About Us|Contact Us|Register|Login

[google-translator]

Top Ten Tips for First Time Managers

Top Ten Tips for First Time Managers
Top Ten Tips for First Time Managers Everybody wants to become a leader. You may vie for it, I might die for it; but in reality not everybody can make a good leader. Leadership does seek persons who are unique in their own way. One unique element which I’ve noticed in managers or leaders is that when they enter the work place, they bring along with them a kind of aura that has the power to make others submissive and polite. Not to say they are over-powering but definitely the sub-ordinates would love to greet their heads with such vigor so as to be in their good books combined with a sense of loyalty laced with respect. This session talks about “First Time Managers” who have reached the position by chance or choice and the etiquettes needed to be bestowed upon that position. 1. Learning is Eternal: “கற்றது கைமண் அளவு, கல்லாதது உலகளவு –This quote by the famous Tamil lady poet Avvaiyar who lived in 13th century reminds you “What you have learned is a mere handful; what you haven’t learned is the size of the world” and exhibited at NASA. It can also be written as “Known is a drop, unknown is an Ocean.” See how appropriate she is in indicating the finer points in our lives- just because you are a team leader or a manager does not mean that you are near perfect. You may be lacking the self-confidence to lead a team or you might be falling short in communicating clearly with the team down the line. It is always better to play along with the team, understand their psychology and at the same time exercise your rights at the right spots. You will stand to gain so much by being flexible and empathetic. 2. Communication is the Key: Here I want to take the help of the ManagementGuru Peter Drucker who prescribed the medicine for better management which is “Management by Objectives.” Keep your team fully informed of project goals, priorities, and all-important deadlines and also involve them to set short term goals. A periodical review of the goals and results would put them in place and make your work easy. Effective communication makes you trust worthy in the eyes of your team, also provides clear direction and a sense of belongingness. 3. Inspire your Team: Passion is one element that is infectious and the other being smile. If you are passionate and sincere in your work, the enthusiasm flows like honey on ice-cream all over the workplace. A good manager creates that “Feel-Good-Factor’ whenever he is around. It is his confidence, emotional stability, communication and determination that gets carried on facilitating effective accomplishment of the enterprise goals. An infographic from AN ETHICAL ISLAND– A great guide for leaders and managers… 4. Be a Friend: Efficient managers understand the pulse of work-force just from their body language and communicating styles. It becomes difficult sometimes to read between the lines when employees are hard nuts to crack and would not explicitly convey or talk about important issues that are bothering them. This may be due to fear, anxiety or peer pressure.  These are the times when a manager has to behave like a friend in listening to them patiently to understand the crux of the problem so as to find a suitable solution. 5. Spontaneous appreciation and Mild Criticism: Think about the happiness you derive when somebody appreciates you for a good effort or achievement. The same applies to your team also, right! Appreciation for the sake of appreciating will fetch you only negative results, it has to be spontaneous. Even a mild nod of approval, a pretty...
read more

Training Programme Evaluation

Training Programme Evaluation
 The process of Training Programme Evaluation Evaluation of training programme is basically critical examination of appraisal of training programmers. Appraisal of training programme is necessary for improvement and evaluation is a continuous process. “Learning from mistakes” and transforming them into experience and knowledge is the crux of training evaluation. Areas of Evaluation: The participant’s opinion about the programme Knowledge, attitude, skills learned during the training sessions Behavioral change, if any, as a result of training Pay off and benefits that accrue to the organization resulting from the change in behavior of the trainees. What should the evaluation process consider in the planning stage? Attributes of training programme to be evaluated Standard for evaluation Measuring various aspects of the programme and feedback on the effectiveness of the same Implementation of the programme results Scrutinizing the changes that need to be done in the training session Method of dealing with the change – Who will do it, how will the changes be made, how quickly the changes can be implemented. Steps in the Evaluation Process: Establish acceptable standards and bench marking Data collection Analysis of data, interpretation and drawing conclusions Feedback of the results 1. Establish acceptable standards Standards may be set in any one of the following methods; Setting standards through best practice Setting standards through bench marking 2. Data Collection Data may be collected using any one of the following techniques: Questionnaire Interview Written Test Observation 3. Analysis of Data and Interpretation Raw data should be tabulated – Histogram and frequency distribution yield basic information on the shape of dispersal of data around the mean and standard deviation. Relevant statistical tools must be employed depending upon the purpose of evaluation. 4. Evaluating and Feedback The steps involved in this process are: Design valuation – Includes clear objectives backed up by proper content Evaluation of content – Value and usefulness of the programme content may be measured by seeing the reaction of the trainees. An animated discussion in the classroom is a clear indication of the value the content offers. Usefulness may be known by interviewing the trainees and by comparing the performance impact of training with individual job descriptions. Evaluating the presenters – By taking feedback from the trainees the training quality of the presenter or lecturer may be evaluated. Evaluation of trainees – Three aspects that have to be considered on the part of the trainees are, feeling and opinion, learning and attitudinal changes. Evaluating on the job results and productivity changes – A number of factors affect productivity and pre and post measurement of some of the below mentioned aspects shall throw light on the effect of the training programme. Factors affecting Productivity: Cost Reduction ,grievance reduction, productivity after versus before training, work quality, quantitative results, accident rates, absenteeism, employee suggestions, supervisory rating, profits, sales volume, turnover rates, customer complaints, worker efficiency, training time required for proficiency, cost per untrained employee, new product development, new customers and public relations. Behavioral Factors: Some of the specific behavioral changes listed as follows can be observed before and after the training programme – application of new knowledge, use of new skills, high standards, courtesy, adherence to safety regulations, teamwork, perseverance, honesty, co-operation, quality of work, punctuality, effort, initiative. Useful Information:  Sample Training Evaluation Questionnaire 5 evaluation methods to evaluate staff training...
read more

Off-The-Job Training Methods

Off-The-Job Training Methods
Off-The-Job Training In basket Exercise Recently, the in-basket has become a focus of interest because of its handiness in selection across a wide variety of jobs. A range of techniques have been used to develop in-baskets. In a traditional in-basket exercise, candidates are given time to review the material and initiate in writing whatever actions they believe to be most appropriate in relation to each in-basket item. When time is called for the exercise, the inbasket materials and any notes, letters, memos, or other correspondence written by the candidate are collected for review by one or more evaluators. Often the candidates are then interviewed to ensure that the evaluators understand actions taken by the candidate and the rationale for the actions. If an interview is not possible, it is also quite common to have the candidate complete a summary sheet (i.e., a questionnaire). Lecture A lecture is the method learners often most commonly associate with college and secondary education. Yet, it is also considered one of the least effective methods to use for adult learners. In this method, one person (the trainer) does all of the talking. He or she may use handouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way: from the instructor to the learner. Movies/videos/computer-based training Content for the training experience comes primarily from a videotape or computer-based program. Simulations Trainees participate in a reality-based, interactive activity where they imitate actions required on the job. It is a useful technique for skills development. Simulations are widely used now-a-days in medical field where surgeons find it very useful to train their hands on a virtual human body for complicated surgeries. Self-discovery Trainees discover the competencies on their own using such techniques as guided exercises, books, and research. Role Playing During a role-play, the trainees assume roles and act out situations connected to the learning concepts. It is good for customer service and sales training. Case Studies A case study is a description of a real or imagined situation which contains information that trainees can use to analyze what has occurred and why. The trainees recommend solutions based on the content provided. Seminar Seminars often combine several group methods: lectures, discussions, conferences, and demonstrations. Conference The conference training method is a good problem-solving approach. A group considers a specific problem or issue and they work to reach consensus on statements or solutions. When choosing from among these methods, the trainer must decide which one best suits the trainees, the environment, and the investments available. Many trainers will choose to combine methods or vary them. Others will select a single method that works best for them and never vary. With so many options, a trainer is limited only by his or her...
read more

Self Motivation

Self Motivation
Self Motivation-Key to Managerial Success What is Self Motivation : Ability to do what needs to be done without external influence. How does your company become successful? Just because you have cutting edge technology! Surplus capital! Excellent Infrastructure! Reliable Workforce! Definitely not. A COMPETENT VALUE-DRIVEN CORPORATE MANAGER would make all the difference. Even his very presence would make the atmosphere ELECTRIC. Only some are gifted or bestowed with top managerial qualities. How! Is it an innate quality or imbibed! It is a topic worth the discussion, because it proves to be the liveliest element in the management process. Well, when top management decides to recruit a good manger, what are the qualities they would be in favor of? Think about it, we even expect a house maid to be sincere, on time and loyal to us. When it comes to corporate dealings, the first and foremost quality desired will be “BEARING HUGE RESPONSIBILITY“. Accountability, transparency and control towards the day to day affairs of the company follow suit. Robot Check Sorry, we just need to make sure you’re not a robot. For best results, please make sure your browser is accepting cookies. These managers who are also leaders serve as a ROLE MODEL for all the other employees SET STANDARDS FOR PERFORMANCE Motivate their employees Set a Brand Image for the company Be a GOOD LIAISON Problem solver Counselor and make the company special. Strategic Direction: When we talk about value, we talk about the influence that the value has on the STRATEGIC DIRECTION OF THE FIRM, which involves shaping up the character and image of the firm. A good manager EVOLVES OVER A PERIOD OF TIME. While considering the HEAVY TURN OVER TREND that has set in lately in the corporate environment, it becomes important for the top management to pick their HR lot carefully. How do you empower your trusted persons is a question that every Boss has to ask himself to retain the best talent. Good Managers stick to the firm and they contribute to the GROWTH OF THE FIRM. Training plays, of course a major part in the DEVELOPMENT OF MANAGERS but I feel that ONLY THE PERSON WHO MAKES THE BEST USE OF HIS SUBCONSCIOUS INNER DRIVE, REACHES THE TOP. Loyalty is an outdated term in this modern world and the minimum you could expect is SINCERITY. Self motivated managers easily regulate the environment and makes the climate cordial. He has to don many roles, A BRIDGE BETWEEN TOP MANAGEMENT AND EMPLOYEES MANAGE THE INTEREST(OF BOTH THE FINANCIAL INSTITUTIONS AND EMPLOYEES) FORMULATING MARKET STRATEGIES SHOULD BE A TECH-SAVVY A MAN OF EMPATHY A MAN OF BRILLIANT INTUITIONS(ESPECIALLY WHEN IT CONCERNS STOCK MARKET) EVER LEARNING VERSATILE and much more. Practice makes a man perfect is the saying. It suits the corporate business world too, provided the man is intelligent, capable and smart in taking decisions. Always a thinking person, an efficient manager would be on the look out for opportunities and resources that could benefit the firm. Every one of you who aspires to catch up with top positions in the business world must do a “THOROUGH SELF ANALYSIS” as to how agreeable you are in the likert scale of the...
read more

HR Dimensions

HR Dimensions
HR Dimensions I would like to brief you on some of the key aspects that mark the paradigm shift in the HR environment towards better management prospects. 1. The Human Resource function has shifted its focus to a much wider canvas that includes EMPOWERMENT OF EMPLOYEES RESTRUCTURING THE ORGANISATION and so on.  2. A range of HR sub-systems are involved in PLANNING THE NUMBERS TYPES AND SKILLS OF HR ENSURING THEIR AVAILABILITY PLACING IN THE RIGHT JOB PROMOTING AND NURTURING THEIR MENTAL HEALTH HELPING THEM DEVELOP SPECIAL TALENT AND SKILLS 3. Human Resource is considered as an “investment” and no more an “expenditure”. Investment in TRAINING RE-TRAINING and CONTINUOUS LEARNING ON THE JOB develops the skills and competences of managers and employees and prove to be an useful investment. 4. The concepts  of LEARNING ORGANISATIONS and TEAM-BUILDING serves a basis for “Competitive advantage” and “Motivating the employees.” 5. Values that are stressed upon are CO-OPERATION HARMONISATION SYNERGY TRUST BEING PRO-ACTIVE COLLABORATION 6. Strategy: VISION MISSION OBJECTIVES GOALS- How these can be achieved? The techniques that are basically holistic in nature can solve the purpose. Such techniques involve SEWA– Self mastery, Empathy for workers, Worker-directedness and Achievement in performance ABO-Action by Objective These techniques produce performers who find their way through any set of given problems, manage themselves and lead the team to a stae of self- realisation. Let us make a sincere comparison between the past and the present in terms of HR perspective.  Old model vs New model 1. Job was the basic unit/ Team is thebasic unit 2. Relations with environment there handled by the individuals/ Densely networked with environment 3. Information flow was vertical/ now it is vertical, horizontal and holistic 4. Many layers of management / Organisations have become flat 5. Emphasis on structures/ Emphasis on process and literally virtual organisations have evolved 6. Career path upward and linear/ career path lateral and flexible 7. Standardised evaluation and reward system/ Customised evaluation and reward system 8. Ethnocentric/ International 9. Single strong culture/ Multicultural and diversity of viewpoints and behaviour  A comparison between Personnel management and Human Resource management  Dimensions                   Personnel management       HR management Time and planning                     Short term, ad hoc                        Long term, pro-active Psychological contact              Compliance                                      Commitment Control systems                          External control                            Self control Employee- relations                  Low trust                                          Individual, developed Preferred roles                            Bureaucratic, formal                   Organic, flexible Evaluation- criteria                   Cost- minimisation                       Maximum...
read more

« Previous Entries