managing for results day 2
TRANSCRIPT
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2
MANAGING FOR RESULTS
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Results
roductivity
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PERSONAL PRODUCTIVITYFROM MANAGEMENTTHEORIES
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Maslow’s Hierarchy Of Needs
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McGregor’s Theory X vs. Theory Y
You are all lazy!My employees
enjoy their work
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Ouchi’s Theory Z
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Group Work
Looking at the three (3) Management Theories,
how can you use the concepts to increase personal
productivity?
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PERSONAL PRODUCTIVITYUSING TIME MANAGEMENT
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2
TIME MANAGEMENT PROFILE
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FIRST THINGS FIRST
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What one thing could you do (you aren’t doing
now) that if you did on a regular basis, would make
a tremendous difference in your personal life?
What one thing in your professional life would
yield the similar results?
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Generations of Time Management
NOTES and CHECKLISTS
CALENDARS and APPOINTMENT BOOKS
PRIORITIZATION
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TIME MANAGEMENT MATRIX
URGENT NOT URGENT
I MP
OR T A NT
• Crises• Pressing problems• Deadline-driven
projects
• Preparation• Planning/goal-setting• Relationship-building
N O
T I MP OR T A NT
• Interruptions• Some phone calls• Some meetings
• Escape Activities• Diversions• Time wasters
I II
III IV
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PARETO PRINCIPLE
Number of Tasks versus Importance of Tasks
Focus on Activities, Not Accomplishments
Motivate Yourself
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THE ART OF SCHEDULING
SCHEDULE -BACKWARDS
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THE ART OF SCHEDULING
BE HONESTABOUT
DEADLINES
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THE ART OF SCHEDULING
THINK – PROCESS
IMPROVEMENT
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PRODUCTIVITY THROUGHPLANNING
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The Management Functions
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Benefits of planning
Improves focus and flexibility.
Improves action orientation.
Improves coordination.
Improves control.
Improves time management.
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Steps in the planning process
Define your objectives.
Determine where you stand vis-à-vis objectives.
Develop premises regarding future conditions.
Analyze and choose among action alternatives.
Implement the plan and evaluate results.
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A sample means-ends chain for total quality management.
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Types of plans
Short-range and long-range plans
• Short-range plans = 1 year or less
• Intermediate-range plans = 1 to 2 years
• Long-range plans = 3 or more years
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Types of plans
Strategic and operational plans
• Strategic plans — set broad, comprehensive, and longer-term
action directions for the entire organization.• Operational plans — define what needs to be done in specific
areas to implement strategic plans.
• Production plans
•
Financial plans• Facilities plans
• Marketing plans
• Human resource plans
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Types of plans
Budgets and project schedules
• Single-use plans
• Only used once to meet the needs and objectives of a well-definedsituation in a timely manner.
• Budgets
• Single-use plans that commit resources to activities, projects, orprograms.
• Fixed, flexible, and zero-based budgets.
• Projects
• One-time activities that have clear beginning and end points.
• Project management and project schedules.
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Planning tools and techniques
Forecasting
• Making assumptions about what will happen in the
future.
• Qualitative forecasting uses expert opinions.
• Quantitative forecasting uses mathematical and statistical
analysis.
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Planning tools and techniques
Contingency planning
• Identifying alternative courses of action that can be
implemented to meet the needs of changing
circumstances.
• Contingency plans anticipate changing conditions.
• Contingency plans contain trigger points.
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Planning tools and techniques
Scenario planning
• A long-term version of contingency planning.
• Identifying alternative future scenarios.
• Plans made for each future scenario.
• Increases organization’s flexibility and preparation for
future shocks.
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Useful planning tools and techniques
Benchmarking
• Use of external comparisons to better evaluate current
performance and identify possible actions for the future.
• Adopting best practices of other organizations that
achieve superior performance.
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Useful planning tools and techniques
Use of staff planners
• Coordinating the planning function for the total
organization or one of its major components.
• Possible communication gaps between staff planners and
line management.
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Useful planning tools and techniques
Participation and involvement
• Participatory planning requires that the planning process
include people who will be affected by the plans and/or
will help implement them.
• Benefits of participation and involvement:
• Promotes creativity in planning.
• Increases available information.
• Fosters understanding, acceptance, and commitment to thefinal plan.
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How participation and involvement help build commitments
to plans.
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Management by Objectives (MBO)
A structured process of regular communication.
Supervisor/team leader and workers jointly set
performance objectives.
Supervisor/team leader and workers jointly review
results.
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Management by objectives as an integrated planning and
control framework.
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MBO involves a formal agreement specifying …
Workers’ performance objectives for a specific
time period.
Plans through which performance objectives will
be accomplished.
Standards for measuring accomplishment of
performance objectives .
Procedures for reviewing performance results.
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The MBO process
Supervisor and workers jointly set objectives,
establish standards, and choose actions.
Workers act individually to perform tasks;
supervisors act individually to provide necessary
support.
Supervisor and workers jointly review results,
discuss implications, and renew the MBO cycle.
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Types of MBO performance objectives
• Improvement
• Personal development
• Maintenance
Criteria for effective performance objectives
• SMART not GLOBE
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Advantages of MBO
Focuses workers on most important tasks and
objectives.
Focuses supervisor’s efforts on important areas of
support.
Contributes to relationship building.
Gives workers a structured opportunity to
participate in decision making.
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GROUP WORK
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QUESTIONS
How do planning and controlling seem to be linked
at Wal-Mart?
As planning consultants, what alternative future
scenarios would you identify for Wal-Mart’s
executives to consider as they plan for the future intoday’s dynamic times?