GOOD MORNING! GOOD MORNING!

PEACE AND ALL PEACE AND ALL

GOOD TO YOU.GOOD TO YOU.

GOD BLESS YOU.GOD BLESS YOU.

Group 3 ReportersGroup 3 Reporters

THE MANAGEMENTTHE MANAGEMENT

MANAGEMENTMANAGEMENT

-is about man, about people, -is about man, about people,

and not alone about things, and not alone about things,

system, resources, or skills.system, resources, or skills. -is experience-is experience -is mental.-is mental.

An organization is An organization is a systematic a systematic

arrangement of arrangement of people to accomplish people to accomplish

some specific some specific purpose. purpose.

Why Managers?Why Managers?

The Parable of the The Parable of the AssholeAsshole

Shows Desktop.lnk

Top three reasons, why Top three reasons, why Managers are Important:Managers are Important:

1. organizations need 1. organizations need their managerial skills their managerial skills and abilities more than and abilities more than ever in these uncertain, ever in these uncertain, complex, and chaotic complex, and chaotic timestimes

2. they’re critical 2. they’re critical to getting to getting 

things donethings done

3. managers do 3. managers do matter to matter to

organizations! organizations!

The Gallup Organization, which The Gallup Organization, which has polled millions of has polled millions of employees and tens of employees and tens of thousands of managers, thousands of managers, has found that the single most has found that the single most important variable in employee important variable in employee productivity and loyalty isn’t productivity and loyalty isn’t pay or benefits or workplace pay or benefits or workplace environment; it’s the quality of environment; it’s the quality of the relationship between the relationship between employees and their direct employees and their direct supervisors.supervisors.

Towers Watson found Towers Watson found that the way a company that the way a company manages and engages manages and engages

its people can its people can significantly affect its significantly affect its financial performance.financial performance.

A recent study of A recent study of organizational organizational

performance found performance found that managerial that managerial

ability was important ability was important in creating in creating

organizational value.organizational value.

Another reasons why Another reasons why we need not only we need not only

managers but good managers but good quality managers quality managers

because:because:

1. the success 1. the success of business of business

establishments lies establishments lies in their management in their management

performances. performances. 

2. Because they are 2. Because they are the heads of the the heads of the

management.management.

3. Because they 3. Because they oversee the entire oversee the entire operation of their operation of their

respective respective departments.departments.

4. Because they 4. Because they direct or plan the direct or plan the work of others in work of others in

order to run a order to run a business efficiently.business efficiently.

5. Because they are 5. Because they are responsible for both the responsible for both the day-to-day running of day-to-day running of the company and the company and developing business developing business plans for the long term plans for the long term future of the future of the organization.organization.

6. Because they 6. Because they design, develop and design, develop and implement the implement the strategic plan for their strategic plan for their company in the most company in the most cost effective and time cost effective and time efficient manner.efficient manner.

7. They are 7. They are accountable to the accountable to the

board and the board and the shareholders of the shareholders of the

company.company.

8. Because they fulfill 8. Because they fulfill a motivational role for a motivational role for

the workers in the workers in addition to their more addition to their more

office-based workoffice-based work

9. Because9. Becausethey direct and they direct and

coordinate activities coordinate activities so the organization so the organization can reach its goals.can reach its goals.

Why do really need Why do really need them?them?

The manager is The manager is someone who leads someone who leads the team of front line the team of front line

workers and is workers and is directly responsible directly responsible

for their performance. for their performance.

They are fundamental in They are fundamental in providing an providing an organization's backbone organization's backbone and no matter how good and no matter how good the management board the management board may be, without good may be, without good quality front line quality front line managers businesses managers businesses will continue to struggle.will continue to struggle.

The keys to financial The keys to financial success and a success and a profitable business profitable business are not the strategies are not the strategies or the systems of the or the systems of the firm. firm.

The character and The character and skill of individual skill of individual managers, who managers, who practice what they preach, and recognize the , and recognize the manager's role in manager's role in coaching employees, coaching employees, are what count. are what count.

"It's about character "It's about character and courage,“ and and courage,“ and according to David according to David Maister, who consults Maister, who consults to professional to professional service firms, "it's service firms, "it's very, very scarce." very, very scarce."

““The manager's role The manager's role in motivation is the in motivation is the key to employee key to employee motivation”.motivation”.

The Human Resources The Human Resources Manager guides and Manager guides and manages the overall manages the overall provision of Human provision of Human Resources services, Resources services, policies, and programs for policies, and programs for a company within a small a company within a small to mid-sized company, or to mid-sized company, or a portion of the Human a portion of the Human Resources function within Resources function within a large company.a large company.

The manager role is The manager role is to reach inside each to reach inside each employee and employee and release his unique release his unique talents into talents into performance.performance.

manager is not manager is not just a benefit, but just a benefit, but a dire necessity! a dire necessity!

A great boss can change A great boss can change your life, inspiring you to your life, inspiring you to new heights both new heights both professionally and professionally and personally, and energizing personally, and energizing you and your team to you and your team to together overcome new together overcome new challenges bigger than challenges bigger than any one of you could any one of you could tackle alone.tackle alone.

THANK YOU and GOD THANK YOU and GOD BLESS! BLESS!

Sister Mary Michael, OSFSister Mary Michael, OSF

What makes a Good What makes a Good ManagerManager??Reporter : Reporter :

Sr. ChristilynSr. Christilyn

Good managers Good managers are essential to are essential to any successful any successful organization.organization.

Good manager achieves Good manager achieves a hard working, a hard working,

productive and effective productive and effective workforce that punches workforce that punches above its weight in its above its weight in its

performance.performance.

Qualities that a Qualities that a good manager good manager

possessespossesses

1. A manager has to be a 1. A manager has to be a people person. people person. 

2. Being understanding 2. Being understanding and supportive is also and supportive is also a a key asset as it helps key asset as it helps to to solve problesolve problems. ms.

3. Managers should know 3. Managers should know how to delegate and how to delegate and should should not be afraid to not be afraid to do do so. so. 4. A good manager must 4. A good manager must be be organized and organized and know know how to how to prioritize. prioritize. 

5. 5. Good manager is able Good manager is able to to deal with conflict deal with conflict when when it arises.it arises.6.  A good manager is 6.  A good manager is knowledgeable and is knowledgeable and is keen to learn.  keen to learn. 

7. A good manager 7. A good manager commands respect commands respect without having to without having to bully others.   bully others.   

What makes a What makes a successful manager ?successful manager ?

- - Passion is the Passion is the number number one thing one thing that I look for in a that I look for in a

manager. IQ is not manager. IQ is not really that important. really that important.

Top ten reasons Top ten reasons managers become greatmanagers become great

1. Enjoy helping people 1. Enjoy helping people grow.grow.

2. Love creating positive 2. Love creating positive environmentsenvironments. .

3. 3. Want to correct Want to correct mistakes mistakes inflicted on inflicted on themthem..

4. Care deeply about the 4. Care deeply about the success and well success and well

being of being of their teamtheir team..5. 5. Succession mentalitySuccession mentality. .

6. 6. Long term sense of Long term sense of rewardreward

7. Practice of the 7. Practice of the golden rulegolden rule. .

8. 8. Self awareSelf aware,, including including

weaknesses weaknesses. .

9. Sets tone of 9. Sets tone of healthy debate healthy debate and criticismand criticism

10. Willing to fight, 10. Willing to fight, but picks their but picks their

battlesbattles. .

What managers do?What managers do?

1. Communication1. Communication2Traditional 2Traditional

Management Management3. Human Resources 3. Human Resources ManagementManagement4. networking4. networking

THREE FACES OF A THREE FACES OF A MANAGERMANAGER

1. 1. PlannerPlanner

a. A Manager has to take a a. A Manager has to take a long- term view; long- term view;

indeed, indeed, the higher you the higher you rise, the rise, the further you further you

will have to will have to look. look. While a team While a team member will be member will be working working

towards known and towards known and established goals, established goals,

b. the manager must look b. the manager must look further ahead so that these further ahead so that these goals are selected wisely.goals are selected wisely.

2. Provider2. Provider

The Manager has access to The Manager has access to information and materials information and materials

which the team needs. Often which the team needs. Often he/she has the authority or he/she has the authority or influence to acquire things influence to acquire things

which no one else in the team which no one else in the team could.could.

The team needs security from The team needs security from the vagaries of less enlightened the vagaries of less enlightened

managers. In any company, there managers. In any company, there are short-term excitements are short-term excitements

which can deflect the work-force which can deflect the work-force from the important issues. The from the important issues. The

manager should be there to manager should be there to guard against these and to guard against these and to

protect the team. protect the team.

Mr. Drucker divided the Mr. Drucker divided the job of the manager into job of the manager into

five basic tasks. five basic tasks.

1. Sets objectives.1. Sets objectives.   2. Organizes 2. Organizes 3. Motivates and 3. Motivates and communicatescommunicates 4. Measures. 4. Measures.   5. Develops people 5. Develops people..  

1. Supervise and manage the overall performance of staff in the department.

2. Analyzing, reporting, 2. Analyzing, reporting, giving giving recommendations recommendations and developing strategies and developing strategies on how to improve quality on how to improve quality and quantity.and quantity.

3. Achieve business and organization goals, visions and objectives.

4. 4. Involved in employee Involved in employee selection, career selection, career development, succession development, succession planning and periodic planning and periodic training.training.

5. Working out compensations and rewards.

6. Responsible for the growth and increase in the organizations’ finances and earnings.

7. Identifying problems, creating choices and providing alternatives courses of actions.

DEVELOPING A DEVELOPING A KNOWLEDGE KNOWLEDGE MANAGEMENTMANAGEMENTSTRATEGYSTRATEGYReporter : Sr. AnabelleReporter : Sr. Anabelle

There are many There are many approaches for approaches for developing a developing a knowledge knowledge management strategy, management strategy, each supported by a each supported by a holistic model of KM holistic model of KM processesprocesses..

Classification of Two main Classification of Two main approachesapproaches::

1. 1. Top-downTop-downThe over all strategic The over all strategic direction of the organization direction of the organization is use to identify the focus of is use to identify the focus of the knowledge management the knowledge management initiative. initiative.

2.2.Bottom-upBottom-up Research is conducted into Research is conducted into

the activities of staff involved the activities of staff involved in key business processes. in key business processes. The findings of this research The findings of this research highlighthighlight

key staff needs and issueskey staff needs and issues which are then tackled which are then tackled

through a range of through a range of knowledge management knowledge management initiatives.initiatives.

1. 1. Identify the key staff Identify the key staff groups within the groups within the organization. These organization. These groups deliver the groups deliver the greatest business value, greatest business value, or are involved in the or are involved in the most important business most important business activities.activities.

2. Conduct comprehensive 2. Conduct comprehensive and holistic needs and holistic needs analysis activities with analysis activities with selected staff groups, to selected staff groups, to identify key needs and identify key needs and issues.issues.

3. 3. Supplement this Supplement this research with input research with input from senior from senior management and management and organizational strategy organizational strategy documents, to documents, to determine an overall determine an overall strategic focus.strategic focus.

4. Based on these 4. Based on these findings, develop findings, develop recommendations for recommendations for addressing the issues addressing the issues and needs identified.and needs identified.

5. Implement a series of 5. Implement a series of strategic and tactical strategic and tactical initiatives, based on the initiatives, based on the recommendations. recommendations. These will select These will select suitable knowledge suitable knowledge management techniques management techniques and approachesand approaches

1. Identifying key staff 1. Identifying key staff groupsgroupsThe first step in the process The first step in the process is to identify the key staff is to identify the key staff groups in the organization. groups in the organization. The key staffs are typically The key staffs are typically those directly involved in those directly involved in the most important the most important business activities.business activities.

In general, the key staff In general, the key staff groups are more likely to groups are more likely to be those at the front-line, be those at the front-line, rather than managers or rather than managers or administrative staff. This administrative staff. This will, of course, depend on will, of course, depend on the nature and structure of the nature and structure of the organization.the organization.

Common staff groups Common staff groups involve:involve:

front-line stafffront-line staff call centre staffcall centre staff field workersfield workers researchersresearchers clinical staffclinical staff production workersproduction workers administrative and support staffadministrative and support staff managers (senior, line)managers (senior, line) IT staffIT staff

Each of these groups will have Each of these groups will have specific needs and issues, as specific needs and issues, as well as those in common with the well as those in common with the organization as a whole.organization as a whole.

By targeting the key staff groups, By targeting the key staff groups, the extent to which the needs the extent to which the needs vary across the organization can vary across the organization can be identified, and the KM be identified, and the KM strategy developed accordingly.strategy developed accordingly.

2. Needs analysis 2. Needs analysis techniques are techniques are drawn from many drawn from many fieldsfields

Needs analysis Needs analysis techniquestechniques

There are a wide range of There are a wide range of need analysis techniques, need analysis techniques, drawn from fields such as drawn from fields such as knowledge management, knowledge management, user-centered design, user-centered design, ethnography and ethnography and anthropology.anthropology.

Techniques include:Techniques include: facilitated discussionsfacilitated discussions focus groupsfocus groups surveyssurveys staff interviewsstaff interviews workplace observationworkplace observation contextual inquirycontextual inquiry task analysistask analysis

Facilitated discussionsFacilitated discussions There are a wide range of There are a wide range of

facilitated discussion techniques facilitated discussion techniques that can be used to explore issues that can be used to explore issues with targeted staff groups. These with targeted staff groups. These are most commonly used with are most commonly used with management, consultants, and management, consultants, and other staff comfortable with these other staff comfortable with these types of meetings.types of meetings.

Techniques such as ‘affinity Techniques such as ‘affinity diagrams’ can be used to provide diagrams’ can be used to provide structure to the discussions, and structure to the discussions, and to capture the issues identified.to capture the issues identified.

In many cases, facilitated In many cases, facilitated discussions are used as the discussions are used as the primary mechanism for gaining primary mechanism for gaining the strategic input required for the strategic input required for the development of the KM the development of the KM strategy.strategy.

• Focus groupsFocus groups These are a specific, and widely-These are a specific, and widely-

used, form of facilitated discussions used, form of facilitated discussions that focus on exploring a topic within that focus on exploring a topic within a group setting.a group setting.

Often used as a way of gathering Often used as a way of gathering input from larger numbers of input from larger numbers of stakeholders, focus groups must be stakeholders, focus groups must be run carefully if they are to generate run carefully if they are to generate meaningful resultsmeaningful results..

Focus group are best used to Focus group are best used to explore current issues and explore current issues and problems, rather than to discuss problems, rather than to discuss future ‘wish-lists’ of knowledge future ‘wish-lists’ of knowledge management approaches.management approaches.

Focus groups should always be Focus groups should always be used in conjunction with used in conjunction with techniques such as staff techniques such as staff interviews and contextual inquiry, interviews and contextual inquiry, to ensure that the results are to ensure that the results are meaningful.meaningful.

SurveysSurveys The use of surveys is The use of surveys is

widespread, and they are a very widespread, and they are a very efficient way of gaining input from efficient way of gaining input from a large number of staff a large number of staff throughout an organization.throughout an organization.

In practice, surveys are best used In practice, surveys are best used to gather staff opinions, rather to gather staff opinions, rather than specific information on which than specific information on which to base decisions.to base decisions.

Care must also be taken when Care must also be taken when developing the survey questions, developing the survey questions, and analyzing the results.and analyzing the results.

Survey results must always be Survey results must always be supported with the use of other supported with the use of other techniques, to provide techniques, to provide confidence in the findings.confidence in the findings.

Interviews are very Interviews are very effective at identifying effective at identifying staff needsstaff needs

Staff interviewsStaff interviews One-on-one interviews One-on-one interviews

are one of the most are one of the most effective and often used effective and often used techniques for identifying techniques for identifying staff needs and issues.staff needs and issues.

For more on applying these as For more on applying these as part of a knowledge management part of a knowledge management project, see the following two project, see the following two articles:articles:

Stakeholder interviews as simple knowledge mapping

Selecting staff for stakeholder interviews

• Workplace observationWorkplace observation This involves going ‘out into This involves going ‘out into

the field’ to observe the the field’ to observe the activities of staff, and the activities of staff, and the environment in which they environment in which they work.work.

Workplace observation is Workplace observation is particularly effective in particularly effective in environments such as call centers, environments such as call centers, manufacturing areas, field working, manufacturing areas, field working, or on-the-road staff.or on-the-road staff.

It is a very holistic technique that It is a very holistic technique that will identify patterns of work and will identify patterns of work and environment issues that are environment issues that are impossible to gather using impossible to gather using techniques such as surveys or techniques such as surveys or focus groups.focus groups.

Contextual inquiryContextual inquiry This is a combination of staff This is a combination of staff

interviews and workplace interviews and workplace observation that involves observation that involves exploring issues with a staff exploring issues with a staff person, while situated within person, while situated within their normal working their normal working environment.environment.

By conducting the interview ‘in By conducting the interview ‘in context’, it becomes possible to see context’, it becomes possible to see the resources used by staff when the resources used by staff when conducting work activities.conducting work activities.

The interviewer can also ask the The interviewer can also ask the staff person to show them how they staff person to show them how they complete specific activities, for complete specific activities, for example, showing how they find a example, showing how they find a piece of information on the intranet.piece of information on the intranet.

This technique is very effective at This technique is very effective at identifying issues with currently-identifying issues with currently-available information sources and available information sources and tools.tools.

Task analysisTask analysis Not all activities within an Not all activities within an

organization are of equal value. organization are of equal value. Key business tasks should be Key business tasks should be identified, and investigated to identified, and investigated to gain an understanding of the gain an understanding of the steps involved, and the steps involved, and the knowledge required at each knowledge required at each stepstep..

The existing sources of the The existing sources of the knowledge can then be identified, knowledge can then be identified, along with the key issues and along with the key issues and roadblocks impacting upon the roadblocks impacting upon the effectiveness and efficiency of the effectiveness and efficiency of the task.task.

This type of research will identify This type of research will identify mechanisms for both improving mechanisms for both improving the task itself, as well as indicating the task itself, as well as indicating how to improve the provision of how to improve the provision of knowledge to those involved in knowledge to those involved in completing the taskcompleting the task..

3. Supplement the 3. Supplement the needs analysis with a needs analysis with a strategic focusstrategic focus

Strategic inputStrategic input While the needs analysis While the needs analysis

activities focused on the activities focused on the ‘bottom-up’ aspects of the ‘bottom-up’ aspects of the KM project, the overall KM project, the overall strategic focus must also be strategic focus must also be identified.identified.

This strategic focus then guides This strategic focus then guides the knowledge management the knowledge management strategy, providing a framework strategy, providing a framework for the selection and for the selection and prioritization of individual prioritization of individual projects and activities.projects and activities.

In this way, both the bottom-up In this way, both the bottom-up and top-down aspects of the and top-down aspects of the knowledge management knowledge management strategy is addressedstrategy is addressed..

There are a number of There are a number of sources of input that sources of input that can be drawn upon can be drawn upon when determining the when determining the strategic focus, strategic focus, includingincluding::

Senior management involvement, Senior management involvement, via interviews, facilitated via interviews, facilitated discussions, or other interactions.discussions, or other interactions.

Organizational strategy documents, Organizational strategy documents, such as the corporate plan or such as the corporate plan or annual report.annual report.

Results of other strategic research Results of other strategic research projects, such as ‘staff satisfaction projects, such as ‘staff satisfaction surveys’.surveys’.

External market research.External market research. Industry ‘best practices’, and other Industry ‘best practices’, and other

reports drawn from relevant reports drawn from relevant industry or sector bodies.industry or sector bodies.

These inputs can then be These inputs can then be synthesized into a synthesized into a strategic focus for the strategic focus for the knowledge management knowledge management initiatives.initiatives.

Use corporate Use corporate documents as a documents as a key strategic inputkey strategic input

4. Common findings4. Common findingsThe needs analysis The needs analysis

and strategic input will and strategic input will highlight a broad range highlight a broad range of issues and needs of issues and needs throughout the throughout the organization.organization.

In past projects, we have In past projects, we have identified issues such as:identified issues such as:

difficulty in finding key difficulty in finding key corporate informationcorporate information

inconsistent and inconsistent and unstructured approach to unstructured approach to information managementinformation management

ineffective ineffective dissemination of dissemination of corporate and regional corporate and regional newsnews

reliance on ‘rumors’ reliance on ‘rumors’ and ‘gossip’ as the key and ‘gossip’ as the key sources of sources of organizational newsorganizational news

lack of knowledge sharing lack of knowledge sharing between related business between related business unitsunits

difficulties in determining and difficulties in determining and disseminating ‘best disseminating ‘best practices’practices’

inconsistency in advice given inconsistency in advice given by call centre and front-line by call centre and front-line staffstaff

over reliance on long-over reliance on long-service members of service members of staff as sources of staff as sources of knowledgeknowledge

cultural barriers cultural barriers between head office between head office and regional staffand regional staff

duplication of effort duplication of effort between regionsbetween regions

roadblocks between roadblocks between policy development and policy development and program implementationprogram implementation

5. Acting on the findings5. Acting on the findings With an in-depth With an in-depth

understanding of the understanding of the problems, issues and needs problems, issues and needs within the organization, it is within the organization, it is then possible to then possible to meaningfully determine meaningfully determine appropriate strategies for appropriate strategies for addressing them.addressing them.

This will undoubtedly include a This will undoubtedly include a range of both strategic (long-range of both strategic (long-term) and tactical (short-term) term) and tactical (short-term) initiatives.initiatives.

Depending on the issues Depending on the issues identified, these might include:identified, these might include:

improving the corporate intranetimproving the corporate intranet formalizing communities of formalizing communities of

practicepractice

implementing coaching implementing coaching and mentoring programsand mentoring programs

improving document and improving document and records managementrecords management

facilitating skills transfer facilitating skills transfer from retiring stafffrom retiring staff

capturing staff knowledge capturing staff knowledge in a documented formin a documented form

improving policies and improving policies and proceduresprocedures

implementing new learning implementing new learning approaches, including e-approaches, including e-learninglearning

enhancing the corporate staff enhancing the corporate staff directorydirectory

implementing team implementing team collaboration tools and collaboration tools and processesprocesses

establishing after-action establishing after-action review processesreview processes

formalizing the role of formalizing the role of ‘knowledge brokers’ within ‘knowledge brokers’ within the organizationthe organization

These are just a small cross-These are just a small cross-

section of the many possible section of the many possible approaches that can be taken approaches that can be taken to knowledge management.to knowledge management.

As highlighted throughout this As highlighted throughout this article, only the needs analysis article, only the needs analysis activities allow a meaningful activities allow a meaningful selection to be made between selection to be made between these different approaches.these different approaches.

In practice, each organization In practice, each organization will apply a unique mix of short-will apply a unique mix of short-term ‘quick wins’ and longer-term ‘quick wins’ and longer-term projects to meet term projects to meet knowledge management needs.knowledge management needs.

Five tips for: Developing Five tips for: Developing managersmanagers

1.1. Get them on board with the Get them on board with the changechange

2.2. Share the role you expectShare the role you expect3.3. Build competenciesBuild competencies4.4. Provide toolsProvide tools5.5. Provide supportProvide support

1. Get them on board with the 1. Get them on board with the changechange

The first step in engaging The first step in engaging managers and supervisors as managers and supervisors as leaders of change is getting them leaders of change is getting them on board with the change. A on board with the change. A manager must be supportive of a manager must be supportive of a change before he or she can change before he or she can successfully lead direct reports successfully lead direct reports through the change process. through the change process. 

this means that managers and this means that managers and supervisors have supervisors have sufficient sufficient AwarenessAwareness and  and DesireDesire  around the change itself before around the change itself before they begin engaging their direct they begin engaging their direct reports. To achieve this, the reports. To achieve this, the change management plan must change management plan must have specific elements aimed at have specific elements aimed at building support with managers building support with managers and supervisors.and supervisors.

2. Share the role you expect2. Share the role you expect Sharing what you expect from Sharing what you expect from

managers and supervisors managers and supervisors occurs at two levels – a high-occurs at two levels – a high-level expectation about general level expectation about general involvement in times of change involvement in times of change and a more detailed set of and a more detailed set of expectations about the specific expectations about the specific roles of managers and roles of managers and supervisors in times of changesupervisors in times of change..

4. Provide tools4. Provide tools Managers and supervisors not Managers and supervisors not

only need competencies in only need competencies in leading change, they need tools leading change, they need tools to help them help their people in to help them help their people in times of change. Many times, the times of change. Many times, the tools needed to manage change tools needed to manage change are different than the normal are different than the normal tools managers are familiar with tools managers are familiar with using.using.

5. Provide support5. Provide support Managers and supervisors will Managers and supervisors will need need

support support when taking on their new when taking on their new "leader of change" role. Some of the "leader of change" role. Some of the tasks and responsibilities that come tasks and responsibilities that come with being a good coach of employees with being a good coach of employees through change are difficult. In many through change are difficult. In many instances, this is a completely instances, this is a completely new new undertaking undertaking for a manager or for a manager or supervisor. You need to provide supervisor. You need to provide outlets and opportunities for support outlets and opportunities for support when managers are leading changewhen managers are leading change..

Five tips for: Developing managersFive tips for: Developing managers1.1. Get them on board - managers and Get them on board - managers and

supervisors have to go through their own supervisors have to go through their own change process before supporting their change process before supporting their direct reportsdirect reports

2.2. Share the role you expect - at both a high-Share the role you expect - at both a high-level and a detailed set of actionslevel and a detailed set of actions

3.3. Build competencies - appreciate that Build competencies - appreciate that "leading change" is a competency that can "leading change" is a competency that can and must be developedand must be developed

4.4. Provide tools - including individual change Provide tools - including individual change models, tip sheets and information for models, tip sheets and information for fulfilling rolesfulfilling roles

5.5. Provide support - help managers and Provide support - help managers and supervisors succeed at leading change supervisors succeed at leading change with peer and expert supportwith peer and expert support

Management Skills Management Skills

Reporter : Sister M. Cecile Maturan, OSFReporter : Sister M. Cecile Maturan, OSF

Manager needs a Manager needs a variety of skills to variety of skills to

execute these functions execute these functions successfully.successfully.

Skills are specific Skills are specific abilities that result from : abilities that result from :

1. knowledge, 1. knowledge, 2. information2. information3. practice 3. practice 4. aptitude4. aptitude

Management is both art and Management is both art and science. It is the art of making science. It is the art of making

people more effective than they people more effective than they would have been without you. The would have been without you. The

science is in how you do that. science is in how you do that. There are four basic pillars: plan, There are four basic pillars: plan,

organize, direct, and monitor.organize, direct, and monitor.

Basic Management Skill #1: Plan

Basic Management Skill #2: Organize

Basic Management Skill #3: Direct

Basic Management Skill #4: Monitor

Management skills Management skills needed to be an needed to be an

effective manager are effective manager are group into 3 categories. group into 3 categories.

1. Technical Skills – is 1. Technical Skills – is the ability to perform a the ability to perform a specialized task that specialized task that involves a certain involves a certain method or process method or process

2. Interpersonal and 2. Interpersonal and Communication Skills – Communication Skills – influence the manager’s influence the manager’s ability to work well with ability to work well with

peoplepeople

3. Conceptual and 3. Conceptual and Decision Skills – Decision Skills – involve the manager’s ability to involve the manager’s ability to

recognize complex and dynamic recognize complex and dynamic issues, to examine the numerous issues, to examine the numerous

and conflicting factors that influence and conflicting factors that influence these problems, and to resolve such these problems, and to resolve such

situations for the benefit of the situations for the benefit of the organization and everyone organization and everyone

concerned. concerned.

Thank youThank you and and

God bless God bless you you