtrying
tryingtoto understandaasequence
understand sequenceofoffacts
factsor
orthoughts.
thoughts.AskAsk
information
disentanglefact
factfrom
from questionscarefully,
questions carefully,so
soyou
youcan
canpick
pickupupclues
cluesfrom
fromthe
the
disentangle
emotion. answersand
answers anduse
usethe
theperson’s
person’sresponses
responsestotohelphelpyou
youform
form
emotion.
younext
you nextset
setofofquestions.
questions.
Typeof
Type ofListening
Putting MethodsInto
IntoPractice
Practice
Synthesizing
Synthesizing IfIfyou
youneed
needtotoachieve
achieveaadesired
desiredresult,
result,make
makestatements
statements
Proactivelyguiding
Proactively guidingthe
the totowhich
whichothers
others can
canrespond
respondwith
withideas.
ideas.Listen
Listenand
andgive
give
exchangetowards
towardsanan youranswers
your answerstotoother’s
other’sremarks
remarksininaaway
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implemented. Alternatively,include
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solutioninin
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Overcoming Prejudice
 When what you see only fulfils your own
expectations, you probably have an
inflexible mind-set
 Most people have this problem
 Prejudices block good communication
 If you can recognize your prejudiced
ideas, you will be a good listener
Overcoming Prejudice
 Listen carefully to what people are
saying and do not let your prejudices
get in the way
 Think about the words you hear, not the
person saying them
Ten commandments
of listening
• Stop talking .. You cannot listen while talking

• Give the speaker the chance to speak
• Listen to perceive .. Not to object
• Do not interrupt the speaker
• Put yourself in the speaker’s boots.. This will
help you assess the situation
Ten commandments
of listening
• Be patient .. Give the speaker enough time

• Keep calm .. Angry people will look for mistakes
• Don’t argue .. Be open and accept criticism
• Ask questions .. This shows interest and
provides clarification
• Avoid prejudice..
Checking You Understanding
““I’m
I’mafraid
afraidIIdidn’t
didn’tquite
quite ‘I’maware
‘I’m awarethat
thatthis
thisisn’t
isn’t
understandwhat
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yousaid.
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your field,but
butIIwould
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Wouldyou
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repeating veryinterested
very interestedtotohear
hear
ititplease?”
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your opinion.”
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explained
myselfclearly.
myself clearly.What
WhatII
meantto
meant toestablish
establish
was..”
was ..”
Phrases to be used when you need to clarify what has been

said
Managing
Meetings
Do you feel bored?
Are you in the mood of chatting?
Do you have a desire for some
cookies and drinks?
Do you feel bored?
Are you in the mood of chatting?
Do you have a desire for some
cookies and drinks?
Then why don’t you call for a
meeting?
Meetings cost time and money,
both of which are valuable.
Hold meetings only when necessary,

and ensure that they are concise
and constructive.
Managing Meetings
 Supervisors spend most of their time in
discussions to organize work and solve
problems
 The average supervisor spends 65-80% of
his time in meetings
How can we make the supervisor’s

time more effective ?
Imparting information
Issuing instructions
Making or implementing
Purpose
Purpose decisions
of
of
Meetings
Meetings
Resolving problems
Generating creative ideas

(brainstorming)
Advantages of Meetings
Face-to-face
Face-to-face Interactive
Interactive
communication
communication
Immediate
Immediate Eye
Eyecontact
contact
feedback
feedback
Facial
Facial Gestures
Gestures
expressions
expressions
The Critical Path of a Meeting
Definethe
Define the Decidehow
Decide how Ensurethe
Ensure the
Meeting’s
Meeting’s Longitit
Long Rightpeople
Right people
purpose
purpose Shouldlast
Should last attend
attend
IsIsthe
themeeting
meeting
urgent Do
Doyouyouneed
urgentand
and need
important? totohold
holditit Hold
Holdmeeting
meeting
important?
No Yes ASAP?
ASAP? immediate
immediate
No Yes
No
No Yes
Yes
IsIsthe
themeeting
meeting
urgent
urgentor
or
IsIsthere
thereaa
deadline
AA
important?
important? deadlinetoto Set
Setaside
asideaa
work
worktowards? time
No
No Yes
Yes No
towards?
Yes timetoto
No Yes hold
holdmeeting
meeting
Set
Setaarealistic
realistic
IsIsthe
themeeting
meeting
routine?
Does
Doesthat
thatmeeting
meeting
deadline
deadline BB
routine? help
help youwork
you work
No
No Yes
Yes more efficiently?
more efficiently?
No Yes Allocate
Allocateaatime
time
No Yes
totohold
hold
meeting
meeting
IsIsthe
themeeting
meeting
necessary? Save
necessary? Savethe
themeeting
meeting
Don’t do It No Yes for
No Yes foraaquiet
quiet
cancel it time
time
C
C
To Ensure
a Successful Meeting
Ensure That the Right People

Attend, at the Right Time and
Place, and That They Reach
the Right Decisions
Steps To Successful
Meetings
Planning
Steps to a to a
Steps
successful
Successful Meeting Controlling
meeting
Closing
 Define purpose of meeting
 Develop meeting agenda
 Select attendees -
- Consider job background .. Harmonize..
- Define roles and means of participation
 Locate a venue
 Send out invitation along with agenda
 Monitor meeting duration (opening,closing)
 Limit and bring side-discussions and
unnecessary arguments back to track
 Summarize each issue before moving to
the next
 Limit number of issues to be discussed
Direct meeting towards defined results
 Define and announce each decision
made
 Direct meeting to a final conclusion
 Support what has been agreed upon
Role of the Supervisor When
Chairing a Meeting
 Keep discussion focused on the topic
 Intervene if discussion fragments into
multiple conversations
 Tactfully prevent anyone from dominating
Role of the Supervisor When
Chairing a Meeting
 Bring discussions to a close
 Ensure all participants are aware of all
decisions that have been reached
 Notify group when time for an item has
expired
Code of Cooperation
 Be on time and come prepared
 Be attentive to all what is said
 Use eye contact, and show interest
 Do not interrupt speakers
Code of Cooperation
 Do not whisper or fidget while someone speaks
 Pay attention, avoid disruptive behavior
 Show respect for the contributions of other
members
 Every member is responsible for
the meeting’s progress and success
Code of Cooperation
 CONSTRUCTIVELY criticize
ideas, not persons
 Only one person speaks at a time
 Everyone participates, no one
dominates
Code of Cooperation
 Avoid long anecdotes and examples
 Respect those not present
 Ask questions when you do not
understand
 Attend to your personal comfort needs
at any time but minimize disruptions
Why Meetings Fail
 Arriving late
 Reason of attendance is unknown
 Roles are not defined
 No interest
 Discussions dominated by one person
 Engagements in side conversations
 Interrupting the speaker
Why Meetings Fail
 Unnecessary arguments
 No agenda
 Key persons are absent
 Issues are left dangling
 Meeting’s conclusions are pre-determined
 Not following-up implementation
Problem-solving and
Decision-making
Defining Work Problems
 Undesired, unplanned situations
 Obstacles that slow down achieving
goals
 Inevitable in day to day work
Causes of Work Problems
 Negligence of rules and regulations
 Ignorance of the presence of rules and
regulations
 Improper organizing and planning work
 Unexpected events and mishaps
Man
Causes of Machine
Work
Problems Methods
Materials
Problems should
Problems should bebe handled
handled
at its
at its early
early stages
stages before
before
itit builds
builds up
up
Principals Of Problem Solving
 Avoid the "right/wrong" or "assigning
blame" paradigm
 Convey respect for the other person
 Undertake to solve the problem together
 Focus on the problem first, then look for
solutions
Steps to Problem-solving
Before any attempt to solve a problem
ask yourself these questions:
 Who owns the problem?

 Who is involved?
 Who is being affected by it?
 Define the problem
(with input from yourself and others)
- What is it that makes you think there's a problem?
- Where is it happening?
- How is it happening?
- When is it happening?
- With whom is it happening?
- Write down a five-sentence description of the
problem
Don't jump to "Who is causing the problem?"

 Look at potential causes for the problem
- Get input from others who notice the problem and

who are effected by it
- Collect input from individuals one at a time
- Write down a description of the cause of the
problem in terms of what is happening, where,
when, how, with whom and why
 Identify alternatives for approaches to
resolve the problem
- keep others involved (unless you're facing a
personal and/or employee performance problem)
- Brainstorm for solutions to the problem
 Select an approach to resolve the problem
consider:
- Which approach is the most realistic to solve the
problem for the long term?
- Resources, are they available? affordable? Do you
have enough time to implement the approach?
- What is the extent of risk associated with each
alternative?
 Plan the implementation of the best alternative (this
is your action plan)
- What will the situation look like when problem is
solved?“
- Steps to be taken to implement the best alternative? - What
systems or processes should be changed in
the organization, (e.g. a new policy or procedure?)
- How will you follow-up with the implementation
 Plan the implementation of the best alternative (this is your action
plan)
- Resources needed (people, money and facilities?)
- Time needed for implementation
- Who will be responsible for implementing the plan?
- Write down the answers to the above questions and
consider this as your action plan
- Communicate the plan to those who will be involved in
implementing it and to your immediate supervisor
 Monitor implementation of the plan
- Is the plan being done according to schedule?

- If not, then consider: Was the plan realistic? Are
there sufficient resources to accomplish the plan on
schedule? Should more priority be placed on various
aspects of the plan? Should the plan be changed?

 Verify if the problem has been resolved or
not
Consider:
- What changes should be made to avoid this type of
problem in the future? (changes to policies and
procedures, training, etc.)
- What did you learn from this problem solving?
(new knowledge, understanding and/or skills.)
- Write a brief memo that highlights the success of
the problem solving effort. Share it with your
supervisor, peers and subordinates
Focus
Execute Analyze
Develop
Fishbone Method
Machine Man
No Maintenance
Inadequate training
No Calibration Off-spec
No cooperation Product
Improper storage Not following

standards
Not complying
Improper test
With standards
procedures
Materials Methods
Force-field Analysis
 Force field analysis is a method for listing,
discussing, and evaluating the various
forces for and against a proposed change.
 Useful in clarifying the problem, and finding
solutions to specific obstacles preventing goal
achievement
 Can be used to develop an action plan to
implement a change
 Determine if a proposed change can
get needed support
 Identify obstacles to successful
solutions
 Suggest actions to reduce the strength
of the obstacles
Types of Forces to Consider
Available Resources Attitudes of people
Traditions Regulations
Vested interests Personal or group needs
Organizational structures Present or past practices
Relationships Institutional policies or norms
Organizational trends Agencies
Values
Desires
Costs
People
Events
Worst Present Desired
state state outcome
Driving forces Restraining forces
Rejection rate Rejection rate Rejection rate
20% 10% 2%
Driving forces Restraining forces
Increased production time

Customer demand
Other projects on line

Increased market share
Lack of training
Motivated workers
Quality circle program

SWOT Analysis
Strengths Weaknesses
Threats Opportunities
Part of a supervisor’s role is having
to make a series of large and
small decisions.
Reaching the right decision in every
situation is an ambition that is well
worth striving to achieve
Decisions Are an Essential
Part of Life, in and Out
of a Work Environment.
Supervisors, by Definition,
Must Be Decision-Makers.
Types of Managerial Decisions
Unplanned Planned
Planned
Unplanned Decision
••Non-repetitive ••Repetitive
Repetitive
Non-repetitive Problem
••Non-routine ••Routine
Routine
Non-routine
••Instructions
Instructions
••Strategic
Strategicsolutions
solutions
Procedures ••Policies
Policies
••High
Highrisk
risk ••Low
Lowrisk
risk
Types of Problems/Decisions
And Management Level
Non-programmed Decisions
Top Broad, unstructured,infrequent

Management Much uncertainty
Type of
Managerial Middle Management Structured and Decision
Level Unstructured
,Frequent,structured
Supervision ,repetitive,Routine
much certainty
Programmed Decisions
Decision Making
Consensus Individual
Individual
Consensus
Participation Involvement
Scale
Get Group Group

Gather
Tell Sell recommendations votes votes
information
From group With Without
mgt veto Mgt veto
Elements That Affect
The Decision-making Process
Elements Affecting
Decision-making Process
Pe
es rs
l u on
Va al
ity
Decision
Making
Po
Di ten Primary
ss tia is k g
on l f R
kin elements
an or T a
ce
Elements Affecting
Decision-making Process
Nature of issue
Pe
Resources available
es rs
l u on
Time available
Va al
ity
Decision
Making
Po
Di ten
ss tia R is k g
on l f
an or akin
ce T
Secondary
elements
Technical/intellectual
skills
Analyzing the Decision Process
Identify What
Whatexactly
Identify&&define
defineissue/problem
issue/problem exactly
has
hasto
tobe
bedecided?
decided?
What
Whatarearethe
the
Undertake
Undertakeanalysis
analysis alternatives?
alternatives?
What
Whatare
arethe
the
Evaluate
Evaluatealternatives
alternatives Pros
Prosand
andcons?
cons?
Which
Whichalternative
alternative
Identify
Identifychoices
choices IsIsthe
thebest?
best?
What
Whataction
action
Implement
Implementdecision
decision Needs
Needsto
tobe
betaken?
taken?
AGISA
The Group Thinking Model
Seeking issues
Analyzing Affecting the decision
Opportunities or
Goal setting problems
Conventional or
Looking for Ideas unconventional
Discarding or
Selecting ideas adopting
Implementing
Action Accepted decisions
Assessing the Validity of Ideas
Suggested solutions Potential outcomes
Our product
Only
Onlykeeps
keepsthe
the
dominates the
status
statusquo
quofor
fornow
now
market
Update our product

Problem in order to hold Strengthens
Strengthensposition
position
market advantage ofofpresent product
present product
New technology See if new technology

Makes our product takes off before Delays
Delaysinvestment
investment
obsolete investing in it until
until futuredate
future date
Invests in new
Risks
Risksposition
positionas
as
technology when
market leader
market leader
markets dictate
Invest in new
First
Firsttotosupply
supply
technology as
new product
new product
soon as possible
Decision
Wrong Right
No Admit Admit
- Seeking evidence to support decision

- Focus on advantages
- Neglecting drawbacks
- Concealing facts
- Casting doubt on alternatives
Team Building
A Team Is More Than a
Collection of Individuals.
It Is, in Part, an Emotional
Entity, Rooted in the Feelings
As Well As the Thoughts
of Its Members, Who
Actively Care About
Their Team’s Well-being.
Teamwork Definition
A team is a limited number of people
with complementary skills who are
committed to a common purpose,
performance goals, and approach for
which they hold themselves mutually
accountable
Benefits Of Teamwork
Integration of the Talents

The Collective Utilization
and Competencies
Of Individuals’ Efforts
they Possess
What Makes a
Good Team?
 A true team is a living, constantly
changing, dynamic force in which a
number of people come together to
work
 Team members discuss their
objectives, assess ideas, make
decisions, and work towards their
targets together
Points to Remember
 A team member is still an individual,
and should always be treated as such
 Cross-functional teams offer the chance
to learn about roles and work of others
Finding the Right Balance Of Skills
Technical In disciplines
expertise
Problem-solving Team-working
skills skills Ability to cope
Ability to make
clear decisions with others
Unifying a Team
Most teams have a tendency to place too much

emphasis on the task and not on the individual.
The ideal situation is one in which the needs of the

individual, the dynamics of the team, and the
requirements of the task coincide at four strategic
points to produce a unified, effective working team.
Unifying a Team
Team works to
common end to Challenging tasks
complete tasks Individual maintain individual
interest
Each individual
contributes to team
effort to complete
task in hand Team Task
Needs of individual
are catered for by team
Choosing Individuals for
Specific Tasks
Do Don’t
Whichqualities
Which qualities
Draw up a job profile Assume that anyone
arerequired
are requiredforfor
before talking to people thejob?
job? will suit the role
the
Check “on paper” profile Rely solely on word of

Arethere
Are thereany
any mouth
against details of suitablepeople?
people?
individuals suitable recommendations
Ignore shortfalls in
Favor individuals with Whatare
What aretheir
their favor of particular
respectivekey
respective keyskills?
skills?
wide-ranging skills experience
Canany
anyweaknesses
weaknesses Hope weaknesses will
Consider any Can be overlooked by
beovercome?
be overcome?
shortcomings the team
Note any shortcomings WillI Ienjoy

enjoyworking
working Ignore signs of
Will individual not being
in personal skills withthis
with thisperson?
person?
a team player
Expect them to
overcome problems
“on the job”
Offer the role to the Makeaafinal
finaldecision
decision Offer the role to the
Make
individual who brings most basedononresponses
responsestoto individual who excels at
based
overall to the team thequestion
the questionabove
above one particular skill
Stages of Team-development
Forming
The team first comes together;

discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet
Supervisor’s Role
Forming
Use socializing and team discussion to initiate

group work
Forming Storming
Disagreements arise about what needs to be done

and who will do it. People are annoyed by
The restrictions imposed by the team
Supervisor’s Role
Forming Storming
Assert your authority to defuse conflict in

the team
Forming Storming Norming
The goals, roles, and boundaries have been

clarified and accepted by team members.
They have taken ownership and accountability
for getting the work done
Supervisor’s Role
Forming Storming Norming
Encourage team members to establish a creative

work pattern
Forming Storming Norming Performing
The team becomes a true team, working in harmony,

supporting one another. The team, not the leader,
manages the project. Team members make adjustments
to keep the deliverables on track
Supervisor’s Role
Forming Storming Norming Performing
Build-up team faith in their collective ability

and skills
Supervisor’s Role in
Team-building Process
 Identifying purpose of forming team
 Selecting team members
 Identifying strengths and weaknesses
 Setting objectives and clarifying issues
 Allocating roles and responsibilities
 Supporting team members
Supervisor’s Role in
Resolving Team Conflicts
 Clarifying impact of conflict on performance
 Identifying causes of conflict
 Inviting parties to explain their points of view
suggesting solutions
 Selecting appropriate methods for solution
 Agreement on roles to resolve the conflict
 Developing a plan of implementation
Team Cohesion Has A Great
Effect on Productivity
Cohesion
Productivity
Gender Time
Timespent
spent
Gender
together
together
Factors
Factorsthat
that
Challenges determine
Proximity
Proximityof
of
Challenges determine
Facing Team
Teammembers
Facingteam
team Team
Team members
cohesion
cohesion
Previous
Previous Size
Sizeof
ofteam
team
achievements
achievements
Tips to Promote Cohesion
 Keep enemies apart
 Put friends together
 Give special attention to people who
find it difficult to make friends
 Avoid fostering competing subgroups
Climate Survey
What gets measured

gets managed
Purpose
 Do members of your team share a
sense of why the team exists and are
invested in accomplishing the mission?
Priorities
 Do members know what needs to be
done next, by whom, and by when to
achieve team goals?
Roles
 Do members know their roles in getting
tasks done and when to allow a more
skillful member to do a contain task?
Authority and Decision-
making
 Are authority and decision-making lines
clearly understood?
Conflict
 Is conflict dealt with openly and
considered important to decision-
making and personal growth?
Personal Traits
 Do team members feel their unique
personalities are appreciated and well
utilized?
Norms
 Are group norms set for working
together and are they seen as
standards for everyone in the group?
Effectiveness
 Do members find team meetings
efficient and productive and look
forward to this time together?
Success
 Do team members clearly know when
the team has met with success and
share in this equally and proudly?
Skills Development
 Are opportunities for feedback and
updating skills provided and taken
advantage of by team members?
Objective Setting
Responsibilities, Tasks,
Duties, and Objectives
Responsibilities Tasks
Duties Objectives
What Is Meant by an
?Objective
A statement specifying the task to be
implemented, the expected results, the
resources required and the time
frame of implementation
Individual objectives should be aligned

.with the organization’s objectives
Objectives
Objectives are specific accomplishments
that must be accomplished to achieve
the goals in the plan. Objectives are
usually "milestones" along the way when
implementing the strategies
Criteria for Writing
Objectives
 Specific
 Measurable
 Acceptable
 Resources
 Timely
Sample of an Objective
To launch the new product (X) by end of December 2004, with a cost of
advertisement campaign not to exceed $ 60,000
To launch the new product (X) by end of December 2004, with a cost of
advertisement campaign not to exceed $ 60,000
?Is the objective specific

?Can it be measured
?Is it acceptable
?Are the resources defined
?Is there a time frame for implementation
To investigate customers’ complaints in regards the wrong deliveries by
end of November 2004, with a cost of expenses not to exceed $ 4,000
To investigate customers’ complaints in regards the wrong deliveries by
end of November 2004, with a cost of expenses not to exceed $ 4,000
?Is the objective specific

?Can it be measured
?Is it acceptable
?Are the resources defined
?Is there a time frame for implementation
Management By Objectives
… a systematic and organized approach

that allows management to focus on
achievable goals and to attain the best
possible results from available
resources
Strategies or Activities
The methods or processes that are
required to achieve the goals
Resources (and Budgets)
Resources include the people, materials,
technologies, money, etc., required to
implement the strategies or processes.
The costs of these resources are often
depicted in the form of a budget
Strategies / tasks Goals / objectives
(methods to achieve
(results)
the results)
Types of Objectives
Organizational Personnel
Personnel
Organizational Problem
Problem Skills
Skills
Improvement
Improvement Solving
Solving Development
Development
Specifying Target Date
 Specified by date
 Date associated with another date
 Specified by period
Cost Estimation
 Should be calculated accurately
 Should be realistic
 May increase if implementation is
delayed
Steps to Objective Setting
Subordinates’
participation
Developing an
action plan
Action Plan , Why ?
 To specify method of implementation
 To develop a time frame
 To utilize resources effectively
 Helps in anticipating problems
 To follow-up implementation in
accordance to schedule
A Well-set Objective
 To increase sales volume from 150,000
tons to 180,000 tons by end of
December 2002 , cost of advertisement
not to exceed 50,000 $
Result : Measurable
Cost : specified
Time frame : specified
A Poor Objective
 To increase sales volume by using
effective advertisement
?Why Would Objectives Fail
 Objectives are imposed on subordinates
 Objectives are unrealistic
 Time is not managed
 Easy objectives are selected
 Time spent in paper work
 Objectives are not amended when necessary
Exercise
Time Management
Understanding Time
Time is Life
Time cannot be stored or replenished

Consider These Two
Questions:
What would
What wouldhappen
happenifif you
you
spent company
spent companymoney
moneyas as
easyas
easy asyou
you spend
spend
companytime?
company time?
Whenwas
When wasthe
thelast
last time
time
you reviewed
you reviewedyour
your time
time
allocation?
allocation?
Please, answer the following
questions :
 Do you feel that a great part of your
time is wasted ?
Yes ( ) No ( )
 What do you think the reasons are ?
 How would you control your time ?

Please, answer the following
questions :
 Do you believe that others are
wasting your time ?
Yes ( ) No ( )
 Do you believe you can put limits
to that ? explain how
Waste Disposal
 If an average employee earns about
27,000 pounds per year: about 12.50
pounds per hour, around 1 pound every
5 minutes;
How many 5 minute sections of your
activity deserves a pound?
This is a critical appraisal of how you
spend your time and to question
some of your habits.
Time Waste , Why ?
 Ignorance of the value of time
 Late arrival to work or meetings
 Failing to prioritize
 Failing to delegate
 Unnecessary interruptions
Time Waste , Why ?
 Unexpected, unplanned visits
 Lengthy , unnecessary telephone calls
 Procrastination
 Piled work
 Unnecessary discussions
Changing Attitudes
 Our attitudes to time are constantly changing
 Changes are due to advent of new technology
 Exchange of information has become
instantaneous
 Travel has become much faster
 It is possible for us to do more in a day
 It has also increased the pressure on our time
Estimating Value Of Time
1.5 x annual salary Cost

= per hour
Working hours
per year
Cost per hour Cost

= Per minute
60
Daily Routine Work
• Organize
• Meeting • Plan
• Discussion With • Coordinate
manager Discretionary
With
Urgent subordinates
• Coaching
• Problems • Discussion
• Crisis • Complaints
Breaking Down Tasks
Writing a Organizing a
Regular report meeting
Routine On-going
projects
Planning &
development
Making new contacts

Breaking Down Tasks
 Categorize your tasks
 Estimate how long each task takes you
 Look at the distribution of these tasks
throughout the day
Ideal Time Allocation
15% of time
60% of time
25% of time
Group 1: Routine tasks

Group 2: Ongoing projects
Group 3: Planning and development
Actual Time Allocation
15% of time
60% of time
25% of time
Group 1: Routine tasks

Group 2: Ongoing projects
Group 3: Planning and development
Breaking Down Tasks
If distribution is incorrect,
re-organize your working day
Looking For Patterns
 Does the breakdown meet the
expectations of your working day?
 Are you spending too much time on a
particular group?
 Are there times when you are very busy
and times when you are slack?
 If so, reorganize work more efficiently
Questions To Ask Yourself
 Am I doing work somebody else should
do?
 Are there patterns that repeat
themselves in my time log?
 Do jobs frequently take longer than
expected ?
 Do I have enough time to be creative
and innovative?
Estimating Efficiency
 How close is your work pattern to the
ideal 60:25:15 work distribution ratio?
 If you spend too much time on one
group,reorganize your daily schedule
 Delegate jobs that can be done by juniors
 Concentrate your energies on more
important tasks
Setting Priorities
Importance
Importance
Urgency
Urgency
Prioritizing
a Task
Analyzing Tasks
A Important and urgent
B Important or urgent
Neither Important
C nor urgent - routine
Analyzing Tasks
Importance
B A
C B
Urgency
Prioritizing Tasks
A Important and urgent
Important or urgent
B
Neither Important
nor urgent - routine
Prioritizing And Delegating Work
 Make three separate lists for A, B, and
C tasks
 For each list, decide:
- which tasks only you can do?
- which tasks can be delegated?
- which tasks need not be done?
Start With A’s And
Not With C’s
Pareto Principle
The 20 – 80 % Rule
20%
80%
80%
20%
Balancing Daily Tasks
Any working
day should include
a mixture of A-, B-,
and C- tasks
Balancing Daily Tasks
A-Tasks
A-Tasks
You
Youshould
shouldtrytryto
tocomplete
complete
aafew
fewofofthese
theseurgent,
urgent,
difficult
difficulttasks
taskseach
eachday
day
C-Tasks
C-Tasks
One working These
Theseare
arenon-urgent
non-urgent
day tasks
tasksthat
thatshould
shouldbebedone
done
when
whentime
timeallows
allows
B-Tasks
B-Tasks
These
Theseaccount
accountfor
forthe
the
majority
majorityofofyour
yourwork
workandand
should
shouldtake
takeup
upmost
mostofof
your
yourday
day
Prioritizing A Task
Priorities Should Continually

Be Altered in Line With
Changes or New Information
IsIsthe
thetask
task
urgent DoDoyou
youneed
urgentand
and need
important? totocomplete
completeitit Take
Take
important?
No Yes today?
today? Immediate
Immediate
No Yes
No
No Yes
Yes action
action
IsIsthe
thetask
task AA
urgent IsIsthere
thereaa
urgentor
or deadline Task
important?
important? deadlinetoto Set
Setaside
asideaa Task
work
worktowards? time
No
No Yes
Yes No
towards?
Yes timetotocomplete
complete
No Yes The
Thetask
task
Set
Setaarealistic
realistic
IsIsthe deadline BB
thetask
task Does
Doesthat
thattask
task deadline
routine?
routine? help you work Task
Task
No Yes help you work
No Yes more
moreefficiently?
efficiently?
No Yes Allocate
Allocateaatime
time
No Yes
totocomplete
complete
The
Thetask
task
IsIsthe
thetask
task
necessary? Save
necessary? Savethe thetask
task
Don’t do It No
No Yes
Yes for
foraaquiet
quiet CC
discard it time Task
time Task
Balancing Demands
 Priorities change all the time
 New information may change a task’s
importance or urgency
 When you receive new information,
quickly reassess your list of priorities
Being Realistic
 Be realistic about what you can achieve in
a given period of time
 Recognize the limits of your capabilities
 Be realistic about others’ capabilities
 Don’t demand too much of your colleagues
 Stretch your expectations from time to time
Maximizing Efficiency
 Recognize your energy levels
 Understand your mental and physical
cycles that your body follows each day
 Plan and prioritize your workload
accordingly
 Flexible hours policy
Late-morning peak- best time for A-tasks
5
4
Late-
3 afternoon
peak-
2 best time
for
Performance level
1 B-tasks
0
Energy
-1 level
After lunch Falls
-2 trough- towards
End of
-3 best time for
day
C-tasks
-4
-5
9 a.m 11 a.m 1 p.m 3 p.m 5 p.m
Time of day
Stress
Stress
Stress is likely to affect all of us at some
time in our lives. Learning how to
reduce the stress that you encounter,
will allow you to achieve your goals
without damaging your health.
Stress
Stress in individuals is defined as any
interference that disturbs a person’s
healthy, mental, and physical well-
being.
It occurs when the body is required to
perform beyond its normal range of
capabilities.
Stress
Restricts Possible
ability gains
A threat that
may cause A loss
Analyzing The Effect Of Stress
ON
ONSOCIETY
SOCIETY
Pressure
Pressureonon
public
publicservices
services
ON
ONINDUSTRY
INDUSTRY
Industrial
Industrialaccidents
accidents
And
Andinefficiencies
inefficiencies
ON
ONINDIVIDUALS
INDIVIDUALS
Illness
Illnessand
and
Behavioral
Behavioralproblems
problems
Stress In Management
Motivating
staff
Staying with
Meeting budgets
deadlines
Reporting to Adapting to
superiors change
Stress In Others
Stress is infectious;
You need to recognize it in others
before it affects the people
with whom they work !!
Stress In Others
Looking for Signs of Stress
Normal Stressed
Toward colleagues Toward colleagues
• Greets colleagues on arrival • Sits at work in silence

• Has lunch with colleagues • Ignores opinions
• Maintains a friendly manner • Becomes irritable
• Asks for opinions • Lunches alone
Stress In Others
Normal Stressed
Toward the organization Toward the organization
• Keeps workplace clean • Works in a chaotic fashion

and neat • Scatters paper everywhere
• Files paperwork in an • Takes long to find things
orderly fashion • Leaves in-box full of
• Knows where to find things correspondence
• Deals with correspondence
immediately
Stress In Others
Normal Stressed
Toward own appearance Toward own appearance
• Is smartly dressed • Wears clothes unsuited

• Wears clean and well- for the job
pressed clothes • Wears dirty and wrinkled
• Looks well groomed clothes
• Maintains good personal • Looks unkempt
hygiene • Does not appear to care
about appearance
Effect of Stress on
Work Performance
 Can be useful or harmful
 Depends on magnitude of stress
 Absence causes slackness and
impotency
Identifying And Handling
Stress Cases
 Beneficial stressors
to properly perform a job function, a
certain amount of stress is required.
Motivation, Energy, Alertness,
Promotes enthusiasm
Promotes accepting challenges
Identifying And Handling
Stress Cases
 Negative stressors
situations in the work place that leave a
feeling of depression, anxiety, or pressure.
Overwork, Ambiguity,
Workplace Conflicts, Responsibility
Poor performance, Anxiety

Low morale
Effect of Stress on
Work Performance
Performance
Turning Point
Work stress
Optimum stress
Sources and
Signs of Stress
Physiological symptoms Individual factors
Headaches
Family problems
High blood pressure
Economical problems
Heart diseases
Psychological symptoms Organizational factors
Job stress
Insomnia/depression Organizational hierarchy
Job dissatisfaction Management stress
Behavioral symptoms Environmental factors
Absenteeism Economical fluctuations

Work turnover Political fluctuations
Accidents Technological challenges
Physiological symptoms
Individual factors
Headaches
High blood pressure
Family problems
Heart diseases
Economical problems
Organizational factors - Workplace Stress
Not knowing what you want or if you're getting it.

Psychological symptoms
The feeling that there's too much to do.
Insomnia/depression
Job dissatisfaction
Not enjoying your job. Most people always blame their jobs.
Conflicting demands on the job.
Insufficient resources to do the job.
Not feeling appreciated.
Behavioral symptoms
Environmental factors
Absenteeism
Work turnover Economical fluctuations
Accidents Political fluctuations
Technological challenges
Stress Management
Strategy
 Individual Strategy
- Time management
- Physical fitness
- Relaxation
- Social support
Stress Management
Strategy
 Organizational Strategy
- The right person for the right job

- Competent, meaningful objectives
- Participation in decision-making
- Maintaining effective communications
How To Reduce Stress In The
Workplace
 Set realistic goals and priorities
 Encourage good time-management
techniques
 Take short breaks after a particularly
stressful event
 Don’t procrastinate
 Know your limits, be realistic
How To Reduce Stress In The
Workplace
 Learn to say "no“
 Give positive reinforcement
 Set up employee recognition programs
 Take responsibility
 Provide a sympathetic ear
 Most important, MAINTAIN A SENSE
OF HUMOR
Delegation
Objective of Delegation
To get the job done by someone else.
Not just the simple tasks of reading
instructions and turning a lever, but also
the decision making and changes which
depend upon new information
With delegation, your staff have the

authority to react to situations without
referring back to you
Many managers resist“
Delegation authority for fear
–A job won’t be done well
” Or that it will be done too well

Centralization Vs Delegation
 Centralization  Delegation
Advantages of Delegation
 Higher efficiency
 Increased motivation
 Develops the skills of your team
 Better distribution of work through the group
 Makes the manager focus on more important tasks
 Preparing the “second line”
The Act of Delegation
Supervisor
Assigns tasks Grants authority Creates

commitment
What should The right to Contracting to
Be done use resources Take responsibility
The Effective Delegator
Knows the value
Of delegation
Ensures staff
Allow subordinates
Are trained
to be seen
as the “experts”
Does not
Has confidence
Feel insecure
In subordinates
To Determine Level of Maturity
Technical
expertise Skills and
And the capabilities
knowledge of doing
Of work work
The motive,
self-confidence
and willingness
to take
responsibilities
Evaluating Your Activities
Do
Donot
notcomplete
complete
∀∀•• What
Whattasks
tasksam
amIIdoing
doingthat
thatdoes
does them
themyourself
yourselfor
or
not
notneed
needto
tobe
bedone
doneat
atall?
all? delegate
delegatethem
them
∀∀•• What
Whatam
amIIdoing
doingthat
thatcan
canbe
be Delegate
Delegatethese
thesetasks
tasks
done
doneby
bysomebody
somebodyelse?
else? to
tosubordinates
subordinates
∀∀•• What Don’t

Don’t delegate
delegate
Whattasks
tasksamamIIdoing
doingthat
that these,
only these,so
soprioritize
prioritize
onlyIIcan
cando?
do? them
them
Steps to Delegate
Identify a suitable person for the task
Explain the task clearly.

Leave room for ingenuity / initiative
Grant the necessary authority to

do the job properly
Keep in touch with the person for support and

monitoring progress. Do not get too close
Praise / acknowledge a job well done

Gaining Agreement
Definetask
Define taskto
tobe
be Discusswith
with
Discuss
delegated
delegated Selectedperson
person
Selected
Seekagreement
agreement Donot
Do notpush
pushfor
for
Seek
Inprinciple
principle Commitmentyet
Commitment yet
In
Offersolutions
Offer solutionsand
and
Discussany
Discuss any
reassurance
reassurance
reservations
reservations
Winacceptance
Win acceptance
Pushfor
Push for
Fromdelegate
From delegate
commitment
commitment
Do’s Don’ts
Which qualities are
Draw required for Assume
Assumethat
thatanyone
anyonewill
willsuit
Drawupupaajob
jobprofile
profilebefore
before the role within the team
suit
Starting to talk to people
Starting to talk to people the role? the role within the team
Check Are there any

Check“on
“onpaper”
paper”profile
profile Rely
Relysolely
solelyon
onword-of-
word-of-
Against details of individuals suitable people? mouth recommendations
Against details of individuals mouth recommendations
Favor What are their

Favorindividuals
individualswith
with Ignore
Ignoreshortfalls
shortfallsininfavor
favorofof
Wide ranging skills respective key strengths? Particular
Wide ranging skills Particularexperience
experience
Give
Giveserious
seriousconsideration
consideration Can any weakness Hope
To any shortcomings Hopeweaknesses
weaknesseswill
willbe
be
To any shortcomings be overcome? Overlooked by the team
Overlooked by the team
Note Will I enjoy working

Noteany
anyshortcomings
shortcomingsinin Ignore
Ignoresigns
signsofofindividual
individualnot
not
Personal With this person?
Personalskills
skills Being a team player
Being a team player
Expect
Expectthem
themtotoovercome
overcome
Problems
Problems “on thejob”
“on the job”
Offer
Offerthe
therole
roletotothe
theindividual
individual
Make a final decision
Who brings most overall based on responses to Offer
Offerthe
therole
roletotothe
theindividual
individual
Who brings most overall Who excels at one
totothe
theteam
team the questions above Who excels at one
particular
particularskill
skill
Motivation
Defining
Satisfaction and Morale
Job Satisfaction
Degree of enjoyment people derive
from performing their jobs
Morale
Overall attitude that employees
have toward their workplace
Recent Trends in Managing
Satisfaction and Morale
 The booming economies of the 1990’s forced
companies to work harder not only to retain
current employees, but also to offer creative
incentives to secure new employees
 Many leading companies came up with
innovative benefits designed to keep
employees happy, boost satisfaction, and
enhance morale
Motivation in the
Workplace
“The Set of Forces that cause

People to Behave in Certain Ways”
“The Inner Strivings that

Initiate a Person’s Actions”
You can easily motivate a machine
by providing maintenance..
.. but it’s rather difficult for a manager

to motivate his subordinates..
..due to the complexity of the process;
What makes it more difficult is

the diversity of the workforce
Dimensions of Diversity
Skills and
abilities
Age Culture
Primary
Needs dimensions
Person
Expertise
Social
Gender status
Secondary Values and

dimensions beliefs
Needs
Needs Desire to
satisfaction Motivation Satisfy needs
Action
-Self  Advancement
Actualization  Job Title
Assigning tasks

Esteem
 Assigning responsibilities
Social  Friends at work

Needs  Cooperation
Security Stability

Needs  Pension Plan
Physiological
 Reasonable salary
Needs
Behavior Theory
The Hawthorne Studies
Tendency for Productivity to increase

when Workers believe they are
receiving special Attention from
Management
Two-factor Theory
 Hygiene factors:
working conditions
 Motivation factors:
recognition for a job well done
according to the two-factor theory, hygiene

factors affect motivation and satisfaction only
if they are absent or fail to meet expectations
THEORY HERZBERG
Conditions that lead to

Employee satisfaction
Conditions that lead to

Employee Dissatisfaction
Two-factor theory of motivation
Satisfaction
‫رضاء‬ No satisfaction
Motivational Maintenance
factors factors
 Achievement  Supervisors
 Recognition  Working conditions
 The work itself  Interpersonal relations
 Responsibility  Pay & security
 Advancement & growth  Policy & administration
Dissatisfaction
‫عدم رضاء‬ No dissatisfaction
Establishing Basic Needs At Work
Hygiene
Definitions
Factors
Salary and Basic income, fringe benefits,

benefits Bonuses, company car, etc.
Company Rules and regulations, that govern

policy employers and employees
Working Working hours, workplace layout,

equipment provided for the job
conditions
Establishing Basic Needs At Work
Hygiene
Definitions
Factors
Determined by the rank, authority and
Status relationship to others
Job Degree of confidence regarding

Continuous employment in an organization
security
Supervision The extent of control an employee has over

the content and execution of a job
and autonomy
Heightening Workplace Motivation
Motivators Why they work
Reaching or exceeding task objectives.
Achievement It is one of the most powerful motivators and
a great source of satisfaction.
Acknowledgement of achievements by
Recognition senior staff helps to enhance self-esteem.
It is viewed as a reward in itself.
A job that provides positive, satisfying

Job Interest pleasure is a great motivational force to
individuals.
Heightening Workplace Motivation
Motivators Why they work
The opportunity to exercise authority and
Responsibility power demands leadership skills, risk-
taking, decision making and self direction.
Promotion, progress, and rising rewards for

Advancement achievement. The main motivator,
however , is the feeling that advancement is
possible.
Difference in Theories
Motivational
factors
Secondary needs
Hygiene
(Maintenance)
factors
Primary needs
MASLOW
MASLOW HERZBERG

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Course Logistics

Wishing you a successful course

Employees / Individual Contributors

“Managers realized that to

What Are the Basic Skills That a

Technical skills Intellectual skills

Human resources Production process

organization atmosphere purpose leads to

Exertion of minimum Efficiency In operations

Concern for Production

 Makes subordinates feel important

 Makes subordinates proud of what they

Classical managerial work New leadership task

Knows what to do Takes Responsibility

Empowers who subordinates trust

Setting rules Enforcing Policies

Availing resources Staffing

 Rarely have adequate training for the

 New supervisors often feel very alone

and stressed out

Effective supervisors are those who

Independence Level Scale

DEVELOPING Facilitating Coaching

Low Developing Low Developing

Low Developing Low Developing

The expertise, The prior experience

The confidence and energy level

John is lazy and needs

Boss doesn’t expect

 Solid solutions instead of quick fixes

 Simplification instead of needless

Your goal is to influence or

Getting your Message across

Verbal Written Non- Verbal

Conversation Memorandum Facial expressions

Feedback that cannot be concealed!!!

Delineates true opinion

Memorandum  Accurate Formal

Report  Details Needs study

 Convey subordinates’ ideas, opinions

Accurate Brief Clear

 Purpose of message is not announced

Examples of common communication faults

Employee number 126

Operations Department 15 July 2002

How do you find Dear Sir,

Pay the person you are Dear Sir,

We have analyzed these items

Takes an unnecessary route

We have analyzed these items These procedures conform to

Takes an unnecessary route . Gets straight to the point

 The aim is to…  The desired end is to…

This text may irritate Forthese

Accurate Brief Clear

• Stop talking .. You cannot listen while talking

• Be patient .. Give the speaker enough time

Phrases to be used when you need to clarify what has been

Hold meetings only when necessary,

How can we make the supervisor’s

Generating creative ideas

Ensure That the Right People

 Who owns the problem?

Don't jump to "Who is causing the problem?"