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8/14/2019 WHAT IS OUR BUSINESS
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JUSA13 Disember 2005 Slide 1of 40 Slides
What is OURbusiness?
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JUSA13 Disember 2005 Slide 2of 40 Slides
Do not lose sightof the forestfor the trees
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JUSA13 Disember 2005 Slide 3of 40 Slides
aDifference
Making
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JUSA13 Disember 2005 Slide 5of 40 Slides
QUALITY SERVICE
Service Delivery System
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JUSA13 Disember 2005 Slide 6of 40 Slides
Expectation and Achievement
Challenges
Recognition
1
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JUSA13 Disember 2005 Slide 7of 40 Slides
Organisational Excellence
Value
Creation
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JUSA13 Disember 2005 Slide 8of 40 Slides
Service Delivery
System
Quality Output
People
Satisfaction
Customer
Satisfaction
Impact onSociety
Output
Value
Creation
Organisational Excellence
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JUSA13 Disember 2005 Slide 9of 40 Slides
Organisational Excellence
Enablers
Service Delivery
System
Quality Output
Organisational
Capacity
Resources
HumanCapital
People
Satisfaction
Customer
Satisfaction
Impact on
Society
Output
Value
Creation
System
Technology
Process
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JUSA13 Disember 2005 Slide 11of 40 Slides
Challenges
Expectation and Achievement
Recognition
2
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JUSA13 Disember 2005 Slide 12of 40 Slides
ChallengesInternal & External
Being Relevant
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JUSA13 Disember 2005 Slide 13of 40 Slides
Recognition
Expectation and Achievement
Challenges
3
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JUSA13 Disember 2005 Slide 14of 40 Slides
Recognition
Achieve Much and Expect Little
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JUSA13 Disember 2005 Slide 15of 40 Slides
What you can do?
Professionalism
Team Work
Caring Service
4
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JUSA13 Disember 2005 Slide 16of 40 Slides
WHAT CAN BE DONE Checklist
1. REVIEW VISION/ MISSION/ STRATEGY/OBJECTIVES
2. CHECK ENABLERS
Externally Determined
Internally Controllable
3. INSTRUMENTS FOR MEASURING EFFECTIVENESSAND EFFICIENCY
Key Performance Indicators (KPIs)
Best Practices
Budget Reviews
Financial Evaluation
Customer Satisfaction Index
5
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JUSA13 Disember 2005 Slide 18of 40 Slides
High Doing
Low Thinking
High Thinking
High Doing
Low Thinking
Low Doing
High Thinking
Low Doing
High
Doing
Low
Low Thinking High
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JUSA13 Disember 2005 Slide 19of 40 Slides
The Five Levels of Leadership
5People follow because
ofwho you arewho you are and
what you representwhat you represent
This step is reserved for leaders who have spent years
growing people and organizations Few make it. Those
who do are bigger than life
4
People follow
because ofwhat
you have done for
the organization
This is where success is sensed by most people. They like
you and what you are doing. Problems are fixed with
very little efforts because of momentum
3 People followbecause they want toPeople will follow you beyond your stated authority.This level allows work to be fun.
2People follow
because ofwhat you
have done for them
This is where long- range growth occurs. Your
commitment to developing leaders will insure ongoing
growth to the organization and to people. Do whatever
you can to achieve and stay on this level.
1 People follow
because they
have to
Your influence will not extend beyond the lines of
your job description.
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JUSA13 Disember 2005 Slide 20of 40 Slides
THELEADINGLEADER:
Is born with leadership qualities
Has seen leadership modeled throughout life Has learned added leadership through
training
Has self-discipline to become a great leader
Note:
Three out of four these qualities are acquired.
Leading Organisational Excellence
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JUSA13 Disember 2005 Slide 21of 40 Slides
Leading Organisational Excellence
THELEARNEDLEADER:Has seen leadership modeled most of life
Has learned leadership through training
Has self-discipline to be a great leader
Note:
All three qualities are acquired.
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JUSA13 Disember 2005 Slide 22of 40 Slides
Leading Organisational Excellence
THELATENTLEADER:Has just recently seen leadership
modeledIs learning to be a leader through
training
Has self-discipline are acquired
Note:
All three qualities are acquired.
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JUSA13 Disember 2005 Slide 23of 40 Slides
Leading Organisational Excellence
THELIMITEDLEADER: Has little or no exposure to leaders
Has little or no exposure to leadershiptraining
Has desire to become a leader
Note:
All three can be acquired.
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JUSA13 Disember 2005 Slide 24of 40 Slides
The tribal wisdom of the Dakota Indians,
passed on from generation togeneration, says that when you discoverthat
you are riding a dead horse, THE
BEST STRATEGYis to DISMOUNT.
Dead Horse
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JUSA13 Disember 2005 Slide 25of 40 Slides
In modern enterprises, one
finds a whole range of far more
advanced strategies suchas:
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Appointing a committeeto study the horse.
i
.
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JUSA13 Disember 2005 Slide 27of 40 Slides
Buying a stronger whip.
ii.
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JUSA13 Disember 2005 Slide 28of 40 Slides
Arranging to visit other
countries to see how
others ride deadhorses.
iii.
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JUSA13 Disember 2005 Slide 31of 40 Slides
Doing a productivitystudy to see if lighter riderswould improve the dead
horses performance.
vi.
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JUSA13 Disember 2005 Slide 32of 40 Slides
Hiring outsidecontractors to ride the
dead horse.
v
ii.
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JUSA13 Disember 2005 Slide 35of 40 Slides
Promoting the dead horseto a supervisory position.
x.
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