9.self development
DESCRIPTION
Dr. Nay Zin Latt's lecture note for MMWAI, IndiaTRANSCRIPT
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Speaker : Dr. Nay Zin Latt Chairman
Business GroupBusiness Group Hotel Group.Hotel Group.
Venue : IndiaDate : 10.10.10
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What is self-development?
• Any development you undertake on your own to develop your potential as a person and as a manager
• Learning to understand and accept yourself• Focus on who you are as well as what you know and
do• Improving your knowledge and skills and develop
your capacity to use them in an effective way
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Self - The Individual
Perception, Values, Attitudes and Beliefs
Self
(Individual/ Intrapersonal)
Personal behaviours
Personality and emotion intelligence
Self Awareness - Skills, Knowledge and Experience
Self Development, Learning and Reflexivity
Ways of knowing
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Reflective Learning from Experience
ExperienceExperience
ReflectReflect
ConceptualiseConceptualise
Experiment/ApplyExperiment/Apply
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Cognitive Levels of thinking – Bloom’s taxonomy
1 Knowledge
2 Comprehension (Understanding)
3 Application
4 Analysis
5 Synthesis
6 Evaluation
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Learning as doing
Learning as experienceLearning as becoming
Learning as belonging
Wenger (1998) - Social Learning
learning
community
identity
practice
meaning
Components of a social theory of learning: Wenger (1998)
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The Learning Cycle (Kolb and Fry,1975)
Concrete experiences
Observations and reflections
Formation of abstract concepts and generalizations
Testing implications or concepts in new situations
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Responding to Change
• “The working world is constantly changing. You learn to change rather than become a victim of change.” Pedlar, Burgoyne and Boydell (1986)
• “Those unable to change themselves cannot change what goes on around them” Revans, 1983, 55
• “Those who do not know themselves are unable to change themselves” Bourner, 1996, 17
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Leadership• Process of influencing and inspiring others to
work to achieve a common goal and then giving them the power and the freedom to achieve it.
• Entrepreneurs must take on many roles in their companies, but none is more important than that of leader.
• How is the leader of a company like the leader of a jazz band?
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Why is Management Succession So Difficult?
No management succession plan!– 81% of all business founders intend to pass
their companies on to their children.– But... 25% of family business owners have
no formal management succession plan!
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Effective Leaders
• Create a set of values and beliefs for employees and passionately pursue them.
• Define and then constantly reinforce the vision they have for the company.
• Respect and support their employees.• Set the example for their employees.• Create a climate of trust in the organization. • Focus employees’ efforts on challenging goals and
keep them driving toward those goals.
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Effective Leaders
• Provide the resources employees need to achieve their goals.
• Communicate with their employees.• Value the diversity of their workers.• Celebrate their workers’ successes.• Encourage creativity among their workers.• Maintain a sense of humor.
(Continued)(Continued)
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Effective Leaders
• Create an environment in which people have the motivation, the training, and the freedom to achieve the goals they have set.
• Become a catalyst for change when change is needed.
• Keep their eyes on the horizon.
(Continued)(Continued)
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Four Vital Tasks of a Leader1. Hire the right employees and constantly
improve their skills2. Build an organizational culture and
structure that enable the company to reach its potential
3. Motivate workers to higher levels of performance
4. Plan for “passing the torch” to the next generation of leadership.
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The Strategic Management Process
ExternalAnalysis
InternalAnalysis
SWOT
CurrentObjectives
CurrentStrategies
KeyIssues
StrategicOptions
StrategyImplementation
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Leadership, vision and strategy implementation
• Leadership– having a vision for the organisation and turning it into reality through
corporate strategy and its implementation• Vision
– identifying where the organisation should go in the future – objectives, strategy and directions
• Implementation – turning the vision and strategy into reality through functional
strategies and organisational change– involves a shift in responsibility from corporate planners to divisional
or functional managers
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Changing the Organisation
Structure
Strategy Systems
SharedValues
Skills Style
Staff
Architecture:The McKinsey 7S Model
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Leadership and Management
• Lead not manage, there is an important difference (Bennis, 1989)
• Leadership focuses on doing the right things, management focuses on doing things right (Covey, 1996)
• Managers perform functions in organisations and hold a particular, formal, title and/or fulfil a role (Brooks, 2003:150)
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Leading and Managing – Complementary Disciplines
Leading: Managing:
• Setting direction
Purpose, vision and strategies for effecting change
• Planning and budgeting
Targets, goals, action and resources
• Aligning people
Communicating vision, creating coalitions, getting commitment
• Organising and Staffing
Setting structures, defining jobs, managing people
• Sustaining motivation
Keeping people moving in right direction
• Controlling
Actual v expected performance, corrective action
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Credibility and Capability, Ulrich (1996)
Capability - Does this leader have the ability to make the organisation succeed? Does individual have the ability to shape a vision, create a commitment to the vision, develop capabilities and accountability?
Credibility - Does this leader have credibility? Do individuals trust, respect, admire, and enjoy working for this leader? Do followers feel a personal and emotional bond?
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Transactional and Transformational Leadership
Transactional leaders who see their relationships with their followers as negotiated agreements, as bargains struck between them, so that the leader clearly identifies and gets what they want, in exchange for what the followers want (in terms of rewards) – ‘Contract’ leadership
Transformational leaders who see their relationships with followers as being concerned with motivation and commitment, influencing and inspiring them to go ‘beyond contract’ and improve organisational performance - ‘Compact’ leadership
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Managerial Roles and Associated Management Characteristics Part 1 of 2
Knowledge and Skills Traits
Managerial Role Conceptual Technical Interpersonal Personal
Interpersonal
Figurehead Yes Yes
Leader Yes Yes Yes
Liaison Yes Yes Yes
Monitor Yes Yes Yes
Disseminator Yes Yes Yes
Spokesperson Yes Yes Yes
Informational
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Managerial Roles and Associated Management Characteristics Part 2 of 2
Knowledge and Skills Traits
Managerial Role Conceptual Technical Interpersonal Personal
Decisional
Entrepreneur Yes Yes Yes Yes
Disturbance handler Yes Yes Yes Yes
Resource allocator Yes Yes Yes Yes
Negotiator Yes Yes Yes
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Experiential Learning Model
Experience(the exercise/game)
Practice(try it out)
Lecturette(provide information)
Generalizability(relevancy to other
situations)
Processing(analysis of experience
and information)
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A Comparison Reliability and Validity
Not reliable or valid
Reliable but not valid
Reliable and valid
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Linkage between Strategy, Tactics, and Objectives
Tactical ActivitiesCompetitiveStrategy• Mission• Opportunities• Threats• Strengths• Weaknesses
UnitObjectives
UnitStrategies
and Tactics
EmployeeObjective
Implementation, Evaluation, and Feedback
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Mission, Strategy, Technology, Structure Relationship
ENVIRONMENT
EXTERNALSTRATEGY
MISSIONTECHNOLOGY STRUCTURE
INTERNALSTRATEGY
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Force-field analysis model
Driving Forces
Restraining Forces
Current Situation
1. Identify the current state of the situation.
2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage change.
5. Assess the strength of the forces.
6. Develop strategies to: reduce the forces restraining change increase the forces for change (or capitalize on existing drivers).
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Classification of Learning Outcome
Skill-Based LearningCompilationAutomaticity
Cognitive KnowledgeDeclarative KnowledgeProcedural KnowledgeStrategic Knowledge
Attitudinal LearningAffect/Feelings
Learning
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