getting more effective

8/7/2019 Getting more Effective

1/38

Getting More Effective

Branch Managers As

Executives


2/38

WHAT DO YOU SEE?


3/38

Effectiveness Defined

Getting the right things done

Intelligence

imagination knowledge

are essential resources, but only

effectiveness converts them into results (inthe external world).


4/38

WhyWe Need Effectiveness Effectiveness is the specific technology of the

knowledge worker within an organization

Working on the right things is what makes

knowledge work effective

This is not capable of being measured by any of

the yardsticks for manual work

A knowledge worker can not be supervisedclosely or in detail

Thinking is his work; it is his doing


5/38

Who Is An Executive?

knowledge workers

managers, or

individual professionals

who areexpectedby virtue oftheirposition

or knowledgeto makedecisionsinthe

normalcourse oftheir workthathavesignificant impactontheperformance and

results ofthe whole


6/38

Authority of knowledge is

surely as legitimate as the

authority of position


7/38

Authority of Knowledge

Can make decisions of significant and

irreversible impact

Same kind of decisions as top management

The most subordinate manager may do the

same kind of work as top management


8/38

Purposes of Leadership

To create a supportive environment wherepeople can grow, thrive, and live in peace

with one another. To promote harmony with nature and

thereby provide sustainability for futuregenerations.

To create communities of reciprocal careand shared responsibility.


9/38

Need for Effective Leadership

We need leaders to keep the momentum of changemoving into the future.

We need effective leaders who: Lead with a different voice

Support their colleagues

Are willing to asses the status of women, staff, &others linked to the organization

Publicize those assessments

Take the actions necessary to make improvements


10/38

Effective Executives

These executives are the capable individuals

in an organization that spark the

achievements of that organization.

They are the men and women who conjure

up the ideas which will allow advancement

of that particular corporation.


11/38

Concentration Is the secret to effectiveness

One must be able to allocate their full focus

on a particular task in an allotted time to

effectively accomplish a task


12/38

Prioritizing a Task

is also an essential characteristic in

executives.

One must be able to allocate sufficient time

to the more important tasks at hand, and be

able to concentrate solely on those

appointed tasks


13/38

Personal SWOT Analysis

SWOT Analysis is a powerful technique for identifyingStrengths and Weaknesses, and for examining theOpportunities and Threats you face.

Used in a personal context, it helps you develop your

career in a way that takes best advantage of your talents,abilities and opportunities.

What makes SWOT particularly powerful is that with alittle thought, it can help you uncover opportunities thatyou are well placed to take advantage of.

And by understanding your weaknesses, you can manageand eliminate threats that would otherwise catch youunawares.


14/38

Responsibilities of Effective

Executive Plan

Organize

Integrate

Motivate

Measure

His compass may be quite limited, but

within his sphere, he is an executive


15/38

There are many managers who are not executives

Knowledge work

Is not defined by quantity

Is not defined by costs.

It is defined by results

Have neither the responsibility nor authority over the

Direction,

Content, and Quality of the work


16/38

Group Qualities

Collaboration

Shared purpose Disagreement with respect

Division of labor

A learning environment


17/38


18/38

About Organizations The surface goes up with the square of the

radius, but the mass grows with the cube

The larger the animal becomes, the more

resources have to be devoted to the mass

and to the internal tasks, to circulation and

information, to the nervous system, and soon


19/38

.An organization is not, like

an animal, an end in itself


20/38

An organization is an organ of

society and fulfills itself by the

contribution it makes to the

outside environment


21/38

ExecutiveR

ealitiesThe executives time belongs to everyone else

Executives areforcedto keep on operatingunlessthey takepositive actionto changethe reality in which they live and

work

The flow ofevents will determine what s/he is concerned withand what s/he does

Yet the events rarely tell the executive anything, let alone thereal problem

Events are not even symptoms (in the patient/physiciansense)

Needs criteria which enable him to work on the trulyimportant contributions and results


22/38

Within anOrganization

Executives are effective only if and when

other people make use of what s/he

contributes


23/38

Within an Organization

And therefore removed from the only reality thatmattersthe outside.

S/He sees the outside only through thick and distortinglenses, if at all.

What goes on outside is usually not even knownfirsthand.

It is received through an organizational filter ofreports, that is predigested and highly abstract formthat imposes organizational criteria of relevance onthe outside reality.


24/38

Outside the Organization The relevant outside events are rarely available in

quantifiable form until it is much too late to do anythingabout them.

The relevant events are often qualitative and not capable ofquantification.

They are not yet facts.

For a fact, after all, is an event which somebody hasdefined, has classified, and above all, has endowed withrelevance.

To be able to quantify one has to have a concept first.

One has to abstract from the infinite welter of phenomenaa specific aspect which one then can name and finallycount.


25/38

Outside the Organization The truly important events on the outside are not

the trends.

They are the changes in the trends.

These determine ultimately success or failure of anorganization and its efforts.

Such changes, however, have to be perceived; theycannot be counted, defined, or classified.

The old classifications still produce the expectedfigures.

But the figures no longer correspond to actualbehavior.

The need to gain outside-focus.


26/38

Need for Effectiveness Unless he makes special efforts to gain

direct access to outside reality, he will

become increasingly inside-focused.

The higher up in the organization he goes,

the more will his attention be drawn to

problems and challenges of the inside ratherthan events on the inside.


27/38


28/38

The Five Practices; for Getting The

Right Things Done4. Concentration on the few major areas where

superior performance will produceoutstanding results

Set priorities and stay with prioritydecisions.

5. Make effective decisions

A matter of system

Right steps in the right sequence A few fundamental decisions

The right strategy


29/38

What Makes an Effective Executive

Great managers may be charismatic or dull, generous ortightfisted, visionary or numbers oriented. But every effectiveexecutive follows eight simple practices. Peter F. Drucker

An effective executive does notneed to be a leader in thesense that the term is now most commonly used. Harry Trumandidnothave one ounce ofcharisma, yethe was

amongthe mosteffectivechiefexecutivesin U.S. history.

Leaders like him were all over the map in terms of theirpersonalities, attitudes, values, strengths, and weaknesses.

They ranged from extroverted to nearly reclusive, fromeasygoing to controlling, from generous to parsimonious.


30/38

Vision

Every self is visionary.

It wants to create a

world where it canthrive.

Vision is a by-product

of ongoing

conversations.

Every person reaches

for new possibilities.


31/38

Information Information is the

source of order.

Information is aprimary source of

nourishment.

The route to health

and resiliency is to

encourage free-

flowing information.


32/38

Relationships

People have a deep

longing for

community, formeaning, for dignity,

and for love in their

organizational lives.

We do not existindependent of our

relationships with

others.


33/38


34/38

PowerOver

Power over accomplishes

the will of the hierarchical

leader.

In this sense, power

implies control.

Power over cultures are

characterized by suspicion

and narrow-minded,judgmental behaviors.


35/38

Chaos

Chaos is order without

predictability.

People/organizations

are process structuresrather than permanent

structures.

Transformation

requires a willingness

to let go and pass

through chaos.


36/38

Important

Reflective human action is an active,mind-engaging process of meaning-

making in a community of practice.

Leadership is a community-specific

process that arises in various forms andwith various effects whenever peopleattempt to work together.


37/38

Gripe and Glee Activity

Person One is to gripe

about a leader.

Person Two is to relategleefully a wonderful

leadership experience.

Together Person One

and Person Two are to

develop a guideline or

two for leadership.


38/38

Work Environment of the Future

Webs of inclusion

Options not plans Possible rather than perfect

Involvement rather than obedience

Circles rather than pyramid charts

Knowledge management

getting more effective

Documents