Strategic Leadership and Management Specialization



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 indicatorsIncorporate 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 / MSNMonitor own work performanceIdentify 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 standardsSeek and evaluate feedback on performance from colleagues and clients
+ meetings
+ compliments and complaints
+ reviewing work
+ surveys
+ performance appraisals
+ peer review and 360-degree feedbackIdentify 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 workCoordinate professional developmentAssess personal knowledge and skills
+ Personal Development Planning (PDPs)
- short term goals
- medium term goals
- long term goalsResearch and plan opportunities for improvement
+ training
+ coaching and mentoring
+ conferences and workshops
+ online options
+ action learning
+ personal studyUse feedback to develop ways to improve
+ Internal feedback:
- PPRs
+ External feedback:
- networksIdentify, 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 modelStore 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 evidenceCommunicate effectively as a workplace leaderIdentify the communication contextPurpose
+ Socialise strategy
+ Promote a positive culture
+ Inform
+ Enable
+ Motivate and engage people in changeContext
+ Goals and values of the organisation
+ Internal strengths, weaknesses, opportunities and threats
+ External environment
+ Audience characteristics
+ Organisational history
+ Organisational climateSMART goals and objectives
+ Specific
+ Measurable
+ Attainable
+ Relevant
+ TimeframeCommunication strategies and tacticsMedia matrixCompare 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 brainstormingBarriers to communication (Mood/Personality/Upbringing/Values)
+ Distorting
+ Rejecting
+ Mishearing
+ MisunderstandingOvercoming barriersOvercome 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 necessaryKotter 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 cultureIncorporate policies and legal requirementsYou will need to consider:
+ Policies
+ Procedures
+ Style guides
+ Standards
+ Codes of practice
+ Legislation
+ Business ethicsCommunicate the messageOrganisational voices
+ Parental
+ Directive
+ Businesslike
+ Legal
+ Promotional
+ Informational
+ Partner
+ Voice of the brandFormats and media options include:
+ Written formats and media channels
+ Oral formats and media channels
+ Social media platforms and channelsUse interpersonal skills
+ Verbal and non-verbal communication
+ Listening and questioning
+ Manners and respect
+ Group problem-solving
+ Responsibility and accountability
+ Social awareness and emotional intelligenceFeedback tools
+ Anecdotal feedback
+ Focus groups
+ Online polls
+ Digital analytics
+ Surveys or questionnaires
+ Communication auditsCr: WiCจัดอบรมให้พนักงานรักองค์กร แล้วพนักงานจะรักองค์กรจริงหรือ?ผู้บริหารคุณภาพ!Management/cu6k/55ff99770cf25fa7fe11edca


ดักลาส แมคเกรเกอร์ (Douglas McGreGor) กับ XY Theory ทฤษฎีเชิงบวกอันลือลั่น
เรก เรแวนส์ (Reg Revans) กับทฤษฎีการเรียนรู้ด้วยการปฏิบัติที่ไม่เหมือนใคร
อับราฮัม มาสโลว์ (Abraham Maslow) สุดยอดทฤษฎีความต้องการของมนุษย์จริยธรรมต้องอยู่เหนือกำไรและความดังการประเมิน360องศา/1023Take follow-up actionsMaintain records of the communication processYou will need to follow:
+ Organisational Recordkeeping policies
+ Procedures
+ StandardsPolicies and procedures may cover:
+ File-naming conventions
+ Backups
+ Storage location
+ File management procedures
+ Use of specific file management software or databasesAustralian 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 periodsProcess documents
+ Communication planning
+ Templates
+ Actual communications
+ Budget
+ SchedulingOutcomes documents
+ Feedback
+ Analytics
+ Monitoring reports
+ Evaluation reports
+ Budget variation reports
+ Return on investment informationIdentify opportunities for improvementYou 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 team effectivenessEffective 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 goalsEffective teams value:
+ communicate openly and honestly
+ exhibit trust and respectEffective 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 performanceTypes of teams in organisations:
+ management teams
+ quality circles
+ problem-solving teams
+ multi-skilled or multifunctional teams
+ project teams
+ self-managed teams
+ virtual teamsExecutive management teamsIAG Executive Management Team 2012Chief 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, UKProject teamsProject 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 AnalystVirtual teamsNational Training Team > Training Coaches
+ WA
+ SAPurpose of work teamsWork 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 teamsBusiness 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 ProjectTeam PlanningBusiness 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 centTeam 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 lifeTeam objectivesThe 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 ariseGoals 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.


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 schedulesTeamwork schedule
+ Due Date
+ Task / Action
+ Team Member(s)
+ Team LeaderPersonal work schedule
+ Priority
+ Task / Action
+ Due Date
+ ProgressShow leadership in the workplacePassage 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 proceduresFrontline 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 resourcesLeadership 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. transformationalGreat leadership:
+ communication of vision
+ creativity & innovation
+ focus on performance
+ humility
+ vision
+ development & influence of people
+ assertiveness
+ integrity
+ courage
+ openness & sense of humourLeadership 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 confidencesLook like a leader:
+ dress the part
+ demonstrate awareness
+ express individuality appropriately
+ be aware of your body language
+ use appropriate language

How to Establish a Performance Improvement Plan

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


Leadership & Soft Skills: ทำไมตำแหน่งยิ่งสูง Technical skills ยิ่งลดลง?ผู้บริหารและทักษะการบริหาร


Address customer needs

4 ความต้องการของลูกค้า จากมุมมองของลูกค้าความต้องการของลูกค้าจา

การสนทนาซื้อรถ (Buying a Car.)


Identify risk and apply risk management processes

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


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

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


Manage risk:


Plan for contingencies