Its a summarised General Management and Leadership Skills as well as Workplace Stress ,Attitudes ,Time and Change Management full elaborated Presentation by Sir David Mazanga in Otjiwarongo ,Namibia on the 12th -23rd of October 2015. It is the course attended by various delegates from Ministry of Works and Transport Windhoek ,Namibia and Omusati Regional Council Staff Members for the duration of Two(2) Weeks at Regional Institute for Management Training(RIMT) -www.rimt.co.za
General management & leadership course ;workplace stress ;attitudes & change management 12th -23rd october 2015
1. General Management &
Leadership skills Course
Facilitated By : Mr. David Mazanga
Dates: 12th – 23rd October 2015
Venue: Otjiwarongo ,Namibia
2.
3. Course Objectives
By the end of the Course, participants will be able to:
• Define the need for management in the operation
of business
• Outline the roles of management
• Define the aspects of leadership
• Differentiate leadership and management
• Develop positive management & Leadership skills
• Utilise management roles and responsibilities
• Answer the Question: …Are Leaders born or
Made…(Discuss)—{100 marks}
4. Defining Management:
A process whereby human, financial, physical
and information resources are employed in
order to reach the goals of an organisation
5. Why do we need Management skills:
• One of the commonest causes of failure in a
business ,especially a small one ,is poor
management (Cronje et al ,Business
Management,2004)
6. Causes of Business Failure (Cronje et al)
% of Business Failure Cause of Failure Explanation
40% Managerial
incompetence
Inability to run a
business, morally,
intellectually or
physically
30% Lack of Leadership Inability to think
strategically, and to
bring about turnaround
changes
20% Lack of Managerial
Experience
Little if any experience
in managing employees
or going into business
10% No Industry Experience Little if any experience
in product or services
being delivered before
going into business
8. Roles Defined:
• Planning- determines the mission and goals of
an organisation and how to reach them
• Organising-resources have to be allocated and
employed to fulfil the organisation plans
• Leading-directs and motivates the human
resources through communication and
relations management
• Control-aligns all activities to the goals
9. Management- art or science
• Is Management an art ;process or a science?
• What is a science?
• What is an art?
• What is the process?
• Why do we ask these questions?
10. Principles of Management
• Setting the SMART Objectives & goals
S -Specific
M - Measurable
A -Achievable
R -Realistic
T -Time-Frame
• Achieving the goals
• Defining and sharing the difference /success
11. Tools for Effective Management
• People
• Processes
• Resources
• Environment
13. Management Roles Expanded
(a) Planning:
• Goal Setting – setting mission and goals in the
context of the business environment
• Developing plans –choosing options and trade
offs
• Implementation –operationalizing the plans,
setting resources for the purpose ,leading
subordinates and exercising control
14. (b) Organising
• Designing jobs for employees
• Forming operations teams
• Assigning authority
• Establishing command structures
• Establishing coordinating mechanisms
15. 5 Steps in the organising process
• Consider the plans and goals
• Prepare action plans
• Present a structure of work relationships
• Assign work, delegate, with authority and
responsibility
• Classify and group work functions
16. Factors influencing organising
• Business environment-
stable/turbulent/technology driven
• Relationship between strategy and structure
• Size of business
• Staff employed by the business
• Organisational structure/business personality
17. Leading Components:
• Leadership and management
• Motivation
• Knowledge of group behaviour
• Communication
• Influencing behaviour of subordinates
• Direct activities of subordinates to achieve the
organisational goals
19. The nature of Managers
• They work with people, through people
• They are responsible and accountable
• Set priorities-make trade-offs
• Make analytical and conceptual thinking
• They are politicians sometimes
• Make decisions, are diplomatic sometimes
20. Management Concerns
• Efficiency
getting work done with a minimum of effort,
expense or waste.
• Effectiveness
accomplishing tasks that help fulfill
organizational objectives.
21. The ideal Manager’s Role
• Reactive Management
• Proactive Management
• Predictive Management
22. Reactive Management
• Reactive management deals with problems as
they come up. It is a management style that is
much admired for its ability to quickly get the
resources back into production, whether
those resources are machines or people.
23. Predictive Management
• Predictive management focuses on reducing
the number of problems that require reactive
management. The more problems that can be
prevented through predictive management,
the fewer problems will need to be solved
through reactive management.
24. Management Functions
“Old”
• Planning,
• Organizing,
• Leading,
• Controlling
“New”
• Making Things Happen,
• Meeting the Competition,
• Organizing People, Projects, and Processes
25. Making Things Happen
• Determining what you want to accomplish.
• Planning how to achieve those goals.
• Gathering and managing the information
needed to make good decisions.
• Controlling performance.
26. Meeting the Competition
• Consider the threat from competitors.
• Have a well-thought-out competitive strategy.
• Be able to embrace change and foster new
product and service ideas.
• Structure their organizations to quickly adapt to
changing customers and competitors
29. Top Managers
• Create a context for change.
• Develop attitudes of commitment and ownership
in employees.
• Create a positive organizational culture through
language and action.
• Monitor their business environments.
30. Middle Managers
• Planning and allocating resources to meet
objectives.
• Coordinating and linking groups, department
and divisions.
• Monitoring and managing the performance of
the subunits and individual managers who
report to them.
• Implementing the changes or strategies
generated by top managers.
31. First-Line Managers
• Managing the performance of entry-level
employees.
• Teaching entry-level employees how to do
their jobs.
• Making detailed schedules and operating
plans on middle management’s intermediate
range plans.
32. Team Leaders
• Facilitating team performance.
• Managing external relationships.
• Internal team relationships.
36. What Companies Look for in Managers?
• Technical Skills
– Specialized knowledge
• Human Skill
– Ability to work with others
• Conceptual Skill
– Ability to see the whole organization
• Motivation to Manage
– A desire to be in charge
38. Mistakes Managers Make
• Insensitive to others
• Cold, aloof, and/or arrogant
• Betraying a trust
• Overly ambitious
• Specific performance problems with the business
39. Mistakes Managers Make
• Over managing: unable to delegate or build a
team
• Unable to staff effectively
• Unable to think strategically
• Unable to be a boss with different style
• Over dependent on advocate or mentor
41. First-Year Management Transition
After Six Months as a Manager
• Initial expectations were wrong
• Fast pace
• Heavy workload
• Job is to be problem-solver and trouble-shooter
for subordinates
42. First-Year Management Transition
After a Year as a Manager
• No longer “doers”
• Communication, listening, & positive
reinforcement
• Job is people development
43. The Transition to Management
Initial Assumptions
Exercise formal authority, Managing tasks not
people, Help employees do their jobs, Hire
and fire
Reality
Cannot be “bossy”, Manage people not tasks,
Coach employee performance, Fast pace,
heavy workload
44. Branches of Management
• Human resource management
• Project management
• Operations management
• Strategic management
45. Human resource management
• Human resource management is both an
academic theory and a business practice. It is
based on the notion that employees are firstly
human, and secondly should not be treated as a
basic business resource.
• HRM is also seen as an understanding of the
human aspect of a company and its strategic
importance.
• HRM is seen as moving on from a simple
"personnel" approach (or was supposed to)
because it is preventative of potential problems,
and secondly it should be a major aspect of the
company philosophy, in which all managers and
employees are champions of HRM-based policies
and philosophy
46. Functional Approach to HRM
• From a functional perspective, a staff function;
with the aim of helping other functional
managers to apply and utilize the most
important production factor, human
resources, as effectively as possible within the
organization.
• The people in an organization or company
essentially determine how successfully the
other means of production will be applied.
47. Strategic management
• is that set of managerial decisions and actions
that determines the long-run performance of
a corporation. It includes environmental
scanning, strategy formulation, strategy
implementation and evaluation and control.
48. Project management
• is organizing and managing resources in such
a way that these resources deliver all the
required work to complete a project within
defined scope, time, and cost constraints .
50. Development of the Theory of Management
• FW Taylor(1911) defined it as a science
• Behaviourists(1930s) called it a complex mix
of psychology, sociology, human relations
among other views
• In the previous century, the professional
manager was not yet visible
51. Schools of Thought on Management
• Classical School(1910-1950)
• Contemporary School(1960s to present)
52. Classical Approach
• Scientific school
• Management process school
• Behavioural school
• Quantitative school
• Systems approach
• Contingency approach
53. Scientific school
• FW Taylor(1856-1915)- believed that a
scientific approach such as job observation,
job analysis, job measurement, job redesigns
and financial incentives would make jobs
more productive
54. Management process school
Henri Fayol(1841-1925) -was the originator, he
identified six functions of a business and these are:
• Technical(production/operations)
• Commercial(purchasing and marketing)
• Financial(accounting)
• Security function(protection of property)
• General management
55. Behavioural School/HR
Elton Mayo(1880-1949)-reacted to the failure of
the scientific and classical schools to provide
adequate human studies in management
He believed in the role of relationships and
physical factors such as motivation,
communication, power relations, interactions
and organisational designs as core to the
management process
56. Quantitative School
• The school emphasises mathematical models
and processes in management
• They believe that if management is a logical
process, it should develop models for effective
processes, now this school is helping to
operate large complex management matrixes
57. Systems Approach
• 1950s theory-management sees the
organisation as a relationship of systems
affected by a business environment
• The business is a whole made up of separate
but functional parts
58. Contingency Approach
• It tries to link all approaches, arguing that the
best management approach is dictated by the
environment
• It does not believe in universal solutions to
management, it rather believes that the
situation dictates the approach
60. Strategic Approach
• 1960s-1970s -evolved in the second half of the
last century
• The post second world wars,the emergence of
Japan and the 1960s Depressions gave rise to
this approach
• SWOT systems -analysing threats and
opportunities became a common approach to
management
61. Total Quality Management
• A 1980s-1990s approach-the emergence of
German and Japanese products raised issues
of Quality because the two powers had better
quality and higher rates of productivity than
American producers
62. Re-Engineering Approaches
• This gave a space for learning and mistakes in
organisations
• The approach believes that business can focus
on their core business and also outsource non
core activities to relieve pressure of
performance
• This helped the core of company business to
remain the primary concern
63. Diversity Management
• The emergency of new cultural and Equality
issues of gender have advocated for a diversity
management approach in businesses
• Employment Equity Acts, BEE, AA,
• This has brought a new revolution in
management including comparative analysis
of diversity across the world (Cronje et al
2004,Business Management)
64. LEADERSHIP
• A complex element of Management
• Defined as ‘the influencing and directing of
the behaviour of subordinates in such a way
that they willingly strive to accomplish the
goals and objectives of the business
67. 67
Leadership
• Leadership is turning vision into reality
• There is workable leadership and enduring leadership
• Workable leadership requires Vision, Passion and
discipline [Hitler]
• Enduring leadership requires the preceding three plus
conscience [Mahatma etc]
68. 68
There is a distinction between
Management and LEADERSHIP
Managers think incrementally, Leaders
think radically
Managers do things right, Leaders do
the right things
Leaders stand out by being different
Leaders question assumptions and are
suspicious of tradition
69. 69
Who is a Manager?
Managing is a later concept [than Leading] from Latin
'manus', meaning hand, and more associated with
handling a system or machine of some kind
Carol Kennedy's excellent book 'Guide to the
Management Gurus'
A manager uses authority, the legitimate right
to govern
There are three types of authority:
Positional
Traditional
Professional/expertise
70. 70
Quote
• : Leadership is an ancient ability about
deciding direction, from an Anglo-Saxon
word meaning, “the road or path ahead”;
knowing the next step and then taking
others with you to it. ibid
79. 79
Transactional Leadership
A transactional leader is usually
authoritarian or even aggressive to obtain
maximum benefit.
This leader rewards or disciplines the
follower depending on the adequacy of
the follower’s performance.
80. 80
Transformational Leadership
This leader is visionary and charismatic
This leader is an enriched transactional
leader
They know themselves, what they want
and how to sell…
This leader is transactional but
charismatic
81. 81
Transcendental Leadership
Saint Augustine: “ the purpose of all rulers
is the well being of those they rule”
This is the servant leader
The Transcendental leader is interested
in the people themselves and tries to
contribute to their development.
This leader develops the followers’
transcendent Motivation: the motivation
to contribute
This leader is transactional, charismatic
and a server
83. 83
This leader tells his followers what to do
Maintains a high level of control
Good for crisis
Directive Leadership- (leading from the
front)
84. 84
Influential Leadership- (leading from behind)
Surrendering some control
Intervenes appropriately
Allows others to release their personal
powers
The leader leads by asking questions
Influences through confidence and
integrity
Rather than the power of authority
85. 85
Collaborative Leadership
This Leader has presence
Presence = values and attitudes
Makes the employees feel valued and recognised
This is a very empowering leader
Relies on the capabilities of others to achieve
results
Ideal for teamwork
Can be confusing to followers when they are
seeking direction
87. 87
Influence
Leaders use influence and nothing
more
Influence is causing others to:
do certain things or to
behave in a certain way because
they love you or like you or admire you
because of your character or
personality or grooming
88. 88
Foundation of influence
Positive Sentimental Bonds
Physical traits …Gravitas; Chemistry
Character Traits… Integrity
Personality
Type A ( extrovert; maniac; aggressive)
Type B ( Assertive)
Type C ( Introvert; Passive; autistic)
89. 89
21st century skills…
Pygmallion effect of Management
The Moral: “ People become what you say
they are ”
re: the Pygmallion legend
Trust: the question: when do you trust
people?
Lesson: “Trust begets trust”
90. 90
Energy Renewal
¶ An effective Leader maximises human resources.
¶ Refreshing the spirit of a demoralised follower
becomes part of the Leader’s responsibility
¶ Proverbs. 17:22 “ A cheerful heart is good
medicine but a crushed spirit dries up the bones”
91. 91
21st century…
Zero-based thinking
“Given what we now know, how would we
redesign our organisation if we were to
start from scratch? ”
92. 92
21st century…
Leadership development
The job of a Leader is not maintaining a
queue of followers but the creation of
Leaders
93. 93
Janusianism
The ability to learn lessons from the past
and at the same time creating a desired
future and managing the present in the
light of that future
21st century…
94. 94
D.A.Y.S.
Do As You Say, walk the talk, lead by example
Do not preach water but drink wine!!
21st century leadership skills…
96. 96
The ABC’s of Leadership
A ATTRACT PEOPLE
Be a liberating influence
B BELIEVE IN PEOPLE
We all need this
C CONNECT WITH PEOPLE
Be there when needed
97. 97
Connect with people
Re: the locomotive head and the trucks: which one
Moves to connect?
How to connect:
1 Value people
2 Posses a “make a difference mindset”
a) Believe you can make a difference
b) Believe that your life will make a difference in others
c) Believe that the people you relate will make a difference
d) Believe that together you will make a big difference
[ 1 beside 1 = eleven, not two!!!]
98. 98
Connect-contd.
3 Look for common ground. Find the 1% on which you
agree and give 100% (101% thinking)
4 Understand and discover the temperament of people
5 Understand and discover the gifts of people
6 Handle yourself differently than others I.e.
Self: handle with your head
Others: handle with your heart
7 Know the key to the lives of people
8 Stand with others during their tough times
9 Do not take others for granted, this disconnects
99. 99
There is a dark side to Leadership
For Leaders
The tendency to become corrupted
Valley Mentality
Greed
The tendency to oppress, control
The tendency to seek to be worshiped
Intolerance to criticism
Emotional illiteracy…unable to
empathise
CAVEAT
101. Components of Leadership:
• Leadership and management
• Motivation
• Knowledge of group behaviour
• Communication
• Influencing behaviour of subordinates
• Direct activities of subordinates to achieve the
organisational goals
102. Leadership and Management
• Managers ......who are not leaders
• Leaders......who are not managers
• The aim is to make good managers leaders as
well
103. Aspects of Leadership:
• Authority-right to command and demand
action
• Power-ability to influence others without
using authority
• Influence-ability to use authority and power
to move subordinates to action
• Delegation-the ability to transfer authority to
a subordinate and still remaining accountable
• Responsibility –carrying out activities
according to instruction , being overally
accountable
104. Authority
• The right perform certain actions, with
guidelines, to decide who does what, to
compel the execution of tasks, to punish those
who fail to act what is expected
• The authority conferred by an organisation is
formal authority , granted by an institution
105. Kinds of power
• Reward power-to give or withhold
• Coercive power-use of fear, psychological,
physical, emotional
• Referent power –abstract power, personal,
based on personal charisma
• Expert power-based on knowledge, expertise
and professional endowment
107. Use and outcomes of power:
Type of power Commitment Compliance Resistance
Referent Likely-request seen
as important to
leader
Possible –if request is
seen as unimportant
Possible –if request
will bring harm the
leader
Expert Likely-if request is
persuasive & goals
are shared
Possible –if request is
persuasive
Possible –if leader
is arrogant, insults
subordinates
Legitimate Possible –if request is
polite, suitable
Likely-if request is
seen as legitimate
Possible-if demand
is arrogant
Reward If used in a personal ,
subtle way
Likely –if used in an
impersonal way
Likely-if used in an
arrogant way
Coercive Very unlikely Possible-if used in a
helpful way
Likely-if used in a
hostile/manupilativ
e way
108. Leadership Models
• Autocratic/Task oriented leaders-make all
decisions, dominating
• Democratic/Relationship oriented leaders-
believe in teamwork
• Theory X (McGregor)-believe people are lazy
and have to be forced to work
• Theory Y-believe that people want to work
and are responsible
109. New Models
• Situation Leaders-variety of situations
determine leadership models and leaders
perform according to various situations
• Female Leadership-modern, more inclusive
• Interactive leadership-participatory approach
110. Factors affecting Effective leadership
• Personality and experiences
• Organisational culture and policy
• Behaviour expectations and nature of
subordinates
• Expectations and behaviour of association
• Requirements of the job
• Expectations of the superiors
111. Motivation
This a component of leadership that drives
satisfaction in humans
Motivation is need-satisfying process in the
direction of a desired goal
112. Theories on Motivation
Maslow Hierarchy of Needs
• Physiological needs-food, shelter, clothing
• Security needs- protection against dangers
• Social needs –love, friendship,
• Esteem, respect needs-egoistic needs ,status
• Self actualisation needs – needs for self
expression
118. Management & Human Resources
HR management does :
• Advise and counsel
• Service delivery-planning, recruiting,
selecting,developing and compensation
• Policy formulation and implementation
• Employee advocacy
119. Motivation in Depth
Motives are:
• Individualistic
• Motivation change
• May be unconscious
• Are inferred –observe and tell why one
behaves that way
• Hierarchical-strongest to the weakest motive
121. Alfred Adler
• Existence needs-are material to the person
• Relatedness needs-desire for interpersonal
needs
• Growth needs-need for productive
contribution
123. David McClelland theory of Needs
• Need for achievement-need to excel, set
standards
• Need for power-to influence, control others
• Need for affiliation-need to be liked and
accepted
125. Expectancy Theory-Victor Vroom
• Valence- desirability of the result of working
• Instrumentality- a belief that a special action
can lead one to achieve
• Expectancy-that a certain action will lead to
the outcome
128. Source of Broad Motivation
• Job design –employees want jobs that has
status, growth
• Intrapreneurial incentives-allow employees to
be creative and innovative
• Training and Education-jobs that develop
individuals are desired
• Incentives-reward jobs
• Empowerment and participation-make own
decisions and goals
129. Source of Broad Motivation
• Culture of change- 20th Century jobs needs
change
• Career management- involve employees in
decisions and organisation planning
• Reward systems-expectancy theory has a link
to reward systems
130. Compensating Employees
• Direct compensation –salaries and wages
• Indirect compensation-leave, insurance,
housing, car , allowances
• Reward-salary increase, cost of living
adjustment, merit increases, financial
bonuses, paid holidays
138. Part 1 - Outline
• What is Stress ?
• Types of Stresses
• Individuals
• Stress origins & body systems
• Adaptation Syndrome
• Symptoms
• Costs of Stress
• Discussion & Questions
139. WHAT IS STRESS ?
Stress is the reaction people have to excessive
pressures or other types of demand placed
upon them. It arises when they worry that
they can’t cope.
HELP ME!
140. WHAT IS STRESS ?
Stress is the “wear and tear” our minds and
bodies experience as we attempt to cope with
our continually changing environment
I HATE YOU
141. DEFINITION
S = P > RStress occurs when the pressure is greater than the resource
147. 10/15/2015 147
POSSIBLE CAUSES
• Job Insecurity
• High Performance Demand
• Bad Boss
• Workplace Culture
• Personal or Family Problems
• Latest state of the art Technology
148. Causes of Stress at Home
• Death of spouse, family, near relative or friend.
• Injury or illness of any family member.
• Marriage of self or son or daughter or brother or sister.
• Separation or divorce from partner.
• Pregnancy or birth of a new baby.
• Children's behavior or disobedience.
• Children's educational performance.
• Not sufficient money to raise your standard of living.
• Loss of money in burglary, pick-pocketed or share market.
149. Causes of Stress at work
• To meet out the demands of the job.
• Your relationship with colleagues.
• To control staff under you.
• To train your staff and take work from them.
• Support you receive from your boss, colleagues and juniors.
• Excessive work pressure.
• To meet out deadlines.
• To give new results.
• To produce new publications if you are in research area.
• Working overtime and on holidays.
150. Other causes of stress
• Fear, intermittent or continuous.
• Threats: physical threats, social threats, financial threat, other threats.
• Uncertainty.
• Lack of sleep.
• Somebody misunderstands you.
• Setback to your position in society
151. Advantages of stress management
• Business advantages of stress management:
Less absenteeism due to stress-related
disorders
Less worker's compensation loss due to stress-
related illness or accidents
Improved job performance
Less stressful, more efficient workplace
Improved employee attitude
Improved employee overall health
152. Merits of stress
• Health advantages of stress management:
Decreased stress-related symptoms
Improved slee
Decreased anxiety
Decreased use of medications
reduced pain, increased ability to manage pain
Increased ability to relax physiologically
Increased sense of control and improved self-
esteem
153. Merits of stress
• Consumer advantages of stress management:
No side-effects
Non-pharmacological
Non-surgical
Cost-effective
154. Demerits of stress management
Stress can be a motivator. For example, if you’re stressed out
because you have a big assignment due, this may motivate you to
work on it and complete it. The stress can help you to put in your
very best effort. If you're afraid of losing your job, stress may
encourage you to raise your own standards and make improvements
you most likely would not have made without the threat of
unemployment.
Stress is a disadvantage because it can potentially raise your heart
rate and weaken your immune system. Also, it can be a factor in poor
decision making because under stress we may not think logically or
consider the consequences of the choices we make.
While we all experience stress frequently in our daily lives, not
everyone handles it in positive ways. The key for us all is to learn
what strategies and behaviors help us to cope with stress in a positive
manner.
156. Types of Stress management
(A) Acute Stress
Acute stress is usually for short time and may be due to work pressure,
meeting deadlines pressure or minor accident, over exertion, increased
physical activity, searching something but you misplaced it, or similar
things. Symptoms of this type of tension are headaches, back pain, stomach
problems, rapid heartbeat, muscle aches or body pain.
(B) Chronic Stress
This type of stress is the most serious of all the 3 stress types. Chronic
stress is a prolonged stress that exists for weeks, months, or even years. This
stress is due to poverty, broken or stressed families and marriages, chronic
illness and successive failures in life. People suffering from this type of
stress get used to it and may even not realize that they are under chronic
stress. It is very harmful to their health.
171. NEGATIVE STRESS
It is a contributory factor in minor conditions,
such as headaches, digestive problems, skin
complaints, insomnia and ulcers.
Excessive, prolonged and unrelieved stress can
have a harmful effect on mental, physical and
spiritual health.
173. POSITIVE STRESS
Stress can also have a positive effect, spurring
motivation and awareness, providing the
stimulation to cope with challenging
situations.
Stress also provides the sense of urgency and
alertness needed for survival when
confronting threatening situations.
175. The cost of ignoring stress
• Work-related stress can result in high levels of
employee turnover.
• Employees experiencing stress are more likely
to make poor decisions and casual errors.
• Workplace relations and customer service may
deteriorate
• STRESS HAS PROVEN TO BE FATAL
• STRESS CAUSES AGING
176. THE INDIVIDUAL
Everyone is different, with unique perceptions
of, and reactions to, events. There is no single
level of stress that is optimal for all people.
Some are more sensitive owing to experiences
in childhood, the influence of teachers,
parents and religion etc.
177. Most of the stress we experience is self-
generated. How we perceive life - whether an
event makes us feel threatened or stimulated,
encouraged or discouraged, happy or sad -
depends to a large extent on how we perceive
ourselves.
178. Self-generated stress is something of a
paradox, because so many people think of
external causes when they are upset.
Recognising that we create most of our own
upsets is an important first step towards
coping with them.
180. Endocrine System
Stress response controlled by the Endocrine
System.
Demands on the physical or mental systems of
the body result in hormone secretion
(Adrenaline, testosterone)
183. ALARM RESPONSE
This is the “ Fight or Flight” response that
prepares the body for immediate action.
184. ADAPTATION PHASE
If the source persists, the body prepares for
long-term protection, secreting hormones
to increase blood sugar levels. This phase is
common and not necessarily harmful, but
must include periods of relaxation and rest
to counterbalance the stress response.
Fatigue, concentration lapses, irritability
and lethargy result as the stress turns
negative.
185. EXHAUSTION
In chronic stress situations, sufferers enter the
exhaustion phase: emotional, physical and
mental resources suffer heavily, the body
experiences ‘ adrenal exhaustion’ leading to
decreased stress tolerance, progressive
mental and physical exhaustion, illness and
collapse.
188. MENTAL SYMPTOMS
• Lack of concentration
• Memory lapses
• Difficulty in making decisions
• Confusion
• Disorientation
• Panic attacks
189. BEHAVIOURAL SYMPTOMS
• Appetite changes - too much or too little
• Eating disorders - anorexia, bulimia
• Increased intake of alcohol & other drugs
• Increased smoking
• Restlessness
• Fidgeting
• Nail biting
• Hypochondria
190. EMOTIONAL SYMPTOMS
• Bouts of depression
• Impatience
• Fits of rage
• Tearfulness
• Deterioration of personal hygiene and
appearance
191. STRESS RELATED ILLNESSES
Stress is not the same as ill-health, but has
been related to such illnesses as;
• Cardiovascular disease
• Immune system disease
• Asthma
• Diabetes
193. COSTS OF STRESS
80% of all modern diseases have their origins
in stress.
In the UK, 40 million working days per year are
lost directly from stress - related illness.
Costs in absenteeism to British industry is
estimated at £1.5 billion pounds per year.
194. Summary - Part 1
• What is Stress ?
• Types of Stresses
• Individuals
• Stress origins & body systems
• Adaptation Syndrome
• Symptoms
• Costs of Stress
199. External Stresses - Major Life Events
• Death of a loved one
• Divorce / separation
• Imprisonment
• Injury/illness ( self / family )
• Marriage/ engagement
• Loss of job
• Retirement
• Pregnancy
• Sexual Problems
• Change in financial status
• Change of job / work
• Mortgage or loan
• Foreclosure of
mortgage/loan
• Change in responsibilities
• Moving house
• Holidays
• Christmas
• Minor violations of the law
200. RECOGNISE THE PROBLEM
The most important point is to recognise the
source of the negative stress.
This is not an admission of weakness or
inability to cope! It is a way to identify the
problem and plan measures to overcome it.
207. Re-framing
Re-framing is a technique to change the way
you look at things in order to feel better about
them.
• There are many ways to interpret the same
situation so pick the one you like.
• Re-framing does not change the external
reality, but helps you view things in a different
light and less stressfully.
208. Positive Thinking
• Forget powerlessness, dejection, despair,
failure
• Stress leaves us vulnerable to negative
suggestion so focus on positives;
• Focus on your strengths
• Learn from the stress you are under
• Look for opportunities
• Seek out the positive - make a change.
209. Change your Behaviour
• Be assertive
• Get organised
• Ventilation
• Humour
• Diversion and distraction
210. Be Assertive
• Assertiveness helps to manage stressful
situations, and will , in time, help to reduce
their frequency.
• Lack of assertiveness often shows low self -
esteem and low self - confidence.
• The key to assertiveness is verbal and non -
verbal communication.
• Extending our range of communication skills
will improve our assertiveness.
211. Equality and Basic Rights
1) The right to express my feelings
2) The right to express opinions / beliefs
3) The right to say ‘Yes/No’ for yourself
4) Right to change your mind
5) Right to say ‘I don’t understand’
6) Right to be yourself, not acting for the benefit
of others
212. Equality and Basic Rights
7) The right to decline responsibility for other
people’s problems
8) The right to make reasonable requests of
others
9) The right to set my own priorities
10) The right to be listened to, and taken
seriously
213. Being Assertive
Being assertive involves standing up for your
personal rights and expressing your thoughts,
feelings and beliefs directly, honestly and
spontaneously in ways that don’t infringe the
rights of others.
214. Assertive People
• Respect themselves and others
• Take responsibility for actions and choices
• Ask openly for what they want
• Disappointed if ‘want’ denied
• Self - confidence remains intact
• Not reliant on the approval of others
215. Assertive Skills
• Establish good eye contact / don’t stare
• Stand or sit comfortably - don’t fidget
• Talk in a firm, steady voice
• Use body language
• ‘I think’ / ‘I feel’
• ‘What do you think?’ ‘How do you feel ?’
• Concise and to the point
216. Benefits
• Higher self-esteem
• Less self-conscious
• Less anxious
• Manage stress more successfully
• Appreciate yourself and others more easily
• Feeling of self-control
217. Get Organised
• Poor organisation is one of the most common
causes of stress.
• Structured approaches offer security against
‘out of the blue’ problems.
• Prioritising objectives, duties and activities
makes them manageable and achievable.
Don’t overload your mind.
• Organisation will help avoid personal and
professional chaos.
218. Time Management
• Make a list
1. What MUST be done
2. What SHOULD be done
3. What would you LIKE to do
• Cut out time wasting
• Learn to drop unimportant activities
• Say no or delegate
219. Time Management
• Plan your day
• Set achievable goals
• Don’t waste time making excuses for not
doing something
220. Ventilation
‘A problem shared is a problem halved’
• Develop a support network through friends or
colleagues to talk with.
• It’s not always events that are stressful but
how we perceive them.
• Writing a diary or notes may help release
feelings but do not re-read what has been
written.
221. Humour
• Good stress - reducer
• Applies at home and work
• Relieves muscular tension
• Improves breathing
• Pumps endorphins into the bloodstream - the
body’s natural painkillers
222. Diversion and Distraction
• Take time out
• Get away from things that bother you
• Doesn’t solve the problem
• Reduce stress level
• Calm down
• Think logically
226. Benefits of Exercise
• Uses up excess energy released by the ‘Fight
or Flight’ reaction.
• Improves blood circulation
• Lowers blood pressure
• Clears the mind of worrying thoughts
• Improves self image
• Makes you feel better about yourself
• Increases social contact
227. Sleep
• Good stress reducer
• Difficult to cope when tired
• Wake refreshed after night’s sleep
• Plenty of daytime energy
228. Leisure
• Interest
• Gives you a ‘break’ from stresses
• Provides outlet for relief
• Provides social contact
232. Summary: Action Planning
• Causes of stress
• Identification and admission
• Ways to control stress
• Alternative methods
• End=End=End=End=End=End=End=End=End
Joshua 22 vs 29……..May God bless us all……………….
237. Head Office Important Contacts:
Mr. David Mazanga: (+264)-81 694 2888 -(WhatsApp & Viber)
Engineer John: (+27)-60 439 2060 –Republic of South Africa
Zimbabwe Office: (+263)-775 396 759-(Grace) ;(+263)-775 333 238;(+263)-775-189 924
Namibia Head Office: (+264)-61-306 060 OR (+264) - 61 216 104
Fax: (+264) -88 638 877 Website: www.rimt.co.za
Police: (+264)-61-2093111
Ambulance emergency: (+264)-61-2033282
E-mails: rimtnamibia2010@yahoo.com, /,rimtnamibia@gmail.com /,rimtsa@gmail.com ,
rimtzimbabwe@gmail.com ,/ rimtnam@gmail.com ,/ rimtbotswana09@gmail.com ;coordinator@rimt.co.za ;
238. PMP 0231 Transport & Fleet Management Logistics 02-13 November 2 weeks Swakopmund 8000
PMDP 0122 Policy Formulation ,Implementation & Evaluation 02-13 November 2 weeks Swakopmund 8500
FMP 0139 Revenue Collection Management Skills 02-13 November 2 Weeks Swakopmund 8000
OMAP0259 Supervisory & Office Management Skills 02 -13 November 2 Weeks Walvis Bay 7500
ICTP 0388 Advanced Computer skills for Personal Assistance 02 -13 November 2 weeks Windhoek 8500
PMDP 0247 Macro-economic Policy Analysis ,Econometric Modelling & Forecasting 02 -13 November 2 weeks Windhoek 9500
OMAP
0251
Archival Management & Documentation 02 -13 November 2 weeks Oshakati 8000
OMAP
0255
Telephone Etiquette & Customer Service 02 -13 November 2 weeks Oshakati 7000
OMAP
0318
Office Administration Skills 02 -13 November 2 weeks Oshakati 7500
PMP 0317 Project Design Proposal Writing & Fund Raising 02 -13 November 2 weeks Oshakati 8500
PMDP 0257 Policy Development & Strategic Management 16-20 November 5 Days Otjiwarongo 7000
Ĩ Ì Ĩ PMP Advanced Project Monitoring and Evaluation 09-20 November 2 Weeks Otjiwarongo 9000
HRMP 0023 Customer Care for Frontline Staff 16-20 November 5 Days Oshakati 4500
PMP 0063 Executive Customer Care and Public Relations Management 09-20 November 2 Weeks Swakopmund 8500
PMP 0091 Management & Policy development skills for Legal Officers 16-20 November 5 Days Oshakati 6500
FMP 0078 Finance and Budgeting for all non- finance Managers 09-20 November 2 Weeks Oshakati 8000
HRMP 0007 Effective Management & Supervisory Skills for Managerial Staff 09-20 November 2 Weeks Swakopmund 8000
HRMP 0005 Supervisory Skills for technical Staff 16-27 November 2 weeks Otjiwarongo 7000
PMDP
0026
Economic Forecasting & Policy Analysis 16-27 November 2 Weeks Oshakati 9000
OMAP
0287
Management Development Programme for Middle Mangers 16-27 November 2 weeks Oshakati 8500
OMAP
0238
Effective Records Management for all Registry Staff 16-27 November 2 Weeks Windhoek 8000
OMAP
0338
Stores, Procurement and Inventory Management 16-27 November 2 Weeks Walvis Bay 8000
OMAP
0294
Data and Electronic Records Management 16-27 November 2 Weeks Oshakati 8500
FMP 0121 Budgeting & Public Expenditure Management 16-27 November 2 Weeks Otjiwarongo 7500
239. OMAP 0263 Professional Secretarial & Administration Skills 02-06 November 5 Days Otjiwarongo
HRMP 0038 Competence Based Recruitment and Selection Course 02-06 November 5 Days Oshakati
ICTP 0368 Management Information Systems & Data Management 02-06 November 5 Days Windhoek
OMAP 0271 Basic First Aid Course for technical staff 09- 13 November 5 Days Swakopmund
PMP 0184 Project Planning, Management Evaluation 09-13 November 5 Days Otjiwarongo
OMAP 0285 Office Assistants Skills Development Course 16-20 November 5 Days Otjiwarongo
FMP 0123 Account Receivable and Bank Reconciliation 16-20 November 5 Days Swakopmund
OMAP
0331
Office Technology, Internet & Emails Skills 16-20 November 5 Days Otjiwarongo
ICTP 0302 Advanced Microsoft Excel 16-27 November 2 Weeks Windhoek
PMP 0085 Monitoring & Evaluation (M&E) of Donor Funded Project 23-27November 5 Days Walvis Bay
PMDP 0097 Economic Forecasting of Policy Analysis 23-27November 5 Days Oshakati
OMAP 0274 Advanced office Administration & Secretarial Skills 24-28 November 5 Days Oshakati
HRMP 0005 Supervisory Skills for Technical Staff 24-28 November 5 Days Oshakati
OMAP 0308 Advanced Customer Care & Service Leadership of all Government Employees 16-27 November 2 Weeks Windhoek
HRMP 0077 Financial Management & Budgetary Control 16-27 November 2 Weeks Otjiwarongo
FMP 0176 Budgeting for Government Ministries & Administration 16-27 November 2 Weeks Otjiwarongo
OMAP 0358 Effective Editing of Proof-reading for all Government Employees 16-27 November 2 Weeks Swakopmund
OMAP 0235 Switchboard Operations, Receptions skills for Executive Secretarial &
Administration
16-27 November 2 Weeks Swakopmund
PMDP 0457 SPSS Researchers and Policy Makers 16-27 November 2 Weeks Windhoek
HRMP 0310 Human Resources Management & Development 16-27 November 2 Weeks Swakopmund
ICTP 0373 Advanced Micro Office Excel, Power point and Presentation 16-27 November 2 Weeks Swakopmund
OMAP 0287 Managing Electronic Records in Government Organizations (METADATA System
Requirement)
16-27 November 2 Weeks Swakopmund
ICTP 0383 Advanced SQL Database Management 16-27 November 2 Weeks Walvis Bay
OMAP 0136 Electronic Data & Record Management 16-27 November 2 Weeks Windhoek
FMP 0138 Government Treasury Management Course 16-27 November 2 Weeks Windhoek
OMAP 0145 Basic Office Administrations, Computer, Clerical & Switch board
Skills
16-27 November 2 Weeks Oshakati
HMP 0395 Monitoring & Evaluation of HIV/AIDS Projects 08-19 December 2 Weeks Oshakati
PMP Effective Transportations, Freight Handling & Safety skills 08-19 December 2 Weeks Oshakati
HRMP 0022 Computerized Management of Institutional Records 08-19 December 2 Weeks Oshakati
HRMP 0043 Management & Leadership for Supervisor & Managers 08-19 December 2 Weeks Otjiwarongo
FMP 0113 Financial Management, Accounting & Budgetary Control 08-19 December 2 Weeks Oshakati
EPMP 0244 Occupational Health and Safety 08-19 December 2 Weeks Windhoek
HRMP 0379 Implementing the Balanced Scorecard in the Public Sector Institutions 08-19 December 2 weeks Oshakati
240. OMAP 0398 Communication Skills & Diplomacy for all government Cleaners , Labourers &
Messengers
11-15 January 2016 5 Days Otjiwarongo
EPMP 0456 Urban Land Administration & Planning 11-15 January 2016 5 Days Windhoek
HRMP 0026 Report Writing Skills for Technical Staff 18-22 January 2016 5 Days Oshakati
OMAP
0136
Electronic Records & Data Management 25-29 January 2016 5 Days Windhoek
PMDP 0185 Policy formulation, implementation and evaluation 08-19 February 2016 2 Weeks Swakopmund
EPMP 0224 Waste Management 15-26 February 2016 2 Weeks Otjiwarongo
OMAP 0306 Public speaking & presentation skills for Diplomats ,Councillor’s ,Mayors
,Politicians etc
22-26 February 2016 5 Days Otjiwarongo
OMAP 0313 Report writing & Professional minute taking skills 15-26 February 2016 2 Weeks Swakopmund
FMP112 Budgeting & budgetary control 15-26 February 2016 2 Weeks Otjiwarongo
ICTP 0389 Website development& graphic Designing 22-26 February 2016 5 Days Windhoek
OMAP
0176
Data Entry for Clerks/Typist and Secretarial 15-26 February 2016 2 Weeks Walvis Bay
FMP0143 Internal auditing for all GRN & Private sector Managers 07-18 March 2016 2 Weeks Oshakati
OMAP0174 Diplomatic & protocol Knowledge for secretaries 07-18 March 2016 2 Weeks Oshakati
PMP 0038 Public Procurement processes & management 07-18 March 2016 2 weeks Oshakati
ICTP 0350 Network security & Administration 14-25 March 2016 2 Weeks Windhoek
ICTP 0355 Computers Skills for all Secretaries –(windows 2010) 14-25 March 2016 2 weeks Otjiwarongo
FMP 0082 Public Sector Financial Management and control 14-25 March 2016 2 weeks Otjiwarongo
HRMP 0029 Training of Trainers (TOT) 04-15 April 2016 2 Weeks Swakopmund
FMP0149 Income Tax and VAT Claims Processing and Administration 11-22 April 2016 2 weeks Swakopmund
FMP 0077 Bookkeeping & pastel Accounting Skills-(partner and Evolution) 18-29 April 2016 2 Weeks Windhoek