THE BOOK OF MANAGEMENT
THE TEN ESSENTIAL SKILLS FOR ACHIEVING HIGH PERFORMANCE
SKILL NUMBER 1: MANAGING PEOPLE (pg. 13-77)
3. Managing A Team
- Setting goals and planning
- Planning is concerned with ends (what needs to be done) and means (how those ends are to be achieved)
- Goals refer to the desired outcomes, and provide directions for decisions
- se SMART (Specific, measurable, Aligned, Reachable, and Time-bound)
- Designing work
- Shape the right job to conform to the right people
- Five job dimensions are:
- Skill variety
- Task identity
- Task significance
- Autonomy
- Feedback
- Five ways to enhance the five job dimensions
- Combine tasks – put existing fragmented tasks together to form larger modules of work
- Create natural work units – increase ‘ownership’ and encourage them to view their jobs as important
- Establish client relationships
- Expand jobs vertically – giving responsibilities and closing the gap between ‘doing’ and ‘controlling’
- Improve feedback channels
- High-performing teams
- Successful managers are those who create, work with, and manage successful teams
- Share in the glory and in the blame
- Delegate effectively
- Get things done through other people
- Transfer authority and responsibility
- Four key components of delegation:
- Allocation of duties
- Delegation of authority
- Assignment of responsibility
- Creation of accountability
- Mistakes are often good learning experience
- Motivating others
- Providing challenging work, recognizing outstanding performance, allowing participation in decisions, and showing concerns for personal issues
- Two aspects that make a person perform well is ability and motivation
- Appraising performance
Short notes from:
THE BOOK OF MANAGEMENT
The Ten Essential Skills
For Achieving High Performance
Darling Kindersley Limited
(DKL), Penguin Group (UK)
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