Infertility Treatment, Chronic Disease Treatment, Alternative Medicine Treatment, Infertility
 
 
 

prakashbaroda45@gmail.com prakashbaroda@yahoo.com
Phone Mobile 091 98791 58791
Landline 091 79 2667 2700

Infertility Treatment, Chronic Disease Treatment, Alternative Medicine Treatment, Infertility - Alternative Medicine
   
   
 
KNOWLEDGE BANK
 
 
Specialist
Infertility Treatment Specialist, Chronic Disease Treatment Specialist, Alternative Medicine Treatment Specialist, Infertility - Alternative Medicine Specialist
DR PRAKASH SHAH
M.D.
- Read more
 
 

Dr Prakash Shah

Senior Practioner interested in management of health
tele physician

Phone – mobile 091 98791 58791

Land line – 091 79 26672700

Web address –

http://www.ChronicTreat.com
http://www.DiseaseRemove.com 
emails – prakashbaroda@yahoo.comprakashbaroda45@gmail.com

 


Man Management

GANDHIJI is the world’s Best example of MAN MANAGEMENT SKILLS

 

MAN MANAGEMENT SKILLS is the key which opens every lock

'Man management' is important to everyone. Managing people is not always an easy task. Proper man management training is most important:

"Learning a set of personal skills that allows you to inspire the best, and make most productive every member of the team".
Man management skills include, training to improve your abilities in the following areas:

  1. Handling difficult people
  2. Resolving conflict within the team
  3. Organizing work
  4. Creating and sustaining a positive mental attitude.

Let us look at each one in turn:
Handling difficult people

You must treat people, especially difficult ones, according to the principles of reason.
And THAT means: Logically: which means:
1. According to the facts, not your feelings
2. According to the facts, not your opinions
3. According to the facts, not your mood, or your prejudices or personal whims.
Everyone must be treated reasonably, according to the rules of logic, irrespective of how difficult they are.
And that is a specific skill that needs to be learned.

Resolving conflict within the team
Conflict can occur between members of the team:

Man management skills is 'Being able to remain impartial and find working compromises between two warring factions within the team'.

Teams can only function where harmony exists between its members. Disunity can fracture the working relationships and render the team useless. So managers must learn the skills of: 1. Compromise - 2. Negotiation and arbitration -  3. Managing the emotions of others -

Organising work

All the members of a team must work in an intelligent and integrated fashion, so that their joint effort is co-ordinated to achieve their joint targets.

That means the manager must be able to:
1. Prioritise
2. Delegate
3. Make good decisions
4. Plan ahead

Failure to do so properly will mean that each member of the team will create their own individual 'to do list'. and the co-ordinated team function will splinter.

So 'man management' contains the four skills of: Prioritisation, planning, delegation and decision making. Each one is a study in itself:

  • Prioritisation: Judging tasks according to utility and deadline pressure.
  • Planning: organising resources in the best way that will allow for the achievement of the goal.
  • Delegation: assigning the right task to the best person.
  • Decision making: Picking the best option from many options, and having the courage to act on the decision, once it is made.

Failure to do any one of these skills properly will weaken the overall performance of the team.

Positive Mental Attitudes

It is everything in life. You ask me for this in person

GUIDANCE TO MANAGING STAFF.

"Management is nothing more than motivating other people."
This is going to be very, very different from what you’ve done before. Management has an entirely different set of goals, rules and a different skill set is required. Very often, people that are new to management do not completely understand what it means to be a manager – how their life will change.     

1 Managers are not, primarily, individual contributors. your success depends on how well your team performs. You are now responsible more work than you could ever possibly produce by yourself. You can’t fix all the problems – don’t even try… that’s not your job anymore.              

2 managers are often pulled in multiple directions. You will have new rules to obey (particularly in the area of Human Resources).
oFind a mentor: Not your immediate manager, but find another person with lots of experience and ask that person to help you. This is a very important and often overlooked tool. It will also gain you considerable esteem in the eyes of the upper level management team. It shows maturity.

oContact HR: Read a bit about being a manager. There is a mountain of literature on the subject. Read some of the more well-known books ("The One Minute Manager" and "The Seven Habits of Highly Effective People").

oHelp your staff cope: It's possible the people you will manage. Some will be the cause of envy (possibly resentment) and friction. You can't prevent it but if you keep the lines of communication open it will reduce the issues. However, you must remember that you are now management. Address the staff and let them know your plans. Establish the manager/staff relationship. just follow the steps, be yourself, and don't forget where you started.

oDon't neglect family: Your husband-wife-playmate-whatever and children, if any, and friends still need your attention just like they did before. Keep your priorities in check. If you hear people mentioning that you're distant - take note. You don't want to let your career ruin your family relationships.

oDon't neglect your health:. The work is exciting, you're working longer hours, maybe working more at home, staying up a little later, getting up a little earlier, doing a great job handling the family and kids... are you sleeping enough? Are you sure?

3.Identify your goals: What, specifically, are your measured goals? Do you have hourly, daily or weekly targets your team must meet; what about your new goals such as reviewing productivity? Write down everything and post it prominently This will be your checklist. A word of caution here, this list will change over time; it is a living document. Some things may stay the same but other things may change depending on the strategies. Review your list frequently, with a critical eye, and revise it when necessary.

4. Know your team: You need to know individual strengths and weaknesses for each team member. John works extremely fast but occasionally misses some of the details. Jane is incredibly thorough but has issues with the volume of work processed. Bill has spectacular customer relationships but can never say "no" to the clients whereas Mary has excellent technical skills but falls short in people skills. You really need to know all this well. You will use this knowledge to balance the productivity of your team.

5. skill-based work assignment: Use the information you gleaned from the above steps to match people with work. You want to play into each person’s. If you have the opportunity, put people together that have complimentary.
6.Meet with your team members: Regular one-on-one meetings are critical to good management. These meetings have several purposes.

  • Give feedback on job performance: Discuss the previous week’s objectives including what went well, what areas might improve for next time and how that improvement might be obtained.
  • Learn about staff issues: listen to your employees!
  • Ask for ideas: Your staff wants to feel engaged.
  • Motivation: The best managers find ways to get their people to become motivated to do their jobs well and with pride.


7.Be visible: You must not isolate yourself from the team. If your team members don’t see their leader, they’ll develop an attitude of anarchy. Things will go very badly for you. Even if you’re managing remote staff, you need to make sure they "feel" your presence. If you manage multiple shifts, make sure you visit all shifts regularly.

8.Document team activities: make sure you keep a written record of issues and accomplishments. This will be especially important if there are significant issues that arise. Problems are expected; how you and your team handle those problems must be a focus of your efforts.

9. Reward performance: This doesn’t mean money… Recognition is much more effective. If you have the authority, perhaps grant performance leave. Make the rewards regular and make them attainable but difficult. When you give a reward, make it well known (reward publicly, admonish privately).

10. Learn coaching: There will inevitably be times when you need to correct behavior. Learn to do this properly. If you do it correctly, you will get the results you want.

Remember High Level Goals: Be consistent. Communicate clearly. Listen. Provide frequent feedback, especially when positive. Remove obstacles to your team's success.

  • Communicate, communicate, communicate! Your staff will feel much more engaged if you let them know what’s happening. Everybody wants to see the "big picture" sometimes.
  • Compliment your staff: Little things go a long way. Telling someone they’re doing a good job really, really does make a huge difference! let your staff know they’re appreciated.
  • Be fair, but firm:
  • Lead by Example: Be a role model for your colleagues by a positive presence. Show compassion, understanding, and respect, and dedication. It is important that managers and supervisors exhibit the best possible values inside of the workplace.
  • Hire a Coach: A mentor can be a great help and will help you develop your own authentic management style.
  • Use the Human Resources Department: They can help you with rewards, help you with discipline, help you stay out of legal trouble and they really like managers that recognize that. Truly, they are on your side.
  • Post your goals: When you post your goals, and your team goals, make sure it’s very visible. Your team needs to see these – all the time.

Effective leadership is based on setting a personal example, evolving and adhering to good management practices and moral responsibility. Men will always reflect an officers' sincerity, enthusiasm, appearance, behaviour, technical competence, composure and courage under duress. Being an effective Divisional Officer takes considerable effort. The officers are the executive arm of an organisation. They interpret and help execute the policies of the Company. They epitomise the efficiency of an organization, as they are in direct and daily contact with the organisation, its men.

Man Management Skills 

Know Different Personalities for Management –
You will encounter many different types of people during your management career. you really should be able to get a feel for each individual’s personality. It helps when you know what makes each one of them.  When dealing with different personalities, be tolerant of styles different from your own.  Always try to adapt to their personality to get more out of them. 
you will need to change your communication approach with each individual.  If a person or team is too analytical, there will be little creativity.  If a person or team is too sensitive, fewer decisions will be confidently made. 
Here are some ways to deal with different personalities:

  • The “Considerate” are nice, calm, and like to think things through.  They usually have an optimistic “glass half-full” point of view.  They are agreeable,  They might need some help in making decisions.  The good news is usually the work is more complete with fewer errors.  Let them know calmly, what you need from them.  Give a lot of encouragement and praise to get the most out of this type of personality.

  • The “Aggressive” likes to take control and do things quickly.  They are not afraid to make decisions.  They are usually good at what they do, and know it They can produce a lot of good work for you.  Be direct, straightforward, and use a no-nonsense approach to business.  Make sure you give this person a lot of praise when praise is due.  If you don’t, they will be upset.

  • The “Analyst” will always try to find flaws in the system.  If you say, “Do this,” they will say, “why don’t we do it like that?”  Sometimes it’s a good thing because there might indeed be a better solution, but most of the time it’s just someone being too critical.  They tend to procrastinate when making decisions.  Listen to what they have to say, but if you feel it is going nowhere, take their suggestions and move quickly onto the next subject.  

  • The  “Sensitive” takes any type of confrontation too personally.  They do as they are told, but do not like making decisions.  They are usually very nice and pleasant but their feelings get hurt too easily. Use an encouraging type of approach when dealing with any performance related issues.  This would be a good person to give projects that are more “touchy-feely.”

  • The “Talkative” tend to be more feelings oriented and will show more emotion, whether positive or negative.  They have a strong interest about people and are usually the “social butterfly” of the department.  They usually like making decisions with conformation in case.  Try using a lightened-up approach and some humor to get your point across to this type of personality.  This would be a good person to help plan social events or any projects.

  • The “Brainiac” They will try and dance around the topic.  They will also dance around making any type of decision.  Make sure you keep this person on track as they can lose focus on the task at hand very easily.  If needed, make them repeat themselves in terms everyone can understand.   

  • The “Quiet” is one who very rarely talks at meetings, seems to have low self-esteem, and is continually sub-conscious of their actions.  Not only should you try to bring this person out of their shell, they just might have some brilliant ideas that you can incorporate.  There can be power in the quiet person as they might be the ones with the most compelling ideas.  We usually tend to give our attention to the commanding personalities and ignore the quiet and soft-spoken but the quiet people are the ones you need to seek out.

  • The “Results-Driven” tend to focus on small points but sometimes lose focus on the big picture.  They feel like they are doing a great job because of meeting an important goal, but they are doing a poor job on another aspect.  You need to get your point across by being direct.  You have to stress the importance of the big picture and to use common sense. This person is usually more suited for simple straightforward tasks that do not require thinking.

  • The “Loner” just wants to do the job and not get involved with company picnics, break room conversations, or any non-work related subjects.  They do not like any interaction with fellow employees.  You should talk to them about the importance and reasoning of the team approach. With open and honest communication, you should be able to get them to understand and work as a team member.  This does not mean they have to be everyone’s best friend.  The problem with a person who does not want to be part of a team and will have the type of excuse like, “Nobody told me…” or “I did not know I was supposed to do that…” etc This could create conflict amongst your team.  You, and most likely HR, will have to determine the outcome of such a move.  Still continue to try to get this person out of their shell, and try to give them projects that do not demand a team effort.

  • The “Overly-Confident” feels like they know everything and can do no wrong.  Sometimes they act confident even when they don’t know what they’re doing. You might want to humble this person every now and then.  Make them repeat exactly what it is they are supposed to be doing.  Give them projects that can easily be tracked to make sure they are not headed in the wrong direction.

  • The “Curmudgeon” thinks of everyone as incompetent, and does not take supervision well.   They have a pessimistic “glass is half-empty” point of view.  You do not want to approach this type of person with your tail between your legs.  State the facts and let them know exactly what is expected of them.  Use a matter of fact approach and try to give them projects that do not demand too much creativity or touchy-feely.

  • The “Mean-Spirited” makes it known that they are not happy with work or the people around them.  In many cases it is due to problems that are not work related.  If you feel that it is affecting employee morale, you should talk to this person and make sure they understand that you need a department that works in harmony.  That the goal is to a have everyone work in a pleasant atmosphere in which there are no personalities conflicts. 

  • The “Bad Attitude” is a major problem.  You need to let this person know that their attitude is affecting morale and is unacceptable.  You require skill how to handle this type of difficult employee.

.

QUATATIONS

  1. Touch heart of under people (Lower staff should rejoice your presence)
  2. Make your boss dependent of you
  3. know each man surrounding you
  1. Trust man and they will be true to you. Treat them greatly and they will show themselves great
  2. “In order to win the war, you may have to loose battle”.
  3. Know your criticism
  4. Understand Successful People and failed people – read biographies of great people
  1. You are never defeated until you accept defeat as a reality and decide to  stop trying
  2. The only real limitations on your life are those you impose by you only – nobody else do so
  3. There can be no great success without great commitment
  4. You need the support and cooperation of other people to achieve any worthwhile goal

If You Want to Get the Result as Winner
You   Must   Think   Like   a   Winner

It Is Not a Position That Makes Leader
It Is the Leader That Makes Position

  1. Always do what you are afraid to do.
  2. You have got to take the initiative and play your game.  In a decisive set, confidence is the difference
  3.  Life is a continuous process of remaking ourselves.
  4.   Not doing more than average will keep your average down.
  5.  Think highly of yourself, because the world takes your own estimate.   

 Only I can change my life, no one can do it for me

 
 
 
 
     
 

 




You are also requested to send your inquiry on : prakashbaroda45@gmail.com
Roshni Poly Clinic
9,Vasupujya Society, Opp Vitrag Flats,
Near Prabudas Thakkar College,
Opp. Vitrag Flats, Narayan Nagar Road,
Paldi, Ahmedabad-380007 INDIA.

Phone: +91 (079) 26672700
Mobile: +91 98791 58791
Email : prakashbaroda45@gmail.com
Site URL : http://www.chronictreat.com