advanced supervisory skills
TRANSCRIPT
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Course LogisticsCourse Logistics
Self-introductionSelf-introductionComfortability (vision – sound - A/C) Comfortability (vision – sound - A/C) BreaksBreaksQuestionsQuestionsParticipationParticipation
Wishing you a successful courseWishing you a successful course
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Course ObjectivesCourse Objectives
To assist supervisors in To assist supervisors in
developing their leadership skills developing their leadership skills
to meet the business challenges to meet the business challenges
of today and tomorrow.of today and tomorrow. To provide supervisors with a To provide supervisors with a
sound understanding of their roles sound understanding of their roles
within their organizations.within their organizations.
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Course ContentsCourse Contents
The ChangingBusiness
Environment
Roles and Responsibilities of Supervision
Supervisory Skills
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• Functions of Management
• The Managerial Skills
• The Challenges facing Management
• Styles of Management
• The Changing Role of Management
• Functions of Management
• The Managerial Skills
• The Challenges facing Management
• Styles of Management
• The Changing Role of Management
The Changing Business EnvironmentThe Changing Business EnvironmentThe Changing Business EnvironmentThe Changing Business Environment
Part 1Part 1
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• Role of a Supervisor
• Traits of a Successful Supervisor
• Styles of Supervision
• Tips to the Supervisor
• What the Supervisor Rewards
• Role of a Supervisor
• Traits of a Successful Supervisor
• Styles of Supervision
• Tips to the Supervisor
• What the Supervisor Rewards
Part 2Part 2
Roles and Responsibilities ofRoles and Responsibilities of
supervision supervision
Roles and Responsibilities ofRoles and Responsibilities of
supervision supervision
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• Effective Communications
• Managing Meetings
• Problem-solving and Decision-making
• Team-building
• Objective Setting
• Time Management
• Delegation
• Motivation
• Effective Communications
• Managing Meetings
• Problem-solving and Decision-making
• Team-building
• Objective Setting
• Time Management
• Delegation
• Motivation
Part 3Part 3
Supervisory SkillsSupervisory SkillsSupervisory SkillsSupervisory Skills
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The Changing The Changing BusinessBusiness
EnvironmentEnvironment
Part 1Part 1
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ManagementManagement
“The process of organizing methods, materials,
manpower, and other resources to achieve organizational goals”
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Why Studying ManagementWhy Studying Management Is Important? Is Important?
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The Theory ofThe Theory ofManagementManagement
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… is more art than science. Managing is
working with and through other people to accomplish the
objectives of both the Organization and its members
… is more art than science. Managing is
working with and through other people to accomplish the
objectives of both the Organization and its members
.. the process of organizing methods,
materials, manpower and other resources to achieve
organizational goals
.. the process of organizing methods,
materials, manpower and other resources to achieve
organizational goals
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Management LevelsManagement Levels
TopTop
MiddleMiddle
SupervisionSupervision
StrategicStrategiclevellevel
TechnicalTechnicallevellevel
Operationslevel
Employees / Individual ContributorsEmployees / Individual Contributors
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Span of ControlSpan of Control“Hierarchy”“Hierarchy”
StrategicStrategiclevellevel
TechnicalTechnicallevellevel
Operationslevel Employees
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Chain of CommandChain of Command
StrategicStrategiclevellevel
TechnicalTechnicallevellevel
Operationslevel
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Evolution of Management TheoriesEvolution of Management Theories
Economic aspects
Classical period1880-1927
Behavioral aspectsBehavioral aspects
Contemporary periodContemporary period1930-19601930-1960
Information TechnologyInformation Technology
Post-Modern periodPost-Modern period1965-till now1965-till now
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Hawthorne StudiesHawthorne Studies((1924 – 1927)1924 – 1927)
A turning point in managementA turning point in managementAT&T corporation / Harvard school of AT&T corporation / Harvard school of
managementmanagementEffect of the industrial environment on Effect of the industrial environment on
productivity productivity Interviewing workersInterviewing workersThe power of informal groupsThe power of informal groups
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ConclusionConclusion
“ “Managers realized that toManagers realized that to get the job done meant enlistingget the job done meant enlisting
the cooperation of workers”the cooperation of workers”
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How Supervisors How Supervisors Are SelectedAre Selected
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The Management ProcessThe Management Process
DemonstratesDemonstratesgood technical skillsgood technical skills
IndividualIndividualcontributorcontributor
SupervisorNo managerialNo managerial skills or competenciesskills or competenciesare demonstrated yetare demonstrated yet
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The Management ProcessThe Management Process
DemonstratesDemonstratesgood technical skillsgood technical skills
ManagerManager
DemonstratesDemonstratesgood managerialgood managerial
skills and competenciesskills and competencies
IndividualIndividualcontributorcontributor
Supervisor
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Manpower Manpower ProductionProductionProcessProcess
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The Challenges FacingThe Challenges Facing ManagementManagement
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ManagementManagement
CompetitionCompetition
OpenOpenmarketsmarkets
HumanHumanresourcesresources
TechnologyTechnology
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The Challenges FacingThe Challenges Facing Management Management
Human resourcesHuman resources - Higher level of education- Higher level of education
- Seeking meaning in jobs- Seeking meaning in jobs
- Participation in decision-making- Participation in decision-making
-- Not willing to sacrificeNot willing to sacrifice
-- No loyaltyNo loyalty
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The Challenges FacingThe Challenges Facing Management Management
CompetitionCompetition
MonopolyMonopolyMergersMergers
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The Challenges FacingThe Challenges Facing Management Management
TechnologyTechnology - - CommunicationsCommunications - Information technology- Information technology - Computer - Computer - Automation- Automation
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The Challenges FacingThe Challenges Facing Management Management
Open marketsOpen markets
GlobalizationGlobalization
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Functions ofFunctions ofManagementManagement
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OrganizingOrganizingPlanningPlanning
CoordinationControllingControlling
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PlanningPlanning
Setting goals and objectivesSetting goals and objectives Identifying income and expense driversIdentifying income and expense driversOvercoming/changing paradigmsOvercoming/changing paradigms
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Authority levelsAuthority levelsDefining roles and responsibilitiesDefining roles and responsibilitiesWho to do whatWho to do whatWorkload distributionWorkload distributionHandling emergenciesHandling emergencies
OrganizingOrganizing
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ControllingControlling
Aligning activities and processes with Aligning activities and processes with company’s objectivescompany’s objectives
Establishing performance standardsEstablishing performance standardsMonitoring performanceMonitoring performance
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CoordinationCoordination
Verification of alignmentVerification of alignmentDeveloping Developing inter-departmentalinter-departmental relations relations
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Planning
Strategic
Measuring & evaluationMeasuring & evaluation
Controlling
Developing people
OperationalManagement
controlOperational
control
Feedback
The Management ProcessThe Management Process
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The ManagerialThe ManagerialSkills Skills
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What Is a Management Skill ?What Is a Management Skill ?
The capabilities that are important for The capabilities that are important for successful performance as managers successful performance as managers and supervisors and supervisors
You need to demonstrate these skills to You need to demonstrate these skills to carry out your role in achieving results carry out your role in achieving results through your employees through your employees
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ProductionProductionProcess Process Manpower Manpower
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What Are the Basic Skills That a What Are the Basic Skills That a Supervisor Needs to Enable Him Supervisor Needs to Enable Him
Achieve His Objectives?Achieve His Objectives?
Question Question
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Technical skillsTechnical skillsIntellectual skillsIntellectual skills
Intellectual skillsIntellectual skillsInterpersonal skillsInterpersonal skills
Manpower Manpower ProductionProductionProcessProcess
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IntellectualIntellectualTechnicalTechnical
InterpersonalInterpersonal
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The Managerial SkillsThe Managerial Skills
Specific expertise:Specific expertise:- Engineering- Engineering- Finance- Finance- AccountingAccounting- AdministrationAdministration
Specific expertise:Specific expertise:- Engineering- Engineering- Finance- Finance- AccountingAccounting- AdministrationAdministration
CommunicationCommunication DelegationDelegation Negotiation Negotiation MotivationMotivation Team-buildingTeam-building RewardingRewarding
CommunicationCommunication DelegationDelegation Negotiation Negotiation MotivationMotivation Team-buildingTeam-building RewardingRewarding
PlanningPlanning OrganizingOrganizing ControllingControlling CoordinationCoordination Decision-makingDecision-making Problem-solving Problem-solving Time managementTime management
PlanningPlanning OrganizingOrganizing ControllingControlling CoordinationCoordination Decision-makingDecision-making Problem-solving Problem-solving Time managementTime management
TechnicalTechnicalTechnicalTechnical InterpersonalInterpersonalInterpersonalInterpersonalIntellectualIntellectualIntellectualIntellectual
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The Managerial/Technical splitThe Managerial/Technical split
TechnicalTechnicalskillsskills
IntellectualIntellectualskillsskills
InterpersonalInterpersonalskillsskills
Supervision Supervision
TopTopManagement Management
MiddleMiddleManagement Management
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CompetencyCompetencySkillSkill
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What Is a Competency ?What Is a Competency ?
An ability, skill, or characteristic that An ability, skill, or characteristic that causes outstanding performance in a causes outstanding performance in a given job given job
What outstanding performers do more What outstanding performers do more often, in more situations, with better often, in more situations, with better results than most people results than most people
Characteristics of the best performersCharacteristics of the best performers
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Classical OrganizationsClassical Organizations
Vision &
Knowledge
Muscles
EmployeesEmployees
ManagementManagement
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Contemporary OrganizationsContemporary Organizations
Vision &
Knowledge
Participation inDecision making
EmployeesEmployees
ManagementManagement
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Management ResponsibilityManagement Responsibility
Human resourcesHuman resources Production processProduction process
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The Management GridThe Management Grid
Exertion of minimumeffort to get
required work done isappropriate to sustain
organizational membership
Efficiency In operationsEfficiency In operations results from arranging results from arranging conditions of work in conditions of work in
such a way that human such a way that human elements Interfere to elements Interfere to
a minimum degreea minimum degree
Thoughtful AttentionThoughtful Attention to needs ofto needs of
people for satisfyingpeople for satisfyingrelationship leads to arelationship leads to acomfortable, friendlycomfortable, friendly
organization atmosphereorganization atmosphereand work tempoand work tempo
Work accomplished is fromcommitted people:interdependence
through a “common stake” in organization
purpose leads to relationship
of trust and respect
Concern for Production
Co
nc
ern
fo
r P
eop
le
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Styles of Styles of ManagementManagement
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There is No such a style of
management that can be
applied in all situations
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Democratic
AutocraticPace-setter
Affiliative AuthoritativeAuthoritative
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DemocraticDemocratic
Makes subordinates feel importantMakes subordinates feel importantFosters participation in decision-makingFosters participation in decision-makingListens to subordinates and their Listens to subordinates and their
perspectivesperspectivesRecognizes good performanceRecognizes good performance
Commitment through participationCommitment through participation
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CoerciveCoercive
Assigns unpleasant tasksAssigns unpleasant tasksDoesn’t listen to subordinatesDoesn’t listen to subordinatesMakes subordinates’ life hardMakes subordinates’ life hardReacts effectively in crisis situationsReacts effectively in crisis situations
Do what I tell youDo what I tell you
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Pace-setterPace-setter
Makes subordinates proud of what they Makes subordinates proud of what they are doingare doing
Sets high standards of performanceSets high standards of performanceWill not forgive mistakesWill not forgive mistakes
Expects perfectionExpects perfection
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AffiliativeAffiliative
Provides protection to subordinates Provides protection to subordinates Strives to please subordinatesStrives to please subordinates Ignores work conflictIgnores work conflict Ineffective in emergency situations Ineffective in emergency situations
Priority to subordinatesPriority to subordinates
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AuthoritativeAuthoritative
Always reminds subordinates of their Always reminds subordinates of their dutiesduties
Lacks flexibilityLacks flexibility
Firm but fairFirm but fair
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The Most Appropriate Style of The Most Appropriate Style of ManagementManagement
Sets and communicates visionSets and communicates vision Empowers employeesEmpowers employees Sets clear objectivesSets clear objectives Delegates authorityDelegates authority Provides constructive and timely feedbackProvides constructive and timely feedback Provides recognition when necessaryProvides recognition when necessary Develops subordinates’ skillsDevelops subordinates’ skills
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Questions Questions
When is the supervisor required to be When is the supervisor required to be democratic?democratic?
When is the supervisor required to be When is the supervisor required to be coercive?coercive?
When is the supervisor required to be When is the supervisor required to be authoritative?authoritative?
What are the disadvantages of being What are the disadvantages of being affiliative?affiliative?
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Managers’/ Supervisors’ Managers’/ Supervisors’ Perception of SubordinatesPerception of Subordinates
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Theory Y Theory XTheory Y Theory XTheory Y Theory XTheory Y Theory X
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Managerial AttitudesManagerial Attitudes
Most people dislike work and will avoid it Most people dislike work and will avoid it whenever possiblewhenever possible
Most people must be coerced and directedMost people must be coerced and directed People dislike taking responsibility, especially People dislike taking responsibility, especially
when it requires them to take riskswhen it requires them to take risks The average person wants security above allThe average person wants security above all
Theory X AssumptionsTheory X Assumptions
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Managerial AttitudesManagerial Attitudes
Physical and mental effort in work is as Physical and mental effort in work is as natural as play or restnatural as play or rest
Average person seeks responsibilityAverage person seeks responsibilityMost people prefer to exercise self-Most people prefer to exercise self-
direction and self-controldirection and self-controlPeople like to display creativity to solve People like to display creativity to solve
organizational problemsorganizational problems
Theory Y AssumptionsTheory Y Assumptions
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Managerial AttitudesManagerial Attitudes
Theory XTheory X Theory YTheory Y
10 20 30 40 50 60
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The Changing RoleThe Changing Role of Managementof Management
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From Management From Management To LeadershipTo Leadership
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New ManagerNew Manager
PlanningPlanningOrganizing the hierarchyOrganizing the hierarchy
ControllingControlling
Creating visionCreating visionAligning relationsAligning relations
InspiringInspiring
Classical managerial workClassical managerial work New leadership taskNew leadership task
Shift from Management to LeadershipShift from Management to Leadership
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What DistinguishesWhat Distinguishes Leaders? Leaders?
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Leadership is a FacetLeadership is a Facet of Successful Managementof Successful Management
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Teaches Teaches subordinatessubordinates
a lota lot
Compels subordinates to respect him
Takes Responsibilitywhen things go wrong
Knows what to do Knows what to do In emergenciesIn emergencies
subordinates trust subordinates trust what he sayswhat he says
Empowers whowork for him
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Why Do People Follow Leaders ?Why Do People Follow Leaders ?
Sets Vision and works for othersSets Vision and works for others
Strives to encourage and assist subordinatesStrives to encourage and assist subordinates
85%85%
80%80%
78%78%
75%75%
72%72%
Reacts professionally in crisis situations Reacts professionally in crisis situations
Makes subordinates feel proud Makes subordinates feel proud
Holds responsibilityHolds responsibility
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LeadershipLeadership
• Leadership is bornLeadership is born not made not made• Leadership isLeadership is inherited inherited
• Leadership is bornLeadership is born not made not made• Leadership isLeadership is inherited inherited
• Leadership can beLeadership can be made made• Circumstances Circumstances make leaders make leaders
• Leadership can beLeadership can be made made• Circumstances Circumstances make leaders make leaders
??????
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Leadership Is a Dynamic Process That Leadership Is a Dynamic Process That Involves Integrating the Leader’s Style, Group Involves Integrating the Leader’s Style, Group
Characteristics, and the Job Situation.Characteristics, and the Job Situation.
JobJobSituationSituation
GroupGroupCharacteristicsCharacteristics
Leadership style
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Roles and Roles and ResponsibilitiesResponsibilitiesof Supervisionof Supervision
Part 2Part 2
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What is What is SupervisionSupervision
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.. is a management activity, and supervisors have
a management role in the organization
.. is a management activity, and supervisors have
a management role in the organization
.. the activity carried out by supervisors to oversee the
productivity and progress of employees who report
directly to the supervisors
.. the activity carried out by supervisors to oversee the
productivity and progress of employees who report
directly to the supervisors
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Role of a Role of a SupervisorSupervisor
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Supervisors typically are Supervisors typically are
responsible for their responsible for their direct reports' progress and direct reports' progress and
productivity in the organizationproductivity in the organization
Supervisors typically are Supervisors typically are responsible for their responsible for their
direct reports' progress and direct reports' progress and productivity in the organizationproductivity in the organization
Supervisors are under immense Supervisors are under immense pressure from above and pressure from above and below to do more with lessbelow to do more with less
Supervisors are under immense Supervisors are under immense pressure from above and pressure from above and below to do more with lessbelow to do more with less
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Roles and ResponsibilitiesRoles and Responsibilitiesof Supervisionof Supervision
Achieving organizationalAchieving organizational goalsgoals
Assigning tasks
Making decisions
Employee Training Employee Training and Developmentand Development
Controlling work Controlling work activitiesactivities
CoachingCoaching
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Roles and ResponsibilitiesRoles and Responsibilitiesof Supervisionof Supervision
Setting rules Setting rules and regulationsand regulations
Problem-solving
Availing resources
Reacting to Reacting to emergency situationsemergency situations
StaffingStaffing
Enforcing Policies Enforcing Policies and Proceduresand Procedures
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PersonnelPersonnelProceduresProcedures
MaterialsMaterials
EmployeesEmployeesContractorsContractorsCompetitorsCompetitors
SuppliersSuppliers
OperationsOperationsProceduresProceduresStandardsStandards
SpecsSpecsObjectivesObjectives
EquipmentEquipmentRaw materialRaw material
Finished productsFinished products
Roles and Responsibilitiesof Supervision
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What Are the Main Problems ThatWhat Are the Main Problems ThatSupervisors Encounter? Supervisors Encounter?
What Are the Main Problems ThatWhat Are the Main Problems ThatSupervisors Encounter? Supervisors Encounter?
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Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor
Rarely have adequate training for the Rarely have adequate training for the new rolenew role
Promoted because of their technical Promoted because of their technical (and not managerial) expertise(and not managerial) expertise
Sometimes intimidated by a wide range Sometimes intimidated by a wide range of policies and proceduresof policies and procedures
New supervisors rarely have enough New supervisors rarely have enough time time
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Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor Typical Experience of a First-time Supervisor
New supervisors often feel very aloneNew supervisors often feel very alone
and stressed out and stressed out They represent upper management to They represent upper management to
subordinates and subordinates to upper subordinates and subordinates to upper managementmanagement
Support and development are critical for Support and development are critical for new supervisorsnew supervisors
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Traits of a Traits of a Successful SupervisorSuccessful Supervisor
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Encouraging teamworkEncouraging teamworkCreating a healthy work environmentCreating a healthy work environmentEncouraging calculated risk-takingEncouraging calculated risk-takingRewarding good performanceRewarding good performance InnovationInnovationForward thinkingForward thinking
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Technical KnowledgeTechnical KnowledgeEffective communicationsEffective communicationsDecision makingDecision makingObjective settingObjective settingDelegation of authorityDelegation of authorityMotivationMotivation
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Styles of Styles of Supervision Supervision
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Style of Supervision Is a Function of the Independence Style of Supervision Is a Function of the Independence Level of a GroupLevel of a Group
Effective supervisors are those whomatch their supervisory styleto the Independence Level of
their employees
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Independence LevelIndependence Level
High
ModerateModerate--
HighHigh
ModerateModerate--
LowLow LowLow
Group has a great deal of ability in the job, has done it before successfully, is confident and very willing to take on new challenges
without much instruction or support
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Independence LevelIndependence Level
High
ModerateModerate--
HighHigh
ModerateModerate--
LowLow LowLow
Group has significant ability in the job, highly motivated and confident, but lacks specific
experience in some aspects of a new assignment and has not been tested. Requires
support and some direction
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Independence LevelIndependence Level
High
ModerateModerate--
HighHigh
ModerateModerate--
LowLow LowLow
Group has some skills and learns readily, but has not performed the tasks in this new
assignment before. Willing to try, but is a little anxious about failing.Supervisor has to provide
a lot of support and clear, specific direction
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Independence LevelIndependence Level
High
ModerateModerate--
HighHigh
ModerateModerate--
LowLow LowLow
Group is either new at the job or faces complex, unusual tasks. supervisor must assume that
employee has little or no ability and low motivation or confidence, and must be highly directive.
Support is less important as both supervisor and group are most concerned with doing the details
of the job correctly
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Style of Supervision Is a Function of the Independence Style of Supervision Is a Function of the Independence Level of a GroupLevel of a Group
High
DelegationSkillsSkills
developingdeveloping
ModerateModerate--
HighHigh
CoachingCoaching
ModerateModerate--
LowLow LowLow
DirectingDirecting
4040 3030 2020 1010 00
Independence Level Scale
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High DevelopingLow Structuring
Facilitating
Low DevelopingLow Structuring
Delegating
Low DevelopingHigh Structuring
Directing
High DevelopingHigh Structuring
Coaching D
EV
ELO
PIN
G
STRUCTURING
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High DevelopingLow Structuring
Facilitating
Low DevelopingLow Structuring
Delegating
Low DevelopingHigh Structuring
Directing
High DevelopingHigh Structuring
Coaching
High
Moderate-
High
ModerateModerate--
LowLow LowLow
40 30 20 10 0
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• Provide detailed instructionsProvide detailed instructions• Give employees specific goals and objectivesGive employees specific goals and objectives• Check in frequently with employees to keepCheck in frequently with employees to keep them on track them on track• Enforce rules and regulationsEnforce rules and regulations• Demonstrate the steps involved in doing Demonstrate the steps involved in doing the job the job
• Provide detailed instructionsProvide detailed instructions• Give employees specific goals and objectivesGive employees specific goals and objectives• Check in frequently with employees to keepCheck in frequently with employees to keep them on track them on track• Enforce rules and regulationsEnforce rules and regulations• Demonstrate the steps involved in doing Demonstrate the steps involved in doing the job the job
DirectingDirecting
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• Represent management's position in a convincing manner•Try to motivate with monetary and non-monetary rewards • Sell employees on their own ability to do the job• Praise employees for good work• Provide employees with a lot of feedback on how they are performing
• Represent management's position in a convincing manner•Try to motivate with monetary and non-monetary rewards • Sell employees on their own ability to do the job• Praise employees for good work• Provide employees with a lot of feedback on how they are performing
CoachingCoaching
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• Involve employees in making the decisions which will affect their work• Make employees feel free to ask questions and discuss important concerns• Hold frequent team or staff meetings• Help employees locate and suggest their own development actions• Listen to employees' problems and concerns without criticizing or judging
• Involve employees in making the decisions which will affect their work• Make employees feel free to ask questions and discuss important concerns• Hold frequent team or staff meetings• Help employees locate and suggest their own development actions• Listen to employees' problems and concerns without criticizing or judging
FacilitatingFacilitating
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• Delegate broad responsibilities to employees and expect them to handle the details• Expect employees to find and correct their own errors• Provide employees with feedback on results• Allow risk taking and innovation in employees
• Delegate broad responsibilities to employees and expect them to handle the details• Expect employees to find and correct their own errors• Provide employees with feedback on results• Allow risk taking and innovation in employees
DelegatingDelegating
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Group CharacteristicsGroup Characteristics
AbilityAbility
MotivationMotivation
Experience
The expertise,The expertise,talent, and skills talent, and skills
required to do the required to do the Job, and the speedJob, and the speedat which groups canat which groups can
learn the taskslearn the tasks
The prior experienceThe prior experiencethat the group hasthat the group hashad in this type ofhad in this type of
work combined withwork combined withtransferable skills ortransferable skills orlearned behaviorslearned behaviors
The confidence and energy levelThe confidence and energy levelnecessary to assume responsibilitynecessary to assume responsibilityfor new tasks, and to complete themfor new tasks, and to complete them
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Guidelines for Monitoring Guidelines for Monitoring PerformancePerformance
1 2 3 4
Frequent feedback Frequent feedback XX
Intermittent feedback Intermittent feedback XX
Feedback at Feedback at XXmilestones milestones
Feedback upon Feedback upon XX completion completion
Independence level
Fre
qu
en
cy o
f fe
ed
bac
k
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The Self-fulfilling ProphecyThe Self-fulfilling Prophecy
“ “The attitudes managersThe attitudes managers hold about the nature ofhold about the nature of
people, greatly influence people, greatly influence their behavior”their behavior”
“ “The attitudes managersThe attitudes managers hold about the nature ofhold about the nature of
people, greatly influence people, greatly influence their behavior”their behavior”
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The Self-The Self-FulfillingFulfillingProphecyProphecy
Relationship between Relationship between a manager’s a manager’s assumptions assumptions
and an employee’s and an employee’s behaviorbehavior
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John is lazy and needsTo be carefully
supervised
Boss doesn’t expectMe to do anything
On my own
My boss is alwaysChecking up on meLike a policeman
I avoid my boss,And/or wait for him
To tell me what to do
I was right ! I tell John exactlyWhat to do and Check up often
My AssumptionsMy Assumptions
My BehaviorMy Behavior
John’s PerceptionJohn’s Perception
John’s AssumptionsJohn’s Assumptions
John’s John’s BehaviorBehavior
My ConclusionsMy Conclusions
The Self-FulfillingProphecy
Relationship between a manager’s assumptions
and an employee’s behavior
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Be consistent in your supervisory Be consistent in your supervisory approach without being rigid approach without being rigid
Make sure rules and regulations Make sure rules and regulations applying to any one person/position applying to any one person/position applies to everyone in comparable applies to everyone in comparable positions positions
ConsistencyConsistencyConsistencyConsistency
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Do not conceal your mistakes from your Do not conceal your mistakes from your employeesemployees
You should set the example or you will You should set the example or you will only encourage them to hide their only encourage them to hide their mistakes mistakes
MistakesMistakesMistakesMistakes
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Never criticize an employee in front of Never criticize an employee in front of other employees other employees
You will lose respect of the person You will lose respect of the person being criticized as well as those who being criticized as well as those who view the incidentview the incident
Focus the discussion on the task and Focus the discussion on the task and not on the person not on the person
CriticismCriticismCriticismCriticism
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Praise is a non-expense method to Praise is a non-expense method to increase morale, motivation and increase morale, motivation and productivity productivity
Most people respond to praise by Most people respond to praise by working harder working harder
Those who feel unappreciated are likely Those who feel unappreciated are likely to cut back their efforts … figuring that to cut back their efforts … figuring that management does not care management does not care
PraisePraisePraisePraise
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Healthy loyalty is built on mutual Healthy loyalty is built on mutual respect, not on a dishonest base respect, not on a dishonest base
Individuals who do not like a part of a Individuals who do not like a part of a solution, often, become disloyal to the solution, often, become disloyal to the whole. whole. This can be the beginning of This can be the beginning of deteriorating morale deteriorating morale
LoyaltyLoyaltyLoyaltyLoyalty
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Every assigned project should have a deadline Every assigned project should have a deadline Long-range projects should be broken up into Long-range projects should be broken up into
interim deadlines, and then monitored on a interim deadlines, and then monitored on a regular basisregular basis
Deadlines should be reasonable enough to Deadlines should be reasonable enough to prevent employees from feeling overwhelmed, prevent employees from feeling overwhelmed, but not so distant that it allows them to but not so distant that it allows them to procrastinateprocrastinate
DeadlinesDeadlinesDeadlinesDeadlines
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Always communicate with your Always communicate with your employees and colleagues employees and colleagues
Always make eye contact when listening Always make eye contact when listening How you communicate can have a big How you communicate can have a big
impact on morale and how employees impact on morale and how employees functionfunction
Be aware of what you say verbally and Be aware of what you say verbally and what you do non-verbally what you do non-verbally
CommunicationsCommunicationsCommunicationsCommunications
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Messages are sent out by non-verbal as Messages are sent out by non-verbal as well as verbal channels well as verbal channels
Managers who send negative non-verbal Managers who send negative non-verbal messages to subordinates may wonder messages to subordinates may wonder why their staff seems demoralized and why their staff seems demoralized and unproductive unproductive
Messages of lack of respect or concern Messages of lack of respect or concern can have a major impact can have a major impact
CommunicationsCommunicationsCommunicationsCommunications
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Solid solutions instead of quick fixesSolid solutions instead of quick fixes Risk-taking instead of risk-avoidingRisk-taking instead of risk-avoiding Applied creativity instead of mindless Applied creativity instead of mindless
conformityconformity Decisive action instead of paralysis by Decisive action instead of paralysis by
analysisanalysis Smart work instead of busy workSmart work instead of busy work
What the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewards
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Simplification instead of needless Simplification instead of needless
complicationcomplication Quietly effective behavior instead of Quietly effective behavior instead of
squeaking jointssqueaking joints Quality instead of fast workQuality instead of fast work Loyalty instead of turnoverLoyalty instead of turnover Working together instead of working Working together instead of working
againstagainst
What the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewardsWhat the Supervisor rewards
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Supervisory Supervisory SkillsSkills
Part 3Part 3
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ManagingManagingmeetingsmeetings
ManagingManagingmeetingsmeetings
EffectiveEffectivecommunicationscommunications
EffectiveEffectivecommunicationscommunications
MotivationMotivationMotivationMotivation
DelegationDelegationDelegationDelegation
Problem solvingProblem solvingAndAnd
Decision makingDecision making
Problem solvingProblem solvingAndAnd
Decision makingDecision making
Time Time managementmanagement
Time Time managementmanagement
Objective Objective settingsetting
Objective Objective settingsetting
Team buildingTeam buildingTeam buildingTeam building
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Effective Effective CommunicationsCommunications
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Communication GoalCommunication GoalWhenever you COMMUNICATE, to anWhenever you COMMUNICATE, to an
Individual or a group, Individual or a group, you are “SELLING” something: you are “SELLING” something: Product, service, viewpoint, orProduct, service, viewpoint, or
Simply yourself.Simply yourself.
Your goal is to influence or Your goal is to influence or Persuade the listener toPersuade the listener to
““BUY” what you say.BUY” what you say.
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Getting Feedback From othersGetting Feedback From others
Getting your Message acrossGetting your Message across
Elements of Elements of Effective CommunicationsEffective Communications
Common Common UnderstandingUnderstanding
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Top managementTop management
SupervisorSupervisor
SubordinatesSubordinates
PeersPeersCustomersCustomersSuppliersSuppliers
ContractorsContractors
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Communications in the Communications in the WorkplaceWorkplace
InformationInformationInstructionsInstructionsProceduresProcedures
ReportsReportsDataData
SuggestionsSuggestionsComplaintsComplaints
Achieving objectivesAchieving objectivesCompleting tasksCompleting tasks
Correcting proceduresCorrecting procedures
Taking decisionsTaking decisionsSetting standardsSetting standards
Assessing performanceAssessing performanceSupervisor
Subordinate
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CommunicationsCommunications
Facial expressionsFacial expressions Body languageBody language
GesturesGestures
ConversationConversation InterviewInterview MeetingMeeting LectureLecture
Telephone conTelephone con..
MemorandumMemorandum
LetterLetter ReportReport E-mailE-mail
FaxFax
VerbalVerbal Non- VerbalNon- VerbalWritten Written
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Verbal CommunicationsVerbal Communications
Most effective methodMost effective method
InteractionInteraction Eye contactEye contact Facial expressionsFacial expressions GesturesGestures Immediate feedbackImmediate feedback
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Written CommunicationsWritten Communications
More complexMore complex
Needs preparationNeeds preparation
Accurate – more detailedAccurate – more detailed
No body languageNo body language No immediate feedback No immediate feedback
May be neglectedMay be neglected
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Non-verbal CommunicationsNon-verbal Communications
Feedback that cannot be concealed!!!Feedback that cannot be concealed!!!
Delineates true opinionDelineates true opinion Should be carefully perceived Should be carefully perceived
Should be used effectivelyShould be used effectively
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CommunicationsCommunications
Interview
Interactive Immediate feedback
Meeting
Interactive Immediate feedback
Control
Lecture
Needs preparation Misinterpretation
Telephone
Conversation Lacks clarity Clarity
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CommunicationsCommunications
Memorandum Accurate Prepared
Formal
Letter Comprehensive
Negligence
Report Details Information
Needs study
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Convey subordinates’ ideas, opinions Convey subordinates’ ideas, opinions and concerns to managementand concerns to management
Communicate management’s Communicate management’s perspectives to subordinatesperspectives to subordinates
Keeps fellow managers/supervisors Keeps fellow managers/supervisors informed of activities that affect theminformed of activities that affect them
How a Supervisor can Demonstrate How a Supervisor can Demonstrate
Communications SkillsCommunications Skills
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Avails all required information and Avails all required information and provide timely feedback to subordinates provide timely feedback to subordinates
Holds meetings periodicallyHolds meetings periodically Visits the workplace frequentlyVisits the workplace frequently Be a good listenerBe a good listener
How a Supervisor can Demonstrate How a Supervisor can Demonstrate
Communications SkillsCommunications Skills
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Principles of Effective Principles of Effective CommunicationsCommunications
Clarify the purpose of the messageClarify the purpose of the messageDeliver message in Logical orderDeliver message in Logical orderUse words that can be understoodUse words that can be understoodMake your tone clear and keep paceMake your tone clear and keep pace
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Principles of Effective Principles of Effective CommunicationsCommunications
Clarify when necessary to confirm Clarify when necessary to confirm understandingunderstanding
State State whatwhat is required to be done is required to be doneState State importanceimportance / / urgencyurgency of action to be of action to be
takentakenSummarize what you have presentedSummarize what you have presented
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Principles of Effective Principles of Effective CommunicationsCommunications
Accurate ClearBrief
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Reasons of Ineffective Reasons of Ineffective CommunicationsCommunications
SenderReceiver
Environment
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Reasons of Ineffective Reasons of Ineffective CommunicationsCommunications
Purpose of message is not announcedPurpose of message is not announced Illogic sequenceIllogic sequence Unclear toneUnclear tone No preparationNo preparation Not mastering subjectNot mastering subject Misjudging receiver’s level of understandingMisjudging receiver’s level of understanding
Sender
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Reasons of Ineffective Reasons of Ineffective CommunicationsCommunications
Bad listeningBad listeningNo interest No interest Unawareness of subjectUnawareness of subjectPrejudicePrejudiceJumping to conclusionsJumping to conclusionsBad moodBad mood
Receiver
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Reasons of Ineffective Reasons of Ineffective CommunicationsCommunications
LanguageLanguage - vocabulary - vocabulary - jargon - jargon - ambiguity - ambiguity
PsychologicalPsychological - fear - fear - shyness - shyness - boredom - boredom
Environment
• EnvironmentalEnvironmental - - Distractions (Distractions (noise)noise) - interruptions - interruptions - people intruding - people intruding
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Aiming For Aiming For ABCABC
Provide all the Provide all the necessary informationnecessary information
Provide all the Provide all the necessary informationnecessary information
Use language suitedUse language suitedto the recipient to the recipient
Use language suitedUse language suitedto the recipient to the recipient
Follow anFollow anoutlineoutline
Follow anFollow anoutlineoutline
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Stilted writingStilted writingStilted writingStilted writing Use of jargonUse of jargonor technicalor technical
wordswords
Use of jargonUse of jargonor technicalor technical
wordswords
Use of outdatedUse of outdatedsentence sentence
constructionconstruction
Use of outdatedUse of outdatedsentence sentence
constructionconstruction
GrammaticalGrammaticalerrorserrors
GrammaticalGrammaticalerrorserrors
Using wrong orUsing wrong orinappropriateinappropriate
wordswords
Using wrong orUsing wrong orinappropriateinappropriate
wordswords
Use of slangUse of slangwords andwords and
idioms idioms
Use of slangUse of slangwords andwords and
idioms idioms
Avoiding Bad HabitsAvoiding Bad Habits
Examples of common communication faultsExamples of common communication faults
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Employee number 126
Operations Department 15 July 2002
Dear Sir,
Please contact the person below at this office as soonas possible in order to sort out a matter related to you.
Yours Faithfully Secretary
How do you findHow do you findthis letter?this letter?
M.H
Example
Example National Oil Company Human Resources Department
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National Oil Company Human Resources Department
Employee number 126
Operations Department 15 July 2002
Dear Sir,
Please contact the person below at this office as soonas possible in order to sort out a matter related to you.
Yours Faithfully Secretary
Using an employee numberUsing an employee numberrather than name, causesrather than name, causes
offenceoffence
Pay the person you arePay the person you arewriting to, the complimentwriting to, the compliment
of addressing him by nameof addressing him by name
The actual letter does notThe actual letter does notcontain enough informationcontain enough information
for the readerfor the reader
The writer signs with The writer signs with Initials, so there is no Initials, so there is no
contact namecontact name
M.H
Example
Example
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Mistakes in the LetterMistakes in the Letter
An example of a poorly written letterAn example of a poorly written letterEmployee’s name is not detailedEmployee’s name is not detailedRecipient is not addressed by his nameRecipient is not addressed by his nameLetter content is confusing, not giving a Letter content is confusing, not giving a
clear explanation of the reason of the clear explanation of the reason of the letterletter
The writer signs with initials, so there is The writer signs with initials, so there is no contact nameno contact name
Example
Example
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Contracting Services
We have analyzed these itemsexhaustively and found, at theend of our investigation, that theprocedures adopted with regardto the contracting of services are in line with legislativerequirements.
Takes an unnecessary routeTakes an unnecessary routeto say the same thingto say the same thing
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Contracting Services
These procedures conform tolegislative requirements.
.
Contracting Services
We have analyzed these itemsexhaustively and found, at theend of our investigation, that theprocedures adopted with regardto the contracting of services are in line with legislativerequirements.
Gets straight to the pointGets straight to the pointTakes an unnecessary routeTakes an unnecessary routeto say the same thingto say the same thing
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Correct And IncorrectCorrect And Incorrect
The aim is to…The aim is to… I can inform you…I can inform you…
I can let you know that .I can let you know that .
I am submitting for your I am submitting for your approval…approval…
A decision is requested.A decision is requested. Thank you for assisting.Thank you for assisting.
The desired end is to…The desired end is to… We are in the proud We are in the proud
position to inform you…position to inform you… We are taking the We are taking the
opportunity of letting you opportunity of letting you know that…know that…
We would like to submit for We would like to submit for your approval…your approval…
We would like to hereby…We would like to hereby… We are truly grateful for…We are truly grateful for…
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Distinguished Sirs,
Although keen to express my warmest felicitations and acknowledge the deep honor your request bestows upon me, I feel that the reasoning behind yourpolicy decision, which is enough to make wise men quickto cry out like the furies of ancient time, angers me beyond belief.
Your decision occasions the onus probandi to lie firmly on my shoulders, yet in these parlous times, those beings of limited ability are inseparable from those withsuperior knowledge, many of the latter residing so nearto Mt. Olympus as to be unreachable.
For these reasons I regret that I am forced into decliningyour most felicitous invitation.
Your most honored servant,
Distinguished Sirs,
Although keen to express my warmest felicitations and acknowledge the deep honor your request bestows upon me, I feel that the reasoning behind yourpolicy decision, which is enough to make wise men quickto cry out like the furies of ancient time, angers me beyond belief.
Your decision occasions the onus probandi to lie firmly on my shoulders, yet in these parlous times, those beings of limited ability are inseparable from those withsuperior knowledge, many of the latter residing so nearto Mt. Olympus as to be unreachable.
For these reasons I regret that I am forced into decliningyour most felicitous invitation.
Your most honored servant,
Evidence that the writerEvidence that the writeris trying to show off ais trying to show off aknowledge of Latin in knowledge of Latin in
the textthe text
This text may irritateThis text may irritatethe readerthe reader
Example
Example
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Mistakes In The LetterMistakes In The Letter
Writer of this style does not Writer of this style does not communicate wellcommunicate well
He is more interested in demonstrating He is more interested in demonstrating his own education than in conveying his own education than in conveying factsfacts
Simplicity always impresses more than Simplicity always impresses more than “trying to impress” text“trying to impress” text
Example
Example
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Principles of Effective Principles of Effective CommunicationsCommunications
Accurate ClearBrief
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AskingAskingQuestionsQuestions
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Why Do We Ask ?Why Do We Ask ?
Acquiring informationAcquiring informationReinforcing meaningReinforcing meaningClarificationClarificationPersuasionPersuasionProblem solvingProblem solving
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Knowing What to AskKnowing What to Ask
Right questions open the door to Right questions open the door to knowledge and understandingknowledge and understanding
When preparing for a meeting, prepare When preparing for a meeting, prepare a list of answers you need to obtaina list of answers you need to obtain
Choose the type of question that best Choose the type of question that best meets your aims meets your aims
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The Art of Questioning Lies in The Art of Questioning Lies in Knowing Which Questions to Ask Knowing Which Questions to Ask
and Whenand When
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Types Of QuestionsTypes Of Questions
Closed -endedClosed -endedClosed -endedClosed -ended
Fact-findingFact-findingFact-findingFact-finding
Open-endedOpen-endedOpen-endedOpen-ended
Specific, and must beSpecific, and must beanswered with a answered with a yesyes or or nono
Specific, and must beSpecific, and must beanswered with a answered with a yesyes or or nono
To gain insight into otherTo gain insight into otherPerson’s character. Opens Person’s character. Opens
discussiondiscussion
To gain insight into otherTo gain insight into otherPerson’s character. Opens Person’s character. Opens
discussiondiscussion
To gain information onTo gain information onA particular subjectA particular subject
To gain information onTo gain information onA particular subjectA particular subject
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Types Of QuestionsTypes Of Questions
Closed –endedClosed –endedClosed –endedClosed –ended
Fact-findingFact-findingFact-findingFact-finding
Open-endedOpen-endedOpen-endedOpen-ended
Do you ever read the companyDo you ever read the company Magazine or newsletter? Magazine or newsletter?
Do you ever read the companyDo you ever read the company Magazine or newsletter? Magazine or newsletter?
What makes you thinkWhat makes you think it will fail ?it will fail ?
What makes you thinkWhat makes you think it will fail ?it will fail ?
Who makes the decisions?Who makes the decisions? Who makes the decisions?Who makes the decisions?
Exam
ples
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Mistakes in Asking QuestionsMistakes in Asking Questions
Making it appear like an interrogationMaking it appear like an interrogationRepeating same questionsRepeating same questionsAsking before previous question is Asking before previous question is
answeredansweredAsking critical or inappropriate questionsAsking critical or inappropriate questionsAsking ambiguous and unclear questionsAsking ambiguous and unclear questions
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ListeningListening
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How to ListenHow to Listen
Empathizing Empathizing
Synthesizing Synthesizing
Analysing Analysing
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EmpathizingEmpathizingDrawing out the speakerDrawing out the speakerand getting information in aand getting information in a
supportive, helpful way.supportive, helpful way.
EmpathizingEmpathizingDrawing out the speakerDrawing out the speakerand getting information in aand getting information in a
supportive, helpful way.supportive, helpful way.
Empathize by imagining yourself in the other person’sEmpathize by imagining yourself in the other person’sposition to understand what they are thinking, and lettingposition to understand what they are thinking, and lettingthem feel comfortable – possibly by relating to theirthem feel comfortable – possibly by relating to theiremotional experiences. Pay close attention to what the emotional experiences. Pay close attention to what the person is saying, talk very little, and use encouragingperson is saying, talk very little, and use encouragingnods and words.nods and words.
Empathize by imagining yourself in the other person’sEmpathize by imagining yourself in the other person’sposition to understand what they are thinking, and lettingposition to understand what they are thinking, and lettingthem feel comfortable – possibly by relating to theirthem feel comfortable – possibly by relating to theiremotional experiences. Pay close attention to what the emotional experiences. Pay close attention to what the person is saying, talk very little, and use encouragingperson is saying, talk very little, and use encouragingnods and words.nods and words.
Type of ListeningType of Listening Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice
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AnalyzingAnalyzingSeeking concreteSeeking concreteinformation and trying toinformation and trying todisentangle fact from disentangle fact from emotion. emotion.
AnalyzingAnalyzingSeeking concreteSeeking concreteinformation and trying toinformation and trying todisentangle fact from disentangle fact from emotion. emotion.
Use analytical questions to discover the reasons behindUse analytical questions to discover the reasons behindthe speaker’s statements, especially if you need tothe speaker’s statements, especially if you need tounderstand a sequence of facts or thoughts. Ask understand a sequence of facts or thoughts. Ask questions carefully, so you can pick up clues from thequestions carefully, so you can pick up clues from theanswers and use the person’s responses to help you formanswers and use the person’s responses to help you form you next set of questions. you next set of questions.
Use analytical questions to discover the reasons behindUse analytical questions to discover the reasons behindthe speaker’s statements, especially if you need tothe speaker’s statements, especially if you need tounderstand a sequence of facts or thoughts. Ask understand a sequence of facts or thoughts. Ask questions carefully, so you can pick up clues from thequestions carefully, so you can pick up clues from theanswers and use the person’s responses to help you formanswers and use the person’s responses to help you form you next set of questions. you next set of questions.
Type of ListeningType of Listening Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice
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SynthesizingSynthesizingProactively guiding the Proactively guiding the exchange towards anexchange towards an
objective.objective.
SynthesizingSynthesizingProactively guiding the Proactively guiding the exchange towards anexchange towards an
objective.objective.
If you need to achieve a desired result, make statementsIf you need to achieve a desired result, make statementsto which others can respond with ideas. Listen and giveto which others can respond with ideas. Listen and giveyour answers to other’s remarks in a way that suggestsyour answers to other’s remarks in a way that suggestswhich ideas can be enacted and how they might bewhich ideas can be enacted and how they might beimplemented. Alternatively, include a different solution inimplemented. Alternatively, include a different solution inyour next question.your next question.
If you need to achieve a desired result, make statementsIf you need to achieve a desired result, make statementsto which others can respond with ideas. Listen and giveto which others can respond with ideas. Listen and giveyour answers to other’s remarks in a way that suggestsyour answers to other’s remarks in a way that suggestswhich ideas can be enacted and how they might bewhich ideas can be enacted and how they might beimplemented. Alternatively, include a different solution inimplemented. Alternatively, include a different solution inyour next question.your next question.
Type of ListeningType of Listening Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice Putting Methods Into Practice
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Overcoming PrejudiceOvercoming Prejudice
When what you see only fulfils your own When what you see only fulfils your own expectations, you probably have an expectations, you probably have an inflexible mind-setinflexible mind-set
Most people have this problemMost people have this problemPrejudices block good communicationPrejudices block good communication If you can recognize your prejudiced If you can recognize your prejudiced
ideas, you will be a good listenerideas, you will be a good listener
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Overcoming PrejudiceOvercoming Prejudice
Listen carefully to what people are Listen carefully to what people are saying and do not let your prejudices saying and do not let your prejudices get in the wayget in the way
Think about the words you hear, not the Think about the words you hear, not the person saying themperson saying them
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Ten commandmentsTen commandments
of listeningof listening
• Stop talking .. You cannot listen while talkingStop talking .. You cannot listen while talking• Give the speaker the chance to speakGive the speaker the chance to speak
• Listen to perceive .. Not to objectListen to perceive .. Not to object• Do not interrupt the speakerDo not interrupt the speaker
• Put yourself in the speaker’s boots.. This will Put yourself in the speaker’s boots.. This will help you assess the situationhelp you assess the situation
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Ten commandmentsTen commandments
of listeningof listening
• Be patient .. Give the speaker enough timeBe patient .. Give the speaker enough time• Keep calm .. Angry people will look for mistakesKeep calm .. Angry people will look for mistakes
• Don’t argue .. Be open and accept criticismDon’t argue .. Be open and accept criticism• Ask questions .. This shows interest and Ask questions .. This shows interest and
provides clarificationprovides clarification• Avoid prejudice..Avoid prejudice..
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Checking You UnderstandingChecking You Understanding
““I’m afraid I didn’t quite I’m afraid I didn’t quite understand what you said.understand what you said.Would you mind repeatingWould you mind repeating
it please?”it please?”
““I’m afraid I didn’t quite I’m afraid I didn’t quite understand what you said.understand what you said.Would you mind repeatingWould you mind repeating
it please?”it please?”
‘‘I’m aware that this isn’tI’m aware that this isn’tyour field, but I would beyour field, but I would bevery interested to hearvery interested to hear
your opinion.”your opinion.”
‘‘I’m aware that this isn’tI’m aware that this isn’tyour field, but I would beyour field, but I would bevery interested to hearvery interested to hear
your opinion.”your opinion.”
““I can’t have explained I can’t have explained myself clearly. What I myself clearly. What I
meant to establishmeant to establishwas ..”was ..”
““I can’t have explained I can’t have explained myself clearly. What I myself clearly. What I
meant to establishmeant to establishwas ..”was ..”
Phrases to be used when you need to clarify what has been Phrases to be used when you need to clarify what has been saidsaid
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Managing Managing MeetingsMeetings
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Do you feel bored?Do you feel bored?
Are you in the mood of chatting?Are you in the mood of chatting?
Do you have a desire for some Do you have a desire for some cookies and drinks?cookies and drinks?
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Do you feel bored?Do you feel bored?
Are you in the mood of chatting?Are you in the mood of chatting?
Do you have a desire for some Do you have a desire for some cookies and drinks?cookies and drinks?
Then why don’t you call for a Then why don’t you call for a meeting?meeting?
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Meetings cost time and money, Meetings cost time and money,
both of which are valuable.both of which are valuable.
Hold meetings only when necessary, Hold meetings only when necessary, and ensure that they are concise and ensure that they are concise
and constructive.and constructive.
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Managing MeetingsManaging Meetings
Supervisors spend most of their time in Supervisors spend most of their time in discussions to organize work and solve discussions to organize work and solve problemsproblems
The average supervisor spends The average supervisor spends 65-80%65-80% of of his time in meetingshis time in meetings
How can we make the supervisor’sHow can we make the supervisor’stime more effective ?time more effective ?
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Purpose Purpose of of
MeetingsMeetings
Purpose Purpose of of
MeetingsMeetings
Imparting information
Generating creative ideas (brainstorming)
Resolving problems
Making or implementing decisions
Issuing instructions
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Advantages of MeetingsAdvantages of Meetings
ImmediateImmediate feedbackfeedback
ImmediateImmediate feedbackfeedback
GesturesGesturesGesturesGesturesFacial Facial expressionsexpressions
Facial Facial expressionsexpressions
Eye contactEye contactEye contactEye contact
InteractiveInteractiveInteractiveInteractiveFace-to-face Face-to-face communicationcommunication
Face-to-face Face-to-face communicationcommunication
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The Critical Path of a MeetingThe Critical Path of a Meeting
Define theMeeting’s purpose
Define theMeeting’s purpose
Decide howLong it
Should last
Decide howLong it
Should last
Ensure the Right people
attend
Ensure the Right people
attend
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Is the meeting
urgent and important?No Yes
Is the meetingurgent and important?No Yes
Is the meetingurgent or important?No Yes
Is the meetingurgent or important?No Yes
Is the meetingroutine?
No Yes
Is the meetingroutine?
No Yes
Do you needto hold itASAP?
No Yes
Do you needto hold itASAP?
No Yes
Is there a deadline to
work towards?No Yes
Is there a deadline to
work towards?No Yes
Hold meetingimmediate
Hold meetingimmediate
Is the meetingnecessary?No Yes
Is the meetingnecessary?No Yes Save the meeting
for a quiettime
Save the meetingfor a quiet
time
Allocate a timeto hold meeting
Allocate a timeto hold meeting
Set a realisticdeadline
Set a realisticdeadline
Does that meetinghelp you work
more efficiently?No Yes
Does that meetinghelp you work
more efficiently?No Yes
Set aside a time to
hold meeting
Set aside a time to
hold meeting
CCCC
BBBB
AAAA
Don’t do Itcancel it
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To Ensure To Ensure a Successful Meetinga Successful Meeting
Ensure That the Ensure That the Right Right People People Attend, at the Attend, at the RightRight Time and Time and Place, and That They Reach Place, and That They Reach
the the RightRight Decisions Decisions
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Steps To Successful Steps To Successful MeetingsMeetings
Steps to a successful
meeting
Planning
Closing
ControllingSteps to a Steps to a
Successful MeetingSuccessful Meeting
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Define purpose of meetingDefine purpose of meeting Develop meeting agendaDevelop meeting agenda Select attendees - Select attendees - - Consider job background .. Harmonize.. - Consider job background .. Harmonize.. - Define roles and means of participation- Define roles and means of participation Locate a venueLocate a venue Send out invitation along with agendaSend out invitation along with agenda
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Monitor meeting duration (opening,closing)Monitor meeting duration (opening,closing) Limit and bring side-discussions and Limit and bring side-discussions and unnecessary arguments back to track unnecessary arguments back to track Summarize each issue before moving toSummarize each issue before moving to the next the next Limit number of issues to be discussedLimit number of issues to be discussed
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Direct meeting towards defined resultsDirect meeting towards defined results Define and announce each decision Define and announce each decision made made Direct meeting to a final conclusionDirect meeting to a final conclusion Support what has been agreed uponSupport what has been agreed upon
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Role of the Supervisor When Role of the Supervisor When Chairing a MeetingChairing a Meeting
Keep discussion focused on the topicKeep discussion focused on the topic Intervene if discussion fragments into Intervene if discussion fragments into
multiple conversationsmultiple conversationsTactfully prevent anyone from dominatingTactfully prevent anyone from dominating
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Role of the Supervisor When Role of the Supervisor When Chairing a MeetingChairing a Meeting
Bring discussions to a closeBring discussions to a closeEnsure all participants are aware of all Ensure all participants are aware of all
decisions that have been reacheddecisions that have been reachedNotify group when time for an item has Notify group when time for an item has
expiredexpired
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Code of CooperationCode of Cooperation
Be on time and come preparedBe on time and come preparedBe attentive to all what is saidBe attentive to all what is saidUse eye contact, and show interestUse eye contact, and show interestDo not interrupt speakersDo not interrupt speakers
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Code of CooperationCode of Cooperation
Do not whisper or fidget while someone Do not whisper or fidget while someone speaksspeaks
Pay attention, avoid disruptive behaviorPay attention, avoid disruptive behaviorShow respect for the contributions of Show respect for the contributions of
other membersother membersEvery member is responsible for Every member is responsible for
the meeting’s progress and successthe meeting’s progress and success
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Code of CooperationCode of Cooperation
CONSTRUCTIVELY criticize CONSTRUCTIVELY criticize ideas, not personsideas, not persons
Only one person speaks at a timeOnly one person speaks at a timeEveryone participates, no one Everyone participates, no one
dominatesdominates
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Code of CooperationCode of Cooperation
Avoid long anecdotes and examplesAvoid long anecdotes and examplesRespect those not presentRespect those not presentAsk questions when you do not Ask questions when you do not
understandunderstandAttend to your personal comfort needs Attend to your personal comfort needs
at any time but minimize disruptionsat any time but minimize disruptions
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Why Meetings FailWhy Meetings Fail
Arriving lateArriving lateReason of attendance is unknown Reason of attendance is unknown Roles are not defined Roles are not defined No interestNo interestDiscussions dominated by one personDiscussions dominated by one personEngagements in side conversationsEngagements in side conversations Interrupting the speakerInterrupting the speaker
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Why Meetings FailWhy Meetings Fail
Unnecessary argumentsUnnecessary argumentsNo agenda No agenda Key persons are absentKey persons are absent Issues are left danglingIssues are left danglingMeeting’s conclusions are pre-determinedMeeting’s conclusions are pre-determinedNot following-up implementationNot following-up implementation
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Problem-solving andProblem-solving andDecision-making Decision-making
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Defining Work ProblemsDefining Work Problems
Undesired, unplanned situationsUndesired, unplanned situationsObstacles that slow down achieving Obstacles that slow down achieving
goalsgoals Inevitable in day to day workInevitable in day to day work
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Causes of Work ProblemsCauses of Work Problems
Negligence of rules and regulationsNegligence of rules and regulations Ignorance of the presence of rules and Ignorance of the presence of rules and
regulationsregulations Improper organizing and planning workImproper organizing and planning workUnexpected events and mishapsUnexpected events and mishaps
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Causes of
Work Problems
MManan
MMachineachine
MMethodsethods
MMaterialsaterials
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Problems should be handled Problems should be handled at its early stages beforeat its early stages before
it builds upit builds up
Problems should be handled Problems should be handled at its early stages beforeat its early stages before
it builds upit builds up
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Principals Of Problem SolvingPrincipals Of Problem Solving
Avoid the "right/wrong" or "assigning Avoid the "right/wrong" or "assigning blame" paradigmblame" paradigm
Convey respect for the other personConvey respect for the other personUndertake to solve the problem togetherUndertake to solve the problem togetherFocus on the problem first, then look for Focus on the problem first, then look for
solutionssolutions
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Steps to Problem-solvingSteps to Problem-solving
Who owns the problem? Who owns the problem? Who is involved? Who is involved? Who is being affected by it?Who is being affected by it?
Before any attempt to solve a problem Before any attempt to solve a problem ask yourself these questions:ask yourself these questions:
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Steps to Problem-solvingSteps to Problem-solving
Define the problemDefine the problem (with input from yourself and others)(with input from yourself and others)
- What is it that makes you think there's a problem? - What is it that makes you think there's a problem? - Where is it happening?- Where is it happening?- How is it happening?- How is it happening?- When is it happening?- When is it happening?- With whom is it happening?- With whom is it happening?- Write down a five-sentence description of the- Write down a five-sentence description of the problem problem
Don't jump to "Who is causing the problem?"
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Steps to Problem-solvingSteps to Problem-solving
Look at potential causes for the problemLook at potential causes for the problem
- Get input from others who notice the problem and who are effected by it - Collect input from individuals one at a time- Write down a description of the cause of the problem in terms of what is happening, where, when, how, with whom and why
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Steps to Problem-solvingSteps to Problem-solving
Identify alternatives for approaches to Identify alternatives for approaches to resolve the problemresolve the problem
- keep others involved (unless you're facing a- keep others involved (unless you're facing a personal and/or employee performance problem) personal and/or employee performance problem)- Brainstorm for solutions to the problem- Brainstorm for solutions to the problem
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Steps to Problem-solvingSteps to Problem-solving
Select an approach to resolve the problemSelect an approach to resolve the problem
consider:consider:- - Which approach is the most realistic to solve theWhich approach is the most realistic to solve the problem for the long term? problem for the long term?- Resources, are they available? affordable? Do you- Resources, are they available? affordable? Do you have enough time to implement the approach? have enough time to implement the approach?- What is the extent of risk associated with each- What is the extent of risk associated with each alternative? alternative?
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Steps to Problem-solvingSteps to Problem-solving
Plan the implementation of the best alternative Plan the implementation of the best alternative (this is your action plan)(this is your action plan)
- What will the situation look like when problem is- What will the situation look like when problem is solved?“ solved?“- Steps to be taken to implement the best alternative? - - Steps to be taken to implement the best alternative? - What systems or processes should be changed in What systems or processes should be changed in the organization, (e.g. a new policy or procedure?) the organization, (e.g. a new policy or procedure?) - How will you follow-up with the implementation - How will you follow-up with the implementation
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Steps to Problem-solvingSteps to Problem-solving
Plan the implementation of the best alternative (this is your Plan the implementation of the best alternative (this is your action plan)action plan)
- Resources needed (people, money and facilities?) - Resources needed (people, money and facilities?) - Time needed for implementation- Time needed for implementation- Who will be responsible for implementing the plan?- Who will be responsible for implementing the plan?- Write down the answers to the above questions and - Write down the answers to the above questions and consider this as your action plan consider this as your action plan- Communicate the plan to those who will be involved in- Communicate the plan to those who will be involved in implementing it and to your immediate supervisor implementing it and to your immediate supervisor
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Steps to Problem-solvingSteps to Problem-solving
Monitor implementation of the planMonitor implementation of the plan - Is the plan being done according to schedule? - Is the plan being done according to schedule? - If not, then consider: Was the plan realistic? Are- If not, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various schedule? Should more priority be placed on various
aspects of the plan? Should the plan be changed? aspects of the plan? Should the plan be changed?
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Steps to Problem-solvingSteps to Problem-solving
Verify if the problem has been resolved or Verify if the problem has been resolved or notnotConsider:Consider:- What changes should be made to avoid this type of- What changes should be made to avoid this type of problem in the future? (changes to policies and problem in the future? (changes to policies and procedures, training, etc.) procedures, training, etc.) - What did you learn from this problem solving?- What did you learn from this problem solving? (new knowledge, understanding and/or skills.) (new knowledge, understanding and/or skills.) - Write a brief memo that highlights the success of - Write a brief memo that highlights the success of the problem solving effort. Share it with your the problem solving effort. Share it with your supervisor, peers and subordinates supervisor, peers and subordinates
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FocusFocus
ExecuteExecute
DevelopDevelop
AnalyzeAnalyze
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Fishbone MethodFishbone Method
Off-spec Product
ManManMachineMachine
MethodsMethodsMaterialsMaterials
Inadequate trainingInadequate training
No cooperationNo cooperation
Not complyingNot complyingWith standardsWith standards
Improper storageImproper storage
No MaintenanceNo Maintenance
No CalibrationNo Calibration
Not followingNot following standardsstandards
Improper test Improper test proceduresprocedures
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Force-field AnalysisForce-field Analysis
Force field analysis is a method for Force field analysis is a method for listing,listing, discussingdiscussing, and , and evaluatingevaluating the various the various forces for and against a proposed change.forces for and against a proposed change.
Useful in clarifying the problem, and finding Useful in clarifying the problem, and finding solutions to specific obstacles preventing goal solutions to specific obstacles preventing goal achievementachievement
Can be used to develop an action plan to Can be used to develop an action plan to implement a change implement a change
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Force-field AnalysisForce-field Analysis
Determine if a proposed change can Determine if a proposed change can get needed support get needed support
Identify obstacles to successful Identify obstacles to successful solutions solutions
Suggest actions to reduce the strength Suggest actions to reduce the strength of the obstaclesof the obstacles
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Types of Forces to Consider Types of Forces to Consider
Available ResourcesTraditionsVested interestsOrganizational structuresRelationshipsOrganizational trends
Attitudes of peopleRegulationsPersonal or group needsPresent or past practicesInstitutional policies or normsAgencies
ValuesDesiresCostsPeopleEvents
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Force-field AnalysisForce-field Analysis
PresentPresentstatestate
DesiredDesiredoutcomeoutcome
Driving forcesDriving forces Restraining forcesRestraining forces
WorstWorststatestate
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Force-field AnalysisForce-field AnalysisRejection rate
10%Rejection rate
2%
Driving forcesDriving forces Restraining forcesRestraining forces
Rejection rate20%
Customer demand
Motivated workers
Increased market share
Quality circle program
Increased production time
Other projects on line
Lack of training
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SWOT AnalysisSWOT Analysis
Threats Opportunities
StrengthsStrengths Weaknesses
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Part of a supervisor’s role is having Part of a supervisor’s role is having
to make a series of large and to make a series of large and small decisions. small decisions.
Reaching the right decision in everyReaching the right decision in every situation is an ambition that is well situation is an ambition that is well
worth striving to achieveworth striving to achieve
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Decisions Are an EssentialDecisions Are an EssentialPart of Life, in and OutPart of Life, in and Out
of a Work Environment.of a Work Environment.
Supervisors, by Definition,Supervisors, by Definition,
Must Be Decision-Makers.Must Be Decision-Makers.
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Types of Managerial DecisionsTypes of Managerial Decisions
UnplannedUnplannedPlannedPlanned
ProblemProblem• Repetitive• Routine• Repetitive• Routine
• Non-repetitive• Non-routine• Non-repetitive• Non-routine
• Instructions• Policies• Low risk
• Instructions• Policies• Low risk
• Strategic solutions• High risk• Strategic solutions• High risk
ProceduresProcedures
DecisionDecision
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TopTopManagementManagement
Middle ManagementMiddle Management
SupervisionSupervision
ManagerialManagerialLevelLevel
Type ofType ofDecisionDecision
Broad, unstructured,infrequentBroad, unstructured,infrequentMuch uncertaintyMuch uncertainty
Frequent,structuredFrequent,structured,, repetitive,Routinerepetitive,Routine,,
much certaintymuch certainty
Non-programmed DecisionsNon-programmed Decisions
Structured andStructured andUnstructuredUnstructured
Types of Problems/DecisionsTypes of Problems/DecisionsAnd Management LevelAnd Management Level
Programmed DecisionsProgrammed Decisions
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Decision MakingDecision Making
IndividualIndividualIndividualIndividualConsensusConsensusConsensusConsensus
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Participation Involvement Participation Involvement ScaleScale
TellTell SellSellGather Gather
informationinformation
GetGet recommendationsrecommendations
From groupFrom group
GroupGroup votesvotesWith With
mgt vetomgt veto
GroupGroup votesvotes
Without Without Mgt vetoMgt veto
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Elements That AffectElements That AffectThe Decision-making ProcessThe Decision-making Process
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Elements Affecting Elements Affecting Decision-making ProcessDecision-making Process
DecisionMaking
ValuesValues
Personality
Personality
RiskRisk
TakingTaking
Potential for
Potential for
Dissonance
Dissonance
Primary Primary elementselements
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Elements Affecting Elements Affecting Decision-making ProcessDecision-making Process
DecisionMaking
ValuesValues
Personality
Personality
RiskRisk
TakingTaking
Potential for
Potential for
Dissonance
Dissonance
Nature of issue
Tim
e av
aila
ble
Reso
urces availab
le
Technical/intellectualskills
Secondary Secondary elementselements
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Identify & define issue/problemIdentify & define issue/problemIdentify & define issue/problemIdentify & define issue/problem
Evaluate alternativesEvaluate alternativesEvaluate alternativesEvaluate alternatives
Undertake analysisUndertake analysisUndertake analysisUndertake analysis
Analyzing the Decision ProcessAnalyzing the Decision Process
What exactly What exactly has to be decided?has to be decided?
What exactly What exactly has to be decided?has to be decided?
What are the What are the Pros and cons?Pros and cons?
What are the What are the Pros and cons?Pros and cons?
What are the What are the alternatives?alternatives?
What are the What are the alternatives?alternatives?
Implement decisionImplement decisionImplement decisionImplement decision
Identify choicesIdentify choicesIdentify choicesIdentify choicesWhich alternativeWhich alternative
Is the best?Is the best?
Which alternativeWhich alternativeIs the best?Is the best?
What actionWhat actionNeeds to be taken?Needs to be taken?
What actionWhat actionNeeds to be taken?Needs to be taken?
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AGISA AGISA The Group Thinking ModelThe Group Thinking Model
Goal settingGoal setting
AnalyzingAnalyzing
Selecting ideasSelecting ideas
Looking for IdeasLooking for Ideas
ActionAction
Seeking issuesSeeking issuesAffecting the decisionAffecting the decision
Opportunities orOpportunities orproblemsproblems
Conventional orConventional orunconventionalunconventional
Discarding orDiscarding oradoptingadopting
ImplementingImplementingAccepted decisionsAccepted decisions
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Assessing the Validity of IdeasAssessing the Validity of Ideas
New technologyNew technologyMakes our productMakes our product
obsoleteobsolete
Our productdominates the
market
Update our productin order to hold
market advantage
See if new technologytakes off beforeinvesting in it
Invests in newtechnology whenmarkets dictate
Invest in newtechnology as
soon as possible
First to supplynew product
First to supplynew product
Risks position asmarket leader
Risks position asmarket leader
Delays investmentuntil future date
Delays investmentuntil future date
Strengthens positionof present product
Strengthens positionof present product
Only keeps the status quo for now
Only keeps the status quo for now
ProblemProblem
Potential outcomesPotential outcomesSuggested solutionsSuggested solutions
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DecisionDecision
RightWrong
Admit
No Admit
- Seeking evidence to support decision- Focus on advantages- Neglecting drawbacks- Concealing facts- Casting doubt on alternatives
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Team Building Team Building
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A Team Is More Than a Collection of Individuals.
It Is, in Part, an Emotional Entity, Rooted in the Feelings
As Well As the Thoughts of Its Members, Who Actively Care About
Their Team’s Well-being.
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Teamwork DefinitionTeamwork Definition
A team is a limited number of people A team is a limited number of people with complementary skills who are with complementary skills who are committed to a common purpose, committed to a common purpose,
performance goals, and approach for performance goals, and approach for which they hold themselves mutually which they hold themselves mutually
accountableaccountable
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Benefits Of TeamworkBenefits Of Teamwork
Integration of the Talents and Competencies
they Possess
The Collective Utilization Of Individuals’ Efforts
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What Makes a What Makes a Good Team?Good Team?
A true team is a living, constantly A true team is a living, constantly changing, dynamic force in which a changing, dynamic force in which a number of people come together to number of people come together to workwork
Team members discuss their Team members discuss their objectives, assess ideas, make objectives, assess ideas, make decisions, and work towards their decisions, and work towards their targets togethertargets together
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Points to RememberPoints to Remember
A team member is still an individual, A team member is still an individual, and should always be treated as suchand should always be treated as such
Cross-functional teams offer the chance Cross-functional teams offer the chance to learn about roles and work of othersto learn about roles and work of others
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Finding the Right Balance Of SkillsFinding the Right Balance Of Skills
Technical expertise
Team-workingskills
Problem-solvingskills Ability to copeAbility to cope
with otherswith othersAbility to makeAbility to makeclear decisionsclear decisions
In disciplinesIn disciplines
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Unifying a TeamUnifying a Team
Most teams have a tendency to place too muchMost teams have a tendency to place too much
emphasis on the task and not on the individual.emphasis on the task and not on the individual.
The ideal situation is one in which the needs of the The ideal situation is one in which the needs of the
individual, the dynamics of the team, and theindividual, the dynamics of the team, and the
requirements of the task coincide at four strategicrequirements of the task coincide at four strategic
points to produce a unified, effective working team.points to produce a unified, effective working team.
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Unifying a TeamUnifying a Team
Individual
Task Team
Team works toTeam works tocommon end tocommon end tocomplete taskscomplete tasks
Needs of individualNeeds of individualare catered for by teamare catered for by team
Challenging tasksChallenging tasksmaintain individualmaintain individual
interestinterest
Each individualEach individualcontributes to teamcontributes to teameffort to completeeffort to complete
task in handtask in hand
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Choosing Individuals for Choosing Individuals for Specific TasksSpecific Tasks
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Which qualitiesare required for
the job?
Which qualitiesare required for
the job?
Make a final decisionbased on responses to
the question above
Make a final decisionbased on responses to
the question above
Will I enjoy workingwith this person?
Will I enjoy workingwith this person?
Can any weaknessesbe overcome?
Can any weaknessesbe overcome?
What are theirrespective key skills?
What are theirrespective key skills?
Are there anysuitable people?
Are there anysuitable people?
Assume that anyonewill suit the role
Rely solely on word ofmouth
recommendations
Ignore shortfalls infavor of particular
experience
Hope weaknesses willbe overlooked by
the team
Ignore signs of individual not being
a team player
Expect them to overcome problems
“on the job”
Offer the role to theindividual who excels at
one particular skill
Draw up a job profile before talking to people
Check “on paper” profileagainst details of
individuals
Favor individuals withwide-ranging skills
Consider any shortcomings
Note any shortcomingsin personal skills
Offer the role to theindividual who brings most
overall to the team
DoDo Don’tDon’t
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Stages of Team-developmentStages of Team-development
FormingForming
The team first comes together; The team first comes together; discovering "Why? What? Who? When?". discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yetConflicts have not begin to emerge yet
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Supervisor’s RoleSupervisor’s Role
FormingForming
Use socializing and team discussion to initiateUse socializing and team discussion to initiategroup work group work
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Stages of Team-developmentStages of Team-development
StormingStormingFormingForming
Disagreements arise about what needs to be done Disagreements arise about what needs to be done and who will do it. People are annoyed byand who will do it. People are annoyed by
The restrictions imposed by the teamThe restrictions imposed by the team
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Supervisor’s RoleSupervisor’s Role
StormingStormingFormingForming
Assert your authority to defuse conflict inAssert your authority to defuse conflict inthe teamthe team
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Stages of Team-developmentStages of Team-development
NormingNormingStormingStormingFormingForming
The goals, roles, and boundaries have beenThe goals, roles, and boundaries have been clarified and accepted by team members. clarified and accepted by team members.
They have taken ownership and accountabilityThey have taken ownership and accountability for getting the work done for getting the work done
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Supervisor’s RoleSupervisor’s Role
NormingNormingStormingStormingFormingForming
Encourage team members to establish a creativeEncourage team members to establish a creativework patternwork pattern
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Stages of Team-developmentStages of Team-development
PerformingPerformingNormingNormingStormingStormingFormingForming
The team becomes a true team, working in harmony, The team becomes a true team, working in harmony, supporting one another. The team, not the leader, supporting one another. The team, not the leader,
manages the project. Team members make adjustments manages the project. Team members make adjustments to keep the deliverables on track to keep the deliverables on track
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Supervisor’s RoleSupervisor’s Role
PerformingPerformingNormingNormingStormingStormingFormingForming
Build-up team faith in their collective abilityBuild-up team faith in their collective abilityand skillsand skills
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Supervisor’s Role in Supervisor’s Role in Team-building ProcessTeam-building Process
Identifying purpose of forming teamIdentifying purpose of forming teamSelecting team membersSelecting team members Identifying strengths and weaknessesIdentifying strengths and weaknessesSetting objectives and clarifying issuesSetting objectives and clarifying issuesAllocating roles and responsibilitiesAllocating roles and responsibilitiesSupporting team membersSupporting team members
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Supervisor’s Role in Supervisor’s Role in Resolving Team ConflictsResolving Team Conflicts
Clarifying impact of conflict on performanceClarifying impact of conflict on performance Identifying causes of conflictIdentifying causes of conflict Inviting parties to explain their points of viewInviting parties to explain their points of view
suggesting solutionssuggesting solutions Selecting appropriate methods for solution Selecting appropriate methods for solution Agreement on roles to resolve the conflictAgreement on roles to resolve the conflict Developing a plan of implementationDeveloping a plan of implementation
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Team Cohesion Has A Great Team Cohesion Has A Great Effect on ProductivityEffect on Productivity
CohesionCohesion
ProductivityProductivity
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Time spentTime spent
togethertogetherTime spentTime spent
togethertogether
Proximity ofProximity ofTeam membersTeam members
Proximity ofProximity ofTeam membersTeam members
Size of teamSize of teamSize of teamSize of teamPrevious Previous
achievementsachievementsPrevious Previous
achievementsachievements
GenderGenderGenderGender
Challenges Challenges Facing teamFacing teamChallenges Challenges Facing teamFacing team
Factors that determine
Teamcohesion
Factors that determine
Teamcohesion
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Tips to Promote CohesionTips to Promote Cohesion
Keep enemies apartKeep enemies apartPut friends togetherPut friends togetherGive special attention to people who Give special attention to people who
find it difficult to make friendsfind it difficult to make friendsAvoid fostering competing subgroupsAvoid fostering competing subgroups
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Climate SurveyClimate Survey
What gets measuredWhat gets measuredgets managedgets managed
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PurposePurpose
Do members of your team share a Do members of your team share a sense of why the team exists and are sense of why the team exists and are invested in accomplishing the mission?invested in accomplishing the mission?
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PrioritiesPriorities
Do members know what needs to be Do members know what needs to be done next, by whom, and by when to done next, by whom, and by when to achieve team goals?achieve team goals?
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RolesRoles
Do members know their roles in getting Do members know their roles in getting tasks done and when to allow a more tasks done and when to allow a more skillful member to do a contain task?skillful member to do a contain task?
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Authority and Decision-Authority and Decision-makingmaking
Are authority and decision-making lines Are authority and decision-making lines clearly understood?clearly understood?
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ConflictConflict
Is conflict dealt with openly and Is conflict dealt with openly and considered important to decision-considered important to decision-making and personal growth?making and personal growth?
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Personal TraitsPersonal Traits
Do team members feel their unique Do team members feel their unique personalities are appreciated and well personalities are appreciated and well utilized? utilized?
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NormsNorms
Are group norms set for working Are group norms set for working together and are they seen as together and are they seen as standards for everyone in the group?standards for everyone in the group?
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EffectivenessEffectiveness
Do members find team meetings Do members find team meetings efficient and productive and look efficient and productive and look forward to this time together?forward to this time together?
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SuccessSuccess
Do team members clearly know when Do team members clearly know when the team has met with success and the team has met with success and share in this equally and proudly?share in this equally and proudly?
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Skills DevelopmentSkills Development
Are opportunities for feedback and Are opportunities for feedback and updating skills provided and taken updating skills provided and taken advantage of by team members?advantage of by team members?
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Objective Setting Objective Setting
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Responsibilities, Tasks,Responsibilities, Tasks,Duties, and ObjectivesDuties, and Objectives
Responsibilities
Objectives
Tasks
Duties
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Individual objectives should be alignedIndividual objectives should be aligned with the organization’s objectiveswith the organization’s objectives..
What Is Meant by an What Is Meant by an ObjectiveObjective??
A statement specifying the task to be A statement specifying the task to be implemented, the expected results, the implemented, the expected results, the
resources required and the timeresources required and the time
frame of implementationframe of implementation
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ObjectivesObjectives
Objectives are Objectives are specificspecific accomplishments accomplishments that must be accomplished to achieve the that must be accomplished to achieve the goals in the plan. Objectives are usually goals in the plan. Objectives are usually
"milestones" along the way when "milestones" along the way when implementing the strategiesimplementing the strategies
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Criteria for WritingCriteria for Writing Objectives Objectives
SSpecificpecific MMeasurableeasurable AAcceptablecceptable RResourcesesources TTimely imely
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Sample of an ObjectiveSample of an Objective
To launch the new product (X) by end of To launch the new product (X) by end of December 2004, with a cost of December 2004, with a cost of
advertisement campaign not to exceed advertisement campaign not to exceed $ 60,000$ 60,000
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Sample of an ObjectiveSample of an Objective
To launch the new product (X) by end of To launch the new product (X) by end of December 2004, with a cost of December 2004, with a cost of
advertisement campaign not to exceed advertisement campaign not to exceed $ 60,000$ 60,000
Is the objective specificIs the objective specific??Can it be measuredCan it be measured??Is it acceptableIs it acceptable??Are the resources definedAre the resources defined??Is there a time frame for implementationIs there a time frame for implementation??
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Sample of an ObjectiveSample of an Objective
To investigate customers’ complaints in To investigate customers’ complaints in regards the wrong deliveries by end of regards the wrong deliveries by end of
November 2004, with a cost of November 2004, with a cost of expenses not to exceed $ 4,000expenses not to exceed $ 4,000
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Sample of an ObjectiveSample of an Objective
To investigate customers’ complaints in To investigate customers’ complaints in regards the wrong deliveries by end of regards the wrong deliveries by end of
November 2004, with a cost of November 2004, with a cost of expenses not to exceed $ 4,000expenses not to exceed $ 4,000
Is the objective specificIs the objective specific??Can it be measuredCan it be measured??Is it acceptableIs it acceptable??Are the resources definedAre the resources defined??Is there a time frame for implementationIs there a time frame for implementation??
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Management Management BBy Objectivesy Objectives
…… a systematic and organized approach a systematic and organized approach that allows management to focus on that allows management to focus on
achievable goals and to attain the best achievable goals and to attain the best possible results from available possible results from available
resourcesresources
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Strategies or Activities Strategies or Activities
The methods or processes that are The methods or processes that are required to achieve the goalsrequired to achieve the goals
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Resources (and Budgets)Resources (and Budgets)
Resources include the people, materials, Resources include the people, materials, technologies, money, etc., required to technologies, money, etc., required to implement the strategies or processes. implement the strategies or processes. The costs of these resources are often The costs of these resources are often
depicted in the form of a budget depicted in the form of a budget
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Goals / objectivesGoals / objectivesStrategies / tasksStrategies / tasks
(results)(results)(methods to achieve(methods to achieve the results)the results)
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Types of ObjectivesTypes of Objectives
OrganizationalOrganizational
Improvement Improvement
OrganizationalOrganizational
Improvement Improvement
Personnel Personnel Skills Skills
Development Development
Personnel Personnel Skills Skills
Development Development
ProblemProblemSolvingSolving
ProblemProblemSolvingSolving
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Specifying Target DateSpecifying Target Date
Specified by Specified by datedateDate associated with Date associated with another dateanother dateSpecified by Specified by periodperiod
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Cost EstimationCost Estimation
Should be calculated accuratelyShould be calculated accuratelyShould be realisticShould be realisticMay increase if implementation is May increase if implementation is
delayeddelayed
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Steps to Objective SettingSteps to Objective Setting
Developing an Developing an action planaction plan
Subordinates’ Subordinates’ participationparticipation
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Action Plan , Why ?Action Plan , Why ?
To specify method of implementationTo specify method of implementationTo develop a time frameTo develop a time frameTo utilize resources effectivelyTo utilize resources effectivelyHelps in anticipating problems Helps in anticipating problems To follow-up implementation in To follow-up implementation in
accordance to scheduleaccordance to schedule
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A Well-set ObjectiveA Well-set Objective
To increase sales volume from 150,000 To increase sales volume from 150,000 tons to 180,000 tons by end of tons to 180,000 tons by end of December 2002 , cost of advertisement December 2002 , cost of advertisement not to exceed 50,000 $not to exceed 50,000 $
ResultResult : Measurable : MeasurableCostCost : specified : specifiedTime frameTime frame : specified : specified
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A Poor ObjectiveA Poor Objective
To increase sales volume by using To increase sales volume by using effective advertisementeffective advertisement
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Why Would Objectives FailWhy Would Objectives Fail? ?
Objectives are imposed on subordinatesObjectives are imposed on subordinatesObjectives are unrealisticObjectives are unrealisticTime is not managedTime is not managedEasy objectives are selectedEasy objectives are selectedTime spent in paper workTime spent in paper workObjectives are not amended when Objectives are not amended when
necessarynecessary
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Exercise Exercise
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Time Management Time Management
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Time is LifeTime is Life
Time cannot be stored or replenishedTime cannot be stored or replenished
Understanding TimeUnderstanding Time
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Consider These Two Consider These Two Questions:Questions:
What would happen if youWhat would happen if you spent company money as spent company money as
easy as you spend easy as you spend company time?company time?
What would happen if youWhat would happen if you spent company money as spent company money as
easy as you spend easy as you spend company time?company time?
When was the last time When was the last time youyou reviewed your time reviewed your time
allocation?allocation?
When was the last time When was the last time youyou reviewed your time reviewed your time
allocation?allocation?
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Please, answer the following Please, answer the following questionsquestions : :
Do you feel that a great part of your Do you feel that a great part of your time is wasted ?time is wasted ?
Yes ( ) No ( )Yes ( ) No ( ) What do you think the reasons are ?What do you think the reasons are ?
How would you control your time ?How would you control your time ?
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Please, answer the following Please, answer the following questionsquestions : :
Do you believe that others are Do you believe that others are wasting your time ?wasting your time ? Yes ( ) No ( )Yes ( ) No ( )
Do you believe you can put limits Do you believe you can put limits to that ? explain howto that ? explain how
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Waste DisposalWaste Disposal
If an average employee earns about If an average employee earns about 27,00027,000 pounds per year: about pounds per year: about 12.5012.50 pounds per hour, around pounds per hour, around 11 pound every pound every 5 minutes; 5 minutes; How many 5 minute sections of your How many 5 minute sections of your activity deserves a pound? activity deserves a pound? This is a critical appraisal of how you This is a critical appraisal of how you spend your time and to question spend your time and to question some of your habits.some of your habits.
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Time Waste , Why ?Time Waste , Why ?
Ignorance of the value of timeIgnorance of the value of timeLate arrival to work or meetingsLate arrival to work or meetingsFailing to prioritize Failing to prioritize Failing to delegateFailing to delegateUnnecessary interruptionsUnnecessary interruptions
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Time Waste , Why ?Time Waste , Why ?
Unexpected, unplanned visitsUnexpected, unplanned visitsLengthy , unnecessary telephone callsLengthy , unnecessary telephone callsProcrastination Procrastination Piled workPiled workUnnecessary discussionsUnnecessary discussions
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Changing AttitudesChanging Attitudes
Our attitudes to time are constantly changingOur attitudes to time are constantly changing Changes are due to advent of new technologyChanges are due to advent of new technology Exchange of information has become Exchange of information has become
instantaneous instantaneous Travel has become much fasterTravel has become much faster It is possible for us to do more in a dayIt is possible for us to do more in a day It has also increased the pressure on our timeIt has also increased the pressure on our time
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Estimating Value Of TimeEstimating Value Of Time
1.5 x annual salary
Working hoursper year
= Cost per hour
Cost per hour
60= Cost
Per minute
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Daily Routine WorkDaily Routine Work
Withmanager Discretionary
Urgent
Withsubordinates
• OrganizeOrganize• PlanPlan• CoordinateCoordinate
• MeetingMeeting• DiscussionDiscussion
• ProblemsProblems• CrisisCrisis
• CoachingCoaching• DiscussionDiscussion• ComplaintsComplaints
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Breaking Down TasksBreaking Down Tasks
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On-goingOn-goingprojectsprojects
RoutineRoutine
Planning &Planning &developmentdevelopment
Organizing aOrganizing ameetingmeeting
Writing aWriting aRegular reportRegular report
Making new contactsMaking new contacts
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Breaking Down TasksBreaking Down Tasks
Categorize your tasksCategorize your tasksEstimate how long each task takes youEstimate how long each task takes youLook at the distribution of these tasks Look at the distribution of these tasks
throughout the daythroughout the day
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Ideal Time AllocationIdeal Time Allocation
Group 1:Group 1: Routine tasksRoutine tasksGroup 2:Group 2: Ongoing projectsOngoing projectsGroup 3:Group 3: Planning and developmentPlanning and development
60% of time60% of time
25% of time25% of time
15% of time15% of time
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Actual Time AllocationActual Time Allocation
Group 1:Group 1: Routine tasksRoutine tasksGroup 2:Group 2: Ongoing projectsOngoing projectsGroup 3:Group 3: Planning and developmentPlanning and development
60% of time60% of time15% of time15% of time
25% of time25% of time
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If distribution is incorrect, If distribution is incorrect, re-organize your working dayre-organize your working day
Breaking Down TasksBreaking Down Tasks
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Looking For PatternsLooking For Patterns
Does the breakdown meet the Does the breakdown meet the expectations of your working day?expectations of your working day?
Are you spending too much time on a Are you spending too much time on a particular group?particular group?
Are there times when you are very busy Are there times when you are very busy and times when you are slack?and times when you are slack?
If so, reorganize work more efficientlyIf so, reorganize work more efficiently
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Questions To Ask YourselfQuestions To Ask Yourself
Am I doing work somebody else should Am I doing work somebody else should do?do?
Are there patterns that repeat Are there patterns that repeat themselves in my time log?themselves in my time log?
Do jobs frequently take longer than Do jobs frequently take longer than expected ?expected ?
Do I have enough time to be creative Do I have enough time to be creative and innovative?and innovative?
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Estimating EfficiencyEstimating Efficiency
How close is your work pattern to the How close is your work pattern to the ideal 60:25:15 work distribution ratio?ideal 60:25:15 work distribution ratio?
If you spend too much time on one If you spend too much time on one group,group,reorganizereorganize your daily schedule your daily schedule
DelegateDelegate jobs that can be done by juniors jobs that can be done by juniorsConcentrateConcentrate your energies on more your energies on more
important tasksimportant tasks
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Setting PrioritiesSetting Priorities
ImportanceImportance
UrgencyUrgency
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Prioritizing Prioritizing a Taska Task
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Analyzing TasksAnalyzing Tasks
C
B
A Important and urgentImportant and urgent
Important or urgentImportant or urgent
Neither ImportantNeither Importantnor urgent - routinenor urgent - routine
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B
CC
UrgencyUrgency
ImportanceImportance
Analyzing TasksAnalyzing Tasks
AA
B
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Prioritizing TasksPrioritizing Tasks
CC
B
A Important and urgentImportant and urgent
Important or urgentImportant or urgent
Neither ImportantNeither Importantnor urgent - routinenor urgent - routine
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Prioritizing And Delegating WorkPrioritizing And Delegating Work
Make three separate lists for A, B, and Make three separate lists for A, B, and C tasksC tasks
For each list, decide:For each list, decide: - which tasks only you can do? - which tasks only you can do? - which tasks can be delegated? - which tasks can be delegated? - which tasks need not be done? - which tasks need not be done?
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Start With Start With A’sA’s And And Not With Not With C’sC’s
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Pareto PrinciplePareto PrincipleThe 20 – 80 % RuleThe 20 – 80 % Rule
80%
80%
20%
20%
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Balancing Daily TasksBalancing Daily Tasks
Any working Any working day should include day should include a mixture of A-, B-, a mixture of A-, B-,
and C- tasks and C- tasks
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Balancing Daily TasksBalancing Daily Tasks
A-TasksA-TasksYou should try to completeYou should try to complete
a few of these urgent,a few of these urgent,difficult tasks each daydifficult tasks each day
A-TasksA-TasksYou should try to completeYou should try to complete
a few of these urgent,a few of these urgent,difficult tasks each daydifficult tasks each day
B-TasksThese account for the
majority of your work andshould take up most of
your day
B-TasksThese account for the
majority of your work andshould take up most of
your day
C-TasksC-TasksThese are non-urgent These are non-urgent
tasks that should be donetasks that should be done when time allows when time allows
C-TasksC-TasksThese are non-urgent These are non-urgent
tasks that should be donetasks that should be done when time allows when time allows
One working One working dayday
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Prioritizing A TaskPrioritizing A Task
Priorities Should Continually Priorities Should Continually Be Altered in Line With Be Altered in Line With
Changes or New InformationChanges or New Information
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Is the taskurgent and important?No No Yes
Is the taskurgent and important?No No Yes
Is the taskurgent or important?NoNo Yes
Is the taskurgent or important?NoNo Yes
Is the taskroutine?
No No Yes
Is the taskroutine?
No No Yes
Do you needto complete it
today?No No Yes
Do you needto complete it
today?No No Yes
Is there a deadline to
work towards?No No Yes
Is there a deadline to
work towards?No No Yes
TakeImmediate
action
TakeImmediate
action
Is the tasknecessary?No No Yes
Is the tasknecessary?No No Yes Save the task
for a quiettime
Save the taskfor a quiet
time
Allocate a timeto complete
The task
Allocate a timeto complete
The task
Set a realisticdeadline
Set a realisticdeadline
Does that taskhelp you work
more efficiently?NoNo Yes
Does that taskhelp you work
more efficiently?NoNo Yes
Set aside a time to complete
The task
Set aside a time to complete
The task
CCTaskTask
CCTaskTask
BBTaskTask
BBTaskTask
AATaskTask
AATaskTask
Don’t do Itdiscard it
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Balancing DemandsBalancing Demands
Priorities change all the timePriorities change all the timeNew information may change a task’s New information may change a task’s
importance or urgencyimportance or urgencyWhen you receive new information, When you receive new information,
quickly reassess your list of priorities quickly reassess your list of priorities
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Being RealisticBeing Realistic
Be realistic about what you can achieve in Be realistic about what you can achieve in a given period of timea given period of time
Recognize the limits of your capabilitiesRecognize the limits of your capabilitiesBe realistic about others’ capabilitiesBe realistic about others’ capabilitiesDon’t demand too much of your colleaguesDon’t demand too much of your colleaguesStretch your expectations from time to time Stretch your expectations from time to time
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Maximizing EfficiencyMaximizing Efficiency
Recognize your energy levelsRecognize your energy levelsUnderstand your mental and physical Understand your mental and physical
cycles that your body follows each daycycles that your body follows each dayPlan and prioritize your workload Plan and prioritize your workload
accordinglyaccordinglyFlexible hours policy Flexible hours policy
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0
2
1
3
4
5
-1
-2
-3
-4
-59 a.m 3 p.m1 p.m11 a.m 5 p.m
Pe
rfo
rman
ce le
vel
Time of day
Late-morning peak- best time for A-tasksLate-morning peak- best time for A-tasks
Late-Late-afternoonafternoon
peak-peak-best time best time
forfor B-tasksB-tasks
Energy Energy levellevelFalls Falls
towardstowardsEnd of End of
dayday
After lunchAfter lunchtrough-trough-
best time forbest time forC-tasksC-tasks
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StressStress
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StressStress
Stress is likely to affect all of us at some Stress is likely to affect all of us at some time in our lives. Learning how to time in our lives. Learning how to
reduce the stress that you encounter, reduce the stress that you encounter, will allow you to achieve your goals will allow you to achieve your goals
without damaging your health. without damaging your health.
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StressStress
Stress in individuals is defined as any Stress in individuals is defined as any interference that disturbs a person’s interference that disturbs a person’s healthy, mental, and physical well-healthy, mental, and physical well-
being.being.
It occurs when the body is required to It occurs when the body is required to perform beyond its normal range of perform beyond its normal range of
capabilities.capabilities.
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StressStress
PossiblePossiblegainsgains
RestrictsRestrictsabilityability
A threat thatA threat thatmay cause A lossmay cause A loss
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Analyzing The Effect Of StressAnalyzing The Effect Of Stress
ON SOCIETYON SOCIETYPressure on Pressure on
public servicespublic services
ON SOCIETYON SOCIETYPressure on Pressure on
public servicespublic services
ON INDIVIDUALSON INDIVIDUALSIllness andIllness and
Behavioral problemsBehavioral problems
ON INDIVIDUALSON INDIVIDUALSIllness andIllness and
Behavioral problemsBehavioral problems
ON INDUSTRYON INDUSTRYIndustrial accidentsIndustrial accidentsAnd inefficienciesAnd inefficiencies
ON INDUSTRYON INDUSTRYIndustrial accidentsIndustrial accidentsAnd inefficienciesAnd inefficiencies
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Stress In ManagementStress In ManagementMotivating Motivating
staffstaff
Adapting to Adapting to changechange
Staying withStaying withbudgetsbudgetsMeetingMeeting
deadlinesdeadlines
Reporting toReporting tosuperiorssuperiors
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Stress In OthersStress In Others
Stress is infectiousStress is infectious;;You need to recognize it in othersYou need to recognize it in others
before it affects the peoplebefore it affects the people with whom they work !! with whom they work !!
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Stress In OthersStress In OthersLooking for Signs of StressLooking for Signs of Stress
Toward colleagues
• Greets colleagues on arrival• Has lunch with colleagues• Maintains a friendly manner• Asks for opinions
Toward colleagues
• Sits at work in silence• Ignores opinions• Becomes irritable• Lunches alone
Normal Stressed
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Stress In OthersStress In OthersLooking for Signs of StressLooking for Signs of Stress
Toward the organization
• Keeps workplace clean and neat • Files paperwork in an orderly fashion• Knows where to find things• Deals with correspondence immediately
Toward the organization
• Works in a chaotic fashion• Scatters paper everywhere• Takes long to find things• Leaves in-box full of correspondence
Normal Stressed
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Stress In OthersStress In OthersLooking for Signs of StressLooking for Signs of Stress
Toward own appearance
• Is smartly dressed• Wears clean and well- pressed clothes• Looks well groomed• Maintains good personal hygiene
Toward own appearance
• Wears clothes unsuited for the job• Wears dirty and wrinkled clothes• Looks unkempt• Does not appear to care
about appearance
Normal Stressed
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Effect of Stress onEffect of Stress onWork PerformanceWork Performance
Can be useful or harmfulCan be useful or harmfulDepends on magnitude of stressDepends on magnitude of stressAbsence causes slackness and Absence causes slackness and
impotencyimpotency
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Identifying And Handling Identifying And Handling Stress CasesStress Cases
Beneficial stressorsBeneficial stressorsto properly perform a job function, a to properly perform a job function, a certain amount of stress is required.certain amount of stress is required.
Motivation, Energy, Alertness,Motivation, Energy, Alertness,
Promotes enthusiasmPromotes enthusiasmPromotes accepting challengesPromotes accepting challenges
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Identifying And Handling Identifying And Handling Stress CasesStress Cases
Negative stressorsNegative stressorssituations in the work place that leave a situations in the work place that leave a feeling of depression, anxiety, or pressure.feeling of depression, anxiety, or pressure.
Overwork, Ambiguity, Overwork, Ambiguity,
Workplace Conflicts, ResponsibilityWorkplace Conflicts, Responsibility
Poor performance, AnxietyPoor performance, AnxietyLow moraleLow morale
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Effect of Stress onEffect of Stress onWork PerformanceWork Performance
Turning PointTurning Point
Work stressWork stress
PerformancePerformance
Optimum stress
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Sources and Sources and Signs of StressSigns of Stress
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Individual factorsIndividual factors
Family problemsFamily problemsEconomical problemsEconomical problems
Environmental factorsEnvironmental factors
Economical fluctuationsEconomical fluctuationsPolitical fluctuationsPolitical fluctuations
Technological challengesTechnological challenges
Organizational factorsOrganizational factors
Job stressJob stress Organizational hierarchyOrganizational hierarchy
Management stressManagement stress
Physiological symptomsPhysiological symptoms
HeadachesHeadachesHigh blood pressureHigh blood pressure
Heart diseasesHeart diseases
Psychological symptomsPsychological symptoms
Insomnia/depressionInsomnia/depressionJob dissatisfactionJob dissatisfaction
Behavioral symptomsBehavioral symptoms
AbsenteeismAbsenteeismWork turnoverWork turnover
AccidentsAccidents
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Individual factorsIndividual factors
Family problemsFamily problemsEconomical problemsEconomical problems
Environmental factorsEnvironmental factors
Economical fluctuationsEconomical fluctuationsPolitical fluctuationsPolitical fluctuations
Technological challengesTechnological challenges
Organizational factors - Workplace StressOrganizational factors - Workplace Stress Not knowing what you want or if you're getting it.
The feeling that there's too much to do.
Not enjoying your job. Most people always blame their jobs.
Conflicting demands on the job.
Insufficient resources to do the job.
Not feeling appreciated.
Physiological symptomsPhysiological symptoms
HeadachesHeadachesHigh blood pressureHigh blood pressure
Heart diseasesHeart diseases
Psychological symptomsPsychological symptoms
Insomnia/depressionInsomnia/depressionJob dissatisfactionJob dissatisfaction
Behavioral symptomsBehavioral symptoms
AbsenteeismAbsenteeismWork turnoverWork turnover
AccidentsAccidents
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Stress Management Stress Management StrategyStrategy
Individual StrategyIndividual Strategy
- Time management- Time management- Physical fitness- Physical fitness- Relaxation- Relaxation- Social support- Social support
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Stress Management Stress Management StrategyStrategy
Organizational StrategyOrganizational Strategy - The right person for the right job- The right person for the right job- Competent, meaningful objectives- Competent, meaningful objectives- Participation in decision-making- Participation in decision-making- Maintaining effective communications- Maintaining effective communications
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How To Reduce Stress In The How To Reduce Stress In The Workplace Workplace
Set realistic goals and prioritiesSet realistic goals and prioritiesEncourage good time-management Encourage good time-management
techniquestechniques Take short breaks after a particularly Take short breaks after a particularly
stressful eventstressful event Don’t procrastinateDon’t procrastinateKnow your limits, be realisticKnow your limits, be realistic
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How To Reduce Stress In The How To Reduce Stress In The WorkplaceWorkplace
Learn to say "no“Learn to say "no“Give positive reinforcementGive positive reinforcement Set up employee recognition programsSet up employee recognition programsTake responsibilityTake responsibilityProvide a sympathetic ear Provide a sympathetic ear Most important,Most important, MAINTAIN A SENSE MAINTAIN A SENSE
OF HUMOROF HUMOR
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Delegation Delegation
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Objective of DelegationObjective of DelegationTo get the job done by someone else. To get the job done by someone else.
Not just the simple tasks of reading Not just the simple tasks of reading instructions and turning a lever, but also instructions and turning a lever, but also the the decision makingdecision making and and changeschanges which which
depend upon new information depend upon new information
With delegation, your staff have the With delegation, your staff have the authority to react to situations without authority to react to situations without
referring back to youreferring back to you
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““Many managers resistMany managers resist Delegation authority for fearDelegation authority for fear
A job won’t be done wellA job won’t be done well– –
Or that it will be done too wellOr that it will be done too well ” ”
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Centralization Vs DelegationCentralization Vs Delegation
CentralizationCentralization DelegationDelegation
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Advantages of DelegationAdvantages of Delegation
Higher efficiency Higher efficiency Increased motivation Increased motivation Develops the skills of your team Develops the skills of your team Better distribution of work through the Better distribution of work through the
groupgroupMakes the manager focus on more Makes the manager focus on more
important tasksimportant tasksPreparing the “second line”Preparing the “second line”
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The Act of DelegationThe Act of Delegation
Supervisor
Assigns tasks Grants authority Createscommitment
What shouldWhat should Be doneBe done
The right toThe right touse resourcesuse resources
Contracting to Contracting to Take responsibilityTake responsibility
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The Effective DelegatorThe Effective Delegator
Does notDoes notFeel insecureFeel insecure
Has confidenceHas confidenceIn subordinatesIn subordinates
Knows the valueKnows the valueOf delegationOf delegation
Ensures staffEnsures staffAre trainedAre trainedAllow subordinatesAllow subordinates
to be seento be seen as the “experts”as the “experts”
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To Determine Level of Maturity
Skills andSkills andcapabilitiescapabilities
of doingof doing workwork
TechnicalTechnicalexpertiseexpertiseAnd the And the
knowledgeknowledgeOf workOf work
The motive,self-confidenceand willingness
to take responsibilities
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What tasks am I doing that doesWhat tasks am I doing that does
not need to be done at all?not need to be done at all?
What tasks am I doing that doesWhat tasks am I doing that does not need to be done at all?not need to be done at all?
What tasks am I doing that What tasks am I doing that only I can do?only I can do?
What tasks am I doing that What tasks am I doing that only I can do?only I can do?
What am I doing that can beWhat am I doing that can be done by somebody else?done by somebody else?
What am I doing that can beWhat am I doing that can be done by somebody else?done by somebody else?
Evaluating Your ActivitiesEvaluating Your Activities
Do not completeDo not completethem yourself or them yourself or
delegate themdelegate them
Do not completeDo not completethem yourself or them yourself or
delegate themdelegate them
Don’t delegateDon’t delegatethese, so prioritizethese, so prioritize
themthem
Don’t delegateDon’t delegatethese, so prioritizethese, so prioritize
themthem
Delegate these tasksDelegate these tasksto subordinatesto subordinates
Delegate these tasksDelegate these tasksto subordinatesto subordinates
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Steps to DelegateSteps to Delegate
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Identify a suitable person for the taskIdentify a suitable person for the task
Praise / acknowledge a job well donePraise / acknowledge a job well done
Keep in touch with the person for support and Keep in touch with the person for support and monitoring progress. Do not get too closemonitoring progress. Do not get too close
Grant the necessary authority to Grant the necessary authority to do the job properlydo the job properly
Explain the task clearly. Explain the task clearly. Leave room for ingenuity / initiativeLeave room for ingenuity / initiative
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Gaining AgreementGaining Agreement
Define task to beDefine task to bedelegateddelegated
Define task to beDefine task to bedelegateddelegated
Push forPush forcommitmentcommitment
Push forPush forcommitmentcommitment
Discuss any Discuss any reservationsreservations
Discuss any Discuss any reservationsreservations
Seek agreementSeek agreementIn principleIn principle
Seek agreementSeek agreementIn principleIn principle
Discuss withDiscuss withSelected personSelected person
Discuss withDiscuss withSelected personSelected person
Win acceptance Win acceptance From delegateFrom delegate
Win acceptance Win acceptance From delegateFrom delegate
Offer solutions andOffer solutions andreassurancereassurance
Offer solutions andOffer solutions andreassurancereassurance
Do not push forDo not push forCommitment yetCommitment yet
Do not push forDo not push forCommitment yetCommitment yet
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Make a final decisionMake a final decisionbased on responses tobased on responses tothe questions above the questions above
Assume that anyone will suitAssume that anyone will suit the role within the teamthe role within the team
Assume that anyone will suitAssume that anyone will suit the role within the teamthe role within the team
Ignore signs of individual notIgnore signs of individual notBeing a team playerBeing a team player
Ignore signs of individual notIgnore signs of individual notBeing a team playerBeing a team player
Hope weaknesses will beHope weaknesses will beOverlooked by the teamOverlooked by the team
Hope weaknesses will beHope weaknesses will beOverlooked by the teamOverlooked by the team
Ignore shortfalls in favor ofIgnore shortfalls in favor ofParticular experienceParticular experience
Ignore shortfalls in favor ofIgnore shortfalls in favor ofParticular experienceParticular experience
Rely solely on word-of-Rely solely on word-of-mouth recommendationsmouth recommendations
Rely solely on word-of-Rely solely on word-of-mouth recommendationsmouth recommendations
Expect them to overcomeExpect them to overcomeProblems “on the job”Problems “on the job”
Expect them to overcomeExpect them to overcomeProblems “on the job”Problems “on the job”
Offer the role to the individualOffer the role to the individualWho excels at oneWho excels at one
particular skillparticular skill
Offer the role to the individualOffer the role to the individualWho excels at oneWho excels at one
particular skillparticular skill
Draw up a job profile beforeDraw up a job profile beforeStarting to talk to peopleStarting to talk to people
Draw up a job profile beforeDraw up a job profile beforeStarting to talk to peopleStarting to talk to people
Check “on paper” profile Check “on paper” profile Against details of individualsAgainst details of individuals
Check “on paper” profile Check “on paper” profile Against details of individualsAgainst details of individuals
Note any shortcomings inNote any shortcomings inPersonal skillsPersonal skills
Note any shortcomings inNote any shortcomings inPersonal skillsPersonal skills
Give serious considerationGive serious considerationTo any shortcomingsTo any shortcomings
Give serious considerationGive serious considerationTo any shortcomingsTo any shortcomings
Favor individuals withFavor individuals withWide ranging skillsWide ranging skills
Favor individuals withFavor individuals withWide ranging skillsWide ranging skills
Offer the role to the individualOffer the role to the individualWho brings most overallWho brings most overall
to the teamto the team
Offer the role to the individualOffer the role to the individualWho brings most overallWho brings most overall
to the teamto the team
Are there any Are there any suitable people?suitable people?
Which qualities areWhich qualities arerequired for required for
the role? the role?
What are theirWhat are theirrespective key strengths?respective key strengths?
Can any weakness Can any weakness be overcome?be overcome?
Will I enjoy workingWill I enjoy workingWith this person?With this person?
Do’s Don’ts
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Motivation Motivation
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MoraleMorale Overall Overall attitudeattitude that employees that employees
have toward their workplacehave toward their workplace
Job SatisfactionJob Satisfaction Degree of Degree of enjoymentenjoyment people derive people derive
from performing their jobsfrom performing their jobs
Defining Defining Satisfaction and MoraleSatisfaction and Morale
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Recent Trends in Managing Recent Trends in Managing Satisfaction and MoraleSatisfaction and Morale
The booming economies of the 1990’s forced The booming economies of the 1990’s forced companies to work harder not only to retain companies to work harder not only to retain current employees, but also to offer creative current employees, but also to offer creative incentives to secure new employeesincentives to secure new employees
Many leading companies came up with Many leading companies came up with innovative benefits designed to keep innovative benefits designed to keep employees happy, boost satisfaction, and employees happy, boost satisfaction, and enhance morale enhance morale
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“ “The Set of Forces that cause The Set of Forces that cause People to Behave in Certain Ways”People to Behave in Certain Ways”
Motivation in theMotivation in theWorkplaceWorkplace
““The Inner Strivings that The Inner Strivings that Initiate a Person’s Actions”Initiate a Person’s Actions”
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What makes it more difficult is the diversity of the workforce
..due to the complexity of the process;
.. but it’s rather difficult for a manager to motivate his subordinates..
You can easily motivate a machine by providing maintenance..
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Dimensions of DiversityDimensions of Diversity
PersonExpertise
Values andbeliefs
Needs
Age
GenderSocialstatus
Secondarydimensions
Culture
Skills and abilities
Primarydimensions
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Needs
Desire to Satisfy needs
Needssatisfaction
Action
Motivation
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Reasonable salaryReasonable salaryPhysiological
Needs
StabilityStability Pension PlanPension Plan
Friends at workFriends at work CooperationCooperation
Assigning tasksAssigning tasks Assigning responsibilitiesAssigning responsibilities
AdvancementAdvancement Job TitleJob Title
SecurityNeeds
SocialNeeds
Esteem
Self-Actualization
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Behavior TheoryBehavior Theory
The Hawthorne StudiesThe Hawthorne Studies
Tendency for Productivity to increaseTendency for Productivity to increase when Workers believe they are when Workers believe they are receiving special Attention from receiving special Attention from
ManagementManagement
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Two-factor TheoryTwo-factor Theory
Hygiene factors:Hygiene factors:working conditionsworking conditions
Motivation factors:Motivation factors:recognition for a job well donerecognition for a job well done
according to the two-factor theory, hygiene according to the two-factor theory, hygiene factors affect motivation and satisfaction only factors affect motivation and satisfaction only if they are if they are absent or fail to meet expectationsabsent or fail to meet expectations
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THEORYTHEORY HERZBERGHERZBERG
Conditions that lead to Conditions that lead to Employee satisfactionEmployee satisfaction
Conditions that lead to Conditions that lead to Employee DissatisfactionEmployee Dissatisfaction
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MaintenanceMaintenancefactorsfactors
SupervisorsSupervisors Working conditionsWorking conditions
Interpersonal relationsInterpersonal relations Pay & securityPay & security
Policy & administrationPolicy & administration
MotivationalMotivational factorsfactors
AchievementAchievement RecognitionRecognition
The work itselfThe work itself ResponsibilityResponsibility
Advancement & growthAdvancement & growth
رضاءرضاء
عدم رضاءعدم رضاء No dissatisfactionNo dissatisfaction
No satisfactionNo satisfactionSatisfactionSatisfaction
DissatisfactionDissatisfaction
Two-factor theory of motivationTwo-factor theory of motivation
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Basic income, fringe benefits,Basic income, fringe benefits,Bonuses, company car, etc.Bonuses, company car, etc.
Working hours, workplace layout, Working hours, workplace layout, equipment provided for the jobequipment provided for the job
Rules and regulations, that govern Rules and regulations, that govern employers and employeesemployers and employees
Establishing Basic Needs At WorkEstablishing Basic Needs At Work
Hygiene Hygiene FactorsFactors DefinitionsDefinitions
Company Company policypolicy
Working Working
conditionsconditions
Salary and Salary and benefitsbenefits
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Determined by the rank, authority and Determined by the rank, authority and relationship to othersrelationship to others
The extent of control an employee has over The extent of control an employee has over the content and execution of a jobthe content and execution of a job
Degree of confidence regarding Degree of confidence regarding Continuous employment in an organizationContinuous employment in an organization
Establishing Basic Needs At WorkEstablishing Basic Needs At Work
DefinitionsDefinitions
StatusStatus
Job Job securitysecurity
Supervision Supervision and autonomyand autonomy
Hygiene Hygiene FactorsFactors
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Reaching or exceeding task objectives.Reaching or exceeding task objectives.It is one of the most powerful motivators and It is one of the most powerful motivators and
a great source of satisfaction.a great source of satisfaction.
A job that provides positive, satisfying A job that provides positive, satisfying pleasure is a great motivational force to pleasure is a great motivational force to
individuals.individuals.
Acknowledgement of achievements by Acknowledgement of achievements by senior staff helps to enhance self-esteem.senior staff helps to enhance self-esteem.
It is viewed as a reward in itself.It is viewed as a reward in itself.
Heightening Workplace MotivationHeightening Workplace Motivation
Why they workWhy they work
AchievementAchievement
RecognitionRecognition
Job InterestJob Interest
MotivatorsMotivators
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The opportunity to exercise authority and The opportunity to exercise authority and power demands leadership skills, risk-power demands leadership skills, risk-
taking, decision making and self direction.taking, decision making and self direction.
Promotion, progress, and rising rewards for Promotion, progress, and rising rewards for achievement. The main motivator, achievement. The main motivator,
however , is the feeling that advancement is however , is the feeling that advancement is possible.possible.
Heightening Workplace MotivationHeightening Workplace Motivation
Why they workWhy they work
ResponsibilityResponsibility
AdvancementAdvancement
MotivatorsMotivators
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Difference in TheoriesDifference in Theories
MASLOWMASLOW HERZBERGHERZBERG
Secondary needsSecondary needs
HygieneHygiene(Maintenance)(Maintenance)
factorsfactors
MASLOW
MotivationalMotivationalfactorsfactors
Primary needsPrimary needs