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By Syed Imtiaz Hussain
The Process Of Performance & Productivity
The Process of Mastering Change
Transformation Control Personal Leadership Direction & Skills Team Building Management Continuos Improvement Creating Values
Proactive Choice Understanding
High Performance Loop (HPL) Mental
Dream Desire Love Interest Extrinsic
Environment Happy Intrinsic ExtrinsiLearning & Physical Satisfie c Continuousd Dependabili Quality Improveme nt ty
Mind Brain Body
Values & Belief System
Low Efficien Effective Performance cy/Spee ness Loop (LPL) d Speed 1. Faith 2. Attitude 3. Kismat 4. Focus & Discipline 5. Knowledge & Learning 6. Experience & Skills 7. Dua
Motivated Ability Environme nt Happy Satisfie d
FOUR UNIQUE HUMAN ENDOWMENTS 1.Self-awareness 2.Conscience 3.Imagination 4.Willpower
Have SWOT based strategy Implement Reflect review and evaluate Develop ideas for improvement Check the quality and direction of time Check the emotional quotient Manage the attitude for determining the altitude Persist with continuos learning and improvement The Process of Performance & Productivity .The Checklist of Managing HPL • • • • • • • • • • • • • Review your dream and vision. Check the state of your body and mind Set short. intermediate and long term goals Make your plan Identify competencies that need to be developed.
Ships do it. Correct. Successful people realize that they reach their goals by continuously correcting. Correct.nothing travels in straight lines. and get back on course. Correct.Law of Progress Everything has ups and downs. keep putting in the effort and your reach your target despite the ups and downs. Keep your eye on your target. We get off course. Rocket and missiles do it. correct. Continue correction . This applies to your own progress in any project.
Role of Manager Boss Peers YOU Client Subordinat es .
Management Levels What Is Required From You! Physical Efforts Technical Expertise & Motor Skills Structured problems Physical/Actual output Top Level Manager Rational Decisions Brian Storming Unstructured probs Scope of Job Span of Control Authority & Responsibility Middle Level Manager First Line Manager Operatives .
Global Environment Managing Moral Process Orientation Facing not Finger Pointing Confrontation Quick change activity Ambiguity & uncertaint y Continu os learning Continuos Pointing Individual Deterioratio Finger n Orientation No Performanc manageme e nt moral Productivity Pakistani YOU Value Global Depletion Business Business Slow Belief Environ System Environ Certainty ment ment` No Change School learning only Value Additio n Speed No Responsibili ty .
The Process of Performance & Productivity The best performers in the would have mastered HPL at a physical. mental and /or spiritual level !! The average performers in the world have mastered LPL !! .
Specific direction for decision-making. Objectives. . Guides to decision making. Policies and Rules Strategy Strategy Objectives Objectives Policies Rules Rules Strategy: Objectives: Policies: Rules: A plan that integrates major objectives.Relationship Between Strategy. Goals those are specific and measurable.
What Are Problems A discrepancy between an existing and a desired state of affairs. Characteristics of a Problem Awareness of discrepancy Pressure to act Problem Insufficient resources to do something .
Problems Require Your Attention • TYPES OF PROBLEMS Well-Structured Problems: Straight forward. easily defined problems Ill-Structured Problems: • New problems / information is ambiguous or incomplete TYPES OF DECISIONS • Programmed decision: Routine one. require a custom made solution . Non Programmed decision: • Unique decisions. familiar.
When. Which. Why ??? . RATIONALITY BOUNDED RATIONALITY INTUITION How.Approaches to Decision Making What. Where.
conclusion & decisions. •Suggest next step •Summaries. explanation or justification of arguments •No reasoning •Creative thinking •Additional alternatives •Lateral thinking & creative techniques •Logically negative •Conscious & critical Judgment •Kill creative ideas •Logically positive •look feasibliliy of ideas implication •Beneficial but logical approach . •Neutral •Ignore arguments & proposals •Examine facts. information •No apology.Rational Way Of Problem Resolution Six Hat Technique •Process control •Chairperson’s hat •Sets agenda. figures.
Have you ever been stung by a mosquito? Have you ever been stung by a bee? Have you ever been bitten by an elephant? PLAN .
The Process Improvement Cycle The Deming/Shewhart Improvement Cycle Planning & Organisation PLAN Developing Ideas for IMPROVE Improvement DO Getting Work Done REVIEW Reviewing & Evaluating .
you actually plan to fail What kind of organizational structure Which helps us know PLANS Objectives And how to Achieve them What kind of people we need and when Necessary for Which Effects the kind of leadership and How most effectively p to lead and direct eople In order to assure o Success f the Plans By furnishing standards of control .The Nature of Planning Why Do We Make Plans: If you fail to plan.
SOP of Human Mind Importance of Developing Vision. Values & Belief Systems Environment Destiny Culture Religion Character Habits Family OUTPUT Organization OUTPUT Actions Feelings Words Dreams Vision Ideas Thoughts FEEDBACK Ethics &s FEEDBACK Values Mind Brain Belief Systems .
Crisis . Many popular activities IV . Deadline-driven projects.Urgent Not Urgent Important I . pressing matters . Values clarification . busywork Some phone calls Time wasters “Escape” activities Irrelevant mail Excessive TV . Planning . . . . . Preparation . some reports . Interruptions. meetings. Trivia. Some meetings . Some mail. Relationship building . True re-creation . Empowerment Not Important III . some phone calls . . Many proximate. Pressing problems . preparations II . Prevention .
PLE AM EX Work Plan Format Work Plan Responsibility Timeline Mr. Khalid Mahmood 2 days Action Pile the mail Outcome Done on time S # Activities Sorting Separate area wise Make bundles Label the bundles .
Groups & Teams Where You Stand .
How Groups Are Formed Stage 1 Forming Join group Def purpose Build structure Leadership Characterized by uncertainty Stage 2 Storming Intra .group Conflict Stage .3 Norming Close relationship Cohesiveness Stage 4 Performing Fully functional Stage 5 Adjoining Wrapping up Activities .
Why People Join Group Security Status Affiliatio n Goal Achievement Group Self esteem Power .
Group Binding & Productivity RELATIONSHIP B/W COHESIVENESS & PRODUCTIVITY Alignment of group & Org goals Cohesiveness High Strong in productivity Low Moderate in productivity No significant effect on productivity Hig h Low Decrease in productivity .
team objectives are high/strong. . In group objectives are low/weak. dedicated & devoted. In Group members are not necessarily members are determined. The Objectivity Makes The Difference.Team members are interdependent too.Team Vs. Team determined. dedicated & devoted. Group Group Group consists of people Team Team also consists of people Interaction is necessary among its Interaction is a must among the members members of a team Members are interdependent.
Qualities of Effective Team Unified Commitment Good Communication Mutual Trust ClearGoal Effective Team Appropriate Leadership Relevant Skills Negotiating Skills Internal Support External Support .
Managing Teams Supervisory Leadership Direct People Explain decisions Train individuals Participative Leadership Involve People Team Leadership Build trust & inspire team work Get input for decisions Facilitate & support team decisions Develop individual Explain team performance capabilities Manage one-on-oneCoordinate group effort reate a team identity C Contain conflict React to change Resolve conflict Implement change Make the most of team differences Foresee & influence change .
Business Communication Percentage of Time Business People Spend on Various writing 9% Sending 45 % Speaking 30 % Listening 45 % Receiving 45 % Reading 16 % .
Individual Attitudes .
Apologetic. always agrees. Powerlessness. Well FF Confronting Why not got credit. High price to . Over power. Critical eye actions. self esteem. being. frown. Must win arguments. Angry. alternatives Avoids. Motto s Com Never wrong. Natural gestures. l Optimistic. Complain. rigid posture. LosesSelf-Confident. Leaves Realistic. Knows. don’t tone Just do it. Direct. self trust. ask. Beh Needy both parties. aware. Indirect Confident.choose to. yelling You must. Self-Esteem.Don’t Express / You-me valuable.Confiden VC tposture You can. Enthusiasm. NVC Avoid eye contact. Interrupt Monopolizing Achieves at other expense. Low option. Give advice Effect Seed up self. Know haverights Observant. Hostility. What are energy Silent. Abusive Threatens. I can’t. Poo listener. Attacks. eye Low should. neve appreciate Shake fingers. to others Consistent. Fair Nodes/ Smile. Sarcasti Bulling Never feel wrong. impatient Waste time. proactive Indecisive. Negotiates. Direct Slumped posture. No Char Respects SelfObserves. My You tone. Follow me Close minded. Got Be effective. Disagree. Be with Sorry a lot. Put others down. C&PSo Agrees too often Compromise. less rights Both limits. Honest. s Promote causes Motivated.Attentive. Action oriented. Can’t speak. Got right. Anger. Even tempered. Icontact. Plans.
use and pass on information) openly. A manager’s work.day consists of: – never-ending series of meetings casual conversations (informal conversations) – speaking engagements (presentations. etc) – phone calls – reading and writing A Junior Employee’s Sources of Information: – Customer behavior – Supplierbehavior –Equipment performance Everything is forwarded by operatives to the management. instructions. Marketing myopia is when these people do not forward negative information. evaluate. . Business & You Your ability to communicate (to receive.Communication. honestly and clearly increases your and your organization’s productivity. They like themselves so much that they forget to see their bad aspects. – orientations.
Forgiveness also works according to situation. Open communication climate or ope culture. Environment is created to bring the people at lowe · Commitment to ethical communication is an important part of organization · communication. You should not abuse anybody. · Flexibility is also necessary. tact the level near the decision makers. You should not insult anybody. In case of organizational communication the drawback is lack of upward communication. Plans may be al but objectives must · tered not be changed. Feedback is necessary. This is informal communication. .Some Important Points to Remember Communication Link With Productivity It’s ·the people who give productivity. If you want to reward somebody do it in open and if you want to punish · somebody do it in private. Managers should keep their doors open for anybody who has problem he c · easily con manager.
· .Cont. You have to further groom yourself. is necessary. It is called audiencecentered approach. You have to keep your audience in mind. · Proficiency is need in communication technology. Your efficiency is related to your Efficient flow of message · resources.. You will not like to be stagnant. Quick transformation of message is requirement of the time. Your communicat · with should be updated time. I should be timely and clearly transformed to be effective. What is your goal. What do they need and what do they want. Cultural differences are there in the organizations because people join the organization from different cultural background.
Changing Roles . Confrontation 3.NEGATIVE CONFLICT (Positive productivity & performance) (Negative productivity & performance) Conflict Resolution Guidelines 1.POSITIVE CONFLICT B . Avoidance 2.Conflict Resolution • Difference of perception • Personal liking and disliking A .
COMMUNICATE. BE SUPPORTIVE. BE PREDICTABLE. BE RESPECTFUL. 3. . Consistent in daily affairs. Delegate authority. 4. Available & Approachable. Respect & demonstrate technical and professional abilities. 6. 2. BE FAIR. 5. listen ideas.Six Suggestions for Trust Building 1. Keep informed & accurate feedback. Make good on your explicit and implied promise. Give credit. generous with your praise. DEMONSTRATE COMPETENCE.
The Seven Habits Paradigm Interdependence Sha rpe n Saw the Seek First Synergiz to e Understan PUBLIC d … Then to VICTOR be Y Understoo Think Win/Win d` Independence PRIVAT E Be VICTORBegin Proactive with Y the End Put First Things First Dependence in Mind .
Writing MENTAL SOCIAL/EMOTIONAL Service. Nutrition. Synergy. Stress Management PHYSICAL Reading. SPIRITUAL . Visualizing. Planning. Empathy. Intrinsic Security Value Clarification & Commitment.FOUR DIMENSIONS OF RENEWAL Exercise.
THE UPWARD SPIRAL Commit Learn Do Commit Do Do Commit Learn Do Learn Learn Commit .
PROACTIVE MODEL Stimulus Freedom to Choose Response SelfAwareness Independent Will Imagination Conscience .
High CONSIDERATION Lose/Win Win/Win Lose/Lose Win/Lose Low Low COURAGE High .
Burnout on one track 7 typically work. Unity means sameness. or compromise when faced with conflict. flight. Habit Entropy. provide foundation for decision making. Reactive to the tyranny of the urgent. .PARADIGM SHIFTS A BREAK FROM TRADITIONAL WISDOM TOWARD 7 HABITS PRINCIPLES Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 We are a product of our environment and upbringing. Differences are values and are opportunities for synergy. Win-lose. Mutual benefit. Acted upon by the environment. Differences are threats. which is important. Values flow outflow from that Actions of principles. Win-win. Communication solves problems. We are a product of our choices to our environment and Values are self-chosen and upbringing. Society is the source of our values. Fight. One-sided benefit. Continuous self-renewal and self-improvement. Independence is the highest value.
forget.BE PROACTIVE I can forgive. emotions. and moods I’m the creative force of my life I’m aware that I’m responsible . and let go of past injustices I choose my attitude.
KEE PROM P ISE S CLARIFY EXPECTA TI ONS UNDER ND OTHSTA ERS TREAT OTHE R KINDLY GIZ APOLO E Y TO LOYALIT ENT S THE AB EMOTIONAL BANK ACCOUNT .
PERSONAL IMMUNE SYSTEM Time wasters Interrupti ons Pressin g proble ms Crise s Spend time in Quadrant Follow II correct principles Control own life Maintain high Emotional Bank Account with self and others Live the Seven Habits Maintain Duplicit y Unkindn ess Violated expectat ions Outside stress and pressures reserve capacity Be resilient Empower and serve Communic others ate Empathic Synergize ally with others using a win-win approach .
.Code Of Ethics • • • • • • • • • Honest and trust worthy in all our relationship. customer and all other persons. Cooperative and constructive in all work undertaken. Reliable in carrying out assignments and responsibility. Committed to accomplishing all task in a superior way. Law abiding in all our activities. Economical in utilizing comply resources. Dedicated in services to our and to improvement of the quality of life in the world in which we live. Fair and considerate in our our treatment of fellow employees. Truthful and accurate in what we say and write.
Back To The Future Some Ideas To Think About: • • • • • • • • Invest in Developing the Quality of your software Learn to Manage Pressure Develop a Personal Vision for… Focus on your Competencies Perform By Goals and Objectives Master Communication Skills Learn to be a Problem Solver Develop a passion for Continuous Improvement .
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