Process of Improving Human

Productivity&

Management Skills

By

Syed Imtiaz Hussain

The Process Of Performance & Productivity

Team Building

Transformation

Control

Continuos Improvement

awarenessUnderstanding

Proactive Choice

Management

Creating Values

Personal Leadership

Direction & Skills

The Process of Mastering Change

MindBrainBody

Values & BeliefSystem

Performance Productivity

1. Faith2. Attitude3. Kismat4. Focus & Discipline5. Knowledge & Learning6. Experience & Skills7. Dua

Dependability

Learning &ContinuousImprovement

Low Performance Loop (LPL)

Intrinsic

Effectiveness Speed

Quality

Mental

Physical

Extrinsic

Extrinsic

Efficiency/Speed

Motivated

Ability

Environment

Dream

LoveDesire

Interest

HappySatisfied

Motivated

Ability

EnvironmentHappySatisfied

High Performance Loop (HPL)

Performance Loop

FOUR UNIQUE FOUR UNIQUE HUMAN ENDOWMENTSHUMAN ENDOWMENTS

1.1. Self-awarenessSelf-awareness2.2. ConscienceConscience3.3. ImaginationImagination4.4. WillpowerWillpower

The Process of Performance & Productivity

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

The Checklist of Managing HPL

Law of Progress

Everything has ups and downs- nothing travels in straight lines.

This applies to your own progress in any project. Keep your eye on your target, keep putting in

the effort and your reach your target despite the ups and downs.

Successful people realize that they reach their goals by continuously correcting.

We get off course, correct, and get back on course. Ships do it. Rocket and missiles do it.

Correct. Correct. Correct. Continue correction

Boss

Peers

Subordinates

ClientYOU

Role of Manager

Management LevelsWhat Is Required From You!

Top Level Manager

Middle Level Manager

First Line Manager

Operatives

Rational Decisions

Brian Storming

Unstructured probs

Scope of Job

Span of Control

Authority & Responsibility

Physical Efforts

Technical Expertise &

Motor Skills

Structured problems

Physical/Actual output

Global Environment

No management moral

Individual

Orientation

Continuos Deterioration

Pointing Finger

Value Depletion

Speed

No Change

Certainty

Slow

No Responsibility

Pakistani

Business

Environment

Performance ProductivityYOU

Belief System

Value AdditionManaging Moral

Process Orientation

Facing not Finger PointingConfrontation

Quick change activity

Ambiguity & uncertainty

Continuos learningSchool learning only

Global Business

Environment`

The Process of Performance & Productivity

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

The average performers in the world have mastered LPL !!

Strategy

Objectives

Policies

Rules

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

Rules: Specific direction for decision-making.

Strategy

Objectives

Policies

Rules

Relationship Between Strategy, Objectives, Policies and Rules

Objectives

What Are Problems A discrepancy between an existing and a desired state of affairs.

Characteristics of a Problem

Problem

Awareness ofdiscrepancy

Pressure toact

Insufficientresources to

do something

TYPES OF PROBLEMS•

Well-Structured Problems:

Straight forward, familiar, easily defined problems

• Ill-Structured Problems:

New problems / information is ambiguous or incomplete

TYPES OF DECISIONS

• Programmed decision: Routine one.

• Non Programmed decision: Unique decisions, require a custom

made solution

Problems Require Your Attention

Approaches to Decision Making

RATIONALITY

BOUNDED RATIONALITY

INTUITION

What, Which, How, When, Where, Why ???

Rational Way Of Problem Resolution

Six Hat Technique

•Neutral•Ignore arguments & proposals•Examine facts, figures, information

•No apology, explanation or justification of arguments•No reasoning

•Logically negative

•Conscious & critical Judgment•Kill creative ideas

•Logically positive•look feasibliliy of ideas implication•Beneficial but logical approach

•Creative thinking•Additional alternatives

•Lateral thinking & creative techniques

•Process control•Chairperson’s hat•Sets agenda.•Suggest next step•Summaries, conclusion & decisions.

Have you ever been stung by a mosquito?

Have you ever been stung by a bee?

Have you ever been bitten by an elephant?

PLAN

The Process Improvement CycleThe Deming/Shewhart Improvement Cycle

DO Getting

Work

Done

REVIEW

Reviewing & Evaluating

Planning & Organisation

PLAN

Developing

Ideas for IMPROVE

Improvement

The Nature of PlanningWhy Do We Make Plans:

If you fail to plan, you actually plan to fail

What kind of organizational

structure

Which helps us know

What kind of people we need and when

PLANS Objectives Necessary for

Which Effects the kind And how to of leadership andAchieve them

How most effectively

to lead and directpeople

In order to assureSuccessof the Plans

By furnishing standards of control

SOP of Human MindImportance of Developing Vision, Values & Belief Systems

MindBrain

OUTPUT OUTPUT

FEEDBACK FEEDBACK

Organization

CultureReligion

Environment

Family

Destiny

Character

Ideas Thoughts

Habits

Actions

DreamsVision

WordsFeelings

Belief Systems

Ethics &s

Values

. Crisis

. Pressing problems

. Deadline-driven projects, meetings, preparations

. Preparation

. Prevention

. Values clarification

. Planning

. Relationship building. True re-creation. Empowerment

. Interruptions, some phone calls

. Some mail, some reports

. Some meetings

. Many proximate,pressing matters

. Many popular activities

. Trivia, busywork

. Some phone calls

. Time wasters

. “Escape” activities

. Irrelevant mail

. Excessive TV

II IIII

IIIIII IVIV

UrgentUrgent Not UrgentNot UrgentIm

port

ant

Import

ant

Not

Import

ant

Not

Import

ant

Work Plan

S

#

Activities Responsibility Timeline Action Outcome

Sorting Mr. Khalid

Mahmood

2 days Pile the mail Done on time

Separate area wise

Make bundles

Label the bundles

Work Plan FormatEXAMPLE

Groups & Teams

Where You Stand

How Groups Are Formed

Stage 1Forming

Stage 2

Storming

Stage - 3

Norming

Stage 4

Performing

Stage 5

Adjoining

Join groupDef purpose

Build structureLeadership

Characterized by uncertainty

Intra - group

Conflict

Close relationship

Cohesiveness

Fully functionalWrapping up

Activities

Why People Join Group

Group

Status

Self esteemAffiliation

PowerGoal Achievement

Security

Group Binding & Productivity

High Low

High

Low

Strong in productivity

Decrease in productivity

No significant effect

on productivity

Moderate in

productivity

Cohesiveness

Alig

nm

ent

of

gro

up &

Org

goals

RELATIONSHIP B/W COHESIVENESS & PRODUCTIVITY

Group Team

Group consists of people Team also consists of people

Interaction is necessary among itsmembers

Interaction is a must among themembers of a team

Members are interdependent.Team members are interdependent too.

In group objectives are low/weak.In team objectives are high/strong.

Group members are not necessarilydetermined, dedicated & devoted.

Team members are determined,dedicated & devoted.

Team Vs. Group

The Objectivity Makes The Difference.

Unified GoodCommitment Communication

Clear

Mutual

Goal

Trust

Relevant

Appropriate

Skills

Leadership

Negotiating External

Skills SupportInternal

Support

Effective Team

Qualities of Effective Team

Managing Teams

Supervisory

Leadership

Participative

Leadership

Team

Leadership

Direct People Involve People Build trust & inspireteam work

Explain decisions Get input for decisionsFacilitate & supportteam decisions

Train individuals Develop individualperformance

Explain teamcapabilities

Manage one-on-oneCoordinate group effortCreate a team identity

Contain conflict Resolve conflict Make the most of teamdifferences

React to change Implement change Foresee & influencechange

Business Communication

Percentage of Time Business People Spend on Various

writing 9 %

Speaking 30 %

Listening 45 %

Reading 16 %

Receiving 45 %

Sending 45 %

Individual Attitudes

MottosMottos

Don’t Express / Disagree, Got less rights

ComCom Can’t speak, always agrees, Indirect

CharChar Apologetic, No self trust, Indecisive, Needy

NVCNVC

Sorry a lot, Be with both parties, Complain, Leaves to others

VCVC

C&PSolC&PSolFFFF

EffectsEffects

Never wrong, Got right, Follow me

You-me valuable, Be effective, Both haverights

Close minded, Poor listener, Interrupts, Monopolizing

Achieves at others expense, Sarcastic, Bulling

BehBeh Never feel wrong, Put others down. Over power, never appreciateShake fingers, frown, Critical eye actions, rigid posture, yelling toneYou must, don’t ask, Just do it, Abusive

Threatens, Attacks, Must win arguments.

Anger, Hostility, impatient

Waste time, Angry, High price to relationship

Nodes/ Smile, Avoid eye contact, Slumped posture, Low tone.You should, I can’t, You can, Low energy

Avoids, Silent, Agrees too oftenPowerlessness, Why not got credit, Seed adviceGive up self, Loses self esteem, Promote causes

Know limits, Observant, Direct, Honest, RespectsConfident, Observes, Self-aware, proactive

Knows, Plans, Action oriented, Realistic, Consistent, FairNatural gestures, Attentive, Direct eye contact,Confidentposture

I choose to, My option, What are alternatives

Negotiates, Compromise, Optimistic, Confronting

Enthusiasm, Well being, Even tempered.Self-Confident, Self-Esteem, Motivated.

Communication, Business & You

Your ability to communicate (to receive, evaluate, use and pass oninformation) openly, honestly and clearly increases your and your

organization’s productivity.

A manager’s work- day consists of:

– never-ending series of meetings– casual conversations (informal conversations)– speaking engagements (presentations, instructions,

orientations, etc)– phone calls– reading and writing

A Junior Employee’s Sources of Information:

– Customer behavior– Supplier behavior– Equipment performance

Everything is forwarded by operatives to the management.Marketing myopia is when these people do not forward negativeinformation. They like themselves so much that they forget to see

their bad aspects.

Communication Link With Productivity

Some Important Points to Remember

· It’s the people who give productivity. Open communication climate or open

culture. In case of organizational communication the drawback is lack of upward communication. · Managers should keep their doors open for anybody who has problem he can

easily contact the manager. This is informal communication.

· Feedback is necessary. Environment is created to bring the people at lower

level near the decision makers.

· Commitment to ethical communication is an important part of organizational communication. You should not insult anybody. You should not abuse anybody.

· If you want to reward somebody do it in open and if you want to punish

somebody do it in private.

· Forgiveness also works according to situation.

· Flexibility is also necessary. Plans may be altered but objectives must

changed.

not be

Cont..

·

Cultural differences are there in the organizations

organization from different cultural background.

· Proficiency is need in communication technology. Your communication

be updated with time. You have to keep your audience in mind.

audience

-

centered approach.

·

What do they need and what do they want. You will not like to be stagnant. What is your goal. You have to further groom yourself.

· Efficient flow of message is necessary. Your efficiency is related to your

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

because people join the

should

It is called

Conflict Resolution

Conflict Resolution Guidelines

1. Avoidance

2. Confrontation

3. Changing Roles

• Difference of perception

• Personal liking and disliking

A - POSITIVE CONFLICT B - NEGATIVE CONFLICT(Positive productivity & performance) (Negative productivity &

performance)

Six Suggestions for Trust Building

1. COMMUNICATE.

Keep informed & accurate feedback.

2. BE SUPPORTIVE.

Available & Approachable.

3. BE RESPECTFUL.

Delegate authority, listen ideas.

4. BE FAIR.

Give credit, generous with your praise.

5. BE PREDICTABLE.

Consistent in daily affairs. Make good on your explicit and implied promise.

6. DEMONSTRATE COMPETENCE.

Respect & demonstrate technical and professional abilities.

IndependenceIndependence

DependenceDependence

InterdependenceInterdependence

PUBLICVICTORY

PRIVATEVICTORY

Seek First to Understand

… Then to beUnderstood`

Synergize

Think Win/Win

Put First Things First

Be Proactive

Begin with the End in

Mind

Shar

pen

the

Saw

The Seven Habits Paradigm

PHYSICALPHYSICALExercise, Nutrition,Stress Management

FOUR DIMENSIONS OF RENEWAL

MENTALMENTALReading, Visualizing,

Planning, Writing

SOCIAL/EMOTIONALSOCIAL/EMOTIONALService, Empathy,

Synergy, Intrinsic Security

SPIRITUALSPIRITUALValue Clarification

& Commitment, Study& Meditation

THE UPWARD SPIRAL

Learn

DoCommit

Learn

CommitDo

DoLearn

Commit

LearnCommitDo

PROACTIVE MODEL

StimulusStimulus ResponseResponseFreedomFreedom

totoChooseChoose

Self-Awareness

Self-Awareness

ImaginationImagination ConscienceConscience

IndependentWill

IndependentWill

Lose/WinLose/WinH

igh

Hig

hLo

wLo

w

Win/WinWin/Win

Lose/LoseLose/Lose Win/LoseWin/LoseCO

NS

IDER

ATIO

NC

ON

SID

ER

ATIO

N

LowLow HighHigh

COURAGECOURAGE

PARADIGM SHIFTSA BREAK FROM

TRADITIONAL WISDOMA BREAK FROM

TRADITIONAL WISDOMTOWARD

7 HABITS PRINCIPLESTOWARD

7 HABITS PRINCIPLES

Habit 1Habit 1 We are a product of our environment and upbringing.

Habit 2Habit 2 Society is the source of our values.

Habit 3Habit 3 Reactive to the tyranny of the urgent. Acted upon by the environment.

Habit 4Habit 4 Win-lose.One-sided benefit.

Habit 5Habit 5 Fight, flight, or compromise when faced with conflict.

Habit 6Habit 6 Differences are threats. Independence is the highest value. Unity means sameness.

Habit 7Habit 7 Entropy.Burnout on one track - typically work.

We are a product of our choices to our environment and upbringing.

Values are self-chosen and provide foundation for decision making. Values flow out of principles.Actions flow from that which is important.

Win-win.Mutual benefit.

Communication solves problems.

Differences are values and are opportunities for synergy.

Continuous self-renewal and self-improvement.

BE PROACTIVEI can forgive, forget, and

let go of past injustices

I’m aware that I’m responsible

I’m the creative force of my life

I choose my attitude,

emotions, and moods

EEMOTIONAL MOTIONAL BBANK ANK

AACCOUNTCCOUNT

KEEP PROMISES APOLOGIZE

CLARIFY EXPECTATIONS TREAT OTHER KINDLY

UNDERSTAND OTHERS

LOYALITY TO

THE ABSENT

Duplicity

Unkindness

Violatedexpectations

Outside stressand pressures

Time wasters

Interruptions

Pressingproblems

Crises

PERSONAL IMMUNE SYSTEMPERSONAL IMMUNE SYSTEM

Live the Seven Habits

Spend timein Quadrant II

Follow correctprinciples

Control own life

Maintain highEmotional BankAccount with selfand others

Maintain reservecapacity

Be resilient

Empower andserve others

CommunicateEmpathically

Synergize withothers using awin-win approach

Code Of Ethics

• Honest and trust worthy in all our relationship.• Reliable in carrying out assignments and

responsibility.• Truthful and accurate in what we say and write.• Cooperative and constructive in all work undertaken.• Fair and considerate in our our treatment of fellow

employees, customer and all other persons.• Law abiding in all our activities.• Committed to accomplishing all task in a superior

way.• Economical in utilizing comply resources.• Dedicated in services to our and to improvement of

the quality of life in the world in which we live.

Back To The Future

Some Ideas To Think About:

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