Part I

MANAGING PEOPLE IN Improving Personal

ORGANIZATION Effectiveness
LEARNING OBJECTIVES
Explain how managers can improve their personal
effectiveness and able to focus in their work.
Define the concept of confidence, including the
issues raised by lack of confidence and over-
confidence.
Explain the use of goal-setting
Describe effective time management
THE ELEMENTS OF
PERSONAL EFFECTIVENESS
 WHAT IS PERSONAL
EFFECTIVENESS?
Personal effectiveness is not just related to work and comes from a mixture
of different elements:
1. Self-confidence
2. Knowing – more or less – what we want, and having a sensible plan
which will help us to achieve our goals
3. Being able to make the best use of our time so that we can get things
done – and still have some time for ourselves
4. Creativity
 HOW CAN I DEVELOP MORE
SELF-CONFIDENCE?
Confidence is a quality which everyone needs. Self-confidence helps us
to cope, to deal with the problems that life throws at us, and helps us to
accept and make the most of challenges and opportunities.
Other people can help to build our self-confidence, or they can destroy it
if we allow them to.
The wise manager makes a real effort to establish and maintain a
confident approach to life ... taking care not to become overconfident and
thus risk upsetting themselves and other people.
 HOW CAN I SET AND
ACHIEVE MEANINGFUL
GOALS?
Everyone needs to have goals – both work-related goals and personal goals.
The process of setting goals will help you to:
1. Clarify your thoughts about what you want to achieve – at home and at work.
2. Help you to see what you need to do to get what you want.

A goal or an objective or a target is something to aim for; something you want to

achieve.
Ambition is the energy and driving force which makes you want to achieve your goals.
 MEANINGFUL GOALS
SHOULD BE SMART:
Simple: so you know exactly what it is you want to achieve
Measurable: so you can see, straight away, whether or not you have
achieved what you set out to achieve
Achievable: so you have a good chance of success
Realistic: so you can feel that your goals are sensible and meaningful
Time-related: so you have a specific deadline for completion
THE IMPORTANT THINGS TO
REMEMBER WHEN SETTING
GOALS ARE:
1. They are your goals.
2. You are in charge of them.
3. You can change them whenever you want to!
SETTING YOUR GOAL
 RE-STRUCTURING
From the point of view of the staff, re-structuring can:
Cause fear and resentment – because people may not be too sure whether or not
they are going to keep their job
Cause stress and anxiety – because people invariably find change frightening
Cause anger and resentment and guilt – when people see their friends and
colleagues losing their jobs
Cause anxiety and insecurity – because people may worry that they will not be able
to cope with extra work, or with new work they haven’t done before
 RE-STRUCTURING (1)
From the point of view of the organisation, re-structuring can:
Enable the business to retain its competitive edge
Allow the business to invest – in new machinery, premises etc. – the money
which has been saved on staff salaries
Enable the business to diversify into new and more profitable activities
Close those parts of the business which are no longer profitable or productive
Even save the business from economic disaster such as closure
3 MAIN PRESSURES ON YOUR
TIME
1. Planning
2. Doing
3. Interacting with others
THE THREE PRESSURES
THAT EAT INTO YOUR TIME
 PLANNING
The advantages of creating a weekly action plan are:
You have a clear overview of the week ahead.
You are unlikely to forget any important tasks.
If someone makes unexpected demands on your time, you can see at-a-glance
whether or not you have time to take on any additional tasks.
You can see where you have allocated time for your personal projects – i.e. those
tasks that only you can do, such as disciplining or monitoring someone on your
team; or preparing a confidential report for your manager
 DOING
If you prioritise (i.e. rank tasks in order of importance) and work on them in the right order, you will be able to:
Do the most urgent tasks first
Meet deadlines
Focus on one task at a time

Every task can be prioritised as either:

Priority 1 - Tasks that are important and urgent
Priority 2 - Tasks that are urgent
Priority 3 - Tasks that are important
Priority 4 - Tasks that are neither important nor urgent
 IS IT URGENT, IMPORTANT,
NEITHER OR BOTH?
Urgent tasks have a time limit, which means that they have to be done
straight away.
Important tasks have a direct effect on the goals you set for yourself,
and on the goals set by your organisation.
Urgent AND important tasks must be done immediately because they
have a time limit and, in addition, they have a direct effect on the goals
set by yourself and your organisation.
NOT Urgent and NOT Important tasks can be deferred for now ... but
beware because, in time, they can become Urgent
 ATTRIBUTE LISTING
A useful technique to generate ideas for quality improvement
Attribute listing can, of course, be applied to generate ideas for
improving or changing any product or service.
 RANDOM INPUT
This is a technique designed to help you approach a situation or
problem in a new way in order to generate ideas and solutions
The random input technique works because the human brain is,
in fact, a magical personal computer which loves to sort, match,
organise and connect ideas
 ASK ‘WHY?’
Generate ideas by asking WHY? For example:
1. Why are our sales down on last month?
Because fewer customers are buying our product.
2. Why are fewer customers buying our product?
Because our competitors are selling the same product, but cheaper.
3. Why are our competitors selling the same product cheaper?
Because they are able to cut their manufacturing costs.
ASK QUESTIONS