hha ion rech power point formatv5

8/9/2019 Hha ion Rech Power Point Formatv5

1/61

MANAGEMENT

copyright H&H Associates


2/61



3/61



4/61

Introduction

Henry HardoonFCCA, ACA, FAIA, CMC

Twenty years experience as Finance Director

Car rental, recruitment, manufacturing and retail companies

Adviser and part-time FD to small & medium sized businesses

Financial trainer & coach



5/61

Introduction

Why am I here?



6/61

Introduction

We live in turbulent times



7/61

Delegation

Delegation definitionsAppointing a person to act on ones behalf

Entrusting power and authority to another

How can you help people in your organization prepare for future leadership roles and

free up more time in your schedule so you can do other things? DELEGATION.

Delegation is the key to a successful organization. Sharing responsibilities keeps

members interested a

nd e

nthusiastic about the group. You might be relucta

nt todelegate because you want to make sure the job is done right (your way). They might

take longer to accomplish the task than you doing it yourself It will also help your

health while improving the quality of the end project. But you can make members feel

unimportant and become apathetic if you don't share the responsibility of making the

organization a success.



8/61

Delegation

QuoteThe first rule of management is delegation. Don't try and do everything yourself

because you can't.

Anthea Turner



9/61

Delegation - benefits

Group benefits:

o Members become more involved and committed

o More projects and activities are undertaken

o A greater chance that projects will be completed

o Increased opportunities for members to develop leadership skills

o More of a chance to fill leadership roles with qualified, experienced people

o The organizatio

noperates more smoothly

The leader benefits by:

o Not being spread too thin and therefore is less likely to burn out

o Gaining satisfaction seeing members grow and develop

o Acquiring more experience in executive and administrative functions



10/61

Delegation - blocks

Why is delegation so hard for some people?-"My team members lack the experience."

-"It takes more time to explain than to do the job myself."

-"A mistake by a team member could be costly for my project."

-"My position enables me to get quicker action."

-"There are some things that I shouldn't delegate to anyone."

-"My team members are specialists and they lack the overall knowledge that many

of my decisions require."

ButI

think a

nother big reaso

ncomes dow

nto a deep i

nsecurity that ca

ninflue

ncehow you deal with those who work under you. Do you think a team member is after

your job? Or maybe you're afraid someone else will do the work better than you?

Sound like you? Well, you may be protecting your immediate status, but you're

hurting your opportunity to move up.



11/61

Delegation 10 stages

Choose the appropriate people by interviewing and placing your members

carefully. Consider his/her time, interest and capabilities. Specific responsibilities to

be delegated to a particular person must be appropriate for the growth of that person

at that time.

Explain why they were selected for this task.

Delegate segments that make sense; not bits and pieces of a task, but share the

"big picture". People like to know how their segment will help the larger program.

Discuss the task at ha

nd. Discuss ideas; mutually set goals a

nd objectives.Whenever possible, give those who will be responsible for carrying out a program a

voice in the decision-making. Do not lower standards; don't insult your members!

Define clearly the responsibilities being delegated to each person. Explain what is

expected of them and what the bounds of authority are. Be sure agreement is

reached on areas where the person can function freely.

The end result is important, not the various steps. Everyone accomplishes tasks

differently.

Find out how you will know when they need help. Make sure they understand you

are willing to assist but must first be told when and how you can help. Give accurate

and honest feedback. People want and deserve to know how they are doing. This is

both an opportunity for giving satisfaction and encouraging growth. Allow for risk-

taking and mistakes.



12/61

Delegation 10 stages


Support your officers and committee chairs by sharing information,

knowledge and plans with them. It is incredible how many errors are made

simply due to a lack of information. Share in their failures as well as their

successes.

Delegate. Most responsible people do not appreciate someone looking over

their shoulder, or taking back parts of their assignment before they have a

chance to do it. As a leader, it can be hard for you to "let go;" you like being in

the drivers seat. Let them do the job! Delegating does not eliminate work, itsimply changes it. As you delegate appropriately, a multiplier effect occurs.

Follow up. Check periodically to see if people have any questions regarding

how a project is supposed to be done. This will also let you know how that

individual is progressing on the task. There is a fine line between delegating

and following-up.

Evaluate. You must not overlook the need to evaluate and measure the

extent to which actions conformed to plans, if the plans went well or if the

original plans were appropriate and worthwhile. Use appropriate feedbacktechniques. One of your most important roles as a leader is to help your

members to learn and grow through both their successes and their failures!

Your members are your greatest resource. Let them create and turn their

creativity into action!


13/61

Organising people and teams - roles


Plant

Resource Investigator

Coordinator

Shaper

Monitor Evaluator

Teamworker

Implementer

Completer Finisher

Specialist


14/61

Time management


http://www.youtube.com/watch?v=VHM3U2Fg9HM


15/61

Time management benefits


Efficient

Successful

Healthy


16/61

Time management obstacles


Unclear objectives

Disorganization

Inability to say no


17/61



Interruptions

More interruptions

Periods of inactivity


18/61



Too many things at once

Stress and fatigue

All work and no play


19/61

Time management what can we do?


Recognize that obstacles exist

Identify them

Employ strategies to overcome


20/61

Time management set goals


Specific

Measurable


21/61

Time management - prioritise


Do

Delegate Delay

Delete


22/61


23/61

Time management learn to say no


You cant do

everything

Dont undertake

things you cantcomplete

Remain consistent to

your goals


24/61

Time management - use your waiting time


On public transportation

At the doctors office

Waiting for your plane On hold

When you are early


25/61

Time management use your waiting time


Correspondence

Letters or memos

Books or tapes


26/61



Focus on your goal

Tune out interruptions


27/61


28/61

Time management celebrate success



29/61

Time management - summary


Set goals

Prioritize

Organize

Learn when to say NO

Use your waiting time

Concentrate on the task at hand

Consider your personal prime time

Celebrate success


30/61




31/61

Time management - delegating work


An Appropriate Time To Delegate Is When:

o There is a lot of work

o A member has particular qualifications for or interest in a task

o Someone can benefit from the responsibility

o Routine matters need attention

o Details take up too much time and have to be divided

The Time Not To Delegate Is When:

o The task is something you would not want to do (menial work)

o Someone is under qualified or overqualified for the task

o The work is your own specified responsibility

o The area is big or is an unsolved problem, issue or matter dealing with the

personal feelings of another or with confidentiality - the "hot potato"


32/61

Time management ways to delegate


Ways to Delegate:

o Ask for volunteers by a show of hands or passing a sign-up sheet. (Interest is a

great motivator!) However, this method can be impersonal and you could be "stuck"

ifno one signs up.

o Appoint or suggest someone. Sometimes a member lacks self-confidence andwon't volunteer; appointing him/her demonstrates your confidence in them.

o Assign through a committee. This takes the pressure off an individual and

reinforces organizational structure.

o The "best fit" of person with the task is the most effective. Try to spread the

en joyable and responsible tasks around, giving more members status and value.


33/61

Mentoring and coaching


What is a mentor IS?

Someone who knows the ropes and can help you figure them out, too

Someone who can maintain confidentiality

Someone who can help you in your career growth

Someone who can help you gain certain skills

Someone who helps from YOUR request, not someone who drags you along

What is a mentor NOT?

A counselor

Your boss

Someone who plans your career for you


34/61

What me a mentor


All graduate students are expected to mentor their junior colleagues theprofessional workplace is no different!

A good leader helps their team members perform to their full potential thinkabout how you can coach, or mentor, your peers.


35/61


36/61

How canI coach?


1. INQUIRE

Ask questions about your team members abilities or their objectives.Ask open-ended (not yes/no) questions.

2. CHECK IN

Listen to what the person says paraphrase as needed to show

that you hear what they are saying.

3. FEEDBACK (this is what you say in response)

Offer suggestions or share experiences.

It can be in the form of a question to get your colleague to think

about what they should do.


37/61


38/61

Mentoring in summary


Think about who youd like to emulateand why

Use formal and informal mentors to expand your network (up).

Look for opportunities to mentor or coach those around you good leadershipis valued and appreciated.


39/61


40/61

What is stress?


Is a state of tension experienced by individuals facing extraordinary demands,

constraints, or opportunities


41/61

Types of stress?


Constructive stress (eustress): is stress that acts in a possitive way for the individual

and/or the organisation.

Destructive stress (distress):is stress that acts in a dysfuctional way for the

individual and/or the organisation


42/61


43/61

5OB-hilms

43

Sources of stress

Stressors: are things that cause stress ( for example: work, non-work and personal factors)

Non-Work factors:Family

Economics

Personal affairs

Personal Factors:Needs

Capabilitues

Personality

Work Factors:task demands

role dynamics

interpersonal relationships

career progress

Potential consequences

For the individual:

behavioral

psychological

medical problems

For the organisation:

decrease performance,

morale and motivation

increased turnover

and absenteeism

Job STRESS


44/61

General adaption syndrome- GAS


general: because stressors had an effects on

several areas of the body

adaptation: stimulation of defenses designed

to help the body adjust to or deal with

stressors

syndrome; indicates that individual pieces of

the reaction occur more or less together


45/61

Stress management -what can we do?


Stress management: is the ability to prevent or cope with stress and maintain wellness

Preventing or coping with stress:

Stress prevention involves taking action to prevent the emergence of stress

that becomes destructive.

Organisational programs:

empowerment and participation

job re-design

goal setting

communication

selection, placement, and training


46/61



Personalwellness: Is the pursuit of your physical and mental potential through a personal health promotion program.

smoking

weight

diet

alcohol use

physical fi tness

Clinical programs:

diagnosis

treatment screening

prevention

Individual approach to Stress:

cognitive techniques: thought, expectations, beliefs, assumptions

Relaxation: peacefulness

Meditation

Biofeedback: usi ng computer


47/61

Stress and teams



48/61


49/61

Stress personal assessment


The following are indicators that you may be

encountering stress:

General irritability

Elevated heart rate

Increased blood pressure

Anxiety-anxious feeling forno specific reason

Trembling

Insomnia

Headaches

Indigestion

Pain in neck and/ orlower back

Changes in appetite or sleep pattern


50/61

Office politics



51/61

Business politics


http://socyberty.com/work/workplace-politics/

http://www.youtube.com/watch?v=--Z9yOEH6oQ playing positive politics

http://www.youtube.com/watch?v=_OYi3dvL4Ws ways to get ahead


52/61

Strategic thinking


//www.youtube.com/watch?v=R3Niq91bXqs

To raise the bar on your business performance, from where you are now, requires a

level ofStrategic Thinking which, in perfect tune with Visioning, creates a

structured and progressive way forward.

The best at Strategic Thinking...

Have a Vision

Make Time

Are Not Hasty

Absorb

Review Often

Learn from Experience

Use a Team

Are Realistic

Have Clear Milestones

Don't Judge


53/61

Strategic planning


Entrepreneurs and business managers are often so preoccupied with immediateissues that they lose sight of their ultimate objectives. That's why a business review

or preparation of a strategic plan is a virtual necessity. This may not be a recipe for

success, but without it a business is much more likely to fail. A sound plan should:

Serve as a framework for decisions or for securing support/approval.

Provide a basis for more detailed planning.

Explain the business to others in order to inform, motivate & involve.

Assist be

nchmarki

ng & performa

nce mo

nitori

ng.

Stimulate change and become building block fornext plan.

A strategic plan is not the same thing as an operational plan. The former should be

visionary, conceptual and directional in contrast to an operational plan which is likely

to be shorter term, tactical, focused, implementable and measurable. As an

example, compare the process of planning a vacation (where, when, duration,

budget, who goes, how travel are all strategic issues) with the final preparations

(tasks, deadlines, funding, weather, packing, transport and so on are all operationalmatters).

A satisfactory strategic plan must be realistic and attainable so as to allow

managers and entrepreneurs to think strategically and act operationally.


54/61

Strategic plan key steps


The preparation of a strategic plan is a multi-step process covering vision, mission,

objectives, values, strategies, goals and programs. These are discussed below.

The Vision

The Mission

The Values

The Objectives

The Strategies

The Goals

The Programs


55/61

Strategic planning tools


Statements on vision, mission, objectives, values, strategies and goals are not just

elements of future planning. They also provide benchmarks for a historic review.

Most managers will find it exceedingly difficult to develop a future strategy for a

business without knowing its current strategies and measuring their success to date.

Assess Current Position

The starting point must be to determine a company's existing (implicit or explicit)

vision, mission, objectives and strategies. Then judge these against actual

performance along the following lines:

DrillDown

A useful technique for exploring performance shortfalls is to review the business's

financial return and to drill down through the components of this return to locate and

assess the key determinants of performance. For example, return on shareholders'

funds is a key measure of profitability which can be expressed as:


56/61

Vision values and culture


Vision

It can be said that each and every company has their own vision, mission and

values. The vision, mission and values formulated by every industry can be considered

as distinct and unique and depends on the purpose of the company. However, it is said

that the vision, mission and values should be common to all the members of the

organisation.

In starting up a business or transforming a certain aspect of the business sector, one of

the first elements to consider is to set up a vision which will serve as guidelines for the

business or the changes that will be done. Herein, the management of the organisation

starts by knowing the position of the business today and where the business would be in

the future. The management paints a vision statement for the business. In order to

establish an industry which can drive innovation and thrive through transformation, the

leader must start with a clear goal for every stakeholder to aim at (Jonash &

Sommerlatte 1999).


57/61



Part of the role of the management is to ensure that the company has been able to

set up a vision, mission and value which will serve as guidelines to achieve

organisational goal. It is said that the vision, mission and values has their own

function and importance but share a common ground. Accordingly, each element is

worth doing only if it is done right. The vision, mission and value have its own

significance within the organisation. The vision is done to ensure that the company

has a framework on how to provide their services and to whom it will be provided

and to anticipate the future of the organisation. On the other hand, the mission aims on giving the organisation a set of guidelines

which will enable the management, employees and other stakeholder to determine

the purpose of the organisation and how the organisation perceived to meet such

purpose. And lastly, value is defined within an organisation to have a guiding path

for every action and activities that the organisation will do. Values are created to

ensure that the mission and vision will be achieved correctly and in rightful

manner. All in all, it can be said that Hong Kong Special Administrative Region

Immigration Department has been able to develop an effective vision, mission andorganisational values. Through these, the organisation has been able to deliver

quality service and adhere to their goal of being an organisation that provides

effective and efficient immigration-related services not only in HK but also in the

global market.


58/61



Values

Aside from the development of shared vision and mission statement, an organisation

must also consider the importance of having organisational values. Values are linked to

attitudes in that a value serves as a way of organising. Values are defined as the

constellation of likes, dislikes, viewpoints, should, inner inclinations, rational and

irrational judgments, prejudices, and association patterns that determine a persons vieof

the world (Allcorn, 1995).

In addition, it is widely recognised that the organisational values relatively affect the way

organisation perceived and treat their target market, the way their human resources and

their contributions are seen and rewarded and the way in which the future of the

company is anticipated and managed. Hence, it can be said that the organisational

values plays a crucial role for the success of the organisation. Study shows that there

are organisational values which were closely related to business performance and

competitiveness in the market scene (Blanchard & OConnor, 1997).


59/61

Organisational culture


Basically, organizational culture is the personality of the organization. Culture is

comprised of the assumptions, values, norms and tangible signs (artefacts) of

organization members and their behaviours. Members of an organization soon

come to sense the particular culture of an organization. Culture is one of those

terms that are difficult to express distinctly, but everyone knows it when they sense

it. For example, the culture of a large, for-profit corporation is quite different than

that of a hospital which is quite different that of a university. You can tell the culture

of an organization by looking at the arrangement of furniture, what they brag about,what members wear, etc. -- similar to what you can use to get a feeling about

someone's personality.


60/61

Types of organisational culture


Academy Culture

Employees are highly skilled and tend to stay in the organization, while working their

way up the ranks. The organizations provide a stable environment in which

employees can development and exercise their skills. Examples are universities,

hospitals, large corporations, etc.

Baseball Team Culture

Employees are "free age

nts" who have highly prized skills. They are i

nhigh dema

ndand can rather easily get jobs elsewhere. This type of culture exists in fast-paced,

high-risk organizations, such as investment banking, advertising, etc.

Club Culture

The most important requirement for employees in this culture is to fit into the group.

Usually employees start at the bottom and stay with the organization. The

organization promotes from within and highly values seniority. Examples are the

military, some law firms, etc.

Fortress Culture Employees don't know if they'll be laid off ornot. These organizations often undergo

massive reorganization. There are many opportunities for those with timely,

specialized skills. Examples are savings and loans, large car companies, etc.


61/61

Thank You


hha ion rech power point formatv5

Documents