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" # $Px  ` ̙33` 3` 3333f` 999MMM` f` f3` 3>?" dd@v? " dd@  " @ `"  n?" dd@   @@``PR    @ ` ` p>>   <( `    `gֳgֳ ?`  v*hh88    ` gֳgֳ ?`p   x*hh88    ` gֳgֳ ?`p  x*hh88  3 BCNDEF8c?MM @HH  3 BCDEF1? @bf{  Tpgֳgֳ?. Z* H  0@޽h? ? 1( (Colour Presentations 0 J(     TpjJjJ ?    p*  hh88  TijJjJ ?M L  r*  hh88  Z0jJjJ ?    p*  hh88  Z܋jJjJ ?M L  r*  hh88:  T؍gֳgֳ ?5b  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     Sp  01 ?M'- H  0χg? ? a(   @( 62    TjJjJ ?    \*   T jJjJ ?M L  ^*   ZЫjJjJ ?    \*   ZjJjJ ?M L  ^* H  0χg? ? a( % 0(    NMgֳgֳ?Du  ^$ What Managers Do $'X  0?wX  0? fX  0?sS^  6?p V  Zfgֳgֳ?m k  `  hh88H  0@޽h ? 1( % 7/@ ( X  B  N?C hMany duties High diversity of activities Competing priorities High stress potential Time constraints"iq}i}U_  Nĝ? yThe job of the typical Manager is characterised by a high number of diverse activities which require a variety of skills.zz!K    f0g0g1))? HTHE JOB OF THE MANAGERH  0@޽h ? 1( % P(( X ( ( ZA ??X $ 0 0 ( N@? QIn their day to day work, Managers are commonly subject to the Pareto Principle or 80-20 rule as it is sometimes called. That is, although a large proportion of the work of the Manager is generally completed within a comparatively small proportion of time, a minor proportion of tasks invariably consumes the majority of available time.RR  ( # l0g0g1))?  @PARETO EFFECTSvB ( N=1?evB ( N=1?.H ( 0@޽h ? 1(o %   `0 (  0& 0 NԺ? .Clearly, how available time is utilised is critical to the value that Managers can add to the Organisation. Accordingly a  common sense approach to management involves the Manager spending time primarily on those activities which are likely to be high value added but low cost., 6   0 # l0g0g1))? IA COMMON SENSE APPROACH 0 Tgֳgֳ?es <High' 0 Zgֳgֳ?1 cJ%  =Value7 0 Tgֳgֳ?^ n ;Low' 0 TTgֳgֳ?(S  ;Low' 0 T4gֳgֳ?(  <Cost7  0 Tdgֳgֳ?(O <High'd  0 <1?   0 Tgֳgֳ?   SFocus of the Practice Manager  0 NTgֳgֳ?% <  NFocus of the ManagervB  0@ N1?, - vB 0 N1?D D pB 0 H'1?` c c pB 0 H'1? dpB 0 H'1?H ( 2 H 0 0@޽h ? 1( % PHp8(  8 8 N?%3 r1. Most of time with others. 25% of time working alone on average Few less than 70% with others Some spend up to 90% with others. 2. People they spend time with include many in addition to their direct subordinates and their boss. regularly go around the formal chain of command regularly see  unimportant outsiders.f 'iW 'fgW::J 8 N? IStudying the behaviour of successful managers (from a range of industries), is likely to suggest ways in which the Manager might adopt his or her style to add greater value. Numerous studies of this sort have been conducted.   8 # lH0g0g1))?  ESUCCESSFUL MANAGERSH 8 0@޽h ? 1( % _W@(  @ @ N?~%` Pv3. Breadth of topics in discussions is extremely wide. not limited to planning, strategy, staffing and other  top-management issues discuss anything and everything remotely associated with the organisation. 4. Typically ask a lot of questions - in a half-hour conversation some will ask literally hundreds. v8 'j6e l: :J @ # l0g0g1))? z ESUCCESSFUL MANAGERSH @ 0@޽h ? 1( % H( X H H N(?~%  5. Rarely seem to make  big decisions in these conversations. 6. In a majority of encounters, the substantive issue discussed is relatively unimportant to the organisation. that is, they regularly engage in activities that even they regard as a waste of time! W '@pW   \: :J H # l@/0g0g1))? z ESUCCESSFUL MANAGERSH H 0@޽h ? 1(w % P( X Pj P NB?~%  7. Rarely give orders in a traditional sense seldom  tell people what to do 8. In allocating time, they often react to others initiatives much of the day is unplanned much of the time in meetings is spent on topics that are not on the official agenda..  '@s ', >s::J P # lB0g0g1))? z ESUCCESSFUL MANAGERSH P 0@޽h ? 1(  % ~vX(  X X N\?~%  o9. Short attention spans! 50% of managers activities last less than 9 minutes 10% of activities last for longer than 1 hour only once in every two days can operate for 30 minutes or more uninterrupted by subordinates or phone calls.F '::J X # la0g0g1))? z ESUCCESSFUL MANAGERSH X 0@޽h ? 1(  % wo`(  ` ` No? Studies of managerial behaviour invariably seem hard to reconcile, on the surface at least, with traditional notions of what effective managers do (or should do). From a theoretical point of view, the things that managers actually do are things they should not be doing at all!00   ` # l~0g0g1))?\ LTHE MANAGERIAL REPORT CARD ` Tgֳgֳ?^ IWhat we should do' ` Ngֳgֳ?) HWhat it involves' ` Txgֳgֳ?\ C How we rate ' ` Tgֳgֳ?Q % :Planning  ` Thgֳgֳ?   N Organising    ` Tgֳgֳ?   9Leading  ` Tgֳgֳ? | = Controlling    ` N0gֳgֳ?QOY  GFormulation of goals and establishing best procedures for reaching themHm H   ` Ngֳgֳ? O7  )Designing and developing the organisation*m *  ` Ṉgֳgֳ? O?  .Getting members of the organisation to perform/m /   ` Ntgֳgֳ? OG r*Ensuring performance consistent with plans+m + ` Ngֳgֳ?Q% _Not systematically donem  ` Ngֳgֳ?   BPreference for  soft information"m " ` N\gֳgֳ?   bHit or miss - unsystematicm  ` Ngֳgֳ? G BTendency to  move the goal posts "m "H ` 0@޽h ? 1(E  % hY(  h h NT? 8To understand why effective managers behave as they do, it is essential to recognise the types of challenges and dilemmas found in most of their jobs. The very nature of management requires a complex and subtle approach. An examination of effective managers suggests that they have found just such an approach.99J   h # l0g0g1))?  AWHY IS THIS SO?pB h H1?H pB h H1?   h Tgֳgֳ?  (Agenda Setting - figuring out what to do<)={  h NHgֳgֳ?S   7Network Building - getting things done through people,8=(V h T(gֳgֳ'?.-  e+How Effective Managers Approach their jobs,,H h 0@޽h ? 1(  % ump(  pq p N? Almost all effective managers (according to studies conducted), use a type of agenda setting process - but the best performers do so to a greater degree and with more skill.  p # l`0g0g1))? c @AGENDA SETTINGp p Np?/% TConsistent with formal plans but: - less detailed in financial objectives - focus on the immediate future (1 to 30 days) and the longer run (5 to 20 years) - contain lists of goals that are not as explicitly connected Rely more on discussions with others than on books, magazines or reports to gather information These discussions tend to be with individuals with whom they have relationships, not necessarily people in the  appropriate job Make agenda setting decisions both consciously (or analytically) and unconsciously (or intuitively). fKq_qq+%xP(H p 0@޽h ? 1(  % `Xx(  x x N7? In addition to setting agendas, effective managers allocate significant time and effort to developing a network of cooperative relationships among those people they feel are needed to satisfy their agendas.  x # l80g0g1))?  BNETWORK BUILDING8 x N<?%  Just as they create an agenda that is different from although generally consistent with, formal plans, Managers also create a network that is different from but generally consistent with the formal organisation structure. Networks typically comprise a wide range of individuals: peers outsiders bosses boss subordinates subordinates. Shape their networks by trying to create certain types of relationships among the people in various parts of the network.!q9 '}q!9  K-:JH x 0@޽h ? 1(3 % G(    N8? u After they have largely developed their networks and agendas, effective managers tend to shift their attention towards using the networks to implement their agendas. In implementing their agendas, the basic pattern of managerial behaviour is essentially the same . . .    # l(<gggg1))?B e1EXECUTION - GETTING NETWORKS TO IMPLEMENT AGENDAS22   NH?% 3 they are trying to get some action on items on their agenda that they feel would not be accomplished without their intervention the people they approach can be of help - often uniquely so the people they approach are part of their network their approach tends to be to ask or suggest compliance. 4q4:JH  0@޽h ? 1(N 0 ( b`0H    H1 ?M'-    # lgֳgֳ ?5b   " H  0χg ? a(N 0 0$( $0 $ $  H1 ?M'-   $ # lgֳgֳ ?5b   " H $ 0χg ? a(N 0 @,(  , ,  H1 ?M'-   , # l gֳgֳ ?5b   " H , 0χg ? a(N 0 P4(  4 4  H1 ?M'-   4 # l%gֳgֳ ?5b   " H 4 0χg ? a(N 0 `<(  < <  H1 ?M'-   < # l+gֳgֳ ?5b   " H < 0χg ? a(N 0 pD(  D D  H1 ?M'-   D # lgֳgֳ ?5b   " H D 0χg ? a(N 0 L( d0 L L  H1 ?M'-   L # l3gֳgֳ ?5b   " H L 0χg ? a(N  0 T( @ T T  H1 ?M'-   T # l$9gֳgֳ ?5b   " H T 0χg ? a(N  0 \( DH+< \ \  H1 ?M'-   \ # lP>gֳgֳ ?5b   " H \ 0χg ? a(N  0 d(  d d  H1 ?M'-   d # l|Cgֳgֳ ?5b   " H d 0χg ? a(N  0 l(  l l  H1 ?M'-   l # lHgֳgֳ ?5b   " H l 0χg ? a(N  0 t(  t t  H1 ?M'-   t # lMgֳgֳ ?5b   " H t 0χg ? a(N 0 |(  | |  H1 ?M'-   | # lSgֳgֳ ?5b   " H | 0χg ? a(N 0 (     H1 ?M'-    # l,Xgֳgֳ ?5b   " H  0χg ? a(xWOLE.SR@hBKӪ -`L(-ŴD@ atɖb=CSL1у6\Lc[7kbYovnM`Ã3o޼f͛۷||7ʠ}rlЬH{=HXpbWىsy`^Mzzui1z;3# b,]*x /v]Gh|C6Cqu٩濱/8>˟Z?M31ڰ'ucv* IE@TLn% mRp \ Ujp V_0'&CqV?;?ۂƪBPvDV"^457 02`5P ˦ i|.Z#HT?J!NݐU-)h'$ Zѯ;n$7z ])ƿ>)7q~ֳۑ9V߭:oDs5|8Uà= K*N A%ΐ/qeii E\ω!Z^^K| 2^Nm2.o%(|%8]y\N֨!'Gznb]zXUZXXoPhbpR>ASbw^m@4$}zgIrE$jAT+ lҩj@nzMKC%i6!G :!g :!W А10v<Я@dzED}`y ̓q <Ԑa(̓c=ݗ+lGwŽMK]aB M~X %_Br/פa^8oLL4vw(4s1N|VC%Ph&HK;WI4<K %TҹJ:!cإJI} OBlR:55y$colj\d62~GW5j )&"<"C89*̏1tK0cXh0=Aݺpw7>gxRriX6.εn%!yB\:Ls}CUsWʌJ:RX^d!2v8)_&Rkd9<*|ix_pRnQ#w:ᶭWr{x:Grzmg1} a/cљhl6=)aq#i/lZ̠%B2]ω ZֹV^p2=H"-<̜*pCv̷Gۋg7r"= Fg&mMnhSWޣhl-4nSJ!r`\< !2&*0o?CG&MRFXH\CnvmTVXZ%}Oh+'0,  $0 T ` l xPresentation Landscape for BPTAdministrationnCarolyn Jamesnaroaroarocavitus26iMicrosoft PowerPoint 4.0r B@؝ޓ@)S4E@FP8T@ddGy  "& &&#TNPP02OMi & TNPP &&TNPP    --- !---&I^&}w@} rwƬw0- &K^u& & --%    --&&--%--&--0-- @"Arialw@ wƬw0- . 2 '1.--v7-- @"Arialw@} uwƬw0- '."2 gWhat Managers Do+ % .--- !%}------ !h+------ !tk------ !vt-----xa-- '--"System 0-&TNPP &՜.+,0x    A4 Paper (210x297 mm)ev Times New Roman AvantGardeArialMonotype SortsColour PresentationsChartPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint PresentationPowerPoint Presentation  Fonts UsedDesign TemplateEmbedded OLE Servers Slide Titles_㍵cavituscavitus  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abdefghijlmnopqrtuvwxyz}Root EntrydO)PicturesCurrent UsersSummaryInformation(cPowerPoint Document(DocumentSummaryInformation8kRoot EntrydO) +|@PicturesCurrent User,SummaryInformation(c  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abdefghijlmnopqr}_㍵BillBill