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9.Self Development

9.Self Development

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Dr. Nay Zin Latt's lecture note for MMWAI, India
Dr. Nay Zin Latt's lecture note for MMWAI, India

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Categories:Types, Business/Law
Published by: The Vimokkha Online Journal on Sep 27, 2010
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: Dr. Nay Zin Latt Chairman
Business Group Hotel Group.

Venue Date

: India : 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 Development, Learning and Reflexivity Self Awareness Skills, Knowledge and Experience

(Individual/ Intrapersonal)

Ways of knowing

Reflective Learning from Experience




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 doing community practice learning identity meaning Learning as becoming Learning as experience Learning as belonging

Components of a social theory of learning: Wenger (1998)

The Learning Cycle (Kolb and Fry,1975)
Concrete experiences

Testing implications or concepts in new situations

Observations and 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



‡ 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

‡ 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

‡ 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 Analysis Current Strategies


Key Issues

Strategic Options

Strategy Implementation

Internal Analysis

Current 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
Architecture: The McKinsey 7S Model
Strategy Structure


Shared Values




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 Communicating vision, creating coalitions, getting commitment ‡ Sustaining motivation Keeping people moving in right direction ‡ Organising and Staffing Setting structures, defining jobs, managing people ‡ Controlling Actual v expected 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) ± µContract¶ leadership Transformational leaders who see their relationships with followers as being concerned with motivation and commitment, influencing and inspiring them to go µbeyond contract¶ and improve organisational performance - µCompact¶ leadership

Managerial Roles and Associated Management Characteristics Part 1 of 2
Knowledge and Skills Managerial Role Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Conceptual Technical Interpersonal Traits Personal

Managerial Roles and Associated Management Characteristics Part 2 of 2
Knowledge and Skills Managerial Role Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Conceptual Technical Interpersonal Traits Personal

Experiential Learning Model
Experience (the exercise/game)

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

Processing (analysis of experience and information)

A Comparison Reliability and Validity

Not reliable or valid

Reliable but not valid

Reliable and valid

Linkage between Strategy, Tactics, and Objectives

Competitive Strategy ‡ Mission
‡ Opportunities ‡ Threats ‡ Strengths ‡ Weaknesses Unit Objectives

Tactical Activities
Unit Strategies and Tactics

Employee Objective

Implementation, Evaluation, and Feedback

Mission, Strategy, Technology, Structure Relationship







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

Cognitive Knowledge Declarative Knowledge Procedural Knowledge Strategic Knowledge Attitudinal Learning Affect/Feelings

Dr. Nay Zin Latt

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