The document outlines an training program on effective leadership and management skills. It covers topics such as the nature of leadership, differences between leadership and management, effective leadership behaviors, interpersonal skills, communication, conflict management, team building, performance management, and change management. The training utilizes group discussions and activities to evaluate leadership styles and develop strategies for improving skills in areas like communication, emotional intelligence, and conflict resolution.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
The document discusses various perspectives on leadership. It defines leadership as having a vision that inspires others and influences them through character and example. Good leaders are made, not born, and develop their skills through self-study and experience. Key leadership skills include self-motivation, strategic thinking, organization, positivity, intuition, decision-making, accountability, and time management. Leaders motivate others, organize efforts, listen, make good decisions, inspire people, and improve lives. Common leadership styles are authoritarian, paternalistic, democratic, and laissez-faire. The document dispels myths that leaders are born with instincts to lead or control others.
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
The document discusses the differences between leadership and management, with leadership focusing more on long term vision, change, and inspiring others while management prioritizes stability, procedures, and short term goals. It also examines different types of leadership including situational, transitional, and hierarchical leadership and how managers can transition to become effective leaders.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
The document discusses leadership development and defines leadership. It outlines five levels of leadership and lists qualities of neuroleadership. The five levels are: position/rights, permission/relationship, production/results, people development/reproduction, and personhood/respect. The document also discusses developing attitudes, problem solving approaches, developing people skills as a leader, and creating a vision for a leadership team.
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
This document outlines leadership development programs for managers at different levels - junior, middle, and senior. For junior managers, the program focuses on managing themselves and others through developing effective managerial thinking, managing time and priorities, building good relationships with employees, and providing feedback. The middle manager program covers building leadership capabilities, developing and motivating teams, and sustaining team momentum. For senior managers, the program helps set management culture, grow influence, improve communication skills, sharpen business acumen, and deal with management teams. The overall goal is to build high-performing leaders through positive psychology approaches.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
Leadership skills and competencies are important for effective leadership. Key leadership skills include personal skills, communication skills, thinking skills, delegating skills, and decision-making skills. Leadership competencies include influencing others, fostering accountability, building relationships, coaching, communicating, working effectively, and building high-performing teams. Skills are abilities that can be developed through learning and practice, while competencies demonstrate being qualified through experience and abilities. Effective leaders develop skills and competencies to influence followers and achieve goals willingly.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
This document provides an overview of management principles from a textbook. It defines management and what managers do, including planning, organizing, leading and controlling organizational resources and activities. It describes six core managerial competencies: communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. It also outlines different management levels from top to first-line managers and their respective roles and skills.
A leader inspires followers to accomplish goals by developing their skills and overcoming obstacles. Leadership is influencing others' behavior to achieve objectives through motivation and guidance. Effective leadership qualities include the ability to communicate, solve problems, and adapt to change while maintaining integrity, responsibility, and knowledge. Leaders can develop these qualities by improving communication, organizing work, recognizing efforts, and encouraging teamwork and progress.
This document discusses leadership and the roles and responsibilities of team leaders. It provides definitions of leadership from Prof. Warren Bennis and describes some key responsibilities of team leaders, such as guiding team members, setting goals and objectives, and monitoring performance. The document also explores whether leaders are born or made and lists important leadership skills like intelligence, creativity, and emotional intelligence. Finally, it discusses the importance of teamwork, accountability, and goal setting for effective leadership.
An effective team has shared leadership, develops their own scope of work and commits time to complete tasks. Team members are mutually accountable for work products and individual performance is based on team achievements. The document discusses how to create effective teams by sharing leadership roles, developing accountability, scheduling work, and creating work products together. It also outlines the stages teams typically go through, from initially forming to storming, norming, and high performing. Qualities of a good leader are described as supporting the team and prioritizing both people and production.
A leader is defined as a person who influences others towards achieving a goal. To be an effective leader, one must have followers who trust them. Key attributes of good leadership include having a deep commitment to the goal, the ability to visualize success, and being worthy of others' trust. Effective leadership requires understanding followers' needs and motivating them through two-way communication that depends on the specific situation. Traits, skills, inspiring a vision, and inviting participation are important factors in leadership.
Leading change through innovation requires strategic leadership that creates ongoing strategic change. Successful change combines top-down and bottom-up approaches to build sustainable capability for change and learning. Organizational change involves disruption to the status quo and can make people feel loss of control, competence, and identity. Leaders must address these feelings and guide people through the journey of change from initial fear and resistance to eventual acceptance and commitment.
Leadership can be described as a process of social influence where an individual enlists the aid of others to accomplish a common task, or organizing a group of people to achieve a common goal. Qualities of a good leader include integrity, dedication, being forward-looking, competence, and treating people with fairness and respect. There are different leadership styles such as autocratic, bureaucratic, democratic, and charismatic. The document discusses qualities, styles, and examples of good leadership.
Change management involves preparing for, managing, and reinforcing organizational changes. It requires the involvement of project teams, senior leaders, managers, and employees. There are typically three phases: preparing for change by defining strategies and teams, managing change through implementation plans, and reinforcing change by collecting feedback and celebrating successes. The ADKAR model outlines five aspects for successful change: awareness, desire, knowledge, ability, and reinforcement. Change management connects activities like communication and training to business results through achieving ADKAR.
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
The document is a curriculum vitae for Prof Karien Jooste that outlines her qualifications and experience in nursing education and research. It details her educational background including degrees from Unisa and certifications in nursing. It also outlines her extensive employment history in nursing education in South Africa and Namibia, including various professor and leadership roles. Finally, it lists her experience in research, publishing, conference presentations, and supervision of students both nationally and internationally.
Master class management and leadership trainingyasser maksoud
The document outlines a management and leadership training course. It discusses the importance of effective management for business success. Lesson 1 focuses on how to be a great manager through strong leadership. It lists five key points for strong leadership: develop trust and credibility, share vision clearly, help employees succeed through coaching/mentoring, make decisions and be accountable, and keep everything under control. The document then provides further explanation and examples for each of these points. It also outlines four parts of the training that will provide tips on employee interaction, professional advice, personal advice, and words of wisdom.
This document discusses organizational leadership and management. It defines leadership as influencing subordinates towards organizational goals through behavior, which can be positive or negative. Management is defined as the process of planning, organizing, directing, and controlling organizational activities. A manager is responsible for administering part or all of a company. Effective leadership focuses on motivating employees to achieve goals willingly. Good management utilizes resources wisely and sets clear goals and objectives. Different leadership styles may be required depending on the subordinates' behaviors and the working environment. The key is for managers to understand their strengths and weaknesses and adapt their approach accordingly.
Businesses of all sizes struggle to balance innovation with business as usual. Although both activities are vitally important, it can sometimes feel as though the two are at odds with one another as they compete for attention, resource and time.
We ran an interactive event for CIPD Coventry & Warwickshire Branch that highlighted the tools you need to create a culture that embraces innovation. We also explained how to harness high performance leadership techniques that use different management approaches for innovation and the day-to-day.
Together we explored:
- The key differences between innovation and business as usual.
- Organisational Ambidexterity — what is it, why does it matter, and how does your firm stack up?
- The different types of innovation (from incremental, ‘small i’ innovation to radical, ‘Big I’ innovation) and the different management approaches that are needed even for these.
- The role of leadership, management and strategy in creating ambidexterity.
- Insights from other organisations that have got the balancing act right.
The document discusses competency-based leadership and management training strategies, including:
1. Building leadership behaviors and competencies.
2. Analyzing organizational talent needs to identify gaps and strengths.
3. Having leaders teach other leaders through methods like fishbowl discussions.
Coming into a new management role, the first three months are crucial. How you assert yourself within the role and how you establish the relationships with those whom you are managing can be crucial to your success or failure at leading the team and the projects that lie ahead...
This document provides an overview of a presentation on best practices for business and report writing. It discusses 20 fundamental writing principles, the structure and components of an effective business report, and a 6-step report writing process. The presentation covers topics such as accuracy, clarity and brevity in writing, gaining reader attention and promoting understanding. It also addresses report structure, style, readability and conventions. A key aspect is a 6-step writing process involving planning, researching, organizing, writing drafts, quality assurance and submission. Learning activities encourage identifying errors in reports and developing criteria for effective structure, style and more. The goal is to provide guidance for producing high-quality, reader-focused business reports and writing.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
This document discusses the differences between management and leadership. It defines management as planning, organizing, integrating and measuring activities according to Peter Drucker. Leadership is defined as influencing values, behaviors and attitudes of others. The key differences outlined are that managers focus on systems and structure while leaders focus on developing people and inspiring trust. Effective organizations likely need both management and leadership skills combined. The conclusion is that there is no perfect leader or manager, and the best solution may be a combination of the two approaches.
This final lecture is a wrap-up of a 24h course given at University in 2017, which encompasses Leadership theories, differences with Management, relationship with Change and Innovation, Innovation management and Emotional Intelligence. Lecture on Yukl and Trott text books.
For them,who studying management studies...........and try to make a good impression on their teachers..........So give this ppt to ur class n see,what they'll think about you.....Dis is my 1st ppt in my life n dis really helps me to improve my personality development................!!!!
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from first-line managers overseeing operations to top managers establishing company-wide goals. Globalization and technology are changing management roles and requiring new skills.
The document discusses the differences between management and leadership based on responses from 162 professionals. Some key differences highlighted include:
- Management focuses on efficiency, tasks, and process, while leadership focuses on vision, inspiring change, and effectiveness.
- Managers gain authority through position, while leaders gain it through influence and character.
- Leaders see opportunities and seize vision, while managers see risks and focus on reducing threats.
- The best organizations value both management and leadership working together.
Management and Leadership Training PresentationFelcotech
The document outlines an upcoming presentation by Felix Ugokpa on developing leadership skills for effective people management, including an overview of the presentation content which covers modules on leadership, management, communication, and conflict management skills. The objectives are for participants to learn skills and techniques for people's management, leadership attributes, and how to reduce conflicts.
This document is an assignment submitted by a group of students at the University of Dhaka on the functions, roles, and skills of a manager. It discusses the five basic functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines the interpersonal, informational, and decisional roles of managers. Finally, it identifies important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time management skills.
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Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
Mastery and Development of the five Emotional Intelligence (EQ) competencies - self awareness, self regulation, self motivation, empathy and social skills
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptxMichelleBenning2
EQ is the skill to recognize different emotions in yourself and the world around you and to interpret and use these emotions to enhance your quality of life.
EQ is a set of abilities that helps you manage your emotions and relate to others.
EQ is the ability to recognize your emotions, understand what they're telling you and realize how your emotions affect people around you.
EQ is the ability to understand and manage both your own emotions and those of the people around you.
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
The document defines emotional intelligence (EQ) as the ability to recognize emotions in oneself and others and use this awareness to improve one's life. It identifies five key EQ competencies - self-awareness, self-regulation, self-motivation, empathy, and social skills. Each competency is then defined in more detail. For example, self-awareness involves understanding one's emotions and passions, while self-regulation means managing feelings intentionally rather than reactively. The document concludes by stating that EQ can be developed through focus on each of these five competency areas.
This document discusses leadership and emotional intelligence. It defines key differences between managers and leaders, highlighting that leaders focus more on people while managers focus more on systems and structure. It also outlines various challenges leaders may face, including external challenges from situations and people, as well as internal challenges stemming from insecurities or inability to be objective. The document emphasizes that emotional intelligence is important for leaders to connect with their people and motivate them. It provides frameworks for measuring emotional intelligence competencies like interpersonal skills, adaptability, stress management, and general mood/state of mind.
This document presents information on emotional intelligence. It defines emotional intelligence as the ability to identify, assess, and manage one's own emotions and the emotions of others. The document discusses models of emotional intelligence proposed by Salovey and Mayer and Goleman. It outlines components of emotional intelligence like self-awareness, self-management, social awareness, and relationship management. The document also compares emotional intelligence to IQ and argues that EQ accounts for a larger portion of success than IQ. It provides tips for developing emotional intelligence at work and enhancing brain power.
Emotional Intelligence - Assessing and Developing CompetenciesCharles Cotter, PhD
The document discusses emotional intelligence (EQ) and its importance. It defines EQ and its five core competencies: self-awareness, self-regulation, self-motivation, empathy, and relationship skills. The document provides strategies for developing each competency, including techniques like self-reflection, managing self-talk, connecting goals to values, and being aware of nonverbal cues in others. The overall aim is to help individuals understand and improve their EQ.
• Introduction to the topic
• Seven factors to build up a relationship
• Locus of control
• Benefits of an internal locus control
• Managing the drawbacks of strong internal locus of control
• Tips for developing internal locus of control
• Learning to be : personal abilities
• Learning to live together – Interpersonal abilities
• Co-operative Interpersonal Behaviour working in a team
• Factors influencing faculty relationship
• Techniques for working together
• Negotiation and stages of Negotiation
• Being caring and empathetic
Emotional intelligence involves self-awareness of one's emotions and the ability to handle relationships and regulate emotions. It is important for success in life and work. There are five key competencies: self-awareness, self-regulation, self-motivation, empathy, and social skills. Developing these skills can improve emotional intelligence and lead to better decision-making, relationships, and performance.
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
This document discusses the key habits of highly effective people and principles of personal leadership. It introduces the seven habits paradigm, which includes habits like being proactive, beginning with the end in mind, and putting first things first. These habits help people develop character, gain personal security, and manage their time effectively. The document also discusses principles for building strong interpersonal relationships, like understanding others, keeping commitments, and apologizing sincerely. Mastering the first three habits of character development lays the groundwork for highly productive relationships focused on interdependence.
This document discusses managerial effectiveness and interpersonal skills. It defines managerial effectiveness as performing managerial activities effectively and efficiently. An effective manager has qualities like basic knowledge, skills, creativity and self-awareness. Effective managers focus on their contribution, build on strengths, concentrate on one task at a time and make systematic decisions. Interpersonal skills are crucial for managers to communicate, motivate teams and develop relationships both internally and externally. Transactional analysis is a technique to understand behavior and relationships through analyzing ego states, transactions, scripts, games and life positions. Managers need to develop interpersonal skills like active listening, empathy and resolving conflicts.
The document discusses emotional intelligence (EQ), which is the ability to understand and manage one's own emotions and the emotions of others. It identifies key EQ skills like self-awareness, self-regulation, empathy, motivation, and social skills. Each skill is then defined in more detail. Methods for improving EQ like journaling and 360-degree assessments are also outlined. The document provides an overview of emotional intelligence and its importance as a leadership skill.
This document provides an overview of a management workshop covering emotional intelligence. It defines emotions, intelligence, and emotional intelligence. Emotional intelligence consists of five competencies: emotional self-awareness, self-regulation, self-motivation, empathy, and nurturing relationships. High emotional intelligence is correlated with better ability to adapt to change, solve problems independently, and motivate others. The document outlines how individuals and organizations can benefit from emotional intelligence and provides tips for controlling emotions in the workplace and discovering must-have skills.
What is Emotional Intelligence?
Why EI is important?
Daniel Goleman
five key elements under two different categories
Self-Awareness
Self-Regulation or Management
Motivation
Empathy
Social or Interpersonal Skills
Benefits of Higher Emotional Intelligence
Some Key Points
This document discusses leadership skills and strategies for being an effective leader beyond campus. It defines leadership as the ability to influence others with or without authority. Key points include:
- Leadership requires awareness of oneself and others, the ability to communicate and resolve conflicts, and a commitment to influencing others.
- Effective leaders have attributes like vision, passion, integrity, honesty, and the ability to build trust and take risks.
- The document distinguishes leadership skills, which are soft skills like communication and motivation, from management skills which are hard skills like scheduling and staffing.
- Tips for being a leader include taking responsibility, conveying a positive attitude, giving credit to others, and empowering team members
Meaning and concept of Emotional Intelligence, characteristics, EI Competencies and behavioral indicators, role of teachers in promoting emotional intelligence in students.
Strategic Talent Management and Development online learning programme, facilitated by Dr Charles Cotter. Best practice principles, tools and processes.
Four (4) Critical Success Factors to Build Sustainable Remuneration Strategies_Balancing People and Profit_presented by Dr Charles Cotter at the SLAZEISI Conference on 20 November 2023
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...Charles Cotter, PhD
This training program provides an advanced level of strategic talent management, employee engagement, and employee retention skills. It is targeted towards executive managers, business owners, HR directors and professionals. The program blends theory and best practices in strategic talent management with practical tools and techniques. It covers topics such as strategic workforce planning, succession planning, talent acquisition, employee engagement strategies, talent retention practices, high-potential employee management, and talent development principles. The trainer has over 22 years of experience in global talent management and learning and development. He has provided training programs and consultation to over 190 companies in 42 countries.
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdfCharles Cotter, PhD
This training program teaches asset lifecycle management, lifestyle costing, and HRM metrics. It is intended for HRM managers and practitioners and will help participants master HRM metrics processes and tools to develop an HRM scorecard. The program covers HRM best practices, crafting an HRM scorecard, and a 5-step HRM metrics process of exploration, examination, extraction, evaluation, and extrapolation. The trainer has over 22 years of experience in management training and global talent development.
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles CotterCharles Cotter, PhD
This 3-day online training program is targeted towards HR executives, managers, business partners and professionals. The training will provide an in-depth understanding of strategic HR management, business partnering, employee engagement and applying business intelligence. Learners will master HR processes to optimize strategic impact and value, including strategic HRM principles, the HR business partner role, applying metrics and employee engagement strategies. The trainer, Dr. Charles Cotter, has over 22 years of industry experience in management training and strategic HR/learning and development.
This document contains testimonials from 14 individuals praising Dr. Charles Cotter's work and expertise as a training facilitator. The testimonials describe him as a consummate professional, passionate about people development, with deep knowledge and a global presence. They recommend him highly for his reliability, preparation, flexibility, and ability to add value through his training. His training is said to make a lasting impact and difference in participants' lives.
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfCharles Cotter, PhD
Evidence based Talent Analytics and Data driven Talent Management Strategies presented by Dr Charles Cotter at the 2nd African HRM Professionals Strategy Bootcamp, 30 March 2023, in Kempton Park.
Learning Prospectus of Dr Charles Cotter, of the training programmes that he specializes in:
Management/Leadership
(Strategic) Human Resources Management
(Strategic) Learning and Development
Business Communication
Power/Soft Skills
Strategic Talent Management_Best Practice Principles and Processes.pdfCharles Cotter, PhD
Strategic Talent Management - Best Practice Principles and Processes, across the S-P-A-R-M-E-D talent management value chain, facilitated by Dr Charles Cotter
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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2. TRAINING PROGRAMME OVERVIEW
• THE NATURE AND DEFINITION OF LEADERSHIP
• DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT
• EFFECTIVE LEADERSHIP BEHAVIOURS
• INTERPERSONAL SKILLS AND EFFECTIVE COMMUNICATIONS
• CONFLICT MANAGEMENT
• BUILDING AND MOTIVATING TEAMS
• PERFORMANCE MANAGEMENT AND COUNSELING
• CHANGE MANAGEMENT
3. INTRODUCTORY ACTIVITY
• Complete the statement by inserting one (1) word only.
To be an effective manager/leader, the most important
characteristic/trait is…………………………………..
• Now find other learners with the same word as you.
• Jot these words down on the flip-chart.
• Each learner will have the opportunity to elaborate on
their chosen word.
11. LEARNING ACTIVITY 1
• Group Discussion:
• Do you agree with the statement that
managers and leaders are different?
• Justify and motivate your answer by providing
these distinctive differences and/or
similarities.
14. LEARNING ACTIVITY 2
• Group Discussion:
• By referring to the provided leadership values and roles,
critically evaluate and rate yourself (use a rating scale of 1-
5) as a leader in demonstrating and fulfilling these values
and roles, respectively.
• Leadership values
• Leadership roles
• For each of these values and roles, identify personal
leadership gaps and develop self-improvement strategies to
enhance your leadership ability.
15. INTERPERSONAL SKILLS AND
EFFECTIVE COMMUNICATIONS
• The value and importance of effective
communication as a leader
• Open and respectful communication
• Improving communication skills
• Effective team meeting procedure and
practice
18. EFFECTIVE TEAM MEETING
PROCEDURE AND PRACTICE
• Criteria for effective meetings
• The Meeting's Objective
• Use Time Wisely
• Satisfying Participants that a Sensible Process Has Been
Followed
• Planning your meeting
• Roles and Responsibilities of Chairperson/Facilitator
19. LEARNING ACTIVITY 3
• Group Discussion:
• By referring to the barriers to effective communication,
from your experience as a Team Leader, identify the
most common causes of communication break-downs
between yourself and your manager and other
colleagues. Propose solutions to these identified
communication break-downs.
• Identify the best practice criteria for an effective and
productive team meeting. Define your roles and
responsibilities as the chairperson in facilitating these
positive outcomes.
24. BUILDING CREDIBILITY
• The Credibility Formula as: Credibility = Integrity +
Expertise.
• Achieving a distinguishable level of follower faith and
loyalty is certainly not an overnight occurrence and can be
achieved only through openness; committed people
investment and a proven scorecard of leadership and
performance excellence.
• Leader behaviour, actions and decisions congruent with
reliability, fairness, consistency and transparency are
instrumental values which can enhance follower perception
of the leader’s reputation, standing and eventually, their
willingness to follow and support that leader.
25. TRUST ENHANCING STRATEGIES
• Open and transparent communication
• Mutual respect and tolerance for individual
differences
• Demonstrated care and sincere interest
• Recognition for the value of each individual
team member
• Co-operation and shared commitment
27. DEFINING EMOTIONAL INTELLIGENCE
(EQ)
• EQ is the skill to recognize different emotions in yourself
and the world around you and to interpret and use these
emotions to enhance your quality of life.
• EQ is a set of abilities that helps you manage your
emotions and relate to others.
• EQ is the ability to recognize your emotions, understand
what they're telling you and realize how your emotions
affect people around you.
• EQ is the ability to understand and manage both your own
emotions and those of the people around you.
31. SELF AWARENESS
• It must come first because if we don’t know ourselves and what we’re
feeling, how can we possibly know or understand someone else and how
they feel?
• Self-awareness is about knowing what drives us and what we’re
passionate about.
• The more we know about ourselves, the better we are able to control and
choose what kind of behaviours we’’ display in a work setting.
• Without self-awareness, our emotions can blind us and guide us to do
things or to become people we really don’t want to be.
• If we are aware of our feelings and thoughts, we can choose how we will
act or react in a given situation or to a certain person.
• With this choice comes power - the kind of intrinsic power that no one
can take away from us.
32. SELF AWARENESS
• People with high emotional intelligence are usually very
self-aware.
• They understand their emotions, and because of this, they
don't let their feelings rule them.
• They're confident – because they trust their intuition and
don't let their emotions get out of control.
• They're also willing to take an honest look at themselves.
• They know their strengths and weaknesses, and they work
on these areas so they can perform better.
33. SELF REGULATION
• The second step is to regulate those feelings and manage them so
they do more good than harm.
• Our passions can be contagious and energize others, but our
ranting and ravings can damage work relations beyond repair.
• Checking those emotions is what self-regulation is all about. It’s
giving the rational side time to temper our feelings when needed.
• When we are angry, we cannot make good decisions and often
react inappropriately by blowing an incident out of proportion - we
lose our perspective.
• By learning to manage our emotions, we become more adaptable
and innovative in stressful situations.
35. SELF REGULATION
• Self-regulation helps us act intentionally rather than
reactively.
• Self-regulation helps us act deliberately and not
destructively.
• Self-Regulation is the ability to control emotions and
impulses.
• People who self-regulate typically don't allow themselves to
become too angry or jealous, and they don't make impulsive,
careless decisions - they think before they act.
• Characteristics of self-regulation are thoughtfulness, comfort
with change, integrity and the ability to say no.
37. SELF MOTIVATION
• The third step is to direct the power of our emotions towards a
purpose that will motivate and inspire us.
• Self-motivation is about visualizing the achievement of a goal and
taking the necessary steps to get there.
• Athletes use their emotions to psyche themselves up for
competition.
• The same technique is effective in the workplace to raise job
performance.
• “Self-motivated people can envision reaching the goal which gives
meaning to the mundane.”
• “Stand firm even when you are buffeted by events and emotions.”
38. SELF MOTIVATION
• The strongly self-motivated workers also accept change and are
more flexible. New twists and unexpected turns don’t bend them
out of shape.
• They have better attitudes, take more initiative and do balanced
risk taking. But most of all, self-motivated employees persist
toward goals, despite obstacles and setbacks.
• People with a high degree of emotional intelligence are usually
motivated.
• They're willing to defer immediate results for long-term success.
• They're highly productive, love a challenge, and are very effective
in whatever they do.
39. EMPATHY
• Empathy is defined as an outwardly-looking approach to managing
relationships that enables people to see from another person’s
perspective.
• It means responding to others appropriately with sensitivity and
compassion.
• Empathy begins with listening i.e. with the purpose to understand and
respond and display sensitivity and concern.
• “Nobody in life will listen to us unless they feel we have listened to them.”
• A team leader, who is empathetic, listens and responds and naturally
displays sensitivity and concern - this makes a connection with people.
• It is important for team leaders to be attuned to different people’s needs
and emotional responses as well as reading these cues.
40. EMPATHY
• “Empathy is the glue that will bind the group together
to work successfully.”
• The ability to model empathy is the best way to
motivate others.
• Empathetic people are usually excellent at managing
relationships, listening and relating to others.
• They avoid stereotyping and judging too quickly and
they live their lives in a very open, honest way.
41. RELATIONSHIP/SOCIAL SKILLS
• This fifth competency is about interacting with people successfully
and being adept at managing emotions in others.
• With heightened social skills, leaders are better communicators
and better collaborators.
• It's usually easy to talk to and like people with good social skills,
another sign of high emotional intelligence.
• Those with strong social skills are typically team players.
• Rather than focus on their own success first, they help others
develop and shine.
• They can manage disputes, are excellent communicators, and are
masters at building and maintaining relationships.
42. THE VALUE OF SOCIAL AND
RELATIONAL CAPITAL
• “The new business currency is human (social)
and relational capital, not financial capital.
Given the economic downturn, the value of
financial capital is depreciating, whereas
social and relational capital is exponentially
appreciating and yields a significant positive
return-on-investment (ROI).” Charles Cotter
(2016)
44. LEARNING ACTIVITY 4
• Group discussion:
• As a Team Leader, describe how you can
enhance your interpersonal competencies by
concentrating on the following skills:
Relationship-building
Emotional Intelligence
46. THE FUNDAMENTALS OF CONFLICT
MANAGEMENT
• Defining conflict
• Differentiating between functional and
dysfunctional conflict
• Identifying the causes/sources of conflict
• Indicators/warning signals of conflict
47. FUNCTIONAL AND DYSFUNCTIONAL
CONFLICT
• Functional conflict leads to open discussion, a better
understanding of differences, innovative solutions and
greater commitment.
• Functional conflict contributes to the achievement of
organizational goals and enhances relationship-building.
• Dysfunctional conflict tends be more focused on emotions
than on the goal/task at hand known as affect
conflict/interpersonal conflict, it is destructive when a
solution is not reached, energy is diverted away from the
core problem and morale is negatively affected.
• Dysfunctional conflict is detrimental to relationships within
the team and team performance.
51. ADVANTAGES OF OPTIMAL LEVELS OF
CONFLICT
• Co-operation from team members
• Improved performance and productivity
• Reduced stress and preserved integrity
• Solve problems as quickly as possible
• Improved relationships and teamwork
• Enhanced creativity
• Increased staff morale
52. LEARNING ACTIVITY 5
• Group Discussion:
• From your experience as a manager, write notes on the following conflict
management-related aspects:
• By referring to the three (3) types of conflict, identify one (1) example of
current or recent workplace conflict in your organization.
• For each of the above examples, indicate whether these examples are
functional or dysfunctional conflict. Substantiate your answer.
• For each of the above examples, describe the indicators/warning signs of
each example.
• By referring to these indicators, describe what you as a team leader can
do, to nip dysfunctional conflict in the bud, thereby not allowing the
conflict to escalate out of control.
53. LEARNING ACTIVITY 6
• Individual activity:
• Complete the 30 question/item Thomas-
Kilmann Conflict Mode
instrument/questionnaire and by using the
scoring sheet, determine your predominant
conflict management style.
56. SHARK CHARACTERISTICS
• Sharks use a forcing or competing conflict management style
• Sharks are highly goal-oriented
• Relationships take on a lower priority
• Sharks do not hesitate to use aggressive behaviour to resolve conflicts
• Sharks can be autocratic, authoritative, and uncooperative; threatening and
intimidating
• Sharks have a need to win; therefore others must lose, creating win-lose
situations
• Advantage: If the shark's decision is correct, a better decision without
compromise can result
• Disadvantage: May breed hostility and resentment toward the person using it
57. TURTLE CHARACTERISTICS
• Turtles adopt an avoiding or withdrawing conflict management
style
• Turtles would rather hide and ignore conflict than resolve it; this
leads them uncooperative and unassertive
• Turtles tend to give up personal goals and display passive
behaviour creating lose-lose situations
• Advantage: may help to maintain relationships that would be hurt
by conflict resolution
• Disadvantage: Conflicts remain unresolved, overuse of the style
leads to others walking over them
58. FOX CHARACTERISTICS
• Foxes use a compromising conflict management style; concern is
for goals and relationships
• Foxes are willing to sacrifice some of their goals while persuading
others to give up part of theirs
• Compromise is assertive and cooperative-result is either win-lose
or lose-lose
• Advantage: relationships are maintained and conflicts are
removed
• Disadvantage: compromise may create less than ideal outcome
and game playing can result
59. TEDDY-BEAR CHARACTERISTICS
• Teddy bears use a smoothing or accommodating conflict
management style with emphasis on human relationships
• Teddy bears ignore their own goals and resolve conflict by giving
into others; unassertive and cooperative creating a win-lose (bear
is loser) situation
• Advantage: Accommodating maintains relationships
• Disadvantage: Giving in may not be productive, bear may be taken
advantage of
60. OWL CHARACTERISTICS
• Owls use a collaborating or problem confronting conflict
management style valuing their goals and relationships
• Owls view conflicts as problems to be solved finding solutions
agreeable to all sides (win-win)
• Advantage: both sides get what they want and negative feelings
eliminated
• Disadvantage: takes a great deal of time and effort
61. THE 4-STEP CONFLICT RESOLUTION
PROCESS – THERAPEUTIC MODEL
• Step 1: Identify sources of potential and actual conflict
(DIAGNOSIS)
• Step 2: Develop conflict resolution strategies/techniques
(EXAMINATION)
• Step 3: Apply conflict resolution strategies/techniques (REMEDY)
• Step 4: Control and review the effectiveness of the conflict
resolution strategy/technique (FOLLOW-UP)
62. STEP 1: DIAGNOSIS
• Identify the sources/causes of conflict:
Intra-personal
Interpersonal
Intra-group or Inter-group
• The best approach to manage conflict
effectively is to be proactive.
63. STEP 2: EXAMINATION
• Develop conflict resolution strategies/techniques:
Shark (Competing)
Turtle (Avoiding)
Fox (Compromising)
Teddy-bear (Accommodating)
Owl (Collaborating)
• There is no one best way to deal with conflict. It is dependent on the
current situation as well as the team members involved in the conflict.
• The golden rule is that managers should take prompt action in resolving
conflict.
• By failing to act, it may result in the conflict escalating beyond control and
“spreading like a cancer” negatively affecting team performance and
relationships.
64. STEP 3: REMEDY
• Apply conflict resolution strategies/techniques
• The key is to match strategies to situations
• Influential considerations:
Time pressure
Issue importance
Relationship importance
Relative power
65. STEP 4: FOLLOW-UP
• Managers will need to confirm whether this technique
has adequately resolved the conflict.
• In the event that this dysfunctional conflict persists,
managers may have to resort to alternative (third
party) strategies:
Mediation
Counseling
Organizational development (OD) interventions
67. LEARNING ACTIVITY 7
• Group Discussion:
• Identify a current conflict situation in your
work team. Apply the 4-step conflict
resolution process, to find a solution for this
conflict.
69. BENEFITS OF A MOTIVATED
WORKFORCE
• Quality performance
• High levels of productivity (“a team member
is a productive team member”)
• High levels of commitment (to both the team
and organization)
• High levels of team cohesion
74. LEARNING ACTIVITY 8
• Group discussion:
• As a Team Leader, describe how you can
motivate and inspire your team members.
• As a Team Leader, describe how you can
accelerate your team development maturity
to the most sophisticate stage i.e. performing.
77. CAUSES OF POOR PERFORMANCE
• Personal problems
• Skills/competence
• Lack of resources
• Organizational factors
78. LEARNING ACTIVITY 9
• Group Discussion:
• By referring to the Performance Matrix,
indicate how you will manage the
performance of each of the four types of
employee.
82. LEARNING ACTIVITY 10
• Group Discussion:
• As a manager, describe how you can
accelerate and guide employees through the
change transition cycle for the most
sophisticated/mature stage, commitment.