briefing 2 drb grp
TRANSCRIPT
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BY
AN APPROACH TOMANAGERIAL / EXECUTIVE /SUPERVIRORY DEVELOPMENT
INTRODUCTORY BRIEFING
KAMALUL BAHRIN
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Contents of BriefingSlide No:3. Objective of Briefing
4-5. Brief Resume of Principal Con
6. Element of Organisation Success
7. Managerial/Executive Role Model
8. Managerial/Executive Skills Module
9-40. Examples of Modules
41. Other Modules Available
42-43. Client List
2
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Objective of The Briefing
3
To outline our approach to the some
interventions and its basic premise.
We also show some titles and outlines of
modules we have conducted for clients.The actual contents would be tailored to
clients environment.
Whilst we are the principal consultants, we
have associates who are experts in specific
fields whom we resource as when needed
to meet clients requirement.
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ELEMENTS OF
ORGNISATIONAL
SUCCESS
SATISFIED
CUSTOMERS
SATISFIEDEMPLOYEESSATISFIEDOWNERS
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MANAGERIAL/EXECUTIVE ROLES MODEL SUB-ROLES
DECISIONAL
ROLE
Entrepreneurship
Problem Solver
Resource Allocator
Negotiator
BUSINESS
ROLE
Business Results
Business Strategy
INFORMATIONAL
ROLE
INTERPERSONAL
ROLE
Figure Head
Leader/Developer
Liaison
Monitorer/ Assessor
Disseminator
Spokesman
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MANAGERIAL / EXECUTIVE SKILLS MODEL
BASIC SKILLS
DEVELOPMENTAL
SKILLS
Intellectual (Academic)
Professional(Technical)
Organisational
Leadership
Team Building
Situational
Managerial Skills
Problem Solving Skills
Creativity
Analytical
Entrepreneur Skills
Communication Skills
Interpersonal Communication
Team Communication
Presentation
Influencing Skills
Negotiation Skills
Interpersonal
Skills
Motivating Skills
OPERATIONAL
SKILLS
Self Image Building
Delegating
Empowering
Counseling/Coaching
Monitoring
Appraising
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EXAMPLES OFOUTLINE OF MODULES
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SIAPA KITA
APA HAJAT KITA
BAGAIMANASTRATEGI
PERNIAGAAN
KITA
MENGAPA KITA
BERHAJAT
DEMIKIAN (PRINSIP)
BAGAIMANA SIKAP,
PERILAKU, SISTEM DAN
PIAWAIAN YANG
PATUT KITA BENTUK
BUDAYA,
SIKAP,
PERILAKU,
PIAWAIAN
YANG
MENDOKONG
HAJAT
STRATEGI YANG TIDAK BERCANGGAH DENGAN PRINSIP
MODEL KAEDAH MENGENAL PASTI MISI DAN MATLAMAT, MENGENALI ORGANISASI,
MEMBENTUK BUDAYA DAN MEMBENTUK STRATEGI
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MODEL ini mampu digunakan dari peringkat
pembentukan konsep hinggalah menggaris
panduan tindakan di bahagian operasi danbarisan hadapan.
Dengan penggunaan asas model yang sama ia
akan dapat menyatu hala tuju di seluruh
organisasi.
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MANAGERIALTASKS
=ACHIEVEMENT OF
GOALS
RECOGNIZE
OPPORTUNITIES
&
PROBLEMS
SEEK
SOLUTIONS
DECIDE,
ACT
&
ASSESS
Each has integrated body of knowledge, skills and values which
the total manager has to acquire.
MANAGERIAL TASKS
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MANAGERIALQUALITIES
ETHICAL BUSINESS
CONDUCT
WISDOM
LEADERSHIP
EFFECTIVENESS
MANAGERIAL QUALITIES
PERSONAL
INTEGRITY
PRINCIPLED
INTERPERSONAL
RELATIONSHIP
ETHICAL PERSONAL
CONDUCT
Good Moral Character
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MANAGERIALACCOUNTABILITIES
ORGANISATIONAL
ACCOUNTABILITIES
MANAGERIAL ACCOUNTABILITIES
LEADERSHIPACCOUNTABILITIES
PERSONAL
ACCOUNTABILITIES
Personal Effectiveness
Fairness
Just
Exemplary
Goal Setting
Goal Achievement
Governance
Subordinate
Effectiveness MotivationControl Process
Performance
Standards
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ALIGNMENT
LEADERSHIP EQUATION
ATTUNEMENTEMPOWERMENT
SYNERGY
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LEADER- Serve To Lead -
HIGHER IDEAL
SENSE OF MISSION
EMOTIONAL MATURITY
HALLMARK OF SUCCESSFUL LEADER
PROACTIVE
HUMILITY
COMPASSION
BEING THE BEST
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CREATIVEPROBLEMSOLVING
IMPLEMENTATION
CONTROL
MAKING
ASSUMPTIONS
ANALYZING THE
ENVIRONMENT
RECOGNIZING
PROBLEM
DEFINING
PROBLEM
GENERATING
ALTERNATIVES
CHOOSING
ALTERNATIVES
PROBLEM SOLVING SKILLS
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INFLUENCE The ability to change the OPINION, ATTITUDE and BEHAVIOURof others to a desired state.
INFLUENCE in a SOCIAL CONTEXT - family, friends, community
INFLUENCE in an ORGANISATIONAL CONTEXT - superiors, peers, subordinates,
departments, teams
INFLUENCE in a GROUP CONTEXT - teams, interest groups,
(e.g. political groups), the public
THE ABILITY TO EXERT INFLUENCE HELPS US IN
UTILIZING THE RESOURCES OF OTHERSTO IMPROVE OUR EFFECTIVENESS AND HARNESSING SUPPORT
TO ATTAIN OUR INDIVIDUAL, ORGANISATIONAL OR COLLECTIVE GOALS
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THE INFLUENCE PROCESS
BUILDING
- defining processes,
relationships and
expected results
SUSTAINING
- demonstratingcommitment to
continuousimprovement
USING
- promoting jointresponsibilities
for high qualitydecisions
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THE INFLUENCE MODEL
BUILDING
RELIABLE
GROUND RULES
BEING A
CATALYST
GAINING
CONSENSUS
DEMONSTRATING
OPENNESS
WORKINGTHROUGHALTERNATIVES
TRYINGNEWIDEAS
SUPPORTand HELP
TRUST SHARINGPOWER
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INFLUENCING TACTICS
PROCESS TACTIC WHAT TO DO HOW TO DO IT
BUILDINGINFLUENCE
SHOWINTEREST INGATHERINGANDDEVELOPINGOTHERS IDEAS
SHOW RESPECTFOR THE FEELINGOF OTHERS.
Indicate interestin others ideas tokeep thediscussion going
Convey to othersthat you respecttheir feelings
Maintain eye contact whenlistening
Give verbal signs ofresponse
Move closer
Remove physical barrier
Use positive body language
(smile, nod)
State that you understand(empathize even if you donot agree with what the otherperson is saying)
Interpret how the speaker isfeeling (this allows feelingsto be set aside in favour ofthe issues at hand)
State that you approve ofwhat was just said add onwhat has just been said
There are many more proven TACTICS for the BUILDING INFLUENCE PROCESS.
For each tactic, suggestions are made of WHAT TO DO and HOW TO DO IT.
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INFLUENCING TACTICS
PROCESS TACTIC WHAT TO DO HOW TO DO IT
USINGINFLUENCE
ACKNOWLEDGETHE KNOWLEDGEAND TALENT OFOTHERS
Recognizeaccomplishment
Delegate tasks toothers in areas oftheir strengths
Do this in meetings orindividually.
e.g. I just want everyone toknow that Azmans vastknowledge in industrialrelations laws has been animportant asset indeveloping our employeerelations.
If there is a task or portion ofa task, you know someoneexcels in and enjoys doing,delegate it to the person.Acknowledge the expertiseand seek help.
There are many more proven TACTICS for the USING INFLUENCE PROCESS.
For each TACTIC, suggestions are made of WHAT TO DO and HOW TO DO IT.
Seek informationfrom others
Do not hesitate to go toothers for advice or help inareas they are
knowledgeable about andtalented in.
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INFLUENCING TACTICS
PROCESS TACTIC WHAT TO DO HOW TO DO IT
SUSTAININGINFLUENCE
BUILD AREPUTATION FORKEEPING THECOMMITMENT
YOU MAKE
Return telephonecalls when yousay you will
Be on time forappointments,meetings andothercommitments
Check for messagesregularly
Return calls as soon aspossible
Do not leave people waitingto hear from you for morethan a day if possible
Show good manners andrespect by sticking toappointment dates and times
Do not make people wait foryou
There are many more proven TACTICS for the SUSTAINING INFLUENCE PROCESS.
For each TACTIC, suggestions are made of WHAT TO DO and HOW TO DO IT.
Meet datelines Strive to make complete workon time
When datelines cannot bemet, give everyoneconcerned as much advancenotice as possible, thennegotiate new dateline
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THE PROCESS, TACTICS, WHAT TO DO and
HOW TO DO IT GUIDE
helps develop a systematic thought and behavioural patterns
that would ensure
the BUILDING, USING and SUSTAINING OF INFLUENCE
that would enhance your effectiveness.
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MANAGING CHANGE WORKSHOP
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ENVIRONMENT
FACTORS
COMPETITION
TECHNOLOGIES
COMPETENCE
RESOURCES
CONSTITUENTS
COMPLEXITY
NECESSITATECHANGE
Organisation
Culture
Creativity
Innovation
Structure
Management Style
Leadership Role
System
People
Product
Service
Process
Strategy
Management
MANAGING CHANGE
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DISSATISFACTIONCHANGERESULTING THREATS
CHANGE EQUATION
Environment Factors
vs competitors
vs cost
vs quality
vs the latest
vs productivity
vs image
VALUE ADD
- Structure
- Power/Influence
- Relationship
- Effort
- Starting Line
- Cost
- Customers
CHANGE RESULT CHANGE CHALLENGES
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MANAGING SERVICEEXCELLENCE WORKSHOP
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MANAGING SERVICE EXCELLENCE
COMPONENTS SOURCES
SERVICE PHILOSOPHY
CUSTOMER FOCUS
May be defined in vision,
objective and strategy
Market analysis
Customer survey
Frontline inputsCustomer Expectation
Customer Segmentation
SERVICE DESIGN
Quality Standards
Competitive analysis
Frontline inputs
SERVICE DELIVERY
Service EnvironmentService Systems
Product/Operation designs
Internal customer concepts/designs
Service provider - profiling
Service provider - training designs
Service performance monitoring
PERFORMANCE
MONITORING
Competitive performance
Customer feedback
Continuous quality improvementinitiatives
FUNCTIONS
Strategic Planning
Marketing Planning
Marketing Planning
Line/Performance Planning
Marketing Planning
Line/Performance Planning
Product/Operation Planning
Line/Performance Planning
Line/Performance Planning
Line/Performance Planning
Line/Performance Planning
Plan Review
Line/Performance Planning
Line/Performance Planning
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SERVICE MANAGEMENT SKILLS DEVELOPMENT
MODULES:1. Understanding the Service Products
- Characteristics of Service- Moments of Truth Concepts- The Service Package
2. Understanding Customers- Customers Needs- Customers Expectations- Customers Satisfaction- Customers Behaviours
3. Communication with Customers- Face-to-face Communication- Positive Communication- Body Language- Handling Difficult Customers- Electronic Communication
4. The Internal Customer Service- The Upside-Down Management Triangle- Identifying the Internal Customer
* Performance Standards* Feedback
- Internal Customer Communication Skills5. Setting Customer Service Performance Standards
- Identifying Zero-Based and Value-Add Standards- Service Support System- Performance Monitoring- Reviewing Standards
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PLANNINGFORCUSTOMER SERVICE EXCELLENCE
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1. Defining our Customer Service Strategy:-
- Product/Service Range
- Competitive Status
- Customer Segmentation
- Critical Success Factors
- Service Quality
- Service Delivery Systems
- Customer Satisfaction Factors
2. Designing Service Excellence
- Access to Service
- Service Facilities
- Service Provider
* Efficiency* Courtesy
* Problem Solving
- Service Experience
MODULES
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(continue)
3. Measuring Service Performance
- Customer Feedback
- Customer Loyalty
4. Institutionalizing Service Excellence
- Empower Winning Teams
* Service Quality Performance Monitoring
* Continuous Improvement
- Service Image
MODULES
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ENTREPRENEURIAL SKILLSFOR
EXECUTIVES
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OBJECTIVE OF MODULE
1. To provide skills needed to recognize and understand problems
faced by entrepreneurs.
2. To improve effectiveness.
3. To build confidence in handling entrepreneurs.
4. To develop creative thinking process
5. To be entrepreneurial.
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CONTENTS OF MODULE
1. DEVELOPMENT OF ENTREPRENEURSHIP
2. PROBLEMS OF SMALL ENTREPRENEURS
3. THE ENTREPRENEURIAL PSYCHOLOGY
4. PSYCHOMETRIC TESTING I
5. PSYCHOMETRIC TESTING II
6. SELF IMAGING
7. THINKING PROCESS
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OTHER MODULES AVAILABLE
Kursus Penyeliaan Berkesan
Kursus Layanan Mesra
Bengkel Memantau Layanan Mesra
Creativity and Innovation Course
Selection and Interview Skills Course
Grievance Handling and Disciplinary Process
Workshop
Negotiation Techniques Course
We have the capacity to develop specialised modules to
address specific issues of the organisation.
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CLIENT LIST
a) Human Resource Processes
Era Bayam Kota Sdn. Bhd.
Lembaga Kemajuan Ikan Malaysia (LKIM)
Perbadanan Usahawan Nasional Bhd (PUNB)
Petronas Carigali Sdn Bhd
Raya Plastic Sdn. Bhd
Tenaga Nasional Berhad
World Wide Fund for Nature (WWF) Malaysia
Zoo Negara
Bank Muamalat
FELDA
Habib Jewels
b) Remuneration Studies
EON Bhd
Era Bayam Kota Sdn. Bhd.
Hicom Holdings Bhd
OGP - Petronas Sdn Bhd
Proton Bhd
Petronas Carigali Sdn Bhd
Sime Darby Bhd
World Wide Fund for Nature (WWF) Malaysia
Zoo Negara
ORGANISATION AND HUMAN RESOURCE MANAGEMENT
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CLIENT LIST
Bank Islam Malaysia Bhd.
Bank Industri
Bank Simpanan Nasional
Island and Peninsular Bhd.
Jabatan Pengangkutan Jalan (JPJ) Wilayah Persekutuan
Lembaga Kemajuan Ikan Malaysia (LKIM)
Lembaga Kemajuan Wilayah Jengka (LKWJ)
Projek Usahasama Transit Ringan Automatik (PUTRA) Sdn. Bhd.
Pernama Sdn. Bhd.
Syarikat Takaful Malaysia
QUALITY/CUSTOMER SERVICE