Professional Adm. presentation Public Sector .ppt

Professional Administration Training

1. LIBERIA INSTITUTE OF PUBLIC ADMINISTRATION
(LIPA)
Professional Administration & Mgt
By:
TOM N. FANNOH
M.PSM, BSc
Lecturer, LIPA
0886-400945/ 0775-035177
[email protected]
TRANSFORMING MINDS AND INSTITUTIONS LIPA

2. COURSE OVERVIEW
•COURSE AIM
The course is designed to give participants the relevant
management techniques and skills that will enable them to be
professionals & manage relationship with their bosses and
professional colleagues.
•BENEFITS OF ATTENDING
At the end of the course, participants will be to develop and
manage a healthy work relationship with their boss’s work
styles based on mutual dependence and expectations.
•TARGET GROUP:
Admin. Officers; Secretaries; PAs. HRs, Finance Officers etc
•DURATION:
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3. CLIMATE SETTING
Self-Introduction
Expectations and Fears
Ground Rules
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4. IF YOU FAIL TO PLAN THEN YOU ARE PLANNING TO FAIL
“The nicest thing about not planning is that failure comes as a complete
surprise and is not proceeded by a period of worry and depression”.
Richard Palmer
•
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5. DO NOT USE YOUR ACQUIRED
KNOWLEDGE TO CORRUPT
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6. USE YOUR ACQUIRED KNOWLEDGE WISELY,DO
NOT TAKE UNNECCESSARY RISKS.
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7. YOU ARE NOT A LION DO NOT SEE
YOURSELF LIKE THAT

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8. MR. and Mrs. KNOW IT ALL
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9. Introduction Professional Administration &
Management
Meaning and Concept of
Professional, Administration
and Management
 

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10. Professionalism
Professionalism is "the conduct,
aims, or qualities that characterize
or mark a profession or a
professional person;"
 and it defines
a profession as "a calling requiring
specialized knowledge and often
long and intensive academic
preparation.“
(Merriam-Webster dictionary)10

11. Attributes of
Professionalism/Professional
Specialized Knowledge
•First and foremost, professionals are
known for their specialized knowledge.
They've made a deep personal
commitment to develop and improve their
skills, and, where appropriate, they have
the degrees and certifications that serve
as the foundation of this knowledge.
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12. Attributes of
Professionalism/Professional
•Not all institutional areas have a stable core of
knowledge (and the academic qualifications that go with
it); not all areas demand extensive knowledge to practice
successfully; and not all professionals have top degrees
in their field.
•What matters, though, is that these professionals have
worked in a serious, thoughtful and sustained way to
master the specialized knowledge that they need
 to
succeed in their fields; and that they keep this
knowledge up-to-date, so that they can continue to
deliver the best work possible.
CTRANSFORMING MINDS & INSTITUTIONS 2-12

13. Competency
•Professionals get the job done. They're
reliable, and they keep their promises. If
circumstances arise that prevent them
from delivering on their promises, they
manage expectations up front, and they do
their best to make the situation right.
•Professionals don't make excuses, but
focus on finding solutions.
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14. Honesty and Integrity
•Professionals exhibit qualities such as honesty
and integrity . They keep their words, and they
can be trusted. Because of this, they never
compromise their values , and will do the right
thing, even when it means taking a harder road.
•More than this, true professionals are humble –
if a project or job falls outside their scope of
expertise, they're not afraid to admit it. They
immediately ask for help when they need it, and
they're willing to learn from others.
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15. Accountability
•Professionals hold themselves
accountable for their thoughts, words
 and
actions, especially when they've made a
mistake. This personal accountability is
closely tied to honesty and integrity, and
it's a vital element of professionalism.
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16. Self-Regulation
•They also stay professional under pressure.
•For instance, imagine an employee who faced
with an irate client. Instead of getting upset or
angry in return, the employee exhibits true
professionalism by maintaining a calm, business
like client, and by doing everything that he/she
can to make the situation right.
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17. •Genuine professionals show respect for
the people around them, no matter what
their role or situation. They exhibit a high
degree of emotional intelligence by
considering the emotions and needs of
others, and they don't let a bad day impact
how they interact with colleagues or
clients.
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18. Looking the Part
•Professionals look the part – they don't show up to
work sloppily dressed, with unkempt hair. They're
polished, and they dress appropriately for the
situation. Because of this, they display an air of
confidence, and they gain respect for this
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19. •Ensures good performance by all
•Ensures good team spirit
•Keeps employees motivated
•Ensures justice to everyone’s efforts
•Maintains the right amount of
communication.
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Importance of Professionalism

20. Administration:
Administration
 refers to the process of running an organization,
office or business. This includes creating rules
& regulations, making decisions, management
of operations, creating and organization of
staff/employees/people to direct activities
towards achieving a common goal or objective.
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21. WHO IS AN ADMINISTRATOR?
An administrator is a person who cares for,
looks after people or who manages people’s
affairs.
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22. Characteristics of an administrator
Administrators are professional people and
therefore must demonstrate professionalism
at all times both on or off the job/work and
in all organizations.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-22

23. Meaning and Concept of Management
•The term “management” can be defined in
various ways by various authorities. But for the
sake of time, we will look at this one definition:
–The act of working with organizational
resources (human and capital) to
accomplish desired goals and objectives
efficiently and effectively.
•In simple terms, management is working with
and through people to get work done.

24. The Importance of Management to Organization
•Management is important for the following reasons:
 
–We are affected by the decisions of a manager.
 
–Many people find themselves in management positions
at one point or the other. Examples:
•Teachers,
•Accountants,
•Lawyers,
• Politicians,
•Pastors.

25. –Management gives people in position
the necessary exposure to identify
specific options, to manage effectively in
order to achieve higher productivity and
to avoid trial and error.
 
–As an individual, you must be equipped
with environmental changes to deal with
problems.

26. –Management attains group goals (at
least cost of time, money, material and
discomfort).
 
–Management provides skills for the
management of scare resources to meet
needs and wants.

27. Five Functions of Management
•There are five basic functions of
management:
–Planning
–Organizing
–Controlling/Monitoring
–Coordination
–Leading/Directing

28. Planning
•Planning is about making strategic decisions about what
needs to happen in the future:
–Short term:
•(6 months – one year);
–Medium term:
•(one – three years);
–Long term:
•(three-five years or more years).

29. Organizing
–Organizing means:
•Making optimum use of the resources required to
enable the successful carrying out of plans. This
entails putting the necessary structures, roles and
responsibilities in place.
•When you organize, you identify:
–what should be done,
–how it should be done,
–where it should be done,
–who should do it, and
– when it should be done.

30. Controlling
•Controlling is also the same as
monitoring. This means:
–Regulating all activities involved so
that actual performance conforms
to expected organizational
standards and goals.

31. Coordination
•Coordination is the integration or the bringing together of
all aspects of the program to achieve desired outcomes.
–It entails establishment of relationship among individuals,
teams, groups.
–It involves bringing together the work of individuals,
teams, functional groups and encouraging
communication and cooperation.
–It involves making the necessary contacts to ensure that
work is effectively carried out without any hitch.

32. Leading
•Leading also means directing.
–It is determining:
•what needs to be done in a
situation, and;
•getting people to do it.

33. Four general skills and competencies for becoming
a successful manager
Management skills identify those abilities or behaviors that are
crucial to success in a management position.
Managers possess various skills, but at least four most
common types of skills are identified:
Technical skills:
The ability to perform a specialized task with certain method or
process.
 
–Conceptual and decision skills:
Mental ability to analyze and diagnose complex situations. It helps
managers see how things fit together and facilitate making good
decisions.
The ability to identify problems and resolve problems for the benefit of
the organization.
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34. Four general skills and competencies for becoming
a successful manager
–Interpersonal and communication skills
The ability to interact effectively with people. This means leading,
motivating and communicating effectively with others - managing
conflicts.
It encompasses the ability to work with, understand, mentor and
motivate other people, both individually and in group. Managers
must have good interpersonal skills to communicate, motivate
and delegate responsibilities.
Political Skills:
Is the ability to enhance one’s position, build a power base and
establish the right connections. Managers with political skills tend
to be better at getting resources for their organizations.
 
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