Understanding Management, and Managerial Roles

1. Understanding Management, and Managerial Roles A training session presentation

2. Agenda • Perspective of management • Managerial Roles • Managerial Dimensions

5. 3Cs in the course • Complexity • Situations that are difficult to understand, have considerable ambiguity and uncertainty, and often have no “solutions,” only options and tradeoffs • Chaos • Seemingly random events that have an underlying pattern (which is difficult to discern) • Change • turbulent environments in which the future is difficult to predict or control • VUCA

6. What it means to be a MANAGER • Manager and his work • ‘Long white beard’ or ‘universal genius’? • Managing Resources- people, time, information • Making Decisions • Essentially what a manager does • Manager of tomorrow • New demands-New tasks-but no new men ! • Preparation is the key

7. To Recall Mintzberg

8. Understanding Management • Theories of Management: • Every Theory is a Metaphor. • Every theory is a Map.

9. The great debate… True Managers are born not made!

10. What Researches have to say on This (Based on 2012 report, "Racing the Clock: Will high potentials be ready to lead in time to meet your need?")

11. Are Great Managers Made or Born? The most asked question about Management. There are dozens of books, decade’s worth of debates and many well-documented studies on the subject of leadership. Nevertheless, the debate rages on. Therefore It is a great debate.

12. Managerial Dimensions • Change & strategic orientation • Result orientation • Relationship orientation • Resource orientation • Learning orientation • Ethics and integrity • Social responsibility • Innovation and intrapreneurship

13. Performance is the CORE Performance

14. Leading and Managing: Do they differ? "Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall." - Stephen R. Covey

15. The six learning disabilities • I am my position • The enemy is out there • Illusion of taking charge • Fixation of events • Delusion of learning from experiences • The Hubris Syndrome

16. Integrity is the Foundation

17. Managerial Competencies: Learning Perspective

18. Personal Mastery

19. Personal mastery

20. Shared Vision

21. Interesting ! • A Chief Finance Officer (CFO) asks Chief Executive Officer: • “What happens if we invest in our people and then they leave us?” • CEO: What happens if we don’t, and they stay?”

22. Team learning

23. System Thinking

24. “Maybe pushing on that wall to the left will give some space.”

25. “Oops!”

26. Who do you prefer? • Candidate A - Associates with crooked politicians, and consults with astrologists. He's had two mistresses. He also chain smokes and drinks quite a few martinis a day. • Candidate B - He was kicked out of office twice, sleeps until noon, used opium in college and drinks a great deal of whisky every evening. • Candidate C - He is a decorated war hero. He's a vegetarian, doesn't smoke, drinks an occasional beer and hasn't had any extramarital affairs.

27. Who do you prefer? Franklin Rooselvelt Winston Churchill Adolf Hitler • 1. Candidate A - Associates with crooked politicians, and consults with astrologists. He's had two mistresses. He also chain smokes and drinks quite a few martinis a day. • Candidate B - He was kicked out of office twice, sleeps until noon, used opium in college and drinks a great deal of whisky every evening. • Candidate C - He is a decorated war hero. He's a vegetarian, doesn't smoke, drinks an occasional beer and hasn't had any extramarital affairs.

29. Management Therefore is • ……just a common sense.

31. Challenge Your Frame of Reference Embrace, Reflex and grow