decision making in npo sector lecture 25 mpa 505 riffat abbas rizvi

DECISION MAKING IN NPO SECTOR LECTURE 25

MPA 505

RIFFAT ABBAS RIZVI

AGENDA

Preview of last lecture Leading the team Leadership What is leadership Types of Leaders Managers Vs Leaders Common activities Leadership traits Management Styles New leaders take notes New leader traps

AGENDA

Core tasks Creating momentum Master technologies Enabling technologies Managing oneself Confidence on leader Effective negotiation skills Model of negotiation Skills of leaders when doing negotiation References

LEADING THE TEAM

LEADERSHIP

WHAT IS LEADERSHIP?

Leading people

Influencing people

Commanding people

Guiding people

TYPES OF LEADERS Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish

things

MANAGERS VS. LEADERS

ManagersFocus on thingsDo things rightPlanOrganizeDirectControlFollows the rules

LeadersFocus on peopleDo the right things

InspireInfluenceMotivateBuild Shape entities

COMMON ACTIVITIES

Planning Organizing Directing Controlling

PLANNING ManagerPlanningBudgetingSets targetsEstablishes detailed steps

Allocates resources

LeaderStrategy

Sets directionCreates vision

ORGANIZINGManagerCreates structure

Job descriptions

Staffing HierarchyDelegatesTraining

LeaderGets people on board for strategy

CommunicationNetworks

DIRECTING WORK

ManagerSolves problemsNegotiates Brings to consensus

LeaderEmpowers people

Cheerleader

CONTROLLINGManager Implements control systems

Performance measures

Leader MotivateInspireGives sense of accomplishment

LEADERSHIP TRAITSIntelligence

More intelligent than non-leaders

ScholarshipKnowledgeBeing able to

get things donePhysical

Doesn’t see to be correlated

Personality Verbal facility Honesty InitiativeAggressiveSelf-confidentAmbitiousOriginalitySociabilityAdaptability

MANAGEMENT STYLES

Autocratic Make all decisions Quick/efficient One way

communication Persuasive

Make all decisions but explains to subordinates

Staff more willing Subordinates not

committed to decisions

Participative Confers subordinates More involvement Time consuming Limited viewpoint

Democratic Consensus decision High commitment Authority undermined Long process No clear cut decisions

NEW LEADERS TAKE NOTE

General AdviceTake advantage

of the transition period

Get advice and counsel

Show empathy to predecessor

Learn leadership

ChallengesNeed

knowledge quickly

Establish new relationships

ExpectationsPersonal

equilibrium

NEW LEADER TRAPSNot learning quickly

IsolationKeeping existing team

Taking on too much

Captured by wrong people

Successor syndrome

CORE TASKS

Create Momentum Master technologies of

learning, visioning, and coalition building

Manage oneself

CREATE MOMENTUM Learn and know

about organization Securing early wins

First set short term goals

When achieved make a big deal

Should fit long term

strategy

Foundation for change Vision of how the

organization will look

Build political base to support change

Modify culture to fit vision

CREATE MOMENTUM Build credibility

Demanding but can be satisfied

Accessible but not too familiar

Focused but flexible Active Can make tough

calls but humane

MASTER TECHNOLOGIES

Learn from internal and external sources Visioning - develop strategy

Push vs. pull tools What behaviors are needed?

Communicate the vision Simple text - Best channels Clear meaning - Do it yourself!

ENABLING TECHNOLOGIES Coalition building

Don’t ignore politics Technical change not

enough Political management

isn’t same as being political

MANAGE ONESELFBe self-awareDefine your

leadership style

Get advice and counselAdvice is from

expert to leaderCounsel is

insight

Types of helpTechnicalPoliticalPersonal

Advisor traitsCompetent TrustworthyEnhance your

status

CONFIDENCE ON LEADER

INTERNAL & EXTERNAL REPORTING

EFFECTIVE NEGOTIATION SKILLS

)

CONTENTS

Components of Negotiation

What is Negotiation?

Features of Negotiation

Why Negotiation

Where do We use this Skill

Phases of Negotiation

Bargaining Zone Model

Issues in Negotiation

Negotiation behaviour

How to achieve an effective

negotiation?

Negotiation Strategies and tips

Components of Negotiation

Attitude

Behaviour

Discussion

Give-n-Take

Needs

Preferences

Process

Management Arrangement

Settlement

Differences

Limit Variation

Issue

Interest

WHAT IS NEGOTIATION

☎“The process to arrive at an agreement between different parties, each with their Own interests and preferences”.

☎“The process we use to satisfy our needs when someone else controls what we want”.

☎“The act of discussing an issue Between two or more parties with Competing interests with an aim of coming to an agreement”

FOR ME..........

“The procedure to achieve an end through Informal or formal steps of Resolving the Differences”.

Theoretical Framework (way in)

Perception experience

Individuality

Effect of political, Psychological, Spiritual, Social needs

SharingExchanging

Ideasinterests

ProcessInfluence

Difference in opinion

Leads toward

ConflictYes/No(Conditioned)

Solution C

hang

ing

Min

d

Human mind

NEGOTIATION

Theoretical Framework (way out)

Proposal

Discussion

Preparation

Changing M

ind

Bargaining

Settlement

Review/ Evaluation

Issue judgement, both Party’s Interests,

Rapport building, Empathy, sympathy, Trust, Comm.

Planning, Objectives, Language

Friendly relationshipDecide Agenda, Share interest

Be positive, Concentration

Agreement

Expressing interests

Options, Position

Deal Stress & Conflict

Compromise

Follow-up, Out-come

Conflict- Difference- Problem

Satisfaction & Future plan

Success

Failure

Pre

-Neg

otia

tion

Neg

otia

tion

Pos

t-N

egot

iati

on

Features of Negotiation

Minimum two partiesPredetermine goalsExpecting an out comeResolution and consensusParties willing to modify their positionsParties should understand the purpose of negotiation

Where do we use this Skill

Every thing is Negotiated

Family & Personal“Where should we go for Dinner”?“Can I borrow the Car”?

Academic Research“Fund my project”.“Publish my paper”.

NGOs“community interaction”.“Donor”“acquire or Implement a project in to the

society”.

Why do we NEGOTIATE?

To reach an agreementTo beet the oppositionTo compromiseTo settle an argumentTo make a point

Phases of Negotiation

There are basically two phases of Negotiation

Phases of Negotiation

1- Process

Pre-Negotiation

Planning & Preparation

Establishing Rapport Objectives and Goals

Negotiation

Discussion Proposals

Bargaining

Agreement

Compromise

Post-Negotiation

Review Evaluation

Post-negotiation ( Review Evaluation )

8. Review : Check the level ofSuccess

SatisfactionPerformanceFuture plan

9. Evaluate Negotiating & Improve Skills

Reason for failure Skills needed for success Checklist for ActivitiesPsychological Management Reaching a life balance

Phases of Negotiation

HOW WE CHANGE WHAT OTHERS THINK, FEEL, BELIEVE AND DO?

Tools in the process of Negotiation

1.Body Language (non-verbal communication)2.Developing a Win/Win philosophy3.Culture4.Diplomatic Language5.Handling problems

Phases of Negotiation

2- Approaches/ techniques/ Skills

Role playing Psychodrama Conferences Brainstorming Homework Language Controlling Negotiation Conflict by

Controlling the impression Courage to change

Tools for Using Creativity in Negotiation

Bargaining Zone Model

Your initial point

Your Target point

Opponent’s target point

Opponent’s initial point

Opponent’s Resistance point

Your resistance point

Area of potential agreement Area of potential agreement

NEGOTIATION BEHAVIOR

Gevin Kennedy describes three types of behaviour that we can display and encounter when in a negotiation situation.

RED BLUE GREEN

RED behavior

Manipulation

Aggressive

Exploitation

Always seeking the best for you

Taking

No concern for person you are negotiation with

BLUE behavior

Win-win approach

Cooperation

Trusting

Relational

Giving

GREEN behavior

Give me some of what I want (RED)

I will give you some of what you want (Blue)

Good intentions

Two way exchange

Green behaviour incites green behaviour

Open

People know where they stand

NEGOTIATION Tips

Do not underestimate your power.

Do not assume that other party knows your weaknesses.

It is a mistake to assume you know what the other party wants.

Never accept the 1st offer.

Don’t fear to negotiate.

“Body language is an important part of communication which can constitute 60% or more of what we are communicating” (Barry, 2004).

Non-verbal Communication (Body

Language)

A successful Negotiator

SKILLS FOR EFFECTIVE NEGOTIATION

Preparation and Planning Skills

Knowledge of the subjects

Ability to think clearly and rapidly

Ability to express

Listening Skills

General problem-solving and analytical skills

Common Negotiation Mistakes/ barriers

Preparation and listening are key!Weak knowledge of key motivatorsPoor handling of AlternativesFailure to fully acknowledge the concerns of othersImpatience/ Poor timingPoor closeSelf Control Where possible, conduct yourself with impartiality Try to maintain emotional distance Do you know how to defuse tension? Know your Hot Buttons….

NEGOTIATION STRATEGY Model

BARGAINING EMOTIONS

COMPROMISE LOGICALLY

By: Kenneth Berrin

High

Low

HighLow INFLUENCE

INTI

TUTI

ON

(abi

lity to

mod

ify o

ther

s)

SKILLS AND NEGOTIATION

Not every leader will be a great negotiator, nor every negotiator have great leadership skills. Yet, to succeed in business negotiations, you should possess some key leadership traits if you seek to achieve objectives and results. And certainly, to be successfully in charge of negotiating team, you will need leadership characteristics.

Decisiveness Tact Integrity Enthusiasm Bearing

Unselfishness Courage Knowledge Loyalty Endurance

According to the article 5 Key Traits of Great Leaders, on Entrepreneur.com, there are certain features every leader has:

Vision Passion Decisiveness Team-building Character

There are a total of 14 leadership traits according to the U.S. Marine Corps. Bear in mind that every leader does not necessarily possess all 14 traits, and may be stronger in some than others. These traits are:

Justice Judgment Dependability Initiative

Negotiation Resources

Books:“Human Resources Skills for the Project Manager” Barry, 2004.“Principles of Project Management” John R Adams“The Power of Nice” Ronald Shapiro“Swim with the Sharks Without Being Eaten Alive” Harvey Mackay“Getting Ready to Negotiate: The Getting to Yes Workbook” Roger Fisher and Danny Ertel“Negotiating Skills for Dummies” Michael and Mimi Donaldson

Web Sites:http://www.maxwidman.com/papers/negotiatinghttp://www.gantthead.com/Gantthead/JPACE/justifypages/1,1457,61,00.html