Management

1. Management So you think you are a good manager?

2. Manager or leader? Managers do things right Leaders do the right things

3. Principles • Operation • Involving carrying out tasks • Following instructions • Operating machinery & equipment • Supervision • Allocating tasks • Ensuring task done effectively • Management • Acquisition, deployment, use of resources • For commercial gain

4. Definitions • Deciding what should be done – decision making • Who should do it – delegation • Making the best use of resources • Men • Materials • Money • Methods • Markets • Machinery • Planning, leading, organizing, staffing & controlling

5. Leading & Planning • Have a vision of the future • Directing the business • Setting objectives • Resource allocation • Planning a continuous process • Adjust according to circumstances • Refocus efforts

6. Leading & Planning • Directing the business towards its goals • Being responsible for success & failures • Motivating & training staff • Delegating authority to do tasks • Organizing • Develop functioning business structures • Define working relationships • Coordination • Controlling • Systems to measure & reward performance

7. Successful Management • Focus – ability to concentrate on tasks • Withoutfocusbusiness will waste resources • Will – desire to carry out task • Withoutwillbusiness will remain a theoretical dream • Capability – ability & energy to do what’s needed • Without capability business will dissipate energy • Lots of activity but getting no-where • Need all three – focus, will & capability

8. Focus Capability Will Successful Management

9. Key operating principles • Professional & business-like • Service Quality & Excellence • Fairness, Consistency & Equitably • Transparency & Accountability • Ethics & Confidentiality • Integrity & Honesty • Diligence • Receptive, Friendly & Welcoming • Accessible & available

10. Key operating principles cont These will: • ensure equality, equal opportunity & respect • to customers & staff • create trust for • effective co-operation & sustainability • add value & contribute to growth • of wealth & job opportunities • provide high quality services & products • responds to needs

11. Key operating principles cont As a result business/organisation will • retain customers/clients • attract more customers/clients • retain staff & management • attract staff & management • have sustainable growth

12. Obligations • Provide effective working environment • Create an enterprise culture • Identify entrepreneurial opportunities • Ensure good business ethics • Deliver professional services • For sustainable growth & survival • Develop programmes • Addressing needs & market trends • Undertake continuous staff development

13. Controls • Establish & monitor • key performance indicators • service level agreements • Develop & implement • evaluation & monitoring system • performance measurement & reward schemes • A quarterly audit • management procedures • finances, environment & social conditions

14. Systems, Structure & Strategy • If Structure precedes strategy • Bureaucratic & inefficient • If Systems precedes strategy • Could do the wrong thing, but more efficiently • Therefore, Strategy must come first • Before structure & systems Strategy Structure Systems

15. Willingness to Plan Courage to implement Planning process v implementation Good plan, strong courage to implement leads to informed action and REAL RESULTS Planning done in a perfunctory way, no implementation,manage- ment by procrastination, POOR RESULTS Misguided actions lead to management by seat of pants, reacting to crisis and POOR RESULTS No understanding of need for planning no action on implementation DISASTEROUS RESULTS! Planning done in a perfunctory way, no implementation,manage- ment by procrastination, POOR RESULTS Good plan, strong courage to implement leads to informed action and REAL RESULTS No understanding of need for planning no action on implementation DISASTEROUS RESULTS! Misguided actions lead to management by seat of pants, reacting to crisis and POOR RESULTS

16. Efficiency v Effectiveness • Efficiency – doing the job right • Effectiveness – doing the right job

17. Organizing yourself • Plan your time • Without planning you will never have time for anything • Make an investment in time • Take control of your time • It is a resource - a cost item • What am I here for? • Assist the business to achieve its objectives • Make money

18. Organizing yourself cont • Make a to-do list • Write down all the jobs that you have to do • Large & small • Long term & short term • Urgent & important • Boring & interesting • Active & Reactive tasks • Active positive tasks – those needed to achieve your objectives • Reactive tasks – junk that needs to be done to keep things moving, • coping with day-to-day jobs • Preventing work on positive tasks

19. Organizing yourself cont • Be ruthless! • Allocate time for positive tasks • Those that help build the business • Other tasks become reactive tasks • Daily running problems & maintenance

20. Scheduling work • Two questions to ask yourself • How long do I want to spend on this task? • How important is it? • How soon does the task have to be done? • How urgent is it? • Importance & Urgency are not the same • Important tasks are normally active • Urgent tasks are normally reactive

21. Increasing Importance Increasing Urgency Prioritization: Importance v Urgency Medium - High Priority: Do it now, but do not spend too much time or resources on it Low to Medium Priority: Find time and resources to do it, and spend time on it High Priority: Not negotiable, do it now and spend time and resources on it Low to Medium Priority: Find time and resources to do it, and spend time on it High Priority: Not negotiable, do it now and spend time and resources on it Low priority: Why do it? Low priority: Why do it? Medium - High Priority: Do it now, but do not spend too much time or resources on it

22. Quick tips • Important active tasks • If you have a report to write • block out time in your diary • Find a quiet place to work away from you office • Lock your office door • Use diaries & Visual Planners • Schedule breathing space between meetings • Use this space to catch up on reactive tasks • Use bring forward files • Institutionalized memory

23. Organizing others Will the client cancel the contract if I am not there? • Delegation dilemma! What if he makes a mistake? Will he do the job as well as I do? • He’s inexperienced & doesn’t know Will he let me down?

24. Delegation dilemma Fear of losing control Belief that you can cope with the job yourself Regret at giving up a job you enjoy

25. Art of Delegation • See that an important task is done • Don’t do it yourself • Think that it is a result to achieve • Not a task to be completed • Maintain responsibility • Delegate authority • Let sub-ordinates make decisions • Praise team for their successes • Accept blame for their/your failures

26. Art of Delegation cont • Decide what task (result) to delegate • Not those tasks you hate • Decide to whom you delegate • Right mix of skills, knowledge, contacts • Brief & train • May need several briefing sessions • Inform other people

27. Art of delegation cont • Most managers can’t let go • Don’t interfere • Don’t double check • Don’t override decisions • Otherwise subordinates • Become reluctant to make decisions • Breed dependency • Disenchantment/de-motivate • Strike a balance • Over-checking/monitoring • Caring/not-caring

28. Art of Delegation cont • Establish systems/regular meetings • Advanced agreement how monitoring will take place • As confidence grows reduce frequency • Be available for advice • Share your experience & knowledge • Actively monitor key points • Suggest solutions, don’t dictate • NO-ONE IS INDISPENSABLE

29. Discussion points • What is the real difference between a manager & a leader? • Do we plan adequately? • Is their adequate connection between performance measurement & reward? • Delegation or abrogation? • What is important & what is urgent in your jobs? • What are the key operating principles, obligations & controls in your job? How to distinguish between them?

30. Thank you Garry Robert Whitby 094 824 3418 senior.advisor@pbe.vn