ENHANCING MANAGERIAL

PERFORMANCE

-Empowering yourself to become a

High Performance Manager (HPM)

Learning session objectives:

How to manage yourself effectively, and
then manage others.
Identify the role of SBU Head and what is
expected of management
How to be a business Builder rather than
a functional Manager/ Supporter
How to be solution provider for total
business and its processes
How to be proactive and responsive to
current business situation- Situational
Leadership

The Methodology of this Session

Action Learning Approach
Sharing the real Management
Experience
Total Participation / Involvement
KISS Principles ( Keep It Short &
Simple)

Managing & Leading your business

during turbulent times
It is possible or not ?
What is essential things required during this
period?
Are you leader or follower?
What market says about your business?
Do you have a second chance to build your
existing business..?
Repair your roof during sunny day !
Sail thru or Sale thru ?

Now is time for you to contemplate and decide

what you want to do next ?

Session 1

Learning Points:

WHO ARE YOU?

WHO ARE YOU?

1. What are your positive and negative personality
traits? Examples of positive personality traits are
being trustworthy, optimistic, persistent and
disciplined. Examples of negative personality traits
are being unreliable, arrogant, pessimistic, and
being easily irritable?
2. How do you relate to others? Include descriptions of
your strengths and weaknesses in personal
relationships with superiors, peers and subordinates.
Examples of strengths are being friendly, attentive
and empathetic. Examples of weaknesses are being
selfish, insensitive, and being a poor communicator.
3. How do other people perceive you? Are you
perceived as being reliable, optimistic, competent,
independent, disciplined or friendly?

What are your strengths and

weaknesses?
My major strengths

How to capitalized on them

What are your strengths and

weaknesses?
My major weaknesses

How to overcome them

What Do You Really Want In Life?

1. What does success mean to you?
2. What are your keys values or basic
philosophy of life ?
3. Do you have a personal mission?, if
yes, what is it ?
4. Do you have clear-cut personal and
career goals ? If yes, what are they ?

Rethink, Refocus, Relearn,

Reenergize

Where are you?

Companys
Growth

Personal Growth

10 11 12 13 14 15 16 17 18 19 20

(years)

Mindset to Mind Growth

Power and Potential of Your

Mind

Paradigm Shift
The Way we see the world in terms of
perceiving, understanding, interpreting.
We have many, many maps in our head. divided
mostly between maps of the way things are, or
realities, and the way things should be, or values.
These maps are indeed conditioned.
Thoughts Words - Action Habits Character
Attitude Personality Change Resistance to
Change.
Shift the paradigm, change the map and you
alter attitudes, behaviors, and relationships.

Words to live by
Watch your thoughts, they become
your words
Watch your words, they become your
actions
Watch your actions, they become your
habits
Watch your habits, they become your
character
Watch your character, it determines
your destiny

Taking Proactive Initiatives

Reactive Language

Proactive Language

He makes me so angry

I control my own feeling

Theres nothing I can do

Lets look at alternatives

Thats just the way I am,

I cant change

I can choose a different approach

I Cant

I choose

I Must

I prefer

HABITS
1. Thought pattern
2. Physical Behaviors

Mindset to Mind Growth

Redirecting Thoughts to
Change Result

Positive Thinking
Smooth
sailing
To SUCCESS

Negative Thinking

Life would be like a

sinking ship

FEAR
False
Evident
Appears
Real
The surest way to conquer Fear is to

face it

CHANGE IS THE ONLY THING THAT

IS CONSTANT
The external environment keeps
changing.
Experience are things of PAST, they
may not be suitable for the PRESENT
and the FUTURE.
For things to change, I must change first.

Mindset
Mindset refers to the way people think
about, feel about and act towards any
situation with which they are faced.
It

determines:
How people see problems
The assumptions they make
The way they assess strengths and weaknesses
The areas of priority they identify
The way they rationalize away problems and
justify inaction
The solutions they come up with
The way they go about changing or effecting
change

Write 10 External Changes you

have experienced in the past 6
months.

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Write 5 Changes you have made

to yourself in the past 6 months.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Keep Updated
If you Computer is outdated,
you .. . .
If you are Outdated, what will
happen?

MINDFUL
CHALLENGE
CATEGORIES OF CHANGE

THE ART OF MANAGING

CHANGE
Categories of Performers

INTERNAL

EXTERNAL

ASSESSMENT

ASSESSMENT

THE SEVEN-STAGE
PROCESS OF
MANAGING
CHANGE

Selling
The Change
Step 3
Mobilizing
Resources
For Change
Step 4

Anticipating
Change
Step 1
Identifying
The Change
Step 2
Continuous
Learning
And
Change
Step 7

Reinforcing
Change
Success
Step 6

Breaking
Down
Comfort
Zones
Step 5

Managing strategic change requires aligning internal

change initiatives to the external environment to enable
the organization to compete.
The art of managing change
involves a seven-stage process.
Anticipating change requires
companies to keep in close
touch with their business
environment.
The next step is to identify what
needs to be changed within the
organization to enable it to
compete.
The change has to be sold
internally to win the commitment
of the people involved and
affected by it.

The forth stage involves

building a team of people and
getting the necessary resources
The companys comfort zone
or complacency has to be
broken down.
Any success in implementing
change, however small, must
be publicized and reinforced.
The final stage of change is
continuous learning and
improvement.

Eight Errors Common to Organizational

Change Efforts and Their
Consequences
COMMON ERRORS

Allowing too much complacency

CONSEQUENCES

New strategies arent implemented well.

Failing to create a sufficiently powerful

guiding coalition

Acquisition dont achieve expected

synergies.

Underestimating the power of vision

Under communicating the vision

Permitting obstacles to block the new

vision

Failing to create short-term wins

Declaring victory too soon

Neglecting to anchor changes firmly in the

corporate culture

Reengineering takes too long and costs too

much.

MINDFUL
CHALLENGE
THE DYNAMICS OF CHANGE

The Dynamics of Change

I dont know what the worlds going to be: all I
know is its going to be nothing like it is today. Its
going to be faster.
Control Your Destiny or Someone Else Will

Seven Powerful Reasons For

Change

Change
Change
Change
Change
Change
Change
Change

to
to
to
to
to
to
to

be efficient
be effective
motivate
lead
grow
survive
betterment of all.

The Rationale For Change

Change to be efficient means is a
necessity for companies in
competitive and cost-driven
industries.
Change to be effective means that
companies must provide the right
goods and services, and do the
right things, in a fast-changing
market.
Companies need to change the
way they motivate people in order
to retain employees in the long
run.

To strengthen its competitive

position, a company often has to
change from being a follower to
being a industry leader.
To improve and grow, companies
must be willing to move in the
direction where growth
opportunities lie.
Sometimes the only option open
to a company in order for it to
survive, is for it to change with its
market.
The most powerful reason for
change is the betterment of all.

SESSION 2

Every Financial Year

Business Slogan
Main Theme / Key Goals
By.
SBU Heads

Financial Business Plan

By.
P.I.C / Managers

Key Management Plan &

Action By using 4 Ps

By.
Individuals

Individual Key Performance Area

(KPA)

NEW WAY OF WORKING

BEHAVIOURS (NWW)
There are seven NWW Behaviours. They were distilled
from the 10 New Way of Working Statements which form
an important basis for much of the cultural change
Imagine Group of Companies is undergoing. How this fits
together is shown in the next slide.

NWW STATEMENTS

NWW BEHAVIOURS

Driven by results not process

Intolerant of poor performance

Performance Focus

Excited by high performance & increasing

value
Passionate about people being stretched to
limits

People Development

Empowerment

Change orientation

Empowered to take front-line decisions

Energised by change & innovation

Externally focused and quick to grasp
opportunities

Brave enough to take calculated risks

Risk taking

Obsessed with the customer

Customer focus

Team work

World class in team work, strategic

alliances & joint- venture

Affirmations !!!!

Everyday and in everyway, I am

getting better and better
To me everything is possible. It is not
over until I win

ON BEING A MANAGER
The

one

manager

contribution
is

uniquely

expected to make is to give

others vision and ability to
perform.

WHO ARE MANAGERS ?

Individuals who are directly
responsible for getting work
done in an organization with
and through other people.

BECOMING A MANAGER .,
Can anyone become a manager? In theory yes, in practice
no. Many people are unable or unwilling to adapt to the
needs of management.
How do you become a manager? People are usually promoted
for one of the following reason:
They are good at their present job.
They have been with the company a long time.
Their age gives them seniority.
They know the right people.
They happen to be in the right place at the right time.

Rarely are they promoted because they will make good

managers.

LEVEL OF MANAGERIAL

TOP
MANAGER

MIDDLE
MANAGER

FIRST -LINE
MANAGER

Basic Management Levels

MAJOR
MANAGERIAL
FUNCTIONS

PLANNING
Determining goals
and action
plans for attaining
them.

ORGANIZING
Assigning
tasks and allocating
resources to implement
Plans.

CONTROLLING
Monitoring
Performance
And Taking
Corrective Action
LEADING
Influencing
others to perform
tasks necessary
to attain
organizational goals
Major Managerial Functions

CONTROLING

CONTROLING

CONTROLING

14%

13%

10%

LEADING

LEADING

22%

36%

ORGANIZING

ORGANIZING

ORGANIZING

36%

33%

24%

PLANNING

PLANNING

PLANNING

28%

18%

15%

TOP
MANAGER

MIDDLE
MANAGER

LEADING
51%

FIRST-LINE
MANAGER

Percentage of time spent on functional activities by managerial level

MANAGERIAL ROLES
Managers generally
different,

highly

perform ten

interrelated

roles

which can be grouped into three

basic categories.

INTERPERSONAL ROLES
Involve developing and maintaining
good relationship with significant
other.
The three interpersonal roles that
managers
play
are
those
of
Figurehead, Leader, Liason.

INFORMATIONAL ROLES
Pertain to receiving and transmitting
information.
Manager gather and disseminate
information
through
the
three
informational roles for of monitor,
disseminator and spokesperson.

DECISIONAL ROLES
Manager in every organization make
numerous decisions in the course of
their work.
Mangers play four decision-making
roles; Entrepreneur, disturbance
handler, resource allocator, and
negotiator.

INTERPERSONAL
ROLE

DESCRIPTION

EXAMPLES

Figurehead

Performs symbolic duties

of a legal or social nature

Signing legal document;

greeting visitors

Leader

Responsible for motivating

of subordinates and for
staffing and training.

Most managerial activities

involving subordinates.

Liason

Maintains network of
outside contacts.

Making phone calls;

acknowledgement of mail.

INFORMATIONAL
ROLE

Monitor

Disseminator

Spokesperson

DESCRIPTION

EXAMPLES

Seeks and receives

information to understand
organization and
environment.

Reading periodicals and

reports; maintaining
personal contacts.

Transmits information to
other members of the
Organization.

Forwarding memos and

reports; holding meetings.

Transmits information
about organization to
outsiders.

Board meeting is; handling

mail.

DECISIONAL
ROLE

DESCRIPTION

EXAMPLES

Entrepreneur

Initiates and promotes Identifying new business

organizational
opportunities;
holding
improvement projects
strategy sessions.

Disturbance handler

Takes corrective action Resolving

interpersonal
when organization faces conflicts and employee
important,
unexpected grievances.
disturbances.

Resource allocator

Allocates all
resources.

Negotiator

Represents the organization Negotiating business deals.

in major negotiation.

kinds

of Budgeting; scheduling

T
Technical

P
People

A
Administration

Quicker decision making

Greater use of management techniques
More time on communication
and consultation
More output of information
Keeping up to date hence more reading

i
n
i
a
t
n
i
a
M ng
e
l
a
r
o
m

What should be a manager do, to

be in management (10 Stages)

Observation / Identify
Collection
Compilation
presentation
Analysis
Plan
Strategies
Implementation
Improvement
Control

Traditional and New Theories

of Leadership
Traditional Theories

Influences

Followers
Leader
New Theories

Provides

Leader

Positive
Environment
Vision
Resources
Empowerment

Enables and
Motivates

Followers

MANAGERAL FACT OF LIFE

1.

Long hours. Most managers work long hours and working hours tends to
increase as one advances to higher managerial levels.

2.

Fragmentation. Interruptions are common in managerial work. Tasks are

generally completed quickly.

3.

Variation. Managers handle a wide variety of issues and activities

throughout the day and important activities are interspersed with trivial
ones.

4.

Lack of reflective planning. Managers are not reflective planners. Many

activities are reactive in nature.

5.

Oral communications. Managers generally spend most of their time

communicating orally with other. Most of it involver exchange of
information and attempts to influence people.

6.

Interpersonal contacts. Managers spend little time working alone. They

spend most of their time interacting with subordinates, peers, superior and
other people inside and outside of the organization.

4.

Stressful. Managing is a tough and highly demanding job and studies show
that they experience stress every day.

5.

Networking. Managers rely heavily on networks of internal and external

contacts to function effectively. They devote considerable effort and time to
fostering relationship with others whose cooperation is required in satisfying
their emerging agendas.

6.

Organizational politics. Managers cannot avoid organizational politics.

7.

Decision processes are disorderly and emotional. Research shows that

decision processes are likely to be characterized more by confusion, disorder
and emotionality that by rationality. Information is often distorted to serve
preconception about the best course off action or a self-serving interest in a
particular choice. The problem and anxiety about choosing among unattractive
alternatives, may result in denial of negative evidence, procrastination and
panic reactions by managers.

WHO IS A HIGH PERFORMANCE

MANAGER (HPM)?
A High Performance Manager (HPM) is one who is both effective
and efficient in getting things done with and through others.
Effectiveness is the ability to choose appropriate goals and achieve
them. Effectiveness is essentially doing the right things.
Efficiency is the ability to make the best of available resources in
the process of attaining goals. It is essentially doing things right.
In short, a HPM does the right things right !

PERSONAL COMPETENCE
Achievement Orientation
Self - Control
Flexibility / Adaptability
High Self-Esteem
Assertiveness
Integrity / Honesty
Managing Time Successfully
Persistence
Self-Objectivity &
Proactive / Initiative
Lifelong Learning

HIGH
PERFORMANCE
WORK COMPETENCE
MANAGER

Technical Expertise

Decision-Making
Tracking
Performance
Skills

Inspiring

Good Communication Skills

Developing Others /

Planning and Organizing Skill

Conceptual Skills
Problem Solving and

INTERPERSONAL
COMPETENCE

Supportive
Fostering Teamwork

Getting Along Well

With People & Managing
Conflict Constructively
Networking

Generic High Performance Manager Model

How To Become A High

Achiever
Strong leaders exhibit achievement
drive and model it for their people.
What is Achievement orientation?
Achievement orientation can defined
as the inner drive to excel or
compete against a standard of
excellence.

GENERAL CHARACTERISTICS OF
HIGH ACHIEVERS
1.

Ambitions. High achievers have strong desire to achieve something worthwhile. They have
are clear sense of purpose and direction.

2.

Focused. High achievers focus exclusively on predetermined goals.

3.

High self-esteem. High achievers demonstrate high levels of self-esteem. High self-esteem
enables high achievers to stretch their personal limits towards performing their personal
best.

4.

Energetic. High achievers are energetic with lots of stamina which is crucial to sustain a
high achievement drive.

5.

Bias toward action. High achievers are results oriented. They take the initiative to make
things happen. Simply put, high achievers are make their own breaks. They also dare to take
calculated risks.

6.

Accomplishment-Oriented. High achievers are most concerned with knowing

they have done well than with the reward that success brings.

7.

Resilient. High achievers are persistent and determined in the face of adversity.
They quickly bounce back from setbacks. They persist until they obtain the
desired results.

8.

Decisive. High achievers quickly sum up situations, define alternative courses of

action, determinate the preferred course and convey to their subordinates what
needs to be done next.

9.

Team players. Peak performance is frequently a collective act. High achievers

collaborate with others to leverage their results.

10. Lifelong learners. High achievers are lifelong learners who subscribe faithfully to
the process of continuous improvement. They continually educate themselves and
seek new knowledge in their field to maintain the competitive edge. They view
mistakes as learning opportunities.

12 TIPS ON BECOMING A HIGH

ACHIEVER
1.

Inspire others with a compelling vision. Formulate an organizational or

departmental mission that motivates others towards peak performance. The mission
should be simple and appealing to the organizational members.

2.

Set challenging goals and focus on them. Establish challenging goals which are
S.M.A.R.T with the organizational or departmental mission.

3.

Develop action plans for attaining your goals. Determine specific actions with
deadlines to attain your goals. For example, what skills or knowledge is required to
help you attain your goals. What personal contacts do you need establish? What are
the potential obstacles which may be encountered?

4.

Maintain unswerving faith in yourself. Life is truly a self-fulfilling prophecy.

Build up your self-esteem. Get rid of self-limiting beliefs. View situations as
opportunities and challenges, not problems or threats. Visualize success and practice
positive self-talk. Remember that you will never know what you can do until you
try!

5.

Show concern for both people and operation. Shower trust and confidence in
your subordinates. Empower trust and confidence in your subordinates. Empower
them with adequate decision-making responsibilities and authority. Seek others
advice in work-related matters.

6.

Maintain persistence. High performance managers are fully aware that success
doesnt come easily; perseverance is essential.

7.

Maintain flexibility. Adapt quickly to new realities. Be open to new ideas and
learns from others who knows more than you. Continually adapt and change your
behaviour until you attain the desired results.

8.

Be decisive. Make timely decisions based upon available facts. Dont hesitate to
take calculated risks. Remember that being decisive doesnt mean acting rashly.
Many manages let themselves get weighed down in their decision-making,
especially those with too much education.

9.

Promote teamwork. Develop cooperative goals. Link the goals of management

and those of the employees. Create cross-function team to improve key business
process. Break down departmental barriers and promote participative
management. Share relevant or useful information.

10. Keep track of progress. Review and monitor progress towards attainment
of your goals from time to time. Take corrective action and modify goals if
necessary due to changing circumstances.
11. Lead a healthy lifestyle. Maintain physical fitness by exercising at least
for 20-30 minutes, three to four times a week. Maintain a balanced diet.
Have adequate sleep and rest.
12. Commit to lifelong learning. Seek continual self-development. Acquire
the necessary knowledge and skills for attaining your goals. Be willing to
admit mistakes or weaknesses. Solicit honest and constructive feedback
from others regarding your strengths and weaknesses.

Self -Esteem

What is Self Esteem ?

Self Esteem is
overall evaluation of
oneself in either a
positive or negative
way

20 Tips On Enhancing SelfEsteem

1. Know the real you. What are your inner
thought and feeling? What are your
strengths and weaknesses as perceived
by you and others who know you well?
Where are you headed in life? What
does success mean to you?
2. Make a list of what you like about
yourself. Recognize and appreciate your
abilities and positive personality traits.

3. Reengineer yourself. Identify and discard

false beliefs about yourself. Say stop
or cancel, cancel aloud when you
encounter
negative
thoughts
propagated by your pathological critic
(your negative inner voice) instead of
thinking about them.
4. Learn to love and accept yourself as you
are. Accept gracefully what you cannot
change. Do not compare yourself
unfavorably with others. You are
unique !

5. Improve your personal appearance

by dressing differently, losing weight
or changing your hairstyle.
6. Let go of perfectionism; no one is
perfect. Treat mistakes and failures
as learning experiences or stepping
stones to subsequent success.
7. Develop and reflect a positive
attitude of I can do it. Never
underestimate your abilities. Practice
positive self-talk. Talk about your
winners. Visualize success in your
career and other aspects of your life.

8. Accept 100% responsibility for your life

and make a firm decision to change for
the better. Determine your long-term
and short-term goals. Goals should be
specific,
measurable,
attainable,
relevant to your mission and timebounded. Base your actions on selfchosen values, not circumstances.
Review progress towards attainment of
your goals and take the necessary
corrective action.

9. Have faith in God and hope for the

best. Overcome your fears by doing
exactly what you fear. Pray or
meditate daily.
10.Celebrate your accomplishment and
success. Give your self credit and do
not
merely
attribute
your
accomplishments to luck.
11.Associate with high achievers and
friends who are nourishing. Avoid
negaholics or toxic people.

12.Seek mutual benefit in all human

interactions by creating win-win
relationships. Treat others as you
would like to be treated. Look for the
good in people.
13.Lead a balanced life and seek
continuous
self-improvement.
Maintain your health through proper
nutrition, exercise and sufficient rest.
Read at least one new book every
month and be open to new ideas.

14.Count your blessings such as good health

and a loving spouse instead of wallowing
in self-pity. Do something good for others.
You will feel good about yourself when
you assist others.
15.Never
belittle
yourself.
Accept
compliments with a thank you and a
smile.
16.Learn to be assertive. Have the courage
to voice your honest opinions or to assert
your legitimate rights without violating
the rights of others. Say No to
unreasonable requests.

17.Ignore any unkind or unjustified

comments made by others about
you. Unkind remarks are often
compliments in disguise or mere
manifestations of envy.
18.Learn to love your job and take
pride in your work. Enhance your
knowledge and job related skills.
Become an expert in your own
chosen field.

19.Let go of your negative past and

look to the future
20.Maintain personal integrity. Honour
all promises and commitments.

SELF-ASSESSMENT: RATING YOUR SELF-ESTEEM

Directions: Read through each of the following statements. Put a T for TRUE in
the space provided if a statement is generally true for you. Leave the space blank
if it is not true. Be honest in your responses.

1.

I love myself.

2.

I tend not to worry about what the future holds.

3.

I can visualize myself doing well in my job / career.

4.

I do not brag about myself.

5.

I can be alone and not feel isolated.

6.

I have peace of mind at Imagnia.

7.

I can admit my mistakes.

8.

I do ask questions when I am confused.

9.

I am willing to take calculated risks.

10. I do not find fault with other people.

11. I get along well with others.

12. I can make up my mind and stick to it.
13. I am eager to express opinions.
14. I welcome constructive criticism.
15. I feel comfortable in receiving and giving compliments.
16. I am at ease with strangers.
17. I do what I think is right even if others dont approve of it.
18. I can express to others about my true feeling.
19. I can share with others about my strength and weaknesses
20. I feel good about the achievement of others.

Gaining
SelfAwareness

Learning
SelfAcceptance

Practising
Self-Renewal
CREATING
A POSITIVE
SELF-IMAGE

Managing
Yourself
Successfully

Taking
Charge of
Your Life

Enhancing Self-Esteem Model

PERSISTENCE

What Is Persistence?
Is a continuous effort applied to attaining a
goal without giving up until you succeed.
Is hanging on when the odds stack up
against you, but you know you are right
Is also often described as success through
trial and error or the ability to follow through
on an idea long after the mood has passed.

Importance of Persistence
Nothing

worthwhile

has

ever

been

achieved without having the courage to

initiate it and the persistence to finish
it.
Many intelligent and talented managers

have failed to become high achievers

due to the lack of persistence.

10 TIPS ON MAINTAINING
PERSISTANCE
1. Have complete faith in yourself and in God. Do your best and leave the rest to
God.
2. Remind yourself daily about the goals to be attained.
3. Execute your Action Plan daily. Do high priority work first.
4. Associate with positive-oriented friends; avoid negaholics or toxic people.
5. Never, never give up. Persist until you succeed.
6. Treat failures as learning experiences or steeping stones to subsequent success.
7. Be prepared to face the unexpected.
8. Maintains the company of individuals having similar values and goals as yours. Group
support often helps to maintain ones persistence.
9. Read inspirational literature when you are feeling down.
10.Practice positive self-talk. Repeat regularly the affirmation: I can do it.

ASSERTIVENESS

WHAT IS ASSERTIVENESS
Is standing up for personal rights and
expressing thoughts, feelings and beliefs in
direct, honest and appropriate ways which do
not violate another persons right.
Assertive behavior often creates Win-Win
situation.
Assertiveness is being direct, honest, firm and
respectful in interpersonal relations.

PASSIVE BEHAVIOUR
The major characteristics of passive
behaviour are giving in to other
peoples request, not expressing
ones feelings or viewpoints honestly,
and
apologizing
excessively.
It
generally communicates a message
of inferiority.

AGGRESSIVE BEHAVIOUR
Involves ignoring the rights of other
people; blaming others for problems
and mistakes; threats; verbal hostility;
and

sarcasm.

It

communicates

an

impression of superiority.
Aggressive behaviour often results in
win-lose situations.

BENEFITS OF ASSERTIVENESS
Fosters fulfilling relationships through mutual
respect and honest communication.
Reduces personal stress
Improves your chances of attaining your goals.
Exercise personal rights without undue anxiety
and without denying the rights of others.
Enhances self-confidence
Help to refuse unreasonable demands from others

12 TIPS ON HOW TO BECOME MORE ASSERTIVE IN

THE WORKPLACE.
1.

Demonstrate self-confidence. Dress confidently, speak confidently and act

confidently. Ensure you have specific facts to substantiate your statements.

2.

Make reasonable requests. Ensure that your demands or requests are

reasonable and do not violate the rights of others.

3.

Be precise. Express your requirements with precision and conviction.

4.

Be firm and polite. Learns to say No firmly and politely to unreasonable

request from others.

5.

Stand up for your legitimate rights. Dont apologize excessively as it only

detracts from your credibility. State problem objectively.

6.

Use body language to back up your view point. Maintain eye contact,
upright posture, straight shoulders and use hand gesture to emphasize words.
Ensure your facial expression are consistent with the intended message.

7.

Adopt the broken record technique. Keep saying what you want over and
over again without getting angry.

8.

Use the empathy assertion technique. First, let the other person know that
you are sympathize with his or her situation, then state what you still expect
that person to do.

9.

Use I-statements to express your true feelings. Examples: I feel angry

when you dont honour your promises instead of You always dishonour your
promises. Avoid judgment of the other persons behavior and absolutes such
as never and always.

10. Maintain composure. Keep your cool during a confrontation with others.
Focus attention on the need to solve the problem. Describe the other persons
behaviour specifically and objectively. Avoid attacking the individual. For
example, you might say, You having failed to meet work deadlines twice this
month, instead of You are an unreliable employee.
11. Tackle undesirable behaviour of subordinates precisely and tactfully. Point
out to subordinates clearly and tactfully the consequences of their undesirable
behaviour at the workplace.

12.Dont hesitate to
you disagree with
disagreement mildly
away, shaking your
conversation.

express your disagreements. When

someone, you can express your
by raising your eyebrows, looking
head or changing your topic of

SELF-ASSESSMENT: HOW ASSERTIVE ARE

YOU?
Answer Yes or No. Be Honest to yourself !
1.

Do you express your feelings to others in a clear and

honest fashion ?
2. Are able to ask your colleagues for assistance or small
favours ?
3. Do you speak your mind when you think differently
from others ?
4. Are you able to say NO to unreasonable requests ?
5. Do you maintain eye contact when you talk to others ?
6. Are you able to state specifically what bothers you in a
tactful manner ?
7. Do you ask questions when you are confused ?
8. Do you stand up for your legitimate rights ?
9. Do you express anger appropriately ?
10. Do you respect the basic rights of others people ?

SELFOBJECTIVITY

What is SELF- OBJECTIVITY

Is essentially knowing ones own strengths and
weaknesses and utilizing the strengths effectively
while compensating for weaknesses.
It involves focusing our minds on seeking the truth,
not denying painful realities and being amenable to
new knowledge of feedback from others.
Is having an accurate or realistic view of oneself
based upon facts or honest feedback from others.
Necessitates self-awareness, a process by which an
individual becomes conscious of some aspects of
reality related to ones character, feelings and
motives.

10 Tips On Maintaining SelfObjectivity And Profiting From

It
Assume self responsibility
Let go of perfectionism
Avoid being defensive
Be receptive to feedback
Practice self-disclosure
Complete self-assessments instruments
Compensate for weaknesses
Maintain a journal
Form a mastermind alliance
Be a live long learner

TIME
MANAGEMENT

What Is Time Management?

Time management is actually
self management. It involves
managing yourself in such a
manner as to optimize the time
you have.

IMPORTANT

NOT IMPORTANT

URGENT

Quadrant 1 Activities
Project with deadlines
Work strike
Marital problems
Angry customer

Quadrant 3 Activities
Unnecessary meetings
Some telephone calls
Drop-in visitors
Some reports

NOT URGENT

The Time Management Matrix

Quadrant 2 Activities
Long-term planning
Networking
Training
Personal development

Quadrant 4 Activities
Unnecessary socializing
Long lunch breaks
Junk mail
Some telephone calls

 Highly successful Managers

spent most of their time on
activities in quadrant 2
They avoid activities in
quadrant 3 & 4
Minimize activities related
to quadrant 1

Common Time Wasters

INTERNAL TIME
WASTERS

EXTERNAL TIME
WASTER

Telephone interruptions
Cluttered desk
Lack of delegation
Drop-in visitors
Lack of self-discipline
Some meeting
Unnecessary socializing
Management by Crisis
Indecision
Unclear responsibility and
authority
Inability to say NO to
Incomplete information
others
Lack of goals and priorities
Red tape
Procrastination
Lack of policies and
procedures.

Self-assessment: How Well Do

You Manage Your Time?
Answer Yes Or No - Be Honest To
Yourself
1. Do you make a daily To-do-list?
2. Do you establish specific goals with
deadlines ?
3. Do you do important things first ?
4. Do you tackle challenging tasks when
you are at your best?
5. Do you avoid excessive socializing ?
6. Do you keep a time log periodically as
a mean of improving your time use?

7. Do you keep your desk highly

organized?
8. Do you keep your telephone calls
businesslike?
9. Do you often need deadlines?
10.Do you delegate work that can be
done by others?

EFFECTIVE
LEADERSHIP

WHAT IS LEADERSHIP ?

Is the process of
influencing people to
strive willingly and
enthusiastically towards
the attainment of desired
goals.

Creating A
Compelling Vision
Establishing Goals
And Strategies To
Attain Vision

Measuring
Motivating and
empowering
people
Promoting
Teamwork
And
Mutual Trust

Determining
corporate culture

CHANGE
AGENT

Aligning people to
vision through effective
communication
Core Functions Of Leadership

Top 10 Admiral Attributes Of

Malaysian Leaders.
1.
2.
3.
4.
5.

Honest
6.Inspiring
Good communication
7.Competent
High self-esteem 8.Forward-looking
Team player
9.Decisive
Supportive
10.Achievement-oriented

TYPES OF LEADERSHIP STYLES

Autocratic
High concern for
work & little or
no concern for
people.

Democratic

High concern for

work & people.

Centralized power
Decentralized
& decisionauthority & decisionmaking.
making.
Little trust in
group members.

Has trust in group

members.

Laissez-faire
low concern for work
& people.

Groups make own

decisions. Leader
provides little or no
direction.
Complete trust in
group members.

TYPES OF LEADERSHIP STYLES

Autocratic

Democratic

Laissez-faire

Leader determines
goals.

Goals mutually
agreed upon.

Group set own

goals.

Close supervision.

Periodic
supervision

Subordinate
monitor own work.

APPROPRIATE LEADERSHIP
STYLE

Leadership
Style
Autocratic

Situation

1.
2.
3.
4.

Democratic

1.
2.

3.
4.
5.

Decision must be made fast

Crisis or emergency situation
Subordinates lack information or knowledge.
Manager has complete power.
Time is not a critical factor.
Co-operation of others is critical in ensuring
success of decision.
Subordinate have technical skills.
Manager has limited power and authority.
Subordinates have high social need.

APPROPRIATE LEADERSHIP
STYLE
Leadership
Style
Laissezfaire

Situation

1.
2.
3.
4.

Highly motivated professional groups.

No time pressure.
Subordinates have rare skills.
Manager has no power to compel action.

EFFECTIVE
COMMUNICATION

WHAT IS COMMUNICATION
Is a process of sharing meaning
between the sender and receiver of a
message.
Is effective when the message
transmitted by the sender
is
understood perfectly by the receiver.

Major Barriers To Effective

Communication

Differing perceptions
Selective perceptions
Values judgments
Emotions
Poor listening skill
Inconsistent verbal and non-verbal
communication
Information overload
Source credibility
Language differences
Premature evaluation

SIX Cs OF EFFECTIVE WRITTEN

COMMUNICATION

Clarity
Be specific and straightforward. Use simple
word and short sentences. Write in the
language of the reader. Give the message a
title to make the subject clear.

Conciseness
The message should be as brief as possible.
Omit unnecessary word such as needless
to say and please be advise that. If the
message is long, provide a one-page
summary which clarifies the main points.

Completeness
Provide the necessary information which
allows the reader to take necessary action
without needing to ask questions.

Coherence
Organize your message in a coherent
manner. Break down your message into
major points which can then be subdivided
into supporting point first. Limit each
paragraph to one main idea which should be
reflected in the topic sentence.

Courtesy
Your message should be written in a manner
which not only gets your message acres but
also promotes goodwill.

Correctness
Ensure the written message has accurate
information.

GETTING ALONG
WELL WITH YOUR
SUBORDINATES
AND PEERS

10 TIPS ON IMPROVING HUMAN

RELATIONS WITH SUBORDINATES
1. Get to know each subordinate as an individual, each is different
2. Give credit where credit is due
3. Be open minded
4. Keep subordinates informed of matters that are relevant to their jobs
5. Do not reprimand subordinates in public
6. Do not play favourites
7. Show concern for subordinates growth & self improvement
8. Focus on the good points in subordinates & let them know they are
highly valued
9. Treat subordinates with respect & dignity
10.Help subordinates to overcome job-related problems

10 TIPS ON IMPROVING HUMAN

RELATIONS WITH PEERS
1.
2.
3.
4.
5.
6.

Share ideas, skills, experiences, information

Assist peers in growth & personal development.
Dont take advantage of their weakness
Be sympathetic to their problems
Be loyal, maintain confidentiality
Defend your peers in their absence, speak positively about
them
7. Show respect for your peers
8. Be courteous, pleasant and positive in your interactions
with your peers
9. Recognize the accomplishments of your peers
10. Pass on to other people any compliments paid to your peers
by third parties

METHOD OF
OVERCOMING
RESISTANCE TO
CHANGE

Approach

Commonly
Used In
Situations

Education
+ Where there is
communication a
lack
of
information or
inaccurate
information &
analysis.

Advantages

Drawbacks

Once
persuaded,
people
will
often help with
the
implementation
of the change.

Can be very
time consuming
if
lots of
people
are
involved.

Approach

Commonly
Used In
Situations

Participation + Where
the
involvement
initiators do not
have all the
information
they need to
design
the
change & where
others
have
considerable
power to resist.

Advantages

Drawbacks

People
who
participate will
be committed to
implementing
change & any
relevant
information
they have will
be change plan

Can be very
time consuming
if participators
design
an
inappropriate
change.

Approach
Facilitation
support

Commonly
Used In
Situations
+ Where people
are
resisting
because
of
adjustment
problems

Advantages

Drawbacks

Not
other
approach
works as well
with
adjustment
problems

Can be timeconsuming &

expensive &
still fail.

Approach

Commonly
Used In
Situations

Negotiation + Where
support
someone
or
some
group
will
clearly
lose out in a
change
&
where
that
group
has
considerable
power
to
resist.

Advantages

Drawbacks

Sometimes it
is a relatively
easy way to
avoid major
resistance.

Can be too
expensive in
many cases if
it alerts others
to
negotiate
for
compliance.

Approach
Manipulation
+ agreement

Commonly
Used In
Situations
where other
tactics will not
work or are
too expensive

Advantages

Drawbacks

it can be a
relatively
quick
&
inexpensive
solution
to
resistance
problems.

can lead to
future
problems
if
people
feel
manipulated.

Approach
Explicit
implicit
coercion

Commonly
Used In
Situations
+ Where speed is
essential & the
change
initiators
possess
considerable
power

Advantages

Drawbacks

It is speedy &
can overcome
any kind of
resistance

Can be risky if
it
leaves
people mad at
the initiators.

STRUCTURAL
CHANGE

3 Major Aspect Of Planned Organizational

Change
STRUCTURE CHANGE
Level of decentralization
Communication lines
Job design

PEOPLE CHANGE
TECHNOLOGICAL CHANGE

Knowledge

Equipment

Attitude

Work processes

Behavior

Information system

skills
Values

CREATING A HEALTHY
ORGANIZATIONAL CULTURE
To ensure a continuous flow of quality goods
and services, a culture of quality must be woven
into the basic fabric of everyday life

STRATEGIC
MANAGEMENT

The Five Tasks Of Strategic

Management
TASK 1

TASK 2

TASK 3

TASK 4

TASK 5

Defining the
business and
developing a
mission

Translating
organizational
mission into
goals

Crating
a
strategy
to
achieve
the
desired
outcomes

Implementing
and executing
the strategy
effectively
and efficiently

Evaluating
performance
, reviewing
the situation
and
initiating
corrective
adjustments

Revise as
needs

Revise as
needs

Improve/
change as
needed

Improve/
change as
needed

Recycle to
Tasks 1,2,3,
Or 4 as needed

SWOT ANALYSIS

POTENTIAL INTERNAL
STRENGTHS

A distinctive competence
Adequate financial resources
Good competitive skill
Well thought of by buyers
An acknowledged market leader
Well-conceived functional area strategies
Access to economies of scale
Insulated (at least somewhat) from
strong competitive pressures

POTENTIAL INTERNAL
WEAKNESSES

No clear strategic direction

Obsolete facilities
Sub par profitability because
Lack of managerial depth & skills or
competence
Poor track record in implementing
strategy
Plagued with internal operation problems
Falling behind in R &D
Too narrow a product line

POTENTIAL EXTERNAL
OPPORTUNITIES
Serve additional customer groups
Enter new markets or segments
Expand product line to meet broader range
of customer needs
Diversify into related products
Vertical integration
Falling trade barriers in attractive foreign
markets
Complacency among rival firms
Faster market growth

POTENTIAL EXTERNAL
THREATS

Entry of lower-cost foreign competitors

Rising sales of substitute products
Slower market growth
Adverse shifts in foreign exchange rates &
trade policies of foreign goverments
Costly regulatory requirements
Adverse demographic changes
Changing bargaining power of customer or
suppliers.
Changing buyer needs & tastes

POOR & BETTER

STATEMENT OF
GOALS

Poor
Better

To minimize our costs.

To reduce our departmental costs by 10% within
the next 6 month.

Poor
Better

To increase the quality of our work

To reduce the number of rejects to an average of 5
per month by the end of the current fiscal year

Poor
Better

To upgrade employee morale

To decrease employee absenteeism to an average
of 2 days per year per employee by the end of the
current fiscal year.

Poor
Better

To follow up more quickly on all sales inquiries.

To follow up on all sales inquiries within 48 hours
after the initial contact.

Poor
Better

Train 100 frontline personnel on customer service.

To complete training of 100 frontline personnel in
three-day workshops on customer service by end
October this year at a cost not exceeding
RM60,000.

Poor
Better

Conduct an employee opinion survey

To conduct an employee opinion survey involving
200 respondents by end March this year at a cost
not exceeding RM30,000 and to submit its
analysis, including written recommendations, to
management by 30 April of this year.

Types of Goals
Based on time span
Long-range (strategic) goals
Spanning more than 3 years
Intermediate-change (Tactical) goals
Spanning between 1- 3 years
Short-range (operational) goals
with time span 1 year or less

Types of Goals
Based on breath of influence
Corporate goals
That apply to the entire organization
Divisional goals
That apply to certain divisions
Sectional goals
That apply to certain section
Individual goals
That apply to certain individual

Benefits Of Goals
Help to transforms broad missions into
specific actions
Challenging goals can increase
performance
Help clarify expectations
Enable measurements of progress
towards attainment of organizational
mission
Facilitate managers in directing &
coordinating the efforts of subordinates
Assist performance evaluation & control

EFFECTIVE
ORGANIZATIONAL
MISSION
STATEMENT

MISSION
Bank Excel (M) Berhad has a two-fold mission. For our
customers in Malaysia, we will provide reliable,
prompt, courteous and innovative banking and related
financial service which meet or exceed their
requirements. For our employees, we will create a
positive
working
environment
which
promotes
teamwork, personal growth, and mutual respect.

CORPORATE VALUES
1. Doing the right things the first time
2. Maintaining integrity and trust at all times
3. Seeking continuous improvement in everything we
do

4. Communicating in an open and honest manner

5. Empowering employees and developing their
potential.
6. Responding positively to change
7. Encouraging participative management and
teamwork
8. Promoting innovation and creative problemsolving
9. Rating customers and fellow employees with
respect and
dignity
10. Basing reward and promotions on merit.