Debrief - Drive for Results and Decision Making

The business scenario has become very dynamic. To survive in today’s business environment one has to have a strong drive for results. Organizations have to allocate the scarce resources for their optimum utilization. They have to Plan, Decide and Implement accordingly. Debrief-drive for resultsanddecision making

ABOUT ATYAASAA Atyaasaa Consulting Private Limited is resolute on meeting the needs of human resources, through behavioural processes, training, counselling, coaching and management consulting. It is on a Mission of 'Awakening Human & Business Excellence'. Its transformational processes facilitate unleash innate energies ensuing superior performance and productivity, both in individuals and organizations. "Atyaasaa" Vision is, to remain a leading & niche human resource training, counselling and consulting organization offering quality services through quality people. Atyaasaa is thus partnering with top brands at a National & International in their mission of holistic growth.

For fur ther details: Write to us at: info@atyaasaa.com | Call us on: (91-20) 25896445 | V isit us at: www.atyaasaa.com

Debrief-drivefor result

Hard work was the old benchmark,results is the new one.Some of the key concepts that Drive Results and Decision Making are as follows:

Drive is an emotion, an attitude. It is also a motivation, an intrinsic desire and a force to do something

DRIVE

Results have specifically to do with achieving the set goal. If the set goals are not achieved, we may say that the results are not showing. In an organization, results are aligned with the organization’s goals and objectives

RESULTS

Choosing single alternative in your plan from various alternatives

DECISION

Budget is a numerical representation of a plan

BUDGET

Goal is a projected situation which an organization plans or intends to achieve in the future

GOALS

Peter Drucker has defined it as a:

decisions (risk taking) systematically

PLANNING

these decisions

expectations through an organized systematic feedback

Organizations are systems in themselves. They are open systems as they interact with the entities around them.As shown in the following figure, organizations are surrounded by customers, clients, suppliers, competitors, government and labor. Organizations interact with them on a day to day basis. An organization’s planning and decision making is influenced by them. Technological, International, Economic, Socio - political and legal aspects surround the mega environment of the organizations. Organizations depend upon their environment to function. This environment in-turn has a great impact on the organization. So the organization’s planning and decision making has to consider these components to be effective in the business.

ENVIRONMENT INTERACTS WITH AND INFLUENCES ORGANIZATIONS

TECHNOLOGICAL

INTERNATIONAL

ORGANIZATION DEPENDS ON ITS ENVIRONMENT

CUSTOMER & CLIENTS

OPEN SYSTEM THEORY

SUPPLIERS

LABOR

LEGAL POLITICAL

ORGANIZATION

GOVT

COMPETITORS

SOCIO CULTURAL

ENVIRONMENT INFLUENCES ORGANIZATION SUCCESS

ECONOMIC

MEGA ENVIRONMENT

TASK ENVIRONMENT

Debrief-drivefor result

PLANNING AND DECISION MAKING MATRIX The matrix shows the indicators of the performance of teams based on their planning and decision making. Teams that plan and make decisions are result driven teams (Q 1). The key is to blend planning and decision making in an appropriate proportion so that the team becomes highly results driven.

PLAN

NO PLAN

1 2

3

4

GOALS

Goals should be Challenging and SMART

Goals are projected situations which an organization plans or intends to achieve in the future. The goals should be mentioned in numbers so that they are measurable. Goals are set according to the capability, skills and knowledge so that they become achievable.They have to be realistic and time bound.

S PECIFIC

M EASURABLE

A CHIEVABLE

Goals are important because they are:

R EALISTIC

T

TIMEBOUND

STRATEGIC GOALS

Strategic goals form a part of the organization’s corporate strategy.They may be related to the following areas: Market Standing - Desired share of present and new markets

including areas in which new products are needed Innovation - In products , services, skills and activities

Human Resources - Development and performance of managers and other organizational members, employee attitudes , relations with labor unions if any Financial Resources - Sources of capital supply and methods of using capital Physical Resources - Facilities and the methods in which they will be used in products and services Productivity - Efficient use of resources relative to outcomes Social Responsibility - Areas of concern to community and maintenance of ethical behavior Profit Requirement - Level of profitability and other indicators of financial well being

Debrief-drivefor result

RELATIONSHIP OF OBJECTIVES AND ORGANIZATIONAL HIERARCHY

In order to percolate the objectives of the organization to the lower levels of the hierarchy: Cascade the organization’s goals into departmental and divisional goals Keep talking continuously about the goals Pursue people Ask them to plan

LEVEL OF ORGANIZATIONAL HIERARCHY

TYPES OF OBJECTIVES

Socio - Economic purposes

Mission

Overall Objectives of the Organization

Board of Directors and Top Level Managers

Objectives in the key result area

Divisional Objectives

Middle Level Managers

Departmental Objectives

Departmental and Unit Level Objectives

Lower Level Managers

Objectives for Subordinates

TOP DOWN

BOTTOM UP

FEEDBACK

To ensure that the actions are according to the plan and the desired outcomes follow, feedback mechanism is indispensable. Feedbacks are used so that there is no deviation from the plan.

In our day to day routine we also give feedback at our workplace to our peers, and subordinates.

Feedback to Subordinates Always give a numbered feedback Go to the place of the subordinate to give him feedback Start feedback on a positive note, then give the critical one and then appreciate at the end Keep working with the subordinate even if he is angry with the feedback Give spontaneous feedback Feedbacks at the end of the shift are most effective Never give feedback to a person who is going through an emotional setback or any crisis in the family

Feedbacks to Superior Give feedback only if the superior is in a positive frame of mind Instead of showing faults, engage your superior in problem solving

Debrief-drivefor result

Insight’s from“The Sid Story” Keep giving numbered feedback to your subordinates, they may not listen to it for some time initially Appreciate your subordinates whether you like them or not Create belongingness in the team Be a 9,9 Manager i.e. high on task and high on relationship Maintain transparency in the feedback Reward big performance Do ask for help from your subordinates Give both planned and spontaneous recognition to your subordinates

Insight’s from“Mission to Enernova” Following diagram shows the strategy used to crack Mission to Enernova

Objective

Constraint Analysis

Risk Analysis

Planning

Decision Making

Budgeting

Deviation

SOME KEY INSIGHT’S FROM THE GAME

HIGHLIGHTS OF THE PROGRAM

Insight’s from“The Sid Story” Stick to one thing at a time, do not mess up by doing two to three things at a time Plan like a tortoise, implement like a heir Observe the data carefully List down objectives very carefully Look for explicit and implicit constraints Brainstorm Have fun while planning Critically review the plan, ask questions Have a clear communication Do not hesitate in asking for help Engage all the team members

Insight’s from“The Miracle Man” Importance of planning Set short term and long term goals and act accordingly Be intrinsically motivated Never be SNIOP (Susceptible to Negative Influence of Other People) Persistence and perseverance are indispensable

Process of Planning Open Systems Model for Goal Setting and Planning Importance of Planning and Decision Making Setting SMART Goals Understanding Strategic Goals of Organizations Percolating Organization’s Objectives till the bottom of the hierarchy Actions for Effective Feedback

Video“The Sid Story” Mission to Enernova Video“The Miracle Man”

For fur ther details: Write to us at: info@atyaasaa.com | Call us on: (91-20) 25896445 | V isit us at: www.atyaasaa.com

Page 1 Page 2 Page 3 Page 4 Page 5

Made with FlippingBook - professional solution for displaying marketing and sales documents online