Interview with Jan Cameron | Key Management Skills

Loading...

En provenance du cours de University of London

Management Skills for International Business

194 notes

University of London

Management Skills for International Business

194 notes

Cours 2 sur 6 dans Specialization International Business Essentials

This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to best effect. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit https://mba.london.ac.uk/. This course is endorsed by CMI

À partir de la leçon

How to Measure a Manager's Level of Effectiveness

This week we will be looking to explore the following key areas;<BR>* the key aspects of management, both in theory and reality<BR>* the similarities and differences between leadership and management<BR>* how the stakeholder added value of a manager’s contribution can be measured<BR>* the essential requirement for a manager to embrace and successfully manage change<BR><BR>At the end of this week, learners will be;<BR>(1) able to understand and apply the key attributes of a manager<BR>(2) aware of the possible differences between a leader and a manager<BR>(3) able to measure levels of a manager’s performance and organisational added value<BR>(4) familiar with the key stages of effective change management

Key Concept: An Introduction to Frameworks of Management Roles1:37

Key Concept: Mintzberg's Framework of Ten Management Roles and Fayol's Principles of Management13:31

Key Attributes for an Effective Manager16:51

Key Skills from the CMI | Paul Taylor11:58

Key Skills from CIMA | Interview with Andrew Harding9:30

Attributes of a Manager: Decision Making | Interview with Andrew Harding5:00

Interview with Jan Cameron | Key Management Skills10:25

Ashridge College | Management Styles3:48

Case Study: An Introduction to Management Skills0:50

Case Study: Management Skills | Example6:20

Rencontrer les enseignants

David James
Founder and Director, DJ Learning Ltd
University of London

[MUSIC]

In this case study, we are going to be looking at some key management skills.

We're going to look at key management skills in a particular scenario

whereby there isn't a direct line manager.

So where,

in this case, Jan who's a project manager in various different situations,

has got responsibility for delivering projects on time and within budget.

And yet the resources, so the people resources that he utilizes and

embraces in to the project, don't report directly in to him.

So, they're not directly accountable to Jan.

So, we're going to explore how that situation developed and

we're going to specifically look to discover the skills that Jan used along

the way to help facilitate the successful delivery of this particular project.

So Jan, with this situation now do you have an example of one of these projects

that you had to deliver, obviously had to deliver on time and within resource and

you had to utilize people around you, but they weren't directly accountable to you?

>> It's quite common for the work I do.

I get given a lot of bits and

pieces of work to do which I don't have perhaps the skills to do.

But I would engage people who do have the skills to help me and

deliver that piece of work.

So an example would be, the management team wanted

some IT KPIs for their service providers.

We outsource lots of IT but we would like more IT KPIs than we have.

So it's case of identifying who the individuals were,

working with them to identify what KPIs they can hold off and

getting them to deliver them monthly to me and

then I can share that data with the management team.

>> Right, so just let me check something then.

When we say IT KPIs, what do we mean?

>> So traditionally, its the number of how many tickets are sent

each month to the IT provider service desk.

>> All right, okay.

So queries?

>> Yes, queries. >> Yeah.

>> How many are delivered within the service level agreement times.

>> Right.

>> What percentage of the time are their service up?

>> Right, okay. >> So

it's quite straightforward data which I can't get a hold of, or

don't know how to get a hold of, but the people who work with that do.

So it's a case of helping them to get a hold of that data and

then putting it into their regular routine to submit it to me, on a monthly basis.

>> Right, so just to check my understanding.

You're trying to get hold of a resource to do something that needs to be done.

>> Yeah.

>> And within your own skill set.

As I'm in a situation myself so I can relate to it.

You get people to come to work with you but

you don't actually fully understand what they're going to do to help you.

>> Correct.

>> Yeah, okay. >> Yes so,

I mean there's two key pieces of what work is.

I need to understand what I'm doing.

>> Yes.

>> And for why.

>> Yes. >> And

then I need to be able to relay that on to someone else so that there's clarity,

so we all know what the agreed purpose is.

And then as well as feedback and results to make sure that this is what you wanted.

>> Right. >> And if not to start again.

>> Right, so in this situation then when you're looking to get this

project delivery and effectively outsource part of the process.

>> Yes >> What management skills did you use then

to utilize these extra areas of expertise that you needed to have

to do these bits of work that you couldn't do yourself?

>> I think it's partly understanding what needs to be done.

>> Right. >> because I know very little about

servers and sort of having worked in the technical side,

but obviously there's people who do.

So it's a case of I need to explain

what my requirements are in quite a straightforward way.

And they have to communicate back to us.

So it's about communicating my needs clearly,

getting him to understand what's need to be done,explaining to them why they need

to do it which when you know the direct manager requires a bit of certain skills.

>> [LAUGH] >> And the habit is to get them to doing

it continually month after month.

>> Right, okay so we've seen a number of key skills that are starting to emerge

here in this particular situation Jan is sharing with us.

So the need to recruit additional resource to do some specialist

skills which Jan doesn't have as part of his skill set.

And the areas that have been highlighted of being particularly important is getting

us greater understanding of what needs to be done as you can.

Bear in mind that there are some potential blind spots there.

Being able to identify that required resource.

Being able to relate to them as best as you can, what needs to be done.

And then, being persuasive in Jan's particular scenario to ask for

that to be done on a month by month basis.

And this, in the context where this additional resource doesn't report

directly into Jan in terms of team leader and subordinate.

So Jan, how did you actually move this project forward, then,

in this particular situation?

In this scenario though,

because there were lots of different individuals involved, because there's

a lot of IT specialists we use was a case of literally approaching them and

saying, these are the requirements, are you able to deliver?

And I much prefer doing things face to face when you can because you can then

answer a lot more questions that way.

And so you'd approach them saying these are my requirements,

this is how is it possible?

And then say yes or no.

And if it's a yes it's great, can we agree on a time schedule.

If it's no, is this helping them to find out how it can be done.

And not in this scenario, but

another scenario is there may be some reluctance to help.

And then it's a case of having to escalate.

And trying to get perhaps other people involved who

have the authority which I don't to encourage them to do it.

>> So really important point has come out here in as much as Jan's approach to treat

each of these individuals who he needs exactly as that.

So to negotiate on an individual basis, quite clearly,

life is straightforward when the answer is yes and

we have a discussion and Jan gets his extra resource on board.

It's not quite the right answer Jan would be hoping for if they say no,

which means a point of escalation has to be taken up.

How do you overcome those challenges though Jan,

when somebody actually says well I don't want to do it or I can't do it?

>> For me I would try and understand why they don't want to do it.

There may be a legitimate reason for them for not wanting to do it.

And then it's a case of helping them overcome those concerns or

perhaps re-explain what way the work is needed and

how it fits into the broader scheme of things.

Or if it is a direct no,

it'll have to, and as I said, to escalate it.

And if that decision is supported, or upheld,

we'll have to go back and find another way to do it.

>> So, when you look back on these things and you come across,

if somebody says yes, then that's great.

So, you've got your resource.

When somebody is saying no, do you ever sort of pause and reflect and say gosh,

that didn't quite go to plan.

What other approaches could I have adopted?

>> Regularly, I mean and this gets back to the point about everyone being different.

So, some people Which you'd see you have to accommodate your style to that.

But here's no one style fits all.

And people are individuals and sometimes you're not right all the time.

And you have to learn from it.

And then that's half the fun of project management is working with different

people and

I think needs different skills overtime to get them to get people work with you.

>> So what we've found highlighted in this particular case study is

a project management scenario where Jan as project manager has had to

gather results from the other parts of the organization which aren't directly his.

So he doesn't own them, they don't report to him and

Jan has shared with us some of the approaches that he adopts.

So treating everybody as an individual,

gaining initial understanding about what the benefits are of involvement.

And we've heard that communication it is really seen as important by

Jan in doing this.

And we've also seen that actually if the answer is yes then everything is very

straight forward.

We all know that organizational life is not often as simple as that and,

Jan has come across times when the initial answer has been no which

has meant a number of things.

First of all there has to be this situation where if and

a way forward so yes, yes can be achieved.

And if not then a situation probably where nobody wants to end up in and that is

more senior people have to be involved to see if a deal can be reached that way.

So, as an outcome, though, Jan has been able to achieve project delivery success.

So thank you, Jan.

>> Well, thank you, [INAUDIBLE].

[MUSIC]

Explorer notre catalogue

Rejoignez-nous gratuitement et obtenez des recommendations, des mises à jour et des offres personnalisées.

Coursera propose un accès universel à la meilleure formation au monde, en partenariat avec des universités et des organisations du plus haut niveau, pour proposer des cours en ligne.

© 2019 Coursera Inc. Tous droits réservés.

Télécharger dans l'App Store

Disponible sur Google Play