People ManagementPeople Management

Mrs. K. GooljarMrs. K. Gooljar

People in the processPeople in the process

► PeoplePeople are an organisation’s are an organisation’s most important assets.most important assets.

► The tasks of a manager are The tasks of a manager are essentially essentially people-oriented.people-oriented. Unless there is some Unless there is some understanding of people, understanding of people, management will be unsuccessful.management will be unsuccessful.

► Poor people managementPoor people management is an is an important contributor to important contributor to organization failure.organization failure.

People - OrientedPeople - Oriented

►Today's business world demands a Today's business world demands a people-oriented business. Managers people-oriented business. Managers who prioritize their relationships with who prioritize their relationships with their team and who focus on their their team and who focus on their people are far more effective in people are far more effective in motivating them and building motivating them and building company loyalty and increasing company loyalty and increasing performanceperformance

Key Role of ManagerKey Role of Manager

►Management means getting Management means getting things done. The job of a manager things done. The job of a manager in the workplace is to get things in the workplace is to get things done through employees.  A done through employees.  A manager’s most important and manager’s most important and most difficult job is to manage the most difficult job is to manage the people. people.

Management in Management in OrganisationsOrganisations

Planning and

DecisionMaking

Organising

LeadingControlling

Resources:Human

FinancialPhysical

Information

Inputs from the Environment:

Goals attained:

EfficientlyEffectively

Economically

Achieving the Task

Building &

maintaining

the Team

Developing the

Individual

FUNCTIONS

THE ROLE

Defining the task

Planning

Briefing

Controlling

Evaluating

Motivating

Organising

Providing an example

What managers do

Importance of management Importance of management skillsskills

►Effective management skills essential Effective management skills essential to help people and organization to help people and organization improve their own effectiveness and improve their own effectiveness and efficiency.  The quality of management efficiency.  The quality of management and effective management can and effective management can determine the culture of the determine the culture of the organization, the productivity of its organization, the productivity of its staff and ultimately success or failure staff and ultimately success or failure

PROFESSIONAL SKILLS MANAGEMENT SKILLS

BUSINESS AWARENESS PERSONAL EFFECTIVENESS

MANAGEMENT SKILLS

PROFESSIONAL SKILLSPROFESSIONAL SKILLS

►Specific to particular occupations and Specific to particular occupations and professionsprofessions

►Acquired through vocational/specialist Acquired through vocational/specialist trainingtraining

►Developed through experienceDeveloped through experience►Often key focus of job related training Often key focus of job related training

in organisations.in organisations.

►Team buildingTeam building►Conflict managementConflict management►NegotiatingNegotiating►Motivating and empowering Motivating and empowering

staffstaff►Developing staffDeveloping staff►Self awareness and Self awareness and

improvement.improvement.

Management Skills -MANAGING PEOPLE

Other qualities required for a Other qualities required for a good manager to manage his good manager to manage his

staff staff ►PlannerPlanner►ProviderProvider►ProtectorProtector► Inspiring a shared visionInspiring a shared vision►Good communicatorGood communicator►CompetenceCompetence►Ability to delegate taskAbility to delegate task

BUSINESS AWARENESSBUSINESS AWARENESS

►TrendsTrends►CompetitionCompetition►Political/economic Political/economic

influencesinfluences►Customer ServiceCustomer Service►Social changesSocial changes►Technological advances.Technological advances.

PERSONAL COMPETENCEPERSONAL COMPETENCEPERSONAL SKILLSPERSONAL SKILLS► setting and prioritising setting and prioritising

personal goalspersonal goals► stress managementstress management► time managementtime management► creative thinkingcreative thinking► decision makingdecision making► displaying confidencedisplaying confidence► being trustworthy and being trustworthy and

trusting.trusting.

INTERPERSONAL SKILLSINTERPERSONAL SKILLS► influencing othersinfluencing others► giving and receiving giving and receiving

feedbackfeedback► showing sensitivityshowing sensitivity► effective listeningeffective listening► being responsivebeing responsive► explaining and explaining and

presentingpresenting► Negotiating.Negotiating.

Activities that constitute Activities that constitute 'effective people management' 'effective people management'

► It is argued that organizations invest in It is argued that organizations invest in and value people through certain core and value people through certain core activities, which include effective activities, which include effective communication and teamwork, planned communication and teamwork, planned training and development, leadership training and development, leadership capability,strategic alignment of human capability,strategic alignment of human resource management policies, resource management policies, empowerment of employees and empowerment of employees and review and continuous improvement. review and continuous improvement.

Activities in managing peopleActivities in managing people

► Problem solving (using available people)Problem solving (using available people)► Motivating (people who work )Motivating (people who work )► Planning (what people are going to do)Planning (what people are going to do)► Estimating (how fast people will work)Estimating (how fast people will work)► Controlling (people's activities)Controlling (people's activities)► Organizing (the way in which people work)Organizing (the way in which people work)

Effective People Management Effective People Management Processes and PracticesProcesses and Practices

► Have a clear vision of your Expectations Have a clear vision of your Expectations and make it clear to all employeesand make it clear to all employees

► Ensure Team Members know that their Ensure Team Members know that their work has value work has value

► Get to know each Team Member and set Get to know each Team Member and set goals for allgoals for all

► Have frequent Performance One-to-one Have frequent Performance One-to-one discussionsdiscussions

► Show interest in each person's work Show interest in each person's work output output

► Have high expectations of each Team Have high expectations of each Team Member Member

Motivating peopleMotivating people► An important role of a manager is An important role of a manager is

to motivate the people working in to motivate the people working in the business organization.the business organization.

► Motivation is a complex issue but Motivation is a complex issue but there are different types of there are different types of motivation based on:motivation based on: Basic needs (e.g. food, sleep, etc.);Basic needs (e.g. food, sleep, etc.); Personal needs (e.g. respect, self-Personal needs (e.g. respect, self-

esteem);esteem); Social needs (e.g. to be accepted as Social needs (e.g. to be accepted as

part of a group).part of a group).

Motivation balanceMotivation balance► Individual motivations are made up of Individual motivations are made up of

elements elements of each class.of each class.

► Balance can change depending on personal Balance can change depending on personal circumstances and external events.circumstances and external events.

► However, people are not just motivated by However, people are not just motivated by personal factors but also by being part of a personal factors but also by being part of a group and culture. group and culture.

► People go to work because they are People go to work because they are motivated by the people that they work motivated by the people that they work with.with.

Conflict at workConflict at work

►4 main sources of authentic distrust 4 main sources of authentic distrust and conflict at workand conflict at work

►BudgetsBudgets►Assignments/workloadsAssignments/workloads►TransparenciesTransparencies►PowerPower

Managing ConflictsManaging Conflicts

►An important and sensitive role of An important and sensitive role of Managers is to bring conflicts at Managers is to bring conflicts at manageable level to avoid manageable level to avoid deterioration and loss of productivity deterioration and loss of productivity and decreased level of performanceand decreased level of performance

Management of people Management of people and management of and management of

processes are inextricably processes are inextricably linked together linked together

  

Tips for managing peopleTips for managing people

►Know your people – Know your people –

ASK: “What could I learn about my ASK: “What could I learn about my people that would help me be a people that would help me be a better managerbetter manager

Some Things to KnowSome Things to Know

► Does the person like his/her job or position?Does the person like his/her job or position? ► How does the person get along with others?How does the person get along with others? ► How well does the person perform on the job?How well does the person perform on the job? ► What are his/her strengths and weaknesses?What are his/her strengths and weaknesses? ► How does he/she react to criticism and crisis?How does he/she react to criticism and crisis? ► What motivates the person to do his or her What motivates the person to do his or her

best ?best ? ► What are the person's What are the person's

desires/aspirations/goals?desires/aspirations/goals?

Build Appropriate Build Appropriate RelationshipsRelationships

► Avoid showing favoritism—race, Avoid showing favoritism—race, gender, etc.gender, etc.

► Friendships are okay; but avoid Friendships are okay; but avoid cronyismcronyism

► Male/female—perceptions count Male/female—perceptions count ► Don’t blindside your associatesDon’t blindside your associates ► Don’t play the blame gameDon’t play the blame game ► Stop gossip and rumors Stop gossip and rumors ► Help othersHelp others

Tips for managing peopleTips for managing people

►Establish Mutual TrustEstablish Mutual Trust►TTrain and Mentor Peoplerain and Mentor People►Tell what you want—not how to do Tell what you want—not how to do

itit►Give Credit; Take Blame Give Credit; Take Blame ►Manage, Don’t doManage, Don’t do ►Set the ExampleSet the Example►Delegate EffectivelyDelegate Effectively

DelegationDelegation► Delegate necessary authority with task Delegate necessary authority with task

responsibilityresponsibility ► Set reasonable timelines for delegated tasksSet reasonable timelines for delegated tasks ► Delegate worthwhile projects, rather than just Delegate worthwhile projects, rather than just

busy work busy work ► Provide sufficient resources for delegated tasks Provide sufficient resources for delegated tasks ► Provide adequate guidelines/boundaries for the Provide adequate guidelines/boundaries for the

task task ► Give sufficient instructions/coaching for the taskGive sufficient instructions/coaching for the task ► Provide follow-up during the task Provide follow-up during the task ► Give feedback on performance after task is Give feedback on performance after task is

completed completed ► Sense willingness of subordinates to accept Sense willingness of subordinates to accept

delegation delegation    

MBWA: Some Things to MBWA: Some Things to ConsiderConsider   

► Do it often—even if you can’t spend Do it often—even if you can’t spend much time much time

► Don’t show partiality; spread yourself Don’t show partiality; spread yourself around around

► Go by yourself; don’t take an entourage Go by yourself; don’t take an entourage ► Don’t circumvent subordinate managers Don’t circumvent subordinate managers ► Listen; understand; try out their jobs Listen; understand; try out their jobs ► Catch them doing good things Catch them doing good things ► Bring good news Bring good news    

Tips for managing people Tips for managing people (ctd)(ctd)► Be humbleBe humble

► Set SMART goalsSet SMART goals► Don’t be an OstrichDon’t be an Ostrich► Evaluate ContinuallyEvaluate Continually► Keep Communication Channels OpenKeep Communication Channels Open► Encourage Input and FeedbackEncourage Input and Feedback► Listen EffectivelyListen Effectively► Create Good Performance Through Create Good Performance Through

PraisePraise► Be an EncouragerBe an Encourager►   

Practice the Golden Rule Practice the Golden Rule 

Treat people Treat people the way you want to be the way you want to be

treated  treated 

ConclusionConclusion

Employees leave Managers, not organizationsEmployees leave Managers, not organizations

To manage people effectively, you need toTo manage people effectively, you need to

broaden your role to include coaching,broaden your role to include coaching,

facilitating and being a catalyst while stillfacilitating and being a catalyst while still

flexing your style for the needs of differentflexing your style for the needs of different

team members.team members.