GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
Management SkillsIntroductionSkillsThis section outlines types and degrees of skills that managers need atvarious levels of management.Managers at all levels use three types of skills:SkillDescriptionTechnical Use techniques, knowledge, or expertise.Interpersonal Get people to cooperate singly or in groups.Conceptual Grasp ambiguous problems and provide purpose.Skill mixManagers at all levels apply technical, conceptual, and interpersonal skills butin varying degrees. As the graphic illustrates, degrees of technical andconceptual skills vary among levels of management, but the need forinterpersonal skills remains constant at all levels:C o n c e p t u a l S k il lsIn t e r p e r s o n a l S k il lsT e c hni c a l S k il lsF ir s t L eve l S u p v r A c tio n O f fi c e r M a n a g e r E x e c u t iv eFigure 1-4. Management levels and skills requiredStaff officerskillsStaff officers use all three skills to tackle ambiguous problems, formrecommendations, and communicate effectively. They realize that technical andinterpersonal skills are important and soon learn that staff work requires highlydeveloped conceptual skills.NRDC GRC – Staff Handbook1-10
Staff Officer RolesIntroduction People play many roles and shift in-and-out of them daily. This sectiondescribes six key roles that staff officers play:x Leader.x Team player.x Manager.x Peer.x Follower.x Subject-Matter Expert (SME).LeaderPracticingleadershipManagerFollowerTeam playerWhile staff officers aren't usually formal leaders, they still lead in an informalsense by upholding high standards and setting the example. Leadershipexperience for staff officers is invaluable. For it is from their ranks where anyArmy draws its leaders.Staff officers use leadership skills when--x Acting as team leaders.x Facilitating meetings.x Coaching inexperienced staff officers.Staff officers practice leadership every day, often in challenging circumstances.For example, it's not unusual for an SO to lead a team yet they be its juniormember.As managers, staff officers play roles as individual contributors and teamleaders. Lacking the resources and experience of most managers, SOs still makemajor contributions.Our Army stresses leadership, as well it should. But let's not forget theimportance of following. Before being chosen to lead, one must be willing tofollow. This means more than simply doing as told. Good followers will--xx Think independently.Be self-starters.xx Control their own work.Work without close supervision.xx Assert their views.Step in when others drop the ball.x Take risks.Staff officers do many things by themselves, but rarely can they work an actionwithout involving others. Whatever they have, others are looking for; whateverthey need, others probably have. Working in a team setting--x Creates synergy.x Shortens communication lines.x Saves time.x Exposes biases and oversights.x Consolidates expertise.x Builds commitment.x Clarifies objectives.NRDC GRC – Staff Handbook1-11
- Page 2 and 3: PREFACEDisclaimer: The NRDC-GREECE
- Page 4 and 5: GUIDELINES TO CONSIDERBecome fully
- Page 6: Remember the mission. Avoid tunnel
- Page 9 and 10: Overview ContinuedFocusThe text foc
- Page 11 and 12: InstructionsIntroduction This secti
- Page 13 and 14: NotesNRDC GRC - Staff Handbookvi
- Page 15 and 16: Detailed Table of Contents, Continu
- Page 17: Detailed Table of Contents, Continu
- Page 20 and 21: Chapter 1Organizations and Managers
- Page 22 and 23: Systems Approach to Management, Con
- Page 25 and 26: SubsystemsIntroduction This section
- Page 27 and 28: The Five Functions of ManagementInt
- Page 29: Types of ManagersIntroductionThis s
- Page 33 and 34: Managing and LeadingIntroduction St
- Page 36 and 37: Managing Things and Leading PeopleI
- Page 38 and 39: Delegation of Authority, ContinuedI
- Page 40 and 41: Managing Your BossIntroduction Do y
- Page 42 and 43: Chapter Summary, ContinuedKey point
- Page 44 and 45: The Staff Officer’s WorldIntroduc
- Page 46 and 47: AnticipationIntroduction Ability to
- Page 48 and 49: InitiativeIntroduction A sharp staf
- Page 50 and 51: Initiative, ContinuedKeepingactions
- Page 52 and 53: Guidance, ContinuedWhen to seekguid
- Page 54 and 55: Perspective, ContinuedPride,passion
- Page 56 and 57: Written Sources of InformationIntro
- Page 58 and 59: Providing Information and Building
- Page 60 and 61: Completed Staff Work, ContinuedPrep
- Page 62 and 63: Staff Doctrine, ContinuedBackground
- Page 64 and 65: Chapter Summary, ContinuedKey Point
- Page 66 and 67: Efficiency and EffectivenessIntrodu
- Page 68 and 69: Efficiency and Effectiveness, Conti
- Page 70 and 71: Step 1: Record Use of TimeIntroduct
- Page 72 and 73: Step 2: Analyze ResultsIntroduction
- Page 74: Step 3: Eliminate Time WastersIntro
- Page 77 and 78: Step 4: Overcome Barriers, Continue
- Page 79 and 80: Priorities, ContinuedVisionVision i
Staff Officer RolesIntroduction People play many roles and shift in-and-out of them daily. This sectiondescribes six key roles that staff officers play:x Leader.x Team player.x Manager.x Peer.x Follower.x Subject-Matter Expert (SME).LeaderPracticingleadershipManagerFollowerTeam playerWhile staff officers aren't usually formal leaders, they still lead in an informalsense by upholding high standards and setting the example. Leadershipexperience for staff officers is invaluable. For it is from their ranks where anyArmy draws its leaders.Staff officers use leadership skills when--x Acting as team leaders.x Facilitating meetings.x Coaching inexperienced staff officers.Staff officers practice leadership every day, often in challenging circumstances.For example, it's not unusual for an SO to lead a team yet they be its juniormember.As managers, staff officers play roles as individual contributors and teamleaders. Lacking the resources and experience of most managers, SOs still makemajor contributions.Our Army stresses leadership, as well it should. But let's not forget theimportance of following. Before being chosen to lead, one must be willing tofollow. This means more than simply doing as told. Good followers will--xx Think independently.Be self-starters.xx Control their own work.Work without close supervision.xx Assert their views.Step in when others drop the ball.x Take risks.Staff officers do many things by themselves, but rarely can they work an actionwithout involving others. Whatever they have, others are looking for; whateverthey need, others probably have. Working in a team setting--x Creates synergy.x Shortens communication lines.x Saves time.x Exposes biases and oversights.x Consolidates expertise.x Builds commitment.x Clarifies objectives.<strong>NRDC</strong> GRC – Staff Handbook1-11
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