(1)SA SMART NI NGA TOPIC

1. Specific

Your goal should be clear and specific, otherwise you won't be able to focus your efforts or feel
truly motivated to achieve it. When drafting your goal, try to answer the five "W" questions:

 What do I want to accomplish?

 Why is this goal important?
 Who is involved?
 Where is it located?
 Which resources or limits are involved?
Example
Imagine that you are currently a marketing executive, and you'd like to become head of
marketing. A specific goal could be, "I want to gain the skills and experience necessary to
become head of marketing within my organization, so that I can build my career and lead a
successful team."

2. Measurable

It's important to have measurable goals, so that you can track your progress and stay
motivated. Assessing progress helps you to stay focused, meet your deadlines, and feel the
excitement of getting closer to achieving your goal.

A measurable goal should address questions such as:

 How much?

 How many?

 How will I know when it is accomplished?

Example
You might measure your goal of acquiring the skills to become head of marketing by
determining that you will have completed the necessary training courses and gained the
relevant experience within five years' time.

3. Achievable
Your goal also needs to be realistic and attainable to be successful. In other words, it should
stretch your abilities but still remain possible. When you set an achievable goal, you may be
able to identify previously overlooked opportunities or resources that can bring you closer to it.

An achievable goal will usually answer questions such as:

 How can I accomplish this goal?

 How realistic is the goal, based on other constraints, such as financial factors?

Example
You might need to ask yourself whether developing the skills required to become head of
marketing is realistic, based on your existing experience and qualifications. For example, do you
have the time to complete the required training effectively? Are the necessary resources
available to you? Can you afford to do it?

Tip:
Beware setting goals that someone else has power over. For example, "Get that promotion!"
depends on who else applies, and on the recruiter's decision. But "Get the experience and
training that I need to be considered for that promotion" is entirely down to you.

4. Relevant

This step is about ensuring that your goal matters to you, and that it also aligns with other
relevant goals. We all need support and assistance in achieving our goals, but it's important to
retain control over them. So, make sure that your plans drive everyone forward, but that you're
still responsible for achieving your own goal.

A relevant goal can answer "yes" to these questions:

 Does this seem worthwhile?

 Is this the right time?

 Does this match our other efforts/needs?

 Am I the right person to reach this goal?

 Is it applicable in the current socio-economic environment?

Example
You might want to gain the skills to become head of marketing within your organization, but is
it the right time to undertake the required training, or work toward additional qualifications?
Are you sure that you're the right person for the head of marketing role? Have you considered
your spouse's goals? For example, if you want to start a family, would completing training in
your free time make this more difficult?

5. Time-bound

Every goal needs a target date, so that you have a deadline to focus on and something to work
toward. This part of the SMART goal criteria helps to prevent everyday tasks from taking
priority over your longer-term goals.

A time-bound goal will usually answer these questions:

 When?

 What can I do six months from now?

 What can I do six weeks from now?

 What can I do today?

Example
Gaining the skills to become head of marketing may require additional training or experience ,
as we mentioned earlier. How long will it take you to acquire these skills? Do you need further
training, so that you're eligible for certain exams or qualifications? It's important to give
yourself a realistic time frame for accomplishing the smaller goals that are necessary to
achieving your final objective.

(2)NATURE OF MANAGEMENT/managerial functions NI NGA TOPIC

HOW TO MAKE A PLAN

Step 1: Identify the goal of the project

Step 2: Map out the scope

Step 3: Develop an outline or plan

Step 4: Share this initial idea with your team

Step 5: Finalize your plan

Step 6: Use a Gantt chart to keep things organized

Step 7: Distribute your project management plan

Step 8: Hold a project post mortem

Step 1 notes: Research and homework

 You may already have a good idea of why you’re creating this project, but it’s essential
to back this up with research.
 How is your company doing things right now? What’s working? What doesn’t work?
You’ll need to answer:

1. What are you hoping to achieve here?

2. How will you measure that?
3. What’s considered a success?

Step 2 notes: What is your budget?

 Before you create an elaborate project scope that’s out of reach, you need to consider
your budget first. And I’m not only referring to your financial investment here.
 You must also take into account your other valuable resources, such as time and
manpower. How much of these can you afford to use?

What is your project scope?

 As with setting goals, it’s important to stretch your project to the right limits. You don’t
want to go so far that your team can’t reach its targets, yet you also don’t want to create
a project that doesn’t accomplish much.
 To help strike the right balance, create a project scope that is crystal clear and outlines
all of the details — both big and small.

What are your deliverables?

 Everyone on your team should know what needs to be delivered and when. By spelling

this out in your project scope, you’ll do just that.
 Not only does this deliverables list create a workflow everyone can follow, it also helps
keep everyone on track.

What is your deliverable schedule?

 It’s crucial that you don’t over promise during this step. Do that and your team will be left
scrambling throughout the project and your deliverables will suffer in quality.
 A better approach is to use the research you conducted in step 1 to hone in on a realistic
delivery schedule.

!!!STEPS 3 asta 8 indi na kinanglan explain nlg in your own words.!!!

COMPONENTS OF A PLAN

1. Scope Statement

SMART IMENTION LANG ANG SMART

Examples

Here are a few examples of what I would consider good scope statements:

 This project involves building a fence between the house at 10 ABC Boulevard and 12 ABC
Boulevard.  The fence will consist of steel posts founded on concrete-filled holes.  The fence will
be built out of cedar and it will be 8 feet tall.  This is to keep the dog at 10 ABC Boulevard
contained within the yard.  The fence will be located as close to the property line as possible,
and start at the garage on the west side ending at the house on the north side.
 This project is for the creation of a construction safety app for cell phones.  There will be an
app for iPhones as well as Android based systems.  The user interface will be designed as part
of the project but will contain, as a minimum, the ability to create and edit tailgate meetings, field
level hazard assessments, safety inspections, and audits.  Each of these will have a built-in
checklist for typical projects in typical industries.  There will be a corresponding web application
whereby anyone using the app can log in to view and print the reports.  The app must include a
tutorial to make it easy to get started.

2. Critical Success Factors

Examples

Here are some examples of critical success factors:

1. The project will be completed by December 31.

2. The app will accomplish the required tasks with the least amount of clicks/taps.
3. The project team will obtain new skills in the area of database management which the larger
organization will benefit from.

!!!ANG IBAN PWEDE NA MABASA OR MA EXPLAIN IN YOUR OWN WORDS!!!

WHAT IS LEADING?

• EXCERCISING LEADERSHIP

• PROVIDING GUIDANCE OF DIRECTION

 • GIVEN MOST PROMINENT DISPLAY

The Characteristics of a Good Leader

• Honesty

• Ability to delegate

• Communication

• Sense of humor

• Confidence

• Commitment

• Positive attitude

• Creativity

• Ability to inspire

• Intuition

Courage: There are two kinds of courage: physical and moral. Leadership character
requires moral courage. This means standing up for one’s convictions and values while
risking criticism, censure or ridicule. It can also mean risking loss of power, position, or
reputation. Moral courage inspires respect for several reasons: it is viewed as being a
selfless form of behavior; it is seen as a sign of having overcome fear; and it implies that
leaders take responsibility for their own actions.

Caring: Caring means showing sincere interest in and genuine concern for others. It
includes consideration, compassion, empathy, sympathy, and nurturing. Caring does not
mean tolerating or ignoring shoddy performance, violations of company policies, bad
attitudes, or dishonesty. What it does mean is seeing humans as the most important
resource in an organization – and the resource with the most overall potential. Leaders
who are caring will likely be rewarded with cooperative and supportive behavior in
return.

Optimism: This is the tendency to take the most hopeful and cheerful view and to expect
the best outcome. Optimists see opportunities, possibilities and silver linings in every
situation. They often contend that, with hard work, focus, resilience and a bit of luck, a
positive outcome is possible. People are naturally drawn to leaders who are positive,
upbeat and cheerful – who have a “We can do this!” type of attitude.
Self-control: Leaders must choose what they will do and not do and then accept the
consequences of their choices. This includes personal discipline in behaviors and lifestyle.
Self-control implies that as a leader you have sufficient drive and initiative, as well as a
clear vision and focus. Self-control keeps a person motivated and focused on goals, and it
also contributes to momentum.

Communication: There are, of course, several methods of interpersonal communication –

written, verbal, and nonverbal signs, attitudes and body language, as well as
communication through actions and appearance. Listening is also an important part of
communication. A leader’s communication casts a vision, establishes direction, shapes
goals and objectives, reinforces key values and clarifies tasks. Communication makes the
emotional connection that is so critical in effective leadership.