Kyi Tha Htun - The thoughts and practices of the scholar-guru on people management

"To see what you can be, start with what you are."

Anonymous

Globalization, empowerment, interdependent organizations, bottom-up, reengineering, learning organizations, knowledge workers - these are words that are being thrown around a lot. Are these words familiar to you? If not, then these are words that are changing the way you live and manage people.

Managers must manage people. The author is suggesting that managing people constitutes 80 percent of a manager's job.

It is the most difficult job, but also the most rewarding. As important as managing people is, most managers are reluctant to admit that they do not have the skills to do so. Some organizations themselves are reluctant to acknowledge that all managers need to be continuously trained and supported in their people management tasks.

When the author was a senior director at the European Management Center in Brussels, he designed and presented a course called “Managing People” in 1987. His superiors and colleagues rejected the idea, feeling that organizations would not require their managers to take such courses.

Because. The course was approved and offered once a year. In 1989, when the author left the European Management Center, the course was scheduled to be offered several times a year. The author understands that the course has now become one of the most popular programs at the European Management Center. In the author’s opinion, the course has become popular because organizations and managers are beginning to realize the importance of managing people and the need to constantly sharpen that skill. The author The pace of change in the world is accelerating, objectives are becoming more complex, and knowledge has become a strategic key to success in business.

The thoughts and practices of scholarly gurus on managing people

People are my greatest asset. Is that just advertising or is it true? For organizations that truly believe in their people, managing people becomes the most valuable management skill.

Managing people is not about manipulating and influencing. It is about working as a partner with your employees and managers to achieve the strategic goals of the organization. The success of an organization depends on managing three major expectations. These are:

• Organizational expectations • Employee expectations
• Consumer expectations..

What are the elements involved in managing employee expectations? Understanding and implementing the following tasks: • Understanding human needs and behavior

Understanding.. • What makes people tick? How to build a collaborative relationship

Build. How to recruit and select employees. • Set performance goals among employees.

How will you formulate it? • How will you monitor the performance of your employees?

How to measure?

• How do you lead and motivate your employees? • How can you communicate effectively with your employees?

• How do we cultivate quality people in our organization?

• How do you teach employees to work effectively as a team?

How to connect with employees? As a mentor or coach

How to do it with: • His changing nature.

The importance of work-family balance. • How to get commitment from employees. • How to create a successful work environment.

Create. • Understand yourself more than the above.

Yes.

................................etc.

It's a job that can be a bit of a back-and-forth. But to be effective, you need to be good at these things. In reality, there are many dimensions to managing people and the importance of people to business success comes together in different ways.

The thoughts and practices of scholarly gurus on managing people

Listen to the possibilities.

If you try to understand me,

Look through the eyes of your experience. This one-sided understanding is often a misunderstanding. We have all walked different paths. We have known different fears. What makes you laugh is.............

It can make me cry. So if you can learn to accept me, perhaps through your ability to accept my strange ways of speaking and acting, you can gain understanding.

........... Unknown

Continuous improvement

Regardless of how successful you are at the moment, it is important to regularly review the motivation and leadership data that your organization needs to improve to ensure its operations are effective. Even a successful organization like Dell has found it necessary to do so, and other organizations should do the same.

So what does Dell do? The following article is an article written by the author in the electronic newspaper of the European Management Center.

Managing by rules - the Dell way

The November 3, 2003 issue of BusinessWeek featured an article about Dell titled "What You Don't Know About Dell" in which the authors outlined the following six management principles that Dell uses, which they described as the management secrets of the best-traveling company in the technology world. These principles are:

• Let's meet directly.
• Leave the door open.
• No excuses.
• No easy target.
• No celebration.
• Save money, don't be left behind.

..................... are the points.

How can you interpret the above principles to formulate your own quality improvement strategy to identify and manage quality people in your organization?

See you directly.

According to the columnists, workers are encouraged to meet directly with superiors and ask questions about everything. What lessons can be learned for the industry from this?

In practice, this applies to both recruiting and retaining new people.

In the recruitment phase, organizations should look for promising employees who are willing to take on challenges. It is good to hire experts in their respective fields. However, it is also important to test social skills. In any case, the goal should be to select someone who is willing to take on challenges. The willingness to take on challenges is something that must be present in each individual. This attitude should be encouraged to be part of a collaborative culture. A collaborative culture can educate and motivate such attitudes.

Leave the door open.

A BusinessWeek article by Sue Padel suggests using a “two-in-one-box” management approach, which involves assigning two executives to share responsibility for a product, region, or company function.

This means working in a team and working as a member. Peter Sangeet, the guru of the learning society, says that working in a team can create collective intelligence. However, just being a member of a team is not enough. What can be done to shift individual attitudes towards teamwork? Individuals need to be trained to understand the importance of teamwork and to engage in meaningful conversations and discussions. Attitudes like “I am important,” “I am the expert” can create egos that inhibit team learning and collective intelligence creation.

No excuses.

This is about self-responsibility, taking responsibility for one’s actions. Employees must have the courage to admit their own weaknesses and work to minimize or eliminate them as much as possible. They should not be “infected” with the disease of “getting it.” They should be able to ask questions like, “What can I do to help solve the problem I’m facing right now?” This is where individualism and an empowering culture come into play. That is the true nature of empowerment.

No easy targets.

Employees must contribute to the company's profits and growth. In practice, this means meeting the goals set in the plans to achieve business success.

It means that we have to work together to see it straight. In this case (Dell's management), SMART goals are set. S stands for Specific and stretch, M stands for Measurable and meaningful on, A stands for Attainable and aligned, and R stands for Realistic.