Personal Effectiveness Within An Organisation, Lecture 3, by Rahat Kazmi

Leadership and Change Management
Lecture 3
By
Rahat Kazmi
Personal Effectiveness within an

Organisation
Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
Reflect your Personal
Effectiveness within an
Organisation

Personal Effectiveness in an Organisation

Objectives
After today you all

will know what is
expected of you
in an organisation
towards your
personal effectiveness
Leadership – New Reality
OLD PARADIGM NEW PARADIGM

• Industrial Age • Information Age
• Stability • Change
• Control • Empowerment
• Competition • Collaboration
• Things • People and
Relationships
• Uniformity • Diversity
If you do not know where you are , you can’t be in control .
Leadership : Personality -
Hermann’s Whole brain Model
A – UPPER LEFT D- UPPER RIGHT
LOGICAL HOLISTIC
ANALYTICAL INTUITIVE
FACT BASED INTEGRATING
QUANTIATIVE SYNTHESIZING
Directive and authoritative Holistic, adventurous, risk taking

HERMANN’S
WHOLE INTER PERSONAL
ORGANISED
SEQUENTIAL BRAIN FEELING BASED
PLANNED MODEL KINESTHETIC
DETAILED EMOTIONAL
Friendly , trusting and empathetic

Conservative and Traditional
C - LOWER RIGHT
B- LOWER LEFT
Work will always expand to take the time allowed – Parkinson’s Law
High Bureaucratic Organization:
Common Approach to Business Problems
YES NO
DOES THE THING WORK?
DON’T MESS
DID YOU MESS WITH IT?
WITH IT
NO
YES
NO DOES ANYONE YOU DUMB

KNOW? *#@>!!
HIDE IT YES YES

WILL YOU
CATCH HELL?
YOU POOR
$#@! ~*%$
TRASH IT
CAN YOU BLAME SOMEONE ELSE?

NO
YES
NO PROBLEM
Why Good Performers Leave
List of PUSH FACTORS
• They see NO link between their pay and their
performance.
• They don’t perceive Growth or advancement
opportunities
• They do not see their Work as important , or their
contributions are not recognized and valued by others.
• They do not get to use their natural talents.
• They have unclear and unrealistic expectations.
• They will no longer tolerate abusive managers or Toxic
environments.

A New Reality
“Time in America and most of Modern World

is shrinking. Companies have down-sized
their staffs and up-sized the workloads of
all the survivors. These people need
shortcuts every waking minute of their
lives.”

Our Solution
• 1. Systematically identifying and isolating the

core negatives driving an individual’s
performance.
• 2. Intentionally eliminating those negatives

— indeed, transforming them into powerful
positives.

Some Tips to improve personal
effectiveness at workplace
• Developing the ability to think clearly and

logically
• Presenting the ideas effectively and in a
way that other person understands the
point

• Being confident in conducting oneself

and in presenting the ideas
• Time management
• Dissolving Conflict

• Good planning
• Not showing sentimental emotions and
putting off your face
• Understanding the priorities

• Being a good listener

• Understanding
• Reducing stress

• Being proactive
• Motivate your team
• Being optimistic

• Be a continuous learner

• Be a professional
• Avoid egoism
• Building good relationships

• Be flexible
• Be matured
• Good dressing

• Being updated

Individual-Level Performance
Inputs Design Components Outputs
Organization Skill
Variety
Design
Group Design Task Task Individual

Identity Significance
Effectiveness
Personal
Characteristics
(skill, knowledge Autonomy Feedback
attitude)

The Performance measurement cycle –
Four critical Linkages
WHAT COUNTS GETS MEASURED
WHAT GETS REWARDED COUNTS

WHAT GETS MEASURED GETS DONE
When a valuable employee leaves , it is a signal

that something in the system may need fixing
WHAT GETS DONE GETS REWARDED

• Organization design is concerned with
Organization the larger organization within which the
Design individual job is the smallest unit.
• Group design concerns the larger group

or department containing the individual
Group
job.
Design
• Like organization design, group design is
an essential part of the job context.
• Personal characteristics of
individuals occupying jobs include
their age, education, experience,
Personal
Characteristics
and skills and abilities.
• Personal characteristics can affect
job performance as well as how
people react to job designs.

Individual- Job Performance
Skill Variety
The degree to which the job
requires a variety of different
activities
Task Identity Autonomy

The degree to which the job The degree to which a job provides
requires completion of a whole freedom and discretion in
and identifiable piece of work scheduling the work and
determining work methods.
Task Significance Feedback About Results

The degree to which a job has a The degree to which a job provides
significant impact on other employee with direct and clear
people’s lives information about the effectiveness of
task performance

Job Characteristics Model - Hackman/Oldham
Core Job Psychological States Personal and Work
Dimension Outcomes
Skill Variety Experienced

Task Identity meaningfulness of the • High internal work
Task Significance wok motivation
• High-quality work
Experienced performance
Autonomy responsibility for
• High satisfaction
outcomes of the work
with the work
Knowledge of the • Low turnover
Feedback actual results of the
work activities

Individual- Level Performance
• What is the design of the larger organization within which

the individual jobs are embedded?
• What is the design of the group containing the individual

job?
• What are the personal characteristics of jobholders?

Individual- Level Performance
• How much skill variety is included in the jobs?
• How much task identity do the jobs contain?
• How much task significance is involved in the jobs?
• How much autonomy is included in the jobs?
• How much feedback about results do the jobs contain?

Personal Effectiveness At Work
Personal effectiveness means making the most at all

personal resources at our disposal - our personal talents,
energy and time relative to what's most important to us.

Need for this Approach
Personal effectiveness Creates Success.
So be a star performer we don’t need only degrees &
medals but also self improvement

Benefits
• Develop ability to think clearly and logically
• Structure thoughts and present ideas cohesively and
effectively
• Increase levels of confidence in conducting oneself with
internal and external customers

Topics
- Positive Impact - Communication
- Setting Goals - Time Management
- The trust Factor – Creating - Stress Management

Win-Win Relationship
- Self mastery – A Plan for - Conflict resolution

Personal Success
- Workplace Etiquettes - Addressing Emotions at work

Positive Impact
• Set of behaviors • How to be the type

that are beneficial of employee
at all levels of the successful
organization companies fight to
keep, by applying
seven high-
performance
behaviors to their
professional life.
Set of Behaviors
7 habits of Highly effective People by Steven Covey :-
1)Be Proactive
2)Begin with the end in mind
3)Put first thing first
4)Think win – win
5)Seek first to understand, than to be understood
6)Synergize
7)Sharpen the saw

Stand Out At Work
Career development is not

always about moving up in
the organization.
It's more about constantly

improving yourself and
getting the most out of your
job and work life.
To stand out in a good way,

you need to be aware of the
consequences of what you
think, say, and do

What To think, or Not
• Think You can (and will)

succeed
• People have confidence

in us when we have
confidence in ourselves,

We gain confidence when Skill & knowledge grow

Make self development plans Try New Things

Think about your work as more than a Job
• Energy
• Enthusiasm
• Attitude

Think Excellence
• Doesn't it feel great to get through the day without

challenging ourselves to learn something new or do
something great?
• Go beyond the minimum effort, easy way and the safe path.
• Work hard

What to say or not
Don’t use inappropriate language (like swearing)
Don’t complain & Argue too much

What to Do, or Not to Do
Don't talk about personal problems
Don’t talk Politics & Religion

What to Do, or Not to Do
Be professional by meeting commitments & respecting

your responsibilities to others & yourself
Look and act professional

Have fun at work, and at the same time, let
people know you can handle difficult situations
with a level head

• Watch your appearance by being well groomed
(bathed, trimmed, combed, etc.) and well dressed
(accepted clothing for the position you want, tucked in
shirt, clean shoes, matching socks, etc.).
• Be mature by behaving like a reliable grownup.

Create growth opportunities for yourself
• Build Relationships
• Learn From your mistakes
• Be flexible - "That's not my job." "I don't want to do that

Setting Goals
• S = Specific
• M = Measurable
• A = Attainable
• R = Realistic
• T = Timely
Specific – What, Why and How?
Measurable – If you can’t measure it , you can’t manage it
Attainable – Goals you set which are too far out of your
reach, you probably won't commit to doing.
Realistic - Realistic does not mean Easy, in this case, means

"do-able."
Timely :- Set a timeframe for the goal: for next week, in three
months, by fifth grade. Putting an end point on your goal
gives you a clear target to work towards.
Creating Win–Win Relationship
• Develop your communication and behavior skills to

create a climate of trust, collaboration and goodwill
with coworkers

Self mastery – A Plan for Personal Success
• Learn a set of principles and personal management skills that

will change how you view your life and enable you to grow in
personal confidence and effectiveness

Etiquettes at work
Say Hello, how are you
Your Physical and Verbal behavior

Etiquettes at work
Sit up straight Your appearance

Some more Tips
• Be Self aware – Self-awareness is a critical component to

etiquette in any situation.(How many people are Self Aware?)
• Taking particular note of coworker annoyance is good place to
start . Use them as rules of thumb for behavior that you find
particularly obtrusive and make a concerted effort not to do
the same.
• Use common sense, try not to be too loud and unpleasant
• Avoid Strong Cologne & Perfume – Use light and Soft ones
• Mind your own business –

Keep Your noise to yourself
Use speakerphone only for conference calls
Don’t talk loudly across partitions
Answers phone promptly, don’t let it ring several times

Keep cell phone ringers low

Keep your germs to yourself
• This is basic; but many

overlook it
• Cover your mouth when you
sneeze & Cough
• Don’t pick your nose
• Failure to do so is rude,
inconsiderate and stupid

Communication
Speak with more confidence and listen carefully to build rapport

Analyze and utilize body language to your advantage

Time Management
Realize that time management is a myth – We have only 24

hours in a day. Time doesn’t change. All we can actually manage
is ourselves and what we do with the time that we have
Find out where you’re wasting time - Many of us are prey to

time-wasters that steal time we could be using much more
productively. Do you spend too much time 'Net surfing,
reading emails, or making personal calls?

Time Management
Prioritize ruthlessly -
Learn to delegate and/or outsource.

Stress Management
• Avoid people who stress you out

• Avoid hot-button topics
• Pare down your to-do list

Conflict Resolution
Listen first; talk second

Keep people and problems separate

Make sure that good Use active listening skills to ensure that
relationships are the you hear and understand other’s positions
first priority and perceptions.
When you talk use an adult, assertive approach

rather than a submissive or
aggressive style
Addressing Emotions At Work
Kick habits that hurt you. Habits such as procrastinating, overeating, being
disorganized, avoiding conflict…etc
Learn how to stay calm and clearheaded when you start to lose your temper
Eliminate over-reactive behaviors and replace them with reasonable behaviors
Learn behavior modification skills that people will notice—and will likely
want to copy themselves
Take ownership of your emotions and your reactions

Attitude
• Always keep a positive attitude

• Talk nicely and be nice

Recommended Further Readings
1. Thomas Cummings and Christopher Worler, Organization

Development and Change, South Western College
Publishing
2. Stephen Robbins, Organizational Behavior, Prentice Hall
3. Marvin Ross Weisbor, Organizational Diagnosis : A

Workbook of Theory and Practice, Perseus Books Group


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Leadership and Change Management

Personal Effectiveness within an

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

After today you all

OLD PARADIGM NEW PARADIGM

Directive and authoritative Holistic, adventurous, risk taking

Friendly , trusting and empathetic

NO DOES ANYONE YOU DUMB

HIDE IT YES YES

CAN YOU BLAME SOMEONE ELSE?

Follow him on Twitter: twitter.com/srahatkazmi or

“Time in America and most of Modern World

Follow him on Twitter: twitter.com/srahatkazmi or

• 1. Systematically identifying and isolating the

• 2. Intentionally eliminating those negatives

Follow him on Twitter: twitter.com/srahatkazmi or

• Developing the ability to think clearly and

Follow him on Twitter: twitter.com/srahatkazmi or

• Being confident in conducting oneself

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

• Being a good listener

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

Inputs Design Components Outputs

Group Design Task Task Individual

Follow him on Twitter: twitter.com/srahatkazmi or

WHAT COUNTS GETS MEASURED

WHAT GETS REWARDED COUNTS

When a valuable employee leaves , it is a signal

WHAT GETS DONE GETS REWARDED

Follow him on Twitter: twitter.com/srahatkazmi or

• Group design concerns the larger group

Follow him on Twitter: twitter.com/srahatkazmi or

Task Identity Autonomy

Task Significance Feedback About Results

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Skill Variety Experienced

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• What is the design of the larger organization within which

• What is the design of the group containing the individual

• What are the personal characteristics of jobholders?

Follow him on Twitter: twitter.com/srahatkazmi or

• How much skill variety is included in the jobs?

• How much task identity do the jobs contain?

• How much task significance is involved in the jobs?

• How much autonomy is included in the jobs?

• How much feedback about results do the jobs contain?

Follow him on Twitter: twitter.com/srahatkazmi or

Personal effectiveness means making the most at all

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

Follow him on Twitter: twitter.com/srahatkazmi or

- Positive Impact - Communication

- Setting Goals - Time Management

- The trust Factor – Creating - Stress Management

- Self mastery – A Plan for - Conflict resolution

- Workplace Etiquettes - Addressing Emotions at work