HUMANISTIC MANAGEMENT

1. HUMANISTIC MANAGEMENT Bringing out the diamonds in you! USL May 11, 2013

2. Managing with Competence and HeartA Framework for Humanistic Management

3. Managing with Competence and Heart WHO AM I?

4. Management Functions

5. Leadership Questionnaire • Let us determine your Leadership Style • Read the items carefully. • Using the following scale, decide the extent to which it actually applies to you. 0 Never 1 2 3 4 5 Always • For best results, answer as truthfully as possible.

6. 0 Never 1 2 3 4 5 Always • _______ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions. • _______ Nothing is more important than accomplishing a goal or task. • _______ I closely monitor the schedule to ensure a task or project will be completed in time. • _______ I enjoy coaching people on new tasks and procedures. • _______ The more challenging a task is, the more I enjoy it. • _______ I encourage my employees to be creative about their job.

7. 0 Never 1 2 3 4 5 Always 7._______ When seeing a complex task through to completion, I ensure that every detail is accounted for. 8._______ I find it easy to carry out several complicated tasks at the same time. 9._______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action. 10. _______ When correcting mistakes, I do not worry about jeopardizing relationships. 11. _______ I manage my time very efficiently. 12. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees.

8. 0 Never 1 2 3 4 5 Always 13._______ Breaking large projects into small manageable tasks is second nature to me. 14. _______ Nothing is more important than building a great team. 15. _______ I enjoy analyzing problems. 16. _______ I honor other people's boundaries. 17. _______ Counseling my employees to improve their performance or behavior is second nature to me. 18 _______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.

9. Question 1.______  4.______  6.______  9.______  10.______  12.______  14.______  16.______  17.______  TOTAL ________ X 0.2 = ________  (multiple the Total by 0.2 to get your final score: ________) Question 2.______ 3.______  5.______  7.______  8.______  11.______  13.______  15.______  18.______  TOTAL ________ X 0.2 ________  (multiple the Total by 0.2 to get your final score: ________)

10. PEOPLE TASK Question 1.______  4.______  6.______  9.______  10.______  12.______  14.______  16.______  17.______  TOTAL ________ X 0.2 = ________  (multiple the Total by 0.2 to get your final score: ________) Question 2.______ 3.______  5.______  7.______  8.______  11.______  13.______  15.______  18.______  TOTAL ________ X 0.2 ________  (multiple the Total by 0.2 to get your final score: ________)

11. P D D (0,9) (9,9) 9 8 7 6 5 (5,5) 4 3 2 1 (9,0) T 0 1 2 3 4 5 6 7 8 9

12. P D D (0,9) (9,9) 9 8 7 6 5 (5,5) 4 3 2 1 (9,0) T 0 1 2 3 4 5 6 7 8 9

13. What LEADERS should remember about Decent Work (ILO) • Opportunities for work that is productive • Opportunities for work that delivers a fair income • Security in the workplace • Social protection for families • Better prospects for personal development and social integration • Freedom for people to express their concerns, organize and participate in the decisions that affect their lives • Equality of opportunity and treatment for all women and men

14. Government Investors Board Customers Oversight Performanceaccountability The Company and its Main Stakeholders Creditors Funds Capitalcommitment Legal license,infrastructure support & law enforcement Taxes, compliance &cooperation Fair & attractive returns Repayment & returns Value through products and services Managers Suppliers Products & services for human development Employees Purchase & patronage Fair compensationand developmentsupport Community meeting basic needs of members towards integral human development Trustworthyservice &behavior Community & Society Company Trust Current Resources Renewal Environment Sustenance Future Renewal

15. Defining Humanistic Management Humanistic management is: • the process • of achieving organizational objectives • by working through, with and for people • in order to achieve the integral human development of members of the work community • and contribute to the common good of society.

16. The Various Facets of Integral Human Development Bodily Cognitive Spiritual Material Goods Emotional Moral Aesthetic Social Adapted from Alford and Naughton Managing as if Faith Mattered, 2004

17. Human Development at Work • Bodily development – the physical structure of the workplace and the design of work-processes and equipment are calculated to protect employee’s health and to respect their overall, physical well-being. • Cognitive development – Employees’ expected contributions to the work-process are made intelligible to them; jobs are kept “smart” to exercise and develop employees’ talents and skills; overall, employees’ cognitive abilities are matched to proportionately challenging work. From Alford and Naughton Managing as if faith mattered

18. Human Development at Work • Emotional development – Through the freedom to take initiative without fear of reprisal, employees exercise responsibility and accept accountability for their work. • Aesthetic development – Craftsmanship is encouraged, and within the limits prescribed by their uses, products are designed and manufactured with an eye for beauty, elegance and harmony with nature; services are conceived and delivered in ways that honor the human dignity of both the provider and the receiver. From Alford and Naughton Managing as if faith mattered

19. Framework Human Development at Work • Spiritual development – Work is understood as a vocation, and valued as collaboration, in the presence of God, for the good of one’s fellow human beings. From Alford and Naughton Managing as if faith mattered

20. Levels of Managerial Humanism

21. Investors   Customers Levels of Managerial HumanismLevel 1: Working “through” people (Instrumentalism) Fair & attractive returns Manager Work Products & services Employees QUESTIONS OF MANAGER What are we achieving? Are we on target (efficiency)? Legend: Work-related Input or output Company

22. Investors Customers Levels of Managerial HumanismLevel 2: Working “with” people (Teamwork) Fair & attractive returns Manager Work Products & services Partnership Partnership QUESTIONS OF MANAGER What are we achieving? Are we on target (efficiency)? How are we working together (collaboration)? Partnership Employees Work-related Input or output Company

23. Investors Customers Levels of Managerial HumanismLevel 3: Working “for” people (Humanism) Community of work meeting basic needs of members towards integral human development Fair & attractive returns Manager Work Products & services Community ofWork • QUESTIONS OF MANAGER • What are we achieving? • Are we on target? • How are we working together? • How are we developing aspersons (character) and as a work community (culture)? • What higher purpose arewe working for (meaning)? Employees DevelopmentalGrowth Work-related Input or output Company

24. The “Heart” of the Humanistic Manager

25. EVOLUTION OF DIAMONDS

26. In the Beginning • Diamonds were formed millions of years ago below the earth's surface between 75 to 120 miles deep by pressure and extreme heat forcing carbon atoms to crystallize into diamonds. When pressure built up in volcanoes forcing volcanic eruptions it was then that the diamonds were carried to the surface. Sometimes diamonds would settle back into their volcanic pipes while others were washed 100 of miles away in floods and rivers

27. Historically Speaking • Diamonds are one of the hardest minerals known to man. It is made up of 99.5% pure carbon and the remaining .05% elements determines the diamonds colour and shape. • It is believed that the first diamond mines were discovered in a little country called India 500 BC. For two thousand years India was the largest producing diamond countries producing some of the world’s most famous diamonds.

28. SO WHAT MAKES A DIAMOND • Once a diamond is mined it is taken to a artisan who determines the most important components of the diamond. When you are in the market to purchase a diamond, you need to consider the 4 C’s. • CARAT This refers to the diamond’s size by weight. Each Carat represents 100 points. • CUT This part of the diamond is influenced by man. The cut of the diamond does not refer to the shape of the cut diamond but rather the craftsmanship applied in cutting the facets of the stone. A well cut diamond is one that reflects the most light. • CLARITY When diamonds are born shall we say, along their journey they may have embedded in them natural elements called inclusions. An artisan will examine the stone very closely. They will then decide which is the best way to cut the diamond to achieve optimum brilliance by eliminating the inclusion or by reducing it. • COLOUR This is one part of the diamond that is not determined by man. The closer the diamond is to colorless the more pure and valuable the diamond is. The color grades are D, E and F. F is considered a colorless diamond that is rare.

29. Diamonds in You! To make one’s life truly worthwhile and valuable means to make our life and leadership like a diamond: brilliant, sparkling, and many faceted. A diamond is so attractive that it naturally draws people’s attention, and it is equally beautiful whichever angle it is viewed from. It is rare, and therefore precious.

30. Actually, each one of us has this potential to live a life of value; it’s what we choose to do with that potential that defines the degree of our sparkle. So, bring out the following DIAMONDS in YOU!

31. The Virtues Diamond Justice: Fairness and love especially for the disadvantaged Prudence: Practical wisdom to do the good Temperance: Reasonablegovernance ofpleasures Solidarity: Commitment to the good of others

32. The Principles Diamond Human dignity/ Priority of labor: The impact on people is the ultimate basis for good work Community/ Common Good: Promoting conditions which support growthof all Service: Workis done to benefit others Stewardship: Care for growthof people andresources

33. The Skills Diamond Moral reasoning and analysis and decision-making: Sound decisions guided by virtues and principles Group Facilitation and Dialogic leadership: Win-win collaboration dynamics Empathic Communication and Affirmation: Psychologically sensitive and nurturing interactions with co-workers Creative visioning and problem-solving: Strategic out of the box thinking that advances organization and human goals

34. SKILLS PRINCIPLES VIRTUES The “Heart” of the Humanistic Manager THE HUMANISTIC MANAGER = CHARACTER + COMPETENCE

35. SKILLS PRINCIPLES VIRTUES The “Heart” of the Humanistic Manager COMPETENCE CHARACTER THE HUMANISTIC MANAGER = CHARACTER + COMPETENCE

36. Click to magnify EDUKASYON SA PAGPAPAKATAO in the K to 12 Curriculum Click to magnify Click to magnify Pilosopiya ng Personalismo

37. EsP Frame

38. MgaBatayanTeoryasamgaPamamaraansaPagtuturo at Pagkatuto EsP Frame Pilosopiya ng Personalismo

39. MgaPangunahingPagpapahalaga (Core Values) (Physical) (Intellectual) (Moral) (Spiritual) (Social) (Economic) (Political)

40. The Virtuous Cycle of Humanistic Management Managers developcharacter and competence Culture of characterand competencedevelops Managers become trustworthy to co-workers Co-workersmanifest productivityand commitment

41. … or A manager who willnurture people so thatthey will flourish and beproductive? A humanistic manager. A good stewardof business. What kind of manager would you like to be? A manager who willextract as much production as you can from people while leaving them spent, sick or gone in the end?

42. SKILLS PRINCIPLES VIRTUES My Humanistic Management METAPHOR COMPETENCE CHARACTER Bringing out the DIAMONDS in you.

43. Faculty Instruction Library & AVR Forming and Animating Competent Creative and Community-supportive Christian disciples Laboratories School & Community Administration Physical Plant Student Services

44. O A F S P Administrators’ My METAPHOR

45. Office Staff Alumni O A Faculty Students F S Parents P Administrators’ My METAPHOR

46. THESTUDENTS ARE OUR FIRST PRIORITY. O A F S P Administrators’ My METAPHOR

47. SKILLS PRINCIPLES VIRTUES Serve!Love!Sparkle!Shine! COMPETENCE CHARACTER Power and responsibility! (3:25)

48. SKILLS PRINCIPLES VIRTUES Thank you! COMPETENCE CHARACTER Diamonds are forever. Humanistic managers are forever.