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Management Skills
Section A
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Much of what is learned in management
is based on a wide variety of observations
of human behavior.
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Human behavior is often not predictable and
the situations in which people work are quite
different so it is difficult to provide a
“principle” which can be used in every
situation
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MANAGER
An administrative leader occupying
any of a variety of supervisory
positions within the organization.
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Competencies/Focus
Manager
Leader
Process
Numbers, deadlines
Designing/planning systems
Problem solving techniques
Data based decisions
Establishing procedures
Daily/monthly operations
Present focus
“Position”
People
Inspire, motivate
Building relationships/culture
Team building and trust
Intuitive
Creative, flexible planning
Envisioning end results
Future focus
“Power”
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Basic Functions of Management
• Planning
• Organizing
• Directing
• Controlling
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Recognized Leadership Styles
1. Autocratic (boss)
2. Democratic (participative)
3. Laissez-faire (free rein)
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Characteristics of an Autocratic Leader
• Makes decisions alone - subordinates are told what to do.
• Assumes total power and responsibility.
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Characteristics of a Democratic Leader
• Shares some decision-making responsibility.
• Makes effort to develop group’s sense of responsibility
for their accomplishments
• Although decision-making is shared, the ultimate
responsibility rests with the leader
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Characteristics of a Laissez-faire Leader
• Avoids power - delegates power to subordinates.
• Group is essentially leaderless, except when the leader
deals with outside persons to obtain information,
materials, and resources.
• Gives little or no direction - allows a great deal of
freedom
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Deciding Which Leadership Style to
Use is Based on:
• The leader
• The group members
• The situation
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Copyright 2010, The World Bank Group. All Rights Reserved.
Leadership style exercise
Given the two situations provided in the notes
section, you are to select the leadership style
that you would choose for each situation
based on the information provided. You are
also to give your reasons for selecting that
style.
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How We Communicate
Verbal communication:
• With written or spoken language
Non-verbal communication:
• By touch
• By movement of the body
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Components of Communication
• Message
• Sender
• Environment
– Method
– Distance
– Surroundings
– Noise
• Receiver
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Active Listening
The intellectual and emotional process of
searching for and discerning the meaning of
the message.
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Active Listening Components
• Attending – focusing on the speaker’s words and
feelings
• Interpreting – Understanding the speaker’s words and
feelings
• Responding – reflecting on the speaker’s words and
feelings
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Personal Communication Style
• Extrovert
– A person who is outgoing, not shy, and prefers the
company of others rather than being alone
• Introvert
– A person who tends to be shy in large groups and
does not find it easy to talk to new people
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Keys to Active Listening
• Give full attention and suspend judgment
• Focus on the speaker and resist distractions
• Pay attention to all nonverbal communication
(tone of voice, facial expressions, overall
behavior of the speaker)
• Listen to all of what is being said instead of
tuning out or preparing your reply in your mind
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Leadership Summary
Different styles are used in different situations
Choose the leadership style that suits you, your
staff/team, environment and task
Practice good communication techniques
Be aware that staff may not understand for various
reasons and use techniques learned to overcome
misunderstandings
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Active Listening Exercise
• Get a partner for this exercise
• One person will be the sender, the other the receiver
• The sender should speak on a work-related problem
• The receiver then re-states the problem in their own
words and offers solutions
• The sender then evaluates the sender’s active listening
skills for accuracy, support and completeness.
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