WHAT IS OUR BUSINESS

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    What is OURbusiness?

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    Do not lose sightof the forestfor the trees

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    aDifference

    Making

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    QUALITY SERVICE

    Service Delivery System

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    Expectation and Achievement

    Challenges

    Recognition

    1

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    Organisational Excellence

    Value

    Creation

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    Service Delivery

    System

    Quality Output

    People

    Satisfaction

    Customer

    Satisfaction

    Impact onSociety

    Output

    Value

    Creation

    Organisational Excellence

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    Organisational Excellence

    Enablers

    Service Delivery

    System

    Quality Output

    Organisational

    Capacity

    Resources

    HumanCapital

    People

    Satisfaction

    Customer

    Satisfaction

    Impact on

    Society

    Output

    Value

    Creation

    System

    Technology

    Process

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    Challenges

    Expectation and Achievement

    Recognition

    2

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    ChallengesInternal & External

    Being Relevant

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    Recognition

    Expectation and Achievement

    Challenges

    3

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    Recognition

    Achieve Much and Expect Little

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    What you can do?

    Professionalism

    Team Work

    Caring Service

    4

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    WHAT CAN BE DONE Checklist

    1. REVIEW VISION/ MISSION/ STRATEGY/OBJECTIVES

    2. CHECK ENABLERS

    Externally Determined

    Internally Controllable

    3. INSTRUMENTS FOR MEASURING EFFECTIVENESSAND EFFICIENCY

    Key Performance Indicators (KPIs)

    Best Practices

    Budget Reviews

    Financial Evaluation

    Customer Satisfaction Index

    5

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    High Doing

    Low Thinking

    High Thinking

    High Doing

    Low Thinking

    Low Doing

    High Thinking

    Low Doing

    High

    Doing

    Low

    Low Thinking High

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    The Five Levels of Leadership

    5People follow because

    ofwho you arewho you are and

    what you representwhat you represent

    This step is reserved for leaders who have spent years

    growing people and organizations Few make it. Those

    who do are bigger than life

    4

    People follow

    because ofwhat

    you have done for

    the organization

    This is where success is sensed by most people. They like

    you and what you are doing. Problems are fixed with

    very little efforts because of momentum

    3 People followbecause they want toPeople will follow you beyond your stated authority.This level allows work to be fun.

    2People follow

    because ofwhat you

    have done for them

    This is where long- range growth occurs. Your

    commitment to developing leaders will insure ongoing

    growth to the organization and to people. Do whatever

    you can to achieve and stay on this level.

    1 People follow

    because they

    have to

    Your influence will not extend beyond the lines of

    your job description.

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    THELEADINGLEADER:

    Is born with leadership qualities

    Has seen leadership modeled throughout life Has learned added leadership through

    training

    Has self-discipline to become a great leader

    Note:

    Three out of four these qualities are acquired.

    Leading Organisational Excellence

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    Leading Organisational Excellence

    THELEARNEDLEADER:Has seen leadership modeled most of life

    Has learned leadership through training

    Has self-discipline to be a great leader

    Note:

    All three qualities are acquired.

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    Leading Organisational Excellence

    THELATENTLEADER:Has just recently seen leadership

    modeledIs learning to be a leader through

    training

    Has self-discipline are acquired

    Note:

    All three qualities are acquired.

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    Leading Organisational Excellence

    THELIMITEDLEADER: Has little or no exposure to leaders

    Has little or no exposure to leadershiptraining

    Has desire to become a leader

    Note:

    All three can be acquired.

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    The tribal wisdom of the Dakota Indians,

    passed on from generation togeneration, says that when you discoverthat

    you are riding a dead horse, THE

    BEST STRATEGYis to DISMOUNT.

    Dead Horse

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    In modern enterprises, one

    finds a whole range of far more

    advanced strategies suchas:

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    Appointing a committeeto study the horse.

    i

    .

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    Buying a stronger whip.

    ii.

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    Arranging to visit other

    countries to see how

    others ride deadhorses.

    iii.

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    Doing a productivitystudy to see if lighter riderswould improve the dead

    horses performance.

    vi.

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    Hiring outsidecontractors to ride the

    dead horse.

    v

    ii.

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    Promoting the dead horseto a supervisory position.

    x.

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    SejahteraSalam