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Dr Naresh Patel(BE, MBA, Ph D, FDP–IIM-A)HeadCentre for Management StudiesDharmsinh Desai UniversityNadiad – 387001 Dist. Kheda – Gujarat - India

Faculty Seminar Series

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HOW TO RELAX AND ENJOY YOUR MANAGERIAL

POSITION AND STILL BE PRODUCTIVE

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AIM

To apprise the house about basic

managerial tactics to make one’s job easy,

joyful and productive

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SEQUENCE

Introduction

Stress management

Time Management

Command and Leadership

Delegating Skills

Conclusion

Q & A

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INTRODUCTION

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STRESS MANAGEMENT

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STRESS

Stress is defined as “a person’s

adaptive response to a stimulus, that

places excessive psychological or

physical demands on that person.”

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• Good Stress

• Bad Stress

TYPES OF STRESS

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STRESS AND PRODUCTIVITY/ EFFICIENCY

OPTIMUMLEVEL

LEVEL OF STRESSO

PERFORMANCE

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CAUSES OF STRESS

Organizational Stressors. These include

factors in the workplace that can cause stress.

Life Stressors. These include factors or

events that take place outside the organisation.

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STRESS MANAGEMENT

Individual Coping Strategies

Organizational Coping Strategies

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INDIVIDUAL COPING STRATEGIES

Exercise Don’t panic Don’t be angry Say your prayers & meditate Keep your aspirations realistic Clarify your role in the organization Be patient Make friends Smile

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ORGANIZATIONAL COPING STRATEGIES

Job analysis Work schedules Participation Mix of work and non-work activities Keep personnel well-informed of their ‘standing’ in the organization Adopt open-door policy Consistent policies Family-like atmosphere Helping

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TIME MANAGEMENT

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Don’t try to manage the clock;Learn instead to manage yourself

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TIME MANAGEMENT TOOLS

Decide work priorities.

Prepare activity logs.

Make action plans and act on your plans.

Make “things to do” list.

Schedule your time effectively.

Do it now.

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TIME AND MOTION STUDY

Time can be best managed when the

leader can see how much of it is spent

productively and how much is actually

wasted.

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OUT COMES OF TIME AND MOTION STUDY

Internal Time Wasters: -

Putting things off to do them tomorrow

Long tea breaks

Socialising

Misplaced items

Poor organisation of one’s work and work place

Lack of self-discipline

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External Time Wasters: -

Meetings

Briefings

Too much mail and lengthy correspondence.

Visitors

Phone calls

Pet projects of the senior officer.

OUT COMES OF TIME AND MOTION STUDY

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DELEGATING SKILLS

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Definition

Delegating has been defined as “getting work done through others.”

Importance for managers

As people move up the corporate ladder, they must learn to delegate jobs requiring technical skills to their subordinates, to give them more time to learn Human and Conceptual Skills.

DELEGATING SKILLS

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TO WHOM CAN WE DELEGATE?

Manager

Upwards

Downwards

Sideways (Consultants)

Sideways

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THE DELEGATION PROCESS

Manager

Subordinate

Step 1:

Assigning

Responsibility

Step 2:

Granting

Authority

Step 2:

Creating Accountability

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PERSONAL OBSTACLES IN DELEGATION

• What to delegate

• You are Supposed to know everything

• Feel nervous about job

• Feeling yourself more competent

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DELEGATION PITFALLS

Always delegating to the most capable

Delegating directly to your subordinate’s staff

Failing to delegate the tasks you enjoy doing

but which others could do

Delegating tasks which you should do but

which you don’t like

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KEY STEPS OF DELEGATION Task identification

Right person

Explanation

Specify standards

Deadline

Reporting method

Encourage questions

Unscheduled status checks

Praise/ Suggest improvements

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DECIDING TO DELEGATE

Must do, can’t delegate

Should do, could delegate

Could do myself, should delegate

Must delegate

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DELEGATION IN PRACTICE

What to Delegate Routine and minor tasks Task that other team member can do as well Task that will develop the skill and knowledge of

team and provide challenge

What not to Delegate Tasks that are outside the competency of the team Matters that need your responsibility / experience Responsibility to build and maintain team

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TRUST

“The only way to inculcate trust is to trust

people, and the surest way to make

someone untrustworthy is to distrust him.

You can’t hide trust or distrust.”

Anonymous

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THE SPIRAL OF TRUST

By Trusting

You Encourage

• Participation

• Consensus

• Confidence

Your Subordinate shows

• Initiative

• Dedication

• Openness

It results in

• Accomplishment

• Pride

• Communication

And Leads to:

Confirmation of Trust

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DUMPING

Abdicating your own responsibility

Surrendering your controlling influence

Ignoring current workloads and deadlines

Not listening to your staff

I had to learn a hard way, so can they

If I have to explain everything I might as

well do it myself in the first place

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COMMANDAND

LEADERSHIP

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LEADERSHIP

Leadership is "the process of

encouraging and helping others to

work willingly and enthusiastically

toward common objectives."

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LEADERSHIP STYLES

Autocratic

Democratic

Laissez-faire

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HERSEY & BLANCHARD'S SITUATIONAL LEADERSHIP

Major Dimensions of a Leader's Concern

Task Behaviour

Relationship Behaviour

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TIPS TO BECOME GOOD LEADER

Thinking Positively

Avoid Negative Self -Talk

Prevent Arrogant and Boasting

Negotiate Successfully

Take Better Decisions

Act Ethically

Communicating Effectively

Building Relationship

Motivating Others

Increase the Self-Esteem of Others

Hold others Accountable

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CONCLUSION

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THANK YOU

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Q & A