Presentation on theme: "Process of Improving Human Productivity & Management Skills By Syed Imtiaz Hussain."— Presentation transcript:
Process of Improving Human Productivity & Management Skills By Syed Imtiaz Hussain
The Process Of Performance & Productivity Team Building Transformation Control Continuos Improvement awareness Understanding Proactive Choice Management Creating Values Personal Leadership Direction & Skills The Process of Mastering Change
Mind Brain Body Values & Belief System Performance Productivity 1. Faith 2. Attitude 3. Kismat 4. Focus & Discipline 5. Knowledge & Learning 6. Experience & Skills 7. Dua Dependability Learning & Continuous Improvement Low Performance Loop (LPL) Intrinsic Effectivene ss Speed Quality Mental Physical Extrinsic Efficiency /Speed Motivated Ability Environment Dream Love Desire Interest Happy Satisfied Motivated Ability Environment Happy Satisfied High Performance Loop (HPL) Performance Loop
FOUR UNIQUE HUMAN ENDOWMENTS 1.Self-awareness 2.Conscience 3.Imagination 4.Willpower
The Process of Performance & Productivity Review your dream and vision. Check the state of your body and mind Set short, intermediate and long term goals Make your plan Identify competencies that need to be developed. Have SWOT based strategy Implement Reflect review and evaluate Develop ideas for improvement Check the quality and direction of time Check the emotional quotient Manage the attitude for determining the altitude Persist with continuos learning and improvement The Checklist of Managing HPL
Law of Progress Everything has ups and downs- nothing travels in straight lines. This applies to your own progress in any project. Keep your eye on your target, keep putting in the effort and your reach your target despite the ups and downs. Successful people realize that they reach their goals by continuously correcting. We get off course, correct, and get back on course. Ships do it. Rocket and missiles do it. Correct. Correct. Correct. Continue correction
Boss Peers Subordinates Client YOU Role of Manager
Management Levels What Is Required From You! Top Level Manager Middle Level Manager First Line Manager Operatives Rational Decisions Brian Storming Unstructured probs Scope of Job Span of Control Authority & Responsibility Physical Efforts Technical Expertise & Motor Skills Structured problems Physical/Actual output
Global Environment No management moral Individual Orientation Continuos Deterioration Pointing Finger Value Depletion Speed No Change Certainty Slow No Responsibility Pakistani Business Environm ent Performance Productivity YOU Belief System Value Addition Managing Moral Process Orientation Facing not Finger Pointing Confrontation Quick change activity Ambiguity & uncertainty Continuo s learning School learning only Global Business Environm ent`
The Process of Performance & Productivity The best performers in the would have mastered HPL - at a physical, mental and /or spiritual level !! The average performers in the world have mastered LPL !!
Strategy Objectives Policies Rules Strategy: A plan that integrates major objectives. Objectives: Goals those are specific and measurable. Policies: Guides to decision making. Rules: Specific direction for decision-making. Strategy Objectives Policies Rules Relationship Between Strategy, Objectives, Policies and Rules Objectives
What Are Problems A discrepancy between an existing and a desired state of affairs. Characteristics of a Problem Problem Awareness of discrepancy Pressure to act Insufficient resources to do something
TYPES OF PROBLEMS Well-Structured Problems: Straight forward, familiar, easily defined problems Ill-Structured Problems: New problems/ information is ambiguous or incomplete TYPES OF DECISIONS Programmed decision:Routine one. Non Programmed decision: Unique decisions, require a custom made solution Problems Require Your Attention
Approaches to Decision Making RATIONALITY BOUNDED RATIONALITY INTUITION What, Which, How, When, Where, Why ???
Rational Way Of Problem Resolution Six Hat Technique Neutral Ignore arguments & proposals Examine facts, figures, information No apology, explanation or justification of arguments No reasoning Logically negative Conscious & critical Judgment Kill creative ideas Logically positive look feasibliliy of ideas implication Beneficial but logical approach Creative thinking Additional alternatives Lateral thinking & creative techniques Process control Chairperson’s hat Sets agenda. Suggest next step Summaries, conclusion & decisions.
Have you ever been stung by a mosquito? Have you ever been stung by a bee? Have you ever been bitten by an elephant? PLAN
The Process Improvement Cycle The Deming/Shewhart Improvement Cycle DO Getting Work Done REVIEW Reviewing & Evaluating Planning & Organisation PLAN Developing Ideas for IMPROVE Improvement
The Nature of Planning Why Do We Make Plans: If you fail to plan, you actually plan to fail What kind of organizational structure Which helps us know What kind of people we need and when PLANS Objectives Necessary for WhichEffects the kind And how to of leadership and Achieve them How most effectively to lead and direct people In order to assure Success of the Plans By furnishing standards of control
SOP of Human Mind Importance of Developing Vision, Values & Belief Systems Mind Brain OUTPUT FEEDBACK Organization Culture Religion Environment Family Destiny Character Ideas Thoughts Habits Actions Dreams Vision Words Feelings Belief Systems Ethics & s Values
.Crisis. Pressing problems. Deadline-driven projects, meetings, preparations. Preparation. Prevention. Values clarification. Planning. Relationship building. True re-creation. Empowerment. Interruptions, some phone calls. Some mail, some reports. Some meetings. Many proximate, pressing matters. Many popular activities. Trivia, busywork. Some phone calls. Time wasters. “Escape” activities.Irrelevant mail. Excessive TV III IIIIV UrgentNot Urgent Important Not Important
Work Plan S # ActivitiesResponsibilityTimelineActionOutcome SortingMr.Khalid Mahmood 2 daysPile the mailDone on time Separate area wise Make bundles Label the bundles Work Plan Format EXAMPLE
Groups & Teams Where You Stand
How Groups Are Formed Stage 1 Forming Stage 2 Storming Stage - 3 Norming Stage 4 Performing Stage 5 Adjoining Join group Def purpose Build structure Leadership Characterized by uncertainty Intra - group Conflict Close relationship Cohesiveness Fully functional Wrapping up Activities
Why People Join Group Group Status Self esteem Affiliation Power Goal Achievement Security
Group Binding & Productivity HighLow High Low Strong in productivity Decrease in productivity No significant effect on productivity Moderate in productivity Cohesiveness Alignment of group & Org goals RELATIONSHIP B/W COHESIVENESS & PRODUCTIVITY
Group Team Group consists of peopleTeam also consists of people Interaction is necessary among its members Interaction is a must among the members of a team Members are interdependent.Team members are interdependent too. In group objectives are low/weak.In team objectives are high/strong. Group members are not necessarily determined, dedicated & devoted. Team members are determined, dedicated & devoted. Team Vs. Group The Objectivity Makes The Difference.
Unified Good Commitment Communication Clear Mutual Goal Trust Relevant Appropriate Skills Leadership Negotiating External Skills Support Internal Support Effective Team Qualities of Effective Team
Managing Teams Supervisory Leadership Participative Leadership Team Leadership Direct PeopleInvolve PeopleBuild trust & inspire team work Explain decisionsGet input for decisionsFacilitate & support team decisions Train individualsDevelop individual performance Explain team capabilities Manage one-on-oneCoordinate group effortCreate a team identity Contain conflictResolve conflictMake the most of team differences React to changeImplement changeForesee & influence change
Business Communication Percentage of Time Business People Spend on Various writing 9 % Speaking 30 % Listening 45 % Reading 16 % Receiving 45 % Sending 45 %
Mottos Mottos Don’t Express / Disagree, Got less rights Com Com Can’t speak, always agrees, Indirect Char Char Apologetic, No self trust, Indecisive, Needy NVC NVC Sorry a lot, Be with both parties, Complain, Leaves to others VC VC C&PSol C&PSol FF FF Effects Effects Never wrong, Got right, Follow me You-me valuable, Be effective, Both haverights Close minded, Poor listener, Interrupts, Monopolizing Achieves at others expense, Sarcastic, Bulling Beh Beh Never feel wrong, Put others down. Over power, never appreciate Shake fingers, frown, Critical eye actions, rigid posture, yelling tone You must, don’t ask, Just do it, Abusive Threatens, Attacks, Must win arguments. Anger, Hostility, impatient Waste time, Angry, High price to relationship Nodes/ Smile, Avoid eye contact, Slumped posture, Low tone. You should, I can’t, You can, Low energy Avoids, Silent, Agrees too often Powerlessness, Why not got credit, Seed advice Give up self, Loses self esteem, Promote causes Know limits, Observant, Direct, Honest, Respects Confident, Observes, Self-aware, proactive Knows, Plans, Action oriented, Realistic, Consistent, Fair Natural gestures, Attentive, Direct eye contact,Confidentposture I choose to, My option, What are alternatives Negotiates, Compromise, Optimistic, Confronting Enthusiasm, Well being, Even tempered. Self-Confident, Self- Esteem, Motivated.
Communication, Business & You Your ability to communicate (to receive, evaluate, use and pass on information)openly, honestly and clearly increases your and your organization’s productivity. A manager’s work- day consists of: – never-ending series of meetings – casual conversations (informal conversations) – speaking engagements (presentations, instructions, orientations, etc) – phone calls – reading and writing A Junior Employee’s Sources of Information: – Customerbehavior – Supplierbehavior – Equipment performance Everything is forwarded by operatives to the management. Marketing myopia is when these people do not forward negative information. They like themselves so much that they forget to see their bad aspects.
Communication Link With Productivity Some Important Points to Remember · It’s the people who give productivity. Open communication climate or open culture. In case of organizational communication the drawback is lack of upward communication. · Managers should keep their doors open for anybody who has problem he can easily contact the manager. This is informal communication. · Feedback is necessary. Environment is created to bring the people at lower level near the decision makers. · Commitment to ethical communication is an important part of organizational communication. You should not insult anybody. You should not abuse anybody. · If you want to reward somebody do it in open and if you want to punish somebody do it in private. · Forgiveness also works according to situation. · Flexibility is also necessary. Plans may be al tered but objectives must changed. not be
Cont.. · Cultural differences are there in the organizations organization from different cultural background. · Proficiency is need in communication technology. Your communication be updatedwith time. You have to keep your audience in mind. audience - centered approach. · What do they need and what do they want. You will not like to be stagnant. What is your goal. You have to further groom yourself. · Efficient flow of message is necessary. Your efficiency is related to your resources. Quick transformation of message is requirement of the time. It should be timely and clearly transformed to be effective. because people join the should It is called
Conflict Resolution Conflict Resolution Guidelines 1. Avoidance 2. Confrontation 3. Changing Roles Difference of perception Personal liking and disliking A - POSITIVE CONFLICTB - NEGATIVE CONFLICT (Positive productivity & performance) (Negative productivity & performance)
Six Suggestions for Trust Building 1.COMMUNICATE. Keep informed & accurate feedback. 2.BE SUPPORTIVE. Available & Approachable. 3.BE RESPECTFUL. Delegate authority, listen ideas. 4.BE FAIR. Give credit, generous with your praise. 5.BE PREDICTABLE. Consistent in daily affairs. Make good on your explicit and implied promise. 6.DEMONSTRATE COMPETENCE. Respect & demonstrate technical and professional abilities.
Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood` Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw The Seven Habits Paradigm
PHYSICAL Exercise, Nutrition, Stress Management FOUR DIMENSIONS OF RENEWAL MENTAL Reading, Visualizing, Planning, Writing SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation
THE UPWARD SPIRAL Learn Do Commit Learn Commit Do Do Learn Commit Learn Commit Do
PROACTIVE MODELStimulusResponse Freedom to Choose Self- Awareness Self- Awareness Imagination Imagination Conscience Conscience Independent Will Independent Will
Lose/Win High Low Win/Win Lose/LoseWin/Lose CONSIDERATION LowHigh COURAGE
PARADIGM SHIFTS A BREAK FROM TRADITIONAL WISDOM A BREAK FROM TRADITIONAL WISDOM TOWARD 7 HABITS PRINCIPLES TOWARD 7 HABITS PRINCIPLES H abit 1 H abit 1 We are a product of our environment and upbringing. H abit 2 H abit 2 Society is the source of our values. H abit 3 H abit 3 Reactive to the tyranny of the urgent. Acted upon by the environment. H abit 4 H abit 4 Win-lose. One-sided benefit. H abit 5 H abit 5 Fight, flight, or compromise when faced with conflict. H abit 6 H abit 6 Differences are threats. Independence is the highest value. Unity means sameness. H abit 7 H abit 7 Entropy. Burnout on one track - typically work. We are a product of our choices to our environment and upbringing. Values are self-chosen and provide foundation for decision making. Values flow out of principles. Actions flow from that which is important. Win-win. Mutual benefit. Communication solves problems. Differences are values and are opportunities for synergy. Continuous self-renewal and self- improvement.
BE PROACTIVE I can forgive, forget, and let go of past injustices I’m aware that I’m responsible I’m the creative force of my life I choose my attitude, emotions, and moods
EMOTIONAL BANK ACCOUNT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATI ONS TREAT OTHER KINDLY UNDERSTAN D OTHERS LOYALITY TO THE ABSENT
Duplicity Unkindness Violated expectations Outside stress and pressures Time wasters Interruptions Pressing problems Crises PERSONAL IMMUNE SYSTEM Live the Seven Habits Spend time in Quadrant II Follow correct principles Control own life Maintain high Emotional Bank Account with self and others Maintain reserve capacity Be resilient Empower and serve others Communicate Empathically Synergize with others using a win-win approach
Code Of Ethics Honest and trust worthy in all our relationship. Reliable in carrying out assignments and responsibility. Truthful and accurate in what we say and write. Cooperative and constructive in all work undertaken. Fair and considerate in our our treatment of fellow employees, customer and all other persons. Law abiding in all our activities. Committed to accomplishing all task in a superior way. Economical in utilizing comply resources. Dedicated in services to our and to improvement of the quality of life in the world in which we live.
Back To The Future Some Ideas To Think About: Invest in Developing the Quality of your software Learn to Manage Pressure Develop a Personal Vision for… Focus on your Competencies Perform By Goals and Objectives Master Communication Skills Learn to be a Problem Solver Develop a passion for Continuous Improvement