1. Certificate IV Business Administration BSB404B Develop Work Priorities Faculty of Business & Computing

2. Faculty of Business Unit Descriptor This unit covers the skills and knowledge required to:  plan one’s own work schedules  Monitor and obtain feedback on work performance and development  Take responsibility for one’s own career planning and professional development

3. Faculty of Business Learning Outcomes  Plan and complete own work schedule  Monitor own work performance  Coordinate professional development

4. Faculty of Business Delivery Schedule and Assessment Plan

5. Faculty of Business Establish Personal Work Goals Session 1 Establish Personal Work Goals

6. Faculty of Business Why Plan ? What are the advantages?  You – individually  The – organisation  The – family  The – community  The industry that you work in

7. Faculty of Business Importance of Planning Anyone who fails to plan, plans to fail!

8. Faculty of Business Work Objectives/Outcomes  KRAs –Key result areas  KPIs –Key performance indicators

9. Faculty of Business Planning Cycle Strategic Plan Operational Plans Work Plans Position Summaries or Job Descriptions Business Plan

10. Faculty of Business  What is your understanding of a paradigm?  Why is it important in this unit?  Small group discussion. The Power of a Paradigm

11. Faculty of Business The Power of a Paradigm  Behaviour  Attitude  Mind Maps of Perception

12. Faculty of Business Paradigm Defined  Covey says paradigm was “originally a scientific term... more commonly used today to mean a model, theory, perception, assumption, or frame of reference”. Page 23, Covey, Seven Habits of Highly Effective People  Perception includes: filtering, arranging, responding to what we sense.

13. Faculty of Business Mind Maps  The way things are – REALITIES  The way things should be – VALUES Our attitudes and behaviours grow out of these assumptions. The way we see things is the source of the way we think and the way we act.

14. Faculty of Business Positive Organisational Role Model  Who are role models for you?  What is it that they do that makes them a Role Model in your eyes?  Why is it important that we have consistent performance?  What sort of issues are most important to achieve consistent outcomes?  Activity – Design an effective Role Model

15. Faculty of Business Using the Readings and Teachings of Stephen Covey to Manage Self

16. Faculty of Business HABIT 1 – Be Proactive HABIT 2 – Begin With the End in Mind HABIT 3 – Put First Things First HABIT 4 – Think Win/Win Seven Habits to Maximise Performance

17. Faculty of Business Seven Habits to Maximise Performance cont.. HABIT 5 – Seek First to Understand, then to be Understood HABIT 6 – SYNERGISE HABIT 7 – Sharpen the Saw Effectiveness Maintaining P/PC Balance HABIT 8 – Find Your Voice and Encourage Others to Find Theirs

18. Faculty of Business HABIT 1 – Be Proactive Stimulus Response

19. Faculty of Business Habit 1 Based upon  Imagination  Conscience  Independent Will  Self-awareness Based on  ‘I can change’

20. Faculty of Business Reactive Language Language There is nothing I can do That’s just the way I am If only I can’t

21. Faculty of Business Language Proactive Language Let’s look at the alternatives I control my own feelings I choose I will

22. Faculty of Business Circle of Concern/Influence Circle of Concern

23. Faculty of Business Expand Your Circle of Influence How can you expand this circle? Circle of influence

24. Faculty of Business Personal SWOT Analysis  Strengths  Weaknesses  Opportunities  Threats

25. Faculty of Business Personal Creed G ive me the courage to change the things which can and ought to be changed, the serenity to accept the things which cannot be changed, and the wisdom to know the difference.

26. Faculty of Business Habit 2 – Begin With the End in Mind  Means to start with understanding of what is important to you.  You may be very busy and very efficient but you will only be effective when you are working towards what really matters to you.  Based on principals of personal leadership.  Develop a Personal Mission Statement – based upon your values and principles.

27. Faculty of Business Habit 3 –Put First Things First Time Management Matrix URGENTNOT URGENT IMPORTANT SURVIVALPROSPERITY NOT IMPORTANT INEFFICIENCYWASTE

28. Faculty of Business Goal Setting for Change  What one thing could you do (you are not doing now) that if you did on a regular basis, would make a tremendous positive difference in your personal life?  What one thing in your work life would bring similar results.

29. Faculty of Business Long Term Organising Roles Mission Statement Mission Statement Goals

30. Faculty of Business Short Term Organising Roles Goals Plans Delegate Schedule

31. Faculty of Business Habit 4 – Think Win/Win Lose / Win Lose / Lose Win / Win Win / Lose COURAGE Low High Low High CONSIDERATIONCONSIDERATION

32. Faculty of Business Habit 5 – Seek First to Understand, Then to be Understood  Principles of Empathic Communication  Empathetic listening gets inside another person’s frame of reference. You look out through it, you see the world the way they see the world, you understand their paradigm, you understand how they feel.

33. Faculty of Business Habit 6 – SYNERGISE Principles of Creative Cooperation  When you see only two alternatives – yours and the “wrong one” – you can look for a synergistic third alternative.  There’s almost always a third alternative, and if you work with a win/win philosophy and really seek to understand, you usually can find a solution that will be better for everyone concerned.

34. Faculty of Business Levels Of Communication TRUSTTRUST COOPERATION Defensive (Win/Lose or Lose/Win) Respectful (Compromise) Synergistic (Win/Win) Low High

35. Faculty of Business Habit 7 – Sharpen the Saw Principles of a Balanced Self – Renewal  Physical Dimension  Spiritual Dimension – your core and values (very private part of your life)  Mental Dimension – development, education  Social/Emotional Dimension

36. Faculty of Business Balanced Self PHYSICAL Exercise, Nutrition, Stress Management PHYSICAL Exercise, Nutrition, Stress Management SPIRITUAL Value Clarification & Commitment, Study & Meditation SPIRITUAL Value Clarification & Commitment, Study & Meditation SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security MENTAL Reading, Visualizing, Planning, Writing MENTAL Reading, Visualizing, Planning, Writing

37. Faculty of Business Session 2 Set and Meet Own Work Schedule

38. Faculty of Business Competing Demands are Prioritised to Achieve Personal, Team and Organisation ’ s Goals and Objectives.  Work expectations  Managing work expectations  Balancing work and family demands  Priorities of demands on your time  Techniques for managing time effectively  Meeting work priorities

39. Faculty of Business Work Expectations Expectations from:  Customers  Suppliers  Managers  Employees  Teams  Ourselves  Roles  Industry What are some of the expectations you face at work?

40. Faculty of Business Balancing Work and Family Demands How do you balance work and family demands?  Personal resources – income/health  Family resources - support  Support from employer – flexi time  Build a support network - talking with others  Cope with work/family stress - exercise

41. Faculty of Business Priorities of Demands on Your Time First, stack the cards in your favour  use your biological rhythms to your advantage  optimise your work environment  safeguard blocks of work time

42. Second, prioritise the things you wish to do. STEP 1: develop an overview of everything that you want to accomplish STEP 2: organise your goals according to their priority:  distinguish between urgent and non-urgent goals, then  separate the pile of items into important and non-important. Priorities of demands on your time, cont…

43. Faculty of Business Priorities of demands on your time, cont… Third, plan ahead according to your priorities:  Make a long range timetable,  Remember your day to day personal maintenance (personal time out), and  Plan each day and week as you go through the timetable. Fourth, avoid over-planning

44. Faculty of Business Techniques to Manage Time Effectively What techniques do you use to manage time effectively?  Identify your personal and work-related priorities.  Translate priorities into goals with activities.  Identify deadline to each activity.  Use monthly calendar or planning diary.  Learn to say NO to requests that take your time and don’t move you forward.  Identify your own barriers.

45. Faculty of Business Meeting Work Priorities What do you do to ensure you meet your work priorities?  Set achievable goals  Availability of appropriate resources  Believe in your abilities  Have a feasible plan  Must be committed  Must practice discipline  Willing to defer things that would be nice now for the things you really want  Do not spread yourself too thinly

46. Faculty of Business What technology have you used at your work place? Have you used it effectively? Issues to consider:  Training on equipment/software  Technical help at the time of need  User friendly  Security  Cost  Availability  Confidentiality Technology is used Efficiently and Effectively to Manage Work Priorities and Commitments

47. Faculty of Business  Savings on time and money  Can produce up to the minute information  Minimise paper wastage  Improve decision making  Can distribute information to the chosen employees  Share and manipulate information quickly Benefits of Technology

48. Faculty of Business Re-Cap  Work expectations  Managing work expectations  Balancing work and family demands  Priorities of demands on your time  Techniques for managing time effectively  Meeting work priorities  Technology - issues to consider  Benefits of technology

49. Faculty of Business Session 3

50. Faculty of Business Develop and Maintain Professional Competence Key Questions  Why is this important?  What’s changed to make it critical?  So WII-FY ???

51. Faculty of Business Some Key Changes  staff participation and empowerment  teams and self-management  provide career paths  quality and best practice programs  increased competition  technological changes  government and legal requirements  greater community expectations  workplace diversity

52. Faculty of Business Management Skills for the 21st Century What attributes have been identified  Technical Expertise  Management expertise  Leadership  Entrepreneurial skills  Acceptance of responsibility  Cross cultural skills  Future focused outlook  Soft Skills

53. Faculty of Business Develop and Maintain Professional Competence  Assessment against standards what standards are appropriate organisational requirements Individual skills audit  Individual training plan personal career focus organisational goals focus

54. Faculty of Business Develop a Career Plan 1Self-analysis 2Environmental analysis 3Career objectives 4Occupational interests 5 Implement action plan 6 Evaluate progress WHY ???

55. Success in Your Career The following recommendations may help achieve success during your career:  Demonstrate competence  Make meaningful contributions  Learn to adapt  Make a commitment  Continue to learn  Prioritise your loyalty

56. Faculty of Business Getting Feedback !!! Identifying ways to improve competence  feedback from others  performance management systems  change in work practices  results of work achievements  mentors or workplace coaches

57. Faculty of Business Professional Associations  Identifying appropriate membership  Benefits they offer  Networking

58. Faculty of Business So What ’ s the Result of all That ??? Creating a personal competitive advantage - KEY to future security So what do you need to do now???