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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages)
View the document(introductory text...)
View the documentEditors
View the documentAn overview of PHC MAP
View the documentAcknowledgements
View the documentIntroduction
View the document100 Tips : The rules of the management game
close this folderManaging your time
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View the document1. Don't work harder, work smarter
View the document2. Spend less time on the phone and more time on your work
View the document3. Protect yourself from unnecessary interruptions
View the document4. Use more ways to control the telephone
View the document5. If you ''don't have time'' to get everything done, try this : Set aside a ''magic hour'' each week
View the document6. Thinking and doing þ strike a balance
View the document7. Find out where your time goes; keep a log
View the document8. Avoid leading time wasters
close this folderRunning effective meetings
View the document(introductory text...)
View the document9. Before you call a meeting, decide if you should have one at all
View the document10. If you must have a meeting, plan how to get the most out of it
View the document11. Guide your team in having more effective discussions
View the document12. Start on time; End on time
View the document13. How to chair a meeting
View the document14. Don't sit on the results of a good meeting; follow up with a plan of action
View the document15. Maximise what you can get out of a ''brainstorming'' session
close this folderPlanning
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View the document16. Plan before you do
View the document17. Set OBJECTIVES that are S M A R T
View the document18. Co-ordinate work and people
View the document19. It is better to risk over-investment in productive planning than to rely on ad-hoc solutions to unpredictable problems
View the document20. Take the time to develop a thorough, documented and detailed plan. It will significantly reduce the risk of failure
View the document21. It is very easy to make on-the-spot decisions, if you have thought out and evaluated all feasible alternatives
close this folderLeadership : Lead, follow, or get out of the way. (Henry Ford, US Industrialist)
View the document22. There is no one best leadership style. You need to adapt your style to fit the needs of each person
View the document23. Share your vision
View the document24. Employees respond to the manager, not the organisation.
View the document25. Lead by example
View the document26. First be effective, then efficient
View the document27. Managers should work for their staff. If they win, you win
View the document28. A bad attitude is infectious
View the document29. Know where you're coming from
View the document30. To be a good leader, be professional
View the document31. Be committed. Take an active role.
View the document32. Leave 'em laughing
close this folderDecision-making I
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View the document33. Separate the managers from the leaders
View the document34. Back up your decision-making with planning
View the document35. Don't let decision-making bring you down
View the document36. Some suggestions on decision-making:
View the document37. Be decisive! Take action. A decisive person will almost always prevail only because almost everyone else is indecisive
View the document38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data
View the document39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it
View the document40. Don't analyse a problem to death. Avoid ''paralysis by analysis''
close this folderDecision-making II
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View the document41. Delegate what someone else can do better
View the document42. As a manager, the important thing is not what happens when you are there, but what happens when you are not there
View the document43. Delegate for innovation
close this folderTeamwork
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View the document44. Always do your job to make the next person's job easier
View the document45. Broaden your interests
View the document46. Two heads are better than one
View the document47. Be an orphaned parent of success. Don't hog the credit
View the document48. Find a level of employee involvement that works best for your organisation
View the document49. Work for success
View the document50. Develop team protocol
close this folderStaffing
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View the document51. Seek out those rare individuals who are truly committed and build around them
View the document52. Put the person you interview at ease
View the document53. Hire team players
View the document54. Make the most critical interview the job interview
View the document55. Don't delay tough personnel decisions
close this folderCommunicating with your staff
View the documentThe most important words
View the document56. To be successful, get out with the workers and pick up information
View the document57. Refuse not to be informed
View the document58. The right hand must know what the left is doing
close this folderListening
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View the document59. Communicate effectively to increase efficiency
View the document60. If you don't give people information, they'll make up something to fill the void
View the document61. Be accessible. Eat lunch!
View the document62. Inform - keep informed - use information
View the document63. Listen to what is not being said
View the document64. Learn to pay attention
View the document65. Learn how to interpret body language
close this folderWriting
View the document66. Learn to write effectively
View the document67. Write clear instructions
close this folderMotivating staff
View the document68. To get the most from your staff, learn what motivates them ''People are the most important resources of an organisation.
View the document69. How to motivate others þ no tricks involved
View the document70. People do better when they are given a chance to achieve
View the document71. Use rewards, not threats
View the document72. Perseverance leads to success
View the document73. Give praise where praise is due
close this folderSupervising
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View the document74. Be flexible in the way you supervise individuals
View the document75. Please your clients
View the document76. Avoid unnecessary steps and actions
close this folderGiving feedback
View the document77. Try coaching
View the document78. Maintain control through management tools
View the document79. Provide feedback to staff
View the document80. Make feedback valuable
View the document81. Don't confuse feedback with evaluation
View the document82. How to ask for feedback
close this folderCriticising performance
View the document83. Don't be afraid to offend; just don't be offensive in your approach
View the document84. Take care of mistakes when they are small; do not allow them to grow, they will get more complicated
View the document85. How to handle anger
View the document86. How to manage conflict
close this folderTraining I
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View the document87. Training isn't always the answer
View the document88. Determine where you are going before training your people to get there
View the document89. Do your staff need training? To find out, ask
View the document90. Get the best training for your organisation
View the document91. Cultivate those who can teach you (Baltasar Gracian, Priest and writer 1601-1658)
View the document92. Continue learning by teaching others
View the document93. Help people work smarter. Schedule ''Knowledge Circles''
close this folderTraining II
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View the document94. Prepare your staff for change
View the document95. Learn from the experiences of others
View the document96. Seek out new opportunities
View the document97. Getting a new idea adopted
View the document98. Practice managing change
close this folderLast thoughts - Some laws of management to remember
View the document99. Continue learning
View the document100. Some laws of management to remember
View the documentReferences
View the documentAcronyms and abbreviations
View the documentPHC MAP MANAGEMENT COMMITTEE

23. Share your vision

[References - 24]

Vision means being able to see what your organisation will look like tomorrow and having a plan to get there. If employees know what your vision is, they will be able to help you attain it, if not, they will be confused, helpless, and possibly alienated. Consider these strategies for sharing your vision:

  • Include employees in the creation of your vision by involving them in strategic planning.


  • Communicate your vision to employees in descriptive detail so that they can vividly see it.


  • Don't tell people what to do, instead tell them what your needs are and let them help you decide how to meet these needs.