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Communication
The two way transfer of
ideasand information,to create understanding
in the minds of others
to promote action,
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Facets of Communication
Sender
Receiver
Information
Behavior
Feedback
Noise
Method
Media
Place
Time
Type
Context
Feelings
Tone
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How We Communicate?
Speaking
Writing
Listening Non-verbal language
Music, art, and crafts
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Choosing Your Method
In person: one-to-one In person: meetings, small groups
In person: presentations, large groups Letter Memo Note
E-mailVoice mail Phone Tele / video conference
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Choosing Your Method
Feedback
Complexity
Confidentiality Encoding ease
Decoding ease
Time Cost
Warmth
Formality
One-to-one
Small groups meetings
Large groups presentations Letter
Memo, Note
e-mail Voice mail
Phone
Tele / video conference
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Shared symbols
We could have seen the meaning of asapchange from in a few days to
immediately. Many other words and phrases are also
vague and have different meanings for
different people. Shared symbols are not always completely
shared. The message intended is notalways the message received.
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What do you Understand?
Should I take you for dinner tonight?
Should I take you for dinner tonight?
Should I take you for dinner tonight?
Should I takeyou for dinner tonight?
Should I take you for dinner tonight? Should I take you for dinner tonight?
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(Business) Communication
be informative;offer right amount
of information
be truthful, basedon evidence
be relevant
be clear, orderly,
unambiguous
Quantity
Manner
Relevance
Quality
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Communication Styles
Aggressive
Passive
Assertive
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Aggressive People
Are loud, bossy and pushy
Get their way, no matter what
React instantly
Like to get even
Dont care about feelings Believe that winning is everything
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Passive People
Have trouble saying no
Do whatever others ask, even if
inconvenient Get stepped on a lot
Dont stand up for their rights may
even not know what their rights are Do anything to avoid a conflict
Are taken advantage of may resent,
but wont tell anyone
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Assertive People
Are firm and direct
Dont blame others, take responsibility
Concentrate on here-and-now Can express their needs and feelings
calmly and easily
Are confident about who they are Respect others rights and expect this
from others
Speak firmly and make eye contact
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Active Listening
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How Our Time is Spent inCommunicating
While communicating:
40% of our time is spent listening
35% of our time is spent speaking
16% of our time is spent reading
9% of our time is spent writing
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Listening
Receiving- Hearing- Attending
Understanding- Learning- Deciphering
meaning
Remembering- Recalling
- Retaining
Evaluating- Judging- Criticising
Responding- Answering- Giving feedback
Listening
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Active Listening
Be attentive
Use your face, voice, and body to indicate you
are sincerely interested in what the person issaying.
Listen with an accepting attitude
Assume a nonjudgmental manner
Allow the other person to bounce ideas and
feelings.
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Active Listening
Limit the number of questions you ask
Avoid the appearance of grilling the person,
but do ask some questions to demonstrateyour interest.
Use reflection and restatement frequently
Act like a verbal mirror and reflect back whatyou think the person is saying.
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Active Listening
Avoid phrases which will truncate thecommunication
Its not that bad.
You shouldnt feel that way.
Youre making something out of nothing.
Sleep on it. Youll feel better tomorrow.
Try not to get hooked
Know your hot spots and avoid reacting
emotionally when your buttons are pushed.
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Active Listening
Use encouraging, noncommittalacknowledgments
hmm I see "right" uh huh
Acknowledge the speaker with nonverbal
actions relaxed posture, relaxed body expression,
head-nodding, eye contact, facial expression
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Active Listening
Use encouraging words that invite theperson to say more
Tell me more.
Sounds like you have some ideas on this.
Im interested in what you have to say.
Lets talk about it.
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Managing
Performance
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Reasons for Not Performing
Dont know how or what to do.
Rewarded for not performing.
Think they are doing fine.
Think their way is better.
No negative consequence for poorperformance.
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Reasons for Not Performing
Dont want to do the job.
Fear negative consequences.
Punished for doing what they aresupposed to.
Something else is more important.
Have obstacles limiting their performance.
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Why People Dont Perform Well?
1. Lack of Knowledge
2. Lack of Ability
3. Lack of Effort
4. System / Environment
5. Leadership
Coach
Do what you can
Counsel
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Coaching
Effective coaching helps a subordinate tointegrate with the organization and to
develop a sense of involvement andsatisfaction.
Coaching is a means rather than an endin itself.
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Communication Skillsfor Coaching
Ask open-ended questions
Paraphrase to check your understanding
Listen Summarize
Suggest action plans that match the
employees learning style
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Coaching EffectivenessRequires
Ageneral climate of openness andmutuality.
Some degree of trust and openness isessential. If the organization or the unit inwhich the subordinate works is full of tensionand mistrust, coaching wont be effective.
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Focus on Work-relatedGoals
Work-related goals should be the exclusiveconcern of a coaching effort.
Attention should be given only to behaviorsand problems that directly relate to thesubordinates achievement of those goals.
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Feedback
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Feedback
Giving feedback is important in terms ofincreasing the subordinates self-
awareness. Particularly with regard to strengths andweaknesses.
If properly given, feedback results ingreater rapport between the supervisorand the subordinate.
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Tips on Giving Feedback
Providing Positive and CorrectiveFeedbackGive it in BIT
Describe the Behavior
Explain the Impactof what was done / notdone
Discuss how it could be doneTomorrow
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Positive Feedback
What is it?
Reinforcing performance through an activeeffort to praise use of particular skills oractions
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Positive Feedback
Example:
When your gave your presentation
to the Task Force Describe
I felt proud of you and the work
we have done. Express
I would like to see you continue to usethose skills in the work ahead. Specify
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Corrective Feedback
What is it?
Providing instruction, direction,guidance or encouragement as theperson works toward achieving anobjective or competency expectation
OngoingNot just when a personmakes mistakes
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Corrective Feedback
Example:
When you ignore my request to getreports in on time Describe
I feel frustrated and angry because Icant submit my report on time. Express
I need to receive your reports on time. Specify
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Corrective Feedback
Example:
If you do, it will satisfy our customerexpectation. Consequence+
If you do not, it will hurt your
performance. Consequence-
Is there anything I can do to help?Support
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Feedback
Reinforces positive new behavior andwhat the subordinate has done well.
Suggests rather than prescribes avenuesfor improvement.
Is continual rather than sporadic.
Is based on need.
Is intended to help.
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Effectivefeedback
Specific
Frequent
Timely
Relevant
Credible
Giving feedback effectively
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True or False
1. Time can be managed.
2. The longer or harder you work the more
you accomplish.3. If you want something done right, do it
yourself.
4. We should take pride in working hard.
5. You should try to do the most in theleast amount of time.
6. Technology will help you do it better,
faster.
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Is a unique resource
It cannot be accumulated like money
It cannot be stored like raw material
We are forced to spend it, whether we like it ornot, at a fixed rate of 60 secs per min.
It cannot be turned on or off like a machine
It cannot be replaced like a man It is irretrievable
What is lost is lost
What is lost is a part of our life
Time
N hi l h di i i h ff i
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Nothing else perhaps distinguishes effectiveexecutives as much as their tender loving
care of Time. Unless he manages his timeeffectively, no amount of ability, skill,experience or knowledge will make anexecutive effective.
Peter Drucker
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What Is It Anyway?
Work: Time management refers to thedevelopment of processes and tools
that increase efficiency andproductivity.
Life: Managing our time to waste lesstime on doing the things we have to doso we have more time to do the thingswe want to do.
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The Time Paradox
A lot of people complain that they donthave enough time whereas it is themost equally shared resource thatexists in the world.
1 day equals 24 hours for everybody
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Your Use of Time Reflects
How effective you are as an exec
How dependable you are as a colleague,supplier, service provider
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the challenge is not to
manage time, but tomanage ourselves.
Stephen R. Covey
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Time Waster
Something that prevents a person from
accomplishing a job or achieving a goalin a given time
Spend time to reflect on the major time
wasters in workplace and write down alist
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Internal Timewasters
Lack of objectives
Lack of priorities, deadlines, daily planning
Leaving tasks unfinished
Attempting too much and unrealistic time
estimates Indecision and procrastination
Inability to say No.
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External Timewasters
Meetings (scheduled and unscheduled)
Telephone interruptions
Drop-in visitors
Unclear communications; inadequate,inaccurate or delayed information
Waiting, Resource Sharing
Lack of clear goals, objectives, priorities
Confused responsibility and authority
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Key Issues in Time
Management
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Set Your Goals!
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Plan
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Prioritize
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Prioritization
Just because you cando somethingdoesnt mean you should.
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Paretos Principle
A small number of causes (20%) isresponsible for a large part of the effect(80%)
the vital few and the trivial many
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Examples of Paretos
Principle 80% of an engineers interruptions come from
the same 20% of the people
80% of customer complaints are about thesame 20% of your projects, products, services
80% of the decisions made in meetings come
from 20% of the meeting time 80% of a problem can be solved by identifying
the correct 20% of the issues
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Implications for us
The relationship between input and output isnot balanced:20% of a person's effort generates 80% ofthe person's results; 80% of your successcomes from 20% of your efforts
It is vital to focus 80% of your time on the
20% of your work that REALLY counts
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Prioritization
You've got to put down on paper theten things that you absolutely have todo. That's what you concentrate on.Everything else - forget it.
Lee Iacocca
Former Chairman, Chrysler
Prioritizing means determining the
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Prioritizing means determining therelative importance and precedence of
events. And it is absolutely necessaryfor effective planning. Prioritizingkeeps us from spending time on thingswe dont really value.
Hyrum W SmithChairman, Franklin Covey
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Scheduling
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Collaboration
Assigning/sharing workload
Maximizing the strengths and
productivity of a team
Making good use of the ideas of others
Asking for help when you need it Borrowing models and templates from
other sources
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Learning to say NO
Maybe you are always behind schedulebecause you are trying to do too many
things. If so, you might consider turningdown or deferring some jobs that you areasked to do.
L i t NO
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Learning to say NO
Recognize your limits
Take time to think about it
Be honest and vocal about why
Discuss workload with your boss -
suggest an alternate approach
If you must do, tell the people involvedwhen you can complete it.
You Can and Should Say
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You Canand Should, SayNo
People take advantage of you
only with your permission.
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Managing Interruptions
For crucial deadlines, make yourselfinaccessible
Offer an alternate time
Be polite but direct
Try closing your door or arranging youroffice to discourage drop-ins.
Help others solve theirproblems, donttake them over.
Schedule social time
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Procrastination
Putting off doing something until a further time unpleasant or burdensome
not knowing where to begin doing the easy or trivial stuff first
lack of clear deadlines, lack of information
fear of failure
thinking that someone else will do it sometimes as an attitude
REMEMBERthings do not get any easier when
they are put off!
To Reduce Procrastination
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Divide project into small, schedulablestages
Do collaborative work
Dont be a perfectionist
Take a break at the end
Promise yourself a reward
To Reduce Procrastination
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Time
Two Dimensions
Importance Urgency
Urgent tasks requireimmediate attention
Important taskssupport operationalgoals
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Time / Task Matrix
I:Urgent andImportant
II:Not Urgent but
Important
III:Urgent but Not
Important
IV:Not Urgent and Not
Important
Reactive Tasks Proactive Tasks
Someone Elses Priority Time Wasters
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You must continually ask yourself what arethe most important and profitable things I
can do with my time.One problem is that most important thingsare seldom urgent and most urgent things
are seldom importantThe trick is to identify such important butnot urgent things and assign them time.
Peter Drucker
Important vs. Urgent
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Things which matter most
must never be at the mercy ofthings which matter least.
Johann Wolfgang von GoetheGerman Author
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Disorganization
People often waste much time becauseof disorganization
Si f
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Signs of
Disorganization Desk or office cluttered with
papers, files and equipment
Poor or no filing system
No follow-up system
Dont know where to put thepapers
Procrastination
Price of Not Being
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Price of Not BeingOrganized
Missed deadlines
Overlooked opportunities Wasted time
Lost customers due to poor or slowservice
Wasted money
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Workaholics
Never say No
Never say Yes to offers of help
Are poor delegators (no one can doit as well as me)
Have a reputation for delivering - so
get more work Dont value training and
development
i i
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Timing
Knowing when not to work is asimportant as knowing when to work.
Save the easiest tasks for the end of theday.
Know your energy cycle
Know Your Energy Cycle
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Know Your Energy Cycle
0%
20%
40%
60%
80%
100%
120%
6:00
am 8:00
10:00
12:00
2:00
4:00
6:00
pm
k
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Tasks
Low Energy
Meetings Opening/Sorting Mail
Responding toCorrespondence
Collecting data
High Energy
Designing
Programming
Writing Reports
Planning
Debugging
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Perfectionism
Examine if your efforts to get the job
done perfectly are really improving things. Think about the cost-benefit ratio of the
extra effort.
Remember that nothing is perfect.
It is a virtue to want to do a goodjob, but some people become soanxious about getting a job done
perfectly that they never complete it.
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Rigidity
Unexpected things come up andactivities sometimes take more timethan planned.
Have some flexibility in schedule.
Do not get frustrated if things dont
work out as planned.
Just re-evaluate the plan and make
adjustments.
Eliminating Things
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Eliminating ThingsFrom Your To-Do List
Whats the worst that can happen if Idont do this?
Am I the only person who can do this?
Must it be done now?
Is there an easier way to do it?
T F l
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True or False
1. Time can be managed.
2. The longer or harder you work the more you
accomplish.3. If you want something done right, do ityourself.
4. We should take pride in working hard.
5. You should try to do the most in the leastamount of time.
6. Technology will help you do it better, faster.
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Thanks