Professional Documents
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Objectives Briefed
L E A R N I N G OBJECTIVE:
Understanding Planning Process: Understanding Planning Scope of work & Types of Planning. Cascading Planning objectives and goal settings. Identifying your role as a task leader in your job.
L E A R N I N G O U T L I N E (Day two)
. Work Problems: Solving problems and Making Decisions at work Case handing. Prioritizing work assignments and tasks according to St.C Matrix and ABCD system. Resolving GICI case of work prioritization. Watching DVD/ Fish market case to discuss modern concepts of managing work through people to enhance productivity. Assessing work styles, work life balance and discussing the right track document.
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L E A R N I N G O U T L I N E (Third Day)
Project Case & Exercises :
Resolving Moving offices assignment- Case handing. Building the Peacock exercise . Presenting Edward de Bono concept of six thinking hats. Nike study case- Discussion. Grand Store DVD case- Watch & Comment. Assessing procrastination tendencies. Presenting Goal Implementation work sheet document.
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Strategy
The cluster of decisions and actions that managers take to help an organization reach its goals.
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Planning Process
Step One
Formulating Strategy
Step Two
Implementing Strategy
Step Three
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For Example:
Coca-Cola To put a bottle of Coke within arms reach of everyone in the world. Example Qatar Taxi Company To provide a world class taxi company for Qatar Whats Yours?
How Smarter????
Levels of Planning
Division business unit that has its own set of managers and departments and competes in a distinct industry
Divisional managers Managers who control the various divisions of an organization
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Corporate-Level Plan Top managements decisions pertaining to the organizations mission, overall strategy, and structure. Provides a framework for all other planning Corporate-Level Strategy A plan that indicates in which industries and national markets an organization intends to compete.
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Levels of Planning :
Business-Level Plan:
Divisional managers decisions pertaining to divisions long-term goals overall strategy, and structure. Identifies how the business will meet corporate goals.
Business-Level Strategy
A plan that indicates how a division intends to compete against its rivals in an industry Shows how the business will compete in market
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Levels of Planning :
Function Department or unit in which people have the same skills or use the same resources to perform their jobs
Level of Planning :
Functional-Level Plan Functional managers decisions pertaining to the goals that they propose to pursue to help the division attain its business-level goals. Functional Strategy A plan that indicates how a function intends to achieve its goals.
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Who Plans?
Corporate-Level Plans
Plans developed by top management who also are responsible for approving business- and functionallevel plans for consistency with the corporate plan. Top managers should seek input on corporate level issues from all management levels.
Business-Level Plans
Plans developed by divisional managers who also review functional plans.
Both management levels should also seek information from other levels.
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Corporate and business-level goals and strategies require long & intermediate-term plans. Functional plans focus on short-to intermediate-term plans Most organizations have a rolling planning cycle to amend plans constantly.
Case Study
Watch the DVD:
South West Case Study, and allocate the strategic, tactical and operational objectives of this organization?
What do we mean by Cascading Objectives ????
Energizer:
Say the Color, not the words: Stroop Ridely Effect YELLOW GREEN BLUE ORANGE BLACK YELLOW RED
PURPLE
ORANGE GREEN
BLACK
BLUE
Types of Plans
Standing Plans
Use in programmed decision situations Policies are general guides to action. Rules are formal written specific guides to action. Standard operating procedures (SOP) specify an exact series of actions to follow.
Single-Use Plans
Developed for a one-time, non-programmed issue. Programs: integrated plans achieving specific goals. Project: specific action plans to complete programs
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Contingency Planning :
Contingency Planning: Scenario Planning (Contingency Planning)
The generation of multiple forecasts of future conditions followed by an analysis of how to effectively respond to those conditions. Planning seeks predict the future, but the future is unknowable. Scenario planning is a learning tool to improve strategic planning results.
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Documented Sheet :
Your Role as a task Leader in your Job, Take five minutes to reflect and answer, then Discuss.
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Exercise :
BSC Example in Planning :
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Strategic Performance Management is using objectives, measures and targets to ensure that peoples behaviours and actions deliver the strategic goals of the organisation.
Business benefit
Vision
Strategy
Action
85% of executive teams spend less than 1 hour per month discussing strategy
Todays management systems were designed to meet the needs of stable in organisations that were changing incrementally
You cant manage strategy with a system designed for tactics
Source: 2000 Balanced Scorecard Collaboration, Inc and Robert S Kaplan
Constructing a BSC.
Financial
Customers
Process
People
Values
Whats important to us
Vision
What we want to be
Strategy
Our game plan
Solution Teams
What we need to do
Personal Objectives
What I need to do
Strategic Outcomes
Satisfied Delighted Efficient and Effective Motivated & Prepared
Shareholders
Customers
Processes
Workforce
Shareholder
Cost Optimisation
Asset Management
Service Delivery
Relationship Mgmt
Customer Satisfaction Contribute to Ireland Fulfil Industry Role
Customer
Customer Care
Product Delivery
People
People Capability
Employee Enthusiasm
International Support
Process
Operational Excellence
Asset Management
To my shareholders To my customers
To my ability to To my internal innovate and grow management processes Internal Perspective Innovation and Learning
Financial Perspective
Customer Perspective
Phase 1
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Excersice :
Split in to two teams, and try to draft out a SBC basic sheet of your organization with a strategy map to clear the planning of the four perspectives.
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SWOT Analysis
A planning exercise in which managers identify: organizational strengths and weaknesses.
Strengths (e.g., superior marketing skills) Weaknesses (e.g., outdated production facilities)
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Exercise :
Calculate the significance value of either Strength & Weaknesses points versus threats and opportunities to a set of decisions in your organization and Discuss.
Use the SELF MODEL to reflect on the external Analysis.
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25% 60%
Routine Tasks
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25% 60%
Routine Tasks
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43%
49%
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Q1
Q2
Productivity
Important & Urgent
Quality
Important & Not Urgent
Q3 Deception
Q4 Waste Neither
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Matrix
URGENT NOT URGENT
Prevention, PC activities Relationship building Recognizing new opportunities Planning, recreation Trivia, busy work Some mail Some phone calls Time wasters Pleasant activities
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100%
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Start with the Mini case, then go ahead and read the GICI case.
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Delegating
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Why Delegate
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Why Delegate?
Benefits/Advantages
Allows you as a manager to achieve more Allows time for managerial duties Increases your own promotion potential Develops skills of team clients Increases team client involvement Maximizes efficient output Produces faster, more effective decisions Increases flexibility of operations Disadvantages/Why you don't delegate Not sure enough of your position May diminish your authority Fearful of the risk involved Don't want to seem bossy May fear others doing a task better Takes too much time Employees aren't experienced/skilled Feel like you have lost control You do it better
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THINK..
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What is Delegation?
In the broadest sense, delegation involves five things: 1. The training and development of your staff 2. The direction and follow-up of assignments 3. The analysis of performance problems 4. Coaching to overcome problems 5. Periodic formal evaluations of performance
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4.
Others should do, but you can help out in an emergency. Others must do.
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Degrees of Delegation
Investigate and report back. Investigate and recommend action. Investigate and advise on action planned. Investigate and take action; advise you on the action taken. Investigate and take action
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How to Delegate
When should you delegate some of your work? How can you prepare yourself for delegating? What tasks should you delegate? What tasks should you NOT delegate? How do you know whether you are delegating well or not?
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Exercise : Listen to Trainers Instructions and work with the Distributed handouts.
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Team A group whose members work intensely with each other to achieve a specific, common goal or objective. All teams are groups but not all groups are teams.
Two characteristics that distinguish teams from groups are the intensity with which team members work together and the presence of a specific overriding team goal or objective
Exercise:
Split in to two teams, watch the DVD about motivation in organization Grand Store Movie, and list down the motivational concepts the store managers adapted in order to enhance performance.
Each Group has 10 minutes .
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LOGO
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