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

1. How managers leads,guides,directs,organize the team to the goal achievement Rajesh Dave

2. How manager’s 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).

3. 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

4. Five step process for corporate objective achievement

5. 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

6. 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.

7. 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.

8. 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

9. Organizing A manager must be able to organize teams, tasks, and projects in order to get the team’s 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

10. 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.

11. 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, Don’t 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.

12. 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 team’s • 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,

13. 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.

14. 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 can’t 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 member’s motivation needs are different. And motivating the team requires a different approach from motivating the team members.

15. 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

16. 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 won’t get their best performance. If you don’t 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 didn’t share

17. 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.

18. 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.

19. 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?

20. 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

21. Leadership Skills Ask anyone and they’ll tell you. There’s 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 don’t. That’s why, according to the ubiquitous “they”, it is

22. 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 don’t have to be tall, well-spoken and good looking to be a successful leader. You don’t 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

23. Skill which drives Organizations