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1 YOURE A MANAGER, NOW WHAT? OBJECTIVES: Figure out what management is. Moving from being a doer to a manager of doers. Understanding the changing workforce. Defining the key functions of management. Taking the first steps toward becoming a manager. DIFFERENT STYLES OF MANAGEMENT What is Management? - getting things done through others - making something planned happen within a specific area through the use of available resources - Good management is a scarce commodity. - When managers dont trust their employees and employees lack confidence in their managers. SIGNS THAT INDICATE MANAGERS AND EMPLOYEES ARENT COMMUNICATING EFFECTIVELY: - We dont have the authority to make that decision. - Shes in charge of that department, fixing that problem is her responsibility, not ours. - Why do they keep asking us what we think when they never use anything we say? - Im sorry but thats our policy. Were not allowed to make exceptions. - If my manager doesnt care, I dont either. - It doesnt matter how hard you work; no ones going to notice anyway. - You cant trust those employees, they just want to have fun and slack off. The expectations and commitments that employees carry with them on the job are in large part a product of the way that their managers treat them. WHAT IS YOUR MANAGEMENT STYLE? A. TOUGH GUY/GIRL MANAGEMENT Were going to do it my way. Understand? It had better be on my desk by the end of the day, or else! Mess up one more time, and youre out of here! Theory X Management - assumes that people are inherently lazy and need to be driven to perform. - Management by fear and intimidation - Usually end up with only short-term compliance - Appropriate when managers have to take command of a situation to ensure that the right people are on the task. - When you have to act quickly with not much discussion it is important to apologize in advance and let people know why you are doing things the way you are. B. NICE GUY/GIRL MANAGEMENT Uh, theres a little problem with your report; none of the numbers are correct. Now, dont take this personally, but we need to consider our alternatives for taking a more careful look at these figures in the future.. Theory Y Management - assumes that people basically want to do a good job - managers are supposed to be sensitive to their employees feelings and be careful not to do anything that may disturb their employees tranquility and sense of self worth. - Managers may get a response with this approach OR they may do the work themselves! - They wont get the best possible response! The employees are likely to take advantage of the managers.

 C. THE IDEAL COMPROMISE a. Good managers realize that they dont have to be tough all the time and that good guys often finish first. b. If employees are diligently doing their tasks, you can step back and let them do their jobs. Not only do employees learn to be responsible but you can also concentrate your efforts on what is most important to the bottom-line success. MANAGERS REAL JOB o inspire employees to do their best o establish a working environment that allows them to reach their goals o must be able to identify and repair or replace bad systems, bad policies, bad procedures and poor treatment of others CHALLENGE OF MANAGEMENT - Define winning in such a way that it feels like winning for everyone in the organization. MANAGEMENT - Is an attitude, a way of life. - A very real desire to work with people and help them succeed, as well as a desire to help the organization succeed. - A life-long learning process - Management is a people job. If you are not up to the task of working with peoplehelping them, listening to them, encouraging them and guiding themthen you shouldnt be a manager. MEETING THE MANAGEMENT CHALLENGE - You were selected because you proved yourself to be very skilled in the areas that you are now responsible for managing. - You were once a team member, but when you were made the manager, your role has changed. To achieve the new goals that accompany your new role, you have to make the transition from doer to a manager of doers. NEW FUNCTIONS OF MANAGEMENT 1. ENERGIZE a. Todays managers are masters of making things happenstarting with themselves. If it is to be, it begins with me b. The most important management function is to get people excited and inspired, that is, to energize them. c. Great managers create more energy than they consume! Instead of taking energy from an organization, they channel and amplify it to the organization. d. In every interaction, effective managers take the natural energy of their employees, add to it, and leave the employees in a higher energy state than when they started. e. Management becomes a process of transmitting the excitement that you feel about your organization and its goals to your employees in terms that they feel and appreciate. f. Successful managers create compelling visionspictures of a future organization that inspire and compel employees to bring out their best performance. 2. EMPOWER a. When you empower your employees, you do not stop managing. b. You have to provide an environment that supports those employees who are eager for a taste of the freedom to apply their personal creativity and expertise to your organization. c. Great managers allow their employees to do great work. Even the greatest managers in the world cant succeed by themselves. d. Effective management is using all the efforts of everyone in the team toward a common purpose.

IF YOU DONT EMPOWER YOUR EMPLOYEES o Your employees lose because you dont allow them to show creativity, initiative or grow. o The organization loses the insights that the creative workforce brings in. o The customers lose because your employees are afraid to provide them with exceptional service. Theyre scared that you will punish them for taking initiative or pushing the boundaries to better serve the customers. o You lose because you are constantly doing the work of your employees, putting yourself on the path of stress. 3. SUPPORT a. A managers job is no longer that of a watchdog, police officer or executioner. b. Nowadays, managers must be coaches, colleagues and cheerleaders for the employees they support. c. Enable each employee to feel valued and be more productive. d. When the going gets tough, managers support their employees. i. It does not mean that you do their jobs for them or make decisions for them. ii. It means you give your employees the training, resources and authority to do their jobs, and then you get out of the way. iii. But make sure that you are always there for your employees to help them pick up the pieces if they fall, but they must fall if theyre going to learn. e. Create a supportive environment by establishing trust and openness. i. Employees are encouraged to bring up questions and concerns without fear of punishment. ii. Hidden agendas do not exist and people feel free to say the same things in business meetings that theyd say after work. f. When employees see that their managers are receptive to new ideas, theyre more likely to feel invested in the organization and too think of more and better ways to improve systems, to solve problems, to save money and to better serve customers. Managers support each other. Fighting between departments and withholding information have no place in a modern organization. Companies cannot afford to support dysfunctional behaviors. All members of the organization from top to bottom must realize that they play on the same team. To win, team members support each other and keep their coworkers up to date. 4. COMMUNICATE a. Is the lifeblood of any organization, and managers are the common element that connects different levels of employees with one another. b. Communication is a key function for managers today. Information is power, and as the speed of business accelerates, information must be communicated to employees faster than ever. c. With new means of communication in modern business, managers simply have no excuse not to communicate with their employees. d. To meet the expectations that you have set, your employees have to be aware of your expectations. e. Communicate the goal to your employees. keep them up to date on their progress toward achieving that goal.

DO AND LEARN If you make all the decisions, do the work that your employees are able to do given the chance, and try to carry the entire organization on your own shoulders, youre harming your employees and your organization more than you can imagine. KEY STEPS TO BECOMING A BETTER MANAGER 1. Take the time to assess your organizations problems. a. Which parts of your organization work, and which dont? Why or why not? b. You cant focus on all your problems at one time. Concentrate on a few problems that are most important, and solve them before you move on to the next. 2. Take a close look at yourself. a. What do you do to help or hinder your employees when they try to do their jobs? Do you give them authority to make decisions? Do you support them when they go out on a limb for the organization? Study your personal interactions throughout your business day. Do they result in positive or negative outcomes? 3. Try out the techniques that you learn from your reading or from observing other managers at work. a. Go ahead! Nothing changes if you dont change first. If its to be, its to begin with me. 4. Step back and watch what happens. a. You will see a difference in the way you get tasks done and in the way your customers and employees respond to your organizations needs and goals. Give a man a fish, and he eats for a day, Teach a man to fish, and he eats for a lifetime.