BASIC MANAGERIAL SKILLS

ROLE OF THE FRONT LINE MANAGER

BY: PRADEEP SHARMA

5/26/2019
 THE FRONT LINE MANAGER

SENIOR MANAGEMENT

FRONT LINE
MANAGER

WORKMEN
THE FRONT-LINE MANAGER - his tasks

• DEALING WITH PEOPLE

• DEVELOPING ABILITIES
• BUILDING TEAMS
• ACHIEVING RESULTS
 MOVING INTO A MANAGERIAL ROLE
INVOLVES MAKING CHANGES FROM THE
WAY YOU PREVIOUSLY PERFORMED
FROM
 ‘ Doing’ the job
 Using ‘technical’ skills
 Using well developed skills
 Being delegated tasks
 Controlling the output
 Having knowledge
TO
An uncertain ‘managerial’ role
Placing emphasis on people
Having to learn new ones
Having to delegate to others
Being evaluated on others’
output
Managing others - often with
more knowledge
 AS ONE MOVES UP THE LADDER

THE FOCUS CHANGES

SENIOR
PLAN CONTROL
MANAGEMENT

DOING
OPERATOR

• As an Operator you are an Expert at your job

• In a Managerial Role you often lose the expertise &
spend most of your time in Planning and Controlling
• The higher you climb the less of an expert you are
 THE MANAGERIAL FUNCTIONS

• CONTROL
• PLANNING
• DECIDE
• ORGANISING • COMMUNICATE
• STAFFING • MOTIVATE

• DIRECTING • DELEGATE
• DEVELOP
• COORDINATING
• COUNSEL
• REPORTING
• MANAGE CHANGE
• BUDGETING
• MANAGE CONFLICT
• COPE WITH STRESS
 THE MANAGER : his role

LEADER ADMINISTRATOR COORDINATOR

PROBLEM MANAGER SPECIALIST

SOLVER

TRAINER
MOTIVATOR COMMUNICATOR
 THE MANAGER : MY AKA !

Make me feel Accept or

Grant Loan or
fine or miserable
Refuse Reject me

Develop or
Recommend MY
Promotion MANAGER Finish me
or Demotion

Make me
Reward or Grant Leave or
Richer or
Punish Refuse it Poorer
 THE MANAGER : his role

Subordinates Superiors Associates Work

- Set good example - Accept full - Cooperate with other -Know your work

- Listen to ideas, complaints responsibility for work Managers -Plan your work

- Develop a feeling of - Inform progress - Coordinate work with -Anticipate

belonging to a team - Understand other sections problems

- Give feedback on expectations - Understand problems -Equipment

performance - Represent your of peers health

- Share goals employees - Accept suggestions & -Availability of

- Encourage them to take - Lighten his load criticisms of peers materials

responsibility - Report critical - Inform on data that -Distribute work

-Train them incidences affects them -Use PDCA

- Consult them - Extend help -Train

- Appreciate creditable -Handle problem

work cases

- Be just -Develop new

- Counsel ways
LEADER

EXERCISES SELF - DISCIPLINE IN

TERMS OF :
• Attendance & Punctuality
• Availability at Work Place
• Not absenting without information
• Using PPEs himself
• Keeps his own workplace clean
ADMINISTRATOR

• Grants/Refuses Leave of his people

• Grants/Refuses OT
• Initiates Disciplinary Action
• Ensures data logging by people
• Ensures availability of people at workplace
• Ensures use of PPEs by his people
• Ensures housekeeping in his area
• Maintains records
COORDINATOR

• For all activities to meet objectives

- Ensures availability of all resources

to meet area objectives
SPECIALIST

• Ensures application of Processes

• Ensures Quality
• Thinks in terms of Improvements -
efficiencies, costs, utilisation...
• Adherence to ISO
• Ensures Safety
TRAINER

• Identifies Skills / Competency needs

for the job
• Identifies Training Needs for his
people
• Organises training
• Guides, Coaches
COMMUNICATOR

• Shares Objectives
• Ensures understanding of objectives
• Sends reports
• Reads reports
• Shares Successes & Failures
• Gives feedback, receives feedback
• Listens
 PLANNING

PUTTING THE FUTURE TO THE PRESENT

A PLAN HAS 3 MAJOR STEPS

• OBJECTIVES – goals, targets, outcomes, results

that one desires to accomplish

• IMPLEMENTATION – how are people & resources to be

combined, over what period of time

• EVALUATION - how is the progress going to be

monitored so that course corrections
are possible
MOTIVATOR

• Encourages achievements
• Gives positive strokes
• Builds enthusiasm
• Involves people
• Extends help
• Recognises good contributions
• Shares successes and blames both
PROBLEM SOLVER

• Addresses day-to-day problems

- Technical
- Human
- External
 PLANNING

PUTTING THE FUTURE TO THE PRESENT

SOME PEOPLE ARE REACTIVE – THEY DO NOT PLAN.

THEY ARE CONTENT WITH MEETING THE SITUATION
WHEN IT COMES
AS A MANAGER WE NEED TO MAKE AN ATTEMPT TO
CONTROL THE FUTURE. WE NEED TO BE PRO-ACTIVE.
WE NEED TO THINK AHEAD & CONSIDER :
• HOW YOU WANT THINGS TO TURN OUT
• HOW WOULD THEY TURN OUT IF YOU DO NOT TAKE
ANY ACTION
• WHAT YOU NEED TO DO TO MAKE THE FUTURE AS
YOU WOULD WANT IT TO TURN OUT
 ORGANISING

MAKING THE BEST USE OF RESOURCES

HOW DO WE ORGANISE :

TECHNOLOGY
EQUIPMENT
PRODUCTS
MONEY PROCESSES
RAW MATERIALS OUTPUT
PEOPLE

IN A MIX THAT WOULD GIVE US BEST RESULTS

 MANAGING CONFLICT

PEOPLE DON’T ALWAYS SEE EYE TO EYE

CONFLICT IS A NORMAL BY-PRODUCT OF PEOPLE TRYING

TO WORK TOGETHER. SINCE SOME PEOPLE DIFFER WITH
EACH OTHER, CONFLICTS ARISE.

AS MANAGERS IT IS GOOD IF WE ARE ABLE TO :

• LIMIT THE NO. OF CONFLICTS
• RESOLVE WITHIN AN ACCEPTABLE TIME PERIOD
• LOOK FOR THE ROOT CAUSE
• PREVENT IT FROM DOING IRREPARABLE HARM
• USE THE CONFLICT AS A NEW LEARNING
 MANAGING CHANGE

CHANGE – the ONLY unchanging factor in

a changing society

AS A MANAGER ONE HAS TO MANAGE CHANGE –

• CHANGES IN TECHNOLOGY
• CHANGES IN SKILL REQUIREMENTS
• CHANGES IN PROCESSES
• CHANGES IN ENVIRONMENT
• CHANGES IN POLICY
• CHANGES IN ORGANISATION STRUCTURE / MANNING
• CHANGES IN CUSTOMER DEMANDS…
 DELEGATING

SHARING THE TASKS : Do “I” need to do this ?

X DELEGATION :
• Increases involvement
Handing out tasks, Entrust somebody
telling people • Creates enthusiasm down the line with
precisely how to • Increases output the authority to
carry them out and make decisions
give them NO • Saves your time about the task.
freedom to use You may specify
their initiative • Gives you scope to move higher the desired results
but leave it to him
• Increases your effectiveness to decide the path
Abdicating
responsibility
You are still
responsible for the
task delegated
 FUNCTIONS : Front Line Managers

• MOTIVATING – getting your people to

work willingly and productively to achieve
results desired
• COPING WITH STRESS – work pressures
• COMMUNICATIONG
• DECISION MAKING
• CONTROLLING
• DIRECTING….
 MANAGING PEOPLE : some principles

• CONSISTENCY IN DEALINGS, APPROACH

• DEMONSTRATE FAIRNESS
• EXHIBIT LEADERSHIP QUALITIES
• ASTUTE OBSERVATION
• EXUDE CONFIDENCE IN HIMSELF, TEAM
• CLARITY IN COMMUNICATION
• SET EXAMPLE
• AUTHENTIC & DIRECT
• SELF-RESPECT
• LEARN FROM FAILURE