GOOD MORNING!

PEACE AND ALL

GOOD TO YOU.
GOD BLESS YOU.
Group 3 Reporters

THE MANAGEMENT
MANAGEMENT
-is about man, about
people, and not alone about
things, system, resources,
or skills.
-is experience
-is mental.
An organization is
a systematic
arrangement of
people to accomplish
some specific
purpose.

Why Managers?


The Parable of the
Asshole
Top three reasons, why
Managers are Important:
1. organizations need
their managerial skills
and abilities more than
ever in these uncertain,
complex, and chaotic
times
2. theyre critical
to getting
things done

3. managers do
matter to
organizations!
The Gallup Organization, which
has polled millions of
employees and tens of
thousands of managers,
has found that the single most
important variable in employee
productivity and loyalty isnt
pay or benefits or workplace
environment; its the quality of
the relationship between
employees and their direct
supervisors.

Towers Watson found
that the way a company
manages and engages
its people can
significantly affect its
financial performance.
A recent study of
organizational
performance found
that managerial
ability was important
in creating
organizational value.
Another reasons why
we need not only
managers but good
quality managers
because:
1. the success
of business
establishments lies
in their management
performances.

2. Because they are
the heads of the
management.


3. Because they
oversee the entire
operation of their
respective
departments.

4. Because they
direct or plan the
work of others in
order to run a
business efficiently.


5. Because they are
responsible for both the
day-to-day running of
the company and
developing business
plans for the long term
future of the
organization.


6. Because they
design, develop and
implement the
strategic plan for their
company in the most
cost effective and time
efficient manner.


7. They are
accountable to the
board and the
shareholders of the
company.


8. Because they fulfill
a motivational role for
the workers in
addition to their more
office-based work
9. Because
they direct and
coordinate activities
so the organization
can reach its goals.

Why do really need
them?
The manager is
someone who leads
the team of front
line workers and is
directly responsible
for their
performance.
They are fundamental in
providing an
organization's backbone
and no matter how good
the management board
may be, without good
quality front line
managers businesses
will continue to struggle.

The keys to financial
success and a
profitable business
are not the strategies
or the systems of the
firm.
The character and
skill of individual
managers, who
practice what they
preach, and
recognize the
manager's role in
coaching employees,
are what count.
"It's about character
and courage, and
according to David
Maister, who consults
to professional
service firms, "it's
very, very scarce."
The manager's role
in motivation is the
key to employee
motivation.

The Human Resources
Manager guides and
manages the overall
provision of Human
Resources services,
policies, and programs for
a company within a small
to mid-sized company, or
a portion of the Human
Resources function within
a large company.
The manager role is
to reach inside each
employee and
release his unique
talents into
performance.
manager is not
just a benefit, but
a dire necessity!

A great boss can change
your life, inspiring you to
new heights both
professionally and
personally, and energizing
you and your team to
together overcome new
challenges bigger than
any one of you could
tackle alone.

THANK YOU and GOD
BLESS!
Sister Mary Michael, OSF
What makes a Good
Manager?
Reporter :
Sr. Christilyn

Good managers are
essential to any
successful
organization.
Good manager achieves
a hard working,
productive and effective
workforce that punches
above its weight in its
performance.
Qualities that a
good manager
possesses
1. A manager has to be a
people person.
2. Being understanding
and supportive is also
a key asset as it helps
to solve problems.

3. Managers should know
how to delegate and
should not be afraid to do
so.
4. A good manager must be
organized and know
how to prioritize.
5. Good manager is able
to deal with conflict
when it arises.
6. A good manager is
knowledgeable and is
keen to learn.

7. A good manager
commands respect
without having to
bully others.

What makes a
successful manager ?
- Passion is the
number one thing
that I look for in a
manager. IQ is not
really that important.
Top ten reasons
managers become great


1. Enjoy helping people
grow.
2. Love creating positive
environments.
3. Want to correct
mistakes inflicted on
them.
4. Care deeply about the
success and well
being of their team.
5. Succession mentality.
6. Long term sense of
reward

7. Practice of the
golden rule.
8. Self aware,
including
weaknesses.

9. Sets tone of
healthy debate
and criticism
10. Willing to fight,
but picks their
battles.

What managers do?

1. Communication
2Traditional
Management
3. Human Resources
Management
4. networking

THREE FACES OF A
MANAGER











1. Planner













a. A Manager has to take a
long- term view; indeed,
the higher you rise, the
further you will have to
look. While a team
member will be working
towards known and
established goals,

b. the manager must look
further ahead so that these
goals are selected wisely.

2. Provider
The Manager has access to
information and materials
which the team needs. Often
he/she has the authority or
influence to acquire things
which no one else in the team
could.


The team needs security from
the vagaries of less enlightened
managers. In any company, there
are short-term excitements
which can deflect the work-force
from the important issues. The
manager should be there to
guard against these and to
protect the team.
Mr. Drucker divided the
job of the manager into
five basic tasks.
1. Sets objectives.
2. Organizes
3. Motivates and
communicates
4. Measures.
5. Develops people.


List of Managers Job
Functions



1. Supervise and
manage the overall
performance of staff
in the department.
2. Analyzing, reporting,
giving recommendations
and developing strategies
on how to improve quality
and quantity.




3. Achieve business
and organization
goals, visions and
objectives.
4. Involved in employee
selection, career
development, succession
planning and periodic
training.




5. Working out
compensations and
rewards.
6. Responsible for the
growth and increase in
the organizations
finances and earnings.

7. Identifying problems,
creating choices and
providing
alternatives courses
of actions.
DEVELOPING A
KNOWLEDGE
MANAGEMENT
STRATEGY
Reporter : Sr. Anabelle
There are many
approaches for
developing a
knowledge
management strategy,
each supported by a
holistic model of KM
processes.

Classification of Two main
approaches:
1. Top-down
The over all strategic
direction of the organization
is use to identify the focus of
the knowledge management
initiative.


2.Bottom-up
Research is conducted into
the activities of staff involved
in key business processes.
The findings of this research
highlight
key staff needs and issues
which are then tackled
through a range of
knowledge management
initiatives.
1. Identify the key staff
groups within the
organization. These
groups deliver the
greatest business value,
or are involved in the
most important business
activities.

2. Conduct comprehensive
and holistic needs
analysis activities with
selected staff groups, to
identify key needs and
issues.

3. Supplement this
research with input
from senior
management and
organizational strategy
documents, to
determine an overall
strategic focus.

4. Based on these
findings, develop
recommendations for
addressing the issues
and needs identified.

5. Implement a series of
strategic and tactical
initiatives, based on the
recommendations.
These will select
suitable knowledge
management techniques
and approaches
1. Identifying key staff
groups
The first step in the process
is to identify the key staff
groups in the organization.
The key staffs are typically
those directly involved in
the most important
business activities.

In general, the key staff
groups are more likely to
be those at the front-line,
rather than managers or
administrative staff. This
will, of course, depend on
the nature and structure of
the organization.

Common staff groups
involve:
front-line staff
call centre staff
field workers
researchers
clinical staff
production workers
administrative and support staff
managers (senior, line)
IT staff

Each of these groups will have
specific needs and issues, as
well as those in common with the
organization as a whole.
By targeting the key staff groups,
the extent to which the needs
vary across the organization can
be identified, and the KM
strategy developed accordingly.

2. Needs analysis
techniques are
drawn from many
fields

Needs analysis
techniques
There are a wide range of
need analysis techniques,
drawn from fields such as
knowledge management,
user-centered design,
ethnography and
anthropology.

Techniques include:
facilitated discussions
focus groups
surveys
staff interviews
workplace observation
contextual inquiry
task analysis

Facilitated discussions
There are a wide range of
facilitated discussion techniques
that can be used to explore issues
with targeted staff groups. These
are most commonly used with
management, consultants, and
other staff comfortable with these
types of meetings.

Techniques such as affinity
diagrams can be used to provide
structure to the discussions, and
to capture the issues identified.
In many cases, facilitated
discussions are used as the
primary mechanism for gaining
the strategic input required for
the development of the KM
strategy.

Focus groups
These are a specific, and widely-
used, form of facilitated discussions
that focus on exploring a topic within
a group setting.
Often used as a way of gathering
input from larger numbers of
stakeholders, focus groups must be
run carefully if they are to generate
meaningful results.

Focus group are best used to
explore current issues and
problems, rather than to discuss
future wish-lists of knowledge
management approaches.
Focus groups should always be
used in conjunction with
techniques such as staff
interviews and contextual inquiry,
to ensure that the results are
meaningful.

Surveys
The use of surveys is
widespread, and they are a very
efficient way of gaining input from
a large number of staff
throughout an organization.
In practice, surveys are best used
to gather staff opinions, rather
than specific information on which
to base decisions.

Care must also be taken when
developing the survey questions,
and analyzing the results.
Survey results must always be
supported with the use of other
techniques, to provide
confidence in the findings.

Interviews are very
effective at identifying
staff needs

Staff interviews
One-on-one interviews
are one of the most
effective and often used
techniques for identifying
staff needs and issues.

For more on applying these as
part of a knowledge management
project, see the following two
articles:
Stakeholder interviews as simple
knowledge mapping
Selecting staff for stakeholder
interviews

Workplace observation
This involves going out into
the field to observe the
activities of staff, and the
environment in which they
work.

Workplace observation is
particularly effective in
environments such as call centers,
manufacturing areas, field working,
or on-the-road staff.
It is a very holistic technique that
will identify patterns of work and
environment issues that are
impossible to gather using
techniques such as surveys or
focus groups.

Contextual inquiry
This is a combination of staff
interviews and workplace
observation that involves
exploring issues with a staff
person, while situated within
their normal working
environment.

By conducting the interview in
context, it becomes possible to see
the resources used by staff when
conducting work activities.
The interviewer can also ask the
staff person to show them how they
complete specific activities, for
example, showing how they find a
piece of information on the intranet.
This technique is very effective at
identifying issues with currently-
available information sources and
tools.

Task analysis
Not all activities within an
organization are of equal value.
Key business tasks should be
identified, and investigated to
gain an understanding of the
steps involved, and the
knowledge required at each
step.

The existing sources of the
knowledge can then be identified,
along with the key issues and
roadblocks impacting upon the
effectiveness and efficiency of the
task.
This type of research will identify
mechanisms for both improving
the task itself, as well as indicating
how to improve the provision of
knowledge to those involved in
completing the task.

3. Supplement the
needs analysis with
a strategic focus

Strategic input
While the needs analysis
activities focused on the
bottom-up aspects of the
KM project, the overall
strategic focus must also be
identified.

This strategic focus then guides
the knowledge management
strategy, providing a framework
for the selection and
prioritization of individual
projects and activities.
In this way, both the bottom-up
and top-down aspects of the
knowledge management
strategy is addressed.


There are a number of
sources of input that
can be drawn upon
when determining the
strategic focus,
including:

Senior management involvement,
via interviews, facilitated
discussions, or other interactions.
Organizational strategy documents,
such as the corporate plan or
annual report.
Results of other strategic research
projects, such as staff satisfaction
surveys.
External market research.
Industry best practices, and other
reports drawn from relevant
industry or sector bodies.


These inputs can then be
synthesized into a
strategic focus for the
knowledge management
initiatives.


Use corporate
documents as a
key strategic input

4. Common findings
The needs analysis
and strategic input will
highlight a broad range
of issues and needs
throughout the
organization.

In past projects, we have
identified issues such as:

difficulty in finding key
corporate information
inconsistent and
unstructured approach to
information management

ineffective
dissemination of
corporate and regional
news
reliance on rumors
and gossip as the key
sources of
organizational news


lack of knowledge sharing
between related business
units
difficulties in determining and
disseminating best
practices
inconsistency in advice given
by call centre and front-line
staff

over reliance on long-
service members of
staff as sources of
knowledge
cultural barriers
between head office
and regional staff


duplication of effort
between regions

roadblocks between policy
development and program
implementation


5. Acting on the findings
With an in-depth
understanding of the
problems, issues and needs
within the organization, it is
then possible to
meaningfully determine
appropriate strategies for
addressing them.

This will undoubtedly include a
range of both strategic (long-
term) and tactical (short-term)
initiatives.
Depending on the issues
identified, these might include:
improving the corporate intranet
formalizing communities of
practice

implementing coaching
and mentoring programs
improving document and
records management
facilitating skills transfer
from retiring staff
capturing staff knowledge
in a documented form

improving policies and
procedures
implementing new learning
approaches, including e-
learning
enhancing the corporate staff
directory
implementing team
collaboration tools and
processes

establishing after-action
review processes
formalizing the role of
knowledge brokers within
the organization

These are just a small cross-
section of the many possible
approaches that can be taken
to knowledge management.

As highlighted throughout this
article, only the needs analysis
activities allow a meaningful
selection to be made between
these different approaches.
In practice, each organization
will apply a unique mix of short-
term quick wins and longer-
term projects to meet
knowledge management needs.

Five tips for: Developing
managers
1. Get them on board with the
change
2. Share the role you expect
3. Build competencies
4. Provide tools
5. Provide support
1. Get them on board with the
change
The first step in engaging
managers and supervisors as
leaders of change is getting them
on board with the change. A
manager must be supportive of a
change before he or she can
successfully lead direct reports
through the change process.
this means that managers and
supervisors have
sufficient Awareness and Desire
around the change itself before
they begin engaging their direct
reports. To achieve this, the
change management plan must
have specific elements aimed at
building support with managers
and supervisors.

2. Share the role you expect
Sharing what you expect from
managers and supervisors
occurs at two levels a high-
level expectation about general
involvement in times of change
and a more detailed set of
expectations about the specific
roles of managers and
supervisors in times of change.

3. Build competencies
Leading change is a personal
competency that managers and
supervisors can build. And, the
competency is not necessarily
natural. It takes a particular set of
skills to lead a group of employees
through a change process. Many
times, there are great managers
who struggle in times of change.
Appreciating leading change as a
unique personal competency and
working to build that competency
in managers and supervisors is a
critical step, and one that is often
overlooked.
4. Provide tools
Managers and supervisors not
only need competencies in
leading change, they need tools
to help them help their people in
times of change. Many times, the
tools needed to manage change
are different than the normal
tools managers are familiar with
using.

5. Provide support
Managers and supervisors will need
support when taking on their new
"leader of change" role. Some of the
tasks and responsibilities that come
with being a good coach of employees
through change are difficult. In many
instances, this is a completely new
undertaking for a manager or
supervisor. You need to provide
outlets and opportunities for support
when managers are leading change.
Five tips for: Developing managers
1. Get them on board - managers and
supervisors have to go through their own
change process before supporting their
direct reports
2. Share the role you expect - at both a
high-level and a detailed set of actions
3. Build competencies - appreciate that
"leading change" is a competency that
can and must be developed
4. Provide tools - including individual
change models, tip sheets and
information for fulfilling roles
5. Provide support - help managers and
supervisors succeed at leading change
with peer and expert support

Management Skills

Reporter : Sister M. Cecile Maturan, OSF
Manager needs a
variety of skills to
execute these functions
successfully.
Skills are specific
abilities that result from :
1. knowledge,
2. information
3. practice
4. aptitude

Management is both art and
science. It is the art of making
people more effective than they
would have been without you. The
science is in how you do that.
There are four basic pillars: plan,
organize, direct, and monitor.


Basic Management
Skill #1: Plan



Basic Management
Skill #2: Organize

Basic Management
Skill #3: Direct

Basic Management
Skill #4: Monitor
Management skills
needed to be an
effective manager are
group into 3 categories.

1. Technical Skills is
the ability to perform a
specialized task that
involves a certain
method or process

2. Interpersonal and
Communication Skills
influence the
managers ability to
work well with people
3. Conceptual and Decision Skills
involve the managers ability to
recognize complex and dynamic
issues, to examine the numerous
and conflicting factors that influence
these problems, and to resolve such
situations for the benefit of the
organization and everyone
concerned.
Thank you
and
God bless
you