1. A SYSTEMATIC APPROACH
S Borua

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

3. 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

4. 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

5. 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

6. 10 steps in …. A SYSTEMATIC APPROACH

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

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

9. 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?”

10. 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

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

12. 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

14. 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

15. 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

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