Excellence In Supervision
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Transcript of Excellence In Supervision
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Excellence in Supervision
Marnys Developing ProgramDr. Wael nofal
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contents
Introduction
Getting started
Managing for high performance
Communicating with others proactively
Coaching for excellence
Dealing with change positively
Action plan
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Introduction
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Part 1. Getting started
Leadership is the ability to decide what is to be done and then to get others to want to do it.
The Supervision The opportunity: more responsibility. Improve performance
More work. Learn more
More stress. Develop your skills
More challenge. Progress in your career
More result
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Why do you want to supervise others?
To increase your job satisfaction
To challenge your skills
To learn and grow
To gain more responsibility
To make more money
To achieve a personal goal
To gain confidence
To ……………………
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What the difference?
SV a different ball game from just doing the job.
SV involve:
understanding the dynamic of working through people.
communicating well with others.
learning performance management skills.
effectively coaching others.
handling change positively.
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How to transition to supervisor?
Three key area need your attention:
1. Personal needs
2. Other departments’ needs
3. Employees’ needs
First clarify your and yours’ employees role, goals and job description.
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Medical Representative
Job Purpose
To achieve targeted sales , maximize market
share, M.S. growth and customer share for
allocated products in the territory
Major Accountabilities1- Achieve annual territory sales target.2- Implement territory action plan to optimize number of
calls on target customers.
3- Reach target visiting (quantity and quality) according to annual sales objectives
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Medical Representative Major Accountabilities
4-Check medical segmentation, maintain and
update customer information and complete call reporting data.
5- Provide key and detailed information on target audiences.
6- Provide & maintain updated competitive information (e.g. market tactics and activities, collection of competitor's materials)
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Medical Representative Major Accountabilities
7- Co-ordinate cycles visit with co-detailing colleagues to maximize customer coverage impact.
8- Collect and record information relevant to customer targeting and systemically .
9-Analyze territory product performance and market data on brick-level on regular basis and purpose action plan to area supervisor.
10-Regular update of Drs. List in his territory.
11-Ensure adequate preparation and follow-up of specific training modules (medical, product, selling skills). 10
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Supervisor/ Manager
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Supervisor’s Job description
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Job Purpose
application of Marnys strategic plan and follow-up
of promotion/Med. Reps. To achieve targeted
sales , maximize market share, M.S. growth and
customer share for allocated products in his area.
Major Accountabilities1- Achieve annual area sales target.2- Implement Marnys action plan to optimize Med. Reps
action.
3- take the full responsibility of Med. Reps
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Supervisor’s Major Accountabilities
4- Organize, Direct (lead), Coach, Delegate, Motivate& control the Med. Reps.
5- Double visit for evaluation and support.
6- Sales& stoke analysis.
7- Follow up of Med. Reps. Plans.
8- Train, Develop, improve the Med. Reps. (scientific, products& skills).
9- direct Med. Reps. For perform effective and valuable reporting .
10- key accounts follow up. 13
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For Manager only:
• administrative aspect of manger’s job
Management
• interpersonal aspect of manger’s jobLeadership
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Management:(administrative aspect of manger’s job)
1. Planning
2. Organization
3. Direction (leading)
4. Coaching
5. Delegation
6. Motivation
7. controlling
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Leadership:(interpersonal aspect of manger’s job)
Increase/create tusks of his employments to achieve objective by given good future
1. Change2. Inspiration3. Motivation4. Communication5. Hoping6. influence7. Ethics8. Direct
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Career developments:
1. evaluated state & performance
2. SWOT analysis
3. improvement plan
4. improvement strategy
5. implementation
6. control/follow up
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Important in management:
1. responsibility2. right delegation3. share objective formation4. good communication5. learning6. accept change/development7. given time to implement (my time)8. support, implement success9. basic/essential treatment problems10. Seriously
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Transition with the employees:
Have your manger introduce you in your new role at a meeting. At the meeting, explain your excitement and other feeling about the
job. Keep your early interactions with employee ‘low key’. Don’t come off
too strong. Meet with employee one by one to discuses their job, area. Be
informal, listen and ask for ideas to make things better. Hold work group meeting. Be positive and discuses your goal to help
reach the company goals. Observe people in action, help out where appropriate, and listen for
ways for improve. Ask a few employee for their thoughts on changes you may want to
make. Seek their input. Introduce changes more slowly if performance is good. Change
things more quickly if performance is poor.
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The definition of a supervisor
SV is working with or
through or
for employee
Excellence in SV means achieving positive result through people. (influencing people)
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Influencing skills
Involve two type of power:
1. Personal power : influencing people to do things because they ‘want to’
2. Position power: influencing people to do things because they ‘have to’
Excellence SV positively influence people: employee, co-workers, and customers.
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Defining Excellence
2008
Marketing Trends Predictions
Defining Excellence’s way
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Defining Excellence
Learning from your past experiences will help you do well as supervisor.
Answer each question to help you define excellence in SV:1) From your experience, what causes employee respect a
supervisor?2) From your experience, what causes employee to dislike a
supervisor?3) How do you want to be viewed as a supervisor? is their anything
you need to learn to help you achieve that?4) What skills do you already have that will help you succeed?5) What definition would you give to an excellent SV?6) What is your role as a supervisor?7) What duties will you perform in order to fulfil your role?
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The responsibilitiesput a chick next to the responsibilities below that you agree with and add others you believe are important:
Recognize employees for a job well done. Treat all employees respectfully, fairly, honestly, and with dignity. Keep employees informed about CO. goals and result. Be positive and encouraging to employee. Show interest in each employee as a person. Give employees an opportunity to learn and grow through ingoing
training and education. Deal with performance issues consistently and fairly. Help employees develop teamwork and sense of belonging. Be a good listener to employee problems and suggestions. Encourage initiative and new ideas. Communicate your belief in peoples potential and the importance of
the work being done. Support and represent your employees in the company. Accept your own mistakes openly and learn from them. Be accountable for your results. This is leadership.
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Management Thought
Old SCHOOL
Boss
Authoritarian
Controller
Organizer
Expert
Cop
referee
New SCHOOL
o Team leader
o Communicator
o Coach
o Facilitator
o Listener
o Problem solver
o cheerleader
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Traditional supervisionyou know it when you see it
http://www.flickr.com/photos/878697
58@N00/365740316
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day-to-day
challengesa day in the life. . .
•9-5 schedule
•many meetings
•high turnover
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& things are changing
21st century changes. . .
•technology
•generation trends
•workplaces and values
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New supervisionyou will know it when you see it
http://www.flickr.com/photos/300082
72@N00/707543617
http://www.flickr.com/photos/25305687@N00/105737843
http://www.flickr.com/photos/jakebou
ma/109039319/
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three questions
1. which does what?
2. where does it go?
3. where can I get it?
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Strategies for getting started
Obtain a copy of your job description and then discuss it with your manger to clarify goals, expectations, and priorities.
Talk to and interview three other supervisors or managers whom you admire, ask them: How they help people stay motivated. How they handle problems. How they keep a good attitude.
Make a plane for skills improvement (seminars and books) Develop a written plan for your work area. List action steps you will take to prepare to win. Meet with your manager monthly to review results.
update him on your progress. Discuss problems and your ideas for solutions. Get input and new information from your manager.
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Part 2.Managing for high performance
Experience with people is that they generally do what you expect them to do.
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Performance management
How do I motivate people?
Key skills for managing performance:
1) Set clear expectations and goals
2) Give positive feedback
3) Handle performance problems effectively
4) Supervise with flexibility
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The benefit of managing performance
are all supervisors use Key skills for managing performance? Why use, not use it?
Benefits obstaclesWhy use these skills? Why aren’t they used more?
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Benefits obstaclesWhy use these skills? Why aren’t they used more?
Build confidence in employee
Clarifies and expectations
General pride in a job
Increase job satisfaction
Creates willingness to go the extra mile
Relieves job boredom or routine
Increase productivity
Others ………..
Don’t know how
Don’t think the skills work
Don’t want to change
Don’t have enough time
Have tried and failed
Laziness or apathy
Accept mediocre result
Others ……..
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1) Set clear expectations and goals
SV must establish standards for performance, this way employees will know what good performance look like.
Standards often written in terms of the goals to which they relate: quantities, qualities, accuracy, service, and relationship.
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How to set clear expectations?
By meeting with employees one by one. During meeting address: Explain the job during hiring process.
Go over job description during the interview. Plan to review the job duties and goals regularly
together. With new employee, review the first day on the
job and at the end of first week
Focus on key job duties, goals, and result during every regular meeting
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How to set goals
Specific
Measurable
Attainable
Relevant
Time-bound Lack of clear goals relates to 80 % of performance problems.
Goal setting can improve performance 25%.
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Establish clear expectations and goals
Name:---------------------
Job:---------------------------
Overall responsibility:
Key job duties Improve area * priorities + mark strength
performance goals (SMART)
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2) Giving positive feedback
Feedback is the breakfast of champions.
Both + or – feedback are acceptable when used correctly and appropriately.
Over 90 % of employee want more recognition and praise
Principle of recognitions:
be specific, immediate as possible, related to activity or result, personally, be sincere and genuine, and praise progress and accomplishment.
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Providing rewards and recognition
No cost:
Low cost
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3) Handling performance problems
Constructive negative feedback is the key to high performance and motivation at some times.
How will the employee improve if he don’t know what’s wrong or don’t’ realize their mistake.
In general no bad people there are no bad people, just some with behaviour problems.
Review session (one-on-one meeting) to give constructive feedback to improve poor performance. (counselling or disciplinary).
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Principles for giving constructive feedback
Be as immediate as possible.
Be specific about the problem.
Clarify your expectations, goals, and plans.
Avoid judgmental criticism.
Treat the person respectfully.
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General directions of Review session:
1) Counseling method:
extra help, privately done.
Steps will done:1. Identify the problem.
2. Ask for the employee’s view.
3. Seek the employee’s ideas on how to improve.
(add your guidance)
4. Agree on a plan and put it in writing.
5. Establish a follow-up review of results.
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Follow General directions of Review session:
2) Disciplinary method:
mostly include verbal and written warning,
to protect the employee’s rights, yourself, and your Co.
Steps will be to done:1. Identify the problem.
2. State the expectation or goal.
3. State the consequence.
4. Ask for employee comments, then summarize.
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Ex. Identifying performance problems:
Potential performance problems: Poor services or workmanship
Absenteeism
Missed deadlines
Performance below expectations
Tardiness
Difficulty getting along with other
Customer complaints about the person
Critical or negative about work and the company
Poor communication
Lake of follow-through
Other:
Counseling or discipline?Describe a situation where you need to use the (Counseling or
discipline) method?
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4) Supervising with flexibility
Work with employee according their needs and situation. All employee need goals, recognition, and help with
performance problems. Different strokes for different folks.
motivation?
employee
skill?
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Flexibility:
Determining how to best help each employee, according to the individual’s current needs and situation.
Motivation: this involves a person’s willingness to do the job. (does the employee “want to” and believe he can do the job? )
Skill: this area takes into consideration experience at doing a job. (does the employee have the knowledge and ability to perform well? )
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Basic approaches for managing for high performance
Relationship app. Training app.
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Encourage the employee
Ask for input and listen to the employee’s ideas
Solve problems with the employee
Be positive and enthusiastic
Check in with person every day
Give regular praise
a) Relationship approach
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Understanding employee needs:are the money is the most important motivator?
1. Challenges (goals, risks, change, learning)
2. Recognition for a job well done.
3. A feeling on things (teamwork, input, opportunity)
4. Job security
5. money
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b) Training approach
OTJ SKILLS: On The Job training for employee who are inexperienced (any job, task,
or skill). For OTJ to be effective, it involve 4 basic phases, called P3+E.
1. Present
2. Practice
3. Perform
4. Evaluate
Excellent SV must encourage employee to active participation during training
Plan for training involvement for employee 2- 4 training per year.
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Performance Assessment
very important of SV with flexibility is assessing the employee’s performance level.
motivation?
Performance level employee( EMB )
skill?
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Performance Assessment continued
Assessment can be on an overall basis or on the basis of meeting specific criteria.
Ex.
Goal Area Current Performance Level
Quality of work M (meets expectations)
Timeliness of work E (exceed expectations)
Teamwork with other B (below expectations)
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Part 3. communicating with others proactively
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Part 3. communicating with others proactively
Building interdependent relationships:
A
A B
B
Dependant = Interdependent =
Subordination Equality
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Use the key communication skills checklist to help you do
better, develop interdependent relationship with employee.
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a) Communicating One-On-One with employee
Why was a policy necessary?- too many SV were reactive, not proactive.
- (A SV who is too busy for employee is too busy to be a supervisor)
- you should meet with inexperience employee more often
Purpose of One-on-One Discussion: Discuss performance issues
Give recognition
Listen to personal problems
Conduct a coaching session
Sole problems
Brainstorm new idea
Delegate a task
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What’s the benefits of one–on one communication
Improve communication
Eliminate some problems
Prevent other problems
Demonstrate respect and concern
Increase moral
Enhance performance productivity
Build rapport and trust
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Delegating tasks
Goals of delegating: give an employee a task he can do or can learn to do, so you can accomplish other
pressing goals.
Develop your employees’ skills
Accomplish better and faster result
Reasons for not delegating:
(why many leaders fail to delegate for a variety of reasons?) Lake of confidence in employee
Lack of time to communicate about a task or train the employee in the task
Personal pride and reward in doing a task
Personal competence in a task and desire for it to be done right
Fear of letting go of a task
Don’t know how to degree delegate
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How to delegate1. Outline clear expectations, goals, and reasons for delegating the task.
2. Set timeline.
3. Answer any questions or concerns.
4. Reassure the employee that he can do it. Give needed tools, support, or training.
5. Follow up to chick on progress.
Make A Plan to delegate
Task/goal keep delegate Why delegate or keep
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b) Communicating with a team
Together
Everyone
Achieves
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Use a Team Approach
HOLD REGULAR WORK GROUP MEETING TO: Share company and department information
Discuss problems
Recognize results
Conduct training
Communicate about performance results
Create plans
Brainstorm ways to improve
Gain input
Review changes
Check on how people are doing
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Guideline for team meeting
Have an agenda that you’ve prepared in advance
Take notes
Start on time
End on time
Get others involved by asking for input and letting other present material
Be a good listener
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c) Communicating every day with others
MBWA- “Managing By Wandering Around”: to be
available and to roll up your self to interact and work with other.
Evidence of poor communication
The SV is never around to talk things over or make a decision
The SV is always in a meeting
The SV spends too much time on the computer pounding out memos or reports
The SV is unapproachable because of a negative attitude
The SV claims to be too busy to listen about problems and concern
The SV never holds a department meeting
others
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How, why Communicating every day with others?
Comm. Requires interaction with others (discuss focus on weather, moon, vacation, interest, family, general news).
Comm. Is an investment (if you give your employee more of your time they give you more of they time, return)
Treat people with respect, talk to them, listen, and work with them.
The best leaders have the best people skills
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Communicating with your manager
Reason for communicating upward
Keep your manager informed of your progress
Build your manager’s confidence in your ability to get things done
Minimize the problems your manager has to solve
Get help when needed
Share your ideas and solutions
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Strategies for proactive communication
make a commitment.
Prepare, prepare, prepare.
Ask for another feedback.
Delegate tasks effectively.
Continuous improve your skills.
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Part 4. Coaching for excellence
Coach must keep everyone on the team in touch with present-moment realities.
Knowing where they stand
knowing where they’re falling short of their potential.
Knowing it openly and fairly.
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The changing playing field
Emergence of the information age
Greater competition
Increasing customer demands
Volatile workforces
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The best and worst supervisors
Worst Behavior
1. …
2. …
3. …
4. …
Best Behavior
1. …
2. …
3. …
4. …
character
1. …
2. …
3. …
4. …
Character
1. …
2. …
3. …
4. … 81
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Coaching behavior of supervisors
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Leadership character:
Honesty
Forward looking
Inspiring
Competent
Fair-minded
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Coaching for excellence inventory
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The coaching process
Formal coaching
Informal Coaching
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Informal Coaching(day to day relationship between the supervisors and the employee)
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Formal coaching(talking one-on-one with employee to help them improve performance)
1) Review goals and expectations.
2) Assess level of performance.
3) Provide feedback/ guidance.
4) Develop action plans.
5) Establish follow-up.
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Coaching worksheet: sample
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Case study 4
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Case study 4
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Strategy for effective coaching
Discuss the result of the coaching for excellent inventory with your manager.
Review how you have applied informal coaching.
Complete a formal coaching session with an employee and document the results using the coaching worksheet.
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Part 5. Dealing with change positively
To improve is to change, so to be perfect is to have changed often.
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The four forces create the change:
1) Emergence of the information
age.
2) Greater competition.
3) Increasing customer
demands.
4) Volatile workforces.
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Do you see the change as a problem or a possibility?
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Basic ways to change
Reactive
Be forced to change
ProactiveMake a deliberate
choice and plane to change
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The realities of change
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Organizational change:
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Why to change?
Lower morale
Higher stress levels
More conflicts/problems
Decrease in productivity
Decrease performance/quality
Poorer attitudes 98
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Change techniques(strategies for managing change)
Communicating change effectively
Change-management skills
Brainstorming
Problem solving99
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1- Communicating change effectivelyCase study:
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Ten commandments for implementing change
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Techniques for communicating change
Hold department meetings
Conduct one-on-one sessions
Use change-management skills
Get people involved through brainstorming
Do group problem solving
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2- Change management skills
Communication with others, introduce to the TEAM communication:
Together focus on a purpose of the change.
Empower others to participate positively in adjusting
to the change.
Aim for consensus on how to achieve the goals of
the change.
Manage the process to track more effective results.
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Change management skills
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3- Brainstorming change ideas
Go for quantity rather than quality, to keep ideas flowing
Absolutely no criticism is allowed
Everyone’s participation is encouraged Give employee a few minutes to write individual notes
Share one idea at a time through a round robin
Build on each other’s ideas
Move quickly
Creative or weird ideas are helpful
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The brain storming process
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Uses of brainstorming
Improve a procedure
Increase quality/performance
Build team work
Increase productivity
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4- the problem-solving techniques
1. Clearly and specifically identify the problem
2. Outlines 3-5 obstacles that get in the way of success.
3. Outlines 3-5 forces that will help your success.
4. Identify 3 alternative solutions and the possible outcomes.
5. Decide on a course of action.
6. Create a specific plan to implement the solution. (add timelines)
7. Follow up 108
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109we re-invent the wheel
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Problem analysis tools
Ishikawa’s fish-bone concept
Helicopter view
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The Helicopter View
Overall situation
Problem/s
Alternative/s
Decide on best option/s
action
Follow-up
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Fish-bone diagram
environment
materials
polices
product
people
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Problem solving practice:
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Case study 5
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Action plan: Keep Excelling
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HOW GOOD CAN YOU BE?
I don’t have time
Management doesn’t support me
Customer don’t understand
Employee don’t care
Unions are too fighter
I tired
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Think of potential, not the problems
Be action oriented, not apathetic
Stay proactive, not reactive
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HOW GOOD CAN YOU BE?