Strategic Leadership and Management Specialization
  • https://www.coursera.org/specializations/strategic-leadership

    Leadership and Management

    Develop work priorities

    Plan and complete own work schedule

    Prepare workgroup plans
    + project title
    + project aim
    + goals
     - objectives
      x actions
      x timeframe
      x resources
       / human
       / physical
       / financial
     - performance indicators

    Incorporate work objectives and priorities into personal schedules and responsibilities

    1. Track your time usage.
    2. Prioritise your time spending.
    3. Eliminate time wasters.
    4. Sharpen the saw (work smarter).
    5. Plan your day.
    6. Follow the 80-20 rule.
    7. Find your best two hours.
    8. Avoid the trap of Parkinson's Law

    Identify factors affecting the achievement of work objectives
    + Take a team approach.
    + Rate the seriousness and probability.
    + Develop a contingency plan.
    + Test the plan.
    + Train the staff.
    + Maintain the plan.

    Use business technology to plan, complete and schedule of tasks
    + e-mail
    + electronic diaries / calendars / Outlook
    + Facebook / Bebo / MySpace
    + personal digital assistants (PDAs)
    + blogs / wikis / chatrooms
    + Skype / web conferencing
    + instant messenger / MSN

    Monitor own work performance

    Identify and analyse personal performance standards
    + Work objectives include:
     - your work targets
     - work standards expected in your role
     - compliance with legislation
     - organisational policies, guidelines and requirements
     - Australian standards

    Seek and evaluate feedback on performance from colleagues and clients
    + meetings
    + compliments and complaints
    + reviewing work
    + surveys
    + performance appraisals
    + peer review and 360-degree feedback

    Identify and report on variations in the quality of service and performance
    + variations may occur:
     - in a single task over the course of time
     - between the different tasks you or your team undertake
     - between the different contexts or environments in which you work

    Coordinate professional development

    Assess personal knowledge and skills
    + Personal Development Planning (PDPs)
     - short term goals
     - medium term goals
     - long term goals

    Research and plan opportunities for improvement
    + training
    + coaching and mentoring
    + conferences and workshops
    + online options
    + action learning
    + RCC/RPL
    + personal study

    Use feedback to develop ways to improve
    + Internal feedback:
     - PPRs
    + External feedback:
     - networks

    Identify, access and complete professional development to facilitate continuous learning
    + Personal learning styles:
     - Kolb's model
     - Honey and Mumford's model
     - Anthony Gregorc's model
     - Fleming's VARK model

    Store and maintain records of achievements and assessments
    + Training file:
     - position description
     - resume
     - training record
     - copies of their qualifications and certificates
     - PDP and/or PPR forms
     - other relevant documentation and evidence

    Communicate effectively as a workplace leader

    Identify the communication context

    Purpose
    + Socialise strategy
    + Promote a positive culture
    + Inform
    + Enable
    + Motivate and engage people in change

    Context
    + Goals and values of the organisation
    + Internal strengths, weaknesses, opportunities and threats
    + External environment
    + Audience characteristics
    + Organisational history
    + Organisational climate

    SMART goals and objectives
    + Specific
    + Measurable
    + Attainable
    + Relevant
    + Timeframe

    Communication strategies and tactics

    Media matrix

    Compare media as to / Media channels:

    + Strategic purpose
     - Social media platforms: Facilitate real-time information on project updates and process improvements
     - Podcasts: To communicate message consistently in digestible chunks
     - Organisational WIKI: To facilitate collaboration and group information sharing: Promote engagement through participation

    + Audiences
     - Social media platforms: Agents And project teams
     - Podcasts: Agents
     - Organisational WIKI: Managers, Agents

    + Advantages
     - Social media platforms: Supports bottom-up and top-down information flow and feedback
     - Consistent, Controlled top-down messaging, Supports multitasking and less time-consuming, Appealing to younger agents
     - Organisational WIKI: Supports bottom-up and top-down information flow and feedback

    + Disadvantages
     - Social media platforms: Maybe misused for social purposes
     - Podcasts: Maybe ignored and not downloaded by intended audience
     - Organisational WIKI: Edits need to be monitored by content experts

    + When to use
     - Social media platforms: When real-time collaboration and complex coordination between employees is required
     - Podcasts: When staff are motived to access podcasts
     - Organisational WIFI: If expert can manage monitor site

    + When not to use
     - Social media platforms: For complex communications requiring high degree of top-down control
     - Podcasts: For crucial messages
     - Organisational WIKI: If expert not available

    + Works well with / What media may complement it
     - Social media platforms: Project work, Day to day teamwork
     - Podcasts: Other forms of top-down communication such as e-newsletters
     - Organisational WIKI: Links from other online sites, Policies and procedures, Group collaborations such as brainstorming

    Barriers to communication (Mood/Personality/Upbringing/Values)
    + Distorting
    + Rejecting
    + Mishearing
    + Misunderstanding

    Overcoming barriers

    Overcome barriers by:
    + Simplifying language
    + Controlling your emotions
    + Using an open, less controlling interpersonal style
    + Keeping communications short
    + Listening: use feedback to modify/clarify communications as necessary

    Kotter changes model
    + Establish a sense of urgency
    + Create a guiding coalition
    + Develop a change vision
    + Communicate the vision
    + Empower broad-based power, Generate short-term wins
    + Never let up
    + Incorporate changes into the culture

    Incorporate policies and legal requirements

    You will need to consider:
    + Policies
    + Procedures
    + Style guides
    + Standards
    + Codes of practice
    + Legislation
    + Business ethics

    Communicate the message

    Organisational voices
    + Parental
    + Directive
    + Businesslike
    + Legal
    + Promotional
    + Informational
    + Partner
    + Voice of the brand

    Formats and media options include:
    + Written formats and media channels
    + Oral formats and media channels
    + Social media platforms and channels

    Use interpersonal skills
    + Verbal and non-verbal communication
    + Listening and questioning
    + Manners and respect
    + Group problem-solving
    + Responsibility and accountability
    + Social awareness and emotional intelligence

    Feedback tools
    + Anecdotal feedback
    + Focus groups
    + Online polls
    + Digital analytics
    + Surveys or questionnaires
    + Communication audits

    Cr: WiC

    จัดอบรมให้พนักงานรักองค์กร แล้วพนักงานจะรักองค์กรจริงหรือ?
    http://tamrongsakk.blogspot.com/2016/04/blog-post_25.html

    ผู้บริหารคุณภาพ
    http://www.missconsultblog.com/#!Management/cu6k/55ff99770cf25fa7fe11edca

    B-)
  • 3 Comments sorted by
  • ดักลาส แมคเกรเกอร์ (Douglas McGreGor) กับ XY Theory ทฤษฎีเชิงบวกอันลือลั่น
    เรก เรแวนส์ (Reg Revans) กับทฤษฎีการเรียนรู้ด้วยการปฏิบัติที่ไม่เหมือนใคร
    อับราฮัม มาสโลว์ (Abraham Maslow) สุดยอดทฤษฎีความต้องการของมนุษย์
    http://www.oknation.net/blog/manage/2015/12/29/entry-1

    จริยธรรมต้องอยู่เหนือกำไรและความดัง
    http://www.transparency-thailand.org/thai/index.php/sample-sites-2/492-2016-03-07-09-04-16

    slingshot.co.th/resources/library/การประเมิน360องศา/1023

    Take follow-up actions

    Maintain records of the communication process

    You will need to follow:
    + Organisational Recordkeeping policies
    + Procedures
    + Standards

    Policies and procedures may cover:
    + File-naming conventions
    + Backups
    + Storage location
    + File management procedures
    + Use of specific file management software or databases

    Australian standards: principles
    + Ensuring the system meets all of the operational and strategic needs of the organisation
    + Documenting the system in policies and procedures
    + Training personnel to create and store records
    + Setting standards for recordkeeping and monitoring the use of systems
    + Ensuring all legislative requirements are met, including for retention periods

    Process documents
    + Communication planning
    + Templates
    + Actual communications
    + Budget
    + Scheduling

    Outcomes documents
    + Feedback
    + Analytics
    + Monitoring reports
    + Evaluation reports
    + Budget variation reports
    + Return on investment information

    Identify opportunities for improvement

    You will need to:
    + Follow the continuous improvement cycle: PDCA: Plan > Do > Check > Act >
    + Evaluate communication processes
    + Use continuous improvement tools
    + Reflect on whether reality of communication ideas is reflected at all levels
    + Aim to become a true learning organisation

    http://www.educational-business-articles.com/leadership-characteristics

    https://infogr.am/electronic-and-non-electronic-communcation

    http://www.bethkanter.org/listen-skills

    http://www.rainbowhrcareers.be/en/the-communications-officers-responsibilities

    https://www.projecttimes.com/articles/strategies-to-improve-communication-and-follow-up-to-team-members.html

    http://www.helpguide.org/articles/relationships/effective-communication.htm

    http://betterevaluation.org/evaluation-options/communication_plan

    Lead team effectiveness

    Effective work teams possess:
    + have good leaders
    + work together to achieve common goals
    + plan to share the load / achieve goals
    + have the knowledge, skills and resources necessary to achieve their goals

    Effective teams value:
    + communicate openly and honestly
    + exhibit trust and respect

    Effective teams:
    + share decision-making and give and receive feedback
    + reward good performance
    + use conflict as an opportunity to grow / see conflict as healthy
    + regularly review performance

    Types of teams in organisations:
    + management teams
    + quality circles
    + problem-solving teams
    + multi-skilled or multifunctional teams
    + project teams
    + self-managed teams
    + virtual teams

    Executive management teams

    IAG Executive Management Team 2012

    Chief Financial Officer
    + Chief Executive Officer, Asia
    + Chief Executive Officer and Managing Director
    + Group Executive, Corporate Office
    + Chief Executive Officer, New Zealand
    + Chief Executive Officer, Direct Insurance
    + Managing Director, UK

    Project teams

    Project Owner / Sponsor
    + Project Manager
     - IT Manager
      x IT Developers
      x Testers
     - Training Manager
      x Training Coaches
     - Operations Manager
      x Technical Writers
      x Pilot Team
     - Business Analyst

    Virtual teams

    National Training Team > Training Coaches
    + ACT
    + NSW
    + QLD
    + VIC
    + WA
    + TAS
    + SA

    Purpose of work teams

    Work teams are generally formed for a specific purpose - to achieve a goal that relates to business objectives in operational plans.

    Business plans link to work teams

    Business Strategy
    + Operations Plan / Operational plans are the plans developed by business units or departments to achieve business goals, as stated in strategic and business plans
     - Quality Management System Project
     - Safe Work Methods Project
    + HR Plan
     - Induction Project
    + Finance Plan
    + IT Plan
     - Implementation Team Project

    Team Planning

    Business goals and objectives
    + Goals and objectives in operational plans give team members something to aim for.
    + Examples goals include:
     - to encourage and reward employee contributions and participation
     - to provide a safe, healthy and satisfying work environment
     - to establish and maintain supportive and responsive relationships with all internal customers
     - to maintain gross profit contribution levels at, or exceeding, 26 per cent

    Team goals
    + Team goals are the things the team wants to achieve together. The goals should be aligned with organisational objectives.
    + Examples team goals are:
     - to be the best team this organisation has ever experienced
     - to provide the greatest opportunities for advancement
     - to provide a safe workplace free of workplace hazards
     - to provide superior customer service through a balanced approach to work and life

    Team objectives

    The difference between where we are (current status) and where we want to be (goals) is what we do (objectives and action plans).

    + Example team objectives for the goal 'to provide a safe workplace free of hazards':
     - identify potential hazards when changes to systems or processes occur
     - seek assistance from safety experts to identify risk and remove hazards
     - document procedures to control risks as they arise

    Goals vs. objectives

    + Goal or mission: Establish a training and development team
     Objectives: To recruit a training and development manager, one learning and development coordinator, three trainers and two administrators within the next three months.

    + Goal: Conduct a skills audit and training needs analysis
     Objectives: To update core competencies list with current competency data by the end of the month.
     To perform a skills gap analysis for the entire training and development team within the next two months.

    + Goal: Develop a training plan for the entire company
     Objectives: To identify appropriate training courses for each department and create training schedules within the next three months.
     To develop a training budget for the training and development team within the next three months.

    Objectives vs. targets

    + Objectives: To recruit a training and development manager, one learning and development coordinator, three trainers and two administrators within the next three months.
     Targets: Develop a recruitment strategy detailing recruitment advertising methods and selection methods within the next two weeks.
     Advertise all training and development vacancies within one month.
     Interview all candidates within next two months.
     Select and make offers to best candidates within next three months.

    + Objectives: To update core competencies list with current competency data by the end of the month.
     Targets: Conduct job analyses of all roles within the company the next two weeks.
     Update job descriptions for all the positions in the organisation within the next three weeks.

    B-)
  • Team Role Descriptions / Role of the team members

    + Team Role: Plant
     Contribution: Creative, imaginative, unorthodox. Solves difficult problems.
     Allowable Weakness: Ignores incidentals. Too preoccupied to communicate effectively.

    + Team Role: Resource Investigator
     Contribution: Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.
     Allowable Weakness: Over-optimistic. Loses interest once initial enthusiasm has passed.

    + Team Role: Coordinator
     Contribution: Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.
     Allowable Weakness: Can be seen as manipulative. Offloads personal work.

    + Team Role: Shaper
     Contribution: Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles.
     Allowable Weakness: Prone to provocation. Offends people's feelings.

    + Team Role: Monitor Evaluator
     Contribution: Sober, strategic and discerning. Sees all options. Judges accurately.
     Allowable Weakness: Lacks drive and ability to inspire others.

    + Team Role: Teamworker
     Contribution: Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction.
     Allowable Weakness: Indecisive in crunch situations.

    + Team Role: Implementer
     Contribution: Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.
     Allowable Weakness: Somewhat inflexible. Slow to respond to new possibilities.

    + Team Role: Completer Finisher
     Contribution: Painstaking, conscientious, anxious. Searches out errors and omissions. Polishes and perfects.
     Allowable Weakness: Inclined to worry unduly. Reluctant to delegate.

    + Team Role: Specialist
     Contribution: Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.
     Allowable Weakness: Contributes on only a narrow front. Dwells on technicalities.

    Steps in the planning process

    1. What do we need to do and by when?
    2. What resources are required?
    3. Who will carry out each of the tasks?
    4. Who else will be affected by the project and how will they be communicated with?
    5. What might go wrong?
    6. What could cause those problems?
    7. How could we deal with such problems?
    8. How will we know if the plan works?

    Identifying and allocating tasks

    1. Sequence the activities
    2. Allocate the activities
    3. Plan work plan

    Develop work schedules

    Teamwork schedule
    + Due Date
    + Task / Action
    + Team Member(s)
    + Team Leader

    Personal work schedule
    + Priority
    + Task / Action
    + Due Date
    + Progress

    Show leadership in the workplace

    Passage One means a change in skills:

    Individual contributor skills:
    + technical or professional proficiency
    + team player
    + relationship building for personal benefit, personal results
    + using company tools, processes, and procedures

    Frontline manager skills:
    + planning-projects, budgets, workforce
    + job design
    + delegation
    + performance monitoring
    + coaching and feedback
    + performance measurement
    + rewards and motivation
    + communications and climate setting
    + relationship building up, down, sideways for the unit's benefit
    + acquisition of resources

    Leadership for everyone:

    'Some are born leaders, some achieve leadership, and some have leadership thrust upon them.'

    Popular leadership styles:

    1. autocratic
    2. bureaucratic
    3. charismatic
    4. democratic
    5. casual
    6. people-oriented
    7. servant
    8. job-focused
    9. transformational

    Great leadership:
    + communication of vision
    + creativity & innovation
    + focus on performance
    + humility
    + vision
    + development & influence of people
    + assertiveness
    + integrity
    + courage
    + openness & sense of humour

    Leadership behaviours and perceptions:

    Getting respect:
    + be honest
    + be positive
    + be trusting
    + be fair
    + be polite
    + be reliable
    + be a good listener
    + be accessible
    + use appropriate language
    + look like a manager
    + ask questions
    + deep confidences

    Look like a leader:
    + dress the part
    + demonstrate awareness
    + express individuality appropriately
    + be aware of your body language
    + use appropriate language

    http://thumbsup.in.th/2016/02/how-loyal-are-millennial-employees

    How to Establish a Performance Improvement Plan
    https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-guides/pages/performanceimprovementplan.aspx

    http://morailogistics.com/coming-and-going-a-look-at-employee-turnover-in-the-logistics-industry

    Implement and monitor environmentally sustainable work practices

    The labyrinth:
    1. acts
    2. legislation
    3. regulations
    4. codes of conduct
    5. best practice models

    Skills required:
    + identify environmental regulations that apply to your workplace.

    Environmental laws and regulations:
    + Federal:
     The Department of the Environment, Water, Heritage and the Arts:
     - Environment Protection and Biodiversity Conservation Act 1999
    + State/Territory:
     State and Territory governments for the environment variable in name and function
    + Local:
     Local councils have regulations and guidelines

    www.cpall.co.th/News-Center/environment

    www.iso.org/iso/home/standards/management-standards/iso14000.htm

    ทำโชว์ห่วยให้รวยอย่างยั่งยืน
    www.manager.co.th/iBizChannel/ViewNews.aspx?NewsID=9570000027724

    www.ted.com/talks/arthur_potts_dawson_a_vision_for_sustainable_restaurants

    Leadership & Soft Skills: ทำไมตำแหน่งยิ่งสูง Technical skills ยิ่งลดลง?
    www.missconsultblog.com/single-post/2015/11/17/Leadership-Soft-Skills-ผู้บริหารและทักษะการบริหาร

    คุณอยากจะเป็นผู้บริหารจริงหรือเปล่า?
    oknation.nationtv.tv/blog/xcornellian/2009/04/16/entry-5

    Address customer needs

    4 ความต้องการของลูกค้า จากมุมมองของลูกค้า
    smartfinder.asia/th/4-ความต้องการของลูกค้าจา

    การสนทนาซื้อรถ (Buying a Car.)
    www.gotoknow.org/posts/457211

    www.123contactform.com/free-form-templates/Customer-Feedback-Form-610642

    มาจัดประเภทลูกค้ากันเถอะ
    www.yimyimaccounting.com/มาจัดประเภทลูกค้ากันเถ-2

    Identify risk and apply risk management processes

    www.worksafe.qld.gov.au/laws-and-compliance/workplace-health-and-safety-laws/laws-and-legislation/work-health-and-safety-act-2011

    Manage operational plan

    Develop Operational Plan

    Analyse business operations:

    Cascading plans:
    Company mission => Organisational business plan, strategic goals, overall operational plan => Departmental operational plans

    Types of operational plans:
    • production and manufacturing
    • human resources
    • processes
    • distribution
    • location and facilities
    • equipment

    Targets should be:

    • Specific
    • Measurable
    • Agreed
    • Realistic
    • Time specific

    Performance measures may be categorised as:

    • output or operational, for example, sales revenue, units produced
    • input or managerial, e.g. percentage of completed inductions, a number of completed performance reviews
    B-)
  • Develop a consultative process:

    Personnel you may need to consult with include:

    • colleagues and specialist resource managers
    • work health and safety committees and other people with specialist responsibilities
    • managers and supervisors
    • other employees
    • people from a wide range of social, cultural and ethnic backgrounds, and people with a range of physical and mental abilities

    Map stakeholders:

    Determine:

    • who are your stakeholders
    • what they need
    • how much power and influence they may have over operations
    • methods to manage and communicate with them
    image

    Document and propose resource requirements:
    To develop an effective proposal, you must first:
    • identify gaps
    • research options
    • consider policies and procedures
    • consider cost vs. benefit

    Implementation plans include:

    • action plans
    • Gantt charts
    • PERT diagrams
    image
    image

    Manage risk:

    image
    Plan for contingencies
    B-)