Monday, 17 October 2016

[www.keralites.net] Man Management!

 

Man Management!


GANDHIJI is the world's Best example of MAN MANAGEMENT SKILLS


MAN MANAGEMENT SKILLS is the key which opens every lock
'Man management' is important to everyone. Managing people is not always an easy task. Proper man management training is most important: "Learning a set of personal skills that allows you to inspire the best, and make most productive every member of the team".

Man management skills include, training to improve your abilities in the following areas:
1.  Handling difficult people
2.  Resolving conflict within the team
3.  Organizing work
4.  Creating and sustaining a positive mental attitude.
Let us look at each one in turn:
Handling difficult people

You must treat people, especially difficult ones, according to the principles of reason.
And THAT means: Logically: which means:
1. According to the facts, not your feelings
2. According to the facts, not your opinions
3. According to the facts, not your mood, or your prejudices or personal whims.
Everyone must be treated reasonably, according to the rules of logic, irrespective of how difficult they are.
And that is a specific skill that needs to be learned.
Resolving conflict within the team
Conflict can occur between members of the team:

Man management skills is 'Being able to remain impartial and find working compromises between two warring factions within the team'.
Teams can only function where harmony exists between its members. Disunity can fracture the working relationships and render the team useless. So managers must learn the skills of: 1. Compromise - 2. Negotiation and arbitration -  3. Managing the emotions of others -
Organising work
All the members of a team must work in an intelligent and integrated fashion, so that their joint effort is co-ordinated to achieve their joint targets.

That means the manager must be able to:
1. Prioritise
2. Delegate
3. Make good decisions
4. Plan ahead

Failure to do so properly will mean that each member of the team will create their own individual 'to do list'. and the co-ordinated team function will splinter.

So 'man management' contains the four skills of: Prioritisation, planning, delegation and decision making. Each one is a study in itself:
•  Prioritisation: Judging tasks according to utility and deadline pressure.
•  Planning: organising resources in the best way that will allow for the achievement of the goal.
•  Delegation: assigning the right task to the best person.
•  Decision making: Picking the best option from many options, and having the courage to act on the decision, once it is made.
Failure to do any one of these skills properly will weaken the overall performance of the team.
Positive Mental Attitudes - It is everything in life.
GUIDANCE TO MANAGING STAFF.
"Management is nothing more than motivating other people."
This is going to be very, very different from what you've done before. Management has an entirely different set of goals, rules and a different skill set is required. Very often, people that are new to management do not completely understand what it means to be a manager – how their life will change.    
1 Managers are not, primarily, individual contributors. your success depends on how well your team performs. You are now responsible more work than you could ever possibly produce by yourself. You can't fix all the problems – don't even try… that's not your job anymore.             
2 managers are often pulled in multiple directions. You will have new rules to obey (particularly in the area of Human Resources).
oFind a mentor: Not your immediate manager, but find another person with lots of experience and ask that person to help you. This is a very important and often overlooked tool. It will also gain you considerable esteem in the eyes of the upper level management team. It shows maturity.
oContact HR: Read a bit about being a manager. There is a mountain of literature on the subject. Read some of the more well-known books ("The One Minute Manager" and "The Seven Habits of Highly Effective People").
oHelp your staff cope: It's possible the people you will manage. Some will be the cause of envy (possibly resentment) and friction. You can't prevent it but if you keep the lines of communication open it will reduce the issues. However, you must remember that you are now management. Address the staff and let them know your plans. Establish the manager/staff relationship. just follow the steps, be yourself, and don't forget where you started.
oDon't neglect family: Your husband-wife-playmate-whatever and children, if any, and friends still need your attention just like they did before. Keep your priorities in check. If you hear people mentioning that you're distant - take note. You don't want to let your career ruin your family relationships.
oDon't neglect your health:. The work is exciting, you're working longer hours, maybe working more at home, staying up a little later, getting up a little earlier, doing a great job handling the family and kids... are you sleeping enough? Are you sure?
3.Identify your goals: What, specifically, are your measured goals? Do you have hourly, daily or weekly targets your team must meet; what about your new goals such as reviewing productivity? Write down everything and post it prominently This will be your checklist. A word of caution here, this list will change over time; it is a living document. Some things may stay the same but other things may change depending on the strategies. Review your list frequently, with a critical eye, and revise it when necessary.
4. Know your team: You need to know individual strengths and weaknesses for each team member. John works extremely fast but occasionally misses some of the details. Jane is incredibly thorough but has issues with the volume of work processed. Bill has spectacular customer relationships but can never say "no" to the clients whereas Mary has excellent technical skills but falls short in people skills. You really need to know all this well. You will use this knowledge to balance the productivity of your team.

5. skill-based work assignment: Use the information you gleaned from the above steps to match people with work. You want to play into each person's. If you have the opportunity, put people together that have complimentary.

6.Meet with your team members: Regular one-on-one meetings are critical to good management. These meetings have several purposes.
•  Give feedback on job performance: Discuss the previous week's objectives including what went well, what areas might improve for next time and how that improvement might be obtained.
•  Learn about staff issues: listen to your employees!
•  Ask for ideas: Your staff wants to feel engaged.
•  Motivation: The best managers find ways to get their people to become motivated to do their jobs well and with pride.

7.Be visible: You must not isolate yourself from the team. If your team members don't see their leader, they'll develop an attitude of anarchy. Things will go very badly for you. Even if you're managing remote staff, you need to make sure they "feel" your presence. If you manage multiple shifts, make sure you visit all shifts regularly.

8.Document team activities: make sure you keep a written record of issues and accomplishments. This will be especially important if there are significant issues that arise. Problems are expected; how you and your team handle those problems must be a focus of your efforts.

9. Reward performance: This doesn't mean money… Recognition is much more effective. If you have the authority, perhaps grant performance leave. Make the rewards regular and make them attainable but difficult. When you give a reward, make it well known (reward publicly, admonish privately).

10. Learn coaching: There will inevitably be times when you need to correct behavior. Learn to do this properly. If you do it correctly, you will get the results you want.

Remember High Level Goals: Be consistent. Communicate clearly. Listen. Provide frequent feedback, especially when positive. Remove obstacles to your team's success.
•  Communicate, communicate, communicate! Your staff will feel much more engaged if you let them know what's happening. Everybody wants to see the "big picture" sometimes.
•  Compliment your staff: Little things go a long way. Telling someone they're doing a good job really, really does make a huge difference! let your staff know they're appreciated.
•  Be fair, but firm:
•  Lead by Example: Be a role model for your colleagues by a positive presence. Show compassion, understanding, and respect, and dedication. It is important that managers and supervisors exhibit the best possible values inside of the workplace.
•  Hire a Coach: A mentor can be a great help and will help you develop your own authentic management style.
•  Use the Human Resources Department: They can help you with rewards, help you with discipline, help you stay out of legal trouble and they really like managers that recognize that. Truly, they are on your side.
•  Post your goals: When you post your goals, and your team goals, make sure it's very visible. Your team needs to see these – all the time.

Effective leadership is based on setting a personal example, evolving and adhering to good management practices and moral responsibility. Men will always reflect an officers' sincerity, enthusiasm, appearance, behaviour, technical competence, composure and courage under duress. Being an effective Divisional Officer takes considerable effort. The officers are the executive arm of an organisation. They interpret and help execute the policies of the Company. They epitomise the efficiency of an organization, as they are in direct and daily contact with the organisation, its men.

 

 


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