1. How to be an Effective Manager

2. Expected Behaviors from Effective Managers  Set the example  Walk the walk and talk the talk/ Knowledgeable of topic  Listen effectively  Have compassion and concern  Respectful workplace  Delegate and Follow Up  Successfully leads a team towards a goal  Achieve RESULTS!

3. Non-expected Behaviors from Effective Managers  Doesn’t effectively listen  Takes all of the credit  Uses “I” instead of “We”  Creates a stressful environment  Barks orders  Assumes work is done without following up  Does all the work themselves  Doesn’t effectively communicate or provide clear instruction

4. Five major functions of management (Principles of management, n.d.)  Planning  Organizing  Staffing  Leading  Controlling

5. Planning (Fulfilling the Planning Function, n.d.)  Process of thinking about activities to achieve a common objective or goal  Examples: Business plan and Marketing plan  What is the strategy?  Vision/mission statements  What’s the goal?  Key success factors that can be implemented

6. Organizing (Fulfilling the Organizing Function, n.d.)  Assign tasks/Delegate  Specify authority  What resources do we have in the organization?  What structure do we have? i.e. Tall (CEO on down) or Flat (Loose managerial control)  What authority do we have? Line (Decision maker), Functional (Decision maker with stipulations), or Staff (Dept. Liasion)

7. Staffing  Quality Hiring of Individuals  Reference Checks  Effective orientations  Effective Training  Ongoing training and cross training

8. Leading (Fulfilling the Leading Function, n.d.)  Leadership can be an individual or a group style. Two styles are Autocratic (someone is in charge/micro-manage), or Laissez-faire (less direct oversight)  Defining what needs to be done and who should do it?  Delegation  Follow up

9. Controlling (Fulfilling the Controlling Function, n.d.)  Systematic effort by management to compare performance to standards.  Checks efficiency and effectiveness  Measures performance against goals  Four elements of control include: Characteristic to be controlled, sensor (inspection of process), comparator (variations in standards), and activator (corrective action)

10. Management Styles (Freifeld, 2013)  Directing- Tells us what to do  Delegating- Ask questions and listens  Discussing- Empowers employees

11. Directing (Freifeld, 2013)  Learns through listening and following directions  One way communication from manager  Describes what, how, and when  Follow the leader  Strengths-It’s a direct approach, manager in charge giving clear and concise instructions.  Weaknesses- Doesn’t make employee feel valued or included in decision or solution

12. Discussing (Freifeld, 2013)  Encourages critical thinking and discussion  Ask 5 whys to identify root cause.  Manager acts as a facilitator  Collaborative approach  “How do you think you did?”  Self reflection  Strengths- Allows employees to learn from mistakes, employees feel valued.  Weaknesses- Task not finished as quickly as directing approach, also less instruction from manager.

13. Delegating (Freifeld, 2013)  Learns through empowerment  Can be individual or group  Encourages learning and growing  More independent  Learn by doing  Self reflecting- “What did you do well?”  Strengths- Makes employee feel like they matter. They learn and grow by doing and making mistakes.  Weaknesses- Less supervision, leaves task open for interpretation, and if individual task no group camaraderie.

14. References  Defining management. (n.d.). Retrieved from Boundless.com: https://www.boundless.com/management/textbooks/boundless- management-textbook/introduction-to-management-1/principles-of-management-17/defining-management-113-3961/  Friefeld, L. (2013, June 6). Training. Retrieved from Training the source for development: http://www.trainingmag.com/content/leveraging-3-primary-management-styles  Fulfilling the controlling function. (n.d.). Retrieved from Boundless.com: https://www.boundless.com/management/textbooks/boundless-management-textbook/introduction-to-management- 1/principles-of-management-17/fulfilling-the-controlling-function-115-3962/  Fulfilling the leading function. (n.d.). Retrieved from Boundless.com: https://www.boundless.com/management/textbooks/boundless-management-textbook/introduction-to-management- 1/principles-of-management-17/fulfilling-the-leading-function-116-3963/  Fulfilling the organizing function. (n.d.). Retrieved from Boundless.com: https://www.boundless.com/management/textbooks/boundless-management-textbook/introduction-to-management- 1/principles-of-management-17/fulfilling-the-organizing-function-114-10713/  Fulfilling the planning function. (n.d.). Retrieved from Boundless.com: https://www.boundless.com/management/textbooks/boundless-management-textbook/introduction-to-management- 1/principles-of-management-17/fulfilling-the-planning-function-117-5812/  Principles of Management. (n.d.). Retrieved from Boundless.com: https://www.boundless.com/management/textbooks/boundless-management-textbook/introduction-to-management- 1/principles-of-management-17 