View
213
Download
0
Category
Preview:
Citation preview
Copyright 2010, The World Bank Group. All Rights Reserved.
Management Skills
Section B
1
Copyright 2010, The World Bank Group. All Rights Reserved.
Make More Effective Use of Your Time:
1. Planning your work
2. Getting organized
3. Blocking interruptions
4. Handling decisions
5. Delegating to others
6. Using a computer
2
Copyright 2010, The World Bank Group. All Rights Reserved.
Principles of Good Time Management
1. List goals and priorities
2. Use a daily “to do” list
3. Categorize things that need doing
4. Keep asking, “What’s the best use of my time right now?”
5. Handle papers just once
6. Do it now
3
Copyright 2010, The World Bank Group. All Rights Reserved.
Pre-meeting Checklist
1. Ensure a specific purpose
2. Ensure an agenda
3. Clarify the leader’s role
4. Check arrangements
4
Copyright 2010, The World Bank Group. All Rights Reserved.
Post-meeting Checklist
1. Meeting objectives achieved
2. Evaluate leader’s impact on the meeting
3. Evaluate the group’s dynamics
4. Review the next steps
5
Copyright 2010, The World Bank Group. All Rights Reserved.
Time Management/Multitasking
6
Copyright 2010, The World Bank Group. All Rights Reserved.
The Priority Pyramid
Daily Task Planning
Immediate Goals
Long Range Goals
Values
7
Copyright 2010, The World Bank Group. All Rights Reserved.
The Important/Urgent Chart URGENT NOT URGENT
IMP
OR
TA
NT
I - MANAGE
ACTIVITIES:
CRISES PRESSING PROBLEMS DEADLINE-DRIVEN
PROJECTS
II – LEAD (Proactive)
ACTIVITIES:
PREVENTION, PC ACTIVITIES
RELATIONSHIP BUILDING
RECOGNIZING OPPORTUNITIES
PLANNING, RECREATION
NO
T I
MP
OR
TA
NT
III – FOLLOW (Reactive)
ACTIVITIES:
INTERRUPTIONS, CALLS
SOME MAIL, REPORTS
SOME MEETINGS QUASI PRESSING
MATTERS POPULAR ACTIVITIES
IV – HIDE
ACTIVITIES:
TRIVIA, BUSY WORK SOME MAIL SOME PHONE CALLS TIME WASTERS PLEASANT ACTIVITIES
8
Copyright 2010, The World Bank Group. All Rights Reserved.
Reasons Managers Don’t Delegate
1. Lack of confidence in staff
2. Fear of failure
3. Comfort in doing task themselves
4. Fear of being replaced
9
Copyright 2010, The World Bank Group. All Rights Reserved.
To Delegate, or not to Delegate?To Delegate, or not to Delegate?
• High or low priority task?
• Can I give low priority tasks to someone else?
• Will the other person grow and develop with this task?
• Is this task the best use of my time?
• Can I be more effective on some other task?
10
Copyright 2010, The World Bank Group. All Rights Reserved.
Guidelines for Delegation
1. Understand meaning and requirements of delegation
2. Specify goals and objectives for a clear understanding of what is being delegated
3. Know delegate’s characteristics and capabilities
4. Agree on areas of no delegation
5. Assess results, correct errors and reward where justified
11
Copyright 2010, The World Bank Group. All Rights Reserved.
Maximizing Performance
• Motivation – the desire to work
• Commitment –taking action to support goals
• Willingness to work to full potential
12
Copyright 2010, The World Bank Group. All Rights Reserved.
Gaining Commitment
• Set expectations
• Explain and determine values
• Provide feedback
• Provide rewards for desired performance
13
Copyright 2010, The World Bank Group. All Rights Reserved.
The Coaching Process
Coaching involves:
– Identifying a performance problem
– Providing balanced feedback on the work situation.
14
Copyright 2010, The World Bank Group. All Rights Reserved.
Performance Problem
• The gap between actual performance desired performance
• The lack of achievement of a particular agreed-upon standard
15
Copyright 2010, The World Bank Group. All Rights Reserved.
The Role of Feedback
• Corrects unsatisfactory behavior
• Enhances correct behavior
• Encourages good behavior
16
Copyright 2010, The World Bank Group. All Rights Reserved.
Balanced Feedback
Does both of the following at the same time:
Encourages/enhances positive behaviors
Corrects problem behaviors
17
Copyright 2010, The World Bank Group. All Rights Reserved.
Correcting Problem Behavior
• Focus on behavior not the person
• Involve employee in the solution
• Record agreed-upon goals
• Communicate confidence
• Review progress
• Praise improvements
18
Copyright 2010, The World Bank Group. All Rights Reserved.
How to Give Feedback
When you…
What do you think?
19
PAUSEI feel…
Because I...
Because…
I would like…
Copyright 2010, The World Bank Group. All Rights Reserved.
Feedback Techniques
• Directly to employee
• Immediately given
• Specific feedback
• Honestly in their control
• Equally positive and negative
20
Copyright 2010, The World Bank Group. All Rights Reserved.
Feedback Guidelines
• Define problem
• Discuss problem
• Provide feedback
• Discuss solution
• Follow-up
21
Copyright 2010, The World Bank Group. All Rights Reserved.
Prioritizing Tasks Exercise• Refer to the Urgent/Important Chart on slide 8
• Categorize the 20 tasks listed in the notes section or in your reference documents into the four quadrants of the urgent/important chart
• When you are done, compare your answers to the Prioritizing Tasks Answer Sheet located in your reference documents
The importance of this exercise is to practice prioritization so that you can manage your time, delegate tasks and then use feedback with delegates.
22
Recommended