Management Technique PW

8/8/2019 Management Technique PW

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2 ManageMent techniqueW a a 50 b way f mp y ma a m k ? A

y a a ff k f a y b p f? i f f w -pa m - , b a

a ma a m xp M a A m a k W a m.

w b a b m



‘s f ama a m

a f yp f a ; w

aff a ,

f a a w bmm m a

If there’s on ‘how o’manual all manag ould

av on i lv , i ’p obably ‘how o b an ev nB Manag ’. I ’ now unin o v al di ion , wi mo c n upda publi d

i y a (conv ni n ly, in imo C i ma ). Cov ing 50 k y

a p c o manag m n , i nowinclud ig n w c apd aling wi ow o ac i vcon inuou imp ov m n , maka bu in ca , d ligcu om , manag i k,p pa a bu in plan and, aw awai o ca o an up u nin g lobal conomy, ow o

cov om back .Au o Mic a l A m ong

a pl n y o knowl dg o d awupon. hi p ac ical xp i ncinclud mo an a d cad a a

uman ou c di c o andiv y a in g n al manag -

m n . h a l d con ul ancy

a ignm n in p iva ,public and volun a y c o ,and i a Companion o C a d In i u o P onn l and D v lopm n . hb gan a a manag m n ainwi rown (now N lé)and b cam pon ibl o

aining a BAe A o pac .“A bu in may av all

o o p og iv hrpolici ,” ay A m ong, “bui i manag w o av o mak

m wo k on g ound.”Ac i ving ucc i no o

muc a qu ion o going on a

cou . I ’ mo a qu ion o ob ving and ab o bing,inking c i ically abou you

own p o manc and d v l-oping n w kill . Acco ding oA m ong, manag m n can bl a n d. I can al o b di ill d

om xp i nc .

E&T:How do I manage ratherthan simply lead?Michael Armstrong: Manag

av o b l ad . L ad ao n, bu no alway , manag .Manag a conc n d wiac i ving ul by d ploying

all ou c qui d:nam ly p opl , in o ma ion,plan and quipm n .

L ad ip ocu on

and communica ing a vi ion,mo iva ing p opl and gaining

i commi m n and ngag -m n . to mak b u o you am you n d o cla i y ipu po and goal , n u ai m mb wo k w ll og ,build commi m n and l -con id nc and ng n

am’ coll c iv kill andoppo uni i .

E&T:How can I be assertive?MA: A iv n a b nd c ib d a ‘ anding up oyou own ig ’ in uc a way

a you do no viola anop on’ ig ; and xp ingyou n d , wan , opinion ,

ling and b li in di c ,on and app op ia way .

W n you a a iv , you aa dly b ing agg iv .

A iv n i abou ig ingyou own co n .

E&T:How important is it to listen?MA: P opl don’ li nc iv ly b cau y don’

conc n a o y a noin d. Conc n a on

p ak – wo d and bodylanguag . r pond quickly opoin mad and a k qu ion

qu n ly o lucida m aning;comm n on poin madwi ou in up ing lowand mak no o k y poin .

E&T:How do I implementcoaching?MA: t onu i on you o lp

you p opl d v lop i killand l v l o comp nc , o oappoin ain o manag .Coac ing may b in o mal, bui a o b plann d. Coac ingcan only wo k wi willingpa icipa ion o bo l a nand manag .

E&T:How necessary is it for amanager to be creative?MA: C a iv inking iimagina iv inking,p oducing n w id a and wayo looking a ing . edwa dd Bono inv n d p a

‘la al inking’ – a m aa uck and impli id wayl ap in imagina ion a

an con inuou p og ion

E&T:How do you brainstorm?MA: B ain o ming i a u ul

c niqu o l a ing id aand c o - ili ing id a by ag oup o ix o ig p opl .A low o in o ma ion canp oduc a la g numb o id a , including ominnova iv id a , p ovid dno-on l in ibi d aboucoming up wi ugg ion .

E&T:How do you guaranteeeffective communication?MA: t y o p dic impac o w a you a going o w i o

ay on c iv ’ lingand ailo m ag o i

c iv ’ vocabula y, inand valu – and p judic .And u dback. talk ac o

ac w n v po ibl , udi c , impl languag anddon’ p omi a .

E&T:How do I achieve continuous

improvement?MA: Imp ov m n i ba d onbuilding knowl dg o w awo k and do no wo k, and

n applying i app op ia ly.

top manag m n a o p oviddi c ion. t a ing poin :w a a w ying oaccompli ? W a c ang canw mak a will l ad oimp ov m n ; and ow will wknow a a c ang i animp ov m n ?

E&T:How can I present a case?

MA:P n a ion i vi al. s a

wi a cl a id a o w a youwan and b n i .

s ow a you ca iba d on o oug analy i .An icipa coun a gum nand obj c ion . P pa youown c ckli . hav you cov dall k y poin you wan omak and doubl -c ck d co o you p opo al ? Doyou know w o will b a m ing? P pa andou o you ca and any complica d

igu . Mak u you cap ua n ion om a .

E&T:How do you interview effectively?MA: A l c ion in vi w n d

o p ovid you wi an w E

L How well do we work together?L Does everyone contribute?L How effectively is the team led?L How good are we at analysing problems?L How decisive are we?L How good are we at initiating action?L Do we concentrate sufficiently on priorities?L Do we waste time on irrelevancies?L Can people speak their minds?L If there is any conflict, is it openly expressed?

teaM perforManceanalysis checklist

Concentrate on what employees aresaying and ask questions to clarify meaning



74 ManageMent technique

s o u r c e

F o k y qu ion . Can individual conc n d do job

o anda d qui d? Will individual do job and i

o mo iva d? And ow

will y i in o am, andwo k wi m ? t in vi would ak o m o a

conv a ion, plann d, di c dand con oll d o ac i v youaim in im availabl . W a

ad in vi w ac i v d inp viou po ? W a can o

b ing o n w po i ion?P obing qu ion a n c a yin ca o doub .

1 They define to themselves andothers precisely what needs to bedone and continually monitor theirown performance and that of theirteam so that any deviation can becorrected in good time.2 They set demanding but notunattainable timescales and dead-lines to do it, which they meet.3 They are single-minded aboutgetting where they want to go,showing perseverance anddetermination in the face of adversity.4 They demand high performance

from themselves and equally expect high performance fromeveryone else.5 They work hard and well under

best in them.6 They tend to be dissatisfied withthe status quo.7 They are never completely satisfied with their ownperformance and continually question themselves.8 They snap out of set backs andquickly regroup their forces andideas.9 They are enthusiastic about thetask and convey their enthusiasmto others.10 They are decisive in that they are able quickly to sum up

situations, define alternativecourses of action, determine thepreferred course, and convey tothe members of their team what

how to achieve more...

ten things high Achievers do

E&T:How do managers managechange?E&T:C ang , i ’ aid, i only con an p oc o

xi in o gani a ion .

Ac i ving u ainablc ang call o ongcommi m n and vi iona yl ad ip om op.succ ul c ang manag m n

qui an und andingo main yp o c ang –

ow c ang a c individual , p oc o c ang and

ow o build commi m n oc ang .

E&T:How should I manageconflict?MA: Con lic i in vi abl ino gani a ion b cauobj c iv , valu and n d o

g oup and individual don’alway coincid . Di ag m nould com ou in o op n –

only way a i u can bxplo d and con lic olv d.

t p incipal way o olving in -g oup con lic

a p ac ul co- xi nc ,comp omi o p obl m olving.

E&T:How can I manage a crisis?MA: C i i manag m n

i ua ion app n in anyo gani a ion – w anunwan d ak ov bid, collapin o ign xc ang a ,

p oduc ailu , udd n lo o ak y x cu iv , i o lood.C i i manag m n i no aquick- ix olu ion. I n ailid n i ying, udying and

o ca ing c i i i u andd ining p ci ic way o p v n ing o coping wi c i i .

E&T:How do I manage risk?MA: ri k can b pu ly inancial

– inv m n , o gula o y opoli ical o du o n glig nc .You can av oo many gg inon ba k i you al amad o on o wo cu om

w o udd nly go l w .ri k d oy d Ba ing anden on. A all you i k – comm cial poli ical conomic

and way o minimi m.In u again uc i k a amajo cu om b comingin olv n .

E&T:How do I manage stress?MA: today’ p u andc all ng – w du oac i ving p o manc , m ingd adlin o coping wi

xc iv wo kload o amilypon ibili i – cau

inc a d l v l .O gani a ion can d v lopwo k-li balanc polici ,including l xibl wo king

ou . Managing you own i a impo an a ying

o manag in o .

E&T:How do I manage my time effectively?MA: t i ing o do i o

ind ou w i cop oimp oving you u o im ,

a ing wi you job, iobj c iv and a k

involv d, and condly ow ol av you l u ici n im . t b way o analyim i o k p a dia y o wo

o w k .

E&T:How can I delight my customers?MA: A d lig d cu om i on

a i compl ly a i i d wia p oduc o vic om vi wpoin o quali y, valu omon y, liabili y and l v lo cu om vic p ovid d.to d lig cu om you av om o xc d i

xp c a ion und ac o ading . A d lig d cu omwill con inu o pu c a omyou. Loyal cu om buy moand buy mo gula ly.

E&T:How do we make emotionalintelligence matter?MA: emo ional in llig nc iabou managing ou mo ionand o o o . to ucc d,i ’ no noug o av c nicalabili y and a ig IQ – mo ionalin llig nc i an impo aning di n in l ad ip.

fou compon n o

mo ional in llig nc a l -manag m n , l -awa n ,ocial awa n and ocialkill P o ici ncy in managing

In an interview situation,ask yourself whether theinterviewee is capableof doing the job andquestion how they wouldfit into the current team



‘t ’ a

a ab iq – m

mp a a

10 mm m b m b m L Know where you are, where

you are going and how youare going to get thereL Aim to master the presentand pre-empt the futureL Communicate effectively – what’s happening and why?L Make it clear to people

what you expect them to doL Realise each person isdifferentL Let people know how they are getting onL Let people make mistakesL Be prepared to say ‘no’L Don’t worry about beinglikedL Build trust

if you only read this...

What is management?It’s about deciding what to do andgetting it done through people,

your most important resource, andit’s about achieving results andadding value. Managers are there

to achieve results. They have todeal with events and eventualities. They have to manage themselvesas well as other people.

What do managers actually do?It depends on their responsibilities,but chiefly planning, making thingshappen, knowing what’s going on,reacting to new situations andproblems, taking decision, commu-nicating, responding to circum-stances often unforeseen. They provide direction, manage change,oversee marketing, promotion andsales, solve customer problems

and oversee quality assurance.Can management be learned?

The art of management is impor-tant enough to be studied (whatmy book is about). Managers learnfrom experience, but it is an imper-fect instrument. We also needguidance from a good manager,from business schools and fromsources such as this book.

Are certainprocesses

worthstudying?Management issubdivided into

a number of individual processesdesigned to assist the achievementof objectives, for example –planning, organising, motivating andcontrolling. But a contrary

view holds that the work of managers is fragmented, varied andsubjected to continual adjustment. Itis governed to a large extent by events over which managers havelittle control and by interrelation-ships with other people.

How can I become a more effec-tive manager?It’s largely about competence –

and competence is aboutknowledge and skills. Of course, you’ll be judged on results andon a wider competency framework

which will include achievement/ result orientation, businessawareness, communicating ability,and customer focus, developing/ coaching others, flexibility,planning, problem solving andteamwork.

a quick chat with...

MichAel ArMstrong

d i d ul om o andac p onal goal .

E&T:How can I manage (achieve)performance?MA: r lying on o p oplinvolv d ining xp c a ion ,managing and moni o ingp o manc and vi wingp o manc o mally ap iodic in val , a l a onco wic y a ly. B p pa d,wo k o a cl a uc u , c a

ig a mo p andp ovid good dback.

E&T:How do I manageunder-performance?MA: Do poo p o mancoccu ? Lack o kill omo iva ion o ac i v ul ?Poo p o manc can al o

ul om poo l ad ip andom y m va ia ion. I i

impo an o o analy cau o poo p o manc ,

and o ak p o imp ov

kill , c ang b aviou ,p ovid mo uppo , join lyd v lop abili i and, i n c a y, d ign job.

E&T:How should I prepare abusiness plan?MA: A d c n bu in plan i

p cially impo an i you wano a ac inv m n . suc a

plan a o includ inancialp oj c ion and p o i o ca ,bu al o bu in backg ound,p opo al , ma k in o ma ionand p o p c , op a ion and

i k a m n .

E&T:How do I participate ineffective meetings?MA: M ing a ban o bu in li – o n a wa o

im bu unavoidabl , w ilo n ming o p oduc li l in

way o conc d ci ion .t k y i o p pa o oug lyand mak you poin cl a lyand appoin a c ai a cancon ol m ing and g b ou o i .

Ou id wo k i ’ impo an om p opl w o may b lp ul,

o a knowl dg . N wo kingcan l ad o n w con ac , cli n ,allianc , and a d in .I lp o av a cl a und -

anding o w y you wan on wo k: do you wan o

xc ang in o ma ion, o m anallianc o imply gain uppo

o a o coming p oj c ?

E&T:How do I get to grips withoffice politics?MA: O ic poli ic can iou ly

a m c iv n o o gani a ion. t ign includbackbi ing, buck-pa ing, cm ing , ud , pap o mailwa , nid comm n andc i ici m, xc iv and counp oduc iv lobbying, and

o ming o cabal .Mak u a you und -and a o ic poli ician

av a idd n in lu nc on way ing wo k and

way ing a don . I youwan o g on, a d g o poli ical n i ivi y i d i abl

– i you know w a ’ going on

you can know w a p uo x .

E&T:How do you prioritise?MA: P io i i a ion i vi al – oyou will n v d al wi all d mand on you im . Li all

ing you av o do, b ok ndown in o gula du i , p cial

qu and l -g n a dwo k. Cla i y ac i m on li acco ding o i igni icanc ,impo anc o p on

qu ing wo k, u g ncy o a k, cop o

x nding d adlin and imn d d o compl . t n a

im availabl , p io i i andinal c dul o p io i i .

E&T:How do I go abouttroubleshooting?MA: som im ing go

a l on om manag m ncon ul an . Analy p n i ua ion, d v lop

al na iv olu ion o p obl m; a co andb n i and m od o p oc ding and im cal .

t mo impo an a k a planning ag i o d in p obl m, cla i y obj c iv

and m o nc . Oncyou know p obl m, d inw a you wan don and p pa

m o nc o all oconc n d. L

To be continued…

L Michael Armstrong’s books

have sold over half a millioncopies and have been translatedinto 17 languages. ‘How to be aneven better manager (7th edition)’

Office politicians have ahidden influence over

how an office works



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Management Technique PW