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Transcript of Management 101
Monitor and Control
Check Out and Action Plan
Complete the Check Out and Action Plan
Be on time
Don't be a lurker
Have fun but not at other's expense
Vegas - What happens here stays here
Understand the four basic pillars of management; plan, organize, direct, monitor/control.
Identify business goals and how to achieve those goals.
Create a plan for managing your resources, clients, and time.
Organize your time, equipment, schedule, and resources.
Understand how to manage your employees and customer expectations.
Monitor project progress.
Identify opportunities to adjust your plan, reorganize, and redirect.
Apply appropriate communication skills across settings, purposes, and audiences
Planning – Good management starts with planning and it is most often overlooked.
Organizing (Time Management) – How to execute your plan by organizing resources, schedules, your time, and ensuring everything is needed to execute your plan.
Directing – Tell, show, demonstrate, and coach people on what they need to do.
Monitoring – How to keep everything moving and when to step in to adjust your plan.
Establish Goal Related Tasks
Prioritize Goals and Task
Create Assignments and Timelines
Establish Evaluation Methods
Identify Alternative Course of Action
Work Breakdown Structure
Process or activity-oriented – this involves breaking the project into the different activities.
Achievement-oriented – this involves breaking down the overall project objective into achievements.
Function oriented – this involves breaking the project up according to the different parts of the final product.
Work Breakdown Structure Format
1. Break the project down according to the approach you want to take. Try to create no more than 3 or 4 levels. Avoid going into too much detail but ensure that it is comprehensive.
2. If your project is reasonably large or complex, number each element or activity using a hierarchical numbering system as shown above. This allows everyone to be completely clear about which activity or milestone is being referred to in project reports.
3. Assign time and resources to each activity.
Day in the Life Of...
Is the majority of the day spent purposefully?
Are energies focused on goal-oriented tasks or on the most enjoyable or easiest tasks?
Are people and you working at the right level of detail?
Is work being delegated effectively?
Are workloads and expectations in line with one another?
Are the majority of the activities planned or spontaneous?
Identify what isn't getting done.
Understand what is standing in the way of effectiveness.
Assist workforce planning.
Help develop job descriptions.
Identify job enrichment opportunities.
Determine how best to share resources.
1. Identifying available time.
2. Blocking in essential tasks.
3. Blocking in contingency time.
4. Scheduling high-priority tasks.
5. Using “Discretionary Time” for high importance, low urgency projects.
• Remember the Milk
Time/Wokflow Management Apps
Say Yes to the Person, No to the Task
Before Saying No
1. Do I have time to do it?
• How urgent and/or important is it?
2. Am I the right person for the task?
• Is someone else best suited for the job?
3. Does this request fit my goals and objectives?
• Use the Action/Priority Matrix to determine fit.
Say Yes to the Person
• What does this person really need?
• Find areas of flexibility.
• Determine priorities.
• How else can this person's need be met?
• Find a different frame of reference or approach to the problem.
• Look for time and resource alternatives.
• How can I support this person to have the need met?
• Define the larger goal.
• Look for common interests and needs.
Follow My Directions
Draw a large circle
Add a circle on each side of the big circle
Draw a horizontal line and a vertical line through the middle of the large circle
Draw a horizontal oval in the middle of the big circle
Draw a curved line over top of the oval
Draw two long ovals and add dark circles toward the bottom of the long ovals
Draw a large curve line under the horizontal oval
Draw a curved line at each end
Draw a smaller curved line under the large curve line
Draw another curved line in the smaller curved line
Towards the top of the big circle draw what looks like angry eyebrows and connect those down to where the large curve line meets
Don't assume they know what you mean.
Clearly state the end product.
Coach when you want to focus attention on any specific aspect of the employee's performance.
Observe the employee's work and solicit feedback from others.
When performance is successful, take the time to understand why.
Advise the employee ahead of time on issues to be discussed.
Discuss alternative solutions.
Agree on action to be taken.
Schedule follow-up meeting(s) to measure results.
Recognize successes and improvements.
Specific work results (evidence that can be reviewed without the employee being present)
Reports and records, such as attendance, safety, inventory, etc.
Recognition or constructive or critical comments received about the employee's work. Customer and peer feedback.
Lead and Lag
Evaluating – assessing the situation
Planning the feedback – identifying solutions, and planning what to say and why.
Discussing – sitting down to discuss the issue.
Closing – creating your action plan for improvement.
Identifying Solutions and Planning Your Feedback
• Clarity and confidence
• Help and support
• Incentive and motivation
Putting it All Together
Write your feedback.
Actions you want to take