Istanbul Final

8/3/2019 Istanbul Final

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LOGO

Presented by : Nagham Odeh .

Effective Time, Task & Work Planning.


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Intro & Expectations:

Who are you? What is your organization?

What is your job role?

How long have you worked in this role? What are your main Time, task and

Planning issues?

What do you want to achieve from thistraining?

What are your expectations?


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Objectives Briefed

So, we are

here to.

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L E A R N I N G OBJECTIVE:

Understanding Planning Process: Understanding Planning Scope of work & Types of

Planning.

Cascading Planning objectives and goal settings.

Identifying your role as a task leader in your job.

Presenting SBC for strategic Planning discussion.

Analyzing planning and managing risk through SWOTanalysis & calculating Significance vale/ PEST

analysis.

Discussing Self Model exercise for strategic

Decision making.


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L E A R N I N G O U T L I N E (Day two)

. Work Problems:

Solving problems and Making Decisions atwork Case handing.

Prioritizing work assignments and tasks

according to St.C Matrix and ABCD system. Resolving GICI case of work prioritization.

Watching DVD/ Fish market case to discussmodern concepts of managing work through

people to enhance productivity.

Assessing work styles, work life balance anddiscussing the right track document.


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L E A R N I N G O U T L I N E (Third Day) .

Project Case & Exercises :

Resolving Moving offices assignment- Case handing.

Building the Peacock exercise .

Presenting Edward de Bono concept of six thinkinghats.

Nike study case- Discussion.

Grand Store DVD case- Watch & Comment.

Assessing procrastination tendencies.

Presenting Goal Implementation work sheetdocument.


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Learning Objectives : Day Four

Delegating work tasks and assignments Mini Case.

Examining Excel sheet package workManagement needed sheets.

Setting your objectives Exercise &Gaming.

Assessments of : Checking your planningattitude, how are you spending and wastingtime, and time management problems.

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The Manager as a

Planner & Strategist

Define what youunderstand by

Planning ?

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The Nature of the Planning Process

Planning

Identifying and selecting appropriate goals andcourses of action for an organization.

The organizational plan that results from theplanning process details the goals and specifieshow managers will attain those goals.

Strategy

The cluster of decisions and actions that managerstake to help an organization reach its goals.

www.themegallery.com

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Planning Process

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Step

One

Determining the Organizations

Mission & Goals Define the Business, Establish Major

Goals

Step

Two

Formulating Strategy Analyze Current Situation & DevelopStrategies

Step

Three

Implementing Strategy Allocate Resources & Responsibilities

to Achieve Strategies


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The Nature of the Planning Process

Mission Statement

A broaddeclaration of an organizationspurpose that identifiesthe organizations

products and customers and distinguishesthe organization from its competitors.

PS : What is your OrganizationsMission Statement ?

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For Example:

Coca-ColaTo put a bottle of Coke withinarms reach of everyone in the world.

Example Qatar Taxi CompanyToprovide a world class taxi company for

Qatar

Whats Yours?


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Visions & Missions:

Defining the Business

Who are our customers? What customer needs are being

satisfied?

How are we satisfying customer

needs

Establishing Major Goals

Provides the organization with asense of direction

Stretches the organization to higherlevels of performance.

Goals must be challenging butrealistic with a definite period in

which they are to be achieved.


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Goals need to be smart????


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How Smarter????


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Levels of Planning

Division business unit that has itsown set of managers anddepartments and competes in a

distinct industry

Divisional managers Managers whocontrol the various divisions of anorganization

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Corporate-Level Plan

Top managements decisions pertaining tothe organizations mission, overall strategy,and structure.

Provides a framework for all otherplanning

Corporate-Level Strategy

A plan that indicates in which industries and

national markets an organization intends tocompete.

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Levels of Planning :

Business-Level Plan:

Divisional managers decisions pertaining to divisionslong-term goals overall strategy, and structure.

Identifies how the business will meet corporategoals.

Business-Level Strategy

A plan that indicates how a division intends to

compete against its rivals in an industry Shows how the business will compete in market

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Levels of Planning :

Function

Department or unitin which people

have the same skillsor use the sameresources toperform their jobs


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Level of Planning :

Functional-Level

Plan Functional managers

decisions pertaining tothe goals that theypropose to pursue tohelp the division attainits business-level goals.

Functional Strategy A plan that indicates

how a function intendsto achieve its goals.



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Who Plans?

Corporate-Level Plans

Plans developed by top management who also areresponsible for approving business- and functional-level plans for consistency with the corporate plan.

Top managers should seek input on corporate level

issues from all management levels.Business-Level Plans

Plans developed by divisional managers who alsoreview functional plans.

Both management levels should alsoseek information from other levels.


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Time Horizons of Plans

Time Horizon

The intended duration of a plan. Long-term plans are usually 5 years or more.

Intermediate-term plans are 1 to 5 years.

Short-term plans are less than 1 year. Corporate and business-level goals and strategies

require long & intermediate-term plans.

Functional plans focus on short-to intermediate-term

plans Most organizations have a rolling planning cycle to

amend plans constantly.


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Case Study

Watch the DVD:

South West Case Study, and allocatethe strategic, tactical and operational

objectives of this organization?

What do we mean by CascadingObjectives ????


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Energizer:

Say the Color, not the words:

Stroop Ridely Effect

YELLOW BLUE ORANGEBLACK

GREEN PURPLE YELLOW RED

ORANGE GREEN BLACK BLUE


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Types of Plans

Standing Plans Use in programmed decision situations

Policies are general guides to action.

Rules are formal written specific guides to action.

Standard operating procedures (SOP) specify anexact series of actions to follow.

Single-Use Plans Developed for a one-time, non-programmed issue.

Programs: integrated plans achieving specificgoals.

Project: specific action plans to complete programs



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Contingency Planning :

Contingency Planning:

Scenario Planning (ContingencyPlanning)

The generation of multiple forecasts of futureconditions followed by an analysis of how toeffectively respond to those conditions.

Planning seeks predict the future, but the future is

unknowable. Scenario planning is a learning tool to improve

strategic planning results.

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Why Planning Is Important

Planning ascertains where the

organization is now and decideswhere it will be in the future.

Participation: all managers are involved insetting future goals.

Sense of direction and purpose: planning setsgoals and strategies for all managers

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Why Planning is Important?

Coordination:

Plans provide all partsof the firm withunderstanding about

how their systems fitwith the whole.

Control:

Plans specify who isresponsible for theaccomplishment of aparticular goal.



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Documented Sheet :

Your Role as a task Leader in your

Job, Take five minutes to reflect andanswer, then Discuss.

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Exercise :

BSC Example in Planning :

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Strategic PerformanceManagement and theBalanced Scorecard


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Again .What is Strategy?

Strategy is the way an organisation seeks toachieve its vision and mission

Its a set of goals and objectives

A method of involving people, resourcesand processes

Strategy specifies what you do and dont do

Wh i S i P f


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What is Strategic PerformanceManagement ?

Strategic Performance Management isusing objectives, measures and targets to

ensure that peoples behaviours and actionsdeliver the strategic goals of the

organisation.


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Business benefit

Vision

Strategy

Action


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Kaplan and Nortons initial research findings

9 of 10 companies

fail to executestrategy

The Management Barrier

85% of executive teams spend

less than 1 hour per monthdiscussing strategy

The Vision Barrier

Only 5% of the work forceunderstands the strategy

The Resource Barrier

60% of organisations dontlink budgets to strategy

The People Barrier

Only 25% of managers

Have incentives linked tostrategy

Todays management systems were designed to meet the needs of stable i

organisations that were changing incrementally

You cant manage strategy with a system designed for tactics

Source: 2000 Balanced Scorecard Collaboration, Inc and Robert S Kaplan


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Why do companies adopt the balanced scorecard ?

Change

Formulate and communicate a newstrategy for a more competitiveenvironment

Growth

Increase revenues, not just cut costsandenhance productivity

Implement

From the 10 to 10,000. Everyemployeeimplements the new growth strategy intheir day-to-day operations



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The four perspectives of a balanced scorecard

How do we look toshareholders?

What must weexcel at?

Can we continue to

improve and add value?

How do customerssee us?

GOALS MEASURES

CustomerPerspective

FinancialPerspective

GOALS MEASURES

Innovation & LearningPerspective

GOALS MEASURES

Internal BusinessPerspective

GOALS MEASURES


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Constructing a BSC.

People

Process

Customers

Financial

The balanced scorecard links vision and strategy


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The balanced scorecard links vision and strategyto day-to-day actions

Personal ObjectivesWhat I need to do

Solution TeamsWhat we need to do

Strategic Performance ManagementImplementation and Focus

StrategyOur game plan

VisionWhat we want to be

ValuesWhats important to us

Mission

Why we exist

Strategic Outcomes

Satisfied

ShareholdersDelighted

CustomersEfficient and Effective

ProcessesMotivated & Prepared

Workforce


ur s ra eg c o ec ves are mu ua y re n orc ng


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ur s ra eg c o ec ves are mu ua y re n orc ngand

inter-linking

VisionWorld Class

Networks Business

International

Support

CustomerFulfil IndustryRole

Contribute toIreland

CustomerSatisfaction

Service Delivery Relationship Mgmt

ShareholderLong TermValue

RegulatoryPerformance

Optimal AssetBase

CostOptimisation

Asset Management

People PeopleCapability

EmployeeEnthusiasm

PerformanceCulture Success through

People

Safety

CustomerCare

ProductDelivery

Process AssetManagementOperationalExcellence

d d l


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Scorecard development process

What is my vision

of the future ?

If my vision succeeds,how will I differ and towhom ?

What are mybusiness objectivesto operationalise thevision ?

What are the criticalmeasurements ?

What KPIs underpinthe Scorecard andwho owns them ?

To my shareholders

FinancialPerspective

To my customers

CustomerPerspective

To my internalmanagement processes

InternalPerspective

To my ability toinnovate and grow

Innovationand Learning

KPI KPI

KPI KPI

KPI KPI

KPI KPI

KPI KPI

KPI KPI

KPI KPI

KPI KPI

THE BALANCE SCORECARD

Statement of Vision1. Definition of Business unit

2. Strategic Intent

KPI KPI KPI KPI

Phase 1



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Excersice :

Split in to two teams, and try to draftout a SBC basic sheet of your

organization with a strategy map toclear the planning of the four

perspectives.

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Your Role as a strategic Planner :

Strategic Formulation

Managers analyze the current situation to developstrategies for achieving the mission.

SWOT Analysis

A planning exercise in which managers identify: organizational strengths and weaknesses.

Strengths (e.g., superior marketing skills)

Weaknesses (e.g., outdated production facilities)

external opportunities and threats. Opportunities (e.g., entry into new related markets).

Threats (increased competition)

What is PEST Analysis ?



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Exercise :

Calculate the significance value ofeither Strength & Weaknesses pointsversus threats and opportunities to a

set of decisions in your organizationand Discuss.

Use the SELF MODEL to reflect on the

external Analysis.

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Self Module Template

Compare with the PEST analysis

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Analyzing Use of Time

Allocate the below percentages to the

actual time consumed in the followingtasks at your work:

15%- 25%- 60% On going projects- Planning &

Development- Routine Tasks

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Ideal TimeAllocation

60%25%

15%

Planning andDevelopment

Ongoing Projects

Routine Tasks


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Actual TimeAllocation

15%

25%60%

Planning andDevelopment

Ongoing Projects

Routine Tasks


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Executives Waste 97% of theirTime

3%

49%43%

5%Tasks at their ownperformance level

Tasks that could be

done by secretaries

Tasks that could bedelegated tocolleagues

Tasks that could bedelegated tosubordinates


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The Four Quadrants .

Q1

Productivity

Important &

Urgent

Q2

Quality

Important &

Not Urgent

Q3

DeceptionUrgent & Not

Important

Q4

Waste

Neither

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Matrix

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URGENT NOT URGENT

CrisesPressing Problems

Deadline-driven project

Prevention, PC activitiesRelationship buildingRecognizing newopportunitiesPlanning, recreation

Interruptions, callsMail, reports, some meetings

Popular activities

Trivia, busy workSome mail

Some phone callsTime wastersPleasant activities


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The Pareto Secret

Paretos Law : 80:20 Rule

80% of thetime

Available

20% of thetime

Available

20% of theResults

80% of theResults

Produces

Produces


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Listen to Your Internal ClockTime your physical and mental peaks

so that you know how long they last.

100%

0%

____AM NOON ____PM


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Exercise Time : Priorities

Listing

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h



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Stephen Matrix & ABCD system

Start with the Mini case, then go

ahead and read the GICI case.

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Delegating

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Wh D l


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Why Delegate

What are the advantages &disadvantages of delegation ?

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Wh D l t ?


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Why Delegate?

Benefits/Advantages Disadvantages/Why you don'tdelegate

Allows you as a manager to achievemore

Allows time for managerial duties

Increases your own promotionpotential

Develops skills of team clients Increases team client involvement Maximizes efficient output

Produces faster, more effective

decisions Increases flexibility of operations

Not sure enough of your position May diminish your authority Fearful of the risk involved

Don't want to seem bossy May fear others doing a task better

Takes too much time Employees aren't

experienced/skilled

Feel like you have lost control

You do it better

THINK


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THINK..

What are the Dos and Donts

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Delegation Dos and Donts

Dos

Specify the resultsexpected

Explain why you are

delegating. Give the necessary

authority to carry outthe tasks.

Let others know of the

delegation

Have confidence inemployees

Donts

Delegate just trivialtasks

Expect others to do the

job as well as you can. Delegate haphazardly

Be an autocraticdelegate.

Check constantly to seehow things are going

Take credit for resultsachieved by staff.

Overload employees.

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Wh t i D l ti ?


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What is Delegation?

In the broadest sense,delegation involves five things:

1. The training and development of

your staff

2. The direction and follow-up ofassignments

3. The analysis of performance

problems

4. Coaching to overcome problems

5. Periodic formal evaluations of

performance

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Fi L l f D l ti E i


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Five Levels of Delegation Exercise:

You must do.1.

2.

You should do, butsomeone else could

help you.

3.You could do, but otherscould do if given an

opportunity.Others should do, but

you can help out in an

emergency.

4.

Others must do.

D f D l ti


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Degrees of Delegation

Investigate and report

back.

Investigate andrecommend action.

Investigate and adviseon action planned.

Investigate and takeaction; advise you onthe action taken.

Investigate and takeaction

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H t D l t


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How to Delegate

When should you delegatesome of your work?

How can you prepare

yourself for delegating?

What tasks should youdelegate?

What tasks should you NOT

delegate?

How do you know whetheryou are delegating well or

not?

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Picking the Right Person


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Picking the Right Person

How do you pick the right person for

the job?

Demonstrated Skill

Employee MotivationEmployee Workload

Matching Skills and People


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Exercise : Listen toTrainers Instructionsand work with the

Distributed handouts.

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Groups, Teams and


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p ,Organizational Effectiveness

Group

Two or morepeople who interact

with each other toaccomplishcertain goals ormeet certain

needs.

Groups, Teams and


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pOrganizational Effectiveness

Team

A group whose memberswork intensely with eachother to achieve aspecific, common goal orobjective.

All teams are groups

but not all groups areteams.

Groups, Teams and


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Organizational Effectiveness

Two characteristics that distinguishteams from groups are the intensitywith which team members worktogether and the presence of a specificoverriding team goal or objective

Groups, Teams and


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Organizational EffectivenessGroups and teams can help an

organization gain a competitiveadvantage because they can:

1. enhance its performance

2. increase its responsiveness to customers

3. increase innovation

4. increase employees motivation and

satisfaction

Groups and Teams as


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Performance Enhancers

Performance Enhancement

Making use of the synergy from employees in a

group producing more or better output thanemployees working separately.

Bounce ideas off one another

Correct each others errors

Bring more new ideas to bear on problems Accomplish projects beyond the scope of individuals

Exercise:


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Exercise:

Split in to two teams, watch the DVDabout motivation in organization

Grand Store Movie, and list down themotivational concepts the storemanagers adapted in order to

enhance performance.

Each Group has 10 minutes .

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Thank You& Good Luck

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Documents

Istanbul Final