This action might not be possible to undo. Are you sure you want to continue?
-Empowering yourself to become a
High Performance Manager (HPM)
Learning session objectives:
How to manage yourself effectively, and then manage others. Identify the role of SBU Head and what is expected of management How to be a business Builder rather than a functional Manager/ Supporter How to be solution provider for total business and its processes How to be proactive and responsive to current business situation- Situational Leadership
The Methodology of this Session
“ Action –Learning” Approach Sharing the real Management Experience Total Participation / Involvement KISS Principle’s ( Keep It Short & Simple)
Managing & Leading your business during turbulent times…… It is possible or not ? What is essential things required during this period? Are you leader or follower? What market says about your business? Do you have a second chance to build your existing business…..? Repair your roof during sunny day ! Sail thru or Sale thru ? Now is time for you to contemplate and decide what you want to do next ? .
Session 1 .
Learning Points: WHO ARE YOU? .
and take the necessary action to enhance personal competence. Hence. you should discover your true self. know what you want to achieve. Be as honest as possible in your answers to all the exercises.Getting know the real you Many managers do not see themselves objectively. often leads to managerial derailment. The following exercises can assist you in discovering the Real You. overestimate their strengths:' This lack of awareness and selfobjectivity. either due to ignorance or neglect. they overlook their weakness. identify areas for personal growth. .
Examples of weaknesses are being selfish. What are your positive and negative personality traits? Examples of positive personality traits are being trustworthy. optimistic. and being easily irritable? How do you relate to others? Include descriptions of your strengths and weaknesses in personal relationships with superiors. insensitive. pessimistic. Examples of negative personality traits are being unreliable. Examples of strengths are being friendly. peers and subordinates. attentive and empathetic. How do other people perceive you? Are you perceived as being reliable. disciplined or friendly? . arrogant. 2. independent. and being a poor communicator. optimistic. competent. 3.WHO ARE YOU? 1. persistent and disciplined.
What are your strengths and weaknesses? My major strengths How to capitalized on them .
What are your strengths and weaknesses? My major weaknesses How to overcome them .
3. what is it ? Do you have clear-cut personal and career goals ? If yes. 4. What does success mean to you? What are your keys values or basic philosophy of life ? Do you have a personal mission?. what are they ? . 2.What Do You Really Want In Life? 1. if yes.
Reenergize . Refocus. Relearn.Rethink.
Where are you? Company’s Growth Personal Growth 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 (years) .
Mindset to Mind Growth Power and Potential of Your Mind .
and relationships. interpreting. understanding. Shift the paradigm.Action – Habits – Character – Attitude – Personality – Change – Resistance to Change.” “We have many.Paradigm Shift “The Way we ‘see’ the world… in terms of perceiving. and the way things should be.” divided mostly between maps of “the way things are. many maps in our head. behaviors. or values. . Thoughts – Words .” These maps are indeed conditioned. or realities. change the map and you alter attitudes.
they become your actions Watch your actions. they become your habits Watch your habits. they become your words Watch your words. they become your character Watch your character. it determines your destiny .Words to live by… Watch your thoughts.
Taking Proactive Initiatives Reactive Language He makes me so angry There’s nothing I can do That’s just the way I am. I can’t change I Can’t I Must Proactive Language I control my own feeling Let’s look at alternatives I can choose a different approach I choose I prefer .
HABITS 1. . Thought pattern Physical Behaviors 2.
Mindset to Mind Growth Redirecting Thoughts to Change Result .
Positive Thinking Smooth sailing To SUCCESS .
Negative Thinking Life would be like a sinking ship .
FEAR False Evident Appears Real The surest way to conquer Fear is to face it .
For things to change. Experience are things of PAST. I must change first. .CHANGE IS THE ONLY THING THAT IS CONSTANT The external environment keeps changing. they may not be suitable for the PRESENT and the FUTURE.
feel about and act towards any situation with which they are faced. It determines: How people see problems… The assumptions they make… The way they assess strengths and weaknesses… The areas of priority they identify… The way they rationalize away problems and justify inaction The solutions they come up with… The way they go about changing or effecting change… .Mindset Mindset refers to the way people think about.
2. 4. 6. 7. 10. 5.Write 10 External Changes you have experienced in the past 6 months. 3. 1. . 9. 8.
. 5. 3. 4. 7. 8. 2. 10.Write 5 Changes you have made to yourself in the past 6 months. 6. 1. 9.
you ……. If you are ‘Outdated’.Keep ‘Updated’ If you Computer is outdated. ……. what will happen? . …..
MINDFUL CHALLENGE CATEGORIES OF CHANGE .
THE ART OF MANAGING CHANGE Categories of Performers INTERNAL ASSESSMENT EXTERNAL ASSESSMENT .
THE SEVENSTAGE PROCESS OF MANAGING CHANGE .
Selling The Change Step 3 Anticipating Change Step 1 Identifying The Change Step 2 Continuous Learning And Change Step 7 Mobilizing Resources For Change Step 4 Reinforcing Change Success Step 6 Breaking Down Comfort Zones Step 5 .
Anticipating change requires companies to keep in close touch with their business environment. The forth stage involves building a team of people and getting the necessary resources The company’s comfort zone or complacency has to be broken down. however small. The art of managing change involves a seven-stage process. The change has to be sold internally to win the commitment of the people involved and affected by it. . must be publicized and reinforced.Managing strategic change requires aligning internal change initiatives to the external environment to enable the organization to compete. Any success in implementing change. The next step is to identify what needs to be changed within the organization to enable it to compete. The final stage of change is continuous learning and improvement.
Allowing too much complacency Failing to create a sufficiently powerful guiding coalition Underestimating the power of vision Under communicating the vision Permitting obstacles to block the new vision Failing to create short-term wins Declaring victory too soon Neglecting to anchor changes firmly in the corporate culture . Reengineering takes too long and costs too much.Eight Errors Common to Organizational Change Efforts and Their Consequences COMMON ERRORS CONSEQUENCES New strategies aren’t implemented well. Acquisition don’t achieve expected synergies.
MINDFUL CHALLENGE THE DYNAMICS OF CHANGE .
The Dynamics of Change “ I don’t know what the world’s going to be: all I know is it’s going to be nothing like it is today. It’s going to be faster.” Control Your Destiny or Someone Else Will .
Seven Powerful Reasons For Change Change to be efficient Change to be effective Change to motivate Change to lead Change to grow Change to survive Change to betterment of all. .
and do the right things. in a fast-changing market. •Companies need to change the way they motivate people in order to retain employees in the long run. •To strengthen its competitive position. . •The most powerful reason for change is the betterment of all.The Rationale For Change •Change to be efficient means is a necessity for companies in competitive and cost-driven industries. •Sometimes the only option open to a company in order for it to survive. companies must be willing to move in the direction where growth opportunities lie. a company often has to change from being a follower to being a industry leader. •Change to be effective means that companies must provide the right goods and services. •To improve and grow. is for it to change with its market.
SESSION 2 .
Every Financial Year Business Slogan Main Theme / Key Goals By. Individuals Individual Key Performance Area (KPA) .I. P.C / Managers Key Management Plan & Action By using 4 P’s By. SBU Heads Financial Business Plan By.
NEW WAY OF WORKING BEHAVIOURS (NWW) There are seven NWW Behaviours. They were distilled from the 10 New Way of Working Statements which form an important basis for much of the cultural change Imagine Group of Companies is undergoing. How this fits together is shown in the next slide. .
NWW STATEMENTS Driven by results not process Intolerant of poor performance NWW BEHAVIOURS Performance Focus Excited by high performance & increasingPeople Development value Passionate about people being stretched to limits Empowered to take front-line decisions Empowerment Change orientation Energised by change & innovation Externally focused and quick to grasp opportunities Brave enough to take calculated risks Obsessed with the customer Risk taking Customer focus World class in team work.venture . strategic alliancesTeam work & joint.
I am getting better and better” “To me everything is possible. It is not over until I win” .Affirmations !!!! “Everyday and in everyway.
.ON BEING A MANAGER The one contribution a manager is uniquely expected to make is to give others vision and ability to perform.
.WHO ARE MANAGERS ? Individuals who are directly responsible for getting work done in an organization with and through other people.
They know the right people. Can anyone become a manager? In theory yes. They have been with the company a long time.. How do you become a manager? People are usually promoted for one of the following reason: They are good at their present job. . They happen to be in the right place at the right time. in practice no. Their age gives them seniority.BECOMING A MANAGER ……. Many people are unable or unwilling to adapt to the needs of management. • • • • • Rarely are they promoted because they will make good managers.
LEVEL OF MANAGERIAL TOP MANAGER MIDDLE MANAGER FIRST -LINE MANAGER Basic Management Levels .
MAJOR MANAGERIAL FUNCTIONS .
PLANNING Determining goals and action plans for attaining them.
CONTROLLING Monitoring Performance And Taking Corrective Action LEADING Influencing others to perform tasks necessary to attain organizational goals Major Managerial Functions
ORGANIZING Assigning tasks and allocating resources to implement Plans.
CONTROLING 14% LEADING 22% ORGANIZING 36%
CONTROLING 13% LEADING 36% ORGANIZING 33% PLANNING 18%
CONTROLING 10% LEADING 51% ORGANIZING 24% PLANNING 15%
Percentage of time spent on functional activities by managerial level
perform ten different,
highly interrelated roles which can be grouped into three basic categories.
. Leader. The three interpersonal roles that managers play are those of Figurehead. Liason.INTERPERSONAL ROLES Involve developing and maintaining good relationship with significant other.
receiving and transmitting Manager gather and disseminate information through the three informational roles for of monitor. . disseminator and spokesperson.INFORMATIONAL ROLES Pertain to information.
disturbance handler. . Entrepreneur.DECISIONAL ROLES Manager in every organization make numerous decisions in the course of their work. resource allocator. and negotiator. Mangers play four decision-making roles.
Maintains network of outside contacts. EXAMPLES Signing legal document.INTERPERSONAL ROLE Figurehead DESCRIPTION Performs symbolic duties of a legal or social nature Responsible for motivating of subordinates and for staffing and training. . Leader Liason Making phone calls. greeting visitors Most managerial activities involving subordinates. acknowledgement of mail.
maintaining personal contacts. holding meetings. EXAMPLES Reading periodicals and reports.INFORMATIONAL ROLE Monitor DESCRIPTION Seeks and receives information to understand organization and environment. Transmits information to other members of the Organization. Spokesperson Transmits information about organization to outsiders. . Board meeting is. handling mail. Disseminator Forwarding memos and reports.
grievances.conflicts and employee unexpected disturbances. . Allocates resources. projects strategy sessions. scheduling Resource allocator Negotiator Represents the organization in major negotiation. all kinds of Budgeting. Disturbance handler Takes corrective action whenResolving interpersonal organization faces important.DECISIONAL ROLE Entrepreneur DESCRIPTION EXAMPLES business holding Initiates and promotesIdentifying new organizational improvementopportunities. Negotiating business deals.
T Technical P People A Administration .
Quicker decision making Greater use of management techniques More time on communication and consultation More output of information Keeping up to date hence more reading .
ini nta ai g M n ale or m .
to be in management (10 Stages) Observation / Identify Collection Compilation presentation Analysis Plan Strategies Implementation Improvement Control .What should be a manager do.
Traditional and New Theories of Leadership Traditional Theories Influences Followers Leader New Theories Positive Environment •Vision •Resources •Empowermen t Provides Enables and Motivates Leader Followers .
Lack of reflective planning. Managers handle a wide variety of issues and activities throughout the day and important activities are interspersed with trivial ones. . Most of it involver exchange of information and attempts to influence people. Tasks are generally completed quickly. Managers generally spend most of their time communicating orally with other. 5.MANAGERAL FACT OF LIFE 1. 3. Interruptions are common in managerial work. 6. peers. Variation. Oral communications. Interpersonal contacts. Long hours. They spend most of their time interacting with subordinates. Managers are not reflective planners. Managers spend little time working alone. Fragmentation. Many activities are reactive in nature. 2. Most managers work long hours and working hours tends to increase as one advances to higher managerial levels. 4. superior and other people inside and outside of the organization.
may result in denial of negative evidence. Managers rely heavily on networks of internal and external contacts to function effectively. Managers cannot avoid organizational politics. Stressful. Decision processes are disorderly and emotional. They devote considerable effort and time to fostering relationship with others whose cooperation is required in satisfying their emerging agendas. 6. . Organizational politics. The problem and anxiety about choosing among unattractive alternatives. Research shows that decision processes are likely to be characterized more by confusion. disorder and emotionality that by rationality. Managing is a tough and highly demanding job and studies show that they experience stress every day. 7. Networking. 5.4. Information is often distorted to serve preconception about the best course off action or a self-serving interest in a particular choice. procrastination and panic reactions by managers.
In short.WHO IS A HIGH PERFORMANCE MANAGER (HPM)? A High Performance Manager (HPM) is one who is both effective and efficient in getting things done with and through others. a HPM does the right things right ! . Effectiveness is essentially “doing the right things”. Efficiency is the ability to make the best of available resources in the process of attaining goals. Effectiveness is the ability to choose appropriate goals and achieve them. It is essentially “doing things right”.
Control • Flexibility / Adaptability •High Self-Esteem • Assertiveness • Integrity / Honesty • Managing Time Successfully • Persistence • Self-Objectivity & • Proactive / Initiative Lifelong Learning HIGH PERFORMANCE WORK COMPETENCE MANAGER INTERPERSONAL COMPETENCE • Inspiring • Technical Expertise • Planning and Organizing Skill • Conceptual Skills • Problem Solving and Decision-Making •Tracking Performance Skills • Good Communication Skills • Developing Others / Supportive • Fostering Teamwork • Getting Along Well With People & Managing Conflict Constructively • Networking Generic High Performance Manager Model .PERSONAL COMPETENCE • Achievement Orientation • Self .
How To Become A High Achiever Strong leaders exhibit achievement drive and model it for their people. . What is Achievement orientation? Achievement orientation can defined as the inner drive to excel or compete against a standard of excellence.
4. . High achievers focus exclusively on predetermined goals. High achievers have strong desire to achieve something worthwhile. Simply put. 2. High achievers demonstrate high levels of self-esteem. High self-esteem enables high achievers to stretch their personal limits towards performing their personal best. High achievers are energetic with lots of stamina which is crucial to sustain a high achievement drive. High achievers are results oriented. Energetic. They have are clear sense of purpose and direction. They take the initiative to make things happen. Ambitions. 3. High self-esteem. Focused.GENERAL CHARACTERISTICS OF HIGH ACHIEVERS 1. high achievers are make their own breaks. 5. They also dare to take calculated risks. Bias toward action.
They continually educate themselves and seek new knowledge in their field to maintain the competitive edge. They view mistakes as learning opportunities. Lifelong learners. High achievers are persistent and determined in the face of adversity. Decisive. 8. They persist until they obtain the desired results. High achievers collaborate with others to leverage their results. High achievers are lifelong learners who subscribe faithfully to the process of continuous improvement. Peak performance is frequently a collective act. Accomplishment-Oriented. 9. determinate the preferred course and convey to their subordinates what needs to be done next. define alternative courses of action. Resilient. High achievers quickly sum up situations. 7. . High achievers are most concerned with knowing they have done well than with the reward that success brings. They quickly bounce back from setbacks. 10.6. Team players.
Develop action plans for attaining your goals.M. not problems or threats.T with the organizational or departmental mission.A. 4. Establish challenging goals which are S. Determine specific actions with deadlines to attain your goals. Formulate an organizational or departmental mission that motivates others towards peak performance. Life is truly a self-fulfilling prophecy. Get rid of self-limiting beliefs. View situations as opportunities and challenges. Visualize success and practice positive self-talk.12 TIPS ON BECOMING A HIGH ACHIEVER 1. . what skills or knowledge is required to help you attain your goals. 3. Remember that you will never know what you can do until you try! 2. For example. What personal contacts do you need establish? What are the potential obstacles which may be encountered? Maintain unswerving faith in yourself. Build up your self-esteem. Inspire others with a compelling vision. The mission should be simple and appealing to the organizational members.R. Set challenging goals and focus on them.
Make timely decisions based upon available facts. 9. perseverance is essential. Be decisive. 7. Shower trust and confidence in your subordinates. Adapt quickly to new realities. ” Promote teamwork. 8. Break down departmental barriers and promote participative management. Empower them with adequate decision-making responsibilities and authority. High performance managers are fully aware that success doesn’t come easily. Empower trust and confidence in your subordinates. Maintain flexibility. Be open to new ideas and learns from others who knows more than you. Don’t hesitate to take calculated risks. Create cross-function team to improve key business process. “Many manages let themselves get weighed down in their decision-making. especially those with too much education. Show concern for both people and operation. Maintain persistence. Remember that being decisive doesn’t mean acting rashly. Continually adapt and change your behaviour until you attain the desired results. Share relevant or useful information. . 6. Seek others’ advice in work-related matters. Link the goals of management and those of the employees. Develop cooperative goals.5.
. Commit to lifelong learning. 11. Seek continual self-development. Keep track of progress. three to four times a week. Acquire the necessary knowledge and skills for attaining your goals. Have adequate sleep and rest. Solicit honest and constructive feedback from others regarding your strengths and weaknesses. 12. Lead a healthy lifestyle. Maintain physical fitness by exercising at least for 20-30 minutes. Review and monitor progress towards attainment of your goals from time to time. Take corrective action and modify goals if necessary due to changing circumstances.10. Maintain a balanced diet. Be willing to admit mistakes or weaknesses.
Self -Esteem .
What is Self – Esteem ? Self – Esteem is overall evaluation of oneself in either a positive or negative way .
2. . What are your inner thought and feeling? What are your strengths and weaknesses as perceived by you and others who know you well? Where are you headed in life? What does success mean to you? Make a list of what you like about yourself. Know the real you.20 Tips On Enhancing Self-Esteem 1. Recognize and appreciate your abilities and positive personality traits.
Reengineer yourself. Identify and discard false beliefs about yourself. Say “stop” or “cancel, cancel” aloud when you encounter negative thoughts propagated by your pathological critic (your negative inner voice) instead of thinking about them. Learn to love and accept yourself as you are. Accept gracefully what you cannot change. Do not compare yourself unfavorably with others. You are unique !
Improve your personal appearance by dressing differently, losing weight or changing your hairstyle. Let go of perfectionism; no one is perfect. Treat mistakes and failures as learning experiences or stepping stones to subsequent success. Develop and reflect a positive attitude of “ I can do it”. Never underestimate your abilities. Practice positive self-talk. Talk about your winners. Visualize success in your career and other aspects of your life.
Accept 100% responsibility for your life and make a firm decision to change for the better. Determine your long-term and short-term goals. Goals should be specific, measurable, attainable, relevant to your mission and timebounded. Base your actions on self-chosen values, not circumstances. Review progress towards attainment of your goals and take the necessary corrective action.
11. Give your self credit and do not merely attribute your accomplishments to luck. Associate with high achievers and friends who are nourishing. Pray or meditate daily. Avoid negaholics or “toxic” people. Overcome your fears by doing exactly what you fear. Have faith in God and hope for the best. .9. Celebrate your accomplishment and success. 10.
Seek mutual benefit in all human interactions by creating “win-win” relationships. Look for the good in people. Treat others as you would like to be treated. exercise and sufficient rest. Read at least one new book every month and be open to new ideas. 13.12. . Lead a balanced life and seek continuous self-improvement. Maintain your health through proper nutrition.
Count your blessings such as good health and a loving spouse instead of wallowing in self-pity. Never belittle yourself. Accept compliments with a “thank you” and a smile. Have the courage to voice your honest opinions or to assert your legitimate rights without violating the rights of others. 15. Learn to be assertive. Say “No” to unreasonable requests. 16. . You will feel good about yourself when you assist others.14. Do something good for others.
Enhance your knowledge and job related skills. Learn to love your job and take pride in your work. Become an expert in your own chosen field. . Ignore any unkind or unjustified comments made by others about you.17. Unkind remarks are often compliments in disguise or mere manifestations of envy. 18.
. Let go of your negative past and look to the future Maintain personal integrity. Honour all promises and commitments.19. 20.
I am willing to take calculated risks. Be honest in your responses. 10. Leave the space blank if it is not true. I do not brag about myself. I can admit my mistakes. I love myself. I do ask questions when I am confused.SELF-ASSESSMENT: RATING YOUR SELF-ESTEEM Directions: Read through each of the following statements. 9. 6. I can be alone and not feel isolated. Put a ‘T’ for TRUE in the space provided if a statement is generally true for you. 2. 8. 1. I have peace of mind at Imagnia. . 3. 4. I do not find fault with other people. 7. I tend not to worry about what the future holds. I can visualize myself doing well in my job / career. 5.
I am eager to express opinions. I welcome constructive criticism. I feel good about the achievement of others. I can make up my mind and stick to it. 13. I feel comfortable in receiving and giving compliments. I am at ease with strangers.11. 14. I can express to others about my true feeling. . 12. I can share with others about my strength and weaknesses 20. 18. I get along well with others. 15. I do what I think is right even if others don’t approve of it. 19. 17. 16.
Gaining SelfAwareness Practising Self-Renewal CREATING A POSITIVE SELF-IMAGE Learning SelfAcceptance Managing Yourself Successfully Taking Charge of Your Life Enhancing Self-Esteem Model .
. Is “hanging on when the odds stack up against you. but you know you are right” Is also often described as success through trial and error or the ability to follow through on an idea long after the mood has passed.What Is Persistence? Is a continuous effort applied to attaining a goal without giving up until you succeed.
Many intelligent and talented managers have failed to become high achievers due to the lack of persistence.Importance of Persistence Nothing worthwhile has ever been achieved without having the courage to initiate it and the persistence to finish it. .
10 TIPS ON MAINTAINING PERSISTANCE
1. Have complete faith in yourself and in God. Do your best and leave the rest to God. 2. Remind yourself daily about the goals to be attained. 3. Execute your Action Plan daily. Do high priority work first. 4. Associate with positive-oriented friends; avoid negaholics or “toxic” people. 5. Never, never give up. Persist until you succeed. 6. Treat failures as learning experiences or steeping stones to subsequent success. 7. Be prepared to face the unexpected. 8. Maintains the company of individuals having similar values and goals as yours. Group support often helps to maintain one’s persistence. 9. Read inspirational literature when you are feeling down. 10.Practice positive self-talk. Repeat regularly the affirmation: “I can do it”.
WHAT IS ASSERTIVENESS
Is “standing up for personal rights and expressing thoughts, feelings and beliefs in direct, honest and appropriate ways which do not violate another person’s right”.
Assertive behavior often creates “Win-Win” situation. Assertiveness is being direct, honest, firm and respectful in interpersonal relations.
not expressing one’s feelings or viewpoints honestly. and apologizing excessively. It generally communicates a message of inferiority. .PASSIVE BEHAVIOUR The major characteristics of passive behaviour are giving in to other people’s request.
AGGRESSIVE BEHAVIOUR Involves ignoring the rights of other people. Aggressive behaviour often results in “winlose” situations. It communicates an impression of superiority. and sarcasm. blaming others for problems and mistakes. . threats. verbal hostility.
Exercise personal rights without undue anxiety and without denying the rights of others.BENEFITS OF ASSERTIVENESS Fosters fulfilling relationships through mutual respect and honest communication. Reduces personal stress Improves your chances of attaining your goals. Enhances self-confidence Help to refuse unreasonable demands from others .
Be firm and polite. Learns to say “No” firmly and politely to unreasonable request from others. State problem objectively. Use “body language” to back up your view point. speak confidently and act confidently. Maintain eye contact. Adopt the broken record technique. Ensure your facial expression are consistent with the intended message. 2. Don’t apologize excessively as it only detracts from your credibility. Express your requirements with precision and conviction. Be precise. Demonstrate self-confidence.12 TIPS ON HOW TO BECOME MORE ASSERTIVE IN THE WORKPLACE. straight shoulders and use hand gesture to emphasize words. Stand up for your legitimate rights. Keep saying what you want over and over again without getting angry. . 5. Ensure you have specific facts to substantiate your statements. 4. upright posture. 6. 3. Make reasonable requests. 1. Ensure that your demands or requests are reasonable and do not violate the rights of others. Dress confidently. 7.
you might say. 10. Use “I-statements” to express your true feelings. Describe the other person’s behaviour specifically and objectively. let the other person know that you are sympathize with his or her situation. Focus attention on the need to solve the problem. Avoid judgment of the other person’s behavior and absolutes such as “never” and “always”. Tackle undesirable behaviour of subordinates precisely and tactfully. First. . instead of “You are an unreliable employee”. Maintain composure. Use the empathy assertion technique. “You having failed to meet work deadlines twice this month”. 11. 9.8. then state what you still expect that person to do. Point out to subordinates clearly and tactfully the consequences of their undesirable behaviour at the workplace. Examples: “I feel angry when you don’t honour your promises” instead of “You always dishonour your promises”. For example. Avoid attacking the individual. Keep your cool during a confrontation with others.
12. shaking your conversation. looking head or changing your topic of . express your disagreements.Don’t hesitate to you disagree with disagreement mildly away. you can express your by raising your eyebrows. When someone.
Be Honest to yourself ! 1. Do you express your feelings to others in a clear and honest fashion ? Are able to ask your colleagues for assistance or small favours ? Do you speak your mind when you think differently from others ? Are you able to say “NO” to unreasonable requests ? Do you maintain eye contact when you talk to others ? Are you able to state specifically what bothers you in a tactful manner ? Do you ask questions when you are confused ? Do you stand up for your legitimate rights ? Do you express anger appropriately ? Do you respect the basic rights of others people ? .SELF-ASSESSMENT: HOW ASSERTIVE ARE YOU? Answer Yes or No. 8. 9. 10. 5. 2. 7. 6. 3. 4.
Necessitates self-awareness. a process by which an individual becomes conscious of some aspects of reality related to one’s character. Is having an accurate or realistic view of oneself based upon facts or honest feedback from others.OBJECTIVITY Is essentially knowing one’s own strengths and weaknesses and utilizing the strengths effectively while compensating for weaknesses.What is SELF. It involves focusing our minds on seeking the truth. . not denying painful realities and being amenable to new knowledge of feedback from others. feelings and motives.
10 Tips On Maintaining SelfObjectivity And Profiting From It Assume self responsibility Let go of perfectionism Avoid being defensive Be receptive to feedback Practice self-disclosure Complete self-assessments instruments Compensate for weaknesses Maintain a journal Form a mastermind alliance Be a live long learner .
TIME MANAGEMENT .
It involves managing yourself in such a manner as to optimize the time you have. .What Is Time Management? Time management is actually self management.
The Time Management Matrix IMPORTANT Quadrant 1 Activities Project with deadlines Work strike Marital problems Angry customer Quadrant 2 Activities Long-term planning Networking Training Personal development NOT IMPORTANT Quadrant 3 Activities Unnecessary meetings Some telephone calls Drop-in visitors Some reports Quadrant 4 Activities Unnecessary socializing Long lunch breaks Junk mail Some telephone calls NOT URGENT URGENT .
Highly successful Managers spent most of their time on activities in quadrant 2 They avoid activities in quadrant 3&4 Minimize activities related to quadrant 1 .
.Common Time Wasters INTERNAL TIME WASTERS EXTERNAL TIME WASTER Telephone interruptions Cluttered desk Lack of delegation Drop-in visitors Lack of self-discipline Some meeting Unnecessary socializing Management by Crisis Indecision Unclear responsibility and authority Inability to say “NO” to Incomplete information others Lack of goals and priorities Red tape Procrastination Lack of policies and procedures.
3. 6. Do you make a daily To-do-list? Do you establish specific goals with deadlines ? Do you do important things first ? Do you tackle challenging tasks when you are at your best? Do you avoid excessive socializing ? Do you keep a time log periodically as a mean of improving your time use? . 5.Be Honest To Yourself 1. 4. 2.Self-assessment: How Well Do You Manage Your Time? Answer Yes Or No .
8. Do you keep your desk highly organized? Do you keep your telephone calls businesslike? Do you often need deadlines? Do you delegate work that can be done by others? .7. 10. 9.
EFFECTIVE LEADERSHIP .
.WHAT IS LEADERSHIP ? Is the process of influencing people to strive willingly and enthusiastically towards the attainment of desired goals.
Creating A Compelling Vision Measuring Motivating and empowering people Promoting Teamwork And Mutual Trust Establishing Goals And Strategies To Attain Vision Determining corporate culture Aligning people to vision through effective communication Core Functions Of Leadership CHANGE AGENT .
2.Competent 8. 3. 4. .Top 10 Admiral Attributes Of Malaysian Leaders. 5.Decisive 10.Forward-looking 9. 1.Achievement-oriented 6. Honest Good communication High self-esteem Team player Supportive Inspiring 7.
Centralized power Decentralized & decisionauthority & decisionmaking. Has trust in group members. Groups make own decisions. Little trust in group members. people.TYPES OF LEADERSHIP STYLES Autocratic Democratic Laissez-faire High concern for High concern for work low concern for work & work & little or no & people. concern for people. . Complete trust in group members. Leader provides little or no direction. making.
TYPES OF LEADERSHIP STYLES Autocratic Democratic Laissez-faire Leader determines goals. . Close supervision. Goals mutually agreed upon. Periodic supervision Subordinate monitor own work. Group set own goals.
2. 3. 3. Manager has complete power. 5. . Subordinate have technical skills. 4. 2. Co-operation of others is critical in ensuring success of decision. 4. Democratic 1.Leadership Style APPROPRIATE LEADERSHIP STYLE Situation 1. Manager has limited power and authority. Time is not a critical factor. Subordinates have high social need. Autocratic Decision must be made fast Crisis or emergency situation Subordinates lack information or knowledge.
2. Situation Highly motivated professional groups.APPROPRIATE LEADERSHIP STYLE Leadership Style Laissez-faire 1. No time pressure. Manager has no power to compel action. 4. 3. Subordinates have rare skills. .
EFFECTIVE COMMUNICATION .
Is effective when the message transmitted by the sender is understood perfectly by the receiver.WHAT IS COMMUNICATION Is a process of sharing meaning between the sender and receiver of a message. .
Major Barriers To Effective Communication Differing perceptions Selective perceptions Values judgments Emotions Poor listening skill Inconsistent verbal and non-verbal communication Information overload Source credibility Language differences Premature evaluation .
Give the message a title to make the subject clear. Omit unnecessary word such as “needless to say” and “please be advise that”. Write in the language of the reader. If the message is long.SIX Cs OF EFFECTIVE WRITTEN COMMUNICATION Clarity Be specific and straightforward. Use simple word and short sentences. . provide a one-page summary which clarifies the main points. Conciseness The message should be as brief as possible.
Provide the necessary information which allows the reader to take necessary action without needing to ask questions.
Organize your message in a coherent manner. Break down your message into major points which can then be subdivided into supporting point first. Limit each paragraph to one main idea which should be reflected in the topic sentence.
Your message should be written in a manner which not only gets your message acres but also promotes goodwill.
Ensure the written message has accurate information.
GETTING ALONG WELL WITH YOUR SUBORDINATES AND PEERS
Do not play favourites 7.10 TIPS ON IMPROVING HUMAN RELATIONS WITH SUBORDINATES 1. Treat subordinates with respect & dignity 10. Give credit where credit is due 3. Keep subordinates informed of matters that are relevant to their jobs 5. Be open minded 4. Focus on the good points in subordinates & let them know they are highly valued 9. Do not reprimand subordinates in public 6. each is different 2. Show concern for subordinate’s growth & self improvement 8.Help subordinates to overcome job-related problems . Get to know each subordinate as an individual.
4. 9. Don’t take advantage of their weakness Be sympathetic to their problems Be loyal.10 TIPS ON IMPROVING HUMAN RELATIONS WITH PEERS 1. information Assist peers in growth & personal development. Share ideas. 3. experiences. maintain confidentiality Defend your peers in their absence. 6. pleasant and positive in your interactions with your peers Recognize the accomplishments of your peers Pass on to other people any compliments paid to your peers by third parties . skills. speak positively about them Show respect for your peers Be courteous. 5. 8. 7. 2. 10.
METHOD OF OVERCOMING RESISTANCE TO CHANGE .
analysis.Can be very time communication lack ofpeople will oftenconsuming if information orhelp with thelots of people are inaccurate implementation involved. information &of the change.Approach Commonly Used In Situations Advantages Drawbacks Education +Where there is aOnce persuaded. .
.Approach Commonly Used In Situations Advantages Drawbacks Participation involvement +Where thePeople whoCan be very time initiators do notparticipate willconsuming if have all thebe committed toparticipators information theyimplementing design an need to designchange & anyinappropriate the change &relevant change. where othersinformation they have have will be considerable change plan power to resist.
Approach Commonly Used Advantages In Situations Drawbacks Facilitation support +Where peopleNot otherCan be timeare resistingapproach worksconsuming & because ofas well withexpensive & still adjustment adjustment fail. problems problems .
. negotiate for group has compliance.Approach Commonly Used In Situations Advantages Drawbacks Negotiation support +Where someoneSometimes it isCan be too or some groupa relatively easyexpensive in will clearly loseway to avoidmany cases if it out in a changemajor alerts others to & where thatresistance. considerable power to resist.
Approach Commonly Used In Situations Advantages Drawbacks Manipulation +where other it can be acan lead to agreement tactics will notrelatively quickfuture problems work or are too& inexpensiveif people feel expensive solution tomanipulated. resistance problems. .
Approach Commonly Used In Situations Advantages Drawbacks Explicit implicit coercion +Where speed isIt is speedy &Can be risky if it essential & thecan overcomeleaves people change initiatorsany kind ofmad at the possess resistance initiators. considerable power .
STRUCTURAL CHANGE .
3 Major Aspect Of Planned Organizational Change STRUCTURE CHANGE •Level of decentralization •Communication lines •Job design PEOPLE CHANGE TECHNOLOGICAL CHANGE •Equipment •Work processes •Information system •Knowledge •Attitude •Behavior •skills •Values .
CREATING A HEALTHY ORGANIZATIONAL CULTURE To ensure a continuous flow of quality goods and services. a culture of quality must be woven into the basic fabric of everyday life .
STRATEGIC MANAGEMENT .
The Five Tasks Of Strategic Management TASK 1 Defining the business and developing a mission TASK 2 Translating organizational mission into goals TASK 3 Crating a strategy to achieve the desired outcomes TASK 4 Implementing and executing the strategy effectively and efficiently TASK 5 Evaluating performance .3. reviewing the situation and initiating corrective adjustments Revise as needs Revise as needs Improve/ change as needed Improve/ change as needed Recycle to Tasks 1. Or 4 as needed .2.
SWOT ANALYSIS .
POTENTIAL INTERNAL STRENGTHS A distinctive competence Adequate financial resources Good competitive skill Well thought of by buyers An acknowledged market leader Well-conceived functional area strategies Access to economies of scale Insulated (at least somewhat) from strong competitive pressures .
POTENTIAL INTERNAL WEAKNESSES No clear strategic direction Obsolete facilities Sub par profitability because…………… Lack of managerial depth & skills or competence Poor track record in implementing strategy Plagued with internal operation problems Falling behind in R &D Too narrow a product line .
POTENTIAL EXTERNAL OPPORTUNITIES Serve additional customer groups Enter new markets or segments Expand product line to meet broader range of customer needs Diversify into related products Vertical integration Falling trade barriers in attractive foreign markets Complacency among rival firms Faster market growth .
POTENTIAL EXTERNAL THREATS Entry of lower-cost foreign competitors Rising sales of substitute products Slower market growth Adverse shifts in foreign exchange rates & trade policies of foreign goverments Costly regulatory requirements Adverse demographic changes Changing bargaining power of customer or suppliers. Changing buyer needs & tastes .
POOR & BETTER STATEMENT OF GOALS .
To reduce our departmental costs by 10% within the next 6 month. To follow up on all sales inquiries within 48 hours after the initial contact. Poor Better .Poor Better Poor Better Poor Better To minimize our costs. To increase the quality of our work To reduce the number of rejects to an average of 5 per month by the end of the current fiscal year To upgrade employee morale To decrease employee absenteeism to an average of 2 days per year per employee by the end of the current fiscal year. To follow up more quickly on all sales inquiries.
to management by 30 April of this year. including written recommendations. Poor Better .000 and to submit its analysis.000. To complete training of 100 frontline personnel in three-day workshops on customer service by end October this year at a cost not exceeding RM60.Poor Better Train 100 frontline personnel on customer service. Conduct an employee opinion survey To conduct an employee opinion survey involving 200 respondents by end March this year at a cost not exceeding RM30.
Types of Goals Based on time span Long-range (strategic) goals Spanning more than 3 years Intermediate-change (Tactical) goals Spanning between 1.3 years Short-range (operational) goals with time span 1 year or less .
Types of Goals Based on breath of influence Corporate goals That apply to the entire organization Divisional goals That apply to certain divisions Sectional goals That apply to certain section Individual goals That apply to certain individual .
Benefits Of Goals Help to transforms broad missions into specific actions Challenging goals can increase performance Help clarify expectations Enable measurements of progress towards attainment of organizational mission Facilitate managers in directing & coordinating the efforts of subordinates Assist performance evaluation & control .
EFFECTIVE ORGANIZATIONAL MISSION STATEMENT .
Seeking continuous improvement in everything we do . prompt.MISSION Bank Excel (M) Berhad has a two-fold mission. CORPORATE VALUES 1. personal growth. For our employees. we will provide reliable. For our customers in Malaysia. courteous and innovative banking and related financial service which meet or exceed their requirements. Doing the right things the first time 2. Maintaining integrity and trust at all times 3. and mutual respect. we will create a positive working environment which promotes teamwork.
6.4. 9. Communicating in an open and honest manner Empowering employees and developing their potential. . Basing reward and promotions on merit. Responding positively to change Encouraging participative management and teamwork Promoting innovation and creative problem-solving Rating customers and fellow employees with respect and dignity 10. 5. 8. 7.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.