BASIC MANAGERIAL SKILLS

ROLE OF THE FRONT LINE MANAGER

BY: PRADEEP SHARMA
07/11/15

THE FRONT LINE MANAGER

SENIOR MANAGEMENT

FRONT LINE
MANAGER

WORKMEN

THE FRONT-LINE MANAGER - his tasks

DEALING WITH PEOPLE

DEVELOPING ABILITIES
BUILDING TEAMS
ACHIEVING RESULTS

MOVING INTO A MANAGERIAL ROLE

INVOLVES MAKING CHANGES FROM THE
WAY YOU PREVIOUSLY PERFORMED

FROM
TO
Doing the job
An uncertain managerial role
Using technical skills Placing emphasis on people
Using well developed skills Having to learn new ones
Being delegated tasks Having to delegate to others
Controlling the output Being evaluated on others
output
Having knowledge
Managing others - often with
more knowledge

AS ONE MOVES UP THE LADDER

THE FOCUS CHANGES

SENIOR
MANAGEMENT

CONTROL

PLAN

DOING
OPERATOR

As an Operator you are an Expert at your job

In a Managerial Role you often lose the expertise &
spend most of your time in Planning and Controlling
The higher you climb the less of an expert you are

THE MANAGERIAL FUNCTIONS

PLANNING
ORGANISING

CONTROL
DECIDE
COMMUNICATE

STAFFING

MOTIVATE

DIRECTING

DELEGATE

COORDINATING

DEVELOP

REPORTING
BUDGETING

COUNSEL
MANAGE CHANGE
MANAGE CONFLICT
COPE WITH STRESS

THE MANAGER : his role

LEADER

ADMINISTRATOR

COORDINATOR

PROBLEM
SOLVER

MANAGER

SPECIALIST

MOTIVATOR

COMMUNICATOR

TRAINER

THE MANAGER : MY AKA !

Grant Loan or
Refuse

Recommend
Promotion
or Demotion

Make me feel
fine or miserable

MY
MANAGER

Reward or

Grant Leave or

Punish

Refuse it

Accept or
Reject me

Develop or
Finish me

Make me
Richer or
Poorer

THE MANAGER : his role

Subordinates

Superiors

- Set good example

- Accept full

- Listen to ideas, complaints

- Develop a feeling of
belonging to a team
- Give feedback on
performance
- Share goals
- Encourage them to take
responsibility
-Train them
- Consult them
- Appreciate creditable
work
- Be just
- Counsel

responsibility for work

- Inform progress
- Understand
expectations
- Represent your
employees

Associates
- Cooperate with other
Managers
- Coordinate work with
other sections
- Understand problems
of peers
- Accept suggestions &

- Lighten his load

criticisms of peers

- Report critical

- Inform on data that

incidences

affects them
- Extend help

Work
-Know your work
-Plan your work
-Anticipate
problems
-Equipment
health
-Availability of
materials
-Distribute work
-Use PDCA
-Train
-Handle problem
cases
-Develop new
ways

LEADER
EXERCISES SELF - DISCIPLINE IN
TERMS OF :
Attendance & Punctuality
Availability at Work Place
Not absenting without information
Using PPEs himself
Keeps his own workplace clean

ADMINISTRATOR
Grants/Refuses Leave of his people
Grants/Refuses OT
Initiates Disciplinary Action
Ensures data logging by people
Ensures availability of people at workplace
Ensures use of PPEs by his people
Ensures housekeeping in his area
Maintains records

COORDINATOR

For all activities to meet objectives

- Ensures availability of all resources

to meet area objectives

SPECIALIST
Ensures application of Processes
Ensures Quality
Thinks in terms of Improvements efficiencies, costs, utilisation...
Adherence to ISO
Ensures Safety

TRAINER
Identifies Skills / Competency needs
for the job
Identifies Training Needs for his
people
Organises training
Guides, Coaches

COMMUNICATOR
Shares Objectives
Ensures understanding of objectives
Sends reports
Reads reports
Shares Successes & Failures
Gives feedback, receives feedback
Listens

PLANNING
PUTTING THE FUTURE TO THE PRESENT

A PLAN HAS 3 MAJOR STEPS

OBJECTIVES

goals, targets, outcomes, results

that one desires to accomplish

IMPLEMENTATION how are people & resources to be

combined, over what period of time
EVALUATION

- how is the progress going to be

monitored so that course corrections
are possible

MOTIVATOR
Encourages achievements
Gives positive strokes
Builds enthusiasm
Involves people
Extends help
Recognises good contributions
Shares successes and blames both

PROBLEM SOLVER

Addresses day-to-day problems

- Technical
- Human
- External

PLANNING
PUTTING THE FUTURE TO THE PRESENT

SOME PEOPLE ARE REACTIVE THEY DO NOT PLAN.

THEY ARE CONTENT WITH MEETING THE SITUATION
WHEN IT COMES
AS A MANAGER WE NEED TO MAKE AN ATTEMPT TO
CONTROL THE FUTURE. WE NEED TO BE PRO-ACTIVE.
WE NEED TO THINK AHEAD & CONSIDER :
HOW YOU WANT THINGS TO TURN OUT
HOW WOULD THEY TURN OUT IF YOU DO NOT TAKE
ANY ACTION
WHAT YOU NEED TO DO TO MAKE THE FUTURE AS
YOU WOULD WANT IT TO TURN OUT

ORGANISING
MAKING THE BEST USE OF RESOURCES

HOW DO WE ORGANISE :
TECHNOLOGY
EQUIPMENT
MONEY
RAW MATERIALS

PROCESSES

PEOPLE

IN A MIX THAT WOULD GIVE US BEST RESULTS

PRODUCTS
OUTPUT

MANAGING CONFLICT
PEOPLE DONT ALWAYS SEE EYE TO EYE

CONFLICT IS A NORMAL BY-PRODUCT OF PEOPLE TRYING

TO WORK TOGETHER. SINCE SOME PEOPLE DIFFER WITH
EACH OTHER, CONFLICTS ARISE.
AS MANAGERS IT IS GOOD IF WE ARE ABLE TO :
LIMIT THE NO. OF CONFLICTS
RESOLVE WITHIN AN ACCEPTABLE TIME PERIOD
LOOK FOR THE ROOT CAUSE
PREVENT IT FROM DOING IRREPARABLE HARM
USE THE CONFLICT AS A NEW LEARNING

MANAGING CHANGE
CHANGE the ONLY unchanging factor in
a changing society
AS A MANAGER ONE HAS TO MANAGE CHANGE
CHANGES IN TECHNOLOGY
CHANGES IN SKILL REQUIREMENTS
CHANGES IN PROCESSES
CHANGES IN ENVIRONMENT
CHANGES IN POLICY
CHANGES IN ORGANISATION STRUCTURE / MANNING
CHANGES IN CUSTOMER DEMANDS

DELEGATING
SHARING THE TASKS : Do I need to do this ?

X
Handing out tasks,
telling people
precisely how to
carry them out and
give them NO
freedom to use
their initiative
Abdicating
responsibility

DELEGATION :
Increases involvement
Creates enthusiasm
Increases output
Saves your time
Gives you scope to move higher
Increases your effectiveness

Entrust somebody
down the line with
the authority to
make decisions
about the task.
You may specify
the desired results
but leave it to him
to decide the path
You are still
responsible for the
task delegated

FUNCTIONS : Front Line Managers

MOTIVATING getting your people to

work willingly and productively to achieve
results desired
COPING WITH STRESS work pressures
COMMUNICATIONG
DECISION MAKING
CONTROLLING
DIRECTING.

MANAGING PEOPLE : some principles

CONSISTENCY IN DEALINGS, APPROACH
DEMONSTRATE FAIRNESS
EXHIBIT LEADERSHIP QUALITIES
ASTUTE OBSERVATION
EXUDE CONFIDENCE IN HIMSELF, TEAM
CLARITY IN COMMUNICATION
SET EXAMPLE
AUTHENTIC & DIRECT
SELF-RESPECT
LEARN FROM FAILURE