E-Book
IT Management Practice
HNDSE/HNDISM/HNDNE
National Institute of Business
Management
E-Book
IT Management Practice
Table of Contents
Lesson 01 – Sri Lankan ICT Industry ................................................................................... 5
Lesson 02 – Introduction to IT Management Practice ....................................................... 18
Lesson 03 – Industry Analysis .............................................................................................. 35
Lesson 04 – Customer & People Management .................................................................... 47
Lesson 05 – Team Work and Leadership ............................................................................ 54
Lesson 06 – Change Management ........................................................................................ 69
Lesson 07 – Skill Management.............................................................................................. 82
Lesson 08 – Stress Management ........................................................................................... 88
Lesson 09 – Time Management ............................................................................................ 95
Lesson 10 – Responsibilities and Attitudes ........................................................................ 102
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List of Figures
Figure 1.0.1 Number of Employed in ICT Sector ................................................................................... 5
Figure 1.0.2 Number of Start-ups in ICT Sector..................................................................................... 5
Figure 1.0.3 Sri Lankan ICT Industry Current Situation ........................................................................ 6
Figure 1.0.4 Software Development ....................................................................................................... 7
Figure 1.0.5 Data Science, Data Warehouse and Big Data ..................................................................... 8
Figure 1.0.6 Cyber Security .................................................................................................................... 9
Figure 1.0.7 E-Commerce ....................................................................................................................... 9
Figure 1.0.8 Enterprise Resource Planning (ERP) ................................................................................ 10
Figure 1.0.9 IOT ................................................................................................................................... 11
Figure 1.0.10 Game Development ........................................................................................................ 12
Figure 1.0.11 Embedded Software ........................................................................................................ 13
Figure 1.0.12 Digital Marketing ........................................................................................................... 13
Figure 1.0.13 Future of ICT Industry in Sri Lanka ............................................................................... 14
Figure 1.0.14 Traditional Job Roles in ICT Industry ............................................................................ 14
Figure 1.0.15 Traditional Job Roles in ICT Industry ............................................................................ 15
Figure 1.0.16 New Job Roles in ICT industry ...................................................................................... 16
Figure 1.0.17 IT Project Manager ......................................................................................................... 17
Figure 2.0.1 Organizational Scarcity .................................................................................................... 18
Figure 2.0.2 Great Managers in World of IT ........................................................................................ 19
Figure 2.0.3 Great Managers in Sri Lankan IT Industry ....................................................................... 20
Figure 2.0.4 Management Functions..................................................................................................... 20
Figure 2.0.5 Planning ............................................................................................................................ 21
Figure 2.0.6 Four Types of Planning .................................................................................................... 22
Figure 2.0.7 Classification of Managers by the Level of Authority ..................................................... 26
Figure 2.0.8 Managerial Levels Vs Functions ...................................................................................... 26
Figure 2.0.9 Highest paid CEO (Chief Executive Officer) in Technology Companies (2018) ............ 28
Figure 2.0.10 Highest paid CEO (Chief Executive Officer) in World (2019) ...................................... 29
Figure 2.0.11 Net Worth of some Great Leaders .................................................................................. 31
Figure 2.0.12 Skills needed by Managers ............................................................................................. 33
Figure 3.0.1 Layers of Business Environment ...................................................................................... 35
Figure 3.0.2 Macro-Environment – PESTEL Analysis ........................................................................ 36
Figure 3.0.3 Industry Analysis – Porter's Five Forces .......................................................................... 38
Figure 3.0.4 Industry Analysis – Life Cycle ......................................................................................... 40
Figure 3.0.5 Blue Ocean and Red Ocean Strategy ................................................................................ 42
Figure 3.0.6 The Organization – SWOT Analysis ................................................................................ 43
Figure 4.0.1 Selection Process .............................................................................................................. 48
Figure 4.0.2 Who Appraise Performance.............................................................................................. 50
Figure 4.0.3 Pay and Benefits ............................................................................................................... 50
Figure 4.0.4 Customer Relationship Management Four elements ........................................................ 51
Figure 4.0.5 Categorizing Customers according to value ..................................................................... 53
Figure 5.0.1 Common Goals ................................................................................................................. 55
Figure 5.0.2 Stages of Team Development ........................................................................................... 56
Figure 5.0.3 Agile Teams in Software Companies ............................................................................... 57
Figure 5.0.4 Leadership ........................................................................................................................ 58
Figure 5.0.5 Power and Influence of a Leader ...................................................................................... 62
Figure 5.0.6 The difference between Manager and Leader .................................................................. 63
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Figure 5.0.7 Visionary Leaders ............................................................................................................. 65
Figure 5.0.8 Charismatic Leaders ......................................................................................................... 66
Figure 5.0.9 Transformational Leaders ................................................................................................. 67
Figure 6.0.1 Job based Organizational Structure .................................................................................. 70
Figure 6.0.2 Team based Organizational Structure ............................................................................... 70
Figure 6.0.3 Cisco Team based Organizational Structure..................................................................... 71
Figure 6.0.4 Matrix Organizational Structure ....................................................................................... 72
Figure 6.0.5 Divisional Organizational Structure ................................................................................. 72
Figure 6.0.6 Basic Functions of Organizational Culture....................................................................... 73
Figure 6.0.7 What is Organizational Culture ........................................................................................ 74
Figure 6.0.8 Lewin’s Three-Step Change Model .................................................................................. 78
Figure 7.0.1 Managers Want More ....................................................................................................... 85
Figure 8.0.1 Most Stressful Jobs in the World ...................................................................................... 91
Figure 9.0.1 Importance of Time .......................................................................................................... 95
Figure 9.0.2 Priority Matrix .................................................................................................................. 97
Figure 9.0.3 Top Time Management Skills .......................................................................................... 98
Figure 9.0.4 Work Breakdown Structure House Construction ............................................................. 99
Figure 9.0.5 WBS Example for IT System ........................................................................................ 100
Figure 9.0.6 WBS Example for Retail Web Site ................................................................................ 100
Figure 10.0.1 Les Brown Quote .......................................................................................................... 102
Figure 10.0.2 Your Attitude Determines your Direction .................................................................... 104
Figure 10.3 ABC Model of Attitudes.................................................................................................. 105
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List of Tables
Table 3.0.1 Blue Ocean and Red Ocean Strategy Comparison............................................................. 42
Table 6.0.1 Top barriers in major change programs ............................................................................. 76
Table 6.0.2 Making Changes Success ................................................................................................... 77
Table 8.1 Stress Warning Signs and Symptoms ................................................................................... 93
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Lesson 01 – Sri Lankan ICT Industry
Introduction
SLASSCOM’s (Sri Lanka Association of Software and Service Companies) Vision 2022 is an
aspiration that foresees the Sri Lankan ICT Sector becoming a $ 5 billion industries, creating
200,000 direct jobs and enabling the launch of 1,000 startups.
Figure 1.0.1 Number of Employed in ICT Sector
Figure 1.0.2 Number of Start-ups in ICT Sector
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Sri Lankan ICT Industry Current Situation
Figure 1.0.3 Sri Lankan ICT Industry Current Situation
Why Sri Lankan ICT Services
Colombo - First 4G enable City in South Asia in 2013
Uninterrupted power supply for 24 hrs.
#1 Country in the region to introduce a 3G / 4G Network
Ethical Business Practices
High Skill Talented Pool
In a ICT firm over 90 percent were graduates
Location Advantage
Lower Operating Cost
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Established and Upcoming Industries in Sri Lanka
Software Development
Software development is a process by which standalone or individual software is created
using a specific programming language. It involves writing a series of interrelated
programming code, which provides the functionality of the developed software.
Figure 1.0.4 Software Development
Top Software Development Companies in Sri Lanka

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DMS
99x Technologies
IFS
MIT
Virtusa
WSO2
Cake PHP
Interblocks
Navantis
Cipher Labz
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Data Science, Data Warehouse and Big Data
Data Warehouse is an architecture of data storing or data repository. Whereas Big Data is a
technology to handle huge data and prepare the repository. 100% data loaded into data
warehousing are using for analytics reports.
Figure 1.0.5 Data Science, Data Warehouse and Big Data
Top Big Data Analysis Companies in Sri Lanka
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Axienta
Solid Analytics
Airtel Lanka
Dialog
Wiley
Sysco Labs
Ducen
Cyber Security
Cyber security refers to the body of technologies, processes, and practices designed to protect
networks, devices, programs, and data from attack, damage, or unauthorized access. Cyber
security may also be referred to as information technology security.
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Figure 1.0.6 Cyber Security
E-Commerce
Ecommerce, also known as electronic commerce or internet commerce, refers to the buying
and selling of goods or services using the internet, and the transfer of money and data to execute
these transactions.
Figure 1.0.7 E-Commerce
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ERP (Enterprise Resource Planning), Oracle, SAP
In Sri Lanka most of the companies use ERP systems. CEAT, MahaRaja, Brandix, MAS,
Munchee, Baurs & Co are some examples.
Top ERP Companies in Sri Lanka
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MAS attune Consulting
Advanced Business Solutions
Cyber Concepts
Enhanzer
John Keells IT
Evolve Technologies (Pvt.)
Figure 1.0.8 Enterprise Resource Planning (ERP)
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Internet of Things (IoT)
The internet of things, or IoT, is a system of interrelated computing devices, mechanical and
digital machines, objects, animals or people that are provided with unique identifiers (UIDs)
and the ability to transfer data over a network without requiring human-to-human or humanto-computer interaction.
Figure 1.0.9 IOT
Top IOT related Companies in Sri Lanka
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Senzmate
Eyepax
Epic Technology
IFS R & D
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Game Development
KANCHAYUDHA: It is Sri Lanka's first ever 3D video game. Arimac Lanka - a Sri Lankan
tech company specializing in design, branding, 3D, VFX and Game development.
NERO: Nero a new multi-platform, third-person shooter game inspired by famed Sri Lankan
sniper, Ranjith Madalana.
Figure 1.0.10 Game Development
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Embedded Software
Embedded software is a piece of software that is embedded in hardware or non-PC devices. It
is written specifically for the particular hardware that it runs on.
Figure 1.0.11 Embedded Software
Digital Marketing
Digital marketing is the marketing of products or services using digital technologies on the
Internet, through mobile phone Apps, display advertising, and any other digital mediums.
Figure 1.0.12 Digital Marketing
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Future of ICT Industry in Sri Lanka
Figure 1.0.13 Future of ICT Industry in Sri Lanka
Traditional Job Roles in ICT Industry
Figure 1.0.14 Traditional Job Roles in ICT Industry
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Software Engineer:
A software engineer is a person who applies the principles of software engineering to the
design, development, maintenance, testing, and evaluation of computer software.
Support Engineer:
Support engineers serve as experts in the products that their company develops. They find
solutions to problems with the products and help customers work through technical difficulties.
Business Analyst:
Business analysts (BAs) are responsible for bridging the gap between IT and the business using
data analytics to assess processes, determine requirements and deliver data-driven
recommendations and reports to executives and stakeholders.
UI/UX Engineer:
The role of UI/UX designer is to research and design while the role of UI/UX engineer is to
design and code it out. UI/UX Engineer deals with the front end development.
Figure 1.0.15 Traditional Job Roles in ICT Industry
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New Job Roles in ICT Industry
Figure 1.0.16 New Job Roles in ICT industry
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IT Project Manager
IT project management is part project management, part technology operations and part general
management. IT project managers plan, organize, and integrate cross-functional information
technology projects that are significant in scope and impact.
They coordinate the work of other IT professionals and administrative staff to produce a new
piece or system of software. The core elements of the job are about organizing people and time
resources, and seeing the project through from inception to completion. Project managers have
ultimate responsibility for meeting the business’s or client’s needs.
Figure 1.0.17 IT Project Manager
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Lesson 02 – Introduction to IT Management Practice
Organizational Scarcity
The limitedness or shortage of organizational resources required to satisfy the expectations of
the key stakeholders.
Figure 2.0.1 Organizational Scarcity
Since it is difficult to match the unlimited needs of stakeholders with the limited organizational
resources, Management practices are important to every company.
Importance of Management
Management is a Process designed to achieve an organization’s objectives by using its
resources effectively & efficiently in a changing environment.
Who is the Manager?
A person who does right things in the right
manner and achieve goals through other people
What Managers Do?



Make decisions
Utilization of resources
Achieve company objectives
What are the Managerial
Activities?

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
Make decisions
Allocate resources
Direct activities of others to attain goals
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Great Managers in World of IT
Figure 2.0.2 Great Managers in World of IT
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Great Managers in Sri Lankan IT Industry
Figure 2.0.3 Great Managers in Sri Lankan IT Industry
Management Functions
The five basic functions of management are planning, organizing, staffing, directing and
controlling. These functions work together in the creation, execution and realization of
organizational goals. To be successful, management needs to follow the five functions of
management in the proper order.
Figure 2.0.4 Management Functions
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PLANNING
A process that includes defining goals, establishing strategy, and developing plans to
coordinate activities to accomplish the Organization’s objectives.
Figure 2.0.5 Planning
10 Most Important Business Objectives
1.
Getting and Staying Profitable
2.
Productivity of People and Resources
3.
Excellent Customer Service
4.
Employee Attraction and Retention
5.
Mission-driven Core Values
6.
Sustainable Growth
7.
Maintaining a Healthy Cash Flow
8.
Dealing with Change
9.
Reaching the Right Customers
10. Staying Ahead of the Competition
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Objectives should be SMART
S
Specific: Objectives should be specific.
Detailed, focused and well defined.
M
Measurable: Is it quantifiable? Measurable
goal allows to identify when exactly it has
been reached.
A
R
T
Achievable: Objectives need to be achievable.
They can be stretching but not unachievable.
Realistic: Whilst objectives should be realistic
this does not mean that they need to be easy.
Timely: A deadline, date or time when the
objective will be accomplished or completed is
necessary.
The 4 Types of Plans
Figure 2.0.6 Four Types of Planning
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Strategic Planning
•
Plan by Executive Level Managers
•
Establish the long-range objectives & overall strategy to fulfill firm’s mission
•
3-10 years forward-looking
•
Sustainability
•
Take decision for Diversification, Divestiture, Mergers or Acquisitions
Tactical Planning
•
At the tactical level, there are many focused, specific, and short-term plans
•
Where the actual work is being done, that support the high-level strategic plans
•
Tactical planning supports strategic planning
•
1 year or less
•
Periodically reviewed & updated
Operational Planning
•
Very short-term – actionable, specific
•
1 month, 1 week, 1 day
•
Day-to-day running of the company
•
Ongoing plans
•
Achieve tactical plans
Contingency Planning
•
Crisis Management and Focus on potential disasters
•
Product tampering
•
Fire, earthquake, terrorist attack
•
Unethical/illegal employee activity
•
Situations like Covid19
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ORGANIZING
Organizing can be defined as the process by which the established plans are moved closer to
realization. Structuring of resources & activities to accomplish objectives efficiently &
effectively.
•
Creates synergy
•
Establishes lines of authority
•
Improves communication
•
Improves competitiveness
•
Identification of activities
•
Classification of grouping of activities
•
Assignment of duties
•
Delegation of authority and creation of responsibility Coordinating authority and
responsibility relationships
STAFFING
Hiring people to carry out the work of the organization. The main purpose o staffing is to put
right man on right job.
•
Compensation levels
•
Manpower Planning (estimating man power in terms of searching, choose the person
and giving the right place)
•
Recruitment, Selection & Placement
•
Training & Development
•
Performance Appraisal
•
Promotions & Transfer
•
Downsizing
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DIRECTING (LEADING)
Motivating and leading employees to achieve organizational objectives. It is a inert-personnel
aspect of management which deals directly with influencing, guiding, supervising, motivating
sub-ordinate for the achievement of organizational goals.
•
Supervision- Act of watching & directing work & workers.
•
Motivation- Inspiring, stimulating or encouraging the sub-ordinates with zeal to work.
•
Leadership- Guides and influences the work of subordinates in desired direction.
•
Communications- Is the process of passing information, experience, opinion etc from
one person to another. It is a bridge of understanding.
CONTROLLING
Is to ensure that everything occurs in conformities with the standards and the process of
checking whether or not proper progress is being made towards the objectives and goals and
acting if necessary, to correct any deviation.
•
Establishment of standard performance
•
Measurement of actual performance
•
Comparison of actual performance with the standards and finding out deviation if any
•
Corrective action
Classification of Managers by the Level of Authority
Most organizations have three management levels: Lower-Level, Middle-Level, and TopLevel managers. These managers are classified according to a hierarchy of authority and
perform different tasks. In many organizations, the number of managers in each level gives the
organization a pyramid structure.
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Figure 2.0.7 Classification of Managers by the Level of Authority
Managerial Levels Vs Functions
Figure 2.0.8 Managerial Levels Vs Functions
TOP MANAGEMENT
•
The top management is the ultimate source of authority and it manages goals and policies
of the Organization.
•
The board of Directors, President, Vice-president, and Chief Executive Officer are all
examples of top-level managers.
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Defined
objectives
and broad
policies
Prepares
Strategic
Plans
Appoints the
Executives
for Middle
Level
Provides
Guidance and
Direction
Responsible for
the Performance
Highest paid CEO (Chief Executive Officer) in Technology Companies (2018)
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Figure 2.0.9 Highest paid CEO (Chief Executive Officer) in Technology Companies (2018)
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Highest paid CEO (Chief Executive Officer) in World (2019)
Figure 2.0.10 Highest paid CEO (Chief Executive Officer) in World (2019)
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Net Worth of some Great Leaders
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Figure 2.0.11 Net Worth of some Great Leaders
MIDDLE MANAGEMENT
•
Responsible for tactical planning and Implement general guidelines established by top
management.
•
General Managers, Senior Project Managers, IT Managers Senior Technical Lead.
Execute the
plans of the
company
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Make plans
for the subunits of the
company
Sends important
reports to top level
management
Evaluate
performance of
Low Level
managers
Responsible for
coordinating the
activities
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LOWER MANAGEMENT
•
Oversee daily operations and Directing and controlling primary functions.
•
Tech Lead, Senior Software Engineer, Team Lead or Project Coordinator.
Guide and
instruct
workers for
day to day
activities
Responsible for
the quality
Communicate
workers problems,
suggestions
Arrange
necessary
materials,
machines, tools
Ensure
discipline in the
company
Areas of Management
The management function varies in accordance of its use. Every organization have different
functional area of management require for planning of activities, organization of resources,
establishment of communication system, leading and motivation of people, and control of
operations for the realization of its goals or objectives.
Some major functional areas of management are: Financial Management
Focus on obtaining money necessary for the successful operations and using funds to further
organizational goals.
Production & Operations Management
Develop & administer activities to transform resources into goods, services, and ideas for the
marketplace.
Human Resources Management
Handle staffing function and deal with employees in a formalized manner.
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Marketing Management
Responsible for planning, pricing, and promoting products and making them available to
customers.
Information Technology (IT) Management
Responsible for implementing, maintaining, and controlling technology applications in
business (computer networks).
Skills needed by Managers
Figure 2.0.12 Skills needed by Managers
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• Ability to explain a particular phenomenon in term of
Knowledge What, Why and How
(Head)
Attitudes
(Heart)
Skills
(Hand)
• The combination of values and beliefs through which
individuals decide what is Right or Good from what is
Wrong or Bad
• A special ability to perform above average with the
application of knowledge over a period of time
Management skills can be defined as certain attributes (qualities) or abilities that a person
should possess in order to fulfill specific tasks in an organization. It includes the capacity to
perform duties in an organization while avoiding crisis situations and solving day to day
problems when they occur.
Technical Skills
Ability to use
tools, techniques,
and specialized
knowledge
Human
Relations Skills
Ability to work
effectively with
people. (InterPersonal Skills)
Conceptual Skills
Ability to see the
organization as a whole
and solve problems to
benefit the total system
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Lesson 03 – Industry Analysis
The Business Industry Environment
How well do you know your Business Industry environment?

One of the fundamentals of good management is understanding the business you are in and,
the wider industry environment in which your organization operates.

Knowledge of these can help to answer following questions
What are the trends in your industry?
What changes in the wider environment present opportunities or threats to your
organization?
Layers of Business Environment
Figure 3.0.1 Layers of Business Environment
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1. Macro-Environment
This relates to political, socio-cultural, technological, eco-environmental and legal factors that
impact, to a greater or lesser extent, on all organizations.
It helps to analyze following strategic questions
•
Is the country/region going through a boom or recession?
•
What’s happening to unemployment?
•
What are government spending targets?
•
What about population trends in your working locations and in relation to your
customers?
Macro-Environment – PESTEL Analysis
Figure 3.0.2 Macro-Environment – PESTEL Analysis
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Political
• Government stability
• Taxation policy
• Foreign trade regulations
• Social welfare policies
• Barriers to International Trades
• Country Specific Political Risk
• Employment Laws
Economic
• Business cycles
• GNP trends
• Interest rates
• Money supply
• Inflation
• Unemployment
• Disposable income
Sociocultural
• Population demographics
• Income distribution
• Social mobility
• Lifestyle changes
• Attitudes to work and leisure
• Levels of education
Technological
• Government spending on research
• Government and industry focus on
technological effort
• New Innovations
• Speed of technology transfer
• Rates of obsolescence
Environmental
• Environmental protection laws
• Waste disposal
• Energy consumption
• Increasing scarcity of raw
materials
• Pollution targets
Legal
• Competition law
• Employment law
• Health and safety
• Product safety
2. Industry Analysis
Industry analysis is a market assessment tool used by businesses and analysts to understand
the competitive dynamics of an industry
It helps to
•
Get a sense of What is happening in an industry
•
Understand its position relative to other participants in the industry
•
To identify both the opportunities and threats
•
Future prospects of the industry
•
The influence of external factors on the industry
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Industry Analysis – Porter's Five Forces
Figure 3.0.3 Industry Analysis – Porter's Five Forces
The Bargaining Power of Customer
• How easy it is for buyers to drive your prices down?
• How many buyers are there, and how big are their orders?
• How much would it cost them to switch from your products and
services to those of a rival?
• Are your buyers strong enough to dictate terms to you?
When you deal with only a few savvy customers, they have more power, but
your power increases if you have many customers.
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Threat of Substitutes
• Your customers finding a different way of doing what you do.
• For example, if you supply a unique software product that automates
an important process, people may substitute it by doing the process
manually or by outsourcing it.
• A substitution that is easy and cheap to make can weaken your
position and threaten your profitability.
The Bargaining Power of Supplier
•
•
•
•
How easy it is for your suppliers to increase their prices?
How many potential suppliers do you have?
How unique is the product or service that they provide?
How expensive would it be to switch from one supplier to another?
If the Supplier position is strong and their ability to charge you more, can
impact to your profit.
Threat of New Market Entry
The Company position can be affected by people's ability to enter your
market.
• How easy is it to get a foothold in your industry or market?
• How much would it cost, and how tightly is your sector regulated?
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Competitive Rivalry
Number and strength of your competitors
• How many rivals do you have?
• Who are they, and how does the quality of their products and services
compare with yours?
•
Where rivalry is intense, companies can attract customers with aggressive
price cuts and high-impact marketing campaigns.
Industry Analysis – Life Cycle
Figure 3.0.4 Industry Analysis – Life Cycle
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3. Competitors / Market
Firms are competing with each other to gain more customers and capture the big share of the
market. They constantly watch competitor’s policies and adjust their policies to gain
customer’s confidence.
Competitors and markets take into consideration of the two major issues:
1. Strategic groups
2. Market segment
Strategic Groups
•
Strategic groups are defined as organizations within an industry or sector with similar
strategic characteristics, following similar strategies or competing on similar bases.
•
These strategic groups provide services of a specific segment of the industry.
•
Each strategic group is segmented based on their operating environment, threats, and
opportunities of the industry.
Market Segment
•
Market segment focuses on the customers’ side, groups of customers who share similar
needs that are different than needs in other parts of the market.
•
Customer’s profile playing a major role. Demographic information (age, gender, ethnicity),
Consumption power (disposable income), Lifestyle of the customer define the segment of
the market.
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Blue Ocean and Red Ocean Strategy
Figure 3.0.5 Blue Ocean and Red Ocean Strategy
Rec Ocean
Blue Ocean
Compete in existing market space
Create uncontested market space
Beat the competition
Make the competition irrelevant
Exploit existing demand
Create and capture new demand
Make the value-cost trade-off
Break the value-cost trade-off.
Align the whole system of a firm’s activities
Align the whole system of a firm’s
with its strategic choice of differentiation or
activities in pursuit of differentiation
low cost
and low cost
Table 3.0.1 Blue Ocean and Red Ocean Strategy Comparison
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4. The Organization

Compilation of the company's Strengths, Weaknesses, Opportunities and Threats.
Identifying the company's strengths and weaknesses will help to assess your company's
current position before you decide on any new strategy.

Opportunities in the business market helps to take advantages over the completion and you
have to identify Threats in the market to make strategies to overcome it.

SWOT Analysis is used to develop business strategies by assessing Strengths, Weaknesses,
Opportunities and Threats.
The Organization – SWOT Analysis
Figure 3.0.6 The Organization – SWOT Analysis
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S
W
O
T
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• Things the company does well
• Advantages the company has over other
companies
• Qualities of the company
• Internal Resources such as Skilled Staff
• Assists like Patents, Capital, Technology
•
•
•
•
Things the company lacks
Things the competitors do better than you
Resource Limitations
Lack of capital and technology
•
•
•
•
Untouchable Markets
Few Competitors in the specific market
Emerging demand for the product or service
Media Coverage and Marketing
•
•
•
•
Emerging Competitors and New Entrants
Changing regulatory environment
Negative Marketing or Media Coverage
Changing Customer Attitudes
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Example: SWOT Analysis for a IOT based IT company
STRENGTHS
What do you do well?
What unique resources can you draw on?
What do others see as your strengths?
• We are able to respond quickly as we have a clear management structure.
• As we have a small customer base we can keep a very healthy relationship
with them.
• Our leader has a clear vision and Engineers are well talented.
• We have low overheads so we can offer a good price for the customers.
WEAKNESS
What could you improve?
Where do you have fewer resources than others?
What are others likely to see as weakness?
• Our company has little market and reputation in the industry.
• We have a small staff and some are not aware about new trends.
• Our Cash flows are unreliable.
• Lack of Capital.
• We are not strong enough to face for a crisis.
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OPPORTUNITIES
What opportunities are open to you?
What trends can be used to take advantages?
How can you turn your strengths into opportunities?
• The IOT market is expanding in the future.
• Government is now support to Innovations and Start Ups.
• There are investors for new Innovations.
• Customers are willing to use new IOT devices.
• Digital Marketing can be used to boost our marketing campaigns.
THREATS
What threats could harm you?
What is your competitors doing?
• The changes in IOT and technology may allow new entrants to enter into
the business.
• A small change of the large competitors may wipe out the company.
• Government changes may effect to current market share.
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Lesson 04 – Customer & People Management
Human Resource Management (HRM)
Human Resource Management is the process of
•
Recruiting, Selecting,
•
Inducting employees, providing orientation,
•
Imparting training and development,
•
Appraising the performance of employees,
•
Deciding compensation and providing benefits,
•
Motivating employees,
•
Maintaining proper relations with employees and their trade unions
•
Ensuring employees safety etc.
Great Quotations on Human Resource
"You must treat your employees with respect and dignity because in the most
automated factory in the world, you need the power of human mind. That is
what brings in innovation. If you want high quality minds to work for you,
then you must protect the respect and dignity"
Mr N.R. Narayana Murthy (Chairman Emeritus, Infosys Ltd)
“Our progress as a nation can be no swifter than our progress in education.
The human mind is our fundamental resource.”
John F. Kennedy (35th President of the United States)
“Clients do not come first. Employees come first. If you take care of your
employees, they will take care of the clients.”
Richard Branson (Founded of the Virgin Group)
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Human Resource Management includes all activities used to attract & retain employees and to
ensure they perform at a high level in meeting organizational goals.
These activities are made up of
1. Recruitment & Selection
2. Training and Development
3. Performance Appraisal and Feedback
4. Pay and Benefits
5. Labor Relations
Recruitment & Selection
Develop a pool of qualified applicants.
External recruiting: Managers look outside the firm for people who have not worked at the
firm before. External recruitment is difficult since many new jobs have specific skill needs.
Internal Recruiting: Positions filled within the firm. Internal recruiting has several benefits
like Workers know the firm’s culture, may not have new ideas, Managers likely already know
the candidates.
Figure 4.0.1 Selection Process
Watch How Will Smith face for an Interview in Men IN Black Movie
https://www.youtube.com/watch?v=NzWNBbY-zSE
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Training & Development
•
Ongoing process to develop worker’s abilities and skills.
•
Training: Teach organizational members how to perform current jobs. Help workers
acquire skills to perform effectively.
•
Development: Build worker’s skills to enable them to take on new duties.
Performance Appraisal
Process of evaluating employee performance
•
Job related strengths
•
Development needs
•
Progress toward goals
•
Determine ways to improve performance
•
Pay a promotion decision
Types of Performance Appraisal
•
Self-Appraisal
•
Peer Appraisal
•
360 Degree appraisal
•
Central Tendency Error-everyone ranked as average
•
Leniency-individuals are ranked higher than they deserve
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Figure 4.0.2 Who Appraise Performance
Pay and Benefits
Pay level: How the firm’s pay incentives compare to other firms in the industry.
Benefits: Others (health insurance, day care, and others) are provided at the employer’s
option.
Figure 4.0.3 Pay and Benefits
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Labor Relations
Is commonly associated with matters such as investigations, counseling and disciplinary
actions, but that certainly is not its primary mission.
Customer Relationship Management
•
Customer relationship management (CRM) refers to the principles, practices, and
guidelines that an organization follows when interacting with its customers.
•
The more opportunities that a customer has to conduct business with your company the
better, and one way of achieving this is by opening up channels such as direct sales, online
sales, franchises, use of agents, etc.
Customer Relationship Management consists of Four elements
Figure 4.0.4 Customer Relationship Management Four elements
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5Is for CRM
•
Identification – Can the customer be recognized for different channel contacts?
Find out who your customer is and learn as much as possible from them.
•
Individualization – Can communications and products be tailored?
Tailor your approach to your customers’ needs by customizable web pages.
•
Interaction – Are communications two-way?
Learn more from your customer by continued interaction especially through social
media platforms.
•
Integration – Is there a 360-degree view of the customer?
Extend Customer Relations throughout all parts of your business, customers love
feeling important and so do your employees.
•
Integrity – Is the relationship built on trust?
The most important aspects of CRM are quick response times (with automated e-mails and
on time deliveries) in order to building trust with your customers.
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Figure 4.0.5 Categorizing Customers according to value
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Lesson 05 – Team Work and Leadership
TEAM
Is a group of
individuals who
come closer to work
together and achieve
a common goal
Is a group of people
with different
abilities, talents,
experience, and back
grounds who have
come together for a
shared purpose
Is a small number of
people with
complementary
skills who are
committed to a
common purpose,
performance goals
and approach for
which they hold
themselves mutually
accountable
Fundamentals of Teamwork
1. Common goals and objectives
2. Roles and Responsibilities
3. Communication and interactions
4. Leadership
5. Trust among team members/challenge the status quo
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1. Common goals and objectives
Figure 5.0.1 Common Goals
2. Roles and Responsibilities
•
Every individual in the team should very well understand that there are certain
responsibilities he needs to carry out.
•
Every team member’s role is very important in keeping high sprit in team.
3. Communication and Interactions
•
Every member should be comfortable with others and should be able to communicate his
ideas and views effectively to the other team members, this will contribute to the success
of the team.
•
Interactions also helps in creating bond between the team members.
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4. Leadership
•
Is the ability to influence and inspire individuals and groups towards attaining
organizational objectives.
5. Trust among team members/challenge the status quo
•
The base of the team and its success id the level of trust /belief of the team members in
each other.
•
If trust is not there the team will never be able to meet the success.
Stages of Team Development
Figure 5.0.2 Stages of Team Development
Forming stage:
Getting to know and form initial opinions about team members.
Storming stage:
Some team members begin to have conflict with each other.
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Norming stage:
Team members accept each other and overcome the conflict.
Performing stage:
Team works on task.
Adjourning stage:
Team completes task and brings closure to the project.
Agile Teams in Software Companies
In the Software Industry Agile Teams use Super Hero Comic names since the team is the most
important thing in the Software business.
Figure 5.0.3 Agile Teams in Software Companies
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Key Qualities among the People on an Agile Team
•
Competence: Master in One but knows everything.
•
Common focus: All are focused on one goal.
•
Collaboration: Communication is the key.
•
Decision-making ability: Freedom to take decisions.
•
Fuzzy problem-solving ability and Self Organize: Solve problems on your own.
•
Mutual trust and respect: Trust each other.
LEADERSHIP
Leading is the process of getting extra-ordinary results from ordinary people. Leadership is the
ability to influence and inspire individuals and groups towards attaining organizational
objectives.
Figure 5.0.4 Leadership
Methods of Leading
Leading by Stick:
Getting the work from people through negative influences such as threats, punishments, hash
commandments etc.
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Leading by Carrots:
Getting the work from people through positive influences such as cooperation, rewards, mutual
consultation.
Leading by Example:
Getting the work from people by setting an example for others and letting others to follow the
leader as a role model.
Examples of World Leaders
List of Famous Corporate Leaders – World
•
Mark Suckerberg – Facebook
•
Larry Page - Google
•
Bill Gates - Microsoft
•
Richard Branson – Virgin Group
•
Akio Morita – Sony
•
Sir Walt Disney – Walt Disney
•
David Packard – Hewlet Packard
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•
Sam Walton – Wal-Mart
•
Warren Buffet – Birkshire Harthaway
•
Henry Ford – Ford
•
Steve Jobs – Apple Inc.
•
Jack Welsh – General Electrics
List of Famous Corporate Leaders – Sri Lanka
•
Dhammika Perera - Ballys Club
•
Hary Jayawardena - Stassen Group
•
Ashrof Omar - Brandix
•
Mahesh Amalean - MAS Holding
•
Dian Gomes - Heladiva Clothing
•
Rohantha Athukorala - Sathosa
•
Kishu Gomes - Caltex
•
Susantha Rathnayaka - John Keels
•
Hans Wijesuriya - Dialog
•
Otara Gunawardena - Former ODEL
•
Rohini Nanayakkara - Former BOC
Main Functions of Leading
1. Directing and Guiding
Leader as a Visionary
2. Communicating
Leader as a Communicator / Networker
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3. Culture building
Leader as a Culture builder / modifier
4. Motivating
Leader as a Motivator / Inspirer
5. Changing
Leader as a Change agent
Excellent Leaders would have an
extraordinary ability to influence and
inspire the behavior of the individuals
and groups towards the achievement of
organizational goals and objectives.
Power and Influence of a Leader
Power:
The capacity to influence others
Influence:
The psychological stimulus to change the attitudes and behavior of the people
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Figure 5.0.5 Power and Influence of a Leader
Sources of Power of a Leader
Personal Power
Expert power: The ability to influence others because of recognized talent, abilities, and
knowledge.
Referent or Charismatic power: Is the ability to influence others because they respect, admire,
or like the leader.
Information power: Is related to leader’s ability to get access to information
Positional Power
Legitimate power (This is the Authority): Power that is given to a person based on their position
or role
Reward power: Reward power is the ability that one holds to dole out incentives and
compensation in an organization.
Coercive power: Coercive power can influence others’ behavior by their ability to threaten and
punish others.
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The difference between Manager and Leader
Figure 5.0.6 The difference between Manager and Leader
An excellent Managerial Leader
An excellent Managerial Leader is expected to be a
•
Visionary Leader
•
Charismatic Leader
•
Transformational Leader
•
Servantal Leader
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Visionary Leader
•
A visionary leader is an individual who sees the potential for how the world should exist
and then takes steps to get there. They lead with intention and enthusiasm in a way that
makes their supporters happy to follow.
•
Qualities of Visionary Leader
•
Persistent
•
Strategic
•
Risk taking
•
Communicative
•
Organized
•
Focused
•
Innovative
•
Open-minded
•
Emotionally intelligent
•
Inspirational
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Figure 5.0.7 Visionary Leaders
Charismatic Leader
•
Charismatic leaders can appear to have an unidentifiable quality that encourages people
to follow them.
•
Charismatic leaders are typically well-loved and respected, and those that lead in this
fashion contribute to not only their success but also the success of those on their team.
•
Qualities of Charismatic Leader
•
Self-confidence.
•
Ability to articulate the vision.
•
Strong convictions about the ordinary.
•
Behavior that is of extra ordinary.
•
Perceived as being a change agent.
•
Environment sensitive.
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Figure 5.0.8 Charismatic Leaders
Transformational Leader
•
Transformational leadership is an approach in which a leader inspires and motivates
team members to create positive changes within an organization.
•
This leadership style can increase group morale, lead to rapid innovation, improve
conflict resolution, decrease turnover and foster a sense of ownership amongst a team.
•
Qualities of Transformational Leader
•
Provides encouragement.
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•
Sets clear goals.
•
Provides recognition and support.
•
Models fairness and integrity.
•
Provokes positive emotions in others.
•
Inspires people to achieve their goals.
Figure 5.0.9 Transformational Leaders
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One day you will definitely
become a Leader
Remember to have the
qualities of
Visionary
Charismatic
Transformational
Leader
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Lesson 06 – Change Management
Organizing
•
Organizing is the process of designing the basic framework of formal relationship among
activities, resources and people in the organization in order to successfully implement the
strategies, projects, programs, procedures and activities identified in the Corporate
Strategic Plan.
•
The process of organizing as a whole comprise with major activities: namely
Job and Team Designing
Department Designing
Organizational Designing
Organizational Structure
The final outcome of the process of organizing is the
Organizational Structure
Which spells out the overall framework or mechanism
required to successfully coordinate and implement the
planned activities.
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Job based Organizational Structure
Figure 6.0.1 Job based Organizational Structure
Team based Organizational Structure
Figure 6.0.2 Team based Organizational Structure
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Cisco Team based Organizational Structure
Figure 6.0.3 Cisco Team based Organizational Structure
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Matrix Organizational Structure
Figure 6.0.4 Matrix Organizational Structure
Divisional Organizational Structure
Figure 6.0.5 Divisional Organizational Structure
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Benefits of using Organizational Structure
•
Whole structure can be viewed at one glance.
•
Management hierarchy is clearly explained.
•
Information about the main job positions are explained.
•
Departments and divisions are shown.
•
Formal reporting relationships are identified.
•
Formal communication channels are shown.
Importance of Culture
•
Culture determines the overall “feel” of the organization, although it may vary across
different segments of the organization.
•
Culture lay the foundation for positive as well as negative behavior of the organizational
members.
•
Culture is a powerful force that can shape and reshape the firm’s overall effectiveness,
performance and long-term success.
Basic Functions of Organizational Culture
Figure 6.0.6 Basic Functions of Organizational Culture
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Levels of Organizational Culture
•
Regional Level - African culture, European Culture, Asian Culture
•
National Level - American Culture, Indian Culture, Sri Lankan Culture
•
Local Level - Jaffna culture, Up-country culture, down south culture
•
Organizational Level - Peoples Bank Culture, Dialog culture, Damro culture
•
Department Level - Marketing Department Culture, Finance Department Culture
What is Organizational Culture
The general pattern of behavior, shared beliefs and values that members of an organization
have in common.
Figure 6.0.7 What is Organizational Culture
Overt Culture Vs Covert Culture
Overt Culture
 That part of the organization culture that is most visible and represents
the most superficial behavior manifestations of an organization.
 Also known as the organizational climate.
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Covert Culture
• That part of the organizational culture that is invisible, hidden and the
most rooted aspects of an organization's culture.
• The covert culture generally represents the cognitively and
psychologically constructed collective mind set of the members of an
organization.
Changes in Organization
Organizational change refers to the actions in which a company or business alters a major
component of its organization, such as its culture, the underlying technologies or infrastructure
it uses to operate, or its internal processes.
ORGANIZATIONS
DO NOT
CHANGE!
PEOPLE
CHANGE
What Causes Organizational Change?
Many factors make organizational change necessary. Some of the most common faced by
managers include:
•
New leadership at the helm of the company or within its departments.
•
Shifts in the organizational team structure.
•
The implementation of new technology.
•
The adoption of new business models.
•
Economic shocks.
•
World Politics.
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Why Organizational Changes are necessary?
•
To survive in today's changing market.
•
To keep up with changing customer needs, such as build to order, immediate delivery.
•
To achieve our goal of leading the sector of low to mid-volume / high mix EMS business’s.
•
Increase efficiency and customer satisfaction and therefore profit.
Why Change Fails?
Top barriers in major change programs
Competing resources
48 %
Functional boundaries
44 %
Lack of change skills
42 %
Middle management
38 %
Long IT lead times
35 %
Communication
34 %
Employee opposition ( resistance)
33 %
Initiative fatigue
32 %
Unrealistic timetables
31 %
Table 6.0.1 Top barriers in major change programs
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Making Changes Success
Factors that helped the most successful companies achieve their goals.
Good communication
100 %
Strong mandate by senior management
95 %
Setting intermediate goals and deadlines
95 %
Having an adaptive plan
91 %
Having access to adequate resources
86 %
Demonstrating urgency of change
86 %
Setting performance measures
81 %
Delivering early , tangible results( Quick Wins)
76 %
Table 6.0.2 Making Changes Success
6 Steps to Effective Organizational Change Management
1. Clearly define the change and align it to business goals.
Key questions:
• What do we need to change?
• Why is this change required?
2. Determine impacts and those affected.
Key questions:
• What are the impacts of the change?
• Who will the change affect the most?
• How will the change be received?
3. Develop a communication strategy.
Key questions:
• How will the change be communicated?
• How will feedback be managed?
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4. Provide effective training.
Key questions:
• What behaviors and skills are required to achieve business
results?
• What training delivery methods will be most effective?
5. Implement a support structure.
Key questions:
• Where is support most required?
• What types of support will be most effective?
6. Measure the change process.
Key questions:
• Did the change assist in achieving business goals?
• Was the change management process successful?
• What could have been done differently?
Lewin’s Three-Step Change Model
Figure 6.0.8 Lewin’s Three-Step Change Model
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Unfreeze:
Before a change can be implemented, it must go through the initial step of un freezing. Because
many people will naturally resist change, the goal during the unfreezing stage is to create an
awareness of how the status quo, or current level of acceptability, is hindering the organization
in some way.
Old behaviors, ways of thinking, processes, people and organizational
structures must all be carefully examined to show employees how
necessary a change is for the organization to create or maintain a
competitive advantage in the marketplace.
Changing:
Now that the people are 'unfrozen' they can begin to move. Lewin recognized that change is a
process where the organization must transition or move into this new state of being.
This changing step, also referred to as 'transitioning' or 'moving,' is marked
by the implementation of the change. This is when the change becomes real.
Refreezing:
The changes made to organizational processes, goals, structure, offerings or people are
accepted and refrozen as the new norm or status quo.
Lewin found the refreezing step to be especially important to ensure that
people do not revert back to their old ways of thinking or doing prior to the
implementation of the change.
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Change Roles and Responsibilities
Executive Sponsorship (Project sponsor)
Legitimizes the change
Sustaining Sponsor
Represents the executive sponsor
Change Agent
Sees the need for change but cannot legitimize it
Stakeholder
Supports the change
Executive Sponsorship
•
Sometimes called as Project Sponsor or Senior Responsible Owner.
•
Has ultimate authority over and responsibility for the project.
•
Has a vested interest in project resourcing and project result.
•
Manages organizational expectations.
•
Provides high level direction.
•
May delegate day to day involvement to a sustaining sponsor.
Sustaining Sponsor
•
Acts as appointed representative of the Executive Sponsor (First Level Manager).
•
Participates frequently with the project team.
•
Interacts with local Stakeholder groups.
•
Shares duties with the Executive Sponsor.
•
Brings changes to the Executive Sponsor for review and / or approval.
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Change Agent
•
A Change Agent is a person from inside or outside the organization who helps an
organization to transform itself to a new form.
•
A change agent is basically a consultant, either from within the organization or brought in
as an outsider.
•
They often play the role of a researcher, trainer, counselor, or teacher. Sometimes they will
even serve as a line manager.
Stakeholder
•
Stakeholders can be internal or external.
•
Internal stakeholders are people whose interest in a company comes through a direct
relationship, such as employment, ownership or investment.
•
External stakeholders are those people who do not directly work with a company but are
affected in some way by the actions and outcomes of said business. Suppliers, creditors and
public groups are all considered external stakeholders.
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Lesson 07 – Skill Management
Hard Skills Vs Soft Skills
Soft Skills
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Soft Skills What are they?
Most Important Soft Skills you need to improve
Communication
We need adjust our tone and style according to the audience, comprehend and act efficiently
on instructions, and explain complex issues to colleagues and clients. Also one of the most
important communication skill is listening.
Self-Motivation
Having a positive attitude and the initiative to work well without a supervisor is a vital soft
skill for any employee.
Leadership
Leadership is a soft skill you can show even if you’re not directly managing others. Those with
strong leadership skills will have the ability to inspire others and lead teams to success.
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Responsibility
Responsibility is a highly valued soft skill. People who fail to take responsibility for their work
will be less productive and less successful overall.
Teamwork
Like leadership, good teamwork involves a combination of other soft skills. Working in a team
towards a common goal requires the intuition and interpersonal acumen to know when to be a
leader and when to be a listener.
Problem Solving
Problem solving does not just require analytical, creative and critical skills, but a particular
mindset; those who can approach a problem with a cool and level head will often reach a
solution more efficiently than those who cannot.
Ability to Work Under Pressure and Time Management
Many jobs come with demanding deadlines and, sometimes, high stakes. People who show a
decisive attitude, an unfaltering ability to think clearly, and a capacity to maintain their stress
can success in the organization.
Flexibility
Flexibility is an important soft skill, since it demonstrates an ability and willingness to embrace
new tasks and new challenges calmly and without fuss.
According to Surveys
77% of employers believe that soft skills are just as important as hard skills.
Almost 20% said they were more important than hard skills.
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Managers Want More
Figure 7.0.1 Managers Want More
Resign Yourself to This Reality
46% of newly
Hired employees will fail
within 18 months
89% for lack of soft skills
Such as professionalism or
ability to get along with others
What went Wrong with the Employees?
“Over 50% of candidates lie on resumes…”
Steven D. Levitt – co-author “Freakonomics”
“81% of people lied about themselves during job interviews…”
Brent Weiss & Robert Feldman, U Mass
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“Research consistently demonstrates that candidates are able to fake
personality measures …”
International Journal of Selection and Assessment
How to Improve your Skills at Workplace?
Organize & Prioritize
Create a daily schedule and follow it. Identify the top three or four critical tasks that need to be
completed. Ensure your task list is manageable, adds value, and benefits your firm.
Set Milestones
Setting milestones can help you achieve both personal and professional goals. By breaking big
personal and professional projects into smaller sections, you’ll stay motivated during each
victory you achieve.
Stay Focused and Avoid Distractions
Our brains are wired to work best when we focus on a single task. Practice staying focused and
strive to complete one task before diving into another.
Manage Interruptions
Interruptions can come in all forms: co-workers, bosses, family, etc. You can prioritize what
do to during the day.
Do one Thing at a Time
Whenever you start working at more than one thing at a time, take a step back and determine
which task is more important and focus entirely on it. Working on one task at a time makes
you faster, less stressed and less prone to making mistakes.
Be a Great Finisher
Many of us are great starters but we fall short on finishing. Whatever you start first try to finish
it completely.
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Simply Listen
Do you really Listen? Listening skills lead to increased productivity with fewer mistakes,
innovative growth, and higher client satisfaction rates.
Identify Your Blind Spots
Blind spots are areas we are unaware of about ourselves and may cause good intentions to be
perceived in a negative way. Talk to your friends and identify what are your weak areas,
negative behaviors and also your strength.
What is Skill Audit at Workplace?
Every organization needs to know what are the skills and knowledge its people have. This
information is essential for a number of reasons:
•
It determines whether the organization can meet its goals.
•
With this information organization know where to improve.
•
Training and development should arrange.
Skills audit is a process that can be used to identify the skill gaps in an organization. The
outcome is a training needs analysis that identifies where training is needed.
How to conduct Skills Audit and identify Skill Gaps?
1. List the roles within your organization: All the Employees can be separated into different
Roles.
2. List the skills needed for each role: List the skills needed for each of these roles.
3. Create a survey: Create a survey that makes it easy for people to express their skills.
4. Compile the results: Use a system to measure the skills.
5. Analyze the data: Analyze the skill gaps in specific roles and Future skill requirements.
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Lesson 08 – Stress Management
Stress
A dynamic condition in which an individual
is confronted with an opportunity, constraint,
or demand related to what he or she desires
and for which the outcome is perceived to be
both uncertain and important.
Work Related Stress
Work-related stress is the response people
may have when presented with work demands
and pressures that are not matched to their
knowledge and abilities and which challenge
their ability to cope.
Want to see the Work Place Stress. Watch this Video
https://www.youtube.com/watch?v=kgqep0h1tuo
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Research shows that over 87% of employees worldwide are emotionally
disconnected from their workplaces and less likely to be productive.
Main type of Stress
Acute Stress
Chronic Stress
Also known as the fight-or-flight
Is the response to emotional
response, acute stress is your
pressure suffered for a prolonged
body's immediate reaction to a
period of time in which an
perceived threat, challenge or
individual perceives they have
scare.
little or no control?
Examples: Having a job interview
Examples: Mental and emotional
or getting a speeding ticket.
abuse or loss of a job, loved ones.
Stressor
A stressor is anything that causes the release of stress hormones. There are two broad categories
of stressors:
Physiological (or physical) Stressors
These are stressors that put strain on our body? (i.e.: very cold/hot temperatures, injury, chronic
illness, or pain).
Psychological Stressors
These are events, situations, individuals, comments, or anything we interpret as negative or
threatening (i.e.: not being able to find a babysitter for your sick child when you cannot take
time off work).
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Most Stressful Jobs in the World
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Figure 8.0.1 Most Stressful Jobs in the World
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Sources of Stress
•
•
•
Major Organizational Stressors
•
High-stress Occupations
•
Job Role
•
Interpersonal Relationships
Major Personal Stressors
•
Family Problems
•
Financial Problems
•
Health Problems
•
Personality
Major Environmental Stressors
•
Economic Uncertainty
•
Political Uncertainties
•
Technological Change
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Stress Warning Signs and Symptoms
Table 8.1 Stress Warning Signs and Symptoms
Stress Management
•
In the short-term, you may experience pressure to meet a deadline or to fulfill a challenging
obligation.
•
But when work stress becomes
chronic, it can be overwhelming —
and harmful to both physical and
emotional health.
•
Effective stress management helps
you to break the stress, so you can be
happier,
healthier,
and
more
productive.
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How to manage the Stress?
•
Keep a positive attitude.
•
Accept that there are events that you cannot control.
•
Learn and practice relaxation techniques
•
Exercise regularly. Your body can fight stress better when it is fit.
•
Eat healthy, well-balanced meals.
•
Learn to manage your time more effectively.
•
Set limits appropriately and learn to say no to requests that would create excessive stress in
your life.
•
Make time for hobbies, interests, and relaxation.
•
Get enough rest and sleep. Your body needs time to recover from stressful events.
•
Don't rely on alcohol, drugs, or compulsive behaviors to reduce stress.
•
Seek out social support. Spend enough time with those you enjoy.
Watch following Videos for control your Mind
https://www.youtube.com/watch?v=3tCWngax6WE&list=WL&index=6&t=
0s
https://www.youtube.com/watch?v=bimM0Z8YEnI&list=WL&index=8&t=
0s
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Lesson 09 – Time Management
Importance of Time
•
Time management is the process of planning and exercising conscious control of the time
spent on specific activities to work smarter than harder.
•
Improving your time management at work allows you to enhance your performance and
achieve your desired goals with less effort and more effective strategies.
Figure 9.0.1 Importance of Time
What happened if you don’t manage Time?
•
Missed deadlines and appointments
•
Lack of focus
•
Inefficient workflow and low work quality
•
Unwanted stress
•
Poor professional reputation
•
Strained workplace relationships
•
Work and life imbalance
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“If you can dream it, you can do it”
Walt Disney
Disneyland was built in 366 days, from
ground-breaking to first day open to the
public.
Time Management
•
Time management means working efficiently, and organizations in every industry look for
staff that can make optimal use of the time available to them on the job.
•
Saving time saves the organization money and increases revenue.
•
Using a grid like the Priority Matrix can help you to organize your tasks into their
appropriate categories:
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Priority Matrix
Figure 9.0.2 Priority Matrix
To use the priority matrix, it is best to review your tasks on a daily basis.
1. Which of my tasks needs doing within the next 48 hours?
Those are the ‘Urgent’ tasks.
2. Of the urgent tasks, which ones are more important?
It is a good idea to list your tasks in order of importance, rather than giving them an
absolute ‘important/not important’ distinction.
3. Of the non-urgent tasks, which ones are more important?
Again, it is a good idea to list them in order, rather than giving them an absolute
distinction.
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Top Time Management Skills
Figure 9.0.3 Top Time Management Skills
Prioritizing
•
You must prioritize so that you are able to complete the most important tasks in an order
that makes sense.
•
When assigning priority, consider such factors as when each task needs to be done, how
long it might take, how important it might be to others in the organization, what could
happen if a task is not done.
Scheduling
•
Scheduling is important, because some tasks have to be done at specific times.
•
Most have specific times of the day when they are more or less productive as a result of
energy levels and demands of the day. Schedules can be a good way to avoid conflicts too.
Task Management
•
To-do lists (properly prioritized and integrated with your schedule) are a great way to avoid
forgetting something important.
•
They are also a great way to avoid spending all day thinking about everything you have to
do.
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Workload Management (Resting)
•
Although working long hours or skipping breaks can sometimes improve productivity in
the short-term, your exhaustion later will ensure that your overall productivity actually
drops.
Delegation
•
Depending on what type of work you do, you may be able to delegate some tasks to others.
Knowing what and when to delegate is an important skill.
Work Breakdown Structure (WBS)
•
Breaking work into smaller tasks is a common productivity technique used to make the
work more manageable and approachable.
•
A Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical decomposition
of the work to be executed by the project team to accomplish the project objectives and
create the required deliverables.
Figure 9.0.4 Work Breakdown Structure House Construction
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Figure 9.0.5 WBS Example for IT System
Figure 9.0.6 WBS Example for Retail Web Site
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How to use WBS in Microsoft Project
•
Microsoft Project is a project management software product,
developed and sold by Microsoft.
•
It is designed to assist a project manager in developing a schedule,
assigning resources to tasks, tracking progress, managing the
budget, and analyzing workloads.
Watch the following Video for get an overall idea about Microsoft
Project Software.
https://www.youtube.com/watch?v=_eD2u8bxecs
How to use Asana Software
•
Asana is a software-as-a-service designed to improve team collaboration and work
management. It helps teams manage projects and tasks in one tool.
•
Teams can create projects, assign work to teammates, specify deadlines, and communicate
about tasks directly in Asana.
Watch the following Video for get an overall idea about Asana.
https://www.youtube.com/watch?v=IMAFWVLGFyw&t=75s
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Lesson 10 – Responsibilities and Attitudes
Responsibility
•
Responsibility is the state or fact of being accountable or to
blame for something.
•
It is a duty or task that you are required or expected to
perform.
Responsibility at Workplace
•
In the workplace, responsibility is required in many areas—job duties, corporate guidelines,
security, privacy, etc.
•
All of them are slightly different, but they all center around you.
•
Responsibility can be thought of as the way you respond to a certain situation. In any given
situation, how you respond is your choice.
Why is Responsibility Important at Workplace
•
Responsibility drives business results. Responsible Employees are more engaged and they
deliver the results which expect by the organization.
•
Responsible leaders create an organization environment which cultivate high performance
teams which drive the organization to real success.
Figure 10.0.1 Les Brown Quote
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Watch Les Brown “You Gotta be Hungry” Video for motivate yourself.
https://www.youtube.com/watch?v=pyHMRwrS1pc
5 Tips on How to be a More Responsible Person
1. Stop making excuses for yourself
If you make a mistake learn to accept it. Instead of transferring
the blame to someone or something else, say the true reason why
you failed to do something.
2. Stop complaining
Complainers are usually the people who
talk too much and do nothing. You should
stop complaining and take responsibility
into your own hands.
3. Avoid procrastination
Successful people are hard-working people. In order to
earn and succeed in your life, you need to work hard for
it. Therefore, you need to be responsible. The first step is
to Stop wasting precious time.
4. Bring a solution
Whenever you are struggling with a problem, make
sure you always bring solutions to the table rather
than complaining about the problem.
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5. Be consistent and keep to your schedule
Having a routine is good. If you are working, try to wake
up at the same time every day (even on the weekends).
You should make a schedule for your work and personal
tasks.
Attitudes
•
In psychology, an attitude refers to a set of emotions, beliefs, and behaviors toward a
particular object, person, thing, or event.
•
Attitudes
are
often
the
result
of
experience or upbringing, and they can
have a powerful influence over behavior.
•
Behavior is an action or reaction that
occurs in response to an event or internal
stimuli.
Attitude is a person’s inner thoughts and feelings. As opposed to,
behavior expresses a person’s attitude.
The way of thinking or feeling is reflected by a person’s attitude.
Figure 10.0.2 Your Attitude Determines your Direction
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ABC Model of Attitudes
Figure 10.3 ABC Model of Attitudes
Affective:
This involves a person’s feelings / emotions about the attitude object. For example: “I feel
angry that I am not being treated fairly.”.
Behavioral (or conative):
The way the attitude we have influences on how we act or behave. For example: “I am going
to quit this job soon as I can, and I am taking the red stapler with me!”.
Cognitive:
This involves a person’s belief / knowledge about an attitude object. For example: “I just found
out I am paid 20% less than my coworkers.”
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Remember Attitude show who you are
8 ways to keep Positive Attitudes at Workplace
1. Surround yourself with positive people
If you’re always with negative
people
who
everything,
complain
you’ll
about
become
a
complainer and see the world as
negative as they do.
Therefore, surround yourself with
the people who like their job, have
new ideas, and are interested in lots
of other things.
2. Fill your mind with positive input
Listen to positive music. Read books that are
encouraging. Watch motivational videos and
listen to podcasts that are positive or help you
improve skills.
Your mind is always believing everything
you tell it. Feed it Hope.
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3. Create a routine for the day
Create a routine that helps you get the most
important work done, take breaks at the
right time.
4. Be nice and respect to other people
Being kind to other people makes you
happy. If you make being nice to other
people a regular thing, it’ll become a
cycle of generosity and happiness.
5. Assume responsibility, and choose your response
If something happens and you’re at fault or in some way responsible, refusing to acknowledge
it means you can’t correct the behavior
and it will happen again.
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6. Remember that no one owes you anything
No one owes you anything.
Life’s not fair.
7. Stop complaining
Complaining does nothing. If you’re around people
who complain a lot, get away from them.
8. Be curious and embrace learning
Be a person who is willing to learn and is
curious about many things. Your attitude will
be positive because you are forward-looking
and wanting to understand instead of closed
off.
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