Speaker : Dr.

Nay Zin Latt

Chairman
Business Group
Hotel Group.

Venue : India
Date : 10.10.10
 What is self-development?
• Any development you undertake on your own to
develop your potential as a person and as a manager
• Learning to understand and accept yourself
• Focus on who you are as well as what you know and
do
• Improving your knowledge and skills and develop
your capacity to use them in an effective way
 Self - The Individual
Personality and emotion
intelligence
Perception, Values,
Attitudes and Beliefs
Personal
behaviours
Self

Self (Individual/
Development, Intrapersonal)
Learning and
Reflexivity

Self Awareness -
Skills, Knowledge Ways of knowing
and Experience
 Reflective Learning from Experience

Experience

Experiment/Apply
Reflect

Conceptualise
Cognitive Levels of thinking –
Bloom’s taxonomy
1 Knowledge
2 Comprehension (Understanding)
3 Application
4 Analysis
5 Synthesis
6 Evaluation
Wenger (1998) - Social Learning

Learning as belonging
Learning as doing
community
practice

learning
identity
meaning
Learning as becoming
Learning as experience

Components of a social theory of

learning: Wenger (1998)
 The Learning Cycle (Kolb and Fry,1975)

Concrete experiences

Testing implications or Observations and

concepts in new situations reflections

Formation of abstract
concepts and generalizations
 Responding to Change
• “The working world is constantly changing. You learn to
change rather than become a victim of change.” Pedlar,
Burgoyne and Boydell (1986)

• “Those unable to change themselves cannot change what

goes on around them” Revans, 1983, 55

• “Those who do not know themselves are unable to

change themselves” Bourner, 1996, 17
 Leadership
• Process of influencing and inspiring others to
work to achieve a common goal and then giving
them the power and the freedom to achieve it.
• Entrepreneurs must take on many roles in their
companies, but none is more important than that
of leader.
• How is the leader of a company like the leader of
a jazz band?
 Why is Management
Succession So Difficult?
No management succession plan!
– 81% of all business founders intend to pass
their companies on to their children.
– But... 25% of family business owners have
no formal management succession plan!
 Effective Leaders
• Create a set of values and beliefs for employees
and passionately pursue them.
• Define and then constantly reinforce the vision
they have for the company.
• Respect and support their employees.
• Set the example for their employees.
• Create a climate of trust in the organization.
• Focus employees’ efforts on challenging goals and
keep them driving toward those goals.
 Effective Leaders
(Continued)

• Provide the resources employees need to achieve

their goals.
• Communicate with their employees.
• Value the diversity of their workers.
• Celebrate their workers’ successes.
• Encourage creativity among their workers.
• Maintain a sense of humor.
 Effective Leaders
(Continued)

• Create an environment in which people have the

motivation, the training, and the freedom to
achieve the goals they have set.
• Become a catalyst for change when change is
needed.
• Keep their eyes on the horizon.
 Four Vital Tasks of a Leader
1. Hire the right employees and constantly
improve their skills
2. Build an organizational culture and
structure that enable the company to reach
its potential
3. Motivate workers to higher levels of
performance
4. Plan for “passing the torch” to the next
generation of leadership.
The Strategic Management Process

External Current
Analysis Strategies

Key Strategic Strategy

SWOT
Issues Options Implementation

Internal Current
Analysis Objectives
 Leadership, vision and strategy
implementation
• Leadership
– having a vision for the organisation and turning it into reality through
corporate strategy and its implementation
• Vision
– identifying where the organisation should go in the future –
objectives, strategy and directions
• Implementation
– turning the vision and strategy into reality through functional
strategies and organisational change
– involves a shift in responsibility from corporate planners to divisional
or functional managers
 Changing the Organisation
Structure
Architecture:
The McKinsey
7S Model
Strategy Systems

Shared
Values

Skills Style

Staff
 Leadership and Management
• Lead not manage, there is an important
difference (Bennis, 1989)
• Leadership focuses on doing the right
things, management focuses on doing
things right (Covey, 1996)
• Managers perform functions in
organisations and hold a particular, formal,
title and/or fulfil a role (Brooks, 2003:150)
 Leading and Managing
– Complementary Disciplines
Leading: Managing:

• Setting direction • Planning and budgeting

Purpose, vision and strategies Targets, goals, action and
for effecting change resources
• Aligning people • Organising and Staffing
Communicating vision, Setting structures, defining
creating coalitions, getting jobs, managing people
commitment
• Sustaining motivation • Controlling
Keeping people moving in Actual v expected
right direction performance, corrective action
 Credibility and Capability, Ulrich
(1996)
Capability - Does this leader have the ability to
make the organisation succeed? Does individual
have the ability to shape a vision, create a
commitment to the vision, develop capabilities
and accountability?
Credibility - Does this leader have credibility? Do
individuals trust, respect, admire, and enjoy
working for this leader? Do followers feel a
personal and emotional bond?
 Transactional and Transformational Leadership

Transactional leaders who see their relationships with

their followers as negotiated agreements, as bargains
struck between them, so that the leader clearly
identifies and gets what they want, in exchange for
what the followers want (in terms of rewards) –
‘Contract’ leadership
Transformational leaders who see their relationships with
followers as being concerned with motivation and
commitment, influencing and inspiring them to go
‘beyond contract’ and improve organisational
performance - ‘Compact’ leadership
 Managerial Roles and Associated
Management Characteristics Part 1 of 2

Knowledge and Skills Traits

Managerial Role Conceptual Technical Interpersonal Personal
Interpersonal
Figurehead Yes Yes
Leader Yes Yes Yes
Liaison Yes Yes Yes

Informational
Monitor Yes Yes Yes
Disseminator Yes Yes Yes
Spokesperson Yes Yes Yes
 Managerial Roles and Associated
Management Characteristics Part 2 of 2

Knowledge and Skills Traits

Managerial Role Conceptual Technical Interpersonal Personal

Decisional
Entrepreneur Yes Yes Yes Yes
Disturbance handler Yes Yes Yes Yes

Resource allocator Yes Yes Yes Yes

Negotiator Yes Yes Yes

 Experiential Learning Model

Experience
(the exercise/game)

Practice
(try it out)
Lecturette
(provide information)
Generalizability
(relevancy to other
situations)

Processing
(analysis of experience
and information)
 A Comparison Reliability and Validity

Not reliable or Reliable but not Reliable and valid

valid valid
 Linkage between Strategy, Tactics, and
Objectives

Competitive Tactical Activities

Strategy
• Mission
• Opportunities Unit Unit
Employee
• Threats Objectives Strategies
Objective
• Strengths and Tactics
• Weaknesses

Implementation, Evaluation, and Feedback

Mission, Strategy, Technology, Structure
Relationship

ENVIRONMENT

EXTERNAL INTERNAL
STRATEGY STRATEGY

TECHNOLOGY STRUCTURE
MISSION
 Force-field analysis model

Driving Forces

Current
Situation

Restraining Forces

1. Identify the current state of the situation.

2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage change.
5. Assess the strength of the forces.
6. Develop strategies to:
reduce the forces restraining change
increase the forces for change (or capitalize on existing drivers).
 Classification of Learning Outcome

Skill-Based Learning
Compilation
Automaticity

Learning

Cognitive Knowledge Attitudinal Learning

Declarative Knowledge Affect/Feelings
Procedural Knowledge
Strategic Knowledge