Managerial Skill

ENHANCING MANAGERIAL ENHANCING MANAGERIAL PERFORMANCEPERFORMANCE

--Empowering yourself to become a Empowering yourself to become a High Performance Manager (HPM)High Performance Manager (HPM)

Learning session objectives:Learning session objectives: How to manage yourself effectively, and then How to manage yourself effectively, and then

manage others.manage others. Identify the role of SBU Head and what is Identify the role of SBU Head and what is

expected of management expected of management How to be a business Builder rather than a How to be a business Builder rather than a

functional Manager/ Supporterfunctional Manager/ Supporter How to be solution provider for total business How to be solution provider for total business

and its processesand its processes How to be proactive and responsive to current How to be proactive and responsive to current

business situation- Situational Leadershipbusiness situation- Situational Leadership

The Methodology of this SessionThe Methodology of this Session

“ “ Action –Learning” ApproachAction –Learning” Approach

Sharing the real Management ExperienceSharing the real Management Experience

Total Participation / Involvement Total Participation / Involvement

KISS Principle’s ( Keep It Short & Simple)KISS Principle’s ( Keep It Short & Simple)

Managing & Leading your business Managing & Leading your business during turbulent times……during turbulent times……

It is possible or not ?It is possible or not ? What is essential things required during this period?What is essential things required during this period? Are you leader or follower?Are you leader or follower? What market says about your business?What market says about your business? Do you have a second chance to build your existing Do you have a second chance to build your existing

business…..?business…..? Repair your roof during sunny day ! Repair your roof during sunny day ! Sail thru or Sale thru ?Sail thru or Sale thru ?

Now is time for you to contemplate and decide what you Now is time for you to contemplate and decide what you want to do next ? want to do next ?

Session 1Session 1

WHO ARE YOU?WHO ARE YOU?

Learning Points:Learning Points:

1.1. What are your positive and negative personality traits? What are your positive and negative personality traits? Examples of positive personality traits are being trustworthy, Examples of positive personality traits are being trustworthy, optimistic, persistent and disciplined. Examples of negative optimistic, persistent and disciplined. Examples of negative personality traits are being unreliable, arrogant, pessimistic, personality traits are being unreliable, arrogant, pessimistic, and being easily irritable? and being easily irritable?

2.2. How do you relate to others? Include descriptions of your How do you relate to others? Include descriptions of your strengths and weaknesses in personal relationships with strengths and weaknesses in personal relationships with superiors, peers and subordinates. Examples of strengths are superiors, peers and subordinates. Examples of strengths are being friendly, attentive and empathetic. Examples of being friendly, attentive and empathetic. Examples of weaknesses are being selfish, insensitive, and being a poor weaknesses are being selfish, insensitive, and being a poor communicator.communicator.

3.3. How do other people perceive you? Are you perceived as How do other people perceive you? Are you perceived as being reliable, optimistic, competent, independent, being reliable, optimistic, competent, independent, disciplined or friendly?disciplined or friendly?

WHO ARE YOU?WHO ARE YOU?

My major My major strengths How to capitalized on them How to capitalized on them

What are your strengths and weaknesses?

My major My major weaknesses How to overcome them How to overcome them

What are your strengths and weaknesses?

What Do You Really Want In Life?What Do You Really Want In Life?

1.1. What does success mean to you?What does success mean to you?

2.2. What are your keys values or basic What are your keys values or basic philosophy of life ?philosophy of life ?

3.3. Do you have a personal mission?, if yes, Do you have a personal mission?, if yes, what is it ?what is it ?

4.4. Do you have clear-cut personal and career Do you have clear-cut personal and career goals ? If yes, what are they ?goals ? If yes, what are they ?

Rethink, Refocus, Relearn, ReenergizeRethink, Refocus, Relearn, Reenergize

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)

Where are you?Where are you?

Mindset to Mind GrowthMindset to Mind Growth

Power and Potential of Your Power and Potential of Your MindMind

Paradigm ShiftParadigm Shift

““The Way we ‘see’ the world… in terms of perceiving, The Way we ‘see’ the world… in terms of perceiving, understanding, interpreting.”understanding, interpreting.”

““We have many, many maps in our head.” divided mostly We have many, many maps in our head.” divided mostly between maps of “the way things are, or realities, and the way between maps of “the way things are, or realities, and the way things should be, or values.”things should be, or values.”

These maps are indeed conditioned.These maps are indeed conditioned. Thoughts – Words - Action – Habits – Character – Attitude – Thoughts – Words - Action – Habits – Character – Attitude –

Personality – Change – Resistance to Change.Personality – Change – Resistance to Change. Shift the paradigm, change the map and you alter Shift the paradigm, change the map and you alter

attitudes, behaviors, and relationships.attitudes, behaviors, and relationships.

Words to live by…Words to live by…

Watch your Watch your thoughtsthoughts, they become your , they become your wordswords Watch your words, they become your Watch your words, they become your

actionsactions Watch your actions, they become your Watch your actions, they become your

habitshabits Watch your habits, they become your Watch your habits, they become your charactercharacter Watch your character, it determines your Watch your character, it determines your destinydestiny

Taking Proactive InitiativesTaking 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

HABITSHABITS

1.1. Thought patternThought pattern

2.2. Physical BehaviorsPhysical Behaviors

Mindset to Mind GrowthMindset to Mind Growth

Redirecting Thoughts to Redirecting Thoughts to Change ResultChange Result

Smooth Smooth sailingsailing

To SUCCESSTo SUCCESS

Smooth Smooth sailingsailing

To SUCCESSTo SUCCESS

Positive ThinkingPositive Thinking

Life would be like aLife would be like a

sinking ship sinking ship Life would be like aLife would be like a

sinking ship sinking ship

Negative ThinkingNegative Thinking

FEARFEAR

FFalsealse

EEvidentvident

AAppearsppears

RRealeal

The surest way to conquer Fear is to The surest way to conquer Fear is to

face itface it

CHANGE IS THE ONLY THING CHANGE IS THE ONLY THING THAT IS CONSTANTTHAT IS CONSTANT

The external environment keeps changing.The external environment keeps changing.

Experience are things of PAST, they may not Experience are things of PAST, they may not be suitable for the PRESENT and the be suitable for the PRESENT and the FUTURE.FUTURE.

For things to change, I must change first.For things to change, I must change first.

MindsetMindsetMindset refers to the way people think about, Mindset refers to the way people think about, feel about and act towards any situation with feel about and act towards any situation with

which they are faced.which they are faced.

It determines:It determines: How people see problems…How people see problems… The assumptions they make…The assumptions they make… The way they assess strengths and weaknesses…The way they assess strengths and weaknesses… The areas of priority they identify…The areas of priority they identify… The way they rationalize away problems and justify inaction The way they rationalize away problems and justify inaction The solutions they come up with…The solutions they come up with… The way they go about changing or effecting change…The way they go about changing or effecting change…

Write 10 External Changes you have Write 10 External Changes you have experienced in the past 6 months.experienced in the past 6 months.

1.1.2.2.3.3.4.4.5.5.6.6.7.7.8.8.9.9.10.10.

Write 5 Changes you have made to Write 5 Changes you have made to yourself in the past 6 months.yourself in the past 6 months.

1.1.2.2.3.3.4.4.5.5.6.6.7.7.8.8.9.9.10.10.

Keep ‘Updated’Keep ‘Updated’

If you Computer is outdated, If you Computer is outdated,

you …….. …. …….you …….. …. …….

If you are ‘Outdated’, what will happen?If you are ‘Outdated’, what will happen?

MINDFUL MINDFUL CHALLENGECHALLENGE

CATEGORIES OF CHANGECATEGORIES OF CHANGE

THE ART OF MANAGING THE ART OF MANAGING CHANGECHANGE

Categories of PerformersCategories of Performers

INTERNAL INTERNAL

ASSESSMENTASSESSMENT

EXTERNAL EXTERNAL

ASSESSMENTASSESSMENT

THE SEVEN-THE SEVEN-STAGE PROCESS STAGE PROCESS OF MANAGING OF MANAGING

CHANGE CHANGE

AnticipatingChange Step 1

Continuous Learning

AndChangeStep 7

ReinforcingChange SuccessStep 6

BreakingDown

ComfortZonesStep 5

MobilizingResources For Change

Step 4

Selling The Change

Step 3

IdentifyingThe Change

Step 2

Managing strategic change requires aligning internal change Managing strategic change requires aligning internal change initiatives to the external environment to enable the initiatives to the external environment to enable the

organization to compete.organization to compete.

The art of managing change involves a seven-stage process.Anticipating change requires companies to keep in close touch with their business environment.The next step is to identify what needs to be changed within the organization to enable it to compete.The change has to be sold internally to win the commitment of the people involved and affected by it.

The forth stage involves building a team of people and getting the necessary resourcesThe company’s comfort zone or complacency has to be broken down.Any success in implementing change, however small, must be publicized and reinforced.The final stage of change is continuous learning and improvement.

Eight Errors Common to Organizational Eight Errors Common to Organizational Change Efforts and Their ConsequencesChange Efforts and Their Consequences

COMMON ERRORSCOMMON ERRORS CONSEQUENCESCONSEQUENCESAllowing too much complacencyAllowing too much complacency New strategies aren’t implemented well.New strategies aren’t implemented well.Failing to create a sufficiently powerful Failing to create a sufficiently powerful guiding coalitionguiding coalition

Acquisition don’t achieve expected Acquisition don’t achieve expected synergies.synergies.

Underestimating the power of visionUnderestimating the power of vision Reengineering takes too long and costs too Reengineering takes too long and costs too much.much.

Under communicating the visionUnder communicating the visionPermitting obstacles to block the new Permitting obstacles to block the new visionvisionFailing to create short-term winsFailing to create short-term wins

Declaring victory too soonDeclaring victory too soon

Neglecting to anchor changes firmly in the Neglecting to anchor changes firmly in the corporate culturecorporate culture

MINDFUL MINDFUL CHALLENGECHALLENGE

THE DYNAMICS OF CHANGETHE DYNAMICS OF CHANGE

The Dynamics of ChangeThe Dynamics of Change

“ “ I don’t know what the world’s going to be: all I 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 know is it’s going to be nothing like it is today. It’s going to be faster.”going to be faster.”

Control Your Destiny or Someone Else WillControl Your Destiny or Someone Else Will

Seven Powerful Reasons For ChangeSeven Powerful Reasons For Change

Change to be Change to be efficientefficient Change to be Change to be effectiveeffective Change to Change to motivatemotivate Change to Change to leadlead Change to Change to growgrow Change to Change to survivesurvive Change to Change to betterment of allbetterment of all..

The Rationale For ChangeThe Rationale For Change

•Change to be efficient means is a necessity for companies in competitive and cost-driven industries.•Change to be effective means that companies must provide the right goods and services, 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, a company often has to change from being a follower to being a industry leader.•To improve and grow, companies must be willing to move in the direction where growth opportunities lie.•Sometimes the only option open to a company in order for it to survive, is for it to change with itsmarket.•The most powerful reason for change is the betterment of all.

SESSION 2 SESSION 2

Every Financial Year

Business SloganMain Theme / Key Goals

Every Financial Year

Business SloganMain Theme / Key Goals

Financial Business PlanFinancial Business Plan

Key Management Plan &Action By using 4 P’s

Key Management Plan &Action By using 4 P’s

Individual Key Performance Area

(KPA)

Individual Key Performance Area

(KPA)

By. SBU Heads

By.P.I.C / Managers

By.Individuals

NEW WAY OF WORKING NEW WAY OF WORKING BEHAVIOURS (NWW)BEHAVIOURS (NWW)

There are seven NWW Behaviours. They were distilled There are seven NWW Behaviours. They were distilled from the 10 New Way of Working Statements which form from the 10 New Way of Working Statements which form an important basis for much of the cultural change an important basis for much of the cultural change Imagine Group of Companies is undergoing. How this fits Imagine Group of Companies is undergoing. How this fits together is shown in the next slide.together is shown in the next slide.

NWW STATEMENTSNWW STATEMENTS NWW BEHAVIOURSNWW BEHAVIOURS

Driven by results not processDriven by results not processIntolerant of poor performance Intolerant of poor performance

Performance FocusPerformance Focus

Excited by high performance & increasing Excited by high performance & increasing valuevaluePassionate about people being stretched to Passionate about people being stretched to limitslimits

People DevelopmentPeople Development

Empowered to take front-line decisionsEmpowered to take front-line decisions EmpowermentEmpowerment

Energised by change & innovationEnergised by change & innovationExternally focused and quick to grasp Externally focused and quick to grasp opportunitiesopportunities

Change orientationChange orientation

Brave enough to take calculated risksBrave enough to take calculated risks Risk takingRisk taking

Obsessed with the customerObsessed with the customer Customer focusCustomer focus

World class in team work, strategic World class in team work, strategic alliances & joint- venturealliances & joint- venture

Team workTeam work

Affirmations !!!!Affirmations !!!!

““Everyday and in everyway, I am getting better Everyday and in everyway, I am getting better and better”and better”

““To me everything is possible. It is not over until To me everything is possible. It is not over until I win”I win”

ON BEING A MANAGERON BEING A MANAGER

The one contribution a manager is The one contribution a manager is

uniquely uniquely expectedexpected to make is to give to make is to give

others vision and ability to perform.others vision and ability to perform.

WHO ARE MANAGERS ?WHO ARE MANAGERS ?

Individuals who are Individuals who are directlydirectly

responsible for getting work done in responsible for getting work done in

an organization with and through an organization with and through

other people. other people.

BECOMING A MANAGER …….,BECOMING A MANAGER …….,

Can anyone become a manager? In theory yes, in practice no. Many Can anyone become a manager? In theory yes, in practice no. Many people are unable or unwilling to adapt to the needs of management.people are unable or unwilling to adapt to the needs of management.How do you become a manager? People are usually promoted for one How do you become a manager? People are usually promoted for one of the following reason:of the following reason:

They are good at their present job.They are good at their present job. They have been with the company a long time.They have been with the company a long time. Their age gives them seniority.Their age gives them seniority. They know the right people.They know the right people. They happen to be in the right place at the right time.They happen to be in the right place at the right time. Rarely are they promoted because they will make good managers.Rarely are they promoted because they will make good managers.

LEVEL OF MANAGERIALLEVEL OF MANAGERIAL

TOP MANAGER

MIDDLEMANAGER

FIRST -LINEMANAGER

Basic Management Levels

MAJOR MAJOR

MANAGERIAL MANAGERIAL

FUNCTIONSFUNCTIONS

PLANNINGDetermining goals

and action plans for attaining

them.

LEADINGInfluencing

others to perform tasks necessary

to attain organizational goals

CONTROLLING Monitoring

PerformanceAnd Taking

Corrective Action

ORGANIZINGAssigning

tasks and allocatingresources to implement

Plans.

Major Managerial Functions

TOP MANAGER

MIDDLEMANAGER

FIRST-LINEMANAGER

PLANNING

28%

PLANNING

18%

PLANNING

15%

ORGANIZING

36%

ORGANIZING

33%

ORGANIZING

24%

LEADING

22%

LEADING

36%

LEADING

51%

CONTROLING

14%

CONTROLING

10%

CONTROLING

13%

Percentage of time spent on functional activities by managerial level

MANAGERIAL ROLESMANAGERIAL ROLES

Managers generally perform Managers generally perform tenten different, different,

highly interrelated roles which can be grouped highly interrelated roles which can be grouped

into into three three basic categories.basic categories.

INTERPERSONAL ROLESINTERPERSONAL ROLES

Involve developing and maintaining good Involve developing and maintaining good

relationship with significant other.relationship with significant other.

The three interpersonal roles that managers The three interpersonal roles that managers

play are those of play are those of Figurehead, Leader, LiasonFigurehead, Leader, Liason..

INFORMATIONAL ROLES INFORMATIONAL ROLES

Pertain to receiving and transmitting Pertain to receiving and transmitting

information.information.

Manager gather and disseminate information Manager gather and disseminate information

through the three informational roles for of through the three informational roles for of

monitor, disseminator and spokespersonmonitor, disseminator and spokesperson..

Manager in every organization make Manager in every organization make

numerous decisions in the course of their numerous decisions in the course of their

work.work.

Mangers play four decision-making roles; Mangers play four decision-making roles;

Entrepreneur, disturbance handler, resource Entrepreneur, disturbance handler, resource

allocator, and negotiator.allocator, and negotiator.

DECISIONAL ROLES DECISIONAL ROLES

INTERPERSONAL INTERPERSONAL

ROLEROLE DESCRIPTIONDESCRIPTION EXAMPLESEXAMPLES

Figurehead Figurehead

Leader Leader

LiasonLiason

Performs symbolic dutiesPerforms symbolic dutiesof a legal or social nature of a legal or social nature

Responsible for motivatingResponsible for motivatingof subordinates and forof subordinates and forstaffing and training.staffing and training.

Maintains network ofMaintains network ofoutside contacts.outside contacts.

Signing legal document;Signing legal document;greeting visitors greeting visitors

Most managerial activities Most managerial activities involving subordinates.involving subordinates.

Making phone calls;Making phone calls;acknowledgement of mail.acknowledgement of mail.

INFORMATIONAL INFORMATIONAL


Monitor Monitor

DisseminatorDisseminator

Spokesperson Spokesperson

Seeks and receives Seeks and receives information to understandinformation to understandorganization andorganization andenvironment.environment.

Transmits information to Transmits information to other members of theother members of theOrganization.Organization.

Transmits informationTransmits informationabout organization to about organization to outsiders.outsiders.

Reading periodicals andReading periodicals andreports; maintainingreports; maintainingpersonal contacts.personal contacts.

Forwarding memos andForwarding memos andreports; holding meetings.reports; holding meetings.

Board meeting is; handling Board meeting is; handling mail.mail.

DECISIONALDECISIONAL


Entrepreneur Entrepreneur

Disturbance handler Disturbance handler

Resource allocator Resource allocator

Negotiator Negotiator

Initiates and promotes Initiates and promotes organizational organizational improvement projectsimprovement projects

Takes corrective action Takes corrective action when organization faces when organization faces important, unexpected important, unexpected disturbances.disturbances.

Allocates all kinds of Allocates all kinds of resources.resources.

Represents the organization Represents the organization in major negotiation.in major negotiation.

Identifying new business Identifying new business opportunities; holding opportunities; holding strategy sessions.strategy sessions.

Resolving interpersonal Resolving interpersonal conflicts and employee conflicts and employee grievances.grievances.

Budgeting; schedulingBudgeting; scheduling

Negotiating business deals.Negotiating business deals.

T P AT P A

TechnicalTechnical PeoplePeople AdministrationAdministration

Quicker decision makingQuicker decision making

More time on communication and consultationMore time on communication and consultation

More output of informationMore output of information

Keeping up to date hence more readingKeeping up to date hence more reading

Greater use of management techniquesGreater use of management techniques

Maintaini

ng

moraleMaintaini

ng

morale

What should be a manager do, to be What should be a manager do, to be in management (10 Stages)in management (10 Stages)

Observation / IdentifyObservation / Identify CollectionCollection CompilationCompilation presentationpresentation AnalysisAnalysis PlanPlan StrategiesStrategies ImplementationImplementation ImprovementImprovement Control Control

Traditional and New Theories of Leadership

Traditional Theories

Leader

New Theories

Leader

Influences

Provides

PositiveEnvironment•Vision•Resources•Empowerment

Enables andMotivates

Followers

Followers

MANAGERAL FACT OF LIFE

1. Long hours. Most managers work long hours and working hours tends to increase as one advances to higher managerial levels.

2. Fragmentation. Interruptions are common in managerial work. Tasks are generally completed quickly.

3. Variation. Managers handle a wide variety of issues and activities throughout the day and important activities are interspersed with trivial ones.

4. Lack of reflective planning. Managers are not reflective planners. Many activities are reactive in nature.

5. Oral communications. Managers generally spend most of their time communicating orally with other. Most of it involver exchange of information and attempts to influence people.

6. Interpersonal contacts. Managers spend little time working alone. They spend most of their time interacting with subordinates, peers, superior and other people inside and outside of the organization.

4. Stressful. Managing is a tough and highly demanding job and studies show that they experience stress every day.

5. Networking. Managers rely heavily on networks of internal and external contacts to function effectively. They devote considerable effort and time to fostering relationship with others whose cooperation is required in satisfying their emerging agendas.

6. Organizational politics. Managers cannot avoid organizational politics.

7. Decision processes are disorderly and emotional. Research shows that decision processes are likely to be characterized more by confusion, disorder and emotionality that by rationality. Information is often distorted to serve preconception about the best course off action or a self-serving interest in a particular choice. The problem and anxiety about choosing among unattractive alternatives, may result in denial of negative evidence, procrastination and panic reactions by managers.

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.

Effectiveness is the ability to choose appropriate goals and achieve them. Effectiveness is essentially “doing the right things”.

Efficiency is the ability to make the best of available resources in the process of attaining goals. It is essentially “doing things right”.

In short, a HPM does the right things right !

Generic High Performance Manager Model

WORK COMPETENCE

• Technical Expertise

• Planning and Organizing Skill

• Conceptual Skills• Problem Solving and Decision-Making Skills

•Tracking Performance

PERSONAL COMPETENCE• Achievement Orientation

•High Self-Esteem

• Integrity / Honesty

• Persistence• Proactive / Initiative

• Self - Control

• Flexibility / Adaptability

• Assertiveness

• Self-Objectivity & Lifelong Learning

INTERPERSONAL COMPETENCE

• Inspiring

• Good Communication Skills• Developing Others /

Supportive

• Fostering Teamwork

• Getting Along Well With People & Managing Conflict Constructively

• Networking

HIGHPERFORMANCE

MANAGER

• Managing Time Successfully

How To Become A High AchieverHow To Become A High Achiever

Strong leaders exhibit achievement drive and Strong leaders exhibit achievement drive and model it for their people.model it for their people.

What is Achievement orientation?What is Achievement orientation?

Achievement orientation can defined as the Achievement orientation can defined as the inner drive to excel or compete against a inner drive to excel or compete against a standard of excellence.standard of excellence.

GENERAL CHARACTERISTICS OF HIGH ACHIEVERS

1. Ambitions. High achievers have strong desire to achieve something worthwhile. They have are clear sense of purpose and direction.

2. Focused. High achievers focus exclusively on predetermined goals.

3. High self-esteem. High achievers demonstrate high levels of self-esteem. High self-esteem enables high achievers to stretch their personal limits towards performing their personal best.

4. Energetic. High achievers are energetic with lots of stamina which is crucial to sustain a high achievement drive.

5. Bias toward action. High achievers are results oriented. They take the initiative to make things happen. Simply put, high achievers are make their own breaks. They also dare to take calculated risks.

6. Accomplishment-Oriented. High achievers are most concerned with knowing they have done well than with the reward that success brings.

7. Resilient. High achievers are persistent and determined in the face of adversity. They quickly bounce back from setbacks. They persist until they obtain the desired results.

8. Decisive. High achievers quickly sum up situations, define alternative courses of action, determinate the preferred course and convey to their subordinates what needs to be done next.

9. Team players. Peak performance is frequently a collective act. High achievers collaborate with others to leverage their results.

10. Lifelong learners. High achievers are lifelong learners who subscribe faithfully to the process of continuous improvement. They continually educate themselves and seek new knowledge in their field to maintain the competitive edge. They view mistakes as learning opportunities.

12 TIPS ON BECOMING A HIGH ACHIEVER

1. Inspire others with a compelling vision. Formulate an organizational or departmental mission that motivates others towards peak performance. The mission should be simple and appealing to the organizational members.

2. Set challenging goals and focus on them. Establish challenging goals which are S.M.A.R.T with the organizational or departmental mission.

3. Develop action plans for attaining your goals. Determine specific actions with deadlines to attain your goals. For example, what skills or knowledge is required to help you attain your goals. What personal contacts do you need establish? What are the potential obstacles which may be encountered?

4. Maintain unswerving faith in yourself. Life is truly a self-fulfilling prophecy. Build up your self-esteem. Get rid of self-limiting beliefs. View situations as opportunities and challenges, not problems or threats. Visualize success and practice positive self-talk. Remember that you will never know what you can do until you try!

5. Show concern for both people and operation. Shower trust and confidence in your subordinates. Empower trust and confidence in your subordinates. Empower them with adequate decision-making responsibilities and authority. Seek others’ advice in work-related matters.

6. Maintain persistence. High performance managers are fully aware that success doesn’t come easily; perseverance is essential.

7. Maintain flexibility. Adapt quickly to new realities. Be open to new ideas and learns from others who knows more than you. Continually adapt and change your behaviour until you attain the desired results.

8. Be decisive. Make timely decisions based upon available facts. Don’t hesitate to take calculated risks. Remember that being decisive doesn’t mean acting rashly. “Many manages let themselves get weighed down in their decision-making, especially those with too much education. ”

9. Promote teamwork. Develop cooperative goals. Link the goals of management and those of the employees. Create cross-function team to improve key business process. Break down departmental barriers and promote participative management. Share relevant or useful information.

10. Keep track of progress. 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.

11. Lead a healthy lifestyle. Maintain physical fitness by exercising at least for 20-30 minutes, three to four times a week. Maintain a balanced diet. Have adequate sleep and rest.

12. Commit to lifelong learning. Seek continual self-development. Acquire the necessary knowledge and skills for attaining your goals. Be willing to admit mistakes or weaknesses. Solicit honest and constructive feedback from others regarding your strengths and weaknesses.

Self -EsteemSelf -Esteem

What is Self – Esteem ?What is Self – Esteem ?

Self – Esteem is overall Self – Esteem is overall evaluation of oneself in evaluation of oneself in either a positive or negative either a positive or negative way way

20 Tips On Enhancing Self-Esteem20 Tips On Enhancing Self-Esteem

1.1. Know the real you. What are your inner thought Know the real you. What are your inner thought and feeling? What are your strengths and and feeling? What are your strengths and weaknesses as perceived by you and others who weaknesses as perceived by you and others who know you well? Where are you headed in life? know you well? Where are you headed in life? What does success mean to you?What does success mean to you?

2.2. Make a list of what you like about yourself. Make a list of what you like about yourself. Recognize and appreciate your abilities and Recognize and appreciate your abilities and positive personality traits.positive personality traits.

3.3. Reengineer yourself. Identify and discard false Reengineer yourself. Identify and discard false beliefs about yourself. Say “stop” or “cancel, beliefs about yourself. Say “stop” or “cancel, cancel” aloud when you encounter negative cancel” aloud when you encounter negative thoughts propagated by your thoughts propagated by your pathological criticpathological critic (your negative inner voice) instead of thinking (your negative inner voice) instead of thinking about them.about them.

4.4. Learn to love and accept yourself as you are. Learn to love and accept yourself as you are. Accept gracefully what you cannot change. Do Accept gracefully what you cannot change. Do not compare yourself unfavorably with others. not compare yourself unfavorably with others. You are unique !You are unique !

5.5. Improve your personal appearance by Improve your personal appearance by dressing differently, losing weight or dressing differently, losing weight or changing your hairstyle.changing your hairstyle.

6.6. Let go of perfectionism; no one is perfect. Let go of perfectionism; no one is perfect. Treat mistakes and failures as learning Treat mistakes and failures as learning experiences or stepping stones to experiences or stepping stones to subsequent success.subsequent success.

7.7. Develop and reflect a positive attitude of “ Develop and reflect a positive attitude of “ I can do it”. Never underestimate your I can do it”. Never underestimate your abilities. Practice positive self-talk. Talk abilities. Practice positive self-talk. Talk about your winners. Visualize success in about your winners. Visualize success in your career and other aspects of your life.your career and other aspects of your life.

8.8. Accept 100% responsibility for your life and Accept 100% responsibility for your life and make a firm decision to change for the better. make a firm decision to change for the better. Determine your long-term and short-term Determine your long-term and short-term goals. Goals should be specific, measurable, goals. Goals should be specific, measurable, attainable, relevant to your mission and time-attainable, relevant to your mission and time-bounded. Base your actions on self-chosen bounded. Base your actions on self-chosen values, not circumstances. Review progress values, not circumstances. Review progress towards attainment of your goals and take towards attainment of your goals and take the necessary corrective action.the necessary corrective action.

9.9. Have faith in God and hope for the best. Have faith in God and hope for the best. Overcome your fears by doing exactly what Overcome your fears by doing exactly what you fear. Pray or meditate daily.you fear. Pray or meditate daily.

10.10. Celebrate your accomplishment and success. Celebrate your accomplishment and success. Give your self credit and do not merely Give your self credit and do not merely attribute your accomplishments to luck.attribute your accomplishments to luck.

11.11. Associate with high achievers and friends Associate with high achievers and friends who are nourishing. Avoid negaholics or who are nourishing. Avoid negaholics or “toxic” people.“toxic” people.

12.12. Seek mutual benefit in all human interactions Seek mutual benefit in all human interactions by creating “win-win” relationships. Treat by creating “win-win” relationships. Treat others as you would like to be treated. Look others as you would like to be treated. Look for the good in people.for the good in people.

13.13. Lead a balanced life and seek continuous Lead a balanced life and seek continuous self-improvement. Maintain your health self-improvement. Maintain your health through proper nutrition, exercise and through proper nutrition, exercise and sufficient rest. Read at least one new book sufficient rest. Read at least one new book every month and be open to new ideas. every month and be open to new ideas.

14.14. Count your blessings such as good health and a Count your blessings such as good health and a loving spouse instead of wallowing in self-pity. loving spouse instead of wallowing in self-pity. Do something good for others. You will feel Do something good for others. You will feel good about yourself when you assist others.good about yourself when you assist others.

15.15. Never belittle yourself. Accept compliments Never belittle yourself. Accept compliments with a “thank you” and a smile.with a “thank you” and a smile.

16.16. Learn to be assertive. Have the courage to voice Learn to be assertive. Have the courage to voice your honest opinions or to assert your legitimate your honest opinions or to assert your legitimate rights without violating the rights of others. Say rights without violating the rights of others. Say “No” to unreasonable requests. “No” to unreasonable requests.

17.17. Ignore any unkind or unjustified comments Ignore any unkind or unjustified comments made by others about you. Unkind remarks made by others about you. Unkind remarks are often compliments in disguise or mere are often compliments in disguise or mere manifestations of envy.manifestations of envy.

18.18. Learn to love your job and take pride in your Learn to love your job and take pride in your work. Enhance your knowledge and job work. Enhance your knowledge and job related skills. Become an expert in your own related skills. Become an expert in your own chosen field.chosen field.

19.19. Let go of your negative past and look to the Let go of your negative past and look to the futurefuture

20.20. Maintain personal integrity. Honour all Maintain personal integrity. Honour all promises and commitments.promises and commitments.

SELF-ASSESSMENT: RATING YOUR SELF-ESTEEM Directions: Read through each of the following statements. Put a ‘T’ for TRUE in

the space provided if a statement is generally true for you. Leave the space blank if it is not true. Be honest in your responses.

1. I love myself.

2. I tend not to worry about what the future holds.

3. I can visualize myself doing well in my job / career.

4. I do not brag about myself.

5. I can be alone and not feel isolated.

6. I have peace of mind at Imagnia.

7. I can admit my mistakes.

8. I do ask questions when I am confused.

9. I am willing to take calculated risks.

10. I do not find fault with other people.

11. I get along well with others.

12. I can make up my mind and stick to it.

13. I am eager to express opinions.

14. I welcome constructive criticism.

15. I feel comfortable in receiving and giving compliments.

16. I am at ease with strangers.

17. I do what I think is right even if others don’t approve of it.

18. I can express to others about my true feeling.

19. I can share with others about my strength and weaknesses

20. I feel good about the achievement of others.

Practising Self-Renewal

Managing Yourself

Successfully

Taking Charge of Your Life

Learning Self-

Acceptance

Gaining Self-

Awareness

CREATING A POSITIVE SELF-IMAGE

Enhancing Self-Esteem Model

PERSISTENCEPERSISTENCE

What Is Persistence?What Is Persistence?

Is a continuous effort applied to attaining a goal Is a continuous effort applied to attaining a goal

without giving up until you succeed.without giving up until you succeed.

Is “hanging on when the odds stack up against Is “hanging on when the odds stack up against

you, but you know you are right”you, but you know you are right”

Is also often described as success through trial and Is also often described as success through trial and

error or the ability to follow through on an idea error or the ability to follow through on an idea

long after the mood has passed.long after the mood has passed.

Importance of PersistenceImportance of Persistence

Nothing worthwhile has ever been achieved Nothing worthwhile has ever been achieved

without having the courage to initiate it and without having the courage to initiate it and

the persistence to finish it. the persistence to finish it.

Many intelligent and talented managers have Many intelligent and talented managers have

failed to become high achievers due to the lack failed to become high achievers due to the lack

of persistence.of persistence.

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”.

ASSERTIVENESSASSERTIVENESS

WHAT IS ASSERTIVENESSWHAT IS ASSERTIVENESS

Is “standing up for personal rights and expressing Is “standing up for personal rights and expressing

thoughts, feelings and beliefs in direct, honest and thoughts, feelings and beliefs in direct, honest and

appropriate ways which do not violate another person’s appropriate ways which do not violate another person’s

right”.right”.

Assertive behavior often creates “Win-Win” situation. Assertive behavior often creates “Win-Win” situation.

Assertiveness is being direct, honest, firm and respectful Assertiveness is being direct, honest, firm and respectful

in interpersonal relations.in interpersonal relations.

PASSIVE BEHAVIOURPASSIVE BEHAVIOUR

The major characteristics of passive behaviour The major characteristics of passive behaviour are giving in to other people’s request, not are giving in to other people’s request, not expressing one’s feelings or viewpoints expressing one’s feelings or viewpoints honestly, and apologizing excessively. It honestly, and apologizing excessively. It generally communicates a message of generally communicates a message of inferiority.inferiority.

AGGRESSIVE BEHAVIOURAGGRESSIVE BEHAVIOUR

Involves ignoring the rights of other people; Involves ignoring the rights of other people;

blaming others for problems and mistakes; blaming others for problems and mistakes;

threats; verbal hostility; and sarcasm. It threats; verbal hostility; and sarcasm. It

communicates an impression of superiority. communicates an impression of superiority.

Aggressive behaviour often results in “win-Aggressive behaviour often results in “win-

lose” situations.lose” situations.

BENEFITS OF ASSERTIVENESSBENEFITS OF ASSERTIVENESS Fosters fulfilling relationships through mutual respect and Fosters fulfilling relationships through mutual respect and

honest communication.honest communication.

Reduces personal stressReduces personal stress

Improves your chances of attaining your goals.Improves your chances of attaining your goals.

Exercise personal rights without undue anxiety and without Exercise personal rights without undue anxiety and without

denying the rights of others.denying the rights of others.

Enhances self-confidenceEnhances self-confidence

Help to refuse unreasonable demands from othersHelp to refuse unreasonable demands from others

12 TIPS ON HOW TO BECOME MORE ASSERTIVE IN THE WORKPLACE.

1. Demonstrate self-confidence. Dress confidently, speak confidently and act confidently. Ensure you have specific facts to substantiate your statements.

2. Make reasonable requests. Ensure that your demands or requests are reasonable and do not violate the rights of others.

3. Be precise. Express your requirements with precision and conviction.

4. Be firm and polite. Learns to say “No” firmly and politely to unreasonable request from others.

5. Stand up for your legitimate rights. Don’t apologize excessively as it only detracts from your credibility. State problem objectively.

6. Use “body language” to back up your view point. Maintain eye contact, upright posture, straight shoulders and use hand gesture to emphasize words. Ensure your facial expression are consistent with the intended message.

7. Adopt the broken record technique. Keep saying what you want over and over again without getting angry.

8. Use the empathy assertion technique. First, let the other person know that you are sympathize with his or her situation, then state what you still expect that person to do.

9. Use “I-statements” to express your true feelings. Examples: “I feel angry when you don’t honour your promises” instead of “You always dishonour your promises”. Avoid judgment of the other person’s behavior and absolutes such as “never” and “always”.

10. Maintain composure. Keep your cool during a confrontation with others. Focus attention on the need to solve the problem. Describe the other person’s behaviour specifically and objectively. Avoid attacking the individual. For example, you might say, “You having failed to meet work deadlines twice this month”, instead of “You are an unreliable employee”.

11. Tackle undesirable behaviour of subordinates precisely and tactfully. Point out to subordinates clearly and tactfully the consequences of their undesirable behaviour at the workplace.

12.Don’t hesitate to express your disagreements. When you disagree with someone, you can express your disagreement mildly by raising your eyebrows, looking away, shaking your head or changing your topic of conversation.

SELF-ASSESSMENT: HOW ASSERTIVE ARE YOU?SELF-ASSESSMENT: HOW ASSERTIVE ARE YOU? Answer Yes or No. Be Honest to yourself !Answer Yes or No. Be Honest to yourself !

1.1. Do you express your feelings to others in a clear and honest Do you express your feelings to others in a clear and honest fashion ?fashion ?

2.2. Are able to ask your colleagues for assistance or small favours ?Are able to ask your colleagues for assistance or small favours ?3.3. Do you speak your mind when you think differently from others ?Do you speak your mind when you think differently from others ?4.4. Are you able to say “NO” to unreasonable requests ?Are you able to say “NO” to unreasonable requests ?5.5. Do you maintain eye contact when you talk to others ?Do you maintain eye contact when you talk to others ?6.6. Are you able to state specifically what bothers you in a tactful Are you able to state specifically what bothers you in a tactful

manner ?manner ?7.7. Do you ask questions when you are confused ?Do you ask questions when you are confused ?8.8. Do you stand up for your legitimate rights ?Do you stand up for your legitimate rights ?9.9. Do you express anger appropriately ?Do you express anger appropriately ?10.10. Do you respect the basic rights of others people ? Do you respect the basic rights of others people ?

SELF- SELF- OBJECTIVITYOBJECTIVITY

What is SELF- OBJECTIVITYWhat is SELF- OBJECTIVITY Is essentially knowing one’s own strengths and Is essentially knowing one’s own strengths and

weaknesses and utilizing the strengths effectively while weaknesses and utilizing the strengths effectively while compensating for weaknesses.compensating for weaknesses.

It involves focusing our minds on seeking the truth, not It involves focusing our minds on seeking the truth, not denying painful realities and being amenable to new denying painful realities and being amenable to new knowledge of feedback from others.knowledge of feedback from others.

Is having an accurate or realistic view of oneself based Is having an accurate or realistic view of oneself based upon facts or honest feedback from others. upon facts or honest feedback from others.

Necessitates self-awareness, a process by which an Necessitates self-awareness, a process by which an individual becomes conscious of some aspects of reality individual becomes conscious of some aspects of reality related to one’s character, feelings and motives.related to one’s character, feelings and motives.

10 Tips On Maintaining Self- 10 Tips On Maintaining Self- Objectivity And Profiting From ItObjectivity And Profiting From It

Assume self responsibility Assume self responsibility Let go of perfectionism Let go of perfectionism Avoid being defensive Avoid being defensive Be receptive to feedback Be receptive to feedback Practice self-disclosure Practice self-disclosure Complete self-assessments instruments Complete self-assessments instruments Compensate for weaknesses Compensate for weaknesses Maintain a journal Maintain a journal Form a mastermind alliance Form a mastermind alliance Be a live long learner Be a live long learner

TIME MANAGEMENT

What Is Time Management?What Is Time Management?

Time management is actually self Time management is actually self management. It involves managing management. It involves managing yourself in such a manner as to optimize yourself in such a manner as to optimize the time you have. the time you have.

UR

GE

NT

NO

T U

RG

EN

T

Quadrant 1 ActivitiesQuadrant 1 ActivitiesProject with deadlinesProject with deadlinesWork strikeWork strikeMarital problemsMarital problemsAngry customerAngry customer

Quadrant 3 ActivitiesQuadrant 3 ActivitiesUnnecessary meetingsUnnecessary meetingsSome telephone callsSome telephone callsDrop-in visitorsDrop-in visitorsSome reportsSome reports

Quadrant 2 ActivitiesQuadrant 2 ActivitiesLong-term planningLong-term planningNetworkingNetworkingTraining Training Personal developmentPersonal development

Quadrant 4 ActivitiesQuadrant 4 ActivitiesUnnecessary socializingUnnecessary socializingLong lunch breaksLong lunch breaksJunk mailJunk mailSome telephone callsSome telephone calls

The Time Management Matrix

IMPORTANTIMPORTANT NOT IMPORTANTNOT IMPORTANT

Highly successful Managers spent Highly successful Managers spent most of their time on activities in most of their time on activities in quadrant 2quadrant 2

They avoid activities in quadrant They avoid activities in quadrant 3 & 43 & 4

Minimize activities related to Minimize activities related to quadrant 1quadrant 1

INTERNAL TIME INTERNAL TIME WASTERSWASTERS

EXTERNAL TIME EXTERNAL TIME WASTERWASTER

Cluttered deskCluttered deskLack of delegationLack of delegationLack of self-disciplineLack of self-disciplineUnnecessary socializing Unnecessary socializing IndecisionIndecisionInability to say “NO” to Inability to say “NO” to others others Lack of goals and prioritiesLack of goals and prioritiesProcrastinationProcrastination

Telephone interruptionsTelephone interruptionsDrop-in visitorsDrop-in visitorsSome meetingSome meetingManagement by CrisisManagement by CrisisUnclear responsibility and Unclear responsibility and authorityauthorityIncomplete informationIncomplete informationRed tapeRed tapeLack of policies and Lack of policies and procedures.procedures.

Common Time Wasters

Self-assessment: How Well Do You Self-assessment: How Well Do You Manage Your Time?Manage Your Time?

Answer Yes Or No - Be Honest To YourselfAnswer Yes Or No - Be Honest To Yourself

1.1. Do you make a daily To-do-list?Do you make a daily To-do-list?2.2. Do you establish specific goals with Do you establish specific goals with

deadlines ?deadlines ?3.3. Do you do important things first ?Do you do important things first ?4.4. Do you tackle challenging tasks when you Do you tackle challenging tasks when you

are at your best?are at your best?5.5. Do you avoid excessive socializing ?Do you avoid excessive socializing ?6.6. Do you keep a time log periodically as a Do you keep a time log periodically as a

mean of improving your time use?mean of improving your time use?

7.7. Do you keep your desk highly organized?Do you keep your desk highly organized?

8.8. Do you keep your telephone calls Do you keep your telephone calls businesslike?businesslike?

9.9. Do you often need deadlines?Do you often need deadlines?

10.10. Do you delegate work that can be done by Do you delegate work that can be done by others? others?

EFFECTIVE EFFECTIVE LEADERSHIPLEADERSHIP

WHAT IS LEADERSHIP ?WHAT IS LEADERSHIP ?

Is the process of influencing Is the process of influencing people to strive willingly people to strive willingly and enthusiastically and enthusiastically towards the attainment of towards the attainment of desired goals.desired goals.

CHANGEAGENT

Creating A Compelling Vision

Establishing Goals And Strategies To Attain Vision

Determining corporate culture

Aligning people to vision through effective communication

Measuring

Motivating and empowering people

Promoting Teamwork And Mutual Trust

Core Functions Of Leadership

1.1. Honest Honest 6.6.InspiringInspiring

2.2. Good communication Good communication 7.7.CompetentCompetent

3.3. High self-esteemHigh self-esteem 8.8.Forward-lookingForward-looking

4.4. Team player Team player 9.9.DecisiveDecisive

5.5. Supportive Supportive 10.10.Achievement-orientedAchievement-oriented

Top 10 Admiral Attributes Of Malaysian Leaders.

AutocraticAutocratic DemocraticDemocratic Laissez-faireLaissez-faire

High concern for High concern for work & little or work & little or no concern for no concern for

people.people.

High concern for High concern for work & people.work & people.

low concern for work low concern for work & people.& people.

Centralized power Centralized power & decision- & decision-

making.making.

Decentralized Decentralized authority & decision- authority & decision-

making.making.

Groups make own Groups make own decisions. Leader decisions. Leader

provides little or no provides little or no direction.direction.

Little trust in Little trust in group members.group members.

Has trust in group Has trust in group members.members.

Complete trust in Complete trust in group members.group members.

TYPES OF LEADERSHIP STYLESTYPES OF LEADERSHIP STYLES

AutocraticAutocratic DemocraticDemocratic Laissez-faireLaissez-faire

Leader determines Leader determines goals.goals.

Goals mutually Goals mutually agreed upon.agreed upon.

Group set own Group set own goals.goals.

Close supervision.Close supervision.Periodic Periodic

supervisionsupervisionSubordinate Subordinate

monitor own work.monitor own work.

TYPES OF LEADERSHIP STYLESTYPES OF LEADERSHIP STYLES

Leadership Leadership StyleStyle

SituationSituation

AutocraticAutocratic 1.1. Decision must be made fastDecision must be made fast

2.2. Crisis or emergency situationCrisis or emergency situation

3.3. Subordinates lack information or knowledge.Subordinates lack information or knowledge.

4.4. Manager has complete power.Manager has complete power.

DemocraticDemocratic 1.1. Time is not a critical factor.Time is not a critical factor.

2.2. Co-operation of others is critical in ensuring Co-operation of others is critical in ensuring success of decision.success of decision.

3.3. Subordinate have technical skills.Subordinate have technical skills.

4.4. Manager has limited power and authority.Manager has limited power and authority.

5.5. Subordinates have high social need.Subordinates have high social need.

APPROPRIATE LEADERSHIP APPROPRIATE LEADERSHIP STYLESTYLE

Leadership Leadership StyleStyle

SituationSituation

Laissez-Laissez-fairefaire

1.1. Highly motivated professional groups.Highly motivated professional groups.

2.2. No time pressure.No time pressure.

3.3. Subordinates have rare skills.Subordinates have rare skills.

4.4. Manager has no power to compel action.Manager has no power to compel action.

APPROPRIATE LEADERSHIP APPROPRIATE LEADERSHIP STYLESTYLE

EFFECTIVE EFFECTIVE COMMUNICATIONCOMMUNICATION

Is a process of sharing meaning between the Is a process of sharing meaning between the sender and receiver of a message.sender and receiver of a message.

Is effective when the message transmitted by Is effective when the message transmitted by the sender is understood perfectly by the the sender is understood perfectly by the receiver.receiver.

WHAT IS COMMUNICATION

Major Barriers To Effective Major Barriers To Effective Communication Communication

Differing perceptions Differing perceptions Selective perceptions Selective perceptions Values judgmentsValues judgments EmotionsEmotions Poor listening skillPoor listening skill Inconsistent verbal and non-verbal communication Inconsistent verbal and non-verbal communication Information overloadInformation overload Source credibility Source credibility Language differences Language differences Premature evaluation Premature evaluation

ClarityClarityBe specific and straightforward. Use simple word Be specific and straightforward. Use simple word and short sentences. Write in the language of the and short sentences. Write in the language of the reader. Give the message a title to make the subject reader. Give the message a title to make the subject clear.clear.

Conciseness Conciseness The message should be as brief as possible. Omit The message should be as brief as possible. Omit unnecessary word such as “needless to say” and unnecessary word such as “needless to say” and “please be advise that”. If the message is long, “please be advise that”. If the message is long, provide a one-page summary which clarifies the provide a one-page summary which clarifies the main points.main points.

SIX Cs OF EFFECTIVE WRITTEN COMMUNICATION

Completeness Completeness Provide the necessary information which allows the Provide the necessary information which allows the reader to take necessary action without needing to ask reader to take necessary action without needing to ask questions.questions.

Coherence Coherence Organize your message in a coherent manner. Break Organize your message in a coherent manner. Break down your message into major points which can then be down your message into major points which can then be subdivided into supporting point first. Limit each subdivided into supporting point first. Limit each paragraph to one main idea which should be reflected in paragraph to one main idea which should be reflected in the topic sentence.the topic sentence.

CourtesyCourtesyYour message should be written in a manner which not Your message should be written in a manner which not only gets your message acres but also promotes only gets your message acres but also promotes goodwill.goodwill.Correctness Correctness Ensure the written message has accurate information.Ensure the written message has accurate information.

GETTING ALONG GETTING ALONG WELL WITH WELL WITH

YOUR YOUR SUBORDINATES SUBORDINATES

AND PEERSAND PEERS

10 TIPS ON IMPROVING HUMAN 10 TIPS ON IMPROVING HUMAN RELATIONS WITH SUBORDINATESRELATIONS WITH SUBORDINATES

1. Get to know each subordinate as an individual, each is different

2. Give credit where credit is due

3. Be open minded

4. Keep subordinates informed of matters that are relevant to their jobs

5. Do not reprimand subordinates in public

6. Do not play favourites

7. Show concern for subordinate’s growth & self improvement

8. Focus on the good points in subordinates & let them know they are highly valued

9. Treat subordinates with respect & dignity

10.Help subordinates to overcome job-related problems

1.1. Share ideas, skills, experiences, informationShare ideas, skills, experiences, information

2.2. Assist peers in growth & personal development.Assist peers in growth & personal development.

3.3. Don’t take advantage of their weaknessDon’t take advantage of their weakness

4.4. Be sympathetic to their problemsBe sympathetic to their problems

5.5. Be loyal, maintain confidentialityBe loyal, maintain confidentiality

6.6. Defend your peers in their absence, speak positively about themDefend your peers in their absence, speak positively about them

7.7. Show respect for your peersShow respect for your peers

8.8. Be courteous, pleasant and positive in your interactions with your Be courteous, pleasant and positive in your interactions with your peerspeers

9.9. Recognize the accomplishments of your peersRecognize the accomplishments of your peers

10.10. Pass on to other people any compliments paid to your peers by Pass on to other people any compliments paid to your peers by third partiesthird parties

10 TIPS ON IMPROVING HUMAN 10 TIPS ON IMPROVING HUMAN RELATIONS WITH PEERSRELATIONS WITH PEERS

METHOD OF OVERCOMING

RESISTANCE TO CHANGE

Approach Approach Commonly Commonly

Used In Used In SituationsSituations

Advantages Advantages Drawbacks Drawbacks

Education + Education + communicationcommunication

Where there is Where there is a lack of a lack of information or information or inaccurate inaccurate information & information & analysis.analysis.

Once Once persuaded, persuaded, people will people will often help with often help with the the implementation implementation of the change. of the change.

Can be very Can be very time consuming time consuming if lots of if lots of people are people are involved.involved.




Participation + Participation + involvementinvolvement

Where the Where the initiators do not initiators do not have all the have all the information information they need to they need to design the design the change & where change & where others have others have considerable considerable power to resist.power to resist.

People who People who participate will participate will be committed to be committed to implementing implementing change & any change & any relevant relevant information information they have will they have will be change planbe change plan

Can be very Can be very time consuming time consuming if participators if participators design an design an inappropriate inappropriate change.change.




Facilitation + Facilitation + supportsupport

Where people Where people are resisting are resisting because of because of adjustment adjustment problemsproblems

Not other Not other approach approach works as well works as well with with adjustment adjustment problemsproblems

Can be time-Can be time-consuming & consuming & expensive & expensive & still fail.still fail.




Negotiation + Negotiation + support support

Where Where someone or someone or some group some group will clearly will clearly lose out in a lose out in a change & change & where that where that group has group has considerable considerable power to power to resist.resist.

Sometimes it Sometimes it is a relatively is a relatively easy way to easy way to avoid major avoid major resistance.resistance.

Can be too Can be too expensive in expensive in many cases if many cases if it alerts others it alerts others to negotiate to negotiate for for compliance.compliance.




Manipulation Manipulation + agreement + agreement

where other where other tactics will not tactics will not work or are work or are too expensivetoo expensive

it can be a it can be a relatively relatively quick & quick & inexpensive inexpensive solution to solution to resistance resistance problems.problems.

can lead to can lead to future future problems if problems if people feel people feel manipulated.manipulated.




Explicit + Explicit + implicit implicit coercioncoercion

Where speed is Where speed is essential & the essential & the change change initiators initiators possess possess considerable considerable power power

It is speedy & It is speedy & can overcome can overcome any kind of any kind of resistance resistance

Can be risky if Can be risky if it leaves it leaves people mad at people mad at the initiators.the initiators.

STRUCTURAL STRUCTURAL CHANGECHANGE

STRUCTURE CHANGE

•Level of decentralization

•Communication lines

•Job design

TECHNOLOGICAL CHANGE

•Equipment

•Work processes

•Information system

PEOPLE CHANGE

•Knowledge

•Attitude

•Behavior

•skills

•Values

3 Major Aspect Of Planned Organizational Change

CREATING A HEALTHY CREATING A HEALTHY ORGANIZATIONAL CULTUREORGANIZATIONAL 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

Revise asneeds

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, reviewing the situation and initiating corrective adjustments

Revise asneeds

Improve/change as

needed

Improve/change as

needed

Recycle toTasks 1,2,3,

Or 4 as needed

The Five Tasks Of Strategic Management

SWOT ANALYSISSWOT ANALYSIS

POTENTIAL INTERNAL POTENTIAL INTERNAL STRENGTHSSTRENGTHS

A distinctive competenceA distinctive competence Adequate financial resourcesAdequate financial resources Good competitive skillGood competitive skill Well thought of by buyersWell thought of by buyers An acknowledged market leader An acknowledged market leader Well-conceived functional area strategiesWell-conceived functional area strategies Access to economies of scaleAccess to economies of scale Insulated (at least somewhat) from strong Insulated (at least somewhat) from strong

competitive pressurescompetitive pressures

POTENTIAL INTERNAL POTENTIAL INTERNAL WEAKNESSESWEAKNESSES

No clear strategic directionNo clear strategic direction Obsolete facilitiesObsolete facilities Sub par profitability because……………Sub par profitability because…………… Lack of managerial depth & skills or Lack of managerial depth & skills or

competencecompetence Poor track record in implementing strategyPoor track record in implementing strategy Plagued with internal operation problemsPlagued with internal operation problems Falling behind in R &DFalling behind in R &D Too narrow a product lineToo narrow a product line

POTENTIAL EXTERNAL POTENTIAL EXTERNAL OPPORTUNITIESOPPORTUNITIES

Serve additional customer groupsServe additional customer groups Enter new markets or segmentsEnter new markets or segments Expand product line to meet broader range of Expand product line to meet broader range of

customer needscustomer needs Diversify into related products Diversify into related products Vertical integrationVertical integration Falling trade barriers in attractive foreign marketsFalling trade barriers in attractive foreign markets Complacency among rival firmsComplacency among rival firms Faster market growthFaster market growth

POTENTIAL EXTERNAL POTENTIAL EXTERNAL THREATSTHREATS

Entry of lower-cost foreign competitorsEntry of lower-cost foreign competitors Rising sales of substitute products Rising sales of substitute products Slower market growth Slower market growth Adverse shifts in foreign exchange rates & trade Adverse shifts in foreign exchange rates & trade

policies of foreign govermentspolicies of foreign goverments Costly regulatory requirementsCostly regulatory requirements Adverse demographic changes Adverse demographic changes Changing bargaining power of customer or suppliers.Changing bargaining power of customer or suppliers. Changing buyer needs & tastesChanging buyer needs & tastes

POOR & BETTER POOR & BETTER STATEMENT OF STATEMENT OF

GOALSGOALS

Poor Poor

Better Better

To minimize our costs.To minimize our costs.

To reduce our departmental costs by 10% within To reduce our departmental costs by 10% within the next 6 month.the next 6 month.

Poor Poor

Better Better

To increase the quality of our workTo increase the quality of our work

To reduce the number of rejects to an average of 5 To reduce the number of rejects to an average of 5 per month by the end of the current fiscal yearper month by the end of the current fiscal year

Poor Poor

BetterBetter

To upgrade employee moraleTo upgrade employee morale

To decrease employee absenteeism to an average To decrease employee absenteeism to an average of 2 days per year per employee by the end of the of 2 days per year per employee by the end of the current fiscal year.current fiscal year.

Poor Poor

BetterBetter

To follow up more quickly on all sales inquiries.To follow up more quickly on all sales inquiries.

To follow up on all sales inquiries within 48 hours To follow up on all sales inquiries within 48 hours after the initial contact.after the initial contact.

Poor Poor

Better Better

Train 100 frontline personnel on customer service.Train 100 frontline personnel on customer service.

To complete training of 100 frontline personnel in To complete training of 100 frontline personnel in three-day workshops on customer service by end three-day workshops on customer service by end October this year at a cost not exceeding October this year at a cost not exceeding RM60,000.RM60,000.

Poor Poor

Better Better

Conduct an employee opinion surveyConduct an employee opinion survey

To conduct an employee opinion survey involving To conduct an employee opinion survey involving 200 respondents by end March this year at a cost 200 respondents by end March this year at a cost not exceeding RM30,000 and to submit its not exceeding RM30,000 and to submit its analysis, including written recommendations, to analysis, including written recommendations, to management by 30 April of this year.management by 30 April of this year.

Types of GoalsTypes of Goals

Based on time spanBased on time span Long-range (strategic) goalsLong-range (strategic) goals

Spanning more than 3 yearsSpanning more than 3 years Intermediate-change (Tactical) goalsIntermediate-change (Tactical) goals

Spanning between 1- 3 yearsSpanning between 1- 3 years Short-range (operational) goalsShort-range (operational) goals

with time span 1 year or lesswith time span 1 year or less

Based on breath of influenceBased on breath of influence Corporate goalsCorporate goals

That apply to the entire organizationThat apply to the entire organization Divisional goalsDivisional goals

That apply to certain divisionsThat apply to certain divisions Sectional goalsSectional goals

That apply to certain sectionThat apply to certain section Individual goalsIndividual goals

That apply to certain individualThat apply to certain individual

Types of GoalsTypes of Goals

Benefits Of GoalsBenefits Of Goals

Help to transforms broad missions into Help to transforms broad missions into specific actionsspecific actions

Challenging goals can increase performanceChallenging goals can increase performance Help clarify expectationsHelp clarify expectations Enable measurements of progress towards Enable measurements of progress towards

attainment of organizational missionattainment of organizational mission Facilitate managers in directing & Facilitate managers in directing &

coordinating the efforts of subordinatescoordinating the efforts of subordinates Assist performance evaluation & controlAssist performance evaluation & control

EFFECTIVE EFFECTIVE ORGANIZATIONALORGANIZATIONAL

MISSION MISSION STATEMENTSTATEMENT

MISSIONMISSIONBank Excel (M) Berhad has a two-fold mission. For our customers Bank Excel (M) Berhad has a two-fold mission. For our customers in Malaysia, we will provide reliable, prompt, courteous and in Malaysia, we will provide reliable, prompt, courteous and innovative banking and related financial service which meet or innovative banking and related financial service which meet or exceed their requirements. For our employees, we will create a exceed their requirements. For our employees, we will create a positive working environment which promotes teamwork, positive working environment which promotes teamwork, personal growth, and mutual respect.personal growth, and mutual respect.

CORPORATE VALUESCORPORATE VALUES1. Doing the right things the first time1. Doing the right things the first time

2. Maintaining integrity and trust at all times2. Maintaining integrity and trust at all times

3. Seeking continuous improvement in everything we do3. Seeking continuous improvement in everything we do

4.4. Communicating in an open and honest mannerCommunicating in an open and honest manner

5.5. Empowering employees and developing their potential.Empowering employees and developing their potential.

6.6. Responding positively to change Responding positively to change

7.7. Encouraging participative management and teamworkEncouraging participative management and teamwork

8.8. Promoting innovation and creative problem-solvingPromoting innovation and creative problem-solving

9.9. Rating customers and fellow employees with respect and Rating customers and fellow employees with respect and dignitydignity

10. Basing reward and promotions on merit.10. Basing reward and promotions on merit.

Managerial Skill

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