Process of Improving Human Productivity & Management Skills

1. Process of Improving Human Productivity&Management Skills By Syed Imtiaz Hussain

2. The Process Of Performance & Productivity The Process of Mastering Change Transformation Personal Leadership Direction & Skills Control Team Building Management Continuos Improvement Proactive Choice Creating Values awareness Understanding

3. Performance Loop Dream Motivated Ability Environment Desire Love Interest Mental High Performance Loop (HPL) Extrinsic Happy Intrinsic Extrinsic Physical Satisfied Learning & Continuous Improvement Dependability Quality Values & Belief System Mind Brain Body Performance Productivity Low Performance Loop (LPL) Efficiency/Speed Motivated Ability Environment Effectiveness Speed 1. Faith 2. Attitude 3. Kismat 4. Focus & Discipline 5. Knowledge & Learning 6. Experience & Skills 7. Dua Happy Satisfied

4. PUBLIC LIFE PRIVATE LIFE SECRET LIFE FOUR UNIQUE HUMAN ENDOWMENTS 1. Self-awareness 2. Conscience 3. Imagination 4. Willpower

5. The Process of Performance & Productivity The Checklist of Managing HPL • 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

6. 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

7. Role of Manager Boss Peers Client YOU Subordinates

8. Management LevelsWhat Is Required From You! PhysicalEfforts Technical Expertise & Motor Skills Structured problems Physical/Actual output Top Level Manager Rational Decisions Brian Storming Unstructured probs Scope of Job Span of Control Authority & Responsibility Middle Level Manager First Line Manager Operatives

9. Global Environment Value Addition Continuos Deterioration Pointing Finger Individual Orientation Managing Moral Process Orientation No management moral Performance Productivity Facing not Finger Pointing Global Business Environment` Pakistani Business Environment Value Depletion YOU Confrontation Quick change activity Belief System Slow Certainty Ambiguity & uncertainty No Change Continuos learning School learning only Speed No Responsibility

10. 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 !!

11. Relationship Between Strategy, Objectives, Policies and Rules Strategy Strategy Objectives Objectives Objectives Policies Policies Rules 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.

12. What Are Problems A discrepancy between an existing and a desired state of affairs. Characteristics of a Problem Awareness of Pressure to discrepancy act Problem Insufficient resources to do something

13. Problems Require Your Attention 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

14. Approaches to Decision Making What, Which, How, When, Where, Why ??? RATIONALITY BOUNDED RATIONALITY INTUITION

15. Process control • Chairperson’s hat • Sets agenda. • Suggest next step • Summaries, conclusion & decisions. • No apology, explanation or justification of arguments • No reasoning Rational Way Of Problem Resolution • Neutral • Ignore arguments & proposals • Examine facts, figures, information • Creative thinking • Additional alternatives • Lateral thinking & creative techniques Six Hat Technique • Logically negative • Conscious & critical Judgment • Kill creative ideas • Logically positive • look feasibliliy of ideas implication • Beneficial but logical approach

16. Have you ever been stung by a mosquito? Have you ever been stung by a bee? Have you ever been bitten by an elephant? It’s the little things that get you! PLAN

17. Planning & Organisation PLAN Developing Ideas for IMPROVE Improvement Getting Work Done DO REVIEW Reviewing & Evaluating The Process Improvement Cycle The Deming/Shewhart Improvement Cycle

18. 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 Necessary for Objectives Which Effects the kind of And how to leadership and Achieve them How most effectively people to lead and direct In order to assure of the Plans Success By furnishing standards of control

19. Destiny Character Habits Actions OUTPUT OUTPUT Words Feelings DreamsVision Ideas Thoughts FEEDBACK FEEDBACK SOP of Human MindImportance of Developing Vision, Values & Belief Systems Environment Religion Culture Family Organization Ethics &s Values Mind Brain Belief Systems

20. Urgent Not Urgent I II . Crisis . Pressing problems . Deadline-driven projects, meetings, preparations . Preparation . Prevention . Values clarification . Planning . Relationship building . True re-creation . Empowerment Important III IV . 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 Not Important

21. Work Plan Format EXAMPLE Work Plan S Activities Responsibility Timeline Action Outcome # Sorting Mr. Khalid 2 days Pile the mail Done on time Mahmood Separate area wise Make bundles Label the bundles

22. Groups & Teams Where You Stand

23. How Groups Are Formed Stage 1 Forming Stage 2 Storming Stage - 3 Norming Join group Def purpose Build structure Leadership Characterized by uncertainty Close relationship Cohesiveness Intra - group Conflict Stage 5 Adjoining Stage 4 Performing Wrapping up Activities Fully functional

24. Why People Join Group Status Security Self esteem Affiliation Group Power Goal Achievement

25. Group Binding & Productivity RELATIONSHIP B/W COHESIVENESS & PRODUCTIVITY Cohesiveness High Low High Low Alignment of group & Org goals Moderate in productivity Strong in productivity No significant effect on productivity Decrease in productivity

26. Team Vs. Group Group Team Group consists of people Team also consists of people Interaction is necessary among its Interaction is a must among the members 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 Team members are determined, determined, dedicated & devoted. dedicated & devoted. The Objectivity Makes The Difference.

27. Qualities of Effective Team Good Unified Communication Commitment Mutual Trust Clear Goal Effective Team Appropriate Leadership Relevant Skills External Support Negotiating Internal Skills Support

28. Managing Teams Supervisory Participative Team Leadership Leadership Leadership Direct People Involve People Build trust & inspire team work Explain decisions Get input for decisions Facilitate & support team decisions Train individuals Develop individual Explain team performance capabilities Manage one-on-one Coordinate group effort Create a team identity Contain conflict Resolve conflict Make the most of team differences React to change Implement change Foresee & influence change

29. writing 9 % Listening 45 % Sending Speaking Receiving 45 % 30 % 45 % Reading 16 % Business Communication Percentage of Time Business People Spend on Various

30. Individual Attitudes Passive ASSERTIVE * AGGRESSIVE

31. Mottos Don’t Express / Disagree, Got less rights Never wrong, Got right, Follow me You-me valuable, Be effective, Both haverights Com Can’t speak, always agrees, Indirect Know limits, Observant, Direct, Honest, Respects Close minded, Poor listener, Interrupts, Monopolizing Confident, Observes, Self-aware, proactive Char Apologetic, No self trust, Indecisive, Needy Achieves at others expense, Sarcastic, Bulling Beh Sorry a lot, Be with both parties, Complain, Leaves to others Never feel wrong, Put others down. Over power, never appreciate Knows, Plans, Action oriented, Realistic, Consistent, Fair NVC Nodes/ Smile, Avoid eye contact, Slumped posture, Low tone. Shake fingers, frown, Critical eye actions, rigid posture, yelling tone Natural gestures, Attentive, Direct eye contact,Confidentposture You should, I can’t, You can, Low energy I choose to, My option, What are alternatives VC You must, don’t ask, Just do it, Abusive C&PSol Avoids, Silent, Agrees too often Negotiates, Compromise, Optimistic, Confronting Threatens, Attacks, Must win arguments. FF Powerlessness, Why not got credit, Seed advice Enthusiasm, Well being, Even tempered. Anger, Hostility, impatient Effects Give up self, Loses self esteem, Promote causes Self-Confident, Self-Esteem, Motivated. Waste time, Angry, High price to relationship

32. 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: – Customer behavior – Supplier behavior – 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.

33. · It’s the people who give productivity. Open communication climate or open culture. In case of organizational communication the drawback is lack of Communication Link With Productivity upward communication. · Managers should keep their doors open for anybody who has problem he can easily con tact the manager. This is informal communication. · Feedback is necessary. Environment is created to bring the people at lower level near the decision makers. Some Important Points to Remember · 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 not be changed.

34. Cont.. Cultural differences are there in the organizations because people join the · organization from different cultural background. Proficiency is need in communication technology. Your communication · should be updated with time. You have to keep your audience in mind. It is called centered approach. audience 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. is necessary. Your efficiency is related to your · Efficient flow of message resources. Quick transformation of message is requirement of the time. It should be timely and clearly transformed to be effective. ·

35. Difference of perception • Personal liking and disliking • A - POSITIVE CONFLICT B - NEGATIVE CONFLICT • (Positive productivity & performance) (Negative productivity & performance) Conflict Resolution Conflict Resolution Guidelines 1. Avoidance 2. Confrontation 3. Changing Roles T H E K E Y I S T R U S T

36. 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.

37. The Seven Habits Paradigm Interdependence Seek First to Understand … Then to be Understood` Synergize PUBLIC VICTORY Sharpen the Saw Think Win/Win Independence Put First Things First PRIVATE VICTORY Be Proactive Begin with the End in Mind Dependence

38. FOUR DIMENSIONS OF RENEWAL PHYSICAL Exercise, Nutrition, Stress Management MENTAL Reading, Visualizing, Planning, Writing SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation

39. THE UPWARD SPIRAL Commit Learn Do Commit Do Learn Do Commit Learn Do Commit Learn

40. PROACTIVE MODEL Stimulus Freedom to Choose Response Independent Will Self- Awareness Imagination Conscience

41. High Lose/Win Win/Win CONSIDERATION Lose/Lose Win/Lose Low Low High COURAGE

42. PARADIGM SHIFTS A BREAK FROM TRADITIONAL WISDOM TOWARD 7 HABITS PRINCIPLES Habit 1 We are a product of our environment and upbringing. We are a product of our choices to our environment and upbringing. Habit 2 Values are self-chosen and provide foundation for decision making. Values flow out of principles. Society is the source of our values. Habit 3 Reactive to the tyranny of the urgent. Acted upon by the environment. Actions flow from that which is important. Habit 4 Win-win. Mutual benefit. Win-lose. One-sided benefit. Habit 5 Fight, flight, or compromise when faced with conflict. Communication solves problems. Habit 6 Differences are threats. Independence is the highest value. Unity means sameness. Differences are values and are opportunities for synergy. Habit 7 Entropy. Burnout on one track - typically work. Continuous self-renewal and self-improvement.

43. BE PROACTIVE I can forgive, forget, and let go of past injustices I choose my attitude, emotions, and moods I’m the creative force of my life I’m aware that I’m responsible

44. APOLOGIZE UNDERSTAND OTHERS KEEP PROMISES CLARIFY EXPECTATIONS LOYALITY TO THE ABSENT TREAT OTHER KINDLY EMOTIONAL BANK ACCOUNT

45. PERSONAL IMMUNE SYSTEM Time wasters Live the Seven Habits Duplicity Maintain reserve capacity Spend time in Quadrant II Unkindness Interruptions Be resilient Follow correct principles Empower and serve others Violated expectations Pressing problems Control own life Communicate Empathically Maintain high Emotional Bank Account with self and others Synergize with others using a win-win approach Crises Outside stress and pressures

46. 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.

47. Back To The Future Some Ideas To Think About: • Invest inDeveloping 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

48. THANKS