Management skills and competencies

Présentation au sujet: "Management skills and competencies"— Transcription de la présentation:

1 Management skills and competencies

2 Plan : What is management ? Types of management The management process
Managerial skills Management roles Managerial styles Management Competencies How to be a successful manager ?

3 What is Management ?

4 Definition of Management :
The term management refers to the process of getting things done, effectively and efficiently, through and with other people .

5 Efficiency & Effectiveness :
Efficiency means doing the task correctly and refers to the relationship between inputs and outputs. Management is concerned with minimizing resource costs. Effectiveness means doing the right things. In an organization, that translates into goal attainment.

6 Efficiency & Effectiveness :
Means Ends Efficiency Effectiveness Resource usage Goal attainment Low Goals High waste attainment

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10 Top (high-level) management
– managers in positions such as president, CEO, CFO and vice-president who make decisions regarding the firm’s long-run objectives. Middle management – managers who are often responsible for the firm’s short-term decisions. Supervisory (first-line) management – managers who are usually highly involved with the employees who engage in the day-to-day production process.

11 - Set new plan to expand production & increase sales.
Functions of middle managers : - Set new plan to expand production & increase sales. - Communicate those plans to all managers. - Determine how many new employees to hire. - Determine how to charge lower prices to increase sales. - Determine how to increase advertising to increase sales. - Determine how to obtain funds to finance the expansion. Functions of first-line managers : - Provide job assignments to the new employees who are hired. - Set time schedules for new employees who are hired.

12 The management Process :
Planning : The process of setting performance objectives and determining what actions should be taken to achieve them. Organizing : The process of assigning tasks, allocating resources and coordinating the activities of individuals and groups. Leading : The process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives. Controlling : The process of measuring work performance, comparing results to objectives and taking corrective action.

13 The management Process :

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15 Managerial skills are the capabilities that are important for successful performance as managers 
Managers need to demonstrate these skills to carry out their role in achieving results through their employees

16 The skills of working with the resources and having knowledge
1-Technical Skills:  Ability to use principles, tools, techniques, procedures etc.... Most important to first-level managers Top managers require least technical skills The skills of working with the resources and having knowledge in a specific area.

17 2- Human skills: The ability to work with, motivate, and counsel people who need help and guidance; most important to middle- level managers Human relations skills are directly related to a manager’s leadership abilities Ability to get things done by understanding and working through others outside of formally prescribed organizational mechanisms is crucial for managerial success

18 3- Conceptuel skills: The ability to coordinate and integrate ideas, concepts, and practices Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Understanding of organization’s business model Most important to top-level managers

19 4- Communication skills:
The transmission of mutual understanding through the use of symbols . It is the ability to transform ideas into words and actions Good communication skills increases the managers credibility among colleagues, peers and subordinates. Managers must excel in writing, speaking and listening skills.

20 4- Decision -making skills:
All managers must make decisions, and the quality of these decisions determine their degree of effectiveness. A manager’s decision-making skill in selecting a course of action is greatly influenced by his or her analytical skill. Manager should Manager should:  Personally manage decision making  Search for understanding  Establish his direction with an objective  Manage the social and political forces that block from achieving the objective

21 Autocratic Democratic free-rein
A management style is an overall method of leadership used by a manager. Three main styles: Autocratic Democratic free-rein

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23 The management Roles : Decisional Informational Interpersonal
In the 1960s, Henry Mintzberg concluded that managers perform ten roles that can be grouped around three themes: Interpersonal Relationships, Information Transfer, and Decision Making. The Roles of Management The Mintzberg Studies Decisional Informational Interpersonal

24 The management Roles :

25 The Interpersonal Roles :

26 The Informational Roles :

27 The Decisional Roles :

28 Management compentencies :
Performance Management Recruitment, Selection & Classification Focus on Performance & Development Needs of Agency Training & Developmen Succession Planning Career & Workforce Planning Goal : To develop a performance management system that: Provide a system’s approach to employee development and succession planning. Supports people in achieving their position goals and developmental needs. Align and cascade individual goals with organizational performance measures Core Competencies

29 Management compentencies :
What is a competency ? Competencies are also called: behaviors, skills, values, performance dimensions or performance standards. Where goals or objectives describe "what" you want an employee to accomplish, competencies describe "how" you want them accomplished. As such, cultivating and managing competencies is an important way to foster employee and organizational high performance. They're also a key way to define and strengthen your organizational culture and to strengthen your competitive differentiators.

30 Competencies are NOT : A “psychological construct” No single behavior can term Conflict Management Knowledge …. It’s the Application of knowledge

31 Management Charter Initiative (MCI)
Develop teams, individuals, and self . Plan, allocate, and evaluate work . Create, maintain, and enhance relationships . Seek, evaluate, and organize information . Exchange business information .

32 HOW TO BE A GOOD MANAGER ?

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