successful management for business achievement

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Dr.Ibrahim Alhariri24-28 August 2015 london

SUCCESSFUL MANAGEMENT FOR BUSINESS ACHIEVEMENT

Dr.Ibrahim Alhariri

123End45DoneDonewww.Projacs.com

Introducing the Trainer

Dr.Eng.IBRAHIM ALHARIRI 396 YORK WAY - N7 9LW LONDON.UK Mob: +447890380000Email: [email protected] Skype :ITHARIRIDr.Ibrahim Alhaririwww.Projacs.com

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Name?

Position?

Experience?

Expectations?

Introducing Each Other

Dr.Ibrahim Alhaririwww.Projacs.com

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Our Schedule 5 DayTraining Program:

08:30 Starting Time10:00-10:20 Coffee Break12:30 -12:00 Coffee Break14:00 Closing Time


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Rules of The WorkshopAttendance is a must.Participation is required.Freedom of speech & expression.Mobiles should be kept silent during training.No smoking in the conference room.Tea/coffee is allowed during training activities.Distribution of Certificate of Attendance.Lets enjoy our program together and Learn by Fun!


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General Information

. . . . . . . . .Dr.Ibrahim Alhaririwww.Projacs.com

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Expectations To Learn the Managerial Work Process and Skills

To become a more Productive Manager.

To develop Effective Communication Skills and appreciation of the inter-functional coordination necessary for quality service as a Team Leader.

To learn different Management Styles and how to deal with it.

Management Process

Management Grid Styles

To Learn Different Leadership Styles

Followers Types

Leadership Dimensions

To become a more effective Leader , Manager and Supervisor in the 21st Century


AgendaDay OneManagement Process

1- Planning

2- Organizing

3- Staffing & Leading

4-Directing

5- Controlling

6- Nature of Managerial Work

7- Managerial Grid Styles

8- Strategic ManagementDay TwoThe Nature Of Leadership

1- The Nature of Managerial Work

2- The Nature of Supervision

3- Effective Leadership

4- Change Management

5- Productive Performance Appraisal

6- Delegation and Empowerment

7- Supervision Tasks

8- Conflict Management


AgendaDay ThreeOrganizational Behavior

1- Multi Culture

2- Diversity

3- Effective Communication

4- Managing Teams

5- Management in Decision Groups

Day Four Leadership and Management Styles

1- Developing Leadership Skills

2- Competent and Creative Managers

3- Management Innovative Dimensions

4- Followers Types

5- Situational Leadership Theory

6- Management in the 21st CenturyDr.Ibrahim Alhaririwww.Projacs.com

AgendaDay FiveManagerial Grid Styles

1- Creativity

2- Innovation

3- Critical Thinking

4- Emotional Intelligence

5- The Habits of Highly Effective Leaders and Managers


FUNCTIONS OFMANAGEMENT


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PLANNINGDr.Ibrahim Alhaririwww.Projacs.com

PlanningDeciding in advance :What to doHow to doWhen to doWho is going to do it Bridges a gap between where we are today and where we want to reach.Sets the goal of an organization.


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PLANNINGIt is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties


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ORGANISINGDr.Ibrahim Alhaririwww.Projacs.com

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OrganizingIt is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnels. To organize a business involves determining & providing human and non-human resources to the organizational structure.


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Establishing the framework of working:How many units or sub-units or departments are needed.How many posts or designations are needed in each department.How to distribute authority and responsibility among employeesOnce these decisions are taken, organizational structure gets set up.


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Organizing as a process involves:Identification of activities. Classification of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships.


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STAFFING& LEADINGDr.Ibrahim Alhaririwww.Projacs.com

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StaffingRecruiting, selecting, appointing the employees, assigning duties, maintaining cordial relationship and taking care of grievances of employees.Training and Development of employees, deciding their remuneration, promotion and increments.Evaluting their performance.Dr.Ibrahim Alhaririwww.Projacs.com

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It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes.


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Staffing involves:Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). Recruitment, selection & placement. Training & development. Remuneration. Performance appraisal. Promotions & transfer. Dr.Ibrahim Alhaririwww.Projacs.com

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DIRECTINGDr.Ibrahim Alhaririwww.Projacs.com

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DirectingGiving direction or instruction to employees to get the job done.Leadership qualities are required.Motivating employees by providing monatory and non-monetory incentives.Comunicating with them at regular intervals.Dr.Ibrahim Alhaririwww.Projacs.com

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It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Dr.Ibrahim Alhaririwww.Projacs.com

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Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers.Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose.Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction.Communications- is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understandingDr.Ibrahim Alhaririwww.Projacs.com

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CONTROLLINGDr.Ibrahim Alhaririwww.Projacs.com

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ControllingMatching actual performance with the planed goal.

If problem, tries to find out the reasons of deviation.

Suggesting corrective measures come on the path of planDr.Ibrahim Alhaririwww.Projacs.com

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CONTROLLING:It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur. According to Theo Haimann, Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation. Dr.Ibrahim Alhaririwww.Projacs.com

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Therefore controlling has following steps:Establishment of standard performance. Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. Corrective action.


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Principles of Leadership and Managementwww.Projacs.comDr.Ibrahim Alhariri

Definition of Leadership The ability to obtain followers through Influence.

Proverbs: He who thinks he leads and has no one following him is only taking a walk.www.Projacs.comDr.Ibrahim Alhariri

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Introduction to Strategic ManagementDr.Ibrahim Alhaririwww.Projacs.com

Strategic ManagementStrategic management is the study of why some firms outperform others.How to create a competitive advantage in the market place that is unique, valuable, and difficult to copyTotal organization perspective, integrating across functional areas.Two perspectives of leadership: romantic view and external control perspective.Strategies put together an understanding of the external environment with an understanding of internal strengths and weaknesses.


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Definition of Strategic ManagementStrategic management consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages (Dess, Lumpkin, & Eisner, Strategic Management: Creating Competitive Advantage, 3rd Ed., p. 9).


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Definition of Strategic ManagementAnalysis Strategic goals (vision, mission, strategic objectives)Internal and external environment of the firmDecisionsWhat industries should we compete in?How should we compete in those industries?ActionsAllocate necessary resourcesDesign the organization to bring intended strategies to reality


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Attributes of Strategic ManagementDirects the organization toward overall goals and objectives.Includes multiple stakeholders in decision making.Needs to incorporate short-term and long-term perspectives.Recognizes trade-offs between efficiency and effectiveness.

www.Projacs.comDr.Ibrahim Alhariri

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Mintzbergs Views of StrategyPlan - consciously intended course of actionPloy - maneuver to outwit opponentPattern - consistency in behaviorPosition - location in environmentPerspective - way of perceiving the world


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Forms of StrategyFormal versus informal - associated with size of firm and stage of development. Mintzbergs distinction between entrepreneurial and planning mode.Intended versus realized - intended strategies are the plans managers develop; realized strategies are the actions that actually take place over time.


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Forms of Strategywww.Projacs.com

Dr.Ibrahim Alhariri

Strategic Management ProcessAnalysisHierarchy of goalsAnalysis of external and internal environmentsFormulationWhat business(es) should we be in?For each, what is the basis for competitive advantage (low cost, differentiation, focus)?ImplementationFunctional tacticsCulture and organization structurewww.Projacs.comDr.Ibrahim Alhariri

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Coherence in Strategic DirectionCompany visionMassively inspiringOverarchingLong-termDriven by and evokes passionFundamental statement of the organizationsValuesAspirationGoals

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Hierarchy of Goals

Company visionDr.Ibrahim Alhariri

Coherence in Strategic DirectionMission statementsPurpose of the companyBasis of competition and competitive advantagesMore specific than visionFocused on the means by which the firm will competewww.Projacs.com

Hierarchy of Goals

Company visionMission statementsDr.Ibrahim Alhariri

Coherence in Strategic DirectionStrategic objectivesOperationalize the mission statementMeasurable, specific, appropriate, realistic, timely, challenging, resolve conflicts that arise, and yardstick for rewards and incentiveswww.Projacs.com

Hierarchy of Goals

Company visionMission statementsStrategic objectivesDr.Ibrahim Alhariri

Levels of Strategywww.Projacs.comCorporate-levelFunctional-levelBusiness-levelOrganization Chart TitleDr.Ibrahim Alhariri

Does Strategic Planning Pay Off?Original research showed mixed results. Planning might not pay off for firms in static or turbulent environments or for small firms.Miller and Cardinals (1994) meta-analysis found that strategic planning affects firm growth and profitability. In particular, they found that:Planning performance link true for formal and informal planning.Planning performance link even stronger in turbulent environments.Firm size unrelated to effectiveness of planning.www.Projacs.comDr.Ibrahim Alhariri

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Strategic Management


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Strategic Management DefinedThe set of managerial decisions and actions that determines the long-run performance of a corporation. It includes:environmental scanning (internal & external)strategy formulationstrategy implementationevaluation and controlIt focuses on integrating management, marketing, finance/accounting, production/operations, research and development, and computer information systems to achieve organizational success.www.Projacs.comDr.Ibrahim Alhariri

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Benefits of Strategic ManagementClearer sense of strategic visionSharper focus on what is strategically importantImproved understanding of rapidly changing environmentwww.Projacs.comDr.Ibrahim Alhariri

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Three Key Strategic QuestionsWhere is the organization now?If no changes are made, where will the organization be in one, two, five or ten years? Are the answers acceptable?If the answers are not acceptable, what specific actions should management undertake? What are the risks and payoffs involved?www.Projacs.comDr.Ibrahim Alhariri

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Strategic Management Model

Strategy FormulationStrategy ImplementationEvaluation and ControlMission

Objectives

Strategies

PoliciesFeedback/Learning

Environmental ScanningSocietal Environment General ForcesTask Environment Industry AnalysisStructure Chain of CommandResources Assets, Skills Competencies, KnowledgeCulture Beliefs, Expectations, Values

Reason for existenceWhat results to accomplish by whenPlan to achieve the mission & objectivesBroad guidelines for decision making

ProgramsActivities needed to accomplish a plan

BudgetsCost of the programs

ProceduresSequence of steps needed to do the jobProcess to monitor performanceand take corrective action

Performance

ExternalInternalwww.Projacs.comDr.Ibrahim Alhariri

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Environmental ScanningMonitoring, evaluating and disseminating information from the environment to key people within the corporation.

Scan via SWOT analysis:Look for opportunities/threats in the external environment

Look for strengths/weaknesses in the internal environmentwww.Projacs.comDr.Ibrahim Alhariri

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Strategy FormulationThe process of developing long-range plans to deal effectively with environmental opportunities and threats in light of corporate strengths and weaknesses.

Composed of: Mission Objectives Strategies Policieswww.Projacs.comDr.Ibrahim Alhariri

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MissionThe purpose or reason for the corporations existence. It tells who the company is, what they do as well as what theyd like to become. www.Projacs.comDr.Ibrahim Alhariri

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ObjectivesThe end results of planned activity. They state WHAT is to be accomplished by WHEN. They should be quantified, if possible.

Should be specific, measurable and obtainable.www.Projacs.comDr.Ibrahim Alhariri

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StrategiesA strategy is a comprehensive master plan stating HOW the corporation will achieve its mission and objectives. There are three types:Corporate - a corporations overall direction and the management of its businesses.Business - emphasizes improving the competitive position of a corporations products or services in a specific industry or market segment. Functional - concerned with developing a distinctive competence to provide a company or business unit with a competitive advantage.


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Hierarchy of Strategywww.Projacs.com

Functional StrategyBusiness (Division Level) StrategyCorporate StrategyManufacturingFinanceMarketingResearch and DevelopmentHuman ResourcesStrategic Business UnitStrategic Business UnitStrategic Business UnitCorporate HeadquartersDr.Ibrahim Alhariri

PoliciesBroad guidelines for making decisions.

E.g. - 3Ms policy requiring researchers to spend 15% of their time working on something other than their primary project.www.Projacs.comDr.Ibrahim Alhariri

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Strategy ImplementationThe process of putting strategies and policies into action through the development of:

Programs - statements of activities or steps needed to accomplish a single-use plan.

Budgets - statements of a corporations programs in dollar terms.

Procedures - systems of sequential steps or techniques that describe in detail how to perform particular tasks or jobs.


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Evaluation and Control

The process of monitoring corporate activities and performance results so that actual performance can be compared with desired performance.www.Projacs.comDr.Ibrahim Alhariri

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Strategic Decision-Making Process

Review and Revise as Necessary: Mission ObjectivesGenerate and Evaluate Strategic Alterna- tivesSelect and Recommend Best AlternativeImplement Strategies: Programs Budgets ProceduresEvaluate and ControlStrategyImplementationStep 75(b)6(a)6(b)78

Analyze External Factors: Opportun- ities Threats Scan and Assess Internal Environment: Structure Culture ResourcesAnalyze Internal Factors: Strengths Weak- nessesSelect Strategic Factors (SWOT) in Light of Current SituationScan and Assess External Environment: Societal TaskEvaluate Current Performance ResultsExamine and Evaluate the Current: Mission Objectives Strategies PoliciesReview Corporate Governance: Board of Directors Top Man- agement Strategy Formulation: Steps 1 63(a)1(a)1(b)25(a)4(a)3(b)4(b)

EvaluationandControl:Step 8www.Projacs.comDr.Ibrahim Alhariri

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Leadership Theories.


Session objectivesWhat is leadership?Identify the traits and skills of an effective leaderKey leadership theoriesExamine the role, duties and responsibilities of a Team Leader in the workplaceUnderstand the limits of authority in a Team Leader roleDevelop a plan to develop your own leadership potential


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Understanding LeadershipWhat is leadership? Why is leadership important why do we need leaders?Leaders born or bred?


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Understanding Leadership "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Prof. Warren Bennis


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Exercise - 1www.Projacs.comDr.Ibrahim Alhariri

Exercise In pairs Discuss examples you have come across of strong and weak leadership

You can use examples from employment, academic studies or participation in sports clubs and societies (keep anonymous)


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Leadership TheoryEarly Theories: Great Man Theories Leaders are exceptional people, born with innate qualities, destined to lead Term 'man' was intentional - concept was primarily male, military and WesternTrait Theories Research on traits or qualities associated with leadership are numerous Traits are hard to measure. For example, how do we measure honesty or integrity?


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Exercise - 2Dr.Ibrahim Alhaririwww.Projacs.com

Leadership TraitsGroup Exercise:Choose leaders YOU admireWhat personality traits and skills do they have?


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Traits Adaptable to situations Alert to social environment Ambitious and achievement orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility

Skills Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled Stogdill, 1974

Leaders will also use: Integrity, Honesty, Compassion, Humility Leadership Traits and Skills


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Leadership TheoryFunctional Theories (John Adair, Action Centred Leadership, 1970) Leader is concerned with the interaction of 3 areas:Task goal setting, methods and processTeam effective interaction/communication, clarify roles, team moraleIndividual attention to behaviour, feelings, coaching, CPDwww.Projacs.com

Dr.Ibrahim Alhariri

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Leadership TheoryBehaviourist Theories (Blake and Mouton, Managerial grid, 1964)

Leaders behaviour and actions, rather than their traits and skills e.g. production orientated or people orientated Different leadership behaviours categorised as leadership styles e.g. autocratic, persuasive, consultative, democraticDoesnt provide guide to effective leadership in different situationswww.Projacs.comDr.Ibrahim Alhariri

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Leadership TheorySituational/contingency Leadership (Hersey-Blanchard, 1970/80)Leadership style changes according to the 'situation and in response to the individuals being managed their competency and motivationwww.Projacs.comDr.Ibrahim Alhariri

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CompetencyLow competenceSome competenceHigh competenceHigh competence MotivationLow commitment/Unable and unwilling or insecureVariable commitment/Unable but willing or motivated Variable commitment/ Able but unwilling or insecureHigh commitment/Able and willing or motivatedLeadership styleDIRECTIVE(Telling)COACHING(Selling)SUPPORTIVE(Participating)DELEGATORY(Observing)

Leadership Theorywww.Projacs.comDr.Ibrahim Alhariri

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New Leadership Theory

Transformational Theory (Bass and Avolio, 1994)

Leaders inspire individuals, develop trust, and encourage creativity and personal growth

Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own self-interests and an exchange of rewards or recognition for effort or loyalty.


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Leadership Philosophies

Ethical LeadershipCSR, sustainability, equality, humanitarianismFour Ps - Purpose, People, Planet, Probity


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Group Exercise Examine and discuss the Team Leader Job descriptions

What are the key responsibilities of the team leader role?


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Key Team Leader ResponsibilitiesGuide/coordinate team members encourage teamwork and motivate individuals

Provide structure for team set mission and purpose, clarify roles and responsibilities, allocate tasks and set objectives

Clarify working methods, practises and protocol

Focus on performance anticipate challenges, monitor performance, delegate and provide CPD support


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Accountability, Responsibility, and AuthorityResponsibility Vs Accountability?

What does having authority mean?


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Accountability, Responsibility, and AuthorityAccountability the state of being accountable, liable, or answerable

Responsibility (for objects, tasks or people) can be delegated but accountability can not buck stops with you!

A good leader accepts ultimate responsibility: will give credit to others when delegated responsibilities succeedwill accept blame when delegated responsibilities fail

Accountability can not operate fairly without the leader being given full authority for the responsibilities concerned

Authority is the power to influence or command thought, opinion or behaviour

Cross-functional team less authority - more difficult to managewww.Projacs.comDr.Ibrahim Alhariri

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Group ExerciseWhen have you experienced an issue as a leader that you did not have the authority to resolve?

How did you know you did not have the authority?Who did you refer to for help?

Use examples from your own current experience work, volunteer, club /societywww.Projacs.comDr.Ibrahim Alhariri

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Team Leader AuthorityTeam Leader authority will vary from role to role dependent on the scope of duties and organisational structureA Team Leader may refer to line management or other


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Team Leader AuthorityAuthorities for the following: HR (staff recruitment and training, performance and discipline, racism or bullying)Policy and procedures (Health and Safety, changes to working practises)Budget & resources (allocation and management)Organisational objectives (strategy, targets)Managing change (department restructure, office move)Line management (support and advice, own CPD)


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How to improve your leadership skillsReflect and identify the skills YOU need to lead effectively and create your action plan to develop them

Ask for feedback from work colleagues, line managers, tutors, your followers

Practise! Take on responsibility (work, volunteering, clubs & Societies) and reflect on your performanceSIFE - www.youtube.com/watch?v=KB2fOF_gYBg

Find a mentor learn from positive leadership role-models

Attend further leadership and management training

Use the resources on Exeter Leaders Award ELE pageswww.Projacs.comDr.Ibrahim Alhariri

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Individual Exercise - 5www.Projacs.comDr.Ibrahim Alhariri

Review your performance as a Leader Assess yourself as a Leader Conduct a SWOT analysis - Strengths, Weaknesses, Opportunities, Threats(Use the Results of Leadership Questionnaire you have been completed prior to attending the session)

Develop an Action Plan to improve as a leaderlist 2 actions you will undertake to address Weaknesses or capitalise on Opportunities identifiedApply SMART targets to your actions Specific,Measurable, Achievable, Realistic, Time-boundwww.Projacs.comDr.Ibrahim Alhariri

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Leadership vs. Managementwww.Projacs.comDr.Ibrahim Alhariri

Leadership vs. ManagementLeaders and managers are completely different and mutually exclusiveManagers are concerned with doing things right (efficiency)Leaders and concerned with doing the right things (effectiveness)www.Projacs.comDr.Ibrahim Alhariri

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Leadership vs. ManagementLeaders and managers are different roles but dont have to be different types of peopleMintzbergs 10 leadership rolesKotter differentiating between managers and leaders in terms of core processes and intended outcomesRost view of management as a authority relationship and leadership as a multidirectional influence relationshipwww.Projacs.comDr.Ibrahim Alhariri

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Leadership vs. ManagementManager CharacteristicsAdministersA copyMaintainsFocuses on systems and structuresRelies on controlShort range viewAsks how and whenEye on bottom lineImitatesAccepts the status quoClassic good soldiersDoes things right

Leader CharacteristicsInnovatesAn originalDevelopsFocuses on peopleInspires trustLong range perspectiveAsks what and whyEye on horizonOriginatesChallenges the status quoOwn personDoes the right thing


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Direct vs. Indirect LeadershipDirect leadershipLeaders direct influence on immediate subordinates.Leaders direct influence on lower-level employees, peers, bosses, or outsidersIndirect leadershipCascading effect of leadership influenceInfluence over formal programs, management systems, and structural formsInfluence over organizational culturewww.Projacs.comDr.Ibrahim Alhariri

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Difference between a Leader and ManagerLeader- Provide vision and motivates people;- Goal-orientedManager- Make sure things happen through other people;-Task-orientedwww.Projacs.comDr.Ibrahim Alhariri

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Difference between a Leader and Manager

Making sure the work is done by others is the accomplishment of a MANAGER;

Inspiring others to do better work is the accomplishment of a LEADER.www.Projacs.comDr.Ibrahim Alhariri

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Traits of Leader Manager Leader managers are long-term thinkers who see beyond the days crisis and the quarterly report;

They constantly reaching beyond their specific area of influencewww.Projacs.comDr.Ibrahim Alhariri

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Traits of Leader ManagerThey put heavy emphasis on vision, values, and motivation;They have strong political skills to cope with conflicting requirements of multiple constituents;They dont accept status quo.www.Projacs.comDr.Ibrahim Alhariri

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Are leaders born?Traits of a leading LEADER:

Is born with leadership qualities;Has seen leadership modeled throughout life;Has learned added leadership through training;Has self-discipline to become a great leader.www.Projacs.comDr.Ibrahim Alhariri

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Five levels of LeadershipLevel 1: Position or title; people follow because they have to (Rights).Level 2: Permission; people follow because they want to (Relationships).Level 3: Production; people follow because of what you have done for the organization (Results).Level 4: Personnel Development: People follow because of what you have done for them (Reproduction).Level 5: Personhood; People follow because of who you are and what you represent (Respect).www.Projacs.comDr.Ibrahim Alhariri

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Important factors in leadership

The key to leadership: Priorities;The most important ingredient of leadership: Integrity;The ultimate test of leadership: Creating positive change;www.Projacs.comDr.Ibrahim Alhariri

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Important factors in leadershipThe quickest way to gain leadership: Problem solving;The extra plus in leadership: Attitude;Most appreciable asset of leadership: People;


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Important factors in leadershipThe indispensable quality of leadership: Vision;The price tag of leadership: Self-discipline;The most important lesson Ive learned about leadership: Staff development.www.Projacs.comDr.Ibrahim Alhariri

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Individual Exercise - 6www.Projacs.comDr.Ibrahim Alhariri

Question for critical thinkingDo you think managers are the same as leaders? If not, explain the possible differences between them? PhotoDiscwww.Projacs.comDr.Ibrahim Alhariri

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Leadership Styleswww.Projacs.comDr.Ibrahim Alhariri

Leadership StyleCoercive:Modus operandi: Demands immediate complianceThe style in a phrase: Do what I tell you.Underlying emotional intelligence: Drive to achieve, initiate, self-controlWhen style works best: In a crisis, to kick start a turnaround, or with problem employeesOverall impact on climate: Negativewww.Projacs.comDr.Ibrahim Alhariri

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Leadership StyleAuthoritative:Modus operandi: Mobilizes people toward a visionThe style in a phrase: Come with me.Underlying emotional intelligence: Self-confidence, empathy, change catalystWhen style works best: When changes require a new vision, or a clear direction is neededOverall impact on climate: Most strongly positivewww.Projacs.comDr.Ibrahim Alhariri

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Leadership StyleDemocratic:Modus operandi: Forges consensus through participationThe style in a phrase: What do you think?Underlying emotional intelligence: Collaboration, team leadership, communicationWhen style works best: To build buy-in or consensus, or to get input from valuable employeesOverall impact on climate: Positivewww.Projacs.comDr.Ibrahim Alhariri

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Leadership StyleAffiliative:Modus operandi: Creates harmony and builds emotional bondsThe style in a phrase: People come first.Underlying emotional intelligence: Empathy, building relationships, communicationWhen style works best: To heal rifts in a team or to motivate people during stressful circumstancesOverall impact on climate: Positivewww.Projacs.comDr.Ibrahim Alhariri

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Leadership StylePacesetting:Modus operandi: Sets high standard of performanceThe style in a phrase: Do as I do, now.Underlying emotional intelligence: Conscientiousness, drive to achieve, initiativeWhen style works best: To get quick results from a highly motivated and competent teamOverall impact on climate: Negativewww.Projacs.comDr.Ibrahim Alhariri

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Leadership StyleCoaching:Modus operandi: Develops people for the future.The style in a phrase: Try this.Underlying emotional intelligence: Developing others, empathy, self-awarenessWhen style works best: To help employee improve performance or develop long-term strengthsOverall impact on climate: Positivewww.Projacs.comDr.Ibrahim Alhariri

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The LessonDifferent strokes for different folks.Leaders must be flexible and change their styles according to the situation and the people.Situational leadership.www.Projacs.comDr.Ibrahim Alhariri

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Old Style vs. New StyleHeroic (Old)Managers are important people, quite apart from others who develop products and deliver services.The higher up these managers go, the more important they become. At the top, the chief executive is the corporation.Engaging (New)Managers are important to the extent that they help other people who develop products and deliver services to be important. An organization is an interacting network, not a vertical hierarchy. Effective leaders work throughout; they do not sit on top. Henry Mintzberg. Managers Not MBAs. 2004. San Francisco: Berrett-Koehler Publishers. www.Projacs.comDr.Ibrahim Alhariri

Heroic (Old)Engaging (New)Down the hierarchy comes the strategyclear, deliberate, and boldemanating from the chief who takes the dramatic acts. Everyone else implements.Implementation is the problem because while the chief embraces change, most others resist it. That is why outsiders must be favored over insiders. Out of the network emerge strategies, as engaged people solve little problems that grow into big initiatives.Implementation is the problem because it cannot be separated from formulation. That is why committed insiders are necessary to resist ill-considered changes imposed from above and without. www.Projacs.comDr.Ibrahim Alhariri

Heroic (Old)Engaging (New)To manage is to make decisions and allocate resourcesincluding those human resources. Managing thus means analyzing, often calculating, based on facts in reports.Rewards for increased performance go to the leadership. What matters is whats measured.Leadership is thrust upon those who thrust their will on others. To manage is to bring out the positive energy that exists naturally within people. Managing thus means engaging, based on judgment, rooted in context. Rewards for making the organization a better place go to everyone. Human values matter, few of which can be measured.Leadership is a sacred trust earned from the respect of others.


leadership effectivenesswww.Projacs.comDr.Ibrahim Alhariri

Definition of Leadership EffectivenessLeader are effective when their followers achieve their goals, can function well together, and can adapt to the changing demands from external forces.www.Projacs.comDr.Ibrahim Alhariri

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Leaders are Effective When:The group achieves its goalsInternal processes are smoothThe group can adapt to external forces


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Effective vs. Successful ManagersEffective ManagersSatisfied followersProductiveFocus on communicationActive conflict managementMotivate, train and develop employees

Successful ManagersQuick promotionsFocus on networkingInteract with outsidersSocializeActive in office politicswww.Projacs.comDr.Ibrahim Alhariri

Key Leadership VariablesCharacteristics of the leaderCharacteristics of the followersCharacteristics of the situation


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Developing Your Leadership Competencieswww.Projacs.comDr.Ibrahim Alhariri

OBJECTIVESUnderstand Leadership Competencies Understand how competencies can be used to improve Leadership abilities.www.Projacs.comDr.Ibrahim Alhariri

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Leadership Autograph Seeker BingoObtain signature from fellow participants in boxes that identify with their experiences.First person to black out card call out BINGOPrize for the winner.www.Projacs.comDr.Ibrahim Alhariri

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Traits and Components Commonly Found in Leadership Competency ModelsValues Cognitive SkillsInterpersonal SkillsDiversity ComponentsChange Orientation

A competency model is a roadmap to individual and group leadership success.


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Components of Competency FrameworksCompetencies are labels that describe how they relate to leadership and behaviorCompetencies are often written as definitions that describe observable behaviorsVarious types of frameworks used, many similarities, many differencesArmy Field Manual 22-100ECQs 5 Areas, 27 competenciesMarines -11 Principles, 14 TraitsIRS - 5 Core Responsibilities, 21 competenciesOthers?


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ValuesValues are our core beliefs that we feel most passionate about. There are individual, family, community, cultural and work values. For example:FamilySpiritualLearningIntegrityHonestySelf Awareness


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Cognitive SkillsCognitive skills represents knowledge acquired through perception, reasoning, and intuition. (i.e. analytical skills, learned processes like problem solving, planning and monitoring)DecisivenessProblem SolvingPolitical SavvyStrategic ThinkingEntrepreneurshipAnalytical ThinkingTechnical Knowledge


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Interpersonal SkillsInterpersonal skills pertain to interactions between individuals.Oral CommunicationWritten CommunicationInfluencing & NegotiatingDeveloping OthersCoachingMentoringPartnering


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Diversity ComponentsDiversity encompasses the understanding, respect and acceptance of the various differences and uniqueness of individuals.Cultural AwarenessDiversity AwarenessTeamworkCustomer Focus


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Change OrientationChange orientation is a systematic approach to achieving change at individual and organizational levels.Leading TransformationRisk takingAchievement OrientationChange ManagementCreativityInnovationAdaptabilityFlexibilityResilience


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ExerciseBreak into groups of fourDiscuss various types of models from your respective organizationsWhat categories are emphasized most?ValuesCognitiveInterpersonalDiversityChange


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Power and Influence www.Projacs.comDr.Ibrahim Alhariri

Power & Politics in OrganizationsProfessor Stephen StandifirdGSBA 594Welcome, Im glad youre here!Todays AgendaGo over syllabus, in detailEstablish ground rules for the classIdentify your perceptions of power and politicsIntroduce French & Raven www.Projacs.comDr.Ibrahim Alhariri

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135

The Basis of Social PowerPower is influence (measured as the maximum possible influence of O over P)Power is more than your formal positionSocial Power (the power to influence others) comes in many formsReward Power, Coercive Power, Legitimate Power, Referent Power, and Expert Power


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136Very influential articleWritten long agohundreds have been written since (much summarized in Pfeffers book)Still one of the best on the topicMany reason - Power is more than formal position

Go over each source briefly - then discussion

Reward PowerInfluence based on the ability to reward (money CAN be a source of power)

Resistance = None, usuallyAppropriateness = Generally OKState Change = No, requires constant attentionwww.Projacs.comDr.Ibrahim Alhariri

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137Very commonly used (me here today)More than just money (me here today)

Coercive PowerInfluence based on the ability to punish (might makes right)

Resistance = Potentially quite strongAppropriateness = Often notState Change = No, could provoke strong negative responsewww.Projacs.comDr.Ibrahim Alhariri

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138To work, target must be captive

Does not work if target can easily leave(e.g., if market is strong)

Legitimate PowerInfluence based on the legitimate right of someone to influence others (often embedded in position, always complex)

Resistance = Usually quite lowAppropriateness = Yes, by definitionState Change = Often involves a state changewww.Projacs.comDr.Ibrahim Alhariri

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139A priest relies on legitimate power (embedded in values)Most supervisors depend on a certain level of legitimate power

Often intermingled with other sources(I have legitimate power in this class that is tied up with expert power)

Much of the power of the President of the US is legitimacy based(congress has a lot more formal power than the President)

Very tough to establish but does not require constant effort once established

Referent PowerInfluence by example, peer pressure power (I want to be like Mike)

Resistance = NoneAppropriateness = Generally OKState Change = Very much so www.Projacs.comDr.Ibrahim Alhariri

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140Tough to establish

You must do/say inspiring things, things worth revering

Very strong once established

Can be good or bad (Hitler vs Churchill)

Expert PowerInfluence based on the ability to convince others to follow your good advice (information is power)

Resistance = Generally lowAppropriateness = Generally OKState Change = Not reallywww.Projacs.comDr.Ibrahim Alhariri

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141Generally tough to establish

Easily overturned if proven wrong

Stock analysts are only as powerful (from an expert power perspective) as their most recent predictions

Leadership communication strategies www.Projacs.comDr.Ibrahim Alhariri

ObjectivesTo consider verbal and non-verbal communication methodsTo understand and practise effective listening skills To communicate in clear, respectful and non-judgemental waysTo know when to seek advice


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143Check that these objectives are what participants expect.

What is Communication?What does it mean to you? The process of communication is what allows us to interact with other people; without it, we would be unable to share knowledge or experiences with anything outside of ourselves. Common forms of communication include speaking, writing, gestures, touch and broadcasting.


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Verbal vs Non VerbalCan we communicate without words?

Voice attributesWhat are they and how do they affect communication?

Physical attributesWhat could be considered here and how do they affect communication?

The power of touchWhat and when is OK?

Which is better, verbal or non verbal?www.Projacs.comDr.Ibrahim Alhariri

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Personal PresentationDoes personal presentation make a difference to the way we are perceived?Does it matter?What can we do about it - do we have to look bland and boring?What if our organisation has a dress code?www.Projacs.comDr.Ibrahim Alhariri

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146Discuss job interviews; TV ads what people wear how they cover up etceg Goth girl with tattoos who hides it from her mother; stereotypes

The Communication EquationWhat you hearTone of voiceVocal clarityVerbal expressiveness 40% of the message

What you see or feelFacial expressionDress and grooming PostureEye contactTouchGesture 50% of the message

WORDS 10% of the message!


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147Discuss how this came across in the introductions when people talked about their LOVE items and their HATE items. How did they sound? How did they look? How much weight did the actual words carry compared with their vocal expression and faces?

Understanding CommunicationWe are going to consider:

The 2-Way communication process:Effective communication skillsBarriers to effective communicationwww.Projacs.comDr.Ibrahim Alhariri

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148Explain that this is a little bit of theory but helps make sense as to why communication can go right or wrong and can be handy to remember in lots of circumstances.

Communication is a 2-way processCommunication skills involve:Listening to others (Receiving) message Asserting/ Expressing (Sending)Barriers to communication can lead to misunderstanding and confusion

www.Projacs.comsender

receiversenderreceiver

values and attitudesgeneration gap

Cultural differences

language

noise

hearing

Dr.Ibrahim Alhariri

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Effective Communication Skills

www.Projacs.comEffective Communication skills

Eye contact & visible mouthBody languageSilenceChecking for understandingSmiling faceSummarising what has been said Encouragement to continueSome questions

Dr.Ibrahim Alhariri

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150Encourage participants to think about a situation where they must communicate with someone who is hard of hearing; anxious; has been put down in the past; doesnt know who you are what are some of the things you can do to help communication?

Barriers to Effective Communication

www.Projacs.comBarriers to effective communication

Language NoiseTimeDistractionsOther peoplePut downsToo many questions Distance Discomfort with the topic DisabilityLack of interestDr.Ibrahim Alhariri

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151Show the title of this slide and ask people to see if they can suggest some of the barriers-Then reveal the diagram when there has been 2 to 3 mins of ideas from the group

The Art of ListeningIf we were supposed to talk more than listen, we would have been given two mouths and one ear.Mark Twain


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Listening SkillsActive ListeningRespondingParaphrasingAsking questions for clarificationMirroring the other persons languagewww.Projacs.comDr.Ibrahim Alhariri

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153Discuss what each of these means and give/ask for examples. Practise in pairs; One participant is given a situation/problem to talk about and the partner has to practise some of the listening and responding skills. Practice is also attempted in paraphrasing and clarifying.

RespondingResponses to check that your perceptions are correctResponses to encourage further communication


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154Handouts Keeping the Communication door Open if time, have a practice

Cultural DiversityWhat do we know about the communication styles of different cultures?

Consider verbal and non verbal, including dress constraints, language difficulties, taboos.www.Projacs.comDr.Ibrahim Alhariri

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155Ask participants in pairs to identify as many different cultural groups that they can think of that they may come across in their vol work. Are their differences in communicating? What are they? Which are the ones that matter?

Constraints on CommunicationLegal ObligationsAnti DiscriminationPrivacy LawsCode of Conduct of OrganisationConfidentiality and GossipSeeking Advicewww.Projacs.comDr.Ibrahim Alhariri

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156Ask participants to identify any laws that may place constraints on communication in a workplace.write on whiteboard and add any that may be missing. Discuss also what constraints the organisation may place on the nature of communication. Could use a case study to explore Confidentiality issue if time permits- I have attached the two from the Frail Aged module by way of example.Participants to identify confidentiality issues and the harm that can come from gossip. If in doubt, they should be encouraged to seek advice within the organisation. Who should they turn to?

Communication Key ElementsMessageSource (sender)ChannelReceiverFilterFeedback


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The Communication ProcessSENDER(encodes)RECEIVER(decodes)BarrierBarrier

MediumFeedback/ResponseCommunication Key Elementswww.Projacs.comDr.Ibrahim Alhariri

Characteristics of effective communicationsEffective communication requires the message to be:Clear and conciseAccurateRelevant to the needs of the receiverTimelyMeaningfulApplicable to the situation


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Characteristics of effective communicationsEffective communication requires the sender to:Know the subject wellBe interested in the subjectKnow the audience members and establish a rapport with themSpeak at the level of the receiverChoose an appropriate communication channel


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Characteristics of effective communicationsThe channel should be:AppropriateAffordableAppealing


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Characteristics of effective communicationsThe receiver should:Be aware, interested, and willing to accept the messageListen attentivelyUnderstand the value of the messageProvide feedback


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Characteristics of effective communicatorAn effective verbal communicator:ClarifiesListensEncourages empathicallyAcknowledgesRestates/repeats

An effective nonverbal communicator:RelaxesOpens upLeans toward the other personEstablishes eye contactShows appropriate facial expressions


The decision making model www.Projacs.comDr.Ibrahim Alhariri

Key TopicsIntroductionThe Decision-making processDecision-making modelsDecision StylesA discussion on Group Decisionswww.Projacs.comDr.Ibrahim Alhariri

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What is decision-making?The word decision is defined as:A choice between two or more alternatives.Thus decision-making can be defined as:the selection of a course of action from among alternatives .www.Projacs.comDr.Ibrahim Alhariri

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Decision-making ProcessIdentifying a problemIdentifying decision criteriaAllocating weights to criteriaDeveloping alternativesAnalyzing alternativesSelecting an alternativeImplementing the alternativeEvaluation (of decision effectiveness)www.Projacs.comDr.Ibrahim Alhariri

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Problem DefinitionProblem is a discrepancy (difference) between an existing and a desired state. Example:The manager has resigned, and we need another managerHere the phrase manager has resigned reflects the current state while need another manager represents a desired state.www.Projacs.comDr.Ibrahim Alhariri

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Identifying Decision CriteriaThe word criteria, is defined as a standard by which something can be judged. A decision criteria therefore, is the basis of a decision, which outlines the relevant and important factors for a decision. And implicitly, it also defines what is not important.www.Projacs.comDr.Ibrahim Alhariri

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Decision Criteria: ExampleIn the above-cited scenario, the decision criteria may include the following factors: Relevant qualifications Leadership skills Communication skills Planning and analytical skills Professional experience


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Allocating Weights to CriteriaThe next step in the decision making process is prioritization. Prioritization is achieved by assigning quantitative weights to each criteria element. The weightage defines the relative significance of each element.www.Projacs.comDr.Ibrahim Alhariri

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Allocating Weights: Example


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Developing AlternativesInvolves defining the possible alternatives (or choices) that would resolve the problem.In our case, the alternatives would be a list of candidates or job applicants.


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Analyzing AlternativesAlternatives are rated and analyzed on the basis of the criteriaThe rating can be based on a specified scale, say 1 5 etc.Rating may be subjective in nature and thus,may depend on the judgment of the individual(s)


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Criteria Rating: Example


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Analyzing & Assessment: Example


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Selecting an alternativeInvolves choosing the best alternative, based on the above rating and analysisGenerally implies selecting the alternative with the highest score.www.Projacs.comDr.Ibrahim Alhariri

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Implementing the AlternativePutting the decision into action Involves clear communication of the decision to all concerned and obtaining their commitmentwww.Projacs.comDr.Ibrahim Alhariri

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EvaluationEvaluation forms an integral part of any processInvolves evaluation of the outcome based on the desired goal and criteriaInvolves assessing the effectiveness and efficiency of the outcome (or the entire process)In case of any undesired results, each step of the process is carefully reviewed to trace the root causeswww.Projacs.comDr.Ibrahim Alhariri

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Decision-making ModelsModelA simplified representation or description of a system or complex entityExamplesA model of a buildingA globe (Earth model)www.Projacs.comDr.Ibrahim Alhariri

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Rational/Bounded RationalSo Rational and Bounded Rational Models are cognitive models that describe how managers make rational decisionswww.Projacs.comDr.Ibrahim Alhariri

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The Rational Model

External and internal Environ. forces1. Define and diagnose the problem2. Set goals

3. Search for alternative solutions4. Compare and evaluate solution5. Choose among alternative solutions6. Implement the solution selected7. Follow up and controlwww.Projacs.comDr.Ibrahim Alhariri

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Rational Model: AssumptionsClear and unambiguous problemSingle, well-defined goalAll alternatives are knownClear preferences (ranking criteria)Constant/stable preferencesNo time or cost constraintsDecision will maximize payoffwww.Projacs.comDr.Ibrahim Alhariri

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Rational Model: CriticismNot all decisions made on rational basisMost problems, goals and preferences are not clear or well definedNot practical to know all possible alternativesTime and cost constraints exist in all practical problemsResult not maximized in most cases


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Bounded Rational: AssumptionsLimited set of criteriaSelf-interest influences ratingsLimited no. of alternativesAlternatives are assessed one at a time till a satisficing (or good enough) alternative is foundPolitics influences acceptance and commitment of decisionwww.Projacs.comDr.Ibrahim Alhariri

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IntuitionAn unconscious process of making decisions on the basis of experience and judgment


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IntuitionInvolves gut feelingMay also have rational basisThe feeling arises from past experience and knowledgeInvolves quicker responseDoes not involve systematic analysiswww.Projacs.comDr.Ibrahim Alhariri

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Decision TypesEffective managers make various kinds of decisions. In general, these decisions are either Programmed decisions Non-programmed decisionswww.Projacs.comDr.Ibrahim Alhariri

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Programmed DecisionsA decision that is repetitive and routineA definite method for its solution can be establishedDoes not have to be treated a new each time it occursProcedures are often already laid outExamples: pricing standard customer orders, determining billing dates, recording office supplies etc.


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Non-programmed DecisionsA decision that is novel (new or unique) or Ill structuredNo established methods exist, because it has never occurred before or becauseIt is too complex


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Non-programmed Decisions

Organizational hierarchyOrganizational LevelsNature ofProblemsNature ofDecision-makingwww.Projacs.comDr.Ibrahim Alhariri

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Non-programmed DecisionsAre tough decisions that involve risk and uncertainty and call for entrepreneurial abilitiesSuch decisions draw heavily on the analytical abilities of the managerExamples: Moving into a new market, investing in a new unproven technology, changing strategic direction


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Decision StylesDecision-making, though a rational process does include some subjective elementsThus in real organizational settings, the quality of decision does depend on the ability, style and approach of the manager www.Projacs.comDr.Ibrahim Alhariri

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Decision Styles: DirectiveDirectiveRepresents low tolerance for ambiguity and uncertaintyReflects rational thinking of the managerSuch decision styles are more suitable for routine procedural tasks


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Decision Styles: AnalyticAnalyticAnalytical style is also a rational style of thinking Involves a very high tolerance for ambiguity and uncertaintySuch managers generally seek detailed information before making a decisionwww.Projacs.comDr.Ibrahim Alhariri

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Decision Styles: BehavioralBehavioralRepresents a creative way of thinkingInvolves a low tolerance for ambiguity or uncertaintyManagers with a behavioral style introduce new ways of doing thingswww.Projacs.comDr.Ibrahim Alhariri

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Decision Styles: ConceptualConceptualConceptual style also reflects a creative and intuitive way of thinkingConceptual style managers have a very broad vision and generally look at numerous alternatives for decision-makingFocused on the long run and often result in creative outcomes or alternativeswww.Projacs.comDr.Ibrahim Alhariri

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Vroom and Yetton ModelVroom and Yetton have identified five decision styles for managers, and are classified as follows:AutocraticAIThe decision is made individually, using the information available to the individual onlywww.Projacs.comDr.Ibrahim Alhariri

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Vroom and Yetton ModelAIIThe manager obtains information from subordinates and himself makes the decisionMay or may not share with subordinates, the purpose of questions or the nature of problem Subordinates do not play any role in problem definition or selection of alternatives


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Vroom and Yetton ModelConsultativeCIThe manager shares the problem with relevant subordinates individually Getting their input individually and not as a group. The manager then makes the decision independently, and may or may not be influenced by the subordinates suggestionswww.Projacs.comDr.Ibrahim Alhariri

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Vroom and Yetton ModelCIIThe problem is shared to subordinates in a groupTheir ideas and suggestions are sought in a group meetingThe decision is then made by the manager whichMay or may not reflect the subordinates influencewww.Projacs.comDr.Ibrahim Alhariri

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Vroom and Yetton ModelGroup ConsensusGIThe problem is shared to subordinates as a group Alternatives are generated and evaluated collectivelyEffort is made to reach a consensuswww.Projacs.comDr.Ibrahim Alhariri

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Vroom and Yetton ModelGI (Contd.)The decision is made collectively and the manager functions as a coordinatorDoes not press the group in adopting the managers solutionThe manager is willing to accept and implement the decision of the groupwww.Projacs.comDr.Ibrahim Alhariri

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Group Decision-makingThe factors requiring group decisions include: Involving sensitive issues High cost alternatives Involving very high risk factor Strategic impact


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Group Decisions: AdvantagesAcceptance of group membersCoordination is easierCommunication is easierExistence of large alternativesMore information can be processedDiversity of experience and perspectives


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Group Decisions: DisadvantagesTake longer timeGroup can be indecisiveGroups can compromiseGroups can be dominatedGroups can play gamesVictim to Groupthink


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Situational Factors for Individual Decision-makingShort timeUnimportant to groupManager can take decisionDominate the decisionDestructive conflictMembers hesitantwww.Projacs.comDr.Ibrahim Alhariri

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Situational Factors for Individual Decision-makingConfidential dataIncapability of membersManagers dominanceIndirect effect on group memberswww.Projacs.comDr.Ibrahim Alhariri

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Situational Factors for Group Decision-makingNeed for innovation and creativityData collectionImportance of acceptanceImportance of solutionComplex problemDemocratic process


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Situational Factors for Group Decision-makingRisk taking solution neededBetter understandingWhole responsibilityFeedback requiredwww.Projacs.comDr.Ibrahim Alhariri

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Improving Group Decision-makingBrainstormingNominal group techniquesElectronic meetingwww.Projacs.comDr.Ibrahim Alhariri

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Brainstorming 1www.Projacs.com

Dr.Ibrahim Alhariri

BrainstormingWhat is it?

Why do we need it?

A gathering of ideas from your brain onto paper. The variety of ideas and the use of your imagination assist you in producing a lot of material with which to work. Its the best way to collect your thoughts. Its helpful for organization. It ensures only quality ideas are used in the essay.


Brainstorming TechniqueNumber OneFreewritingWhat is it? Think about the topic. Then write, write, write. Whatever comes into your brain even if it doesnt have to do with the topic. Example:www.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber OneFreewriting"This paper is supposed to be on the politics of tobacco production but even though I went to all the lectures and read the book I can't think of what to say and I've felt this way for four minutes now and I have 11 minutes left and I wonder if I'll keep thinking nothing during every minute but I'm not sure if it matters that I am babbling and I don't know what else to say about this topic and it is rainy today and I never noticed the number of cracks in that wall before and those cracks remind me of the walls in my grandfather's study and he smoked and he farmed and I wonder why he didn't farm tobacco..." www.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber OneFreewritingOptions:Write for a specific time periodWrite for a specific amount of paper


Number OneFreewritingWhen is it helpful?When you have NO ideas about a topicWhen you have TOO MANY ideas about a topic

Maybe I could say this or maybe I could say that hmmm

??????Brainstorming Techniquewww.Projacs.comDr.Ibrahim Alhariri

Number TwoMaking a CubeWhat is it? Imagine a cube. It has six sides. On each side, you have a different task regarding the topic.

Brainstorming TechniqueDr.Ibrahim Alhaririwww.Projacs.com

Brainstorming TechniqueNumber TwoMaking a CubeDescribeSide One: Describe the topic.Side Two: Compare the topic.Side Three: Associate the topic.Side Four: Analyze the topic.Side Five: Apply the topic.Side Six: Argue for or against the topic.CompareAssociateAnalyzeApplyArguewww.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber ThreeClusteringWhat is it?When you write down words or concepts associated with the topic any ideas that come into your mindwww.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber ThreeClusteringDraw a bubble.And write the topic above it.Brainstorm!Now look for words that connect with each other. Circle the words and connect them with lines.

Global Warmingrainforests disappearing extinction emissions dangerousdying animals toxic world wideCars/SUVs factorieslandscape changes no icebergsexpensive to fix? hurricanes Reversible?


Brainstorming TechniqueNumber FourListing or BulletingWhat is it?Create a list of terms/ideas/concepts about the topic. Create multiple lists depending on the purpose.Global WarmingToxic fumesSUVs/CarsExtinctionBelief/DisbeliefKyoto Agreement

Belief/DisbeliefScientists disagreeAverage AmericanChina/USANormal occurrence or abnormal event?


Brainstorming TechniqueNumber FiveVenn DiagramWhat is it?Draw two circles that connect, like this:List two topics above the circles.Brainstorm about the topics what do they have in common and what is unique about each one.

Paris, FranceParis, TexasCitiesEiffel TowerCapitalBecame Paris in 400 A.D.francophoneCounty seatAnglophoneFounded in 1839www.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber FiveVenn DiagramWhen is it used?When you are writing a comparison or contrast essay.

Paris, FranceParis, TexasCitiesEiffel TowerCapitalBecame Paris in 400 A.D.francophoneCounty seatanglophoneFounded in 1839


Brainstorming TechniqueNumber SixTree DiagramWhat is it?This diagram has a central idea to which you add branches that focus on details.


Number SixTree DiagramWhen do you use it?This type of diagram is helpful in classification essays.

MediaPrintVisualAudioNewspapermagazinebooklettelevisionwebpagemoviecdmp3cassetteBrainstorming Techniquewww.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber SevenAct like a JournalistWhat is it?Using the question words in English to explore the topic.Who? What? When? Where? Why? How?


Brainstorming TechniqueNumber SevenAct like a JournalistWhen is it useful?Use this technique when you want to write a narrative.Who? When? What? Where? Why? How?


Brainstorming TechniqueNumber EightT-DiagramWhat is it?Using a T shape, list a category that you want to compare or contrast about a specific topic or topics. Do this for a variety of categories.

Paris, France and Paris TexaslocationEuropeNorthern France

North AmericaNorthern Texaswww.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber EightT-DiagramWhen is it useful?This technique helps when you are writing a contrast or comparison essay.

Paris, France and Paris TexaslocationEuropeNorthern France

North AmericaNorthern Texaswww.Projacs.comDr.Ibrahim Alhariri

Brainstorming TechniqueNumber NineSpoke DiagramWhat is it?Write the topic in a circle. Then think of about causes and effects. Write these around the circle like spokes on a wheel.

Global Warming too many people

cars/suvs not recycling chopping down trees

Crazy weather Loss of polar ice caps

dying animals


Brainstorming TechniqueNumber NineSpoke DiagramWhen is it useful?Use this technique when you want to explore cause and effect.

too many people

cars/suvs not recycling chopping down trees

Global Warming

Crazy weather loss of polar ice caps

dying animals


BRAINSTORMING 2


WHAT IS BRAINSTORMING?Brainstorming is a group activity technique.It is designed to generate lots of ideas for solution of a problem. The underlying principle is that the greater the number of ideas generated,the possibility that a quality solution will be found.Brainstorming is a commonly used tool by academics researchers and business teams.www.Projacs.com

Dr.Ibrahim Alhariri

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RULESThere are four basic rules in brainstorming. 1)Focus on quantity:If lots of ideas are generated it will be easy to produce a radical and effective solution. 2)Reserve criticism:Dont comment on any ideas.First accept all,at a later stage judge.


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RULES3)Welcome unusual ideas:To get a good and long list of ideas,unusual ideas are welcomed.4)Combine and improve ideas:Good ideas may be combined to form a single better idea.


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PROCEDUREDecide on the question or topic that you will present to the group during brainstorming.Give yourself a time limit.Choose the participants from five to twelve.


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Plan how you will record the results of brainstorming session.Describe what you will do with the data.Go through all the ideas and make sure that the meaning of idea is clear.


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TECHNIQUES 1) FREEWRITING When you freewrite,you write down whatever comes into your mind.You dont judge the quality of writing and dont worry about style,spelling,grammar or punctuation.When you have finished your writing and have reached your goal,read back over the text,decide the solution.

www.Projacs.com

Dr.Ibrahim Alhariri

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TECHNIQUES2) NOMINAL GROUP TECHNIQUE Participants are asked to write their ideas anonymously.Then the moderator collects the ideas and each is voted on by the group.The best idea is chosen. www.Projacs.com

Dr.Ibrahim Alhariri

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TECHNIQUES3) GROUP PASSING TECHNIQUE Each person in a circular group writes down one idea,and then passes the piece of paper to the next person in a clockwise direction,who adds some thoughts.This continues until everybody gets his or her original piece of paper back.By this time,participants will have examined each idea in detail.www.Projacs.com

Dr.Ibrahim Alhariri

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TECHNIQUES4)TEAM IDEA MAPPING METHOD This technique may improve collaboration and increase the quantity of ideas,and is designed so that all attendees participate and no ideas are rejected. The process begins with a well-defined topic.Each participant brainstorms individually,then all the ideas are merged onto one large idea map.www.Projacs.comDr.Ibrahim Alhariri

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TECHNIQUES5)INDIVIDUAL BRAINSTORMING It typically includes such techniques as free writing, free speaking, word association,and drawing a mind map,which people diagram their thoughts. Individual brainstorming is useful method in creative wiriting.


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TECHNIQUES6)QUESTION BRAINSTORMING This process involves brainstorming the questions,rather than trying to come up with immediate answers and short term solutions. Questions are important in that tecnique.We need a list of questions to reach to the best solution in an orderly way.


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ADVANTAGES & DISADVANTAGES OF BRAINSTORMING ADVANTAGES* Many ideas can be generated in a short time.* Requires few material resources.* The results can be used immediately or for possible use in other projects.


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ADVANTAGES & DISADVANTAGES OF BRAINSTORMING* Is a democratic way of generating ideas.* The concept of brainstorming is easy to understand.


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ADVANTAGES & DISADVANTAGES OF BRAINSTORMINGDISADVANTAGES * Requires an experienced and sensitive faciliator who understands the social psychology of small groups.* Requires a dedication to quantity rather than quality.


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ADVANTAGES & DISADVANTAGES OF BRAINSTORMING* Shy people can have difficulties in participating.* May not be appropriate for some business or international cultures.


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Problem-solving Dr.Ibrahim Alhaririwww.Projacs.com

OUTLINEDefinition of Term

The Problem-Solving Process

Principles of Interpersonal Problem Solving

Effective Problem Solving


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DEFINITION OF TERMWHAT IS A PROBLEM?It is a situation you want to change.


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THE PROBLEM-SOLVING PROCESSSTAGE ONEDefine the Starting Issue(s)Define the ProblemAnalyze the SituationObjectives:

1.To analyze the facts.2.To define the problemUnderstand the Issues


THE PROBLEM-SOLVING PROCESSSTAGE TWOGenerate IdeasMake DecisionsEvaluate IdeasObjectives:

1.To generate ideas.2.To evaluate ideas.3.To decide on the best possible solutionFind Solutions


THE PROBLEM-SOLVING PROCESSSTAGE THREEAnalyze the ImpactPlan the Follow-throughPlan Your ActionObjectives:

1.To determine the impact on people and systems.2.To build on action plan.3.To decide on follow-through.Plan Your Action


PRINCIPLES OF INTERPERSONAL PROBLEM-SOLVING1.Presenting yourselfEye ContactGood voice2.I-talkConvey displeasureUnhappiness about the situationThe Mary Poppins RuleA spoonful of sugar helps the medicine go down.Polite language4.The Comic Parry (or keep it light)Use of humor and wit in problem situations


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EFFECTIVE PROBLEM-SOLVINGLeft BrainRight Brain


EFFECTIVE PROBLEM-SOLVINGLeft Brain

Follows a logical patternIs objective, rather than subjectiveViews time chronologically, minute by minute, hour by hourSees things as true or false, black or whiteSeeks the detail, sees the trees rather than the forestHouses short-term memoryThinks critically, perhaps negatively, asks why?.


EFFECTIVE PROBLEM-SOLVINGRight BrainFollows intuitive hunchesCreates patterns, without following a step-by-step processIs subjective, rather than objectiveViews time in a total sense a lifetime, career, projectSees the forest, rather than the treesThinks positively, unconstrained by preconceived ideasAsks why not?, breaks rules


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CriterionWeight

Relevant qualifications3

Leadership skills5

Communication skills3

Analytical skills4

Professional experience1

CANDIDATES RATING AND ASSESSMENT

CandidateQualif-

icationLeader-

shipCommun-

icationAnalysisExper-

ience

Kamran Ashraf33311

Rahila Mushtaq21422

Tasaduq Hussain42323

Zubair Ahmed25241

Maliha Javed45432

EVALUATION OF CANDIDATES

CandidateQualif-icationLeader-

shipCommun-

icationAnalysisExper-

ienceTotal

Kamran Ashraf91594138

Rahila Mushtaq65128233

Tasaduq Hussain121098342

Zubair Ahmed625616154

Maliha Javed12251212263

successful management for business achievement

Leadership & Management