A SYSTEMATIC APPROACH S Borua

Management consists of Input, Process (objective-oriented) and Output Money Machine Method Input Material Markets Moments (time) Process Output

The Process of management is inter -dependent with various functions No Parameter of Management yields desirable results without successful implementation of other functions / Parameters Planning Leading Organisation Controlling Decision Making

Managing a task needs Team spirit Common understanding and agreement Proper planning & vision / visualisation Purposeful activity Proper distribution of work / delegation Cooperation & collaboration Sense of responsibility amongst members Leadership Clarity of tasks for joint action etc All therefore require a systematic approach (ASA) One promising approach developed by Coverdale Organisation, London

A SYSTEMATIC APPROACH TASK AIMS PURPOSES Why – What for – Who for – Benefit? END At the conclusion of this task RESULTS STANDARDS Measures, indicators of achievement INFORMATION Facts – ideas – skills – resources (known & needs) – options – risks WHAT HAS TO BE DONE Steps, stages, sub-tasks PLAN who does what, how, when, where ACTION Do it REVIEW Assess results against time What more to do , related to the aims Analyze success and difficulty, so as to improve

10 steps in …. A SYSTEMATIC APPROACH

Effect of Common Approach/ Thinking in Doing a Task Systematic No loss of ideas Contribution are not lost Involvement Sense of pulling together

Benefits of Common Understanding of Aims Direction Value in doing things Interest Involvement Sense of pulling together Take initiative Commitment Satisfaction

Useful Questions When Establishing Aims Purpose “Why are we doing this job?” “What is the job for?” “What purpose will it serve?” End Product “What will we end up with?” (visualizing end product) Success Criteria “How will our achievement be measured?” “How will we judge if our results are satisfactory?”

AIMS PURPOSES What is .. Goals, Objectives, Intentions Benefits .. Sets direction Contributions are focussed Unity of Action Value of doing the Task Commitment Interest / Involvement END RESULTS What it is .. What to be achieved at the end of task Benefits .. Visualizing what result will look like Helps to move into action Creates a shared vision

SUCCESS CRITERIA What it is .. Standards Specifications Parameters Conditions Measures Benefits .. Improves Quality Raises Challenge Raises Aspirations Judging or Assessing Performance

Benefits of Identification and Use of Skills Others Skills Allocation work as per expertise Provide opportunities Recognition Use at appropriate situations and time Avoid duplication Own skills Feedback on strengths and areas for improvement Recognition Contribution to task Increase responsibility

When Supportive Development can come through Common understanding of purpose / aims Actionable proposals are made Listening Respect for other ideas Building on others ideas Highlight others contributions

IT IS AS ACTIVE AS SPEAKING LISTENING WHAT IS HE/SHE SAYING? TUNE IN / RECEIVE WHAT DOES IT MEAN? UNDERSTAND HOW DOES IT FIT? RELEVANCE HOW DO I SUPPORT? OWN IDEAS HAT SHALL I SAY IN RESPONSE RESPONSE (DEPENDS ON 1 TO 4) IT IS AS ACTIVE AS SPEAKING ACTIVE LISTENING

Principles of Teamwork Systematic / common method Common understanding of aims Observation Feedback Identification and Use of Skills Listening Supportive Development