Book description
A real-world, practical book for a professional in his journey to becoming a successful manager in India
- Learn the basic paradigms and practical aspects that matter in the complex world of management, especially in the diverse, multi-cultural Indian corporate environment
- Manage diversity and Gen Y, which are two important aspects of an Indian work environment
- Understand how to hire and motivate people, evaluate performance, and manage attrition
In Detail
Most managers are untrained and need a foundation of management thought processes and frameworks. The market has books that are very theory heavy and generalized, and lack a certain focus. Nothing seen so far has the right context and balance of management theory and real world practical information.
Written by Rahul Goyal, a top manager at an IT firm, this book is an easy-to-read map to help you navigate the journey of being a manager in the knowledge industry. It will increase your effectiveness in applying skills needed daily, like hiring, communicating, motivating and planning. Learn from examples that you can relate to, and theories explained in context.
The books starts with raising a number of questions that knowledge industry managers face everyday. Then it gives detailed explanation of the roles and responsibilities of being a manager and maps the classic Herzberg’s ten managerial roles into today’s knowledge industry context. Next it focuses on the transition from being an individual contributor to a manager, the typical issues one faces and how to make it easier in this transition phase. The next chapter digs into what is required to be a manager and the behaviours required for being a manager in India
We then dive into the key aspects of being a manager such as how to build a team and create team spirit, understanding the process of hiring and figuring out the adequate compensation for a new hire, managing the critical campus hiring process, and understanding what motivates a knowledge worker.
Then the book covers the basic motivation theories, explained in an Indian context. The book will get into the details of performance evaluation processes and the common pitfalls of the same. You will learn how to plan for personal effectiveness and an execution plan for delivery.
Finally, we look beyond the basics of managing and explore how a manager can grow. It’s easy to get lost in the daily hustleand bustle and forget the essentials that can take you past your current career level. We look through some simple dos’ and don’ts and keep growth in perspective while being a manager.
Table of contents
-
Management in India: Grow from an Accidental to a Successful Manager in the IT & Knowledge Industry
- Table of Contents
- Management in India: Grow from an Accidental to a Successful Manager in the IT & Knowledge Industry
- Credits
- Foreword
- About the Author
- Acknowledgement
- About the Reviewers
- www.PacktPub.com
- Preface
- 1. Whose Side Are You On?
- 2. Transition: From Individual Contributor to a Manager
-
3. Basic Skills, Traits, and Competencies of a Manager
- Skills, traits, talents, and competencies
-
Top skills, traits, and competencies expected of a manager
- Love of working with people
- Easy to approach
- Farmer mentality: sow, nurture, grow, reap
- Core values: honesty, integrity, truthfulness, trustworthiness, consideration for others, and more
- Tolerance for ambiguity and patience
- Good communication skills — especially listening
- Team building — hiring, retaining, developing good people, and nurturing team spirit
- Performance management
- Problem solving
- Always an eye on the ball — results orientation
- Decision-making
- Project management and execution — delivery
- Grip on technical knowledge/domain
- Think customer — customer orientation
- Emotional intelligence
- Summary
- References
-
4. Teamwork and Team Building
- Why do we need teams?
- Different types of teams
-
How to build a team
- Explain the big picture, purpose, and fitment of the team in the larger universe
- Defining the composition of the team
- Define playing positions
- Clear and defined hiring process
- Creating visible alignment between team goals and individual goals
- Make it easy to collaborate and synergize
- Reward collaboration and unreward non-collaboration
- Success dose
- Team spirit
- Why teams fail
- Summary
-
5. Communicating
- Elements of good communication
-
What managers must know about communication
- Interpersonal communication is a process, not an event
- Understanding the communication needs of your organization
- Understanding the communication needs of your role and work
- You set the communication model for your team
- Cutting down the layers, shortening the channels
- The grapevine — don't worry too much about it
- Allowing people to vent
-
Scenarios
- Everyday communication
- When someone just walks in with a problem
- When people share personal problems
- Communicating bad news to an individual, for example, being denied a bonus
- Communicating unwelcome news to a group, for example, undesired management changes
- Difficult discussions — separate the person from the issue
- Communication in a distributed team
- Create opportunities for in-person interactions
- Finally, when to keep mum
- Summary
-
6. Motivation
- Understanding motivation
- Motivation theories
- What's motivating in today's workplace?
-
What is demotivating?
- Uncertainty is demotivating
- No social status is demotivating
- Fear, threats, and disrespect are huge demotivators
- Lack of adequate and timely compensation is a demotivator
- Poor working conditions are demotivators
- Lack of opportunities to show their potential is demotivating
- Lack of learning is demotivating
- Signs of low motivation
- Is money a motivator?
- Summary
- References
-
7. Hiring
- Understanding hiring
- How to conduct an effective interview
- Compensation
- Closing the hiring process
- Campus hiring
- Summary
-
8. Performance Evaluation
- Understanding performance
- Purpose of performance evaluation
- Performance evaluation process
- Using the bell curve in performance evaluation
-
Problems with the performance appraisal process
- It has become an event
- Always done in a hurry
- Hard to remember the details — especially for a manager
- Disconnected managers
- Proximity effect
- Halo effect
- Managers shy away from disagreements and having a hard discussion
- Subjective ratings — depends on interpretation
- Rating some competencies makes no sense
- Inconsistency in ratings by different managers
- High self-appraisal
- Remote manager
- Performance management and appraisal as a two-stage system
- Summary
-
9. Attrition
- Understanding attrition
- Categories of 'quitters'
- Cost of attrition
-
Benefits of attrition
- Attrition may get rid of deadwood and misfits
- Attrition creates space for new perspectives and new energy
- Attrition may help achieve a balance in the team
- Internal attrition is very healthy
- Attrition may lower total costs
- Attrition may create space for growth
- Attrition helps a manager expand the network
- Attrition — watch out
- Managing attrition
- Summary
-
10. Managing — Remoteness, Work-Life, Gen Y, and Diversity
-
Managing remoteness
-
Remote employee means
- You can't see him/her — visual observation is lost
- You only see results, not efforts
- Distrust creeps in — wonder what he is up to
- Relationship becomes very 'black box'
- Out of sight, out of mind
- Everything becomes harder, requiring extra effort
- A remote leader becomes very important, just for being remote
-
Making remoteness work
- Indulge in chitchat
- Embrace new technology to get closer
- Set expectations with the remote employee to communicate more
- Formalize some of the communication
- Make it two-way
- Drive by setting clear goals and success criteria
- More frequent checkpoints
- Open sessions
- Get into detail rather than just 'everything is fine'
- Evaluate if it's working
- Don't become the only face of the remote team; let them have their identity
- Don't overdo it — excessive reporting
- Leverage the 'local' for the remote employee
- Provision for travel — make it economical
- Make travel meaningful
-
Remote employee means
-
Work-life balance
-
Understanding work, life, and the balance
- What is work?
- What is life?
- What is work-life balance (WLB)?
- WLB is NOT an equal number of hours
- Achievement and fulfillment are key
- Enjoyment test
- Work is NOT life, but work IS life too
- Balance now is better than balance later
- Why managers should encourage WLB
- An individual's WLB is an employee's responsibility; managers only support it
- Common reasons of losing WLB
-
Understanding work, life, and the balance
- Managing Indian Gen Y
-
Managing diversity
- Diversity is natural
- Shun stereotypes
- Early training
- Diversity doesn't mean the 'same' treatment
- Celebrate the diversity
- As an individual, learn about different cultures
- Be aware of various diversity programs run by the organization
- Enjoy the food
- No jokes about a particular community
- Be quick to stop a conversation that is bordering on discrimination, even in humor
- Summary
-
Managing remoteness
-
11. Effective Planning
- Why plan?
- Planning cycle
- A good project manager
-
What to consider when creating a plan
- The big picture
- Work assignment and execution
- What is a buffer?
- Execution plan
-
Monitoring
- Completion criteria and success criteria
- Progress and visibility
- Checkpoints and re-planning
- Advertising your plan and focus areas
- Encouraging and expecting planning from your team
- Weekly team meeting — last week, next week
- Daily stand up meetings — 15 minutes
- Personal planning — 15 minutes a day model
- Managing changes and risks
- Planning gotcha: don't follow your plan too closely
- Nuances of planning in India
- Summary
- 12. How to Grow As a Manager
-
13. Summing it Up
- Know what you manage
- Transition requires a mindset change
- Help yourself, get help
- Know your success measures
- Managers wear multiple hats
- Manager as a conduit
- Team building — define playing positions
- Team building — winning as a team
- Communicate in a timely manner — reduce layers, add clarity
- Motivation — Maslow's hierarchy of needs
- Hiring
- Attrition — expect it, manage it
- Planning and execution
- Decision-making
- Manage — all aspects
- Summary
- Index
Product information
- Title: Management in India
- Author(s):
- Release date: May 2012
- Publisher(s): Packt Publishing
- ISBN: 9781849682626
You might also like
book
Human Capital Management Challenges in India
Human Capital Management Challenges in India focuses on the Indian talent pool and identifies why companies …
book
Doing Business in India For Dummies®
India is booming! This practical, easy-to-understand guide covers all the basics of setting up and growing …
book
Geography in India
Geography in India is the fifth ICSSR survey of research on the subject and discusses its …
book
Managing
This landmark book by one of the worlds leading business thinkers is about managing, pure if …