psd assignment
TRANSCRIPT
PERSONAL SKILL DEVELOPMENT
ASSIGNMENT - 1
By: Mular Abdul Shukoor
Acknowledgment
Taking this opportunity, I would like to thank the kind support received from my fellow
colleagues at Dhiraagu for providing support and necessary information that fulfill the
topics in this assignment.
Furthermore I would like to thank our PSD Lecture MR. Karthik , who have guided and
provided a guidelines for completing the assignment mannerly that have covered all the
criteria’s in the assignment.
In addition I would like to thank the support provided by other lectures and individuals in
the organization.
BY: MULAR ABDUL SHUKOOR –MIHND 089 1
Table of Contents
Acknowledgment 1
Executive Summery 3Objective
Introduction 4
History and Background 5
Nature of the Organization 6Mission Vision
Department Structure 7
Findings 8
Analysis and problem solving 11
Problem Solving and Methods Used at Dhiraagu 12Path ChartEngagement HierarchyScore cards analysis activityOne-on-one Engagement InterviewImpact Planning and challenges
Recommendation 19
Conclusion 19
Bibliography 19
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Executive Summery
Objectives
To improve, analyze and demonstrate the communication and Business activities
within the company and measuring the skills for individual and group level.
To develop a system to tackle issues facing in decision making and problem
solving.
To enhance the current system according with the futures that user need.
Building mechanism to communicate within the users in different areas of the
field and assuring the effective use of technology for the users.
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Introduction
In this assignments, I selected the DHIRAAGU and have analyzed there business
activities and communication skills for the each individual and group level.
Furthermore, by analyzing and investigating the activities within the departments of
Dhiraagu gives a bulk of information of how the companies have achieved and maintain
successfully within in the market for such a long period of time.
To narrow down and generate a comprehensive and feasible report, I will be focusing
on one department, i.e. Transmission Department.
Transmission department’s main aim is to establish and maintain core network by using
the most modern technology that are available in the telecommunication market and
also to provide support to the other departments and customers.
No of staff working in the department: 23
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History and Background
Dhivehi Raajjeyge Gulhun Public Limited Company (Dhiraagu), is a joint venture
company 48% owned by the Government of the Maldives and 52% by Cable and
Wireless. They began operations in 1988 as the national telecommunications carrier in
the Maldives. Since that time Dhiraagu has rapidly built a sound, financially strong
business based on a commitment to providing innovative products and services and a
philosophy that places high value on customer satisfaction. The investments is over
MRF 1.6 billion and employ more than 550 staff members of which 99% are locals.
The company has more than 32 departments and sub division who are actively involved
in different activities within the company and also dealing with the customers. Among
them I have included only the main departments in the list.
General Management
Administration
Networks
Finance
Human Resources
Customer Services
Information System
Internet and IP solution
Regional Centers
Sales and Marketing
Legal & Regulatory Board.
Nature of the Organization
Mission: “To lead the information and communication market through excellence in quality, value
and customer service”.
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MANAGERWahid
Senior Engineer
Ali
Senior EngineerHussain
Senior OfficerIsmail
To lead the market by delivering, quality and value services to our customers today. At
the same time planning for tomorrow with some revolutionary products and services.
But it's not just new technologies and products offerings that drive the company. It's the
people that make the difference. That's why an important part of Dhiraagu future plans
are built around proactive recruitment of talented individuals.
Vision:Dhiraagu acknowledges that providing excellent customer service to our customers and
sustaining it is the key differentiator that will enable us to lead the market in this
increasingly competitive environment.
Providing excellent services involves understanding customer expectations, meeting
and exceeding those expectations at every interaction we have with our customers and
every experience the customer has in using our services.
Our customers are intelligent, educated and are exposed to world class services in
different environments and have high expectations for improved service levels from
Dhiraagu.
Department Structure
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Findings
The workshop was carried out in two phase within the department
Individual skill analyses
Group skill analyses / Department skill analyses
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The group level or department level was conduct within a period of 2 hours each.
Each staff was given one to one discussion period on 30 minutes. The discussion was
mainly focused on improving the skills in decision making, communication and
productivity.
Individual skill analyses
This was conduct mainly for the group of staff under senior technician and technician.
Each staff was given 30 minutes. The following points was discussed and highlighted
during the meeting.
Importance of transferable and communication skills within individuals and
identifying different communication methods both verbal and non-verbal as well
as transferable skills such as writing reports, memo etc.
Deferent methods of verbal and non-verbal communication skills.
o Inform: First one is to inform people. You would inform people on how
your assignments or projects are going. You would sit down and give
them a report. That is information.
o To make a request: If we are in a situation where we need a help, we
make a request or just simply we ask help. Asking help is the most
effective way of getting help. We all have a natural empathy for those in
need. When we make a request we need to ask for people’s help. We
need to state our request clearly. We need to make sure that people
understand it and to make them commit whatever is requested.
o Influence: Third form of communication is influence. This is something
politicians do well. They give a great attention to how they dress, the
words they use. They pay attention how they are influencing the
audience. They give an attention whether they are getting applause or
not, whether people smile or respond in an expected way or not. So when
we set out some influence on somebody we need to remember that we
are communicating far more than just verbal terms.
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o Entertain: And the forth method of verbal communication is entertaining.
This is something comedians are good at. You are all the time calibrating
or measuring what makes them smile and what doesn’t.
Some main points of Transferable skills such as:
o Transferable skills are mutually supportive. For example, interpersonal
skills (such as how well you listen) are often closely connected to your
ability to communicate effectively (such as how much impact your written
or spoken word has on others).
o Transferable skills empower you to use and effectively apply the specific
knowledge you develop through higher education. For example, expertise
with 'MS-Excel' or 'SPSS' enables you to use and present discipline-
specific data effectively.
Group skill analyses
Groups must be managed and maintained. Managing the group should
be undertaken by the group, and be a normal part of group activities.
The study of the dynamics of a group includes questions such as: How is
the group formed? Why is the group formed? How is the group
structured? How does the group operate? How does the group affect
individual members, other groups and the organization? Healthy and
confident group dynamics require the participation of group members,
participatory leadership, motivation, effective communication and
productive conflict resolution.
Different types of group formations was highlighted some questions was
identified.
o Forming:
What was the task?
Did you all share the same expectations of the task?
Did you all have the same attitude to working in a group?
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Did you feel any anxiety at the outset of the activity?
o Storming
Was there any conflict in the group?
Did you all agree on the means of carrying out the task?
Did you have a leader and was his/her authority
challenged?
Did any group members withdraw from the group?
o Norming
Did you move on to agree methods of working?
Did you have a common goal?
Did you cooperate with each other?
Did you work out how to proceed at all? (If not, you were
probably still storming.)
o Performing
Did everyone take on a functional role to achieve the task?
Did you work constructively and efficiently?
Did the group's activity focus on fulfilling the task?
Did you experience a sense of achievement?
o Retiring/Adjourning
Did you stop abruptly and all go your separate ways or did
you finish the task and then go off together and socialize?
Did you talk about the group and your experience of it?
What sort of issues did you discuss or think about after the
group activity?
Was it more or less acceptable to give and receive feedback
in a relaxed atmosphere when adjourning?
o Mourning/Grieving
Have you experienced the mourning stage following the
completion of a show or project?
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Have you ever felt empty or sad when a group activity has
finished?
Why might some people feel the mourning stage more
acutely than others?
How do you deal with your own feelings after the project or
show?
Analysis and problem solving
The analysis was done in individual level and group level and came up with some
effective solutions im managing the skills.
o Balancing the work assign to each individual staff
o The task assigned to staff should be very clear and easy to meet the objectives.
Teams or group will be best when there is a balance of primary roles and when team
members know their roles, work to their strengths and actively manage weaknesses.
To achieve the best balance, there should be:
o One coordinator (not both) as a leader
o A Plant to stimulate ideas
o A Monitor/evaluator to maintain honesty and clarity
o One or more Implementer, Team worker, Resource investigator or
Completer/finisher to make things happen
Problem Solving and Methods Used at Dhiraagu.
To build and get an appropriate result of how the employee are engaged, below
methods are run for each staff.
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REAL PROFITSTOCK
INCREASE
o One-on-one Engagement Interview
o Impact Planning Challenges
List of questioner was handover, which contains 12 questions that they have to answer.
Following are the main points; this question is rated for 1 to 5, were 5 means “Strongly
agree” and 1 means strongly disagree.
Q01. I know what is expected of me at work.
Q02. I have the materials and equipment I need to do my work right.
Q03. At work, I have the opportunity to do what I do best every day.
Q04. In the last seven days, I have received recognition or praise for doing good
work.
Q05. My supervisor, or someone at work, seems to care about me as a person.
Q06. There is someone at work who encourages my development.
Q07 At work, my opinions seem to count.
Q08. The mission or purpose of my company makes me feel my job is important.
Q09. My associates or fellow employees are committed to doing quality work.
Q10. I have a best friend at work.
Q11. In the last six months, someone at work has talked to me about my
progress.
Q12. This last year, I have had opportunities at work to learn and grow
Path Chart
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Growth
Teamwork
How can we grow?
Opportunities to learn and growProgress in last six months
I have a best friend at workCoworkers committed to qualityMission/Purpose of companyAt work, my opinions seem to count
Engagement Hierarchy
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Someone at work encourages my developmentSupervisor/Someone at work caresRecognition last seven daysDo what I do best every day
Score cards analysis activity
One-on-one Engagement Interview
Q01. I know what is expected of me at work.
Questions asked.
What have been your main successes at work over the last 6 months?
How will these successes contribute to the overall organization?
How can I help you achieve these successes?
Q02. I have the materials and equipment I need to do my work right.
Questions asked.
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Thinking about the work that you do, is there anything that you need that
would help you do your work better?
How would this help? And how much difference would it make?
How could we measure this difference?
Q03. At work, I have the opportunity to do what I do best every day.
Questions asked.
What do you really like about your work?
What aspects of your work do you think you do really well?
Are there things you are expected to do at work that you don’t like or find
difficult?
How can I help you with these?
Q04. In the last seven days, I have received recognition or praise for doing
good work.
Questions asked.
When you achieve success at work, how do you like to be recognized?
As you look ahead to the next 12 months, what recognition would you like to
achieve?
How can I help you achieve that recognition?
Q05. My supervisor, or someone at work, seems to care about me as a
person.
Questions asked.
Are there some people who seem to bring out the best in you?
Are there some people who you tutor or mentor?
How do you like to be supported in your work?
Q06. There is someone at work who encourages my development.
Questions asked.
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What areas of your work would you like to improve?
In what areas of work do you think you could make the greatest contribution?
What’s the best way for you to learn these things?
Impact Planning Challenges
Impact Planning Challenge 1
“as a Manager what is my role?”
Action Points
The manager should organize the Impact sessions, initiate and moderate
workgroup dialogue about engagement, manage the process and
delegate when necessary. The manager should also strive to remove
organizational barriers for the workgroup.
Impact Planning Challenge 2
“our team wants to tackle things that are beyond its control.”
Action Points
Keep focusing members on “winnable victories” and help them see that
when the action is beyond their control, they should redirect their energies.
Avoid setting unrealistic goals in the impact plane.
Impact Planning Challenge 3
“we are all so busy we have very little time to do this.”
Action Points
Schedule conversations about engagement into regular meetings or hold
brief update meetings. Blend engagement into your culture by applying the
concepts frequently.
Avoid Scheduling busy people’s time without an agenda, outcomes and
without following up on progress.
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Impact Planning Challenge 4
“Our group doesn’t have an effective way to meet and Impact Plan.”
Action Points
Divide large groups into sections. Choose representatives to serve as
intermediaries between you and the sections. Identify whether any
sections are working on the same issues or could help solve each other’s
problems. Develop communication methods among the sections. Work to
eliminate organizational barriers that the sections identify.
Avoid letting sections work independently of each other. Efforts will be
fruitless.
Impact Planning Challenge 5
“Our large workgroup’s section don’t know what each other is
doing.”
Action Points
Post the Impact Plans in a public place or ask someone to compile all of
the plans. Create posters of actions in a central location. Hold an
occasional conference call to discuss the plans and ask sections to
present their Impact Plans.
Avoid making progress on the Impact Plan without updating the rest of the
workgroup or asking them for assistance.
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Recommendation
Encourage team members to develop supportive relationships with one another
Facilitate an in-depth discussion about the definition of "best friend at work"
during the engagement action planning
Encourage each team member to talk about what they want to learn.
Talk with team members individually about their career goals.
Encourage team members to participate in training programs offered by your
company.
Talk one-to-one with team members regularly
Be willing to stop what you are doing to coach team members
Conclusion
There are many side of the personal skill that needs to be developed with in the
Transmission. Everyone in the Department must get involved in the discussion planning
session because everyone has the right and the responsibility to make the team better
The report has highlighted some of the main changes and improvements that need to
be addressed for excellent communication methods. Thus it will lead to a good and
friendly environment in which lots improvements will be gain in skills and knowledge
staff who are working and the company.
Bibliography
Dhiraagu library
http://en.wikipedia.org/wiki/Communication_skills
http://www.iemw.tuwien.ac.at
Lesson Notes
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