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„Business Plan Wettbewerb” Mongolei 2007 – Workshop II

„Business Plan Wettbewerb” Mongolei 2007 – Workshop II. A. EINFÜHRUNG. EINFÜHRUNG. Ziele des Trainings. Optimierung der Businesspläne Stärken der eignene Positiion in Strategic planung , Change management , Kommunikation und Verhandlung Kennenlernen der Bankbedingungen und Banken

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„Business Plan Wettbewerb” Mongolei 2007 – Workshop II

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  1. „Business Plan Wettbewerb” Mongolei 2007 – Workshop II

  2. A. EINFÜHRUNG

  3. EINFÜHRUNG Ziele des Trainings • OptimierungderBusinesspläne • StärkendereignenePositiion in Strategic planung, Change management, • Kommunikation und Verhandlung • KennenlernenderBankbedingungen und Banken • PlanungderUnterstützungbeiderUmsetzung

  4. EINFÜHRUNG Regeln für den Workshop • Die nachfolgendenRegelnsindwichtig um den Workshop möglichsteffizient und effektivzugestalten: • SchaltenSieihrMobiltelefonaus (zumindest auf “lautlos”) • KommenSiepünktlich (nichtnachmongolischenMaßstäben!) • BriungenSieIhrern Business Plan jeden Tag mit • BenutzenSiefürdasGesprächmit den Banken den • Fragenleitfande • NehmenSieaktiv am Workshop teil • Fragen, Fragen, Fragen…

  5. EINFÜHRUNG Sich besser kennen lernen • Aufgabe: • ÜberlegenSiesichfürsicheselbst in 5 Minuten (bittenicht rein geographisch • zuverstehen: • Wokommeich her? • Wo bin ich? • Wo will ichhin? • StellenSiesichderGruppeimallgemeinen • Name, Region • Business idea • und mit den dreio.g. Fragenkurzvor … wer bin ichwirklich?

  6. DER WETTBEWERB 2007 Ablauf

  7. B. STRATEGISCHE PLANUNG

  8. STRATEGIC PLANNING Vision and Mission MINISTRY Mission“Reason for being” Public Vision “Image of the future we seek to create” Staff Try to define your own personal vision and mission using this model

  9. STRATEGIC PLANNING Basic approach to strategic planning Mission/Vision • 1. Who are we? - Mission • 2. Where are we now? - Needs assessment • 3. Where do we wish to go? - Vision • - Goals, objectives • - Strategies, tactics • 4. How will we get there? - Organizational model • - Plan, including • -- financial plan • -- implementation plan -- time planning Objectives (targets) Situation analysis Formulation Implementation Control

  10. Mission“Reason for being” Vision “Image of the future we seek to create” Future Purpose Positive Specific Inspiring Short STRATEGIC PLANNING Creating a missionandvision • When defining your vision ask yourself “What is our preferred future?" and be sure to: • describe what you want to see in the future • be specific to each organization • be positive and inspiring • do not assume that the system will have the same framework as it does today • Define your mission statement which is the statement of purpose and function: • Your mission statement must focus on one common purpose • Your mission statement must be future oriented and portray your organization as it will be, as • if it already exists like this • Your mission statement must be specific to your organization and a short statement, not more than a few sentences Strategy Goals Targets

  11. Tool STRATEGIC PLANNING Vision and Mission • Task: • Develop a mission statement for your Ministry • Present your Ministry’s mission to the whole group Make sure to copy your final mission statement to your leadership poster

  12. STRATEGIC PLANNING Stakeholder matrix Keep satisfied Manage closely StakeholderC Low Power High StakeholderA StakeholderB Monitor (minimum effort) Keep informed StakeholderE StakeholderF StakeholderD Low Interest High

  13. STRATEGIC PLANNING What to include in the planning process: Formulation • Strategy is about the big decisions that an organization makes. • Strategy covers major decisions about: • What • How • When • Where • Build on Strengths • Resolve Weaknesses • Exploit Opportunities • Avoid Threats • Think in longer-terms Having established its basic strategy, an organization will need to operate on a day to day tactical basis to meet these aims. In the short term it will need to alter its working practices and policies.

  14. STRATEGIC PLANNING The improvement cycle (Deming cycle): PDCA Plan (What do you want to achieve, how?) Act (Make improvements) Do (Implement) Check (Are you achieving what you wanted to achieve?)

  15. C. CHANGE MANAGEMENT

  16. CHANGE MANAGEMENT Definitions Project management is the discipline of defining and achieving targets and optimizing the use of resources over the course of a project (a set of activities of finite duration). while … Change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology.

  17. + Change requirement Reengineering Strategic redesign Strategic Organizational Development COMPANY Continuous improvement processes Total Quality Management Learning organization - + Willingness to change something CHANGE MANAGEMENT Definitions – Change is not always change

  18. no common communication basis Lack of confidence in the leader no value system Feelings of uncertainty are not acceptable anymore no consciousness of problem Temporal component not considered CHANGE MANAGEMENT Problems in change processes

  19. CHANGE MANAGEMENT RESULT Change management steps Evaluate Implement and monitor the changes (Unfreeze, change, re-freeze ) Plan for implementation of changes Modify Receive change requests Definition of change management process Analysis

  20. Self 1. Self-level change management tools 2. Team-level change management tools 3. System-level change management tools System Team CHANGE MANAGEMENT

  21. Self CHANGE MANAGEMENT Self-level: Creativity and personal growth: Walt Disney Method • The model is based on the idea that we can separate any planning process into three stages: • DREAMER • The dreamer is the part in any person or the person in any planning team that is • able to creatively develop new ideas, no matter whether they are realistic or not. • Without the dreamer, there would be no innovation. • REALIST • The realist is the actual planner, or the technocrat. He knows all • procedures and is able to make a detailed plan out of a dream. • CRITIC • The critic looks for what could go wrong with the plan and cares about risks. He provides input for new dreams.

  22. Self CHANGE MANAGEMENT Self-level: Creativity and personal growth: Headstand Method The headstand method is based on the idea that many factors influence your thinking and make it almost impossible to free your mind. The headstand method abstracts the problem and frees the mind. It can especially be combined with brainstorming and mind mapping and can easily be used in groups. • How to use the method: • Define your problem • Turn the problem around to make it the opposite of the real problem • Try to find ideas to solve the newly defined problem and collect these without commenting • Turn all the solutions around as you did with your problem definition

  23. Self CHANGE MANAGEMENT Self-level: Creativity and personal growth: Case Study We defined some problems to overcome on the way to your targets. Let us try to find solutions for these change processes. • Task: • Build groups of three of four • Agree on one problem defined • Select one of the method of creativity • Try to use it in the group • Present your results including problem definition, selected methods, reason for selecting the method and results.

  24. Act Believe Conclude Assume Color Filter Observe A B Team C A C F O CHANGE MANAGEMENT Team-level: Maps and team learning - Mental Maps Try this method with something you see… and understand how people act and why

  25. Team CHANGE MANAGEMENT Team-level: Team learning - Positive Feedback Giving and receiving feedback is quite complicated. We may need to criticize others, but its often difficult to find the right words. Find a balance between the critic and the needs of the person being criticized to hear the feedback without losing face.

  26. System CHANGE MANAGEMENT System-level: Tools - Stakeholder expectation matrix

  27. D. BANKEN UND IHRE BEDINGUNGEN

  28. BANKEN UND IHRE BEDINGUNGEN Fragen • Aufgabe: • Bilden Sie kleine Gruppen • Definieren Sie 5 Fragen, die Sie allen Banken stellen wollen • Stellen Sie die Fragen vor • Diskutieren Sie die besten 5 Fragen an alle Banken • … dieses wird unser Leitfaden für den Vergleich • … was heißen die Antworten für Ihren Businessplan

  29. E. VERHANDLUNGSFÜHRUNG

  30. VERHANDLUNGSFÜHRUNG Communication for Businessmens As a leader you need to communicate with your followers in a way that ensures that your followers do understand what you want them to understand. Good communication skills will make your work as a leader much easier and much more successful. … what do you say?

  31. VERHANDLUNGSFÜHRUNG Communication for leaders • Some theories say70% of all our communication efforts are: • misunderstood • misinterpreted • rejected • disliked • distorted, or • not heard (in the same language, same culture)! Why?

  32. Level of content Level of content How do I have to understand the facts of what is said? How do I have to understand the facts of what is said? What should I do, feel or think because of what he/she says? What should I do, feel or think because of what he/she says? Levelofself-reve-lation Levelofself-reve-lation Level of appeal Level of appeal Sender Sender Receiver Receiver What kind of person is he/she? What is his/her mood? What kind of person is he/she? What is his/her mood? How does he/she talk to me? Whom does he/she believes to talk to? How does he/she talk to me? Whom does he/she believes to talk to? Level of relationship Level of relationship VERHANDLUNGSFÜHRUNG Communication model Message Feedback

  33. VERHANDLUNGSFÜHRUNG The communication “Iceberg” What? Contents Level Level of Emotions Aims Attitudes Perceptions Motivations Experiences Self revelation Relationship Why? Appeal Did you ever experience the same?

  34. VERHANDLUNGSFÜHRUNG Deficiencies in verbal communication • Most frequent mistakes • made by speakers: • Not organizing his/her thoughts before speaking • Does not express himself/herself clearly • Tries to put too much into a statement - confuses the listeners • Overestimates absorption capacity of the listener • Misses points made in the other's statement - does not respond to what has been said • Most frequent mistakes • made by listeners: • Does not give full attention • Already thinks of and tries out his contribution instead of listening attentively • Rather tends to note details, to "get stuck on them" instead of recognizing the whole meaning of the message • Spins out the thought of the speaker, repeats more than what was said

  35. VERHANDLUNGSFÜHRUNG Asking questions • Use initial phrases such as: • That is interesting… why…? • Do we agree on this …? • Could you explain that please? • Right…why …? • Did you get what I meant? Asking and answering questions are important to communication. Questions stimulate thought and encourage or force participation. Questions may uncover misunderstandings.

  36. VERHANDLUNGSFÜHRUNG Paraphrasing • Use initial phrases such as: • In other words… • I gather that… • If I understand what you are saying… • What I hear you saying is… • Pardon my interruption, but let me see if I understand you correctly… Paraphrasing is simply restating what another person has said in your own words. The best way to paraphrase is to listen carefully to what the other person is saying. To paraphrase often will support you to develop the habit of doing it regularly.

  37. VERHANDLUNGSFÜHRUNG Summarizing • Try out these summarizing phrases: • “If I understand you correctly, your main concerns are…” • “These seem to be the key ideas you have expressed…” Summarizing pulls important ideas, facts or data together to establish a basis for further discussion and/or review progress. The person summarizing must listen carefully in order to organize the information systematically. It is useful for emphasizing key points.

  38. VERHANDLUNGSFÜHRUNG LISTEN Rules for attentive listening LLook Interested I Inquire with questions S Stay on target T Test your understanding E Evaluate the message N Neutralize feelings • Active listening is about focusing on the person who is speaking: • • ask good /related questions • • listen non-judgmentally • • paraphrase and summarize • • empathize and show signs of respect • Make sure you UNDERSTAND first before making yourself UNDERSTOOD

  39. VERHANDLUNGSFÜHRUNG Definition of negotiation • Negotiation techniques - What is in it for you as a leader? • The right use of modern negotiation techniques will: • ensure your success • guarantee sustainability • create win-win situation in which no one looses • make it easier to convince people • give you self confidence • … will make you a leader others follow!

  40. VERHANDLUNGSFÜHRUNG Definition of negotiation • What negotiation is and what it is not! • Task: • Build groups of four participants • Collect on flash cards short answers to the question what negotiations are and what they are not • by answering the following: • What are the elements that make a negotiation successful? • What might prevent you from negotiating successfully? • Pin your collection on the pin board and be prepared to discuss it.

  41. WIN WIN VERHANDLUNGSFÜHRUNG Win-win situations win win

  42. VERHANDLUNGSFÜHRUNG The negotiation process A negotiation process can be divided into six steps in three phases: PHASE 1 Before the Negotiation PHASE 2 The Negotiation PHASE 3 After the Negotiation Step 1: Preparing and Planning Step 2: Setting the Tone Step 6: Reviewing the Negotiation Step 3: Exploring Underlying Needs Step 4: Selecting, Crafting an Agreement Step 5: Reviewing the Agreement

  43. VERHANDLUNGSFÜHRUNG Get to know your conversation partner

  44. VERHANDLUNGSFÜHRUNG Basic rules of successful negotiation Negotiation techniques The following general principles must be remembered and applied to negotiations: • Present and maintain a professional attitude • Control stress and tension • Avoid egos • Take time to gather all facts and requirements beforehand • Meet in a proper location (especially with people who have the authority to make decisions) • Know all Dos and Don’ts of negotiations

  45. VERHANDLUNGSFÜHRUNG Strategies for successful negotiation • Here are some negotiation skills, techniques and strategies to help you handle these situations more effectively: • Know yourself • Do your homework • Practice double and triple think • Build trust • Develop external listening • Move beyond positions • Own your power • Know your BATNA • Know what a Win Is • Enjoy the process

  46. VERHANDLUNGSFÜHRUNG And the most important rule: Stop the negotiations as soon as you have the deal! Any further word can only have negative impact.

  47. F. ACTIONSPLAN / MASTERPLAN

  48. MASTERPLAN 8 steps to elaborate a master plan Integrating the results Recognizing hurdles as opportunities & risks Defining milestones Planning perceivable results Clarifying planning determinants Setting up the planning structure Clarifying tasks and targets Defining the time scale

  49. VERHANDLUNGSFÜHRUNG Step 1: Defining the time scale of planning • What time scale should be planned for? • Which advantages and disadvantages favor a longer or shorter planning period? • Consider also the opportunities and risks which might occur as a result of a longer or shorter planning period!

  50. VERHANDLUNGSFÜHRUNG Step 2: Clarifying tasks and targets Target What is to be achieved? Task What is to be done in order to achieve the target? Measuring the successHow can the achievement of the target be identified? (How can we measure the success)?

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