Managing Change
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The document contrasts the differences between leadership and management. It presents them on a grid based on the amount of change and different service offerings, with leadership emphasized more during times of considerable change and diverse offerings. Effective leadership requires skills like strategic thinking, customer focus, developing solutions, and emotional intelligence. Management is more important when change and diversity of offerings is low.
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HR Titbits 6
The document contains 5 paragraphs by Nandu Warrier on his website that provide tips for effective coaching and professional interactions. It advises that the coach must remain calm even when faced with hostility, that matching the conversation style of the other person affects the outcome, having clarity of distance, thought, agenda and preparation improves client interactions, focusing on solutions rather than problems determines the success of crucial conversations, and professional courtesy impacts outcomes and productivity.
Hr Titbits 5
The document discusses several topics related to work-life balance, coaching, and productivity tools. It states that work life balance involves making the most of opportunities to spend quality time with family and relax, as these windows will not come daily. A coach should maintain a professional distance and not get emotionally involved with a coachee. When it comes to productivity tools, it is best to use whatever tool makes you most comfortable, even if it is low-tech, rather than focusing on style. Finally, it says that achieving work life balance in today's world requires exploiting chances to make interactions productive, spend time with family, take time for health, and adapt to different situations.
Personal Productivity- an inside job
The document discusses personal productivity and how to improve it. It suggests that people often feel overwhelmed by the amount of work they have to do. It then presents a five step model for improving productivity: collect, process, organize, review, and do. The model advocates processing tasks one at a time, organizing materials into to-do lists and other categories, regularly reviewing progress, and focusing on the most important tasks. Discipline and accountability are important for effective execution.
Principles and practices of management
This document defines management and discusses its evolution. It begins by providing definitions of management from various scholars. It then explains that management has both scientific and artistic aspects. Reasons for studying management are outlined, including utilization of resources and achieving objectives. The document discusses the evolution of management thought from classical to modern approaches. It covers various management functions such as planning, organizing, staffing, leading, and controlling. Different organizational structures and designs are explained. The importance of decision making and management control systems is also highlighted.
Hr titbits 4
The document contains tips from Nandu Warrier on goal setting, leadership, coaching, business deals, project management, and coaching. Some key points discussed are understanding your long term vision and being committed to your goals before setting them, seeing things from a follower's perspective as a leader, remaining objective and devoid of emotions as a coach, conducting proper due diligence on culture and understanding other parties for business deals, and answering questions about purpose, outcomes, timeline, location and execution for effective project management.
Hr Titbits 3
The document discusses various tips for negotiation, career success, and relationships. It advises that negotiation requires technique as well as understanding the situation. It suggests collaborating and sharing resources rather than competing, and letting others talk about you to build fame through work and money. It also notes that each person's uniqueness allows them to become a memorable personal brand, and that respect, forgiveness, and moving on are needed for healthy relationships.
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Managing Change
- 2. LEADERSHIP VS MANAGERSHIP HI CONSIDERABLE LEADERSHIP AND LITTLE MGT AMT OF CHANGE LITTLE LDRSHIP/MGT CONSIDERABLE LDRSHIP AND MGT CONSIDERABLE MGT LITTLE LDRSHIP LO HI AMT OF DIFFERENT SERVICE OFFERINGS/BUSINESS STRANDS
- 3. BUSINES EXPERTISE/COMPETENCE THINKING AHEAD STRATEGICALLY LISTENING TO AND ANTICIPATING CUSTOMER DEMANDS PLANNING TO MEET CUSTOMER DEMANDS DEVELOPING CUSTOMER DRIVEN OFFERINGS AND SOLUTIONS TAKING OPPORTUNITIES TO IMPROVE SERVICES TO CUSTOMERS.
- 4. UNDERSTANDING ONES OWN AND OTHERS FEELINGS LISTENING BEING OPEN AND EMPATHETIC SHARING FEELINGS APPRECIATING OTHERS
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- 7. POWER CENTRESSOURCES OF POWER LEVERS OF INFLUENCE BUY IN FROM STAKEHOLDERS
- 8. LIFE AND PURPOSE ROLE GOALS AND CONTRIBUTION VALUES PERSONAL GROWTH AND SELF AWARENESS
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- 10. CHANGE TRANSITION GRID External environment denial commitment past future resistance exploration Internal self
- 11. BPR LEAN MANUFACTURING TQM ISO BUSINESS EXCELLENCE VALUES PROGRAMMES BRANDING CUSTOMER CARE BALANCE SCORECARD CULTURE CHANGE COMPETENCY FRAMEWORK
- 12. Openly aggressive behavior Passive aggressive behavior Passive behavior Assertive behavior Collaborative behavior
- 13. Ingratiation Exchange of benefits Rationality Upwards Appeal Coalitions External consultants Sharing a common vision Role modelling