Keys to Remember About Management

This is Micro Management

"The moment you feel the need to tightly manage someone, you might have made a hiringing mistake" - Jim Collins

We delegate tasks and responsibilty which = accountability

5 Levels of Trust between Employer and Employee

1. Very High = The Independent Worker
2. High Level = The Conscientious Worker
3. Moderate Level = The Cautious Worker
4. Low Level = The Reporter Worker
5. No Trust = The Slug Worker

The key to these level is communication the better the communication the better the trust. Strive to be number one.

Skills for good managers in my opinion

Good management skills are a plus and also a necessity here are a few skills that may be of interest. Here's my top ten things a manager should have or get training for:

1. Art of Negotiation
2. Decision Making
3. Communication Skills
4. Listening
5. Leadership
6. Problem Solver
7. Organizational
8. Business Acumen
9. Finance Skills
10. Writing Skills

Supervision vs Management

Many employers and employees often get the roles of a manager and a supervisor confused, although they may seem similar there are a few differences lets consider a  few according to John Ball from the website http://www.accaglobal.com

In the September 2005 issue of student accountant, an article on the theories of leadership asked what appears to be a simple question: ‘what do managers do?’ Although there are many possible explanations, the most widely quoted is that of Henri Fayol, who said that managers perform five functions: forecast and plan, organize, command, coordinate, and control. Managers are ultimately responsible for the efficient use of their organization resources, and are accountable to the organization owners or directors.

What many managers do not understand is the important difference between the role of the manager and that of the supervisor. It used to be said that managers did their jobs by getting others to do theirs, but in many ways this sums up the role of the supervisor. However, management must ensure that supervisors understand both organizational objectives and the powers and limits of their duties and authority.

Supervision is an important and integral part of the wider task and process of management. The role of the supervisor is critical because it involves direct contact with the work of others. The supervisor is unique, providing an interface between management and the workforce, and a direct link between the two. The supervisor is in the front line of management, making sure that others fulfill their duties, resolving problems first-hand, directing the work of others and directly enforcing discipline. In addition, they must have direct knowledge of health, safety and employment legislation, and have authority for negotiation and employee relations within their department.

The supervisor’s relationship with both management and the workforce requires a
management and supervision relevant to ACCA Qualification Paper F1 and CAT Paper 5
power to the people clear understanding of the various levels of management. In particular, the supervisor must understand the nature, sources and limitations of authority, responsibility and delegation – all fundamental management skills.

Responsibility is the liability of a person to be called to account for their actions, and is therefore an obligation. Unlike authority, responsibility cannot be delegated, although as every task contains an element of responsibility it is therefore the direction of responsibility that matters. It is obviously impossible to exercise authority without responsibility, as this could lead to problems of control and therefore undesirable outcomes for the organization. The important point is that managers are always ultimately responsible for the actions of their subordinates.

Authority is the scope and amount of discretion given to a person to make decisions according to the position they hold within the organization. The authority and power structure of an organization defines the role each member of the organization is expected to perform, and also the relationship between the organization members. The source of authority may be top-down (as in a formal organization) or bottom-up (as in a social or political organization).
Underpinning these two fundamental management skills is delegation, an additional aspect of the manager/supervisor relationship. To delegate is to give someone else the discretion to make decisions within a certain defined sphere of influence although, of course, the manager must first possess the authority to delegate.

Without delegation, formal organisations could not exist and it follows that without authority, responsibility and delegation, a formal organisation cannot be effective. Management must delegate because of the size and complexity of the organisation, and the physical and mental limitations of staff. Delegation also allows management to attend to other matters by passing down more routine tasks and decisions. For delegation to be effective, managers must specify expected performance levels and ensure that these are understood, assign agreed tasks, and ensure that resources are allocated effectively. It is important to ensure that the supervisor to whom duties are delegated has the ability and experience to undertake the tasks set, a requirement often overlooked.

The manager should maintain frequent contact, but in such a way that the delegated authority is not undermined. Sufficient authority must be delegated to fulfil the task, which will preferably be specified in writing so that the delegated duties are understood by everyone. There should be no doubts about boundaries – these must be clearly defined – especially regarding authority and accountability.Because its importance is often misunderstood, managers are sometimes reluctant to delegate. Perhaps they are concerned that subordinates may not undertake their duties correctly, or simply feel that delegation may distance themselves from the workforce. Surprisingly, some managers lack confidence in themselves or their subordinates, or do not feel that there is sufficient trust between them. Careful selection and training, open communication, appropriate control, and a scheme that rewards effective delegation can overcome these problems.

Selling Your Ideas

By Geoffrey James | September 20, 2010
Adapted from:  http://www.bnet.com/blog/salesmachine/can-you-sell-your-ideas-play-this-game-and-find-out/12057?pg=4

Do you have great ideas?  Good for you! But be forewarned: selling an idea is not like selling a product. With a product, customers can see what they’re buying. With an idea, there’s nothing to see except you and whatever visions of the future you can conjure.

Here’s a fun interactive game that tests whether or not you’ve got what it takes to sell your ideas. Make your best move, but watch out!  One false move and you might annoy decision-makers and ruin your chances!

SCENARIO: You’ve got a killer idea that can help your firm (and your career) reach the next level of success. What’s your first move?

Answer:  assess your own credibility. Are you sure that you want to do this? You may not be the kind of person or have the background that will convince the boss (or anyone else) that your idea is any good. So best you take stock before taking action.

Question# 2:

Unless you’re a plausible source, nobody’s going to buy the idea from you. CEOs don’t take corporate strategy tips from mailroom clerks, no matter how brilliant. On the other hand, a top-performing district manager will likely get a fair hearing, even if he’s not upper-management.

So let’s assume that you’re a reasonably credible source for this kind of idea. Now you’ve got to figure out how to move the idea forward. What’s your next move?

Answer:  research the boss’s position. You’ll be asking your boss to make a decision, so you need to know where your boss is coming from, when it comes to issues of this sort. You decide to ask around and find out what’s what, before going any further.

Question# 3

When you approach your boss, she’s going to have three questions in the back of her mind:

1. Is this person competent, based upon past performance?

2. Is this person speaking with candor or handing me some BS?

3. Does this person care about me and my issues, or just about the idea?

You’re only going to make the sale if the answer to all three questions is a resounding “YES!” And that means thinking through your boss’s position.

OK. You’ve decided that the idea makes sense for your boss. What’s your next move?

Answer:  adapt the idea to your boss’s “story,” Your boss, like everyone else, has a “story”. Maybe you should try to fit your idea into his plot line.

Question# 4

People don’t get excited about the facts behind an idea; they embrace the story that surrounds the facts. For the idea to be salable, it must make intuitive sense to the idea-buyer. Likewise, it should also make the buyer feel good about the decision to adopt your idea.

The best way to build such a narrative is to tie it to current events within your corporate environment. For example, did your firm just lose a big customer? Chances are boss is worried about a larger exodus-that’s her worldview. So your idea should directly address the question of how to win customers back.

OK. You’ve got a narrative that’s compelling from your boss’s point of view. What’s your next move?

Answer: review it with a trusted colleague. You’ve got a great story, but there may be some holes in it. Maybe you should get some help to find them!

Question# 5

Even the boldest decision-makers want to cover their bottoms, so you need to handle potential problems and objections right up front. Turn to a trusted friend or colleague to act as a reality-check, to ensure that you’re not just huffing your own fumes. Get your friend to list every doubt or glitch that comes to mind.

OK. You know what objections might come up. How do you deal with them?

Answer: minimize the risks. If your boss is going to sign on to your big idea, she’ll want to know exactly how you plan to handle the inevitable problems.

Question# 6

You avoided the temptation to brush-off the objections and instead are treating each objection as a practical problem that demands an effective response.

For example, if the objection is “we did this before and it didn’t work,” be ready to articulate how your idea is substantially different. Similarly, if the objection is that the idea will cost too much to implement, you should prepare a spreadsheet that shows to fit it into the current budget.

The end result of this process is an internal memo describing all of the above.

OK. You’ve written the memo and you’re ready to email it to your manager? Who should be on the mailing list?

Answer: email only your manager. Big opportunities need to be approached with caution. Many a career has been ruined by overconfidence and too much gung-ho, way too soon.

Companion Service

It is never too early to get your loved one accustomed to outside help. We have observed that getting started on a limited basis, even a few hours a week, allows your family member to see the benefits that outside assistance can provide.

Our Companions provide the support and supervision that will enable your loved one to enjoy continued independence, while getting the extra assistance they need to remain safe and comfortable in their own home.

Our Companion services are provided for non-medical care, supervision and socialization activities. Our companion services are provided on 1-1 basis in the community or could be done in the home.

Companion Services include:

1. Friendly Conversations and attending activities in the community
2.  Transportation to physicians’ visits, shopping, library, etc.
3.  Assistance with maintaining medication schedules
4.  Meal Preparation
5. Light housekeeping
6. Laundry

Philosophy and Mission Statement

   

Philosophy: It is never too early to get your loved one accustomed to outside help. We have observed that getting started on a limited basis, even a few hours a week, allows your family member to see the benefits that outside assistance can provide.

 

Mission Statement: Horizons Home Care Services Inc. Mission is to provide new experiences to individuals through education and exposure in an integrated setting.

All people possess the ability to make choices based upon their hopes and dreams. It is up to us to listen and assist them in voicing these choices