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DECISION MAKING IN NPO SECTOR LECTURE 25

DECISION MAKING IN NPO SECTOR LECTURE 25. MPA 505 RIFFAT ABBAS RIZVI. Agenda. Preview of last lecture Leading the team Leadership What is leadership Types of Leaders Managers Vs Leaders Common activities Leadership traits Management Styles New leaders take notes

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DECISION MAKING IN NPO SECTOR LECTURE 25

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  1. DECISION MAKING IN NPO SECTOR LECTURE 25 MPA 505 RIFFAT ABBAS RIZVI

  2. Agenda • Preview of last lecture • Leading the team • Leadership • What is leadership • Types of Leaders • Managers Vs Leaders • Common activities • Leadership traits • Management Styles • New leaders take notes • New leader traps

  3. Agenda • Core tasks • Creating momentum • Master technologies • Enabling technologies • Managing oneself • Confidence on leader • Effective negotiation skills • Model of negotiation • Skills of leaders when doing negotiation • References

  4. Leading The Team

  5. Leadership

  6. What is leadership? Leading people Influencing people Commanding people Guiding people

  7. Types of Leaders • Leader by the position achieved • Leader by personality, charisma • Leader by moral example • Leader by power held • Intellectual leader • Leader because of ability to accomplish things

  8. Managers vs. Leaders Managers • Focus on things • Do things right • Plan • Organize • Direct • Control • Follows the rules Leaders • Focus on people • Do the right things • Inspire • Influence • Motivate • Build • Shape entities

  9. Common Activities • Planning • Organizing • Directing • Controlling

  10. Planning Manager • Planning • Budgeting • Sets targets • Establishes detailed steps • Allocates resources Leader • Strategy • Sets direction • Creates vision

  11. Organizing Manager • Creates structure • Job descriptions • Staffing • Hierarchy • Delegates • Training Leader • Gets people on board for strategy • Communication • Networks

  12. Directing Work Manager • Solves problems • Negotiates • Brings to consensus Leader • Empowers people • Cheerleader

  13. Controlling Manager • Implements control systems • Performance measures Leader • Motivate • Inspire • Gives sense of accomplishment

  14. Leadership Traits • Intelligence • More intelligent than non-leaders • Scholarship • Knowledge • Being able to get things done • Physical • Doesn’t see to be correlated • Personality • Verbal facility • Honesty • Initiative • Aggressive • Self-confident • Ambitious • Originality • Sociability • Adaptability

  15. Management Styles • Autocratic • Make all decisions • Quick/efficient • One way communication • Persuasive • Make all decisions but explains to subordinates • Staff more willing • Subordinates not committed to decisions • Participative • Confers subordinates • More involvement • Time consuming • Limited viewpoint • Democratic • Consensus decision • High commitment • Authority undermined • Long process • No clear cut decisions

  16. New Leaders Take Note • General Advice • Take advantage of the transition period • Get advice and counsel • Show empathy to predecessor • Learn leadership • Challenges • Need knowledge quickly • Establish new relationships • Expectations • Personal equilibrium

  17. New Leader Traps • Not learning quickly • Isolation • Keeping existing team • Taking on too much • Captured by wrong people • Successor syndrome

  18. Core Tasks • Create Momentum • Master technologies of learning, visioning, and coalition building • Manage oneself

  19. Create Momentum • Learn and know about organization • Securing early wins • First set short term goals • When achieved make a big deal • Should fit long term strategy • Foundation for change • Vision of how the organization will look • Build political base to support change • Modify culture to fit vision

  20. Create Momentum • Build credibility • Demanding but can be satisfied • Accessible but not too familiar • Focused but flexible • Active • Can make tough calls but humane

  21. Master Technologies • Learn from internal and external sources • Visioning - develop strategy • Push vs. pull tools • What behaviors are needed? • Communicate the vision • Simple text - Best channels • Clear meaning - Do it yourself!

  22. Enabling Technologies • Coalition building • Don’t ignore politics • Technical change not enough • Political management isn’t same as being political

  23. Manage Oneself • Be self-aware • Define your leadership style • Get advice and counsel • Advice is from expert to leader • Counsel is insight • Types of help • Technical • Political • Personal • Advisor traits • Competent • Trustworthy • Enhance your status

  24. Confidence on leader

  25. INTERNAL & EXTERNAL REPORTING EFFECTIVE NEGOTIATION SKILLS )

  26. CONTENTS • Components of Negotiation • What is Negotiation? • Features of Negotiation • Why Negotiation • Where do We use this Skill • Phases of Negotiation • Bargaining Zone Model • Issues in Negotiation • Negotiation behaviour • How to achieve an effective negotiation? • Negotiation Strategies and tips

  27. Components of Negotiation Differences Needs Behaviour Settlement Issue Process Discussion Preferences Attitude Interest Give-n-Take Arrangement Management Limit Variation

  28. WHAT IS NEGOTIATION • “The process to arrive at an agreement between different parties, each with their Own interests and preferences”. • “The process we use to satisfy our needs when someone else controls what we want”. • “The act of discussing an issue Between two or more parties with Competing interests with an aim of coming to an agreement”

  29. FOR ME.......... • “The procedure to achieve an end through Informal or formal steps of Resolving the Differences”.

  30. Theoretical Framework (way in) Human mind Ideas interests Effect of political, Psychological, Spiritual, Social needs Sharing Exchanging Perception experience Individuality Leads toward Difference in opinion Conflict Yes/No (Conditioned) Changing Mind Process Influence Solution NEGOTIATION

  31. Theoretical Framework (way out) Failure Success Review/ Evaluation Follow-up, Out-come Satisfaction & Future plan Settlement Agreement Compromise Deal Stress & Conflict Expressing interests Bargaining Changing Mind Pre-Negotiation Negotiation Post-Negotiation Be positive, Concentration Proposal Options, Position Rapport building, Empathy, sympathy, Trust, Comm. Discussion Friendly relationship Decide Agenda, Share interest Preparation Issue judgement, both Party’s Interests, Planning, Objectives, Language Conflict- Difference- Problem

  32. Features of Negotiation Minimum two parties Predetermine goals Expecting an out come Resolution and consensus Parties willing to modify their positions Parties should understand the purpose of negotiation

  33. Where do we use this Skill Every thing is Negotiated Family & Personal “Where should we go for Dinner”? “Can I borrow the Car”? Academic Research “Fund my project”. “Publish my paper”. NGOs “community interaction”. “Donor” “acquire or Implement a project in to the society”.

  34. Why do we NEGOTIATE? To reach an agreement To beet the opposition To compromise To settle an argument To make a point

  35. Phases of Negotiation There are basically two phases of Negotiation

  36. Phases of Negotiation 1- Process

  37. Pre-Negotiation Planning & Preparation Establishing Rapport Objectives and Goals

  38. Negotiation Discussion Proposals Bargaining Agreement Compromise

  39. Post-Negotiation Review Evaluation

  40. Phases of Negotiation • Post-negotiation ( Review Evaluation ) • 8. Review : Check the level of • Success • Satisfaction • Performance • Future plan • 9. Evaluate Negotiating & Improve Skills • Reason for failure • Skills needed for success • Checklist for Activities • Psychological Management • Reaching a life balance

  41. How we change what others think, feel, believe and do?

  42. Phases of Negotiation 2- Approaches/ techniques/ Skills Tools in the process of Negotiation Body Language (non-verbal communication) Developing a Win/Win philosophy Culture Diplomatic Language Handling problems

  43. Tools for Using Creativity in Negotiation • Role playing • Psychodrama • Conferences • Brainstorming • Homework • Language Controlling Negotiation Conflict by Controlling the impression • Courage to change

  44. Bargaining Zone Model Your initial point Your Target point Your resistance point Area of potential agreement Area of potential agreement Opponent’s Resistance point Opponent’s target point Opponent’s initial point

  45. NEGOTIATION BEHAVIOR GREEN BLUE RED Gevin Kennedy describes three types of behaviour that we can display and encounter when in a negotiation situation.

  46. RED behavior Manipulation Aggressive Exploitation Always seeking the best for you Taking No concern for person you are negotiation with

  47. BLUE behavior Win-win approach Cooperation Trusting Relational Giving

  48. GREEN behavior Give me some of what I want (RED) I will give you some of what you want (Blue) Good intentions Two way exchange Green behaviour incites green behaviour Open People know where they stand

  49. NEGOTIATION Tips Do not underestimate your power. Do not assume that other party knows your weaknesses. It is a mistake to assume you know what the other party wants. Never accept the 1st offer. Don’t fear to negotiate.

  50. Non-verbal Communication (Body Language) “Body language is an important part of communication which can constitute 60% or more of what we are communicating” (Barry, 2004).

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