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HOW TO RELAX AND ENJOY YOUR MANAGERIAL POSITION AND STILL BE PRODUCTIVE
By

FLT LT M TAHIR KHAN

TOTAL SLIDES : 37
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AIM
To apprise the house about basic managerial tactics to make ones job easy, joyful and productive

SEQUENCE
Introduction

Stress management
Time Management

Command and Leadership

Delegating Skills Conclusion Q&A
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INTRODUCTION

STRESS MANAGEMENT
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STRESS
Stress is defined as a persons adaptive response to a stimulus, that places excessive psychological or physical demands on that person.
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TYPES OF STRESS

Good Stress Bad Stress

STRESS AND PRODUCTIVITY/ EFFICIENCY

P E R F O R M A N C E OPTIMUM LEVEL

LEVEL OF STRESS

CAUSES OF STRESS
Organizational Stressors. These include
factors in the workplace that can cause stress.

Life Stressors. These include factors or

events that take place outside the organisation.

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STRESS MANAGEMENT
Individual Coping Strategies Organizational Coping Strategies

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INDIVIDUAL COPING STRATEGIES

Exercise Dont panic Dont be angry Say your prayers & meditate Keep your aspirations realistic Clarify your role in the organization Be patient Make friends Smile

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ORGANIZATIONAL COPING STRATEGIES

Job analysis Work schedules Participation Mix of work and non-work activities Keep personnel well-informed standing in the organization Adopt open-door policy Consistent policies Family-like atmosphere Helping

of

their

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TIME MANAGEMENT
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Dont try to manage the clock; Learn instead to manage yourself

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TIME MANAGEMENT TOOLS

Decide work priorities. Prepare activity logs. Make action plans and act on your plans. Make things to do list.

Schedule your time effectively.

Do it now.
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TIME AND MOTION STUDY

Time can be best managed when the leader can see how much of it is spent productively and how much is actually

wasted.
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OUT COMES OF TIME AND MOTION STUDY

Internal Time Wasters: Putting things off to do them tomorrow Long tea breaks Socialising Misplaced items Poor organisation of ones work and work place Lack of self-discipline
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OUT COMES OF TIME AND MOTION STUDY

External Time Wasters: Meetings Briefings Too much mail and lengthy correspondence. Visitors Phone calls Pet projects of the senior officer.
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DELEGATING SKILLS
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DELEGATING SKILLS
Definition

Delegating has been defined as getting work done through others.

Importance for managers As people move up the corporate ladder, they must learn to delegate jobs requiring technical skills to their subordinates, to give them more time to learn Human and Conceptual Skills. 21

TO WHOM CAN WE DELEGATE?

Upwards

Sideways

Manager

Sideways (Consultants)

Downwards
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THE DELEGATION PROCESS

Manager
Step 2: Step 2: Granting

Step 1: Assigning

Responsibility

Creating Accountability

Authority

Subordinate
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PERSONAL OBSTACLES IN

DELEGATION
What to delegate You are Supposed to know everything Feel nervous about job Feeling yourself more competent
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DELEGATION PITFALLS
Always delegating to the most capable

Delegating directly to your subordinates staff

Failing to delegate the tasks you enjoy doing but which others could do Delegating tasks which you should do but which you dont like
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KEY STEPS OF DELEGATION

Task identification Right person Explanation Specify standards

Deadline
Reporting method

Encourage questions
Unscheduled status checks Praise/ Suggest improvements
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DECIDING TO DELEGATE
Must do, cant delegate Should do, could delegate Could do myself, should delegate

Must delegate
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DELEGATION IN PRACTICE
What to Delegate Routine and minor tasks Task that other team member can do as well Task that will develop the skill and knowledge of team and provide challenge What not to Delegate Tasks that are outside the competency of the team Matters that need your responsibility / experience Responsibility to build and maintain team
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TRUST
The only way to inculcate trust is to trust people, and the surest way to make

someone untrustworthy is to distrust him.

You cant hide trust or distrust. Anonymous
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THE SPIRAL OF TRUST

By Trusting
And Leads to: Confirmation of Trust You Encourage Participation Consensus It results in Accomplishment Pride Communication

Confidence

Your Subordinate shows

Initiative Dedication Openness
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DUMPING
Abdicating your own responsibility

Surrendering your controlling influence

Ignoring current workloads and deadlines

Not listening to your staff

I had to learn a hard way, so can they If I have to explain everything I might as well do it myself in the first place
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COMMAND AND LEADERSHIP

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LEADERSHIP
Leadership is "the process of

encouraging and helping others to work willingly and enthusiastically toward common objectives."
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LEADERSHIP STYLES
Autocratic Democratic Laissez-faire

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HERSEY & BLANCHARD'S SITUATIONAL LEADERSHIP

Major Dimensions of a Leader's Concern

Task Behaviour Relationship Behaviour

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TIPS TO BECOME GOOD LEADER

Thinking Positively Avoid Negative Self -Talk Prevent Arrogant and Boasting Negotiate Successfully Take Better Decisions

Act Ethically
Communicating Effectively Building Relationship

Motivating Others
Increase the Self-Esteem of Others Hold others Accountable
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CONCLUSION

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THANK YOU
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Q&A

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