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ToTCOOP+i O3 o4 unit-2_final_version_en

Training for Board of directors in the agri-food cooperatives: Unit 2 - Performance of the role of Directors

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ToTCOOP+i O3 o4 unit-2_final_version_en

  2. 2. Training Objectives Acquisition of the competence “To perform the role of Directors and Managers within business administration of cooperative companies”
  3. 3. Index 1. Challenges of cooperative sector 2. Conducting discussion groups 3. Decision making 4. Conducting Effective Meetings 5. Conflict resolution 6. Negotiation techniques 7. Teamwork 8. Leadership
  4. 4. 1. Challenges of cooperative sector (1) TRENDS:  Common Agricultural Policy (CAP) reform  Global market  New consumers habits  Concentration of distribution  Size  R+D+i  Sustainability
  5. 5. AGRICULTURAL PRODUCTION COOPERATIVE COLLECTION TRANSFORMATION PRODUCTION LOCAL DISTRIBUTION EXPORT Value chain of agricultural production cooperative Providesaddedvaluetothe market Source Data: PwC Value recognized by the market 1. Challenges of cooperative sector (2)
  6. 6. 1. Challenges of cooperative sector (3) • Compete in a global market. • The importance of gaining size to compete: interco- operation. • The need for more effective management and greater professionalization. • Opportunity to "evolve" in the agri-food chain, towards transformation and / or commercialization. • Consumers Attention: Your Habits Are Changing • Incorporation of technology • Immersion in innovation • Long-term vision: strategy
  7. 7. CAP reform affects the sensitive food sector. The CAP has been a fundamental element to regulate and ensure the sustainability of a sector (primary) The reality today is that:  Increasingly less budget is intended to Agriculture  There was an opening of markets  Removed intervention mechanisms  Deleted export aid 1. Challenges of cooperative sector (4)
  8. 8. A global market  Opening markets has allowed the entry of foreign competitors, with a considerable increase competition.  Some conclusions: ◦ Outside skirt: commercially, by investing and creating businesses. ◦ Weakness to compete: average level of sales below the average of developed countries ◦ Niche markets and business opportunities for small and medium size companies. 1. Challenges of cooperative sector (5)
  9. 9. Changes in consumer habits InformationPresentationQuality PleasureConvenience Health 1. Challenges of cooperative sector (6)
  10. 10. Concentration of distribution  Fewer and fewer companies market the largest percentage of agri-food products worldwide.  Equally important is the importance of brands: distribution brands together with the leading brand in the category, bring together 80% of sales 1. Challenges of cooperative sector (7)
  11. 11. Win Size: Small size of the existing cooperative structures Internal growth Low Productivity Self-financing Lack of market orientation Past Low investment in training Difficulty making changes 1. Challenges of cooperative sector (8)
  12. 12. What are the reasons why you would need to gain size? 1 Foreign market 2 Technological requirements 3 New consumer demands 4 Cost effectiveness 5 Concentration of distribution 6 R+D+i 1. Challenges of cooperative sector (9)
  13. 13. R + D + i  to compete in the market,  to adapt to changes in consumption,  in order to face the internationalization.  It is a requirement to ensure traceability and sustainability of the food products. The application of emerging technologies production processes will provide excellent quality products at a reasonable price. 1. Challenges of cooperative sector (10)
  14. 14. Sustainability  Regulation  Legislation  Agreements  Environment  CSR (Corporate Social Responsibility)  Long-term vision 1. Challenges of cooperative sector (11)
  15. 15. Which one do you consider most affecting your cooperative? 1. Challenges of cooperative sector (12) TRENDS:  CAP reform  Global market  New consumer habits  Concentration of distribution  Size  R+D+i  Sustainability
  16. 16. Common features present in excellent companies Internal Management Leadership Strategic Dimension 1. Challenges of cooperative sector (13)
  17. 17. Estrategy... to obtain the… Objective −“Cheshire cat, could you please tell me which way to get out of here?” −“This depends on where you want to go” - said the Cat. −“I do not really care about the place...” −"Then it does not matter much the way you take," said the Cat. −“... whenever I get somewhere“, Alice added. −“Oh, you'll always get somewhere, if you walk enough!” Alice in Wonderland, Lewis Carroll, 1865 1. Challenges of cooperative sector (14)
  18. 18. Internal Management In addition to formulating the strategy .... ... you have to be able to carry it out efficiently • Economic management • Structure of financial and human resources sufficient • Production facilities • Ensuring quality • Research, develop and innovate • Technology 1. Challenges of cooperative sector (15)
  19. 19. The importance of having leadership: ... For everyone working in the same direction ... And get "things" happen 1. Challenges of cooperative sector (16)
  20. 20. • Governing Bodies well defined and distinct functions • With the ability to make decisions • And getting these are carried out • Represent an example to follow by the organization • Motivate and inspire • Coordinated and communication between them • Fostering the creation of real equipment staff work in the cooperative • Long-term vision 1. Challenges of cooperative sector (17)
  21. 21. 2. Conducting discussion groups (1) Discussion Group: Definition  According Russi (1998) "group is a factory of speeches that give rise to only one, the same group."  According to Hung L. (2005) "A focus group is a group in which people sit around a round table (so no one has a privileged position) and a moderator."
  22. 22. Discussion Group: Definition  A focus group can be defined as a conversation carefully planned, designed to obtain information from a defined area of ​​interest, in an environment permissive, not directive. Performed with approximately seven to ten people, led by an expert moderator.  The discussion is relaxed, comfortable and often unsatisfactory for the participants as they expose their ideas and comments in common. Group members influence each other, because they respond to the ideas and comments that arise in the discussion. (Krueger, 1991) 2. Conducting discussion groups (2)
  23. 23. Phases and methodological requirements  Planning the content of the deal.  Plan objectives sought in a script.  Steer the conversation topics that are of interest reasons. 2. Conducting discussion groups (3)
  24. 24. Planning for discussion groups  Define the objective of the project and its results  Identify the role of the candidate of the study on the project  Resources: staff  Project Schedule  Participants  Guide interview questions  Plan participant recruitment  Analysis Plan  Specify the elements of the final report.  Establish location / time / date 2. Conducting discussion groups (4)
  25. 25. The moderator  the issues raised in the form of open questions  oversees the development of the game.  recording the order and content of initial each to identify partners in the subsequent analysis.  summons to the group  establishes the topic of discussion  allocates space  limiting the onset and duration of the session 2. Conducting discussion groups (5)
  26. 26. The members  The focus groups should be sufficiently small to allow the opportunity for each participant to share his view on things and at the same time big enough to provide diversity of perceptions. It is recommended that the group size is between 5 and 10 people.  Duration, no more than 90 minutes  All participants are responsible for: ◦ contribute their knowledge on the subject in a simple and accurate ◦ speak with a clear and audible voice ◦ be moderate and respectful use of the time available ◦ respecting dissenting opinions ◦ be mindful not to repeat ideas 2. Conducting discussion groups (6)
  27. 27. Advantages of this technique  Discussion groups are socially oriented and placed participants in situations real and natural.  The format of the discussions is flexible  Easy to understand  High subjective validity  low cost  Agility in producing results.  Get richer and redirecting  Source of basic data  Medium-depth analysis 2. Conducting discussion groups (7)
  28. 28. Limitations of this technique  The moderator has a lower degree of control  Participants can influence and interact with each other  This sharing of control can lead to deviations in the speech or the appearance of irrelevant topics that require efforts of moderators to keep the discussion focused on the issue.  The analysis of the data can be complex  Occasionally participants modify or even reverse their positions after interacting with others.  This technique requires previous training for the moderator to use tactics more appropriate (pauses, expansions, time to address an issue, etc.)  Environment that encourages participants 2. Conducting discussion groups (8)
  29. 29. 3. Decision making (1) Taking the initiative Before any situation where we have to make a decision, going to pose these questions:  What happens and what is the cause?  Where are we going?  What is our response?  What we are going to decide?  How can we take the initiative and decide in this situation?
  30. 30. Conditions for an effective decision-making  The components of an effective decision.  The definition and analysis of the problem.  The evaluation of possible alternatives. Other considerations  Becoming aware of our level of proactivity. The core of influenza and the area of ​​concern.  Control problems direct, indirect and non-existent. 4. Decision making (2)
  31. 31. In summary, our analysis on the Decision Making Imola performed on the basis of PROACTIVITY 3. Decision making (3)
  32. 32. Being proactive is to be responsible for our own lives, our decisions, and sometimes our environment which surrounds us. It is the opposite of being reactive, which is automatically respond to the circumstances and external events, react to what comes from the outside and it sounds force us to take urgent decisions (but not effective). Our behavior is a function of our decisions, conscious or unconscious Proactivity, personal responsibility 3. Decision making (4)
  33. 33. Other considerations One way to become aware of our own degree of proactivity is to look at how we invest our time and our energy. Each of us has a wide range of concerns: health, children, work problems, etc. Some issues depend on us and other ones do not. CORE OF INFLUENCE AREA OF CONCERN 3. Decision making (5)
  34. 34. Proactive people focus their efforts, their decisions and their actions in the circle of influence, devoted to the problems with respect to what they can do something. Reactive people focus their efforts in the Circle of Concern in defects of others, problems in the environment and in circumstances over which they have no control, thus decreasing their core influence, and losing a lot of energy. 3. Decision making (6)
  35. 35. Analysis of possible brakes  The fair to mistake: NOT ERROR, ONLY RESULTS  Attitude to membership or mental entrainment  Postpone.  Evade responsibility.  Paralysis by analysis: So what attitude should we have to make a decision? 3. Decision making (7)
  36. 36. When we are aware of the risk, we can find the optimal solution And if you also have time to develop it and value it, look for objective information favorable and unfavorable. We will be motivated to investigate the risk of the action, analyzing and modifying it if necessary. This is the proper attitude we should adopt. 3. Decision making (8)
  37. 37. Requirements of a decision well stated  Be stated in positive  Be under our responsibility and within our reach  Be effective  Be efficient  Being environmentally friendly  Be framed in time 3. Decision making (9)
  38. 38. Once covered all these criteria, ensuring that we are willing to make the effort and it really worth doing, just missing the most important: If one of our basic functions as managers and make decisions within a system (Cooperative, environment), we have to think of the system when we decided. MAKING THE DECISION Reflection without action is a dream Action without reflection is a nightmare 3. Decision making (10)
  39. 39. It is convenient to analyze the problem from different points of view and try to make a list of possible positive alternatives These alternatives have to be, besides flexible to adapt to new changes. 3. Decision making (11)
  40. 40. 3. Decision making (12)
  41. 41. Assessment of possible alternatives Executives who have to make decisions learning to open their minds to evaluate all possible alternatives, even in the most adverse situations. Doing nothing also constitutes a decision and can give a fatal outcome. The three most commonly used criteria are: • The effectiveness of the solution. • Costs and deadlines for completion. • The acceptance by the people who "involves" 3. Decision making (13)
  42. 42. 4. Conducting Effective Meetings (1) Meeting  Technique common reflection on a particular problem.  Exchange of views and knowledge under the guidance of a qualified person.  Means to encourage employees to define and implement practical solutions
  43. 43. Success Factors  The structuring and programming  The role of director  The mood of the meeting  The objectives  Registration of ideas and data  The act 4. Conducting Effective Meetings (2)
  44. 44. 1. TO PLAN 2.TO INFORM 3. TO PREPARE 4. TO STRUCTURE 5. TO SUMMARIZE Objectives and topics. What people and what information they must provide. Logical sequence of the agenda / Time distribution. Follow a logical order of topics / subjects include not unanticipated. Conclusions and decisions. Action Plan with responsibilities 4. Conducting Effective Meetings (3)
  45. 45. Steps To More Effective Meetings START DEVELOPMENT CLOSING TRACING TO PLAN 4. Conducting Effective Meetings (4)
  46. 46. WHAT WHO WHERE HOW WHEN Meeting planning Themes, content Participants Logistics Agenda and dynamics Time treatment 4. Conducting Effective Meetings (5)
  47. 47. The three stages of an effective meeting 15% preparation Before the meeting Agenda Actions 25% meeting During the meeting 60% actions After the meeting 4. Conducting Effective Meetings (6)
  48. 48.  Send the agenda temporalized timescales.  Distribute important material in advance.  Decide and prepare everything necessary for the meeting.  Support and determine what actions are needed to get the meeting.  Plan objectives we want to achieve 15% preparation Before the meeting Agenda Actions 25% meeting During the meeting 60% actions After the meeting 4. Conducting Effective Meetings (7)
  49. 49. The coordinator must…  Monitoring the proper functioning of the group  Adjust the agenda and the time allotted  Establishing a separate meeting to discuss the current one specific issue, if necessary  Summarize and conclude  Fix the date for the next meeting 15% preparation Before the meeting Agenda Actions 25% meeting During the meeting 60% actions After the meeting 4. Conducting Effective Meetings (8)
  50. 50.  Assign actions for each point of improvement, and who is responsible for time to resolve them.  All meetings must have a paper stock and a record that includes the agreements reached. 15% preparation Before the meeting Agenda Actions 25% meeting During the meeting 60% actions After the meeting 4. Conducting Effective Meetings (9)
  51. 51.  Photocopy and circulate the document actions / agreements attendees to the meeting.  Perform assigned tasks.  Reviewing the achievement of the shares.. 4. Conducting Effective Meetings (10) 15% preparation Before the meeting Agenda Actions 25% meeting During the meeting 60% actions After the meeting
  52. 52. 10 Reasons a Meeting Is Going to Be a Waste of Time 1. Unpreparedness. 2. Lack of leadership. 3. Lack of agenda. 4. Lack of goals. 5. Poor time management. 6. No registration of shares. 7. Interrupts and calls. 8. Lack of resolution. 9. No subsequent planning. 10.Not perform proper monitoring 4. Conducting Effective Meetings (11)
  53. 53. ASSEMBLIES, reminder!  Respecting legal deadlines of the calls.  The calls usually be controlled and bottom shape.  Time: mornings better than afternoons (not recommended after eating or at night).  Logistics: the meeting place, seats, light, visibility, etc.  Using the microphone.  Proper management of the allotted time and agenda.  The president does not have to expose all subjects. 4. Conducting Effective Meetings (12)
  54. 54. GOVERNING COUNCIL MEETINGS: reminder!  In notices tend to be: ◦ Points pending decide. Approve if applicable. ◦ Points for deliberating. They must not have a conclusion. ◦ Points to report. The information should be well structured and communicated.  Generating ideas.  The structure of the calls should be similar to that genre a habit.  Hours: better mornings. "Never continue after lunch." 4. Conducting Effective Meetings (13)
  55. 55. BOARD OF DIRECTORS MEETINGS : reminder!  Logistics: the meeting place, seats, light, visibility, etc. Care for the details.  The most important points should be treated first.  Duration recommended: no more than two hours.  Acta: be collected important points should be well structured and be clear and minimized. 4. Conducting Effective Meetings (14)
  56. 56. 5. Conflict resolution (1) What is a conflict? A fight between two parties who perceive incompatible goals
  57. 57. Conflict resolution is the set of knowledge and skills to understand and intervene in the peaceful and non-violent resolution of conflicts. It is a discipline that contains many other things, from mathematics and theoretical physics to human biology 5. Conflict resolution (2)
  58. 58. Positive value of the conflict:  Conflict must be seen as a challenge, as a process in which new positions are reached to achieve the needs and objectives.  It allows us to do things in a different way in the future, to overcome our personal relationships and with others, having to be considered from a constructive point of view as the result of diversity of perspectives. 5. Conflict resolution (3)
  59. 59. What is our responsibility? It is the responsibility of all, and of course the leaders, get it conflicts appear, they not only do not harm, but serve to improve the effectiveness of the group. 5. Conflict resolution (4)
  60. 60. Main reasons for conflict  Communication problems  Power Search  Dissatisfaction with leadership style  Weak Leadership  Lack of mental openness to other options  Changes in organizational structure  Distrust 5. Conflict resolution (5)
  61. 61. Some conflict indicators in cooperatives  Body language  Systematic disagreement, regardless of the subject matter  Withholding important information  Sudden surprises  Strong public statements  Broaden disagreements through the media, bar .... 5. Conflict resolution (6)
  62. 62. Some conflict indicators in cooperatives  Conflicts in value systems  Longing for power  Increased lack of respect  Open Opposition  Lack of clear objectives  Lack of discussion of progress in relation to the objectives 5. Conflict resolution (7)
  63. 63. 12 skills needed for conflict resolution: Dexterity 1: Win to Win Perspective - Opponents or Partners  Return to needs  Recognize individual differences  Openness to adapt our position and attitudes in the light of shared information  To attack the problem, not the person Where both people win, both are committed to the solution. 5. Conflict resolution (8)
  64. 64. Dexterity 2. Creative Response - Problems or Challenges  Change problems to possibilities  Difficulties: problems or challenges?  Perfection vs. Discovery  The quest for perfection brings with it winners and losers  The Discovery Process invites Winners and Apprentices 5. Conflict resolution (9)
  65. 65. Dexterity 3: Empathy. Active listening  Empathy: connection and openness between people  Active listening is an indispensable element in effective communication and refers to the ability to listen attentively not only what the person is expressing directly, but also the feelings, ideas or thoughts that underlie what is being said, Non-verbal communication. 5. Conflict resolution (10)
  66. 66. Dexterity 4: Assertiveness  Apply strategies to attack the problem, not the person Dexterity 5: Cooperative Power. Responding to the Resistance of Others  Eliminate "power over" to build "power with" others Dexterity 6: Emotion Management  Managing yourself 5. Conflict resolution (11)
  67. 67. Dexterity 7: Disposition to Resolve - Projection and Shadow Dexterity 8: Sketch of Conflict  Define the situations needed to frame common needs and concerns Dexterity 9: Development of Options  Design creative solutions together What are the options? 5. Conflict resolution (12)
  68. 68. Dexterity 10: Negotiation Dexterity 11: Introduction to Mediation  Help the conflicting parties move towards solutions Dexterity 12: Expanding Perspectives  Evaluate the problem in its broader context  Respect and value differences 5. Conflict resolution (13)
  69. 69. Strategies to face conflict  Separating people from conflict. It separates the relationship of people, of substance, directly facing the problem.  Focus on interests rather than positions: ◦ Interests: It constitutes the essence of the conflict (desires, restlessness, emotions, etc.). That's what the parties want. Answer the question why do you say it? ◦ Positions: It constitutes the requirements, demands, demands. Answer the question what does it say?  To devise mutually beneficial solutions (that everyone wins): broaden the options instead of looking for a single answer.  Use objective criteria. 5. Conflict resolution (14)
  70. 70. Positive Negative Individual s Organization What are the consequences of a conflict? 5. Conflict resolution (15)
  72. 72. Steps to follow the treatment of conflicts  Defining the conflict objectively, without assessments, judgments or complaints, and a constructive manner, not defensive.  Analyze the causes, understanding the interests of the people involved (not to mention the emotional part)  Define the objectives to which they want to come, that is, to know what it wants to achieve by establishing an order of priorities. 5. Conflict resolution (17)
  73. 73. Steps to follow the treatment of conflicts  Identify all solution options  Consult the people involved to suggest their own solutions.  Treating the ideas of others with respect  Avoid the evaluation of various options even count the number of sufficient alternative proposals 5. Conflict resolution (18)
  74. 74. Steps to follow the treatment of conflicts  Evaluate all the options for the solution.  Be honest  Listen actively  Be open to new options and changes  Evaluate all options and analyze the results imply that for each part  Decide the most appropriate solution and viable  Implement and evaluate the decision 5. Conflict resolution (19)
  75. 75. 6. Negotiation techniques (1)  Negotiation can be defined as the relationship established two or more people in connection with a particular matter with a view to closer agreement and to reach an agreement that is beneficial to all.  The negotiation starts when there are differences in the positions held by the parties. If these positions were coincident would not need to negotiate. The negotiations seek to eliminate those differences, usually approaching positions gradually until reaching a point acceptable to all.
  76. 76. Basic principles in the negotiation:  Be hard on the problem and soft on the person  Putting the focus on needs, not positions  Emphasize the common areas  Being creative with options  Perform clear agreements 6. Negotiation techniques (2)
  77. 77. 10 Negotiation Techniques 1. Be courteous, respectful and polite. 2. Speak as if you are going to reach an agreement 3. Start by having calculated your Most Favorable Point and Most Unfavorable Point. 4. Start negotiating something above your Most Favorable Point. 5. Rate how many alternatives you have to negotiate. 6. Do not stand against the other side. 7. Give 8. Information is power 9. Do not get up from the chair unless it's a strategy, stay calm. 10. Everything can be negotiated. 6. Negotiation techniques (3)
  78. 78. Negotiation process  The preparation  The discussion  The signs  The proposals  The exchange  Closure and agreement 6. Negotiation techniques (4)
  79. 79. Characteristics of the negotiator:  He likes to negotiate  Enthusiastic  Great communicator  Persuasive  Very observant  Sociable  Respectful  Honest  Professional  Meticulous  Secure and firm  Agile and resolutive  Patient  Creative 6. Negotiation techniques (5)
  80. 80. 7. Teamwork (1)  Teamwork is the work done by several individuals where each one plays a part but all with a common goal. It is one of the psychological working conditions that most influences workers positively because it allows for a companionship Q
  81. 81. "A small number of people with complementary skills who are committed to a purpose and a work common approach and share mutual responsibility". (Katzenbach y K. Smith) What is a work team? 7. Teamwork (2) M
  82. 82. Difference between a group and a team Work teamWork group VS 7. Teamwork (3)
  83. 83. A Board must be a team and not a group of people working independently: onfidence ommitment olaboration omplementarity oordination omunication 7. Teamwork (4)
  84. 84. Advantages of teamwork 1. Amplitude knowledge. A team has more information than any of its members separately. 2. Diversity of opinions. Teamwork allows different points of view when making a decision. This enriches the work and minimize frustration. 7. Teamwork (5)
  85. 85. Proactive subject Negative attitude Reagent subject Criticize and acts (Build) Promoter of change Criticize and passes Criticize negatively (Detractor) Positive attitude 7. Teamwork (6)
  86. 86. Key to teamwork Stop focusing on the "I" and create the "we". Discover how to make your employees collaborate and pursue a common goal. 7. Teamwork (7)
  87. 87. To create teams that work like an orchestra: 1. Build trust 2. Establish common goals 3. Creates a sense of belonging 4. Involve your people in decisions 5. Make an understanding between the parties 6. Motivates responsibility and mutual commitment 7. Encourages communication 8. Take advantage of diversity 9. Celebrate group successes 10. Be a leader 7. Teamwork (8)
  88. 88. They work as a team if...  They make group decisions  They have productive meetings  It encourages creativity and innovation  They are heard 7. Teamwork (9)
  89. 89. Do not work as a team if...  You make all the decisions  Each area is concerned with its own goals and blames others not to achieve them  They are not known or communicate continuously between them  There is competition (not "healthy") between areas or individuals  Do not trust other members or there is a lack of respect for their work  You speak as "I" and not as "we" 7. Teamwork (10)
  90. 90. Characteristics of a cooperative teamwork Ken Blanchard says that a team to be high-performance, it must have 7 key features:  Purposes and values  Empowerment  Relationships and communication:  Flexibility  Optimum productivity  Recognition and appreciation  Morale 7. Teamwork (11)
  91. 91. Keys to work in team  The cooperative environment is the PURE ESSENCE of teamwork  We all need TRAINING to know how I can cooperate WITH MY INDIVIDUAL WORK on the team  PART OF A WHOLE PART and I have to see how I can SUPPORT THE WORK OF OTHERS  COMMON METHODOLOGY OF WORK  The individual is worth a lot, but the TEAM SPIRIT can with everything. What is always going to stay is that we have walked together and, therefore, we have been wrong together and we will learn for the next time 7. Teamwork (12)
  92. 92. COLLABORATIVE WORK: Intentional processes of a group to achieve specific objectives, more tools designed to support and facilitate work. It refers to any process involving the work of several people together ELEMENTS Objectives: The same of the organization or individuals. Environment: controlled and closed. Motivation: the person is convinced by the organization. Type of process: the group process is formalized. Individual contribution: knowledge and personal experience at the service of organizational interests. Steps of the group process: they must be defined clearly and in advance. 7. Teamwork (13)
  93. 93. COOPERATIVE WORK: This is a powerful tool that allows sharing all kinds of knowledge related to an organization and facilitates the movement and control of information that is constantly manipulated. It is a structure of didactic interaction designed to facilitate the relationship of a final product in people working together in a group. ELEMENTS Positive interdependence. Promote face-to-face interaction. Give responsibility to each member of the group. Develop group skills and interpersonal relationships. Reflection on the work of the group. 7. Teamwork (14)
  94. 94. COLLABORATIVE WORK vs CO-OPERATIVE WORK Collaboration is the sum of individuals who come together to come to an end and cooperation is the need to interact with the individual to come to an end. 7. Teamwork (15)
  95. 95. Fundamental concepts of teamwork  Implication  Consolidated equipment  Value  Mutual support  Comprehension  Confidence  Flexibility  Responsibility of work well done "Support, understanding and trust accelerate everything. It is necessary that each one contribute the best of himself “ And the fundamental concept ... COOPERATION FOR A COMMON OBJECTIVE 7. Teamwork (16)
  96. 96. Time management TO GET STARTED…  Define the MATRIX OF PRIORIZATION OF TASKS:  • What is IMPORTANT: the essence of your work  • What is URGENT: tasks to be carried out quickly, not previously planned THEN…  We must identify the THIEVES OF OUR TIME: aspects that make us have the time against, that rob us minutes in unnecessary things.  Establish a TASK ORDER and, above all LEARN TO PRIORITIZE 7. Teamwork (17)
  97. 97. THE MAIN FAILURE ...  Not being clear WHAT IS THE ESSENCE OF MY BUSINESS, WHAT SHOULD I DO TO MAKE MY GREATEST EFFORTS  Dedicate time to LITTLE IMPORTANT THINGS TO AVOID IT ...  Perform my own PERSONAL AUDIT, preparing a list of all the pending tasks and what time I have to dedicate to each one of them AND AT THE TIME TO MEET ...  Good preparation of the meeting * Mark clear objectives * Do not dilute the attention of these objectives * Follow correctly the established order * If other issues arise, write them down and postpone them for a later meeting 7. Teamwork (18)
  98. 98. 8. Leadership (1) Social influence process through which an individual mobilizes and get the cooperation of others to achieve a collective goal
  99. 99.  Business success is not only focused on products, services or technology, but especially in people.  Leadership is a competition of directors focused on human resources. 8. Leadership (2)
  100. 100. "If you want to build a ship, do not begin by cutting the wood and distributing the work, but first you must know how to evoke in men the longing for the free and open sea“ A. de Saint Exupery 8. Leadership (3)
  101. 101. Simon Sinek: How great leaders inspire action uage=es uage=it uage=pl 8. Leadership (4)
  102. 102. 8. Leadership (5)
  103. 103.  Its exploratory and exploitative capacity for knowledge.  The fact that they are surrounded by competent work teams.  Your ability to communicate effectively.  Its integrative capacity.  Its orientation towards objectives and quality. 8. Leadership (6) Requirements of any social economy leader:
  104. 104. Lidership Motivate Be referent Inspire Influence Companies need not only to run but also to lead, that is, to motivate, influence, be referent and inspire their human resources. 8. Leadership (7)
  105. 105.  Confidence  Reference  Motivation  Concern for people What moves people to follow a leader? 8. Leadership (8)
  106. 106. Essential Leadership Skills 8. Leadership (9)
  107. 107. Depending on the degree of authority used by the leader:  Authoritarian exploiter  Benevolent authoritarian  Advisory  Participative 8. Leadership (10)
  108. 108. According to the use of authority by the leaders:  Autocratic leader  Paternalistic leader  Democratic leader or participatory  "laissez-faire" or "loose reign“ Leader  Transactional leader vs transformational leader 8. Leadership (11)
  109. 109. “Autocratic” leader  "Order and Command"  Unilateral decision-making  Little involvement of the team in the definition of goals and tasks  Prize / punishment 8. Leadership (12)
  110. 110. “Democratic or participatory” leader  Encourages team participation in goal setting  It subordinates its decisions to the cries of the majority of team members, but does not delegate its right to make final decisions and sets specific guidelines  Decentralizes authority  Greater contribution of ideas and innovations 8. Leadership (13)
  111. 111. “Laissez faire” leadership  Passive leader  Delegates to the team his authority to make decisions  Evades the power and responsibility  Depends on the team to establish the goals and the solutions to the problems 8. Leadership (14)
  112. 112. “Transactional leader vs transformational” leader  Transactional leader is concerned about maintaining the normal flow of business operations  The transformational leader goes beyond the day-to-day management of operations strategies 8. Leadership (15) • It focuses on team building, motivation and collaboration with employees • Set goals and incentives to drive your subordinates to higher levels of performance • Innate qualities of inspiration • Marking power of attraction towards people
  113. 113. Shared Leadership Flexibility Adaptation Goal Orientation Training Empowerme nt 8. Leadership (16) Shared Leadership
  114. 114. Thank you very much for your attention