briefing 2 drb grp

8/13/2019 Briefing 2 DRB GRP

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BY

AN APPROACH TOMANAGERIAL / EXECUTIVE /SUPERVIRORY DEVELOPMENT

INTRODUCTORY BRIEFING

KAMALUL BAHRIN


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Contents of BriefingSlide No:3. Objective of Briefing

4-5. Brief Resume of Principal Con

6. Element of Organisation Success

7. Managerial/Executive Role Model

8. Managerial/Executive Skills Module

9-40. Examples of Modules

41. Other Modules Available

42-43. Client List

2


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Objective of The Briefing

3

To outline our approach to the some

interventions and its basic premise.

We also show some titles and outlines of

modules we have conducted for clients.The actual contents would be tailored to

clients environment.

Whilst we are the principal consultants, we

have associates who are experts in specific

fields whom we resource as when needed

to meet clients requirement.


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4

ELEMENTS OF

ORGNISATIONAL

SUCCESS

SATISFIED

CUSTOMERS

SATISFIEDEMPLOYEESSATISFIEDOWNERS


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5

MANAGERIAL/EXECUTIVE ROLES MODEL SUB-ROLES

DECISIONAL

ROLE

Entrepreneurship

Problem Solver

Resource Allocator

Negotiator

BUSINESS

ROLE

Business Results

Business Strategy

INFORMATIONAL

ROLE

INTERPERSONAL

ROLE

Figure Head

Leader/Developer

Liaison

Monitorer/ Assessor

Disseminator

Spokesman


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6

MANAGERIAL / EXECUTIVE SKILLS MODEL

BASIC SKILLS

DEVELOPMENTAL

SKILLS

Intellectual (Academic)

Professional(Technical)

Organisational

Leadership

Team Building

Situational

Managerial Skills

Problem Solving Skills

Creativity

Analytical

Entrepreneur Skills

Communication Skills

Interpersonal Communication

Team Communication

Presentation

Influencing Skills

Negotiation Skills

Interpersonal

Skills

Motivating Skills

OPERATIONAL

SKILLS

Self Image Building

Delegating

Empowering

Counseling/Coaching

Monitoring

Appraising


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EXAMPLES OFOUTLINE OF MODULES


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SIAPA KITA

APA HAJAT KITA

BAGAIMANASTRATEGI

PERNIAGAAN

KITA

MENGAPA KITA

BERHAJAT

DEMIKIAN (PRINSIP)

BAGAIMANA SIKAP,

PERILAKU, SISTEM DAN

PIAWAIAN YANG

PATUT KITA BENTUK

BUDAYA,

SIKAP,

PERILAKU,

PIAWAIAN

YANG

MENDOKONG

HAJAT

STRATEGI YANG TIDAK BERCANGGAH DENGAN PRINSIP

MODEL KAEDAH MENGENAL PASTI MISI DAN MATLAMAT, MENGENALI ORGANISASI,

MEMBENTUK BUDAYA DAN MEMBENTUK STRATEGI


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MODEL ini mampu digunakan dari peringkat

pembentukan konsep hinggalah menggaris

panduan tindakan di bahagian operasi danbarisan hadapan.

Dengan penggunaan asas model yang sama ia

akan dapat menyatu hala tuju di seluruh

organisasi.


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MANAGERIALTASKS

=ACHIEVEMENT OF

GOALS

RECOGNIZE

OPPORTUNITIES

&

PROBLEMS

SEEK

SOLUTIONS

DECIDE,

ACT

&

ASSESS

Each has integrated body of knowledge, skills and values which

the total manager has to acquire.

MANAGERIAL TASKS


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MANAGERIALQUALITIES

ETHICAL BUSINESS

CONDUCT

WISDOM

LEADERSHIP

EFFECTIVENESS

MANAGERIAL QUALITIES

PERSONAL

INTEGRITY

PRINCIPLED

INTERPERSONAL

RELATIONSHIP

ETHICAL PERSONAL

CONDUCT

Good Moral Character


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MANAGERIALACCOUNTABILITIES

ORGANISATIONAL

ACCOUNTABILITIES

MANAGERIAL ACCOUNTABILITIES

LEADERSHIPACCOUNTABILITIES

PERSONAL

ACCOUNTABILITIES

Personal Effectiveness

Fairness

Just

Exemplary

Goal Setting

Goal Achievement

Governance

Subordinate

Effectiveness MotivationControl Process

Performance

Standards


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ALIGNMENT

LEADERSHIP EQUATION

ATTUNEMENTEMPOWERMENT

SYNERGY


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LEADER- Serve To Lead -

HIGHER IDEAL

SENSE OF MISSION

EMOTIONAL MATURITY

HALLMARK OF SUCCESSFUL LEADER

PROACTIVE

HUMILITY

COMPASSION

BEING THE BEST


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CREATIVEPROBLEMSOLVING

IMPLEMENTATION

CONTROL

MAKING

ASSUMPTIONS

ANALYZING THE

ENVIRONMENT

RECOGNIZING

PROBLEM

DEFINING

PROBLEM

GENERATING

ALTERNATIVES

CHOOSING

ALTERNATIVES

PROBLEM SOLVING SKILLS


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INFLUENCE The ability to change the OPINION, ATTITUDE and BEHAVIOURof others to a desired state.

INFLUENCE in a SOCIAL CONTEXT - family, friends, community

INFLUENCE in an ORGANISATIONAL CONTEXT - superiors, peers, subordinates,

departments, teams

INFLUENCE in a GROUP CONTEXT - teams, interest groups,

(e.g. political groups), the public

THE ABILITY TO EXERT INFLUENCE HELPS US IN

UTILIZING THE RESOURCES OF OTHERSTO IMPROVE OUR EFFECTIVENESS AND HARNESSING SUPPORT

TO ATTAIN OUR INDIVIDUAL, ORGANISATIONAL OR COLLECTIVE GOALS


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THE INFLUENCE PROCESS

BUILDING

- defining processes,

relationships and

expected results

SUSTAINING

- demonstratingcommitment to

continuousimprovement

USING

- promoting jointresponsibilities

for high qualitydecisions


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THE INFLUENCE MODEL

BUILDING

RELIABLE

GROUND RULES

BEING A

CATALYST

GAINING

CONSENSUS

DEMONSTRATING

OPENNESS

WORKINGTHROUGHALTERNATIVES

TRYINGNEWIDEAS

SUPPORTand HELP

TRUST SHARINGPOWER


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INFLUENCING TACTICS

PROCESS TACTIC WHAT TO DO HOW TO DO IT

BUILDINGINFLUENCE

SHOWINTEREST INGATHERINGANDDEVELOPINGOTHERS IDEAS

SHOW RESPECTFOR THE FEELINGOF OTHERS.

Indicate interestin others ideas tokeep thediscussion going

Convey to othersthat you respecttheir feelings

Maintain eye contact whenlistening

Give verbal signs ofresponse

Move closer

Remove physical barrier

Use positive body language

(smile, nod)

State that you understand(empathize even if you donot agree with what the otherperson is saying)

Interpret how the speaker isfeeling (this allows feelingsto be set aside in favour ofthe issues at hand)

State that you approve ofwhat was just said add onwhat has just been said

There are many more proven TACTICS for the BUILDING INFLUENCE PROCESS.

For each tactic, suggestions are made of WHAT TO DO and HOW TO DO IT.


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INFLUENCING TACTICS


USINGINFLUENCE

ACKNOWLEDGETHE KNOWLEDGEAND TALENT OFOTHERS

Recognizeaccomplishment

Delegate tasks toothers in areas oftheir strengths

Do this in meetings orindividually.

e.g. I just want everyone toknow that Azmans vastknowledge in industrialrelations laws has been animportant asset indeveloping our employeerelations.

If there is a task or portion ofa task, you know someoneexcels in and enjoys doing,delegate it to the person.Acknowledge the expertiseand seek help.

There are many more proven TACTICS for the USING INFLUENCE PROCESS.

For each TACTIC, suggestions are made of WHAT TO DO and HOW TO DO IT.

Seek informationfrom others

Do not hesitate to go toothers for advice or help inareas they are

knowledgeable about andtalented in.


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INFLUENCING TACTICS


SUSTAININGINFLUENCE

BUILD AREPUTATION FORKEEPING THECOMMITMENT

YOU MAKE

Return telephonecalls when yousay you will

Be on time forappointments,meetings andothercommitments

Check for messagesregularly

Return calls as soon aspossible

Do not leave people waitingto hear from you for morethan a day if possible

Show good manners andrespect by sticking toappointment dates and times

Do not make people wait foryou

There are many more proven TACTICS for the SUSTAINING INFLUENCE PROCESS.

For each TACTIC, suggestions are made of WHAT TO DO and HOW TO DO IT.

Meet datelines Strive to make complete workon time

When datelines cannot bemet, give everyoneconcerned as much advancenotice as possible, thennegotiate new dateline


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THE PROCESS, TACTICS, WHAT TO DO and

HOW TO DO IT GUIDE

helps develop a systematic thought and behavioural patterns

that would ensure

the BUILDING, USING and SUSTAINING OF INFLUENCE

that would enhance your effectiveness.


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MANAGING CHANGE WORKSHOP


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ENVIRONMENT

FACTORS

COMPETITION

TECHNOLOGIES

COMPETENCE

RESOURCES

CONSTITUENTS

COMPLEXITY

NECESSITATECHANGE

Organisation

Culture

Creativity

Innovation

Structure

Management Style

Leadership Role

System

People

Product

Service

Process

Strategy

Management

MANAGING CHANGE


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DISSATISFACTIONCHANGERESULTING THREATS

CHANGE EQUATION

Environment Factors

vs competitors

vs cost

vs quality

vs the latest

vs productivity

vs image

VALUE ADD

- Structure

- Power/Influence

- Relationship

- Effort

- Starting Line

- Cost

- Customers

CHANGE RESULT CHANGE CHALLENGES


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MANAGING SERVICEEXCELLENCE WORKSHOP


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MANAGING SERVICE EXCELLENCE

COMPONENTS SOURCES

SERVICE PHILOSOPHY

CUSTOMER FOCUS

May be defined in vision,

objective and strategy

Market analysis

Customer survey

Frontline inputsCustomer Expectation

Customer Segmentation

SERVICE DESIGN

Quality Standards

Competitive analysis

Frontline inputs

SERVICE DELIVERY

Service EnvironmentService Systems

Product/Operation designs

Internal customer concepts/designs

Service provider - profiling

Service provider - training designs

Service performance monitoring

PERFORMANCE

MONITORING

Competitive performance

Customer feedback

Continuous quality improvementinitiatives

FUNCTIONS

Strategic Planning

Marketing Planning

Marketing Planning

Line/Performance Planning

Marketing Planning


Product/Operation Planning





Plan Review




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SERVICE MANAGEMENT SKILLS DEVELOPMENT

MODULES:1. Understanding the Service Products

- Characteristics of Service- Moments of Truth Concepts- The Service Package

2. Understanding Customers- Customers Needs- Customers Expectations- Customers Satisfaction- Customers Behaviours

3. Communication with Customers- Face-to-face Communication- Positive Communication- Body Language- Handling Difficult Customers- Electronic Communication

4. The Internal Customer Service- The Upside-Down Management Triangle- Identifying the Internal Customer

* Performance Standards* Feedback

- Internal Customer Communication Skills5. Setting Customer Service Performance Standards

- Identifying Zero-Based and Value-Add Standards- Service Support System- Performance Monitoring- Reviewing Standards


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PLANNINGFORCUSTOMER SERVICE EXCELLENCE


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1. Defining our Customer Service Strategy:-

- Product/Service Range

- Competitive Status

- Customer Segmentation

- Critical Success Factors

- Service Quality

- Service Delivery Systems

- Customer Satisfaction Factors

2. Designing Service Excellence

- Access to Service

- Service Facilities

- Service Provider

* Efficiency* Courtesy

* Problem Solving

- Service Experience

MODULES


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(continue)

3. Measuring Service Performance

- Customer Feedback

- Customer Loyalty

4. Institutionalizing Service Excellence

- Empower Winning Teams

* Service Quality Performance Monitoring

* Continuous Improvement

- Service Image

MODULES


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ENTREPRENEURIAL SKILLSFOR

EXECUTIVES


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OBJECTIVE OF MODULE

1. To provide skills needed to recognize and understand problems

faced by entrepreneurs.

2. To improve effectiveness.

3. To build confidence in handling entrepreneurs.

4. To develop creative thinking process

5. To be entrepreneurial.


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CONTENTS OF MODULE

1. DEVELOPMENT OF ENTREPRENEURSHIP

2. PROBLEMS OF SMALL ENTREPRENEURS

3. THE ENTREPRENEURIAL PSYCHOLOGY

4. PSYCHOMETRIC TESTING I

5. PSYCHOMETRIC TESTING II

6. SELF IMAGING

7. THINKING PROCESS


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OTHER MODULES AVAILABLE

Kursus Penyeliaan Berkesan

Kursus Layanan Mesra

Bengkel Memantau Layanan Mesra

Creativity and Innovation Course

Selection and Interview Skills Course

Grievance Handling and Disciplinary Process

Workshop

Negotiation Techniques Course

We have the capacity to develop specialised modules to

address specific issues of the organisation.


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CLIENT LIST

a) Human Resource Processes

Era Bayam Kota Sdn. Bhd.

Lembaga Kemajuan Ikan Malaysia (LKIM)

Perbadanan Usahawan Nasional Bhd (PUNB)

Petronas Carigali Sdn Bhd

Raya Plastic Sdn. Bhd

Tenaga Nasional Berhad

World Wide Fund for Nature (WWF) Malaysia

Zoo Negara

Bank Muamalat

FELDA

Habib Jewels

b) Remuneration Studies

EON Bhd

Era Bayam Kota Sdn. Bhd.

Hicom Holdings Bhd

OGP - Petronas Sdn Bhd

Proton Bhd

Petronas Carigali Sdn Bhd

Sime Darby Bhd

World Wide Fund for Nature (WWF) Malaysia

Zoo Negara

ORGANISATION AND HUMAN RESOURCE MANAGEMENT


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CLIENT LIST

Bank Islam Malaysia Bhd.

Bank Industri

Bank Simpanan Nasional

Island and Peninsular Bhd.

Jabatan Pengangkutan Jalan (JPJ) Wilayah Persekutuan

Lembaga Kemajuan Ikan Malaysia (LKIM)

Lembaga Kemajuan Wilayah Jengka (LKWJ)

Projek Usahasama Transit Ringan Automatik (PUTRA) Sdn. Bhd.

Pernama Sdn. Bhd.

Syarikat Takaful Malaysia

QUALITY/CUSTOMER SERVICE

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