The Bottom Line
Friction with an authority figure is not always bad. Make your case to the boss.
In Detail
You might have some friction with an authority figure today, but an important compromise can be reached -- if you can both focus on what you agree on. They need you more than you need them, so you are in a very enviable position. Play this negotiation wisely, though. You don't want to push too hard and make them appear to have caved in to your demands. Help them protect their reputation, and they'll be in your corner forever, helping you out in future situations.
Showing posts with label Work. Show all posts
Showing posts with label Work. Show all posts
Friday, February 27, 2009
Thursday, February 19, 2009
Recommended Advance Management Programme for SPU
Introduction
The Special Projects Unit (SPU) Chief plays multiple roles – a strategist, a policy maker, a negotiator, a motivator; but most importantly, the SPU Chief should be a constant learner. She must carefully study the industry, the environment where the organization operates in, the competitors as well as the critics, the trends and the people she works with.
Hence, she and her organization (SPU) needs an insatiable opportunity for enrichment and development in terms of management; a programme to further her own as well as her staff's ability in creating value within the organization via the many roles each one of them plays.
A programme that would benefit not only the top management but will also enable them to provide systematic ways of approaching the multi-faceted tasks and unique responsibilities of the SPU staff while working in a dynamic environment.
The need for such programme motivated me to come up with a comprehensive proposal for overall progress and development of SPU as an organization. Through my observations, personal experiences while performing my duties as a staff of SPU, and basic research; I have come up with an outline for the abovementioned proposal which I plan to present to the SPU Chief as soon as I have it completed. The programme proposal will cover the fundamental concepts of SPU as a whole, particularly its mandates, the structural organization, the staff, the facilities or office environment, its operations, systems and procedures, the tools & trainings for the management & staff, its resources (financial, technical, human, and material), and other aspects that probably needs improvement.
So far I have yet to come up with the complete Profile (e.g. duration, cost in terms of financial and manpower, etc..); a sound Rationale; a brief Description; Objectives (General & Specific); Methodologies; Gantt chart of activities / workplan; and expected Outputs as well as the scheme to sustain them. Right now I only have a detailed broad outline of the supposedly mandates / roles of the SPU Chief as follows:
Programme Outline
The Job of the SPU Chief, an overview:
The SPU Chief as a strategist
1) Must constantly evaluate the business performance of the organization.
2) Should set the strategic direction for improvement towards progress and development.
The SPU Chief as a Motivator
1) Should be able to shift the direction of the organization with regards to setting of priorities, gaining commitment, and improving results.
The SPU Chief as a Sensor of Market Opportunities
1) Must anticipate the market changes / business trends without compromising the goal of adding value for customers' satisfaction.
2) Should be the Lead and Manager in customer orientation.
The SPU Chief as a Creator of Shareholder Value
1) Must be able to understand the drivers of operating performance such as setting financial policies and developing a value-based management culture.
The SPU Chief as a Strategist and Policy Maker
1) Should constantly detect opportunities and key success factors in the industry.
2) Should develop a sustainable competitive advantage.
3) Should meet the challenges of both local and international growth.
The SPU Chief as an Agent of Change
1) Should drive the corporate change process effectively by making change happen.
2) Must be able to influence her staff in the role of personal management style.
The SPU Chief as a Strategist for Acquisitions
1) Must be able to formulate an efficient yet economical acquisition strategy.
2) Should create synergy among her subordinates influencing them to learn valuing brands and other intangibles.
The SPU Chief as an Architect of Organisation Structure and Systems
1) Must adapt an organisational structure to implement change for improvement.
2) Must be the one to stimulate teamwork among her staff.
3) Should be able to develop managerial talent among her staff.
The SPU Chief as a Negotiator
1) Must constantly learn to develop negotiating skills.
and last but not the least,
The SPU Chief as a Visionary
1) Must always anticipate e-commerce and e-business challenges, opportunities and as well as threats, using knowledge to drive growth and productivity.
The SPU Staff as a Group and an Organization
The SPU staff must learn and adapt to various operations improvement specializing in Lean Supply Chain Management, Regulatory and Compliance, Lean Office Environment, and Information Technology advances.
The SPU staff must identify strategic, operational, and tactical issues preventing goal achievement. They should understand and communicate the need for change and develop solutions to achieve and exceed the organizational goals of SPU.
The SPU staff must accomplish this through a collaborative effort in "value-creation" by clearly defining goals and objectives, identifying the appropriate tools and techniques and then deploying sustainable, results generating solutions.
Thus, consideraton for the following is a must:
Technical Expertise of the Staff
Using Leverage versus Experience
Learning to Avert Pit Falls
Providing Quick Win Solutions
Implementation of Proven Methodology/Techniques
World Class Project Management
Outside Resources (benchmarking/technical)
Creativity/Analytical Skills
Objective Advice
The SPU as an organization should promote learning and best practices across its management and staff. Both the management and the staff must join hands in a continuing interest for learning, sharing knowledge, discussing challenges and opportunities in the pursuit of process excellence. Such collaboration will greatly improve the organization’s process & operations that will deliver superior value to customers and operate a quality managed project management firm. It will also improve customer satisfaction and employee moral which would enable the organization to achieve significant and lasting results, eliminating wasteful activities in the organization.
The Special Projects Unit (SPU) Chief plays multiple roles – a strategist, a policy maker, a negotiator, a motivator; but most importantly, the SPU Chief should be a constant learner. She must carefully study the industry, the environment where the organization operates in, the competitors as well as the critics, the trends and the people she works with.
Hence, she and her organization (SPU) needs an insatiable opportunity for enrichment and development in terms of management; a programme to further her own as well as her staff's ability in creating value within the organization via the many roles each one of them plays.
A programme that would benefit not only the top management but will also enable them to provide systematic ways of approaching the multi-faceted tasks and unique responsibilities of the SPU staff while working in a dynamic environment.
The need for such programme motivated me to come up with a comprehensive proposal for overall progress and development of SPU as an organization. Through my observations, personal experiences while performing my duties as a staff of SPU, and basic research; I have come up with an outline for the abovementioned proposal which I plan to present to the SPU Chief as soon as I have it completed. The programme proposal will cover the fundamental concepts of SPU as a whole, particularly its mandates, the structural organization, the staff, the facilities or office environment, its operations, systems and procedures, the tools & trainings for the management & staff, its resources (financial, technical, human, and material), and other aspects that probably needs improvement.
So far I have yet to come up with the complete Profile (e.g. duration, cost in terms of financial and manpower, etc..); a sound Rationale; a brief Description; Objectives (General & Specific); Methodologies; Gantt chart of activities / workplan; and expected Outputs as well as the scheme to sustain them. Right now I only have a detailed broad outline of the supposedly mandates / roles of the SPU Chief as follows:
Programme Outline
The Job of the SPU Chief, an overview:
The SPU Chief as a strategist
1) Must constantly evaluate the business performance of the organization.
2) Should set the strategic direction for improvement towards progress and development.
The SPU Chief as a Motivator
1) Should be able to shift the direction of the organization with regards to setting of priorities, gaining commitment, and improving results.
The SPU Chief as a Sensor of Market Opportunities
1) Must anticipate the market changes / business trends without compromising the goal of adding value for customers' satisfaction.
2) Should be the Lead and Manager in customer orientation.
The SPU Chief as a Creator of Shareholder Value
1) Must be able to understand the drivers of operating performance such as setting financial policies and developing a value-based management culture.
The SPU Chief as a Strategist and Policy Maker
1) Should constantly detect opportunities and key success factors in the industry.
2) Should develop a sustainable competitive advantage.
3) Should meet the challenges of both local and international growth.
The SPU Chief as an Agent of Change
1) Should drive the corporate change process effectively by making change happen.
2) Must be able to influence her staff in the role of personal management style.
The SPU Chief as a Strategist for Acquisitions
1) Must be able to formulate an efficient yet economical acquisition strategy.
2) Should create synergy among her subordinates influencing them to learn valuing brands and other intangibles.
The SPU Chief as an Architect of Organisation Structure and Systems
1) Must adapt an organisational structure to implement change for improvement.
2) Must be the one to stimulate teamwork among her staff.
3) Should be able to develop managerial talent among her staff.
The SPU Chief as a Negotiator
1) Must constantly learn to develop negotiating skills.
and last but not the least,
The SPU Chief as a Visionary
1) Must always anticipate e-commerce and e-business challenges, opportunities and as well as threats, using knowledge to drive growth and productivity.
The SPU Staff as a Group and an Organization
The SPU staff must learn and adapt to various operations improvement specializing in Lean Supply Chain Management, Regulatory and Compliance, Lean Office Environment, and Information Technology advances.
The SPU staff must identify strategic, operational, and tactical issues preventing goal achievement. They should understand and communicate the need for change and develop solutions to achieve and exceed the organizational goals of SPU.
The SPU staff must accomplish this through a collaborative effort in "value-creation" by clearly defining goals and objectives, identifying the appropriate tools and techniques and then deploying sustainable, results generating solutions.
Thus, consideraton for the following is a must:
Technical Expertise of the Staff
Using Leverage versus Experience
Learning to Avert Pit Falls
Providing Quick Win Solutions
Implementation of Proven Methodology/Techniques
World Class Project Management
Outside Resources (benchmarking/technical)
Creativity/Analytical Skills
Objective Advice
The SPU as an organization should promote learning and best practices across its management and staff. Both the management and the staff must join hands in a continuing interest for learning, sharing knowledge, discussing challenges and opportunities in the pursuit of process excellence. Such collaboration will greatly improve the organization’s process & operations that will deliver superior value to customers and operate a quality managed project management firm. It will also improve customer satisfaction and employee moral which would enable the organization to achieve significant and lasting results, eliminating wasteful activities in the organization.
Monday, January 26, 2009
Mga makabagong ideya ukol sa trabaho
Workplace trends of the future
By ANA CAROLINA JAVIER-ANTONIO
(Taken from the Manila Bulletin; 11 January 2009; Page B-3)
People work around the clock in today's "flat" economy, with colleagues and companies collaborating around the world. The workplace is being shaped by young workers who want to be challenged and fast-tracked to success. They expect flexible work options and access to social networking tools that enable them to learn on the job.
Such transformations are affecting what workers expect of their employers - and what organizations are doing to attract and retain people. Over the next three years, we expect that workers lives will change through major innovations:
You'll be more likely to work at home than at the office
Millions of people around the world telecommute, and that number is expected to grow. Therefore you, or people you know, will want to work virtually, and employers will listen. Organizations will come to realize that mobility is good business, especially in areas with limited or no mass transit. Studies show that less commuting means more productivity, better worker retention, less stress, and time to handle personal issues - plus environmental benefits such as lower greenhouse emissions.
More employers will provide workers with with the technology and support they need to successfully work at home. This will require the proper tools and training to help workers stay productive. And bosses will learn how to manage for results - and not focus on the fact that someone is sitting at their desk.
Your next job will be "hybrid"
The IT job market hasn't been this strong since the late 1990's. While the demand for "hard" IT skills - such as security architects or database administrators - remains robust, pure tech skills may no longer be enough.
We're the dawn of "hybrid" jobs - where technologies with backgrounds in natural sciences, languages and social sciences will be at the center of real innovation in business. More companies will look for polymaths of all kinds - such as meteorologists, biologists or psychologists who understand computer systems. They can make a real impact helping cities reduce pollution, or helping people make sense of the explosion of information.
We're already seeing plenty of "hybrid" jobs today. For example, IBM is looking for someone in the field of healthcare informatics. It requires a background in public healthcare combined with an understanding of back-end IT systems. The person will develop systems for IBM's healthcare clients in the area of securing and managing digital health records, and analyzing and understanding clinical data. They could create a tool to predict how an emerging infectious disease, such as bird flu, is spreading or mutating - which ultimately could help drug makers develop an effective vaccine.
Volunteering will help your career - and bottomline results
According to 2008 IBM Global CEO Study, corporate social responsibility is an important issue for chief executives. As a result, the lines between work, life and volunteering will blur. You'll expect that what you learn and do at work can also be used in community efforts to make the world a better place. You'll learn valuable skills at the same time - such as negotiation, motivation and people management.
Today, many companies offer volunteer opportunities for which employees can sign on to help their charity of choice. But the measurable result or actual impact is difficult to determine. Instead, companies will begin to attack problems as a whole and on significant initiatives. we are seeing some of this already on an ad hoc basis. Companies involved in engineering have banded together in Engineer's Week (EWeek) to approach thousands of children around the world and spread the word of engineering, science and math.
You'll only be as good as your network - and the contributions you make to this network
Once upon a time, everyone worked for a boss who sat in the corner office, surrounded by his staff. In the future, your boss may work in another city or country, and so will the people you count on to get things done. You'll work on virtual teams and may never see your closest colleague. your companies will be defined by ideas, people, and resources, not by buildings.
So what happens to things associated with a traditional face-to-face office environment, such as building a sense of trust and urgency? You'll base your workday and decisions on community-based, anytime/anywhere collaboration. through special search and analytic software, you'll find experts inside and outside your organization who can help you solve problems. Instant messaging, blogging, and other teaming tools will empower you to simplify, collaborate, react, change, and innovate in real time, connecting people to people, and people to information.
As the world becomes more global and collaborative, all these trends will transform where, when and how you get work done in the 21st century workforce.
(Ana Carolina Javier-Antonio is currently the HR Partner for IBM Philippines. She has been with IBM for 22 years and have personally experienced change from the traditional structured office to a more dynamic workplace. She is a graduate of St. Paul College Manila and is married with two children.)
By ANA CAROLINA JAVIER-ANTONIO
(Taken from the Manila Bulletin; 11 January 2009; Page B-3)
People work around the clock in today's "flat" economy, with colleagues and companies collaborating around the world. The workplace is being shaped by young workers who want to be challenged and fast-tracked to success. They expect flexible work options and access to social networking tools that enable them to learn on the job.
Such transformations are affecting what workers expect of their employers - and what organizations are doing to attract and retain people. Over the next three years, we expect that workers lives will change through major innovations:
You'll be more likely to work at home than at the office
Millions of people around the world telecommute, and that number is expected to grow. Therefore you, or people you know, will want to work virtually, and employers will listen. Organizations will come to realize that mobility is good business, especially in areas with limited or no mass transit. Studies show that less commuting means more productivity, better worker retention, less stress, and time to handle personal issues - plus environmental benefits such as lower greenhouse emissions.
More employers will provide workers with with the technology and support they need to successfully work at home. This will require the proper tools and training to help workers stay productive. And bosses will learn how to manage for results - and not focus on the fact that someone is sitting at their desk.
Your next job will be "hybrid"
The IT job market hasn't been this strong since the late 1990's. While the demand for "hard" IT skills - such as security architects or database administrators - remains robust, pure tech skills may no longer be enough.
We're the dawn of "hybrid" jobs - where technologies with backgrounds in natural sciences, languages and social sciences will be at the center of real innovation in business. More companies will look for polymaths of all kinds - such as meteorologists, biologists or psychologists who understand computer systems. They can make a real impact helping cities reduce pollution, or helping people make sense of the explosion of information.
We're already seeing plenty of "hybrid" jobs today. For example, IBM is looking for someone in the field of healthcare informatics. It requires a background in public healthcare combined with an understanding of back-end IT systems. The person will develop systems for IBM's healthcare clients in the area of securing and managing digital health records, and analyzing and understanding clinical data. They could create a tool to predict how an emerging infectious disease, such as bird flu, is spreading or mutating - which ultimately could help drug makers develop an effective vaccine.
Volunteering will help your career - and bottomline results
According to 2008 IBM Global CEO Study, corporate social responsibility is an important issue for chief executives. As a result, the lines between work, life and volunteering will blur. You'll expect that what you learn and do at work can also be used in community efforts to make the world a better place. You'll learn valuable skills at the same time - such as negotiation, motivation and people management.
Today, many companies offer volunteer opportunities for which employees can sign on to help their charity of choice. But the measurable result or actual impact is difficult to determine. Instead, companies will begin to attack problems as a whole and on significant initiatives. we are seeing some of this already on an ad hoc basis. Companies involved in engineering have banded together in Engineer's Week (EWeek) to approach thousands of children around the world and spread the word of engineering, science and math.
You'll only be as good as your network - and the contributions you make to this network
Once upon a time, everyone worked for a boss who sat in the corner office, surrounded by his staff. In the future, your boss may work in another city or country, and so will the people you count on to get things done. You'll work on virtual teams and may never see your closest colleague. your companies will be defined by ideas, people, and resources, not by buildings.
So what happens to things associated with a traditional face-to-face office environment, such as building a sense of trust and urgency? You'll base your workday and decisions on community-based, anytime/anywhere collaboration. through special search and analytic software, you'll find experts inside and outside your organization who can help you solve problems. Instant messaging, blogging, and other teaming tools will empower you to simplify, collaborate, react, change, and innovate in real time, connecting people to people, and people to information.
As the world becomes more global and collaborative, all these trends will transform where, when and how you get work done in the 21st century workforce.
(Ana Carolina Javier-Antonio is currently the HR Partner for IBM Philippines. She has been with IBM for 22 years and have personally experienced change from the traditional structured office to a more dynamic workplace. She is a graduate of St. Paul College Manila and is married with two children.)
Tuesday, January 20, 2009
RDZ
RDZ = Records Discipline Zone "Records discipline ensures security & efficiency of files and records management"
Isa ito sa listahan ng mga binabalak kong ipanukala kay Boss Matet para sa pangkalahatang kaayusan at paglago ng opisina namin (DOST-SPU). Nakapaloob ito sa mas malawak na aspeto ng pangkalahatang pamantayan sa pamamahala ng SPU Library, kung saan marami pang ibang panukala na sumasaklaw sa iba pang bagay na may kinalalaman sa istruktura, materyales, proyekto, pag-aaring opisyal ng SPU, at pangkalahatang operasyon nito.
May karugtong..
Isa ito sa listahan ng mga binabalak kong ipanukala kay Boss Matet para sa pangkalahatang kaayusan at paglago ng opisina namin (DOST-SPU). Nakapaloob ito sa mas malawak na aspeto ng pangkalahatang pamantayan sa pamamahala ng SPU Library, kung saan marami pang ibang panukala na sumasaklaw sa iba pang bagay na may kinalalaman sa istruktura, materyales, proyekto, pag-aaring opisyal ng SPU, at pangkalahatang operasyon nito.
May karugtong..
Monday, January 12, 2009
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