STRATEGY AND MANAGEMENT TROUGH PEOPLE Differences between old and new paradigms of management

In the past, leaders used corporate based rules to get results. The word "boss" is archaic, a relic of obsolete management paradigms. Today's best leaders show that sensitivity is the path to building a strong, adaptive organization. Today's success comes through empowering others to perform.

Differences between old and new paradigms of management

Today's leaders and managers must deal with continual, rapid change. Management techniques must track the business environment continuously, to assess change and adapt. Managing new paradigm does not mean controlling it, but rather understanding it, being more sensitive and flexible, and guiding it as much as possible. Technology now makes people significantly more effective by providing tools for communications and collaboration. People can work well together without much face-to-face interaction or discussions.

Differences between old and new paradigms of management The e-mailing provides improved thinking styles, it does not require spontaneous or immediate reaction, and it creates an automatic documentation of the discussion.

The rise of social networks gives everyone the ability to collaborate easily both inside, and outside, the company.
These networks encourage employees to work together, without close supervision. Facebook- and Twitter-style networking and company-sponsored blogs link employees in all geographical locations, developing close communications between the employees.

Differences between old and new paradigms of management

William H. Whyte's 1956 classic, "The Organization Man" defined past generations of management as shifting from individual initiative to organizations and this remains culturally deeply embedded. By contrast, management guru Peter Drucker anticipated the corporation as a human community, which was built on trust and respect for workers. Indeed, now there is widespread recognition that collaborative management is the new paradigm, providing enormously better results.

William H. White

Peter Drucker

Differences between old and new paradigms of management

Top-10 management mistakes that were reasons for the end of the old paradigms:

Lack of important and rapid management information : It is sure that some information in the company is confidential, but depending on the level of the confidentiality you should share what you know - quickly. Everyone needs to know what's happening. Social networks and blogs are typically good ways to share news that may be "officially" announced only weeks and even months later. Top-down decision-making: Don't create hierarchical permission-steps. The empowered people should make decisions about their own work. I think it should be the heart of the new paradigm. Inflexible policies: No one is pleased when it is said, "It's company policy." Search for reasonable solutions to specific needs Remain flexible with employees, suppliers and customers. Failure to collaborate: Collaborate, look for opinions, ideas, and make suggestions. Active programs must encourage every employee.

Dodging blame or to avoid facing the problem. Accepting responsibility for mistakes and failures is part of being in charge. It generates respect. Avoiding face-to-face communication: Know when text, email, or voice mails are not appropriate ways to handle a situation. Face-to-face discussion is always preferable for delicate situations. Resisting change: In today's rapidly changing business environment, it's crucial to be open to change. Be flexible about accepting ideas and trying new ways. Not prioritizing properly: If every task is a priority, there are no priorities. You need to achieve an appropriate balance that allows you to lead employees and provide direction without destroying empowerment. Micromanagement: Organization-driven managers become frustrated and begin to rely on micromanagement to get employees to work harder. Lack of trust is very damaging. Misunderstanding motivation: Know what truly motivates each individual. This may be greater work/life balance, flexible working hours, sense of achievement, responsibility, praise or being part of a team.

Understanding relatedness of business strategies and human strategies

particular manager charactersistics such personality, skills, abilities, values are matched with with particular type of business strategies

power performance appraisal and compensation affects individual behavior of top managers

rest of the workforce have to be managed differently, depending on business

What gets measured gets done!

Some people think formal education is a reliable measure

Others believe more in on-the-job training, and years of experience

Others might argue that personal characteristics hold the key to effective work behavior

What gets measured gets done!

A more complete way is to link individual performance to the goals of the business.

How?

Defined set of competencies for each role in your business, it shows workers the kind of behaviors the organization values, and which it requires to help achieve its objectives.

Defining competencies

Ensure that your people demonstrate sufficient expertise Recruit and select new staff more effectively

Evaluate performance more effectively

Identify skill and competency gaps more efficiently Provide more customized training and professional development Plan sufficiently for succession Make change management processes work more efficiently

Design Principles of a Competency Framework

Group all of the behaviors and skill sets into competencies

Group the statements Ask your team members to read through the behavior statements, and group them into piles. The goal is to have three or four piles at first for instance, manual skills, decisionmaking and judgment skills, and interpersonal skills Create subgroups Break down each of the larger piles into subcategories of related behaviors. Typically, there will be three or four subgroupings for each larger category.
Refine the subgroups For each of the larger categories, define the subgroups even further. Indentify and name the competencies Ask your team to identify a specific competency to represent each of the smaller subgroups of behaviors.

Example
Supervising and leading teams Provide ongoing direction and support to staff Communicate direction to staff Monitor performance of staff Motivate staff Recruiting and staffing Prepare job descriptions and role specifications Identify individuals' training needs Develop salary scales and compensation packages Training and development. Deliver training to junior staff Deliver training to senior staff Identify training needs

Managing projects/programs Prepare detailed operational plans Manage financial and human resources Monitor overall performance against objectives Write reports, project proposals, and amendments

Leading and Managing People

Leaders are the heart of a business

The essence of leadership means inspiring a group to come together for a common goal - Leaders motivate, console and work with people to keep them bonded and eager to move forward Great leaders look outward. They look out at the competition, out at the future, out at alternative routes forward. They must be visionaries, strategic thinkers, activators.

Managers are the brains of a business They establish systems, create rules and operating procedures, and put into place incentive programs and the like Management, however, is about the business, not the people Great managers look inward. They look inside the company, into each individual, into the differences in style, goals, needs and motivation of each person. They have to release each person's unique talents into performance.

10 Common Leadership and Management Mistakes

1. Lack of Feedback 2. Not Making Time for Your Team 3. Being Too "Hands-Off" 4. Being Too Friendly 5. Failing to Define Goals 6. Misunderstanding Motivation 7. Hurrying Recruitment 8. Not "Walking the Walk" 9. Not Delegating 10. Misunderstanding Your Role

"Managers do things right. Leaders do the right things.

Thank you