Process of Improving Human Productivity & Management Skills

By Syed Imtiaz Hussain

The Process Of Performance & Productivity

The Process of Mastering Change
Transformation Control Personal Leadership Direction & Skills Team Building Management Continuos Improvement Creating Values

Proactive Choice Understanding

awareness

Performance Loop
High Performance Loop (HPL) Mental

Dream Desire Love Interest Extrinsic

Motivated Ability

Environment Happy Intrinsic ExtrinsiLearning & Physical Satisfie c Continuousd Dependabili Quality Improveme nt ty
Performance Productivity

Mind Brain Body

Values & Belief System

Low Efficien Effective Performance cy/Spee ness Loop (LPL) d Speed 1. Faith 2. Attitude 3. Kismat 4. Focus & Discipline 5. Knowledge & Learning 6. Experience & Skills 7. Dua

Motivated Ability Environme nt Happy Satisfie d

FOUR UNIQUE HUMAN ENDOWMENTS 1.Self-awareness 2.Conscience 3.Imagination 4.Willpower

The Checklist of Managing HPL

Review your dream and vision. Check the state of your body and mind Set short, intermediate and long term goals Make your plan Identify competencies that need to be developed. Have SWOT based strategy Implement Reflect review and evaluate Develop ideas for improvement Check the quality and direction of time Check the emotional quotient Manage the attitude for determining the altitude Persist with continuos learning and improvement

The Process of Performance & Productivity

Law of Progress
Everything has ups and downs- nothing travels in straight lines. This applies to your own progress in any project. Keep your eye on your target, keep putting in the effort and your reach your target despite the ups and downs. Successful people realize that they reach their goals by continuously correcting. We get off course, correct, and get back on course. Ships do it. Rocket and missiles do it. Correct. Correct. Correct. Continue correction

Role of Manager
Boss

Peers

YOU

Client

Subordinat es

Management Levels What Is Required From You!

Physical Efforts Technical Expertise & Motor Skills Structured problems Physical/Actual output

Top Level Manager

Rational Decisions Brian Storming Unstructured probs Scope of Job Span of Control Authority & Responsibility

Middle Level Manager First Line Manager

Operatives

Global Environment
Managing Moral Process Orientation Facing not Finger Pointing Confrontation Quick change activity Ambiguity & uncertaint y Continu os learning Continuos Pointing Individual Deterioratio Finger n Orientation No Performanc manageme e nt moral Productivity Pakistani YOU Value Global Depletion Business Business Slow Belief Environ System Environ Certainty ment ment` No Change School learning only Value Additio n

Speed No Responsibili ty

The Process of Performance & Productivity

The best performers in the would have mastered HPL at a physical, mental and /or spiritual level !! The average performers in the world have mastered LPL !!

Relationship Between Strategy, Objectives, Policies and Rules

Strategy Strategy Objectives Objectives

Policies Rules Rules

Strategy: Objectives: Policies: Rules:

A plan that integrates major objectives. Goals those are specific and measurable. Guides to decision making.

Specific direction for decision-making.

What Are Problems

A discrepancy between an existing and a desired state of affairs. Characteristics of a Problem

Awareness of discrepancy

Pressure to act

Problem Insufficient resources to do something

Problems Require Your Attention

TYPES OF PROBLEMS Well-Structured Problems: Straight forward, familiar, easily defined problems Ill-Structured Problems: New problems / information is ambiguous or incomplete TYPES OF DECISIONS Programmed decision: Routine one.

Non Programmed decision: Unique decisions, require a custom made solution

Approaches to Decision Making What, Which,

RATIONALITY BOUNDED RATIONALITY INTUITION
How, When, Where, Why ???

Rational Way Of Problem Resolution Six Hat Technique Process control

Chairpersons hat Sets agenda. Suggest next step Summaries, conclusion & decisions. Neutral Ignore arguments & proposals Examine facts, figures, information No apology, explanation or justification of arguments No reasoning

Creative thinking Additional alternatives Lateral thinking & creative techniques Logically negative Conscious & critical Judgment Kill creative ideas Logically positive look feasibliliy of ideas implication Beneficial but logical approach

Have you ever been stung by a mosquito? Have you ever been stung by a bee? Have you ever been bitten by an elephant?

PLAN

The Process Improvement Cycle

The Deming/Shewhart Improvement Cycle
Planning & Organisation PLAN

Developing Ideas for IMPROVE Improvement DO Getting Work Done REVIEW Reviewing & Evaluating

The Nature of Planning

Why Do We Make Plans:

If you fail to plan, you actually plan to fail

What kind of organizational structure

Which helps us know

PLANS Objectives And how to Achieve them

What kind of people we need and when

Necessary for Which Effects the kind of leadership and

How most effectively p to lead and direct eople In order to assure o Success f the Plans By furnishing standards of control

SOP of Human Mind

Importance of Developing Vision, Values & Belief Systems
Environment
Destiny

Culture

Religion

Character Habits Family OUTPUT

Organization OUTPUT

Actions Feelings Words Dreams Vision

Ideas Thoughts
FEEDBACK Ethics &s

FEEDBACK

Values

Mind Brain

Belief Systems

Urgent

Not Urgent

Important

. Crisis . Pressing problems . Deadline-driven projects, meetings, preparations

II

. Preparation . Prevention . Values clarification . Planning . Relationship building . True re-creation . Empowerment

Not Important

III
.

Interruptions, some phone calls . Some mail, some reports . Some meetings . Many proximate, pressing matters . Many popular activities

IV
. . . . . .

Trivia, busywork Some phone calls Time wasters Escape activities Irrelevant mail Excessive TV

PLE AM EX

Work Plan Format

Work Plan Responsibility Timeline Mr. Khalid Mahmood 2 days Action Pile the mail Outcome Done on time

S #

Activities Sorting

Separate area wise Make bundles Label the bundles

Groups & Teams

Where You Stand

How Groups Are Formed

Stage 1 Forming Join group Def purpose Build structure Leadership Characterized by uncertainty Stage 2 Storming Intra - group Conflict Stage - 3 Norming Close relationship Cohesiveness

Stage 4 Performing Fully functional

Stage 5 Adjoining Wrapping up Activities

Why People Join Group

Security Status

Affiliatio n Goal Achievement

Group

Self esteem

Power

Group Binding & Productivity

RELATIONSHIP B/W COHESIVENESS & PRODUCTIVITY
Alignment of group & Org goals

Cohesiveness High Strong in productivity Low Moderate in productivity No significant effect on productivity

Hig h

Low

Decrease in productivity

Team Vs. Group

Group
Group consists of people

Team
Team also consists of people

Interaction is necessary among its Interaction is a must among the members members of a team Members are interdependent.Team members are interdependent too. In group objectives are low/weak. team objectives are high/strong. In Group members are not necessarily members are determined, Team determined, dedicated & devoted. dedicated & devoted. The Objectivity Makes The Difference.

Qualities of Effective Team

Unified Commitment Good Communication Mutual Trust ClearGoal

Effective Team
Appropriate Leadership

Relevant Skills Negotiating Skills Internal Support

External Support

Managing Teams
Supervisory Leadership Direct People Explain decisions Train individuals Participative Leadership Involve People Team Leadership

Build trust & inspire team work Get input for decisions Facilitate & support team decisions Develop individual Explain team performance capabilities

Manage one-on-oneCoordinate group effort reate a team identity C Contain conflict React to change Resolve conflict Implement change Make the most of team differences Foresee & influence change

Business Communication
Percentage of Time Business People Spend on Various

writing 9%

Sending 45 %

Speaking 30 %

Listening 45 %

Receiving 45 %

Reading 16 %

Individual Attitudes

Dont Express / You-me valuable, Disagree, Got Be effective, less rights Both limits, Cant speak, Know haverights Observant, always agrees, Direct, Honest, Indirect Confident, Apologetic, No Char Respects SelfObserves, self trust, aware, proactive Indecisive, Be with Sorry a lot, Knows, Plans, Beh Needy both parties, Action oriented, Complain, Leaves Realistic, to others Consistent, Fair Nodes/ Smile, Natural gestures, NVC Avoid eye contact,Attentive, Direct Slumped posture, eye Low should, I cant,choose to, My You tone. Icontact,Confiden VC tposture You can, Low option, What are energy Silent, alternatives Avoids, Negotiates, C&PSo Agrees too often Compromise, l Optimistic, Powerlessness, Enthusiasm, Well FF Confronting Why not got credit, being, Even tempered. Give advice Effect Seed up self, LosesSelf-Confident, self esteem, Self-Esteem, s Promote causes Motivated. Motto s Com

Never wrong, Got right, Follow me Close minded, Poo listener, Interrupt Monopolizing Achieves at other expense, Sarcasti Bulling Never feel wrong, Put others down. Over power, neve appreciate Shake fingers, frown, Critical eye actions, rigid posture, yelling You must, dont tone Just do it, ask, Abusive Threatens, Attacks, Must win arguments. Anger, Hostility, impatient Waste time, Angry, High price to

Communication, Business & You

Your ability to communicate (to receive, evaluate, use and pass on information) openly, honestly and clearly increases your and your organizations productivity. A managers work- day consists of: never-ending series of meetings casual conversations (informal conversations) speaking engagements (presentations, instructions, orientations, etc) phone calls reading and writing A Junior Employees Sources of Information: Customer behavior Supplierbehavior Equipment performance Everything is forwarded by operatives to the management. Marketing myopia is when these people do not forward negative information. They like themselves so much that they forget to see their bad aspects.

Some Important Points to Remember

Communication Link With Productivity

Its the people who give productivity. Open communication climate or ope culture. In case of organizational communication the drawback is lack of upward communication. Managers should keep their doors open for anybody who has problem he c easily con manager. This is informal communication. tact the level near the decision makers.

Feedback is necessary. Environment is created to bring the people at lowe

Commitment to ethical communication is an important part of organization communication. You should not insult anybody. You should not abuse anybody. If you want to reward somebody do it in open and if you want to punish somebody do it in private. Forgiveness also works according to situation. Flexibility is also necessary. Plans may be al but objectives must tered not be changed.

Cont..

Cultural differences are there in the organizations because people join the organization from different cultural background.

Proficiency is need in communication technology. Your communicat

with should be updated time. You have to keep your audience in mind. It is called audiencecentered approach. What do they need and what do they want. You will not like to be stagnant. What is your goal. You have to further groom yourself. is necessary. Your efficiency is related to your Efficient flow of message

resources. Quick transformation of message is requirement of the time. I should be timely and clearly transformed to be effective.

Conflict Resolution
Difference of perception
Personal liking and disliking

A - POSITIVE CONFLICT

B - NEGATIVE CONFLICT

(Positive productivity & performance) (Negative productivity & performance)

Conflict Resolution Guidelines

1. Avoidance 2. Confrontation 3. Changing Roles

Six Suggestions for Trust Building

1. COMMUNICATE. Keep informed & accurate feedback. 2. BE SUPPORTIVE. Available & Approachable. 3. BE RESPECTFUL. Delegate authority, listen ideas. 4. BE FAIR. Give credit, generous with your praise. 5. BE PREDICTABLE. Consistent in daily affairs. Make good on your explicit and implied promise. 6. DEMONSTRATE COMPETENCE. Respect & demonstrate technical and professional abilities.

The Seven Habits Paradigm

Interdependence
Sha rpe n Saw the
Seek First Synergiz to e Understan PUBLIC d Then to VICTOR be Y Understoo Think Win/Win d`

Independence
PRIVAT E Be VICTORBegin Proactive with Y the End
Put First Things First

Dependence

in Mind

FOUR DIMENSIONS OF RENEWAL

Exercise, Nutrition, Stress Management

PHYSICAL

Reading, Visualizing, Planning, Writing

MENTAL

SOCIAL/EMOTIONAL
Service, Empathy, Synergy, Intrinsic Security

Value Clarification & Commitment,

SPIRITUAL

THE UPWARD SPIRAL

Commit Learn Do

Commit Do Do Commit Learn

Do Learn

Learn Commit

PROACTIVE MODEL
Stimulus

Freedom to Choose

Response

SelfAwareness

Independent Will

Imagination

Conscience

High

CONSIDERATION

Lose/Win

Win/Win

Lose/Lose

Win/Lose

Low
Low

COURAGE

High

PARADIGM SHIFTS
A BREAK FROM TRADITIONAL WISDOM TOWARD 7 HABITS PRINCIPLES

Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6

We are a product of our environment and upbringing. Society is the source of our values. Reactive to the tyranny of the urgent. Acted upon by the environment. Win-lose. One-sided benefit.

We are a product of our choices to our environment and Values are self-chosen and upbringing. provide foundation for decision making. Values flow outflow from that Actions of principles. which is important. Win-win. Mutual benefit. Communication solves problems. Differences are values and are opportunities for synergy. Continuous self-renewal and self-improvement.

Fight, flight, or compromise when faced with conflict. Differences are threats. Independence is the highest value. Unity means sameness. Habit Entropy. Burnout on one track 7 typically work.

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

KEE PROM P ISE

CLARIFY EXPECTA TI ONS

UNDER ND OTHSTA ERS

TREAT OTHE R KINDLY

GIZ APOLO E

Y TO LOYALIT ENT S THE AB

EMOTIONAL BANK ACCOUNT

PERSONAL IMMUNE SYSTEM

Time wasters Interrupti ons Pressin g proble ms Crise s

Spend time in Quadrant Follow II correct principles Control own life Maintain high Emotional Bank Account with self and others

Live the Seven Habits Maintain

Duplicit y Unkindn ess Violated expectat ions Outside stress and pressures

reserve capacity Be resilient Empower and serve Communic others ate Empathic Synergize ally with others using a win-win approach

Code Of Ethics
Honest and trust worthy in all our relationship. Reliable in carrying out assignments and responsibility. Truthful and accurate in what we say and write. Cooperative and constructive in all work undertaken. Fair and considerate in our our treatment of fellow employees, customer and all other persons. Law abiding in all our activities. Committed to accomplishing all task in a superior way. Economical in utilizing comply resources. Dedicated in services to our and to improvement of the quality of life in the world in which we live.

Back To The Future

Some Ideas To Think About:

Invest in Developing the Quality of your software Learn to Manage Pressure Develop a Personal Vision for Focus on your Competencies Perform By Goals and Objectives Master Communication Skills Learn to be a Problem Solver Develop a passion for Continuous Improvement