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Management Skills: Embracing our management rights by Aqmal Amira

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Management Skills: Embracing our management rights by Aqmal Amira

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It teach you how to help your managers embrace their right to manage.

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Management Skills: Embracing our management rights

So frequently the managers I work with seem to feel the need to gain permission to undertake probably the most important part of their role - managing their staff's performance. They clearly know there are expectations of them as managers but they don't feel they have somehow earned the right to manage. Here's an example:
"I don't feel managing performance is appropriate for my staff, some of them are more experienced than I am - who am I to say what good performance in their job looks like?"
Employees' rights at work are a well debated and largely well understood concept. Most managers have some understanding of the organisation's legal duties with regard to the care of employees. And rightly so. Many managers, however, spend little time thinking about their rights as managers of people's performance. To understand our management rights is a key management skill. Here are some of the rights I believe managers must have:

MANAGEMENT SKILLS: THE MANAGER'S RIGHTS

* To explain and agree standards of performance for the job

* To expect their staff to consistently meet the agreed standards

* To monitor performance against the standards

* To give focused specific feedback on performance - the positive and less positive aspects

* To identify areas of under performance and to address those areas of under performance with their staff member

* To expect the staff member to take agreed actions to improve areas of under performance.

I'm guessing you can think of more?

Can I bring your attention to the word 'agree' in the above statements? I'm not suggesting here that managers have the right to coerce or bully good performance out of their staff. That would be daft. I am suggesting that managers have the right to explain clearly and directly their expectations of their staff and to have positive assumptions about their staff's willingness to perform to a high standard.
And The Practical Application?
You could:

* Open a conversation with the managers in your business around the issue of the right to manage - what they perceive to be their rights and identifying any barriers to asserting those rights

* Agree what rights the managers your business have and what asserting those rights would look like in practice

* Develop a 'managers rights' charter

* Use the concept of the managers' rights in coaching sessions with managers who appear reluctant to manage. Explore with them any management skills they need to develop in order to claim their management rights

I've introduced the concept of 'management rights' to many managers and many of those managers have told me that understanding this concept has had a profound impact on their confidence. If we don't believe we have the right to do anything, are we ever going to do it consistently and well?

Joan Henshaw is the author and presenter of the video management skills training series ' The 10 Minute Management Toolkit' - the flexible, cost effective and time effective way to help managers learn how to motivate their staff to high performance. Want to know more about how managers can learnthe management skills of motivating their staff to high performance? Find video details and how to watch sample sessions HERE

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Management Skills: Helping your managers embrace their right to manage

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So frequently the managers I work with seem to feel the need to gain permission to undertake probably the most important part of their role - managing their staff's performance. They clearly know there are expectations of them as managers but they don't feel they have somehow earned the right to manage.

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Management Skills: How to Delegate by Aqmal Amira.

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Management Skills: How to Delegate by Aqmal Amira.

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A step-by-step guide to effective delegation.

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Do you need to learn how to delegate? Or to simply polish up your delegation skills? Could you use a step-by-step guide to effective delegation (and a guide that can be read in just 10 minutes!)?

Yes? Then why not take a look at my kindle book (or at least check out the reviews?!)

This book is for managers who want a proven step-by-step guide to delegation - and who only have 10 minutes to read it! Check it out on Amazon US HERE and Amazon UK HERE

There are only 7 steps to effective delegation and in this book I show you how to do each of them. In the book you can learn how to delegate by:

1. Deciding which tasks to delegate using a quick and simple 'elimination exercise'

2. Identifying which employee to delegate to using a '6 Criteria' check list

3. Deciding on the level of delegation (big surprise - managers don't have to delegate all the task)

4. Defining the performance standard for the delegation with one key question

5. Having the delegation discussion - a step by step approach to:

a) Describing the task

b) Selling the delegation - including delegation that is not developmental for the employee!

c) Gaining agreement

d) Agreeing what support is needed

e) Agreeing monitoring methods

6. Use a quick strategy for communicating the delegation - and how to 'walk the talk'

7. Make the delegation 'stick'

When managers delegate they find time to focus on the activities that only they can do - the activities they know will get them great results (if only they had the time to do them!). Managers tell us again and again that they would like to spend more time working at a more 'strategic' level. They also want to spend more time with their customers and their staff. Delegation is a very effective way of finding time for those 'high value' activities. Done well, delegation also improves employee job satisfaction. So...

Is it time for you to learn some new techniques for how to delegate?

Yes? Then for the price of a cup of coffee (and the time it takes to drink it!), you could learn some new techniques for how to delegate TODAY by clicking on the book details at Amazon US HERE and Amazon UK HERE

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Do you need to learn how to delegate? Or to simply polish up your delegation skills? Could you use a step-by-step guide to effective delegation (and a guide that can be read in just 10 minutes!)? Yes? Then why not take a look at my kindle book (or at least check out the reviews?!)

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10 Minute Management toolkit by Aqmal Amira.

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10 Minute Management toolkit by Aqmal Amira.

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Management Skills: What do our staff members really want?

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I guess it's obvious that one of the key management skills is having the ability to understand what our staff want and (when possible!) then giving them what they want. Why? Well simply because when the staff in our business or organisation get what they want and need (what satisfies them) then they are motivated to perform better. So, what could the managers in your business give their staff that will make their working lives more pleasurable and satisfying? Here are the three ideas I'd like to suggest they try

Management Skills #1: Clarity

I think it's true to say I could bore for England on the subject of clarity but, I'm sorry, it's one of those management skills that are absolutely crucial. Why? Because research is still telling us that what our staff want (really, really want) is clarity. So, if staff want more clarity, isn't it a good idea for managers to give them some?

But what, exactly, do our staff members want clarity on? Here are three areas where clarity makes a significant difference to both staff satisfaction and staff performance:

1. Clarity on job expectations - what the manager considers 'good performance' to look like

2. Clarity on why the staff member's performance is important to the business / organisation - in order to answer the question 'why am I doing this?'

3. Clarity on how they are performing - honest performance feedback

(Read more about the management skills of clarity in my blog ' The Secret to Effective Performance Management ')

Management Skills #2: Honest feedback

'A Generation Y Perspective on Performance Reviews' by Kyle Lagunas is one of the best articles I've read recently (read about his article and some of my responses here). In the article Kyle talks about honesty. He says Lose the cream filling, and challenge us to succeed. In the workplace, we appreciate honesty, even if it means getting some tough love. Although we might be surprised when a manager tells us we didn't perform up to par, don't write us off as complete dolts. Let's talk about it, figure out where we went wrong, and come up with a game plan with clear, measurable goals.

One of the management skills that many managers struggle with is giving performance feedback. Often they seem to think it's a management skill that can't be learnt (you can either do it or you can't!). In fact there are some simple techniques that managers can learn that makes giving feedback much, much easier and much, much more effective including;

1. Getting clear that there actually is a performance problem (read more here)

2. Focusing on behaviours not characteristics or personality traits (read more here)

3. Using results and consequences to explain the need for improvement (read more here)

In short, it's far easier for managers to develop the management skills of giving honest feedback if they have access to practical, proven tools and techniques

Management Skills #3: Respect

Is there anyone who doesn't want to feel respected at work? Who doesn't want to feel that their opinions matter - that they are noticed and valued? I do (who'd have guessed?) and I'm pretty sure just about everyone else does too. So how do managers show their staff respect? I think it can be really pretty simple - by encouraging them to share their views, insights and opinions and then by demonstrating a real depth of listening to their responses. Not very complicated management skills at all!
What about you?
What do you think staff members want from their manager? What do you want from your manager? What do you want from your staff? I'd love to know!!

Management Skills: Do the managers in your business need help?

Understanding your staff and how they operate and are motivated, can go a very long ways in determining the success of any business. Simply put, everyone in management should have some gauge on the pulse of their workforce. Whether the person has an MBA or Human Resources Masters, education can only go but so far in being able to understand and communicate with employees

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Management Skills: What do our staff members really want?

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I guess it's obvious that one of the key management skills is having the ability to understand what our staff want and (when possible!) then giving them what they want. Why? Well simply because when the staff in our business or organisation get what they want and need (what satisfies them) then they are motivated to perform better.

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Management Skills: How to Monitor Employee Performance by Aqmal Amira

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Management Skills: How to Monitor Employee Performance by Aqmal Amira

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This book is for managers who want a proven step-by-step guide to monitoring employee performance – and who only have 10 minutes to read it!

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Could you use some help in learning how to monitor employee performance?

You will know that research tells us that clear objectives with effective measures can improve employee performance by over 30%. You probably also know that monitoring employee performance is the most effective way to measure that performance. But do you have the tools and techniques you need to effectively monitor performance and involve your employees in that monitoring?

If you need to learn some new techniques for monitoring employee performance why not check out my kindle book

Learn in Just 10 Minutes... How to Monitor Employee Performance

This book is for managers who want a proven step-by-step guide to monitoring employee performance - and who only have 10 minutes to read it!

Check it out on Amazon US HERE and Amazon UK HERE

There are only 5 steps to effectively monitoring employee performance and in this book I show you how to do each of them. You will learn how to:

Step 1. Get clear on what you are monitoring: a simple, three part exercise to ensure you are monitoring the important elements of your employee's performance

Step 2. Identify easy and effective monitoring methods for:

* The numbers part of the job (the quantifiable)

* The behavioural part of the job

And get answers to the three key questions that stop managers monitoring performance

Step 3. Involve your employee in monitoring their own performance (and find out why this is such a brilliant idea)

Step 4. Design a monitoring plan

Step 5. Monitor the elements of performance that just cannot be planned - the 'opportunistic' approach

Why Monitor Employee Performance?

Because not only does monitoring and measuring performance actually improve that performance, but by monitoring performance you can:

* Gather the information you need to give performance feedback which is accurate, objective and balanced - the type of feedback that employees want more of because they find it constructive and motivational

* Demonstrate to your employees how important you consider their work to be and how much you value their contribution to the business

So, by monitoring performance you can improve employee performance, give feedback on that performance and show the employee how much you value them and their performance

Is it time you learnt some new techniques for monitoring employee performance?

Yes? Then for the price of a cup of coffee (and the time it takes to drink it) you could get started on learning how to monitor employee performance TODAY by clicking for Amazon US HERE and Amazon UK HERE

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Management Skills: How to Monitor Employee Performance

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Could you use some help in learning how to monitor employee performance? You will know that research tells us that clear objectives with effective measures can improve employee performance by over 30%. You probably also know that monitoring employee performance is the most effective way to measure that performance.

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Top 10 Stress Management Skills by Aqmal Amira.

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Top 10 Stress Management Skills by Aqmal Amira.

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Stress Management Technique/skills you should know

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Whats make a good manager by Elizabeth Tracy

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Whats make a good manager by Elizabeth Tracy

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Many people have different opinions on what makes a good manager. This video unlocks the two most powerful skills that makes a good manager. Every other skill is a build up on these fundamental skills without which no manager can be effective. Want to Be a Good manager? Want to be effective in your managerial role? This video will help you

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What Makes A Good Manager? Two Key Attributes Of An Effective Manager | HR Crest

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http://www.hrcrest.com/hr-solutions/tips-and-tutorials/what-makes-a-good-manager-two-key-attributes-of-an-effective-manager/What makes a good manager? Many people have different opinions on what makes a good manager. This video unlocks the two most powerful skills that makes a good manager. Every other skill is a build up on these fundamental skills without which no manager can be effective. Want to Be a Good manager?

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The keys for effective management skills by Elizabeth Tracy

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The keys for effective management skills by Elizabeth Tracy

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Develop your weakest skills by making some progress . Here we have three tips to help you to improve your management skills

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3 Key Skills for Effective Sales Management

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Click here http://www.briantracy.com/BB to receive my FREE REPORT: Brilliant on the Basics! Learn the 7 key result areas that are guaranteed to double your sales and your income! With regard to effective sales managers there are three main key skills needed in todays competitive market.

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Human Resource Management Of KFC. By: Razmina

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Human Resource Management Of KFC. By: Razmina

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Here is an attachment for project report on human research management of KFC.

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It Is A Project Which Describes About The Human Resource Appointing N Managing By Management Of KFC Company

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How to Effectively Manage Your Company’s Profit and Loss. By:Razmina

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How to Effectively Manage Your Company’s Profit and Loss. By:Razmina

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Instead of learning how to become a great manager theoretically, we should apply some knowledge regarding to management like profit and loss management. :D

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Managing financial statements, including profit and loss statements (P&Ls), can help small-business owners move quickly toward their profitability goals. Although preparing a profit and loss statement can be a complex process, it's possible to manage with a little practice and education.

Let's look at what a profit and loss report is, why it's important, and what the benefits are.

What is profit and loss, and why is it absolutely necessary for companies to manage?

Profit and loss is defined as the monetary gain and loss of a business. While many small businesses focus most on net income, determining the profit and loss of your business is a beneficial way to identify red flags before they get out of hand. Although profit is an important indicator of the overall health of your business, you need to ensure you have enough cash flow to keep it running.

What is a profit and loss statement? What does it include, and what benefits does having one provide?

A profit and loss statement is a financial report that measures a company's net income (both operating and non-operating) and expenses (such as income taxes) during a specific accounting period. Also known as an income statement, a P&L is comprised of several different components, including the gross profit, operating profit, non-operating revenue, and expenses.

Profit and loss statements are invaluable to those who are managing the P&L. This responsibility usually falls on either a company's CFO or the small business owners themselves. And by managing profit and loss statements effectively, companies can familiarize themselves with their cash flow, net income, and overall profitability-to then allocate budget and resources more efficiently.

Brand new start-ups can estimate their income for the year by preparing a projected profit and loss statement, otherwise known as a pro forma.

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What is a profit and loss account?

A profit and loss account keeps track of the annual net profit and loss of a business. Gross profit, which refers to the total earnings before any deductions, is calculated in the trading account. The trading profit and loss account shows the outcome of trading activities, which includes the profit earned or loss suffered on the purchase and sale of goods.

What is the difference between a P&L statement and a balance sheet?

Balance sheets and P&L statements are two of the most important financial documents for a business. A balance sheet is a list of long-term assets, liabilities, and equity. A P&L statement is an overview of how a business is performing by showcasing revenue, costs of goods sold, and business expenses.

How to read a profit and loss statement

A simple profit and loss statement is fairly easy to read. Here's a rundown of what each section means.

Revenues
Revenue refers to the money you're bringing in from sales. To be profitable in business, it's important to calculate your break-even point. Any revenue made above this point results in a positive net profit.

Direct costs
Also known as cost of goods sold, direct costs refer to expenses you incur when making your product or delivering your services. In other words, any expense connected to the company's products or services would go under direct costs.

Gross margin
Gross margin is calculated by subtracting direct costs from revenue. A high gross margin is one of the best indicators of strong financial health.

Operating expenses
Operating expenses are any costs you incur to keep your business up and running. This typically includes rent, administrative expenses, marketing, salaries, utilities, and so on.

Operating income
Operating income refers to earnings before interest, taxes, depreciation, and authorization. You can calculate operating income by deducting operating expenses from your gross margin.

Net profit
Net profit, otherwise known as "the bottom line," is the profit after expenses have been deducted from the total revenue.

How to make a profit and loss statement

There are several financial tools and profit and loss templates available to assist small-business owners in preparing an income statement. A profit and loss report is usually included in the basic package of most online accounting systems. But if you aren't quite ready to commit to one of these systems, you can prepare a simple profit and loss statement by creating a table on Microsoft Excel. Still, while it's possible to make a profit and loss statement on your own, it's a good idea to have a CPA look over your statements.

The best financial statement tools

Choosing the right financial software can streamline the P&L management process. But with so many P&L reporting tools out there, which should you choose? Here's a roundup of our favorite accounting tools that also offer profit and loss statements for small businesses:

Quickbooks

Xero

FreshBooks

Wave

GoDaddyBookkeeping

QuickBooks helps business owners make an accurate and professional profit and loss statement. Its P&L reports show total income, subtotals for income or expense accounts, profit margins, categorization of expenses and losses, detailed transaction lists for any entry, customized percentages, and identifications of over- or underspending. Plus, QuickBooks offers easy integrations and affordable monthly fees.

Best customer service: Xero

Xero's solid accounting software comes with easy-to-use financial reporting tools that allow business owners to understand their real-time cash flow. Each package covers the basics, including financial performance reporting-meaning you won't have to worry about paying more for the reports you need. And if you run into a problem, Xero provides customer support and has an abundance of how-to articles and tutorials.

Most user-friendly: Freshbooks

FreshBooks gives business owners a detailed breakdown of profit and loss, so you'll know exactly how profitable you are. Each one of its packages offer financial performance reports, and to better serve its customers, FreshBooks offers complete mobile access for iPad, iPhone, Android devices, and other gadgets.

Most affordable alternative: Wave

Wave has recently integrated P&L statements, balance sheets, and cash flow statements. Its financial reporting gives you the full picture when it comes to the health of your business. However, Wave's number one selling feature is you only have to pay for extra services when you need them, which means the essential system is free with no strings attached.

Most convenient: GoDaddy Bookkeeping

GoDaddy Bookkeeping delivers real-time reports on profit and loss, total expenses, and more. Their platform is convenient even for business owners who don't have accounting experience. Plus, they offer three affordable packages, ranging from $3.99 per month to $11.99 per month.

The bottom line

For any business, strategic P&L management is important to keep earnings positive and minimize expenses. If you're tired of not knowing where your business stands financially, create a simple profit and loss statement or give one of our favorite accounting systems a try.
Do you prefer a different accounting system for tracking profit and loss? Tell us about your favorite system in the comments.
Disclaimer

At Business.org, our research is meant to offer general product and service recommendations. We don't guarantee that our suggestions will work best for each individual or business, so consider your unique needs when choosing products and services.

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How to Best Manage Your Company's Profit and Loss | Business.org

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Managing financial statements, including profit and loss statements (P&Ls), can help small-business owners move quickly toward their profitability goals. Although preparing a profit and loss statement can be a complex process, it's possible to manage with a little practice and education. Let's look at what a profit and loss report is, why it's important, and what the benefits are.

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Marketing management also called marketing in action. :d

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Management is the processes of planning, organizing directing motivating and coordinating and controlling of various activities of a firm. Marketing is the process of satisfying the needs and wants of the consumers. Management of marketing activities is Marketing Management.
Management Guru Philip Kotler defines marketing as "Marketing Management is the analysis, planning, implementation anc control of programmes designed to bring about the desired exchanges with target audiences for the purpose of personal and mutual gain. It relies heavily on adoption and coordination of the product, price, promotion and place for achieving response":
In other words, a business discipline, which is focused on the practical application of marketing techniques and the management of a firm's marketing resources and activities, is Marketing Management.
Marketing Management focuses upon the psychological and physical factors of Marketing. The Marketing managers are responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. While the psychological factors focus upon discovering the needs and wants of the consumer and the changing patterns of buying behavior, habit etc. the physical factors focus upon fulfilling those needs and demands buy better product design, channel of distribution and other functions.
In summary,Marketing in action is marketing Management.

Following is a brief summary of functions of Marketing

Marketing Objectives

Marketing management determines the marketing objectives. The marketing objectives may be short term or long term and need a clear approach. They have to be in coherence with the aims and objectives of the organization.

After objectively determining the marketing Objectives, the important function of the marketing Management is to plan how to achieve those objectives. This includes sales forecast, marketing programmes formulation, marketing strategies.

Organization

A plan once formulated needs implementation. Organizing functions of marketing management involves the collection and coordination of required means to implement a plan and to achieved pre determined objectives. The organization involves structure of marketing organization, duties, responsibilities and powers of various members of the marketing organization.

Coordination

Coordination refers to harmonious adjustment of the activities of the marketing organization. It involves coordination among various activities such as sales forecasting, product planning, product development, transportation, warehousing etc.

Direction in marketing management refers to development of new markets, leadership of employees, motivation, inspiration, guiding and supervision of the employees.

Control refers to the effectiveness with which a marketing plan is implemented. It involves the determination of standards, evaluation of actual performance, adoption of corrective measures.

Employment of right and able employees is very crucial to success of a market plan. The market manager coordinates with the Human Resource Manager of an organization to be able to hire the staff with desired capability.

Analysis and Evaluation

The marketing management involves the analysis and evaluation of the productivity and performs mace of individual employees.

Conclusion

Marketing Management has the responsibility of to perform many functions in the field of marketing such as planning, organizing, directing, motivating, coordinating and controlling. All these function aim to achiven the marketing goals.

Tags: bank-po , Marketing Aptitude

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Meaning & Functions of Marketing Management

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Management is the processes of planning, organizing directing motivating and coordinating and controlling of various activities of a firm. Marketing is the process of satisfying the needs and wants of the consumers. Management of marketing activities is Marketing Management.

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Management skill for new manager, by:elyanti

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Management skill for new manager, by:elyanti

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You will be able to improve on key weakness areas, play to your strengths and get the best results from every member of your team.

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10 key skills today’s leaders need to succeed in 2013, by: elyanti

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10 key skills today’s leaders need to succeed in 2013, by: elyanti

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What sets the most successful managers apart from others?

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The Top Four Areas Restaurants Should Measue for Success. Razmina

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The Top Four Areas Restaurants Should Measue for Success. Razmina

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Learn some key business that should be measur to improve performance and profit margins:

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Management consultant and author Peter Drucker once said, "What is measured improves."Today, forward-thinking restaurant operators are using modern video technology to measure virtually everything from shift readiness to inventory control.

While many restaurant operators have historically viewed video intelligence solely as a tool to catch fraud and theft and to minimize loss, this view misses a huge opportunity to improve the business. Video intelligence can help restaurants assess employee performance, reduce high-risk fraud and theft behavior, and increase profitability. Additionally, modern video technology offers an even bigger opportunity to impact the business by measuring key performance indicators that are critical to the company's formula. When these key metrics are combined with analytics and the underlying visual context, operators gain powerful insights to improve overall performance and profitability.

The following are key business areas restaurant operators should be measuring to improve performance and profit margins:

1. Customer interaction: There are three ways to make more money in business: get more customers, raise prices, or sell more to each customer. Selling more to each customer, cross-selling ("Would you like fries with that") and upselling, ("Would you care to super-size that order?") are easy and critical to measure. Are your employees aware of marketing promotions? Are they making the offer to each customer?

D-Carr Investments manages ten KFC stores in Florida. Bernie Quintero, director of operations at D-Carr, uses video to observe customer interactions and ensure that employees are actively supporting ongoing promotions. "We went from selling 30 mini-cakes a week to 300 using video analytics technology,"Quintero says. "We were $3,000 over quota at every store."Monitoring behavior and using the results to more effectively train employees can maximize the value of every customer interaction.

2. Loss prevention: The U.S. Chamber of Commerce estimates that 75% of employees steal from their employers, and some do so repeatedly. Just by having processes in place and monitoring for theft, businesses can decrease its incidence. Video, when integrated with POS systems, and with the application of advanced business intelligence, can keep honest people honest. Simple exception reporting on high-risk behavior such as no sale ring-ups, cash refunds, and low-dollar transactions, for example, can help an operator spot exceptions and quickly take action to address the issue, whether through training or corrective measures. We've seen restaurants gain double-digit profit improvement by using video intelligence to fight loss prevention.

3. Operational processes: Though managers of restaurant chains may not be able to be at each store every day, they can remotely gain greater insights on their operations to ensure their standards are being consistently met and their processes are being followed. They can identify best-performing stores and those with the most improvement opportunities. They can sit down with their employees, using the video as "game film"to help coach them on desired outcomes. As with identifying opportunities to prevent loss, operators can isolate just the exceptions or information that is important to running their business-on sales conversions, checkout efficiency, store cleanliness, open and close procedures, etc. -to quickly hone in on specific transactions without having to watch hours of video.

Widely thought of as an innovator in the fast casual space, Chipotle is an example of one company using video analytics across its operations. Its profits, among the highest in the industry, are a clear indicator of its success. In addition to decreasing loss to a fraction of the industry average, Chipotle uses video intelligence technology to gain complete transparency into store operations across virtually every department at the company. Managers in HR, legal, facilities, marketing and finance can easily access and search on video from each store, securely logging in from their computers. Information gleaned from video and POS data is used for various projects, from responding to customer incidents to looking for opportunities to increase profitability and efficiency.

4. People counting and service time analysis:"How many people came in today?"The practice of "people counting"is as old as the restaurant business itself. In the past, operators would rely primarily on their point-of-sale system for the count of customers (i.e., we sold 100 hamburgers, so we must have had 100 customers). And ultimately, counting customers this way didn't add much more insight than just tracking sales. Today, with video analytics and POS integration, operators can not only count the number of customers, but also measure how long they spend in line, where they tend to dwell, and whether they abandon lines-and be able to see the video of the actual customer experience behind each of these measures. The insight gained from this analysis can then be used for an almost endless variety of tasks: to create more targeted and effective marketing campaigns, to improve staffing, to understand in-store traffic patterns, etc., across one store, a region, or beyond. "We use video analytics to do audits where we're looking for what we call our pillars of throughput-operational things like being ready for the shift, all hands on deck, all the food prepared. If the video shows us that those elements are in place, we know we're going to bring more customers through the doors, which results in higher sales,"explains Tim Spong, director of safety, security and risk at Chipotle.

When a restaurant brand is simply the aggregate perception that the guests have, having a data-driven understanding of the customer experience can be all-important in the creation of a customer-centric experience.

From our customers' experience, on average, companies can expect about a 10 percent improvement in profitability in as little as a few months from reduced loss as well as better visibility into customer experience, store operations and sales effectiveness, through broad utilization of video-driven business intelligence.

By measuring key indicators in these key business areas, mining the data for insight and then turning that insight and game film into action items, restaurants can get results that give new meaning to the saying "What is measured improves."
Matt Steinfort is responsible for both the strategic direction and the day-to-day operation of Envysion, a leading provider of video intelligence platforms used by leading brands such as Chipotle, Einstein Bros. Bagels, Bohme, Verizon Wireless, Noodles & Company and more, at www.Envysion.com. Prior to Envysion, Matt was at ICG Communications, Level 3 Communications, Bain & Company, and IT consultancy, Cambridge Technology Partners.

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Extraordinary measures: The top four areas restaurants should measure for success

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Management consultant and author Peter Drucker once said, "What is measured improves."Today, forward-thinking restaurant operators are using modern video technology to measure virtually everything from shift readiness to inventory control. While many restaurant operators have historically viewed video intelligence solely as a tool to catch fraud and theft and to minimize loss, this view misses a huge opportunity to improve the business.

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Must-skills need to be learnt by managers.

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Without a doubt, 2014 hasn't been a good year for Malaysia Airlines. First, in March, flight 370 from Kuala Lumpur to Beijing vanished without a trace with 239 passengers and crew onboard-and still has not been recovered. In July, flight 17 was scheduled to fly from Amsterdam to Kuala Lumpur but crashed in a contested area of Ukraine. All passengers and crew were lost. Although you may be counting your blessings that you're not part of Malaysia Airlines' leadership team, the reality is that any organization can and should benefit from the crisis management lessons learned through these tragedies, because you never know when a disaster of this scale may impact your organization.

Technology Matters
Is your firm using the latest technology to support you in the event of a disaster? Unfortunately, the airline industry is often crippled with its reliance on the "black box". If the black box is never recovered or it takes years to recover it as was the case in the Air France flight 447 crash in 2009, valuable time and money is wasted to get to answers. Modern aircraft still rely on radar, while most of our vehicles are equipped with technologically superior communication. If your organization is relying on yesterday's technology, it may not weather a tragedy as well as it could.

Communicate to Stakeholders with the Appropriate Tools
Malaysia Airlines made the foolhardy mistake of notifying families that all aboard were lost-via text message. This type of sensitive message needs to be conveyed with compassion-something texting lacks. The communication tool used is just as important as the message and your firm needs to be sure it's considering both when crafting communication in the event of a disaster. How communications are delivered in a disaster situation has dramatic impact on long-term company reputation.

Don't Be Myopic; Deal with Facts
At the onset of an incident, all causes should be on the table; jumping to conclusions regarding fault can led to costly delays. For example, a focus on terrorist activity as being the cause of flight 370's disappearance may have sidetracked an important investigation into the mechanical systems that could have caused it. Your organization's crisis management actions need to be based on facts.

Decision-Makers
In times of crisis, leadership must be clearly defined. Difficult decisions need to be made and efficient operations need to take place in the face of chaos, so there can be no question regarding the decision-making process and who is in charge. In the case of Malaysia Airlines, international flight crashes impacted several countries with often opposing leadership styles.

Plan for A, B, C
Things can and do go wrong multiple times and when we may least expect them. The more effort you and your organization put into disaster recovery plans, the better you will be equipped to face them. You want to explore as many what-if scenarios as you can imagine when creating disaster recovery plans, so when the event happens all you need to do is follow the plan.

How to Use This Information
It might seem easier to think, "This won't happen to me," but time and time again, as was the case this year with Malaysia Airlines, we see examples where an unthinkable tragedy strikes and shows us it can happen. By learning from the experiences of other organizations, you can build those lessons into your own disaster recovery plans. We'd be happy to help you craft your strategy and disaster recovery tools.

MissionMode's smarter emergency notification system and incident management applications enable organizations to take control of crises, and reduce the time and cost of the response. Contact us today for more information or to schedule a demonstration.

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Crisis Management Lessons Learned: Malaysia Airlines -

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Without a doubt, 2014 hasn't been a good year for Malaysia Airlines. First, in March, flight 370 from Kuala Lumpur to Beijing vanished without a trace with 239 passengers and crew onboard-and still has not been recovered. In July, flight 17 was scheduled to fly from Amsterdam to Kuala Lumpur but crashed in a contested area of Ukraine.

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The Top 5 People Management Skills by May..

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The Top 5 People Management Skills by May..

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People are the number one resource you can have on any project. Learn from our expert at https://www.ProjectManager.com about the people management skills that will help you be a better leader and project manager..

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People are the number one resource you can have on any project. Learn from our expert at https://www.projectmanager.com/?utm_source=youtube.com&utm_medium=social&utm_campaign=TheTop5PeopleManagementSkills about the people management skills that will help you be a better leader and project manager.

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Management Skills: How to Improve Employee Performance by May..

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Management Skills: How to Improve Employee Performance by May..

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Are you a manager? If so, how can you reduce poor employeeperformance? This video discusses four reasons for poor employee..

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Management Skills: How to Improve Employee Performance

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Mintzberg’s 10 Managerial Roles by Aqmal Amira

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Mintzberg’s 10 Managerial Roles by Aqmal Amira

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According to Mintzberg, these roles, or expectations for a manager’s behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action).

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Apr 15th, 2008 by MAW editor

Management expert Professor Henry Mintzberg has argued that a manager's work can be boiled down to ten common roles. According to Mintzberg, these roles, or expectations for a manager's behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action).

This chart summarizes a manager's ten roles:

Seek and acquire work-related information

Scan/read trade press, periodicals, reports; attend seminars and
training; maintain personal contacts

Communicate/transmit information to outsiders

Pass on memos, reports and informational materials; participate in
conferences/meetings and report progress

Perform social and legal duties, act as symbolic leader

Greet visitors, sign legal documents, attend ribbon cutting ceremonies,
host receptions, etc.

Establish and maintain contacts within and outside the organization

Business correspondence, participation in meetings with representatives
of other divisions or organizations.

Identify new ideas and initiate improvement projects

Implement innovations; Plan for the future

Deals with disputes or problems and takes corrective action

Settle conflicts between subordinates; Choose strategic alternatives;
Overcome crisis situations

In the real world, these roles overlap and a manager must learn to balance them in order to manage effectively. While a manager's work can be analyzed by these individual roles, in practice they are intermixed and interdependent. According to Mintzberg: "The manager who only communicates or only conceives never gets anything done, while the manager who only 'does' ends up doing it all alone."

For information on MindEdge's online self-paced "Welcome to Management...Now What?" course, please click here.

Copyright © 2009 MindEdge

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Apr 15th, 2008 by MAW editor Management expert Professor Henry Mintzberg has argued that a manager's work can be boiled down to ten common roles. According to Mintzberg, these roles, or expectations for a manager's behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action).

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Emotional Intelligence- The skills of understanding yourself, and dealing effectively with others. It is a short animation breaking down the concepts of emotional intelligence and how it's an integral part of thinking and decision making.  so enjoy XD

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Henry Mintzberg's Managerial Roles by Melsilver

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Henry Mintzberg's Managerial Roles by Melsilver

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He was able to then classify these roles into three categories, including interpersonal, informational and techinal

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Henry Mintzberg's Managerial Roles

There are many roles a manager has within an organization. Performing these roles is the basis of a manager's job. To be effective at these roles, a manager must be a complete businessperson by understanding the strategic, tactical and operational responsibilities he or she holds. While not always explicitly stated in a manager's job description, at any given moment a manager might have to be a coach, a strategic planner, a liaison, a cheerleader, a conflict manager, a realist, a problem solver, an organizer, an optimist, a trainer and a decision maker. These roles can change from day to day, but one thing is for sure: a manager must understand all of his or her roles and how to perform them effectively. This means that a manager must have a global understanding of all business functions, organizational goals, his or her level of accountability and the appropriate way to serve both internal and external clients of the organization.

Henry Mintzberg spent much of his career researching the managerial roles and behaviors of several chief executive officers, or CEOs. Mintzberg discovered that managers spent most of their time engaging in ten specific roles. He was able to then classify these roles into three categories, including interpersonal, informational and decisional roles. To better understand these roles, let's look at how they are applied by Bernard the Boss as he goes through his daily routine as a manager at a local grocery store.

Interpersonal Roles

The first category of roles described by Mintzberg is called interpersonal roles . These roles involve the behaviors associated with human interaction. In other words, interpersonal roles are those roles that allow a manager to interact with his or her employees for the purpose of achieving organizational goals. There are three roles listed under interpersonal roles, which include figurehead, leader and liaison. Let's look at how these three roles are played out by Bernard.

When Bernard arrives at the store in the morning, he holds a daily meeting for all employees who are working that day. He spends time talking about daily specials and sales goals and motivates his employees for the day by holding a friendly contest between the workers to try to sell as many of the sale items as possible during their shift. He informs his employees that the highest seller will win a $50 gift certificate for the store. As a figurehead, Bernard the Boss has certain social, ceremonial and legal responsibilities that his employees expect him to fulfill. Bernard is seen as a source of inspiration and authority to his employees.

As Bernard goes about his day, he must make sure that he's monitoring the performance of his employees and how well they are doing in their sales. He checks with his employees periodically to make sure they understand the products that are on sale and what key features to point out, as well as to remind them of their goal of winning the contest. Bernard the Boss's role as a leader requires him to direct and manage the performance of his employees. He will spend time communicating performance goals, training and mentoring employees, supporting employee efforts, supplying resources, evaluating employee performance and motivating employees toward a higher level of productivity.

Bernard does not leave all the selling up to his employees, because he likes to maintain contact with his customers to better understand their needs and how he can accommodate them. He stops and chats with several customers throughout the day to get feedback on sale items and to learn about products that his customers would like to see the store put on sale in the future. Acting as a liaison is Bernard the Boss's final interpersonal role. As a liaison, Bernard communicates with internal and external members of the organization. This networking activity is a critical step in reaching organizational goals, especially those concerned with customers.

Informational Roles

The second category of managerial roles is informational roles. The informational roles include those roles in which a manager must generate and share knowledge to successfully achieve organizational goals. There are three roles listed under informational roles, which include monitor, disseminator and spokesperson.

After Bernard is comfortable with his employees' understanding of the sales products and their goals, he heads back to his office to do some research for what he will put on sale next week. Bernard spends time reflecting on the feedback his employees gave and the information his customers shared with him that day, and he also looks at what his competitors are putting on sale at this time. The monitor role that Bernard the Boss must fill involves the task of researching, locating and choosing useful information. As a monitor, Bernard has to stay abreast to current industry standards and changes occurring in both the internal and external business environments. This also includes monitoring the performance of employees and their level of productivity.

Bernard combines all of the information into a proposal for next week's sale advertisement and forwards the information to upper management for approval. He also spends some time previewing this information with his employees so that they can begin to familiarize themselves with the items. As a disseminator, Bernard must take the information he gathered as a monitor and forward it on to the appropriate individuals.

Now that Bernard has approval from upper management, he creates the advertisement for next week's sale items and begins to distribute it to his customers. Acting as a spokesperson on behalf of the organization is Bernard's final informational role. As a spokesperson, Bernard communicates information about the organization to outside parties.

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henry mintzberg's managerial roles - video & lesson transcript | study.com

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Henry Mintzberg's Managerial Roles - Video & Lesson Transcript | Study.com

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There are many roles a manager has within an organization. Performing these roles is the basis of a manager's job. To be effective at these roles, a manager must be a complete businessperson by understanding the strategic, tactical and operational responsibilities he or she holds.

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Technical skills are specialized knowledge and abilities used to perform a specific task.  Technical skills are often associated with jobs in the high-tech industry, such as computer programming, database management and network management.

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DEFINITION of 'Technical Skills'

Technical skills are the knowledge and abilities needed to accomplish mathematical, engineering, scientific or computer-related duties, as well as other specific tasks relating to technology. Those with technical skills are often referred to as technicians, such as audio technicians, electronics technicians or engineering technicians. Technical skills can also refer to the ability of a certain type of stock trader who uses technical analysis to buy and sell stocks.

BREAKING DOWN 'Technical Skills'

Technical skills can refer to the ability to perform tasks that require the use of certain tools, whether tangible or intangible, and technology to complete them. In this regard, the knowledge in a technical skills area is seen as practical in nature as it allows a person to complete a designated task in a real, not theoretical, way. Given the growth of technology within the economy, the need for technical skills is likely to continue to grow.

Career Education or Training

The acquisition of technical skills requires specific education or training, often with a hands-on learning component. Technical skill requirements exist in most career fields, with the highest concentrations being employment in areas involving higher levels of scientific, technological, engineering and mathematical capabilities.

Within the stock market, trader participation in technical analysis requires the use of various technical skills. This includes the ability to determine what data is required and how it needs to be used to produce the required information. Most technical analysis regarding market activities is designed to take historical information and use it to predict future outcomes.

Technical Analysis in Finance

In finance, technical skills include an array of knowledge areas such as computing abilities, quantitative analysis and various stock market forecasting techniques. Technical analysis requires certain mathematical skills, some fairly advanced in nature, to produce charts and model trends to look at historical information to predict future movements. Technical skills in this context would refer to a person who possesses the knowledge and abilities to complete the tasks required to gather the data, produce a data model and perform analysis on the outputs.

For example, to produce a linear regression model for analysis, the analyst must have the skills and knowledge necessary to properly gather the data, perform any necessary calculations and use the data points to create a visual representation of the current and legacy data. Once the linear regression is complete, the analyst needs the skills necessary to extrapolate future activity based on the patterns identified in the model.

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1. The knowledge and abilities needed to accomplish mathematical, engineering, scientific or computer-related duties, as well as other specific tasks. Those with technical skills are often referred to as "technicians" in their chosen field, i.e. audio technicians, electronics technicians, engineering technicians, etc.

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The ability to communicate within an organization depends heavily upon people's interpersonal skills

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Interpersonal Skills

Violet Jones of Intestinal Distress Taco Restaurant has recently hired a brand new assistant manager named Fred Beans. Fred has turned out to be an absolute nightmare supervisor who has no social, communication, or interpersonal skills.

Interpersonal skills are the tools people use to interact and communicate with individuals in an organizational environment. There are seven main areas of interpersonal communication that Fred fails at with his workers, and this has led to his immediate termination after working only one month. The seven areas are:

Let's look at the case of Fred Beans to see what happens when employees do not have the interpersonal skills needed to perform at work.

Verbal Communication

Fred failed miserably in verbal communication with his entire staff. The definition of verbal communication is how and what words are used to communicate with individuals. It is the ability to communicate through words with the correct tone and manner.

Fred's initial week with Intestinal Distress Taco revealed that he was not capable of good verbal communication. He mumbled orders and then screamed when employees did anything wrong. Most employees grew to dread working with Fred because they could not understand his directions. He also was not a good non-verbal communicator as well.

Non-Verbal Communication

Another type of interpersonal skill is non-verbal communication, which consists of facial expressions, body language, and hand gestures. Fred only communicated with negative non-verbal communication, which consisted of frowns and angry stares.

All of the employees prefer Violet's professional demeanor as she speaks clearly and is animated with positive non-verbal communication. She always has a smile on her face and uses her hands to further explain complicated directions. Two-way communication is essential when developing a set of excellent interpersonal skills.

Listening Skills

Fred also has very ineffective listening skills, which has led to a store crisis happening each week. Listening skills are the ability to hear attentively and process information correctly. Fred was not paying attention when one of the employees told him that they were low on taco meat. Later that week, the store ran out of meat and had to close down temporarily until a shipment was delivered.

Violet was furious at Fred's tendency to ignore important pieces of employee communication. She quickly put him on probation. Fred's behavior continued to decline during the month.

Negotiation

Negotiation is the next type of interpersonal skill that is important to effective business communication. This term means having the ability to discuss and reach an agreement in a professional manner.

Violet excels in negotiation as the employees and customers are always complaining or asking for favors. She is good at listening and discussing situations and then coming up with a fair solution.

On the other hand, Fred ignores any request for discussions and rules with an iron fist. This has caused his employees to view him as unfair and undiplomatic, especially when it comes to solving problems.

Problem-Solving

The fifth type of interpersonal skill is problem-solving. This is a very important skill for business people to have as constant problems are a common result within organizations.

The ability to find a solution to a problem after considerable thought is Violet's forte. She has solved numerous issues for the restaurant, including how to increase monthly sales.

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interpersonal skills in the workplace: examples and importance - video & lesson transcript | study.com

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Interpersonal Skills in the Workplace: Examples and Importance - Video & Lesson Transcript | Study.com

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Violet Jones of Intestinal Distress Taco Restaurant has recently hired a brand new assistant manager named Fred Beans. Fred has turned out to be an absolute nightmare supervisor who has no social, communication, or interpersonal skills. Interpersonal skills are the tools people use to interact and communicate with individuals in an organizational environment.

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the chart shows the Charateristic of a good leader

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the criteria of a effective mangers

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skills that is required for a project

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Building Project Management Skills. By Soniah

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Building Project Management Skills. By Soniah

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This video discusses these stages and identifies how leaders can help team members build skills

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Milestone Management Specializes in Project Management Skill Development. We help people through the stages of skill learning using Simulation. This video discusses these stages and identifies how leaders can help team members build skills.

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EffectiveTips for Team Learder. by Soniah

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EffectiveTips for Team Learder. by Soniah

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here is some tips for a team leader to enhance your capability:

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here is some tips

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What Are Conceptual Skills in Management? by May..

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What Are Conceptual Skills in Management? by May..

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From here..you know what is the definition of the skill in management..To make sure that you really can understand the concept, try the Quiz that provide.

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Conceptual Skills: Definition

It's hard to get the big picture when you have such a small screen. This anonymous quote can be stingingly true. Have you ever had a manager reluctant to give up hands-on work? Maybe you've had managers who spend most of their life handling office politics? They are so deeply involved in the interpersonal relationships of the office that it's almost like working in a soap opera. It's important for managers to understand the work of the company and to navigate interpersonal relationships deftly.

Without the big picture, though, managers can efficiently knockout the to-do list only to find out later that the tasks aren't linked to meaningful goals and a coherent strategy. Becoming familiar with conceptual skills puts you on guard against such aimlessness as you move through your career. Managers who have conceptual skills have the ability to think creatively and understand complicated or abstract ideas. But before we dive into conceptual skills, though, let's get an overview of all three required management skills as well as the layers of management.

Managerial Skills

Classical management theory structures organizational management into tiers, like a pyramid. At the base of the pyramid are supervisors, or lower-level managers, working directly with workers to coordinate the daily tasks of the organization. In the middle are, you guessed it, middle managers. They oversee longer-term goals with the supervisors that align with strategic objectives of the organization. Who sets these strategic objectives? That's right; it's the folks at the tip of the pyramid, the top-level managers.

Regardless of the level of management, theorist and psychologist Daniel Katz identified three skills common to every manager. These are conceptual skills, human skills, and technical skills.

Conceptual skills allow a manager to visualize the entire organization and work with ideas and the relationships between abstract concepts.

Human skills, also called human relation skills, require communication and attention to relationships with others.

Technical skills are needed to actually get the work done; they are the techniques, practices, tools, and processes needed by front-line employees in the manager's functional area.

While all managers have these skills, the ratio of each skill to the others varies based on the industry and level of management. Let's say Michelle and Michael are both supervisors for accounting companies. Michelle's team are all remote contractors, while Michael's accounting staff are working nine to five in a specific building.

Both are on the same management tier, but Michael may need more human skills than Michelle to manage interactions among team members. Michelle's team interacts directly with her, but not with each other, so she'll use human skills differently and less often then Michael will. Each job requires the same amount of conceptual skills to ensure their team is meeting organizational objectives. They'll also use equivalent technical skills (generally accepted accounting principles) to ensure the quality of the work.

So, you can see how the mix of managerial skills might differ by industry, but let's take a closer look how conceptual skills change with each successive step up the pyramid.

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what are conceptual skills in management? - definition & examples - video & lesson transcript | study.com

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What Are Conceptual Skills in Management? - Definition & Examples - Video & Lesson Transcript | Study.com

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It's hard to get the big picture when you have such a small screen. This anonymous quote can be stingingly true. Have you ever had a manager reluctant to give up hands-on work? Maybe you've had managers who spend most of their life handling office politics?

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this video show the attitude and essential skill should be practice manager for becoming a effective manager

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Remote Project Management Tips & Tactics

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Ways To Strengthen Your People Management Skills

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Essential Skills And Attitude Of A Manager

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A presentation on essential skills and attitude of a manager to be successful from CommLab India.http://bit.ly/ihL60e

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this video show the

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the videos describe the basic skills of management. which is planning, delegation, communication, problem solving and decision making, time management, and creativity

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Project Management Skills All Project Managers Need

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Caliper Talent Management | Hiring Assessment

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Important Leadership and Interpersonal Skills for Project Managers

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http://www.technofunc.com presents tutorial to understand management skills. What do we mean by management skills and what are the most essential management skills in today's global world. This video is part of "Leadership Basics Series by TechnoFunc".

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Chatham printer honored for sales growth and management skills. BRAVO~ ♪┏(・o･)┛♪┗ ( ･o･) ┓♪

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Susan Kessel and Walter Francis, Chatham Print & Design, Chatham, NJ, received the top award for both sales growth and management skills from CPrint International during its semi-annual board meeting in Richmond, Va. Each six months, CPrint selects the printer who has demonstrated a significant sales growth over the past year, as well as the most significant positive changes in their company over the past six months from among its participants.

According to Tom Crouser, CPrint Chairman, Chatham Print & Design is among an elite group of companies whose growth and profitability are increasing in the face of ever increasing competition. "Chatham Print & Design continues to prosper as it focuses on principles and practices geared to exceptional service to both customers and opportunities for staff," said Crouser. "Chatham Print & Design is achieving success by being the best print provider for its business customers."

CPrint is an organization of independently owned family-based businesses that strive for professionalism and performance among small business that commonly lack highly developed systems and leadership. Companies from throughout North America participate in the program.

Chatham Print & Design is the only printer in New Jersey that qualified for the prestigious CPrint designation. The CPrint designation is available only to printers who demonstrate exceptional quality and service by maintaining standards in operations, training, equipment and software as well as worker benefits and working conditions.

Chatham Print & Design is located at 12 Center St., Chatham, NJ 07928. For more information about the company, call 973-635-1880, email susan@chathamprint.com, or visit the company's website at www.chathamprint.com.

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Chatham printer honored for sales growth and management skills

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Susan Kessel and Walter Francis, Chatham Print & Design, Chatham, NJ, received the top award for both sales growth and management skills from CPrint International during its semi-annual board meeting in Richmond, Va.

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Critical Management Skills by Aqmal Amira

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Critical Management Skills by Aqmal Amira

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All about project management skills.

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Successful project managers are in high demand as organizations strive to deliver successful projects at a faster pace in increasingly complex environments. There are a few critical skills that make project managers successful -
Subject Matter Knowledge

Effective project managers understand the inner workings of their organizations and know enough about their products/services to hold intelligent conversations with (1) customers, (2) stakeholders, (3) suppliers, and (4) functional leaders within the organization.

The best project managers are excellent listeners, and view exchanges with the above groups as learning opportunities.

Project managers that are new to an organization set aside learning time each week to better understand and interact with the four groups noted above. This learning investment is paid back many times over in the form of good decisions, effective meetings, and successful project delivery (and fewer headaches!)

Project Management Tools

Effective project managers understand how, when, and why to deploy project management disciplines at different points in a project. Examples of these tools include developing project charters, planning, scheduling, vendor management, risk assessment, budgeting, change management, and project control.
Interpersonal and Leadership Skills

Successful project managers know how to motivate people who do not work for them, and keep teams working effectively together.

Quite simply, effective project managers tend to be as "likeable" as they are assertive.

Organization

Project managers create structure from chaos by using specific tools such as charters, risk assessments, Gantt charts, decision matrices, and many other tools throughout the project.
Time Management

Steven Covey's quote, "The enemy of the best is the good," applies especially well to project managers. They understand that there are countless good things to be involved in, but there are a vital few best things that must come first each day. Successful project managers are very good at saying, "I'm sorry but I can't support that right now."

Successful project managers also respect their teammates' time. Project managers run efficient meetings, which results in good attendance by all parties over the long run.
Communication

Project managers communicate clearly, concisely, and frequently. They know, for example, when a simple email will suffice, or when a "working document" like a project charter will better serve their purpose.
Political Savvy

There are times when interpersonal skills are not enough to garner the support needed from the organization on one or more project tasks. In these cases, project managers use senior leadership support to get things done. Project managers are very good at scheduling update forums with senior leadership and functional leaders, to ensure that all business functions are making the project a priority.
Comfortable Running a Meeting

As a project manager you will spend a lot of time orchestrating meetings. As a result, you must be comfortable running meetings with wide variety of audiences. Here are three tips for success: (1) stop thinking about how you are coming off in the meeting, and think about the project's success instead, (2) organize ahead - state meeting objectives at the start of the meeting and do your best to keep the meeting on track to achieve those objectives, (3) know when to lean on others for answers - as a project manager you will likely not be the subject matter expert in the room, and no one should expect you to be.

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Successful project managers are in high demand as organizations strive to deliver successful projects at a faster pace in increasingly complex environments. There are a few critical skills that make project managers successful - Subject Matter Knowledge Effective project managers understand the inner workings of their organizations and know enough about their products/services to hold intelligent conversations with (1) customers, (2) stakeholders, (3) suppliers, and (4) functional leaders within the organization.

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Managerial Skills - Three types. By Aqmal Amira

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Managerial Skills - Three types. By Aqmal Amira

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Robert Katz identifies three types of skills that are essential for a successful management process: Technical, Conceptual and Human or Interpersonal Skill.

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Do you have all required managerial skills to manage your own company? What do you think about your management skills? Can you be a real manager with all skills necessary for you and your company?

Business owners are entrepreneurs until they become managers. When they become managers, they will start to feel frustrated because then they will need to deal with a new type of problems, managerial problems.

Management is not a simple task. It needs knowledge and experience. Because of that, there is the existence of hierarchy, organizational structure, and possibilities for each organizational member with adequate knowledge, experience, and skills to move from the bottom to the middle and top level of the managerial pyramid.

I have already written about entrepreneurial skills, and you can read more in ten smart skills all entrepreneurs need now.

Here, I want to talk about the three primary managerial skills as well as their link to the hierarchical structure of the company.

What Are Managerial Skills?

Simply, managerial skills are the knowledge and ability of the individuals in a managerial position to fulfill some specific management activities or tasks. This knowledge and ability can be learned and practiced. However, they also can be acquired through practical implementation of required activities and tasks. Therefore, you can develop each skill through learning and practical experience as a manager.

There are many definitions of skills that talk about talent. Talent is something personal related to an individual and shows a natural gift from nature about something inside that talented person. All persons cannot be artists. Usually, artists are born with the gift of art, but despite their talent, they continue to develop their talent to improve their art skills.

When we talk about managerial skills, we talk about skills of a manager to maintain high efficiency in the way how his or her employees complete their everyday working tasks. Because of that, managers will need skills that will help them to manage people and technology to ensure an effective and efficient realization of their working duties.

Three Types of Managerial Skills

Robert Katz identifies three types of skills that are essential for a successful management process:

Technical skills,

Conceptual skills and

Human or interpersonal management skills.

Technical Skills as One Part of Management Skills

As the name of these skills tells us, they give the manager's knowledge and ability to use different techniques to achieve what they want to achieve. Technical skills are not related only for machines, production tools or other equipment, but also they are skills that will be required to increase sales, design different types of products and services, market the products and services, etc.

For example, let's take an individual who works in the sales department and has highly developed sales skills achieved through education and experience in his department or the same departments in different organizations. Because of these skills that he possesses, this person can be a perfect solution to become a sales manager. This is the best solution because he has excellent technical skills related to the sales department.

On the other hand, the person who becomes sales manager will start to build his next type of required skills. It is because if his task until now was only to work with the customers as a sales representative, now he will need to work with employees in the sales department in addition to the work with customers.

Technical skills are most important for the first-level managers. Whet it comes to the top managers, these skills are not something with high significance level. As we go through a hierarchy from the bottom to higher levels, the technical skills lose their importance.

Conceptual Skills

Conceptual skills present knowledge or ability of a manager for more abstract thinking. That means he can easily see the whole through analysis and diagnosis of different states. In such a way they can predict the future of the business or department as a whole.

Why managers need these skills?

As a first, a company includes more business elements or functions as selling, marketing, finance, production, etc. All these business elements have different goals even completely opposed goals. Think about marketing and production as a business function and their specific goals. You'll see the essential difference. The conceptual skills will help managers to look outside their department's goals. So, they will make decisions that will satisfy overall business goals.

Conceptual skills are vital for top managers, less critical for mid-level managers, and not required for first-level managers. As we go from a bottom of the managerial hierarchy to the top, the importance of these skills will rise.

Human or Interpersonal Managerial Skills

Human or interpersonal management skills present a manager's knowledge and ability to work with people. One of the most critical management tasks is to work with people. Without people, there will not be a need for the existence of management and managers.

These skills will enable managers to become leaders and motivate employees for better accomplishments. Also, they will help them to make more effective use of human potential in the company. Simply, they are the essential skills for managers.

Interpersonal management skills are essential for all hierarchical levels in the company.

Are There More Management Skills

These are the three necessary skills required for successful management as a process. Some authors also mention other skills related to management skills. But, when I think about, they are simply part of these three types of primary skills.

Let's take an example of controlling skills. The controlling can't be a skill, but rather a process, or one of the managerial functions. Managers are controlling their employees through their interpersonal managerial skills that we already described. Other additional skills that I find in theory are decision-making skills. Again, decision making is a process and not the skill. When we have conceptual skills, we will make a better decision. Furthermore, when we have technical skills, we will make a better technical decision. I think that the primary skills all managers will need are skills explained as technical, conceptual, and interpersonal managerial skills.

In the end, I want to note something about managerial skills and business potential energy. Better management skills in your company will produce more considerable business potential energy. So, these three types of skills are in the category of business elements that can increase your business potential energy.

More articles related to management:

If you want to read more articles about management, try following titles:

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Managerial Skills - 3 Types of Management Skills You Will Need

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Do you have all required managerial skills to manage your own company? What do you think about your management skills? Can you be a real manager with all skills necessary for you and your company? Business owners are entrepreneurs until they become managers.

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how to be a better leader to aspiring the surbodinate

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Learn how to manage people and be a better leader

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This picture describes 9 skills of time management

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7 characteristics of a fair manager, by : Hanis

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7 characteristics of a fair manager, by : Hanis

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This article shows us about 7 characteristics of a fair am

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There is no room for ambiguity in people's assessment of you as a manager who treats people with fairness. Treating people with respect and dealing with everyone in a fair and open matter are just two essential requirements for success as a manager.

When the Boss Plays Favorites

If you have ever worked for a manager who plays favorites or, who treats people with different standards of accountability and performance, you understand how destructive this approach is to morale.

In one case, the manager clearly viewed an employee as the "star" of the group, heaping public praise on him and ensuring that he was involved in the most visible and important projects. This star treatment created hard feelings with the other employees and was frequently referenced when discussing what it was like to work for the manager. Instead of attracting talent, the manager struggled to retain people on his team.

In another case, the manager regularly described his commitment to ensuring and requiring accountability for results, yet regularly made excuses and extended project dates for an employee who seemed to have a never-ending soap opera in her personal life. As a result, there was little sense of or commitment to accountability across the team.

In yet another case, a manager made it very clear that those who succeeded on her team were the ones who helped her politically. Instead of focusing on the problems and challenges in the workplace, this manager generated a circus of political gamesmanship all intended to curry favor with her.

Establishing different sets of rules for different employees is the antithesis of fairness and creates ill will, poor morale and less than optimal performance across the team.

What Fairness Looks Like in the Workplace

When you treat your employees fairly they focus on navigating the challenges in front of them.

They feel respected, cared for, and they develop trust in you as a manager. Instead of focusing on gamesmanship or one-upmanship, employees focus on working towards individual and group goals.

When you treat others fairly two things happen. Your employees notice and respect you for it. Your reputation for fair play reinforces their belief in you. Second, the people who you treat fairly will respond in kind. You are teaching through your actions and modeling the behavior of "fairness" in the workplace.

How to Be a Fair Manager

A good manager is one who treats every person she encounters with respect and fairness. Some suggestions for cultivating your reputation for fairness include:

The golden rule. Treat everyone you encounter as you would like to be treated.

No favorites. A manager who is fair does not play favorites. You don't give anyone all the good jobs, or all the bad jobs, just because of how you feel about them. You treat them as the unique individuals they are.

Don't take advantage. When you're being fair, you don't take advantage of others based on your position as the manager. You don't treat someone unfairly just because you can and can get away with it.

Model the rules and behaviors. When you follow the rules and apply them equally to everyone, you are being fair. Make sure you apply them to yourself as well. Your "do" must match your "tell," or people will lose trust in you.

Change the rules. If you sense that the rules are unfair to individuals or groups, cultivate the courage to change the rules. Just be sure that the reason you are changing it really is to increase fairness, not just to justify an outcome that might be better for a favorite. Make sure the new rule is applied equally for all.

Think about how it affects others. As you assign work, for example, think about whether you are doing it fairly, but also consider how other will perceive it. If you have a rule that everyone in the company has to pay $20 per month for the shared coffee in the lunch room, think about the stock clerk for whom that $20 is a major expense and about the accountant who doesn't drink coffee. Who does this rule affect them and is it fair?

Be honest. Be honest with your employees. Tell them why things are done as they are. Tell them why a specific procedure was put in place. Tell them about things you can't tell them, but only if there really is a reason why you can't. When you are honest with them you are treating them equally. You aren't telling them that just because they aren't managers they don't deserve the information. And be honest with yourself too. Look at why you're doing the things you are and in the way you are.

The Bottom Line

Credibility is critical to your success as a manager and nothing destroys credibility faster than the reputation that you play favorites or deal with people on an inconsistent basis. Be deliberate and even-handed about how you assign work, offer praise and share feedback. The benefits of cultivating a reputation as a manager who deals with people in a fair manner are priceless.

Updated by: Art Petty

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The Performance Enhancing Benefits of Being Viewed as a Fair Manager

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There is no room for ambiguity in people's assessment of you as a manager who treats people with fairness. Treating people with respect and dealing with everyone in a fair and open matter are just two essential requirements for success as a manager.

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How amazing! This photo can tell you how to mastering management skill. Its worth reading it. By Aqmal Amira

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How amazing! This photo can tell you how to mastering management skill. Its worth reading it. By Aqmal Amira

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Be Creative. Its Puzzle time~

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Lets back to the Basic :D By Aqmal Amira

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Lets back to the Basic :D By Aqmal Amira

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here is the basic of management skills.

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Introduction

Management is a topic that is as vast as the sky. When it comes to the skills that are required to become a good manager, the list may be endless.

In everyday life, we observe many people considering management as - whatever that needs to be done in order to keep a company afloat - but in reality, it is far more complicated than the common belief.

So let us get down to the most basic skills that need to be acquired, if one is to become a successful manager.

The ABC's of Management

You will understand that management involves managing people and thereby, managing the output garnered in favor of the company. According to Dr. Ken Blanchard, in his famous book "Putting the One minute Manager to Work", the ABC's of management world are as below:

Activators - The type of strategy followed by a manager before his workforce sets on with performance.

Behaviors - How the workforce performs or behaves within the activity or situation as a result of activators or consequences.

Consequences - How the manager handles the workforce after the performance.

Research shows that although we may be inclined to think that an activator's role brings about the most efficient behavior in a workforce, in effect; it is how managers handle the workforce after a particular behavior that influences future behavior or performance up to a great extent.

To quantify, activators' base behavior contribution is calculated to make up for 15 to 25 percent of behavior, while 75-85 percent of the behavior is known to be influenced by consequences.

Therefore, it is crucial that we understand and develop the basic management skills that will help bring out expected outcomes from a workforce.

Problem Solving and Decision Making

This is where most managers either get stamped in to good or bad books. However, the type of decisions you make should not ideally make you a good or bad manager; rather how you make such decisions is what need to be the deciding factor.

You will need to know the basic ethics of problem solving and this should be thoroughly practiced in every occasion, even if the problem concerns you personally.

Unless otherwise, a manager becomes impartial and entirely professional, he/she may find it difficult to build a working relationship with co-workers in an organization.

Planning and Time Management

The last thing you would want your co-workers to think is that you get by your working hours, cuddled up in an office chair, enjoying light music while doing nothing! Planning and Time management is essential for any manager; however, it is even more important for them to realize why these two aspects are important.

Although you may be entitled to certain privileges as a manager, that does not necessarily mean you could slay time as you please.

Assuming responsibility to manage the time is important so that you could become the first to roll the die which will soon become a chain reaction within the organization.

Having said that, when you conduct yourself with efficiency, you will also end up portraying yourself as a role model for co-workers which may add a lot of value as you move along with management duties in the company.

Planning ahead of time for events and activities that you foresee in your radar and taking the necessary initiatives as well as precautions as you move along are undoubtedly, some of the main expectations from managers.

If you could adapt a methodical style at your workplace and adapt effective techniques to carry out your duties with the least hindrance, you will soon build the sacred skills of planning and time management.

Delegation

Having planned everything that lies ahead and having come up with a plan for time management, you may feel that you have got more than you could chew on your plate. This is where delegation should come into play.

Becoming a good manager does not mean carrying out every task by him/herself. Rather, it is about being able to delegate work effectively in order to complete the task on time.

Many managers mishandle delegation either because they do not have enough confidence in their co-workers and subordinates or because they do not master the techniques of delegation.

Therefore, the key for delegation would be to identify the individuals that are capable of carrying out the task, delegating the work with accurate instructions and providing enough moral support. Once the task is complete, you will get an opportunity to evaluate their performance and provide constructive feedback.

Communication Skills

Nothing could be ever accomplished in the world of a manager without him or her being able to accurately, precisely and positively communicate their instructions, suggestions or feedback to others.

Therefore, you should be extremely careful in picking out your words. A 'Can-Do' attitude is something that can be easily portrayed through your words.

When your communication bears a positive note, it will run across your audience almost contagiously.

Managing Yourself & Leading Others

No matter how much charisma you may have in your personality or how good your positive communication skills may be, a manager never fails to be the one to communicate all things whether good or bad.

In your managerial position, you are exposed to both the executive layer and the working layer of an organization which makes you the ham in the sandwich.

Therefore, you may find yourself squashing and thrilling in between when it comes to many decisions.

The number one rule in managing yourself is to realize that you are a professional, who is being paid for the designation that you bear in the company. If you remember this fact, you will always remember never to take any issue personally.

Always draw a line between your managerial persona and your actual persona. It is good to bond with co-workers at a personal level while maintaining a distance in your profession. Therefore, you will also be required to draw a line somewhere.

And most importantly, you will become the sponge that absorbs heat from the higher strata of the company and delivers the minimum heat and pressure to the lower strata. Therefore, you will need to practice a fair share of diplomacy in your role.

Conclusion

Managing people and processes is a style in itself that requires dedication and experience-blended practice. The skills needed are as vast and deep as the ocean.

The basic management skills presented herein is only a doorway for you to get started on the management path that lies ahead.

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Management is a topic that is as vast as the sky. When it comes to the skills that are required to become a good manager, the list may be endless. In everyday life, we observe many people considering management as - whatever that needs to be done in order to keep a company afloat - but in reality, it is far more complicated than the common belief.

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Test your managerial skill! Have fun and be confident :)

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Griffin Fundamentals of Management 3e - Assess Your Management Skills

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Assess your management skills by answering each of the questionnaires below that test how effective you will be as a manager. These assessments will give you immediate insight into how you might approach various management situations and how you can work to improve your management skills in the future.

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Some managers inspiring, motivating and some fail miserably to engage their employees

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Do you think you have skills to be a  M-A-N-A-G-E-R? Check this out!! By Aqmal Amira

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Do you think you have skills to be a  M-A-N-A-G-E-R? Check this out!! By Aqmal Amira

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this article tells your how to be a good manager. have fun reading!

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When you are in the process of writing your manager resume, one of the hard to build sections is the key skills list section for the managerial position your work in and looking for.

Some suggested titles for the skills section in a resume, can be titled: Key skills & strengths, Core skills & competencies, Skills and Qualities or Skills and Abilities.

The skills section in a resume is usually located right after the Work-Experience section (sometimes named Work History, Employment or Professional experience).

In the case of functional resume, this section can be placed even before the Experience section.

This article brings together from the manager resume samples in the site, list of manager skills to put on a resume per position.

You may combine several skills, according to the skills needed in the job application that you seek for and your gained professional skills.
Here, you find those job skills required for success for effective performance and for ... listing in a resume.

Good Manager Skills: List of Skills and Qualities for a Resume
Project Manager Skills: List of Skills and Abilities

Leadership: An experienced team leader

Influencing, leading, and delegating abilities

Ability to initiate/manage cross-functional teams and multi-disciplinary projects.

Critical thinking, decision making and problem solving skills.

Planning and organizing - Organizational abilities

Result oriented: Ability to achieve the target within given time

Excellence Communication skills.

Negotiating skills

Conflict resolution.

Adaptability - Efficient under pressure, always meet deadlines

Sales Manager Skills: List of Skills and Strengths

Sound expertise in sales

Excellent written and verbal communication skills

Good communicator

Strong Presentation skills

Persuasiveness - Know-how to demonstrate, promote and sell

Goal-oriented

Strong networking skills

Negotiating skills

Good Judgment

Decision making

Office Manager Skills: List of Skills and Attributes

Superb organization skills

Good communicator

Multitasking - Can handle many assignments

Ability to prioritize independently

Decision Maker

Project management abilities

Accuracy and punctuality

Willing to stretch extra hours to complete assigned work.

Marketing Manager Skills: List of Skills and Competencies

Excellent communication skills both written and oral.

Leadership abilities

Strategic thinking: Experienced in developing marketing strategies

Decisive: Capable of delivering quick solutions to the marketing troubles.

Strong sales support and project management, leadership and training skills.

Excellent analytical skills: Expert in forwarding thinking & market research

Sound expertise in development processes and product marketing.

Excellence presentation skills

Effective listener

Product Manager Skills: List of Skills and Qualifications

Superb written and oral communication skills

Technical knowledge and Background

Business aptitude skills

Creative, insightful and innovative

Coordination - Team working skills

Ability to influence people and clients

Analytical thinking

Quantitative skills

Effective Presentation skills

Business Development Manager Skills and talents

Strong networking skills

Presentation skills

A "work hard, play hard" approach

Analytical abilities

Team player

Energetic

In-depth knowledge and understanding of ABC technology in relation to market needs.

Outstanding knowledge in the technical/selling [the field]

Excellent research abilities

Great at interpersonal communication - effective coordinator, excellent verbal and written communication skills

Upbeat personality

Account Manager Skills and Qualities

Strong prospecting-account management and closing skills

Win-win attitude and accountability

Sales characteristics such as competitiveness, accountability.

Quickly develop relationships with clients

Easy going and personable with clients

Professionalism

Diplomacy

Tactfulness - to generate positive company image

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Manager Skills: List of Skills, Qualities, Strengths and Competencies

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When you are in the process of writing your manager resume, one of the hard to build sections is the key skills list section for managerial position your work in and looking for. This article brings together from the resume samples in the site, list of manager skills to put on a resume per position.

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Its something about innovative talent!  Let's get to know about it...by Hema

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Its something about innovative talent!  Let's get to know about it...by Hema

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Closing the Skills Gap: Innovative Talent Management Solutions For a Changing Workforce

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In a knowledge-based economy, it is talent that differentiates companies. And the responsibility for attracting and retaining great talent can't be delegated to HR alone. Talent and talent-related issues must be a top priority for senior executives, who can no longer be complacent in recruiting, developing, and retaining high-potential employees and future leaders.

Consultant and author Dr. David DeLong, a research fellow at the MIT AgeLab, has conducted extensive research and developed proven solutions to help organizations address their most critical talent management issues. This includes accelerating knowledge transfer in multigenerational workplaces and identifying the key talent problems that can kill profits.

In this interactive Harvard Business Review webinar, DeLong shares insights from research for his forthcoming book, Closing the Skills Gap: Innovative Talent Management Solutions for a Changing Workforce. DeLong provides ideas to help executives develop the leadership and workforce capabilities to drive future growth and innovation.

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Closing the Skills Gap: Innovative Talent Management Solutions For a Changing Workforce

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In a knowledge-based economy, it is talent that differentiates companies. And the responsibility for attracting and retaining great talent can't be delegated to HR alone. Talent and talent-related issues must be a top priority for senior executives, who can no longer be complacent in recruiting, developing, and retaining high-potential employees and future leaders.

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Managerial Skills: How good managers promote products? by Hema

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Managerial Skills: How good managers promote products? by Hema

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Are you interested to know?  Then, don't forget to watch this video... :)

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Managerial Skill Sets

Much like a professional basketball player needs to know how to dribble and shoot a basketball, or how a home builder understands the process of framing a house, managers also need to have a specific set of skills in order to effectively perform their jobs. Managerial skills are what the manager uses to assist the organization in accomplishing its goals. Specifically, a manager will make use of his or her own abilities, knowledge base, experiences, and perspectives to increase the productivity of those with whom they manage.

The toolbox for what a manager needs in order to perform their job effectively, typically, fall into one of three categories: technical skills, human skills, and conceptual skills. To give you a better understanding of these skills, let's take a look at how each of these skills are applied by Manny the Manager and his employee Kelly the Financial Analyst.

Technical Skills

Technical skills are those skills needed to accomplish a specific task. It is the 'how to' skill set that allows a manager to complete his or her job. These skills are the combination of formal education, training, and on-the-job experience. Most employees expect their managers to have a technical skill set above their own so that, when needed, an employee can come to their manager to find out how to do something specific to their individual job.

For example, let's say that part of Kelly the Financial Analyst's job is to update a balance sheet each week. Kelly is a novice financial analyst and is new to the company, so she's expecting her manager, Manny, to show her how to perform this task initially, so that she can, eventually, do it on her own. Therefore, it is essential for Manny to have the technical skills of how to update a balance sheet so that he may, in turn, share that skill with Kelly. As a low-level manager, technical skills are most important for Manny due to how close his role is to the general workforce - in this case, Kelly.

Human Skills

The next type of skills a manager must have are human skills. These interpersonal skills are what a manager will use to work with his or her employees. Some people are born with good human skills; others must work much harder at it. Human skills are critical for all managers because they work with people. Managers with good human skills understand their role inside the manager/employee relationship and how important things, like trust, cohesion, fairness, empathy, and good will, are to the overall success of the organization. Human skills help the manager to communicate, lead, and motivate an employee to work towards a higher level of productivity.

For example, let's go back to Kelly and Manny. Imagine Kelly's job description was changing to include a greater deal of responsibility but for the same pay. Kelly is upset, and feels overwhelmed by this change. Manny is a manager with good human skills, so he is able to empathize and communicate his understanding of Kelly's frustration with the change to her. Manny quickly works to find ways to motivate Kelly to continue to work at a higher level, despite the additional workload being placed on her.

Conceptual Skills

are the final type of skills a manager must possess inside their toolbox. The level of analytical ability to envision both the parts and its sum directly translates into a manager's conceptual skill set. Essentially, a manager's conceptual skills allow him or her to solve problems in a strategic and calculated fashion. Conceptual skills are becoming increasingly more important in today's chaotic business environment.

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managerial skills: how good managers promote productivity - video & lesson transcript | study.com

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Managerial Skills: How Good Managers Promote Productivity - Video & Lesson Transcript | Study.com

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Much like a professional basketball player needs to know how to dribble and shoot a basketball, or how a home builder understands the process of framing a house, managers also need to have a specific set of skills in order to effectively perform their jobs.

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Be a boss with a good interpersonal.

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Facing a bad boss is tough. Tangling with Tyrants: Managing the Balance of Power at Work by Tony Deblauwe offers field-tested, proven techniques to restore your sanity and job satisfaction no matter what your boss throws at you. It's time to make a change and turns the tables on your boss.

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What You Can Understand About This Photo. By: Razmina

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What You Can Understand About This Photo. By: Razmina

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A single picture could tell a lot.

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Check it out if you got the skills

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MCE CDN | Hosted in the Gambit Nash Cloud

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Management Centre Europe Content Delivery Network

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Let's Learn How to Be A Great Manager! By: Razmina

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Let's Learn How to Be A Great Manager! By: Razmina

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Click once for the tips

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Tony Fernandes-A Great Manager. By: Razmina

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Tony Fernandes-A Great Manager. By: Razmina

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Find out how he managed his company during critical time

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As the terrible tragedy of AirAsia flight QZ8501 continues to fill our screens it's a reminder that any organisation, however well run and tightly regulated, can suffer a disaster.

When such events occur the leadership of the organisation is severely tested and corporate folklore is littered with examples of CEOs and Presidents who have failed (Tony Hayward of BP, for example) and those who have handled the situation well and have been praised for their efforts (think Sir Michael Bishop after the British Midland Kegworth crash in 1989).

As the full horror of the missing aircraft unfolds, much of the media attention has been on AirAsia's boss, Tony Fernandes, the man who bought the then loss making airline when he was just 37 years old in 2001 and quickly turned it around to make it profitable and eventually the largest budget carrier in Asia.

It was almost exactly a year ago that Fernandes was named 'Airline Industry Leader of the Year' for pushing the boundaries of the aviation industry at the 4th annual Aviation 100 Awards.

So how good has his handling of this crisis been so far? When the lives of so many people are touched by such a crisis the pressure on those handling it is greater than ever.

Fernandes didn't try and hide himself away as some leaders do when crises strike. With his financial interests in football - he's chairman of English Premier League football club Queens Park Rangers - and motor racing, Fernandes is a high profile figure and so to disappear when things go wrong would look doubly bad. Turkey magnate Bernard Matthews, for instance, was criticised for happily fronting up his products in advertising campaigns but then going into hiding when bacteria was found at the company's factories and staff were alleged to have treated birds badly.

Just as his friend Richard Branson did following the Cumbria train crash, Fernandes was quickly on the scene, flying immediately to Surabaya where the flight originated, to meet the families of passengers. He'd already used social media by Tweeting a simple, clear message: "my only thoughts are with the passengers and my crew... we must stay strong."

Clearly aware that the media is thirstier than ever for constant updates in these situations, Fernandes has issued over 20 Tweets updating his followers on the progress of the investigation and emphasising that the family and friends of passengers are his principal focus. "My heart bleeds for the relatives of my crew and our passangers [sic]," he said at one point. Does the typo matter? Not at this point, it would seem. Indeed, the Washington Post, praising Fernandes, described it as being "credible and authentic."

Apologies during a crisis are often where leaders go wrong. The classic politician's "I'm so sorry...that I was caught" is now beyond parody but weasel words and niggardly qualifications are all too common in corporate apologies. This is not the case here.

"I apologize profusely for what they are going through," said Fernandes at a press conference. "I am the leader of this company. I take responsibility. That is why I am here. I am not running away from my obligations even though we don't know what's wrong. The passengers were on my aircraft, and I have to take responsibility for that."

This isn't the first time in recent months that Fernandes has had to take action. Few people realise it but the airline could have suffered a severe embarrassment when an article in its inflight magazine appeared to mock Malaysia Airlines less than a month after the airline, a rival of AirAsia, saw one of its planes disappear. Here Fernandes kept his cool. He apologised immediately and ordered the recall of the offending publication.

The story is fast moving and - insignificant though they might be in comparison to the appalling grief of those awaiting further news about their loved ones - Fernandes still faces serious challenges over the coming weeks and months.

However, so far, according to media as geographically varied as The Washington Post and The Straits Times, he's doing well in these awful circumstances.
Please enable JavaScript to view the comments powered by Disqus. comments powered by

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Tony Fernandes: a crisis management analysis

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As the terrible tragedy of AirAsia flight QZ8501 continues to fill our screens it's a reminder that any organisation, however well run and tightly regulated, can suffer a disaster.

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How Good Are Your Management Skills? By: Razmina

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How Good Are Your Management Skills? By: Razmina

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Go and take a read! :D

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In business, we often seem to focus less on good management, and more on the glamorous and exciting work of leadership.

However, managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management.

To be a great manager, you must have an extensive set of skills - from planning and delegation to communication and motivation. Because the skill set is so wide, it's tempting to build skills in the areas of management that you're already comfortable with. But, for your long-term success, it's wise to analyze your skills in all areas of management - and then to challenge yourself to improve in all of these areas.

This quiz helps you to quickly identify your areas of strength and weakness, so that you can capitalize on the former and manage the latter. We then direct you to resources that you can use to develop your skills further.

How Good Are Your Management Skills?

Instructions

For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test.

Your last quiz results are shown.

You last completed this quiz on , at .

20-46

You need to improve your management skills urgently. If you want to be effective in a leadership role, you must learn how to organize and monitor your team's work. Now is the time to start developing these skills to increase your team's success! (Read below to start.)

47-73

You're on your way to becoming a good manager. You're doing some things really well, and these are likely the things you feel comfortable with. Now it's time to work on the skills that you've been avoiding. Focus on the areas where your score is low, and figure out what you can do to make the improvements you need. (Read below to start.)

74-100

You're doing a great job managing your team. Now you should concentrate on improving your skills even further. In what areas did you score a bit low? That's where you can develop improvement goals. Also, think about how you can take advantage of these skills to reach your career goals. (Read below to start.)

Effective management requires a wide range of skills, and each of these skills complements the others. Your goal should be to develop and maintain all of these skills, so that you can help your team accomplish its objectives efficiently and effectively. Read on for ideas and resources that you can use to do this.

A Model of Effective Management

Our quiz is based on eight essential skill areas where managers should focus their efforts. By covering these basics, you'll enjoy more success as a team manager:

Understanding team dynamics and encouraging good relationships.

Selecting and developing the right people.

Delegating effectively.

Motivating people.

Managing discipline and dealing with conflict.

Communicating.

Planning, making decisions, and problem solving.

Avoiding common managerial mistakes.

We'll explore each of these in more detail.

(Questions 5, 15, 17)

(Questions 11, 17)

(Questions 2, 18)

(Questions 13, 19)

(Questions 3, 6, 12)

(Questions 8, 9, 16, 20)

(Questions 4, 10)

(Questions 1, 7, 14)

Key Points

You need to develop and improve your managerial skills on an ongoing basis as your career develops and as you meet new managerial challenges.

Whether you manage a department or a project team, it's important to know how to get the work done right. When you're asked to achieve something with the help of others, it's complex - and you spend much of your time managing relationships instead of doing the actual work. So, you must develop not only your technical skills, but your management skills as well.

Delegating, motivating, communicating, and understanding team dynamics are some of the key skills needed. With those skills, along with patience and a strong sense of balance, you can become a very effective manager.

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In business, we often seem to focus less on good management, and more on the glamorous and exciting work of leadership. However, managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management.