How managers leads,guides,directs,organize the team to the goal achievement

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How managers leads,guides,directs,organize the
team to the goal achievement

• Rajesh Dave

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How managers Plan,directs,Leads towards goal

• Effective and efficient management are
  prerequisites for any enterprise to achieve
  success and is the least costly way of enhancing
  production. Since people have realised the
  importance of good management, demand has led
  many training institutions to present management
  courses, and numerous publications on management
  have appeared. A study of the literature shows
  that a wide range of principles are proclaimed as
  sound management these can be condensed into the
  following five steps
• Set goal or goals
• Plan how to achieve the goal or goals
• Organise (who will do what?)
• Direct (how must tasks be done?) and
• Control (checking that desired results are
  achieved).

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How the goal is defined visualized

• How to set the Goal which Motivated,Challenges
  the Employees across the organisation ?
• Typically, the employee is asked to define SMART
  objectives objectives that are
• S Specific
• M Measurable
• A Achieveable
• R Realistic
• T Time bound

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Five step process for corporate objective
achievement
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What is MBO?

• Management by objectives (MBO) is a systematic
  and organized approach that allows management to
  focus on achievable goals and to attain the best
  possible results from available resources.
• It aims to increase organizational performance by
  aligning goals and subordinate objectives
  throughout the organization. Ideally, employees
  get strong input to identify their objectives,
  time lines for completion, etc. MBO includes
  ongoing tracking and feedback in the process to
  reach objectives

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Core concept

• According to Drucker managers should "avoid the
  activity trap", getting so involved in their day
  to day activities that they forget their main
  purpose or objective. Instead of just a few top
  managers, all managers should
• participate in the strategic planning process, in
  order to improve the implementability of the
  plan, and
• implement a range of performance systems,
  designed to help the organization stay on the
  right track.

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Level-1 managers

• Basic Management Skills for Beginning Managers
• It is the foundation of the management skills
  pyramid, which
• shows the skills a manager must master to be
  successful
• and shows how these management skills build on
  each other
• toward success.
• There are four basic management skills anyone
  must master
• to have any success in a management job. These
  four basic
• skills are plan, organize, direct, and control
  and are discussed
• separately in detail below.

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Planning..

• Planning is the first and most important step in
  any management
• task. It also is the most often overlooked or
  purposely
• skipped step. While the amount of planning and
  the detail
• required will vary from task to task, to skip
  this task is to invite
• sure disaster except by sure blind luck.
• Although most people associate the term planning
  with general
• business planning, there are also different
  levels of planning
• Strategic Planning,
• Tactical Planning,
• Operational Planning
• And there are different kinds of planning
• Disaster Planning
• Succession Planning
• Crisis Planning
• Compensation Planning

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Organizing

• A manager must be able to organize teams, tasks,
  and projects
• in order to get the teams work done in the most
  efficient
• and effective manner. As a beginning manager, you
  may be
• organizing a small work team or a project team.
  These same
• skills will be required later in your career when
  you have to
• organize a department or a new division of the
  company.
• Clearly, there is a lot of overlap between
  planning the work
• and in organizing it. Where planning focuses on
  what needs
• to be done, organization is more operational and
  is more focused

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Organizing

• on how to get the work done best.
• When you organize the work, you need to
• determine the roles needed,
• assign tasks to the roles,
• determine the best resources (people or
  equipment) for
• the role,
• obtain the resources and allocate them to the
  roles,
• and
• assign resources to the roles and delegate
  authority
• and responsibility to them.

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Directing the team

• Directing is the action step. You have planned
  and organized
• the work. Now you have to direct your team to get
  the work
• done. Start by making sure the goal is clear to
  everyone on
• the team. Do they all know what the goal is? Do
  they all know
• what their role is in getting the team to the
  goal? Do they
• have everything they need (resources, authority,
  time, etc.)
• to do their part?
• Pull, Dont Push
• You will be more effective at directing the team
  toward your
• goal if you pull (lead them) rather than push
  (sit back and
• give orders). You want to motivate the people on
  your team
• and assist and inspire them toward the team goals.

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Control

• Some writers try to soften this skill by
  calling it coordinate
• or similar terms. I prefer the stronger term,
  control, because
• it is essential that the manager be able to
  control the teams
• activities.
• In the steps above, you have planned the work,
  organized the
• resources to make it happen most efficiently, and
  directed the
• team to start work. In the control step, you
  monitor the work
• being done. You compare the actual progress to
  the plan. You
• verify that the organization is working as you
  designed it.
• If everything is going well, you do not need to
  do anything but
• monitor. However, that seldom happens. Someone
  gets sick,

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Control

• the database sort takes longer each iteration
  than projected,
• a key competitor drops their prices, a fire
  destroys the building
• next door and you have to evacuate for several
  days, or some
• other factor impacts your plan. The control step
  now dictates
• that you have to take action to minimize the
  impact and brings
• things back to the desired goal as quickly as
  possible.
• Often this means going back to the planning stage
  and adjusting
• plans. Sometimes it may require a change in the
  organization.
• And you will have to re-direct everyone toward
• the new goals and inspire them. Then, of course,
  you control
• the new plan and adjust if needed. This cycle
  continues until
• you complete the task.

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Motivation

• Motivation
• The most fundamental team management skill you
  must
• master is motivation of your team and of the
  individual members
• of the team. You cant accomplish your goals as a
  manager
• unless your team is motivated to perform, to
  produce, to
• deliver the results you need. Motivating each of
  the individuals
• on your team requires recognition on your part as
  each
• team members motivation needs are different. And
  motivating
• the team requires a different approach from
  motivating
• the team members.

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Training and Coaching

• It is unlikely that you will ever manage a team
  where everyone
• is adequately trained. It is even more unlikely
  that you
• will have a team that never needs coaching. You
  need to be
• able to identify the training needs of your team
  members and
• be able to get that training for them. And you
  need to coach
• all the members of your team, even the well
  trained ones, to
• help them achieve their best levels of
  performance

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Employee involvement

• All the training we do as managers, all the
  motivation we
• attempt, all that positive feedback and morale
  building are
• all aimed at one thing. Increasing employee
  involvement. If
• your employees are not involved, if they just
  come to work
• to warm a seat, you wont get their best
  performance. If you
• dont get their best, everything they do will
  cost you more
• than it should have. It might be in a high error
  or rework rate.
• It might be in an innovative new idea that they
  didnt share

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Employee involvement

• with you. Whatever the issue, it will cost you.
• So how do you get your employees engaged and
  committed?
• Here are the basics Inspire and Admire
• One of the biggest mistakes a manager can make is
  to ignore
• their employees. The same attention you paid to
  their
• work assignments, to their satisfaction levels,
  to their sense
• of being part of a great team needs to continue
  for as long as
• they are in your group. As soon as you start to
  slack off, their
• satisfaction and motivation decreases and you
  lose them.

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Personal Management Skills

• It is the next level of the management skills
  pyramid, which
• shows the skills a manager must master to be
  successful
• and shows how these management skills build on
  eachother
• toward success.
• There are two areas of personal management skills
  you must
• master to be successful as a manager. These are
  self management
• and time management.

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Self management

• By this point in your development as a manager,
  you
• aregood at assigning work to your employees and
  coaching
• them through the difficulties so they can produce
  their best
• work. You know how to motivate them and
  discipline them.
• You have built them into a team. But are you as
  good at
• managing
• yourself as you are at managing others? Do you
  stay
• focused on the tasks that are truly important and
  not just urgent?
• Do you do your job the best you are able?

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Time Management

• If you have learned nothing else in your
  management career,you have learned that there is
  never enough time to do all the things you feel
  need to get done. That is why it is critical to
  your
• success as a manager that you be skilled at
  managing time

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Leadership Skills

• Ask anyone and theyll tell you. Theres a
  difference between
• managers and leaders.
• Ask them what that difference is and they may
  have a bit
• more difficulty. Suddenly the words become
  amorphous and
• undefined. Somehow leadership is an intangible -
  a charismatic
• component that some people have and others simply
• dont. Thats why, according to the ubiquitous
  they, it is

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Leadership Skills

• such a rarity.
• The difference between being a manager and being
  a leader
• is simple. Management is a career. Leadership is
  a calling.
• You dont have to be tall, well-spoken and good
  looking to
• be a successful leader. You dont have to have
  that special
• something to fulfill the leadership role.
• What you have to have is clearly defined
  convictions - and,
• more importantly, the courage of your convictions
  to see
• them manifest into reality. Only when you
  understand your

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Skill which drives Organizations