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www.humanikaconsulting.

com
What is …

“Part of the leadership responsibility


involves developing the leadership
abilities of others in the organization.”
Become Balanced
Manager
LEADERSHIP

Balanced
Manager

MANAGEMEN DEVELOPING
T OTHERS
A leader as "a person capable of
inspiring and associate others
with a dream."

Leadership is "organizing a group of


people to achieve a common goal.”
SITUATION
AL
LEADERSHI
P
Management
Management in all business and
organizational activities is the act
of getting people together to
accomplish desired goals and
objectives using available
resources efficiently and
effectively
Management comprises planning,
organizing, staffing, leading or
directing, and controlling an
organization (a group of one or more
people or entities) or effort for the
purpose of accomplishing a goal.
Resourcing encompasses the
deployment and manipulation of
human resources, financial
resources, technological resources,
and natural resources.
Manageme
nt Process
The Managerial Roles
The Changing Roles of
Management and
Managers
Time Spent On Management
Function At Different
Management
Planning Level
Organizati Leading Controllin
on g

Top-level
managemen
t

Mid-level
managemen
t

Lower-level
managemen
t
Skills For manager Level
Developing Others
Scheme
Compete
ncy
Frame
Competency Concept
Organizational -
Individual
COMPETEN
CY
Human Asset Value
Career Person Potential Candidate
•potensi yang cenderung •orang yang dinilai memiliki
rendah, namun performanya potensi dan kompetensi tinggi
cukup tinggi. •ditawari paket salary dan

•memiliki ketekunan dalam benefit yang kompetitif


PERFORMAN

menyelesaikan apa yang •challenging jobs dan fast track

menjadi tugasnya career path


•tersedianya jenjang karir
CE

yang jelas
Deadwood Problem Employee
•potensi rendah dan performa •Memiliki potensi yang tinggi,
rendah sayangnya tidak menunjukkan
•memberatkan perusahaan performa yang semestinya
•perlu diberikan coaching and

counselling

COMPETEN
CY
Contingency Theory of
Action and Job
Performance
INDIVIDU
AL
JOB
DEMANDS
Vision, values,
philosophy, Tasks, functions
knowledge, ,and role
abilities
(competencies),
life and career
stages, style
interest
BEST FIT
AREA

Culture and climate, structure


and systems, maturity of
industry and strategic

Organizati
onal
Environm
ent
ABILITIES :
Knowledge
Skills
Experience
Credential
Qualification
Improved
MOTIVATION : Individual
Enthusiasm Performance
Initiative
Self Confidence
Professionalism

ROLE CLARITY :
Role Perception
Personal
preference
Role negotiation Alan M. Barratt, Dimitri P. Georgides,
(1995) "The synolic approach to
human resource development"
Methods of
People
Development
Helping high flyers fly
high
Martin Galpin, James Skinner, (2004)
Developing Others By
Training Based

On The Job Training


Vestibule (workshop)
Demonstration
Program Instruction
(Assignment)
Apprentice
Developing Others by
Lecturing Based
Seminary
Discussion
Case study
Job rotation
Coaching &
Counseling
Delegation of Authority
What’s Delegation
Delegation of authority
means giving the
rights and
responsibility to other
people in the group to
work independently
and make decisions.
Delegation can be
defined as transfer of
authority from superior
Effective Delegation

Give the person a


whole task to do
Understands exactly
what you want them to
do
Share your picture with
the staff person
When you want
feedback about
progress
S.M.A.R.T.
Instructions
Giving
Instructio
n

Somewhere along the line, you are


going to have to tell another person
how to perform a task.
Ability to give good instructions will
affect the speed at which they learn
Effective Giving
Instruction
Get people’s attention.
Be clear and specific
about what you want.
If you’re unsure whether
or not people have really
understood you, have
them repeat your
message using their own
words.
Demonstrate or illustrate
COACHING
Coaching and Others
“improving
performance at
work, by
turning things
people do at
work into
learning
situations, in a
planned way,
Coaching under
guidance.”
Key Words

Improving performance : using


a range of learning
experiences to bring about
improvements.
Things people do :which
becomes opportunities from
which all parties can learn.
Planned : so as to get most out
of the situation.
Guidance :where the coach
transfers his knowledge, skills
and experience.
How to coach

Share your knowledge and skills


Help them realize their potential
Help them to improve their skills
Its not about how long you
spend with people but how well
you spend that time
Steps to Coach

Competency - Assess
current level of
performance
Outcomes - Set outcomes
for learning
Action - Agree tactics and
initiate actions
Checking - give feedback
and make sense of what’s
been learnt.
Coaching skills...
Building Rapport
Questioning - Use open questions to
prompt a response ( What have you
tried?, How could you..?)
Observation - Change the way you look
at people and situation
Listening - What to avoid :
* Here only what we want to hear
* Think we know what people are
talking about
* Listen to the words but miss the
music
25-07-03
Coaching Vs Mentoring
Individual A plan developed by
the specialist with
Developm input from a support
ent Plan team that outlines
personal and
professional
development goals
and methods of
accomplishment for
the year.