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SUPERVISORY MANAGEMENT CLASS

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... each of the key leadership, team and communication skills and the ... Team building. Managing conflict. A Model for Building Management Skills. COMPONENTS ... – PowerPoint PPT presentation

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Title: SUPERVISORY MANAGEMENT CLASS


1
SUPERVISORY MANAGEMENT CLASS . . Session One
PowerPoint Slides Reference Textbook pages 1 to
22

2
Course Objectives
  • Describe each of the key leadership, team and
    communication skills and the kinds of situations
    in which they would be critical to organizational
    success
  • Observe others behavior and correctly identify
    their strengths and areas for improvement with
    respect to the leadership, team and communication
    skills.

3
Course Objectives
  • Gain a sufficient level of self understanding
    that you can correctly identify your own
    strengths and areas for improvement with respect
    to leadership, team and communication skills.
  • Demonstrate leadership, team and communication
    skills.

4
The Most Frequently Cited Skills of Effective
Managers
  • Verbal communication (including listening)
  • Managing time and stress
  • Managing individual decisions
  • Recognizing, defining, and solving problems
  • Motivating and influencing others
  • Delegating
  • Setting goals and articulating a vision
  • Self-awareness
  • Team building
  • Managing conflict

5
A Model for Building Management Skills
  • COMPONENTS
  • Skill pre-assessment
  • Skill learning
  • Skill analysis

CONTENTS Survey instruments Role plays Writte
n text
Behavioral guidelines Cases
OBJECTIVES Assess current level of skill competen
ce and knowledge create readiness to change
Teach correct principles and present a rationale
for behavioral guidelines Provide examples of
appropriate and inappropriate skill performance.
Analyze behavioral principles and reasons they
work.
6
A Model For Building Management Skills
COMPONENTS Skill practice Skill applic
ation
CONTENTS Exercises Simulations Role Plays

Assignments (behavioral and written)
OBJECTIVES Practice behavioral guidelines. Adap
t principles to personal style. Receive feedback
and assistance Transfer classroom learning to r
eal-life situations Foster ongoing personal devel
opment
7
A Model of Critical Management Skills Personal
Skills
Using the rational approach Using the creative ap
proach
Fostering innovation in others
Coping with stressors Managing time Delegating
2. Managing Stress
1. Developing Self- Awareness
3. Solving Problems Creatively
Determining values and priorities
Identifying cognitive style Assessing attitude to
ward change
8
A Model of Critical Management Skills
Interpersonal Skills
Gaining power Exercising influence Empowering ot
hers
5. Gaining Power and Influence
Coaching Counseling Listening
4. Communicating Supportively
6. Motivating Others
7. Managing Conflict
Diagnosing poor performance Creating a motivating
environment
Rewarding accomplishment
Identifying causes Selecting appropriate strategi
es
Resolving confrontations
9
A Model of Critical Management Skills Group
Skills
Identify and promote advantages of teams
Develop teams
Conduct team meetings
Identify inhibitors to empowerment
Develop empowerment
Delegate work
9. Building Effective Teams
8. Empowering Delegating
10
Personal or Organizational Performance

  • Current Performance
  • Last Decade
  • This Decade
  • Next Decade

X
X
X
11
Attitudes and Behaviors of Participants
Traditional Students Versus Learners
  • Students
  • Study material to pass exams
  • Passively accept and memorize ideas from others
  • Complete assignments to please teacher
  • See course as an obstacle to getting a degree
  • View assignments as threat to GPA
  • Goal Good grade
  • See instructor as expert and assessor

Learners Internalize concepts to be successful C
ritically evaluate ideas and test validity
Use assignments to practice and improve skills
See course as opportunity to enhance success
View assignments as opportunity to get feedback
on personal development Goal Skill mastery Are
aware of those roles-but adds coach and
facilitator
Adapted from Serey, T. T., and Verderver, K. S.
(1988)
12
Management Skill Required at Different Levels
  • Lower-Level Upper-Level Management
    Management

Technical Skills
Human Relations Skills
Conceptual Skills
13
Partial Organizational Chart of Health and
Financial Services Division
President CEO Roger Steiner
Executive Assistant Paula Sprague
VP Operations Airline Services James Jordan
VP Operations Automotive Services Howard Smith
VP Operations Health Fin Services Michael Gr
ant
VP Operations Consumer Products Elec. Servic
es
AJ Itaki
VP Operations Government Services Fred Ferris
CFO Hamilton Mason
VP Public Relations Hal Harris
VP Human Resources Sharon Shapiro
Controller Ian Herman
Treasurer Jason Means
Director Admin. Serv. Jason Hanson
Group 1 Manager Robert Miller
Group 2 Manager Wanda Manners
Group 3 Manager William Chen
Group 4 Manager Leo Jones
Group 5 Manager Mark McIntyre
Group 6 Manager John Small
Group 7 Manager Janice Ramos
Group 8 Manager Marcus Harper
Customer Service Manager Armad Marke
Office Administrator Michelle Harrison
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
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