Management Skills Development of skills for various roles
Welcome to Manager Skills Development Training
Dile m ma: Is a manager born, or is a manager developed ?
How do they have in common ? <ul><li>Milan is a successful entrepreneur </li></ul><ul><li>Janko is a good manager </l...
Entrepreneur , Ma na g er and Leader are specific roles
Use of Entrepreneurial Skills <ul><li>Story of “Tapos” Situation No .1 </li></ul>
Use of Management Skills <ul><li>Story of “Tapos” Situa tion No .2 </li></ul>
Use of Leadership Skills <ul><li>Story of “Tapos” Situa tion No .3 </li></ul>
Errors in management positioning may cost a lot !
What is a conflict ?
Conflict Management - ta c ti cs <ul><li>Avoidance, suppression, evasion </li></ul><ul><li>Adaptation </li></ul><ul><li>C...
 How Managers Cope with Conflict <ul><li>Create the climate of trust and respect </li></ul><ul><li>Separate people from p...
Causes of Conflicts <ul><li>As long as one party believes that the other party threatens their interests, the conditions ...
Consequences of Conflicts <ul><li>In personal domain </li></ul><ul><li>In organizational domain . </li></ul>
Motivation Skills <ul><li>“ There isn’t a person anywhere that isn’t capable of doing more than he </li></ul><ul><li>thin...
Motivation Skills <ul><li>“ Our competitors’ experts have the same education as our experts. That is the reason why, if we...
Motivation Theories <ul><li>Maslo w’s Theory of Motivation </li></ul><ul><li>Her z be r g ’s Two Factor Motivation Theory ...
Demotivators are the most powerful reasons we do not accomplish success we are predetermined to make
How to deal with demotivators
The road to realization of true, full life starts with knowing yourself
Be Do Have
Technique of knowing your true wishes <ul><li>Asking questions </li></ul><ul><li>What do I want? </li></ul><ul><li>What do...
Well established goals : <ul><li>Motivate us </li></ul><ul><li>Can be accomplished </li></ul><ul><li>Can be measured </li>...
Results are not about intentions – they require action
We may have a clear goal and a good plan, and yet fail. Why?
Success requires taking responsibility – have the attitude that success of all your plans depend on yourself
Presentation Skills <ul><li>To know something is the easier part, </li></ul><ul><li>to say it aloud is </li></ul><ul><li...
Presentation Skills <ul><li>We all wish presenters to talk to us, </li></ul><ul><li>not to give us speeches </li></ul>
Principles of Presentation Skills Development <ul><li>Make a decision to become a good speaker </li></ul><ul><li>Get in...
Presentation Skills <ul><li>Practice, harmony of thoughts, emotions, voice and body are prerequisites of </li></ul><ul><l...
Excellent Image <ul><li>Smart </li></ul><ul><li>Sympathetic </li></ul><ul><li>Well dressed </li></ul><ul><li>Friendly ...
How to a message more effective -tactics <ul><li>Get and keep attention </li></ul><ul><li>Emphasize usefulness for listene...
Your well structured presentation comprises : <ul><li>Introduction ( Tell them what you are </li></ul><ul><li>going to ...
Become a speaker who people like listening to and whose ideas they accept !!!!
Team Building Skills <ul><li>The times of Renaissance man and Superman have long gone </li></ul><ul><li>Efficient teams to...
Relation between a team and a group <ul><li>Every team is a group, every group is not a team </li></ul>
Team work features <ul><li>Team has a clear task, a goal </li></ul><ul><li>Team finds solutions to main problems </li></u...
Team roles and functions <ul><li>Team role </li></ul><ul><li>Contribution to the team is based on personal ability and qua...
Role of Team Leader <ul><li>Builds ( with the other team members ) standard s and principles of work and behaviour </li...
Team work in goals setting <ul><li>Case study: “CINI” Čačak </li></ul><ul><li>Should we start the production of </li></u...
Team work in Development and Implementation of Strategy <ul><li>Case study: Tourist Organisation of Valjevo </li></ul><ul>...
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Nadezda Tosic - Management Skills

Management Skills
Published on: Mar 3, 2016
Published in: Business      Education      
Source: www.slideshare.net


Transcripts - Nadezda Tosic - Management Skills

  • 1. Management Skills Development of skills for various roles
  • 2. Welcome to Manager Skills Development Training
  • 3. Dile m ma: Is a manager born, or is a manager developed ?
  • 4. How do they have in common ? <ul><li>Milan is a successful entrepreneur </li></ul><ul><li>Janko is a good manager </li></ul><ul><li>Marko is a great leader </li></ul>
  • 5. Entrepreneur , Ma na g er and Leader are specific roles
  • 6. Use of Entrepreneurial Skills <ul><li>Story of “Tapos” Situation No .1 </li></ul>
  • 7. Use of Management Skills <ul><li>Story of “Tapos” Situa tion No .2 </li></ul>
  • 8. Use of Leadership Skills <ul><li>Story of “Tapos” Situa tion No .3 </li></ul>
  • 9. Errors in management positioning may cost a lot !
  • 10. What is a conflict ?
  • 11. Conflict Management - ta c ti cs <ul><li>Avoidance, suppression, evasion </li></ul><ul><li>Adaptation </li></ul><ul><li>Competition </li></ul><ul><li>C ompromis e </li></ul><ul><li>C o l labora tion . </li></ul>
  • 12. How Managers Cope with Conflict <ul><li>Create the climate of trust and respect </li></ul><ul><li>Separate people from problems </li></ul><ul><li>Focus on interests, not on options </li></ul><ul><li>Use objective criteria </li></ul><ul><li>Spread information objectively and in time. </li></ul>
  • 13. Causes of Conflicts <ul><li>As long as one party believes that the other party threatens their interests, the conditions are favourable for conflict generation </li></ul>
  • 14. Consequences of Conflicts <ul><li>In personal domain </li></ul><ul><li>In organizational domain . </li></ul>
  • 15. Motivation Skills <ul><li>“ There isn’t a person anywhere that isn’t capable of doing more than he </li></ul><ul><li>thinks he is .” </li></ul><ul><li>Henr y Ford </li></ul>
  • 16. Motivation Skills <ul><li>“ Our competitors’ experts have the same education as our experts. That is the reason why, if we wish to win the advantage of 5% over the competition, we have to encourage our people to ‘grab’ the work ” </li></ul><ul><li>Maucher, President of “Nestle” </li></ul>
  • 17. Motivation Theories <ul><li>Maslo w’s Theory of Motivation </li></ul><ul><li>Her z be r g ’s Two Factor Motivation Theory </li></ul><ul><li>Vr u um ’s M odel of Motivation </li></ul>
  • 18. Demotivators are the most powerful reasons we do not accomplish success we are predetermined to make
  • 19. How to deal with demotivators
  • 20. The road to realization of true, full life starts with knowing yourself
  • 21. Be Do Have
  • 22. Technique of knowing your true wishes <ul><li>Asking questions </li></ul><ul><li>What do I want? </li></ul><ul><li>What do I have to do to get it? </li></ul><ul><li>How would I feel if I had it? </li></ul>
  • 23. Well established goals : <ul><li>Motivate us </li></ul><ul><li>Can be accomplished </li></ul><ul><li>Can be measured </li></ul><ul><li>Are set to meet the deadlines </li></ul><ul><li>Are clearly defined </li></ul>
  • 24. Results are not about intentions – they require action
  • 25. We may have a clear goal and a good plan, and yet fail. Why?
  • 26. Success requires taking responsibility – have the attitude that success of all your plans depend on yourself
  • 27. Presentation Skills <ul><li>To know something is the easier part, </li></ul><ul><li>to say it aloud is </li></ul><ul><li>the more difficult part </li></ul>
  • 28. Presentation Skills <ul><li>We all wish presenters to talk to us, </li></ul><ul><li>not to give us speeches </li></ul>
  • 29. Principles of Presentation Skills Development <ul><li>Make a decision to become a good speaker </li></ul><ul><li>Get inspiration from the experiences of others </li></ul><ul><li>Program m e yourself for success </li></ul><ul><li>Use every opportunity to practise </li></ul>
  • 30. Presentation Skills <ul><li>Practice, harmony of thoughts, emotions, voice and body are prerequisites of </li></ul><ul><li>a good presentation </li></ul>
  • 31. Excellent Image <ul><li>Smart </li></ul><ul><li>Sympathetic </li></ul><ul><li>Well dressed </li></ul><ul><li>Friendly </li></ul><ul><li>Confidential </li></ul><ul><li>Natural </li></ul><ul><li>Decent </li></ul><ul><li>Versatile </li></ul><ul><li>Helpful to others </li></ul><ul><li>Respond quickly </li></ul>
  • 32. How to a message more effective -tactics <ul><li>Get and keep attention </li></ul><ul><li>Emphasize usefulness for listeners </li></ul><ul><li>Ensure your messages are remembered </li></ul>
  • 33. Your well structured presentation comprises : <ul><li>Introduction ( Tell them what you are </li></ul><ul><li>going to talk about ) </li></ul><ul><li>Body ( Tell them what you want to tell them ) </li></ul><ul><li>Ending ( Tell them what you have just told them ) </li></ul>
  • 34. Become a speaker who people like listening to and whose ideas they accept !!!!
  • 35. Team Building Skills <ul><li>The times of Renaissance man and Superman have long gone </li></ul><ul><li>Efficient teams today do not need heroes </li></ul><ul><li>Future lies in systematic thinking and team work </li></ul>
  • 36. Relation between a team and a group <ul><li>Every team is a group, every group is not a team </li></ul>
  • 37. Team work features <ul><li>Team has a clear task, a goal </li></ul><ul><li>Team finds solutions to main problems </li></ul><ul><li>Team gathers ideas of all its members in order to find a quality solution </li></ul><ul><li>Team work is based on respect and trust </li></ul><ul><li>Team work supports clearly defined roles </li></ul>
  • 38. Team roles and functions <ul><li>Team role </li></ul><ul><li>Contribution to the team is based on personal ability and qualities </li></ul><ul><li>Func t ion </li></ul><ul><li>Contribution to the team is based on knowledge and professional experience </li></ul>
  • 39. Role of Team Leader <ul><li>Builds ( with the other team members ) standard s and principles of work and behaviour </li></ul><ul><li>Adapt their own role to current problems </li></ul><ul><li>Encourages members to get involved in finding new solutions </li></ul><ul><li>Creates and improves the climate for team work </li></ul><ul><li>Faces problems </li></ul><ul><li>Encourages and prizes success in task accomplishment . </li></ul>
  • 40. Team work in goals setting <ul><li>Case study: “CINI” Čačak </li></ul><ul><li>Should we start the production of </li></ul><ul><li>solid fuel heaters ? </li></ul>
  • 41. Team work in Development and Implementation of Strategy <ul><li>Case study: Tourist Organisation of Valjevo </li></ul><ul><li>Development Strategy of Divčibar e </li></ul>