Professional Documents
Culture Documents
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Management for Engineers Barhan Özce
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Management of subordinates
As a manager, while you are trying to increase
your efficiency, you shall guide / direct / coach
your subordinates to increase their efficiency.
> We shall teach our subordinates to be “time sensitive”.
> We shall ensure the time forecast (milestones,
deadlines) of our subordinates is realistic and accurate
enough.
> Our subordinates should learn to be proactive (foresee
and prevent the problem vs. solving the problem)
> We shall demand our subordinates to work based on
company’s priorities.
> Finally we shall respect “time management” of our
subordinates.
As a manager, you have to set the example;
* you have to be the “role model”.
Management for Engineers Barhan Özce
2
Management of subordinates
3 Major Mistakes: Solution:
- Unclear instructions - Cristal clear statement
about
- Expected outcome and
- Completion
- Waiting subordinates - Do respect the time of
subordinates
- Interrupting subordinates - Do not interrupt often
while they are working
(scheduled meetings)
- Do not interrupt their
meetings
- Ensure your secretary to
behave accordingly
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Management for Engineers Barhan Özce
3
“The rules of the game”
We shall capitalize on our knowledge,
experience and capabilities
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Management for Engineers Barhan Özce
4
“The rules of the game”
We shall listen and reflect on a message given
by an experienced person.
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Management for Engineers Barhan Özce
5
“Recommendations to professionals”
In case of mistake by one of your subordinates,
> Do provide him with a net feedback A.S.A.P. without
presence of anybody else.
> Do express your expectations crystal clear with
adequate words.
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Management for Engineers Barhan Özce
6
Meeting management
> Prepare in advance
> Define the purpose
> Prepare an agenda
> Determine who should attend
> Provide advance notice, including how attendees should prepare
> If necessary, get input on agenda from attendees
> Set a time limit
> Issue invitations selectively
> Prepare the meeting room
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Management for Engineers Barhan Özce
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Meeting management
> During the meeting
> Start on time
> Outlaw cell phones and laptops
> Establish ground rules
> Keep a record (MoM)
> State the purpose and review the agenda
> Dispense with every agenda item
> Use flip charts
> Encourage participation
> Stick to the purpose
> Conclude with a meeting evaluation
Minutes should be BRIEF!
> After the meeting > Attendees
> Issue the minutes > Topics discussed
> End with a call to action > Decisions made
> Follow-up > Action items (what, who, when)
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Management for Engineers Barhan Özce
8
Firing and laying off
Firing for integrity violations
> Stealing, lying, cheating, or any other
form of ethical or legal breach
> Don’t hesitate, do it immediately and
> Make sure that organization knows
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Management for Engineers Barhan Özce
9
Firing and laying off
Best way does not exist.
Alternative policies for layoffs:
> First-in , first-out
> Rank-and-yank
> Last-in, first-out
> Lose a unit
> Same percentage headcount slash across-the-board
> X% across-the-board pay cut (only by renewal of contract)
> Unpaid leaves for a period, etc.
Tough Call –nobody will thank you
for your choice
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Management for Engineers Barhan Özce
10
Firing and laying off
Do’s and Don’ts
> Be honest –use candor
> Do not move too fast
> Do not take it too long
> Do not surprise
> Minimize humiliation
> Remember, outside they will represent your company
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Management for Engineers Barhan Özce
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How to resign?
Do’s and Don’ts
> Be objective and have a rational behind
> Do find a job before telling anybody
> Be honest and firm
> Timely inform your manager –not too early, not too late
> Do not threaten the organization
> Transfer your job to the person who will replace you
> Do not bad-mouth
> Don’t forget: The “finish” is, at least, as much important
as the “start”
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Management for Engineers Barhan Özce
12
Power and bases of power
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Management for Engineers Organizational Behavior, Robbins/Judge Barhan Özce
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Management of managers
YOUR
POWER
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Management for Engineers Barhan Özce
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