 | Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages) |
 |  | (introductory text...) |
| | Editors |
| | An overview of PHC MAP |
| | Acknowledgements |
| | Introduction |
| | 100 Tips : The rules of the management game |
|  | Managing your time |
| | (introductory text...) |
| | 1. Don't work harder, work smarter |
| | 2. Spend less time on the phone and more time on your work |
| | 3. Protect yourself from unnecessary interruptions |
| | 4. Use more ways to control the telephone |
| | 5. If you ''don't have time'' to get everything done, try this : Set aside a ''magic hour'' each week |
| | 6. Thinking and doing þ strike a balance |
| | 7. Find out where your time goes; keep a log |
| | 8. Avoid leading time wasters |
| | Running effective meetings |
| | (introductory text...) |
| | 9. Before you call a meeting, decide if you should have one at all |
| | 10. If you must have a meeting, plan how to get the most out of it |
| | 11. Guide your team in having more effective discussions |
| | 12. Start on time; End on time |
| | 13. How to chair a meeting |
| | 14. Don't sit on the results of a good meeting; follow up with a plan of action |
| | 15. Maximise what you can get out of a ''brainstorming'' session |
| | Planning |
| | (introductory text...) |
| | 16. Plan before you do |
| | 17. Set OBJECTIVES that are S M A R T |
| | 18. Co-ordinate work and people |
| | 19. It is better to risk over-investment in productive planning than to rely on ad-hoc solutions to unpredictable problems |
| | 20. Take the time to develop a thorough, documented and detailed plan. It will significantly reduce the risk of failure |
| | 21. It is very easy to make on-the-spot decisions, if you have thought out and evaluated all feasible alternatives |
| | Leadership : Lead, follow, or get out of the way. (Henry Ford, US Industrialist) |
| | 22. There is no one best leadership style. You need to adapt your style to fit the needs of each person |
| | 23. Share your vision |
| | 24. Employees respond to the manager, not the organisation. |
| | 25. Lead by example |
| | 26. First be effective, then efficient |
| | 27. Managers should work for their staff. If they win, you win |
| | 28. A bad attitude is infectious |
| | 29. Know where you're coming from |
| | 30. To be a good leader, be professional |
| | 31. Be committed. Take an active role. |
| | 32. Leave 'em laughing |
| | Decision-making I |
| | (introductory text...) |
| | 33. Separate the managers from the leaders |
| | 34. Back up your decision-making with planning |
| | 35. Don't let decision-making bring you down |
| | 36. Some suggestions on decision-making: |
| | 37. Be decisive! Take action. A decisive person will almost always prevail only because almost everyone else is indecisive |
| | 38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data |
| | 39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it |
| | 40. Don't analyse a problem to death. Avoid ''paralysis by analysis'' |
| | Decision-making II |
| | (introductory text...) |
| | 41. Delegate what someone else can do better |
| | 42. As a manager, the important thing is not what happens when you are there, but what happens when you are not there |
| | 43. Delegate for innovation |
| | Teamwork |
| | (introductory text...) |
| | 44. Always do your job to make the next person's job easier |
| | 45. Broaden your interests |
| | 46. Two heads are better than one |
| | 47. Be an orphaned parent of success. Don't hog the credit |
| | 48. Find a level of employee involvement that works best for your organisation |
| | 49. Work for success |
| | 50. Develop team protocol |
| | Staffing |
| | (introductory text...) |
| | 51. Seek out those rare individuals who are truly committed and build around them |
| | 52. Put the person you interview at ease |
| | 53. Hire team players |
| | 54. Make the most critical interview the job interview |
| | 55. Don't delay tough personnel decisions |
| | Communicating with your staff |
| | The most important words |
| | 56. To be successful, get out with the workers and pick up information |
| | 57. Refuse not to be informed |
| | 58. The right hand must know what the left is doing |
| | Listening |
| | (introductory text...) |
| | 59. Communicate effectively to increase efficiency |
| | 60. If you don't give people information, they'll make up something to fill the void |
| | 61. Be accessible. Eat lunch! |
| | 62. Inform - keep informed - use information |
| | 63. Listen to what is not being said |
| | 64. Learn to pay attention |
| | 65. Learn how to interpret body language |
| | Writing |
| | 66. Learn to write effectively |
| | 67. Write clear instructions |
| | Motivating staff |
| | 68. To get the most from your staff, learn what motivates them ''People are the most important resources of an organisation. |
| | 69. How to motivate others þ no tricks involved |
| | 70. People do better when they are given a chance to achieve |
| | 71. Use rewards, not threats |
| | 72. Perseverance leads to success |
| | 73. Give praise where praise is due |
| | Supervising |
| | (introductory text...) |
| | 74. Be flexible in the way you supervise individuals |
| | 75. Please your clients |
| | 76. Avoid unnecessary steps and actions |
| | Giving feedback |
| | 77. Try coaching |
| | 78. Maintain control through management tools |
| | 79. Provide feedback to staff |
| | 80. Make feedback valuable |
| | 81. Don't confuse feedback with evaluation |
| | 82. How to ask for feedback |
| | Criticising performance |
| | 83. Don't be afraid to offend; just don't be offensive in your approach |
| | 84. Take care of mistakes when they are small; do not allow them to grow, they will get more complicated |
| | 85. How to handle anger |
| | 86. How to manage conflict |
| | Training I |
| | (introductory text...) |
| | 87. Training isn't always the answer |
| | 88. Determine where you are going before training your people to get there |
| | 89. Do your staff need training? To find out, ask |
| | 90. Get the best training for your organisation |
| | 91. Cultivate those who can teach you (Baltasar Gracian, Priest and writer 1601-1658) |
| | 92. Continue learning by teaching others |
| | 93. Help people work smarter. Schedule ''Knowledge Circles'' |
| | Training II |
| | (introductory text...) |
| | 94. Prepare your staff for change |
| | 95. Learn from the experiences of others |
| | 96. Seek out new opportunities |
| | 97. Getting a new idea adopted |
| | 98. Practice managing change |
| | Last thoughts - Some laws of management to remember |
| | 99. Continue learning |
| | 100. Some laws of management to remember |
| | References |
| | Acronyms and abbreviations |
| | PHC MAP MANAGEMENT COMMITTEE |
22. There is no one best leadership style. You need to adapt your style to fit the needs of each person
[References - 23]
Leadership style is how a manager behaves when trying to influence
the behaviour of someone else. The appropriate style will vary for each person,
but will be a combination of directive and supportive
behaviours.
- Directive behaviour: this involves telling people what to do, how to do it, where and when to do it, and then supervising their performance closely.
- Supportive behaviour: involves listening to people, providing support and encouragement for their efforts, and then facilitating their involvement in problem-solving and decision-making
Depending on the level of competence and commitment of your
staff, one of four leadership styles will be appropriate:
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S1 DIRECTING |
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S2 COACHING |
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S3 SUPPORTING |
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S4, DELEGATING |
Your style may need to change for different tasks that an individual undertakes. For example, one staff member may need S1 DIRECTING while she learns how to prepare administrative reports, but she may just need S4 SUPPORTING in dealing with her subordinates.
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