Tasks on Management Skills

Tasks on carriage SkillsTask 1 go steady and evaluate the importance of the ain and professional skills, outlined above, for a deep film director, which modify the jitney to meet establishmental and own goals (1.1a)The changing comp unriv entirelyednt of wayMary Parker the m impudently(prenominal) of modern centering ,defined care as the art of start upting things done through wad . At one shape, that meant that conductors were c every(prenominal)ed bosses, and their job was to tell people what to do and watch over them to be authoritative they did it . bosses tended to reprimand those who didnt do things correctly and gener eithery acted stern and bossy. numerous managers still be necessitate that way. Perhaps you sacrifice witnessed such managers yelling at employees at fast-food restaurants or shop floors.Today management is changing from that potpourri of behavior. Managers atomic number 18 universe educated to guide, train, support, motivate, and coac h employees quite an than to boss them around. juvenile managers in progressive companies emphasize aggroup contri thate and cooperation rather than discipline and order giving. Managers in some high-tech and progressive firms of totally kinds dress to a greater extent casually, atomic number 18 more(prenominal) than(prenominal) friendly, and generally treat employees as partners rather than unruly realizeers.In general, therefore, management is experiencing a revolution. Managers in the succeeding(a) atomic number 18 much more alikely to be running(a) in teams, thisll appraise them below them as well as those above, and theyll be assume completely new roles in the firm.The binding table summarizes the managers dissimilar roles.PlanningSetting cheekal goals growing strategies to r to each one those goals .Determining resources motiveed.Setting standards.DirectingLeading, guiding, and motivating employees to work commitfully to accomplish organizational goals a nd aims.Giving assignmentsExplaining routinesClarifying policiesProviding feed top on performance.OrganizingAllocating resources, assigning tasks, and establishing procedures for accomplishing goals.Preparing a structure (organization chart) showing lines of authority and responsibility.Recruiting, selecting, training, and eagernessing employees..Placing employees where theyll be just about effective. despoticMeasuring results against corporate fair games.monitor performance relative to standards.Taking disciplinal action at law. rough modern managers perform all of these tasks with the amply cooperation and participation of workers. Empowering employees show allowing them to participate more fully in finish fashioning.Tasks and skills at various levels of managementAnyone who has ever played a sport such as basketball, football, or soccer k directs theres a tremendous difference between world an comminuted player and excellent coach (manager). Often a near(a) playe r lead-in volunteer to coach the neighborhood team and be disaster as a manager. The said(prenominal) thing happens in business. a couple of(prenominal) people ar trained to be managers. Rather, the process of becoming a manger is similar to the sports example. A person learns how to be a trained accountant or salesperson or production line worker, and then- beca apply of his or her skill- is selected to be a manger. The tendency is for such managers to be deduct deeply pertain in showing differents how to do things, helping them, supervising them, and generally being very active in the operating task.The further up the managerial ladder a person moves, the slight such skills atomic number 18 required. Instead, the need is for people who are visionaries, expert computer programners, organizers, coordinators, communicators, morale builders, and motivators.Managers must(prenominal)iness have collar skillsTechnical skills involve the ability to perform tasks of a specif ic computer programe section such as selling (marketing) or bookkeeping.Human coincidence skills implicate leadership, motivation, train, communication, morale building, training and tuition, help and supportiveness, and designate.Conceptual skills refer to mangers ability to ideate the organization as a whole and the relationship of versatile separate to perform tasks such as be after, organizing, visualizeling, system development, occupation analysis, decisiveness making, coordinating, and delegating.The beginning line managers need to be skilled in all third areas. Most of their metre is spent on technical and human relation tasks (assisting operating personnel, giving direction, and so forth).First line managers cast off low succession on conceptual tasks. Top managers, on the other distribute need to purpose few technical skills. Instead, almost all of their judgment of conviction is devoted to human relations and conceptual tasks. One whos suitable at one l evel of management may non be competent at higher levels and vise versa. The skills ask are different at different levels.The most difficult task for most managers to learn is delegating. Whats delegating? Delegating is assigning authority and accountability to others while retaining the responsibility for results. Managers are usually selected from those who are skilled at doing what the people they manage are doing.As we noted earlier most progressive managers of the 21 st cytosine get out be team leaders. They go away act specific goals in corporation with a team of workers, set up feedback and communication procedures (control procedure) , and defame the tendency to continually look over the teams shoulder to get under ones skin sure its doing things the managers way . Employees get out be passn freedom (empowered) to decide the hows and whens of completion of specific tasks as long as the goals are accomplished on quantify.Decision-making is choosing among cardina l or more alternatives. It sounds easier than it is in practice. In fact , decision making is the heart of all theManagement functions.We have six Ds of decision making, which areDefine the problemDescribe and collect infallible instructionDevelop alternativesDecide which ethical alternative is bestDo whats indicated ( implement solution))Determine whether the decision was a good one and follow up.Managers often have computer terminals at their desks so they pot fail internal records and external data of all kinds. But again no data in the world substructure re go under a manager who is creative and make brilliant decisions. Decision-making is more art than a science. Its the one skill most needed by managers and leaders in that all the other functions depend on it.Task 2Provide a range of practical methods suitable for evolution or improving the skills discussed in 1.1bLearning managerial skillsWe have explored the broad categories of skills needed by motley levels of manage ment. Now lets be know more about specific skills needed to be a good manager.a) Verbal skillsThe bulk of a managers province will involve communicating with others. a spread abroad his idea to others. To explicate for such tasks, he should coming back oral communication courses.At least half of communication is skilled perceive. A good manager mixes with other managers, workers, clients, stockholders, and others outside the firm . he or she listens to recommendations and complaints and acts on them. Active listening requires the asking of questions and feeding back what youve heard to let others know he is truly interested in what they say.b) Writing skillsManagers must similarly be able to write clearly and precisely. Much of what he want others to do must be communicated through memos, work, policies, and letters. Organizations every where is complaining about many a(prenominal) graduates in ability to write clearly (which will affect our prox managers). So if from now o n, a future manager, develop good writing skills, he will be miles ahead of his tilt. That means he must practice writing, it helps to write anything like, diary, letters, notes and so on. With practice he will develop the ability to write easily- just like he speaks. Also with this deceive he will be more ready for his life story in management.c) Computer skillsThe office of the future will be an office full of computers and related technology. Memos, charts, letters, and most of other communication efforts will involve the computer. When a manger is practicing writing, practice on a word processor. The truly cost-effective manager of the future will be able to effectively use and take advantage of the continuing developments in technology.d) Human relations skillsA manger works with people and that means that good managers know how to get along with people, motivate them, and inspire them. People skills are in condition(p) by working with people. good leaders begin early by assuming leadership positions is sports, community groups, and so on.A manager must be aware of how others react with him. If he cause negative tactile sensationings or reactions, he has to learn why? He doesnt be afraid to make mistakes and turn others. That is how he could learn. But overly he has to learn how to work with others .What is managing innovation?Is building systems and a farming that unite different people in common pursuit without undermining their diversity.Research has shown that heterogeneous (mixed) groups are more productive than homogenous (similar) groups in the work place .men and women, young and old, and all other mixes of people can learn not only when to work unneurotic but in any case to work together with more success. In the future, mangers must learn how to spate effectively with people from different cultures. Managers will also be asked to work in foreign countries. The more skilled he can become in other languages and in working with ver satile cultural groups, he will be an effective manager.e) Time management skillsOne of the most important skills for new mangers to learn how to budget their clock effectively. There are many demands on managers succession that they need to learn to control telephone interruption, visits from colleagues, questions from exchangeordinates, meetings scheduled by higher management, and such. . This could be by condition priorities, delegating work, choosing activities that produce the mot results and dealing with interruption.f) Technical skillsTo salary increase through the ranks of accounting, marketing, finance, production or, any other functional area , the manager should be proficient in that area. About 60 percent of cover mangers have taken courses beyond their bachelors degree. The most common areas of technical expertness among top managers are accounting and finance together. Marketing came in second. meagrely more than half of the top 1000 chief executive officers in the country has a graduate degree.As an example of the skills needed by managers to carry out their work happyly, Ill apply it on my organization and how they are trying to develop these skills from now .They believe that we are the future managers and professors, so we have to learn and apply these skills from now on .I work as a teacher assistant in MIU ( Misr international University). We use to have to attend workshops to alter and develop our ( assistants) skills. These work shops were primarily discussing the following topics Lesson externalizeClass managementTime management intro skillsLook at these , these are skills needed from us to have as future professors in MIU.We have to learn how to control a class, how to deal with trouble makers, how to finish what we plan for in the time required.. and so onThey kept state us that we are the managers of the class . They resembled the class as an entire organization and Im the leader, manager, controller and evaluator . also they train us to parctice talking in English all the time , to be able to handle all the class teaching in English. Also we have to have excellent computer skills. All of these skills is better off to be learned from now , to apply it in our future careers.This is a simple article from the profit disscussing what should managers do to develop their career.What is evaluate of me? How well am I doing? sales Manager You need to learn how to do relationship selling.Sales Associates retort What on the dot does that mean?Executive to manager You need to be more of a leader and less of a traditional manager.Managers response What exactly does that mean?The world of work is changing so fast, its difficult to communicate changing expectations quickly and clearly. This is especially true in areas such as sales skills, project management skills and leadership skills. The changes expected in these areas arent wakeful to observe and measure and, up to now, most companies didnt attempt it. B ut with competition heating up and hierarchies melting down, the focus on performance and career development has become more intense. For this reason, competencies have become a new tool in the workplace.Competencies are clearly spelled out expectations for a accredited role (a leader) or a job (sales associate). They go far beyond a job description to create a template for ensample performance. This tool can then be used for things such as hiring, day-to-day coaching, training and development and performance reexaminations.Once idiosyncratics know what the expected competencies are, the next question is, How am I doing on them now? umteen organizations put the competencies into a format that can be used as a feedback instrument. Then they use it to gather 360 degree feedback. This refers to getting feedback from people all around you your boss, your peers and your employees.Gathering feedback from other colleagues has many advantages. In entree to his or her managers feedback , it also reveals what peers and employees think. It is more comprehensive and less prone to individual bias, since there are multiple perspectives. For example, a manager, who may have sentiment that his boss was just being picky about his communication skills, will begin to take it seriously when everyone around him is also suggesting that he take improvement in that area.But there are pitfalls to avoid when setting up competencies and a feedback system like this. If it isnt done well, the damage control will overshadow any good that may have come from it. Here are some things to consider Create a participatory process, where representatives help to establish the competencies and how they will be used. If this process is done to them, rather than by giving them some control, there will be more resistance during implementation. Make the competencies as specific to the job as practical. The more generic they are the less effective they will be. In addition, it is learn to word t he competencies in behavioral language, so everyone knows what the competency means. For example, instead of efficient sales skills, include some behaviors, such as, Builds trust through accountability, candor and follow-though, or Looks for additional ways to help clients solve their business problem before, during and after the sale, or Makes realistic commitments for themselves and the team, and does what it takes to keep those commitments. Use the feedback for coaching and development rather than a for a performance re enchant or to gage out ineffective managers. Although it can eventually be folded into the performance review process, it creates less defensiveness if people have a chance to work on their skill gaps before they are evaluated on them. It isnt fair to surprise employees with a performance review on expectations they havent seen before. No matter how open the culture is, people are reluctant to be honest unless they can wee-wee feedback anonymously. Later, if m anagers are genuinely involuntary to discuss their feedback openly, individuals will come off with their person-to-personized feedback and advice. Initially, each manager should collect data from a negligible of triple or more peers and three or more employees so that confidentiality is preserved. Time and trouble can be avoided by development an undergo third party to guide the group and to independently gather and postpone the feedback for each manager. When we help organizations with this process, we find that people are more willing to be honest when they know that a neutral party is doing the tabulation and individual feedback reports. Give the data and any summary report back to the manager, not to their boss. Hold managers accountable for creating an action plan that they will co-develop with their manager. The plan should include how they plan to leverage their top strengths and how they plan to improve their weaker areas. The plan should also include how the boss c an help with that development. An general report on the organizations strengths and development needs can be used to square off what the training priorities are, what should be included in a core computer program and where training dollars should be spent. An independent third party can take into account help to a manager who is struggling with his/her feedback and what to do about it. If they are unfavorably surprised by what their peers or employees think, they will probably estimate guidance in how to approach their colleagues for more clarity. Managers should meet with their manager at least once a year to go over their action plan and discuss progress. The best career development happens on the job, so its important that manager play an active role by coaching their employee, giving them new and challenging assignments that will play to their strengths and develop weaker areas.Companies are realizing that more sophisticated performance management has a bottom -line conced e off and individuals are demanding more coaching and development on the job. Systems like these can be a win/win for everyone.Outcome 2Personal Skills AuditTask 3Provide evidence of the various personal skills audits carried out as an aid to understanding where you stand with regards to achieving the objective of becoming a more effective manager. These to include the obligatory analyses of the personal learning sort and skills audit. Choose from the strengths and weaknesses these reveal, samples that will affect the development of the 4 skills from outcome 1 (1.2a).SKILLS AND TECHNIQUES FOR EFFECTIVE MANAGEMENTGood Time Management is an inbred quality for anyone who needs to work efficiently and effectively in an everyday working environment. It is essential if you are to make the organizations objectives and indeed the individuals personal objectives. There are many proficiencys which, when combined, give an individual (or team) the skills required to time manage the task effe ctively. In a nutshell, time management is all about making the most efficient and effective use of your time.Some examples of these skills and techniques are as followsa. Planning and Organizationb. Prioritizingc. Delegatingd. Review and MonitoringPLANNING AND ORGANISATIONInformation/Anticipation Successful planning requires accurate reading from which decisions are eventually made. This accurate information is crucial if these decisions are to be well judged and implemented roaringly. An element of anticipation is also a bonus if you are able to best guess a possible arising which may influence your decision.Flexibility The planning must also be flexible as not all plans are set in concrete Circumstances change and the overall plan must go along flexible and capable of change as the situation determines. Sufficient time spent planning can greatly reduce the overall time taken to complete an activity and should always consider all factors which may have an influence on the task s closing outcome. By giving the objective the correct amount of time in the planning phase, and by cipher in any events which could (if not considered) destroy or devalue the overall outcome of the task.Goal Setting By ensuring clear goals are set from the outset, and by keeping a constant review of the tasks progress, a prospered outcome should ensue when coupled with other skills and techniques in successful time management. Planning should be considered not just in the short term for each single objective but also include daily, each week and long term planning.PRIORTISINGAs suggested, planning alone will not necessarily ensure successful objectives are met. Allocated time must also be prioritized in a manner that focuses on the goals set during the planning phase. Many people often spend their day in a frenzy of activity but because they are prioritizing their time correctly, they achieve a lot less output.PERSONAL AND PROFESSIONAL SKILLS REQUIRED TO MANAGE in effectATTRIBU TES OF A MANAGERTo manage effectively, an individual requires many skills and various personal qualities to enable the successful completion of his, or her, objectives. The skills and qualities combine to shape the management style of the individual and the style can directly affect the final outcome of the task completion. These attributes could be broken into four main headings as followsProficiencyTechnical CompetenceSocial and Human skillsConceptual officeWithin each of the above headings there are many sub groups which all combine to give the individual manager his unique style of management which can, or may not be, particularly effective.SPECIFIC COMPETENCES conference Managing well requires sound communication skills above all else. No manager can relay their planning and intentions without this basic skill. It is vital that communication, by some(prenominal) means, relays the information to the module and that more importantly, the information is understood and deliverab le. Two way communication is essential, everyone will have some part to play in the exchange of information and the communication process.Planning Sound planning ensures the objectives are met and met within the framework of the organizations structure. Effective planning at the outset will ensure there is a realistic chance of completion in line with the goals set.Knowledge and Information gathering Planning without the necessary information will very often prove unsuccessful. It is vital that the information is garner and the plan drawn up based on this information. Accurate information is essential if the plan is to prove a success.Problem solving/decision making As with any plan there are tight always options and many ways to skin a cat This will involve decision making and problem solving which the manager can make more effectively if the correct information is in place and the correct people in the team consulted.Time prioritizing Good time management is vital, without it th e manager will become less and less effective as his or her time will be spent less and less productively. The art of successful time management is one which all successful managers must master.Training and Development The workforce can only be as good as they training they receive and the same applies to management. Personal development and training aimed at improving managerial technique should always be kick upstairsd.Review and Monitor As with all managed tasks, the monitor and review of the progress and outcome is essential if lessons are to be learned and improved techniques are to be developed. The process on review should encourage an exchange of information of all those personnel involved and sound nonpartizan communication is essential.Goal Setting The planning and information gathering constitute will provide sufficient knowledge for a manager to set some targets and goals. If this information is accurate and the manager skilled in making judgment, a realistic goal ca n be set with manageable outcomes in the time given.Interpersonal Skills The ability of the manager to relate to his rung is vital. It is this communication and personal skill which will persuade the staff extremity to perform for his manager, that feeling of inclusion and a belonging which the manager relays to his staff extremity. The successful manager needs to be caring, companionate, and where possible remain appease under a crisis. Listening skills are also essential as are negotiating skills. A good team player normally combines most of these interpersonal skills and uses them to good effect in everyday management.3. PERSONAL SKILLS analyse AND PERSONAL DEVELOPMENT PLANTABLE 1- PERSONAL SKILLS analyse SkillsExamples and evidenceScore 1 5(5 highest)Communication and Literacy skillsGood use of written English gained from producing engineering assignments and written formal management reports during my 7 age in the Aeronautical Research and Development. department at B ae Systems. unwritten presentation skills adequate and improving. Many chances to practice them in seminars and presentations. Prefer making individual presentations to group presentations as then I am more in control of the structure and flow etc. In future I intend practicing any presentation that I have to give in front of a small audience of friends a few times in order to check that it has good content, structure and timing.I am also underdeveloped communication skills in a work context. Clear communication between myself and my sub contractors and boss is important. Also, am developing good interpersonal and communication skills in my contact with colleagues at work as well as in my dealings with clients.4 company Interpersonal Skills Working with othersI have plenty of experience of working as part of a team and being an effective member of a group. This began with sport at school and continued throughout my 27 years in the armed forces where teamwork is essential and vita l in real situations.My current employment offers frequent opportunity to take part in group work as part of the weekly team planning and reporting meetings. I always try to make a positive(p) contribution as my final decision on the outcome of the discussions will decide if the objectives are met, or not.At work, I play the lead role in decision making but consult all my team members on a democratic basis.. This ensures all the team members have a valued input and builds a healthy team ethos. I think that I am quite good at accept new employees and helping people to fit in and adjust to the pose of work.I want to improve my leadership skills further through courses targeted in this area and by continuing to plan and organize team events and expeditions.4Organization Personal Skills Independent Learning and WorkingI am self-motivated as long as the task is interesting and holds my attention. The freedom to make decisions free from senior managers input helps greatly and means I can plan and schedule the work as I choose. Although I feel my Time Management is quite strong, I aim to improve my time management strategies regarding the meeting of programme deadlines for the customer.I currently hold three levels of Sports coaching award and coach Tennis at several different locations. This requires commitment and dedication as the lessons are not always supercharged for.I have had a number of jobs in the past two years and have been lucky in that I have had to take the responsibility and act on my own initiative in each of the roles.3Research Problem Solving SkillsI try to view problems as challenges rather than major obstacles. I think that I am systematic and logical when it comes to thinking about problems and their solution.I have developed these skills both as an individual and as part of working in groups where the group task which we are set is frequently of a problem-solving nature, have also gained a good grasp of the processes which one needs to go through to solve problems i.e. problem definition, generating alternative solutions, selection of most catch response and the eventual implementation of a carefully-considered solution.4ICT SkillsI started developing computer skills when I entered into the Research and Development department 9 years ago. I have since carried out the European Computer Driving demonstrate and work regularly with all MS Office products. I also use MS Project for my planning and scheduling of works but am without formal training on this software. I would like to spend some time on a placement course to improve my skills on this product.I am confident using e-mail and use it on a daily basis both to communicate with my clients, customers and sub-contractors. I also use email a great deal at home to keep in touch with my friends and family. I use the cyberspace for research as well as online banking and booking holidays, reservations, flowers and shopping etc.4Application of Numerical TechniquesGood basic grounding in maths skills including graphs/charts GCSE grade A and BTEC mechanical engineering.I have good skills at mental arithmetic which is vital for fast track quotations for the customer during unforeseen work and additional items not scheduled.4Outcome 3PERSONAL DEVELOPMENT PLANTask 4Provide a personal development plan- see format supplied by Edexcel showing how you intend to use the knowledge from outcomes 1 and 2 to further enhance or develop the skills you need to improve your managerial effectiveness. This to include a line of objectives (SMART) and a SWOT analysis.(1.3a)DELEGATIONAnother important technique of successful time management is the ability to delegate work effectively. Delegation, used wisely, is an essential tool of the successful manager. It can free valuable time to enable the manager to target his or her time more effectively and thereby increasing the chances of a successful outcome. Delegation should be applied using the S.M.A.R.T. principles and not over ambitious. WhereS .. SpecificM .. MeasurableA .. AchievableR .. RealisticT .. TimeThe delegation should achieve the desired results through a clear, concise brief which should match the authority and responsibility of the individual and should be used consistently and through the management/staff chain as required. Another positive outcome of successful delegation include improved flexibility within the team, upskilling, increase in morale and motivation, reduced sick leave and a improved team environment where team members feel more informed and inclusive.Task 5Provide evidence of the monitoring and feedback undertaken where relevant and any adjustments made to the plan so that