There are many methods. Don‘t use the same one in every situation.
Learn them all so that you have a choice when resistance shows up:
1. Try a success example.
Sonny doesn‘t work on nightshifts? Tell Sonny about Willy who thought he wouldn‘t like working nights but who, after trying it for a month won‘t work any other shift.
2. Try making a guarantee.
Cely is sure the new method won‘t work? Tell her that if she tries it for a week and doesn‘t find it better than the old way, you‘ll promise she can switch back again.
3. Try a demonstration.
The operator thinks, the rate on\the new job is too tough? Say, ―Here, let ¡ne show you how easy‘ it is to operate the machine. It looks a lot harder than it actually is.‖
4. Try asking questions.
Maria says she can‘t merit a bonus? Ask her what she finds‘ hardest about the job, whether she feels it has been properly explained.
4. Try plain listening.
Berto won‘t work overtime today or any other day? Let him rave. Hear all his arguments in a friendly manner. When he‘s had his complete say, then try persuasion and reasoning.
GETTING MORE DONE
Usually the busiest people are the ones who get things done. What do they do? How can you do the same?
1. Umpisahan mo (start it.) It is t he hardest step to take.
Even if you‘re not sure of how to begin, do something: move, write, meet, talk, phone, plan, research, etc. Pero magumpisa ka (But start.) The longer you delay,
2. Pumili ka ng modelo (Keep watch of your time.) Julius Erving or Carlos Loyzaga. In football, Pelé. In business, Teodoro Toribio or your neighbor‘s sari-sari store. In whatever work you do, always select or find a model, someone who can challenge or motivate you.
3. Pangalagaan mo ang oras mo (Keep watch of your time) Time, once lost, never comes back. Set deadlines for specific things to do or to finish. Get used to managing hours and days of your life.
THINKING FANTASY IS OFTEN DISASTROUS
4. Gawin mo muna; saka na i-perfect (Do it first, perfect it later) Many managers delay or are reluctant to start something unless it is perfect. But there is nothing perfect. Start it, get it going; along the way, start improving and perfecting the project.
5. Itabi ang hindi importante (Set aside what is unimportant.) Concentrate. Focus. Zero in on the important points: Itabi iyong mga hindi (set aside those that are not) directly related to the project or the function. It‘s like a race. Keep the eyes on the lane.
6. Maghanap ka ng tiyempo (Look for right time.) Every manager or entrepreneur has a tempo, a work rhythm. Some work well at 8 a.m. to 5 p.m.
Some don‘t; they are night creatures; they work after dinner on through midnight. Cultivate a tempo. That can exploit the talents of the whole team.
7. Tapusin ang trabaho (Finish the work) Make sure the project or work is completed. This means the desired results or outputs are clear right from the start.
DEVELOPING SELF-MOTIVATION AND COMMITMENT
Try a force-field analysis. This can be done in five steps:
Target Muna (First the target)
Pick a goal you wish to reach or an action you plan to take as part of your development program. This action should help you reach your goal by changing or improving your present behavior. This step is sometimes called the goal-action-change step. Your goal may be to prepare effective reports for higher management to read. The action may require your taking a night course in bookkeeping at a nearby university. The change will be improvement n your records.
Mga Pampagana (Appetizers)
Make a list of at least five important forces that are driving you to make that change. For example, you want to get a promotion (key force is promotion);
you hope to earn more money (key force is future income); your spouse would feel good about your improved status (key force is status); your boss is
pressuring you for regular formal reports (key force is pressure); and you want the satisfaction of seeing your ideas influence higher management decisions (key force is influence).
Mga Problema (Problems)
Make a list of at least five important forces that are holding you back or restraining you from making this change. For example, you can‘t find the time (key force is time); you hate taking night courses (key force is educational method), the course is only given on your mahjong night (key force is
interference with recreation); you are afraid that you won‘t do well (key force is, fear of failure); and you don‘t, like the idea that you will have ; to do homework (key force is homework).
Ano ang Pinakaimportante? (What is of Topmost Importance?) Now rank each force driving as well! as restraining, according to how strong it is. Use a ranking scale of 1 to 5, ranging from 1 as ―little effect‖ to 5 as
―very strong effect.‖ This singles out what is really ―important in motivating you and what is truly powerful in holding you back. It also helps to expose low-ranking, forces for what they are: excuses.
Try to Match Opposing Forces
A strong driving force like pressure ¡may be all that is needed to motivate you to overcome a strong restraining force like educational method. Hope for a larger future income may overcome your dislike of homework. The driving forces of promotion, status, and influence ‗may not be so powerful as you thought they were when compared on the chart, but neither are the restraining forces of time, fear of failure, and interference with recreation.
FIGURE 1. Example of a Force Feld Analysis RIGHT APPROACH TO PROBLEM SOLVING
The general rule is that the best results come ‗from a‖ systematic approach. Sistema ang kailangan (System is needed).
Step 1. Ano Talaga ang Problema (What is the Actual Problem?)
State the problem clearly and specifically. Stay away from a general statement like, ―We have a problem with quality.‖ Instead, narrow it down and put figures on it if you can, like, ―Between the first of the month and today, the number of rejects found at final inspection have totaled 32, compared with our
Step 2. Bakit Ganyan (Why?)
Collect all information relevant to the problem. Don‘t go too far but do find data that may shed some light on process changes, materials used, equipment function, design specifications, employee performance and assignments. Much of the data will not tell you anything except where the source of the problem is. If your information shows, for example, that there has been no change in the way materials have arrived or machinery has been used, good!
You can look elsewhere.
Step 3. Tutok Talaga (Pinpoint)
List as many possible causes of the problem as you can think of.
Remember that a problem is a gap between expected and actual conditions.
Something must have occurred to cause that gap. ‗Most particularly, something must have been changed. Is the operator different from the old one? Was a power source less regular than before? Has there been a change, however slight, in the specifications?
Step 4. Mga Tunay na Dahilan (Real Causes)
Select the cause or causes that seem most likely. Do this by a process of elimination. To test a probable cause, try seeing what difference it would make if that factor were returned to its original state. Suppose, for example, that a possible cause, of rejects is that compressed air power is not only 75 psi instead of 90 psi. Try making the product with the pressure restored to 90 psi. If it makes no difference, then power irregularity is not a likely cause. You can also suppose that the new operator has misunderstood your instructions. Check this out with the operator. See if your instructions are being followed exactly. If not, what happens when your instructions are followed? If the rejects stop, then this is a likely cause. If the rejects persist, this is not a likely cause.
Step 5. Pag-usapang Mabuti (Discuss Exhaustively)
Suggest as many solutions for removing causes as you can. This is a good time for brainstorming. There is rarely only one way to solve a problem. If the cause of an employee‘s excessive absenteeism, for instance, is difficulty in
getting up in the morning, this cause might be removed in a. number of ways.
You might change the shift, insist that the employee buy an alarm clock, make a wake-up arrangement or scheme, or show how failure to get to work is job-threatening. The point is to make your list of alternative solutions as long as possible. But practical.
Step 6. Ipagmuni-muni ng husto (Deliberate Very Well)
Evaluate the pros and cons of each proposed solution. Some solutions will be better than others. But what does better mean? Cheaper? Faster? Surer?
More participative? More in line with company policy? To judge which solution is best, you‘ll have to have a set of criteria like the ones just listed. Evaluation requires you to make judgments based on facts. Consult the information gathered in Step 2. Also consult anyone who can oiler specialized opinions about the criteria you have chosen.
Step 7. Anong pinakmagaling (What is the Best)
Choose the solution ¡on you think ¡s best. As in Step 6, t his is the decision phase of problem-solving. In effect, you will have weighed all the chances of success against the risks of failure. The strengths of your solution should exceed its weaknesses.
Step 8. Iplano ang mga detalye (Plan the details)
Spell out a plan of action to carry out your solution Decisions require action and follow-up. Pin down exactly what will be done‖ and how, who will do it, where, and when. How much money can be spent? What resources can be used? What is the deadline?
Step 9. Gawin mo (Do it) Implement.
Step 10. Okay ba (Is It Okay?) Evaluate.
SLOWING DOWN DECISION-MAKING
The following are elements that hinder or slow down the tempo of decision-making:
Takot (Timidity)
There is the personal fear of making a commitment that could result in. a mistake or change an otherwise comfortable status quo. Organizational fear is induced by the view that every mistake is judged as a bad performance rather than considered a basis for learning.
Hindi Kaya (Incompetence)
This is the decision-maker‘s inability to solve a problem or to take advantage of an opportunity. Lack of experience might have similar results.
Malabo (Vague Decision-Making Responsibility)
This is uncertainty about who is charged with a particular responsibility or who will make a particular decision and be able to make it prevail.
Bitin (Decision Drift)
This is lack of a firm target date by which a decision must be made to maximize its effectiveness. Decision drift is the difference between the tithe necessary to make a decision and the time it actually takes for the decision to be done.
Malayo (Remoteness)
This refers to the remoteness of the decision-maker from the problem or opportunities. It results in a lack of the sense of urgency that someone closer to it might feel, or prevents a full appreciation of nuances and ramifications.
Puro Usapan (All Talk)
This is the loss of decision-making momentum. Too many people involved are either contributors or potential decision stoppers. There are also too many inconclusive, unproductive meetings.
Malabong Utos (Improper Delegation)
There is no delegation at all or just nominal delegation; too much control is retained by the delegator over methods and procedures. This also refers to delegation to the wrong people, improper training of subordinates, or poor guidance and follow-up by the delegator.
Hindi Hawak (Not controlled)
This is lack of authority to fully control elements of decision. It also includes lack of cooperation in terms of time or content by those whose inputs are sought.
Ma-pulitiko (Corporate Politics and Factionalism)
There are competing goals and competition for influence, leading the conflict and lack of support for the decision-makers effort‘ to make decisions.
Mabagal (Slow)
There is long lead time between decision and implementation, along with the loss of initial enthusiasm, of sense of urgency, and of incentive to make fast or innovative decisions about implementation.
Organizational Personality
Management expectations can sometimes discourage entrepreneurial spirit and establish overly confining procedures. This situation is accompanied by poor definition or communication of goals and of what contributions are expected
In assessing one‘s decision-making process, keep your answers as brief as possible. In some cases, two or three words or a simple ―yes‖ or ―no‖ will suffice.
Don‘t be afraid to elaborate if you think you have a point or observation that needs more explanation.
TIME AND PACE
Organizational Tempo
Organizational tempo is the speed with which an organization moves, thinks, and gets things done; how fast it makes and implements decisions, reacts to new business climates, adapts to sudden shifts in the marketplace aid competitive pressures, creates new products and services, solves problems, and seizes new opportunities. In short, it is the pulse of the organization. There are five quick facts about tempo:
Masdan ang tiyempo (Keep track timing) — Every organization has a tempo; everything the organization does ¡s done within the time frame established by that tempo. It is the pervasive climate in which the organization operates. An organization‘s tempo — good, bad, or indifferent — determines what that organization can accomplish in a given period.
Pabilisan (Competing in speed) — Next to making the right decisions, the speed with which those decisions are made has more to do with the success or failure of an organization than any other single factor.
Hindi pinapansin (Inattentiveness) — Despite the above, we incredibly and generally do not think of an organization as having a tempo. In fact, we seldom think of tempo at all. Consequently, we seldom set out to do anything to improve it.
SUPERVISORS SHOULD NEVER GET INTO THEIR SHELLS, ISOLATED FROM THE WORK FORCE
Bawal ang mabagal (Ban the slowpokes) — Slow tempo can occur at any and all levels. If it occurs significantly at top levels, the problem will tend to show up in bottom-line results and either the organization will go down the tube or middle management will get axed.
At lower and middle levels of management, slow tempo usually Just as damaging because if we don‘t look for it, especially in these terms, it tends to be less obvious and therefore more insidious. At these levels, it can eat away, undetected, at the effectiveness of the whole organization.
Size is no protection against slow tempo. It can afflict any organization, from the one-man plumbing shop to the automotive giant. Obviously, when you‘re dealing with a very small organization, personal work habits and attitudes tend to be a dominant influence. As the organization gets larger, organizational structure becomes a progressively greater influence to be reckoned with.
Puwedeng ma-improve (Improvement chances) — Finally, no organization moves anywhere nea1r its maximum potential tempo; therefore, every,
become better. The room for movement is as infinite as the need for improvement.
Time-Saving
Since time is precious how do you save time? Here are some suggestions:
1. Develop an overview of your responsibilities — There are many things you have to do. Which of these are a ―must?‖ Which arc those, which are just keeping you busy? Which really contribute to your accountabilities? Separate them. Then focus on the key activities. Clarify your job. Ano bang talaga ang responsibilidad mo (What is your real responsibility?) The Filipino has the habit of doing many things at the same time.
2. Schedule your routine — Make it a habit to write down the important things you will do in a day. Set the time. Also list down follow — up activities.
Many times good project get bogged down after a good start because of bad follow-up. Follow-up and follow-up. Bunch up the telephone calls together. Our PLDT lines are very bad, so psychologically prepare your mind to spend many minutes just contacting your party.
3. Delegate — Delagating is the best way of saving time. But how? First is to pinpoint the task or the job. This must be very clear. Then select the person who has the capability. Make the assignment and be clear about what is expected of him. Make the output or the result clear. Supply the support and clarify his authority. Tell others about his assignment. Check his progress.
Evaluate the results. Give him advice. What went right? What went wrong? Why?
How should he do better next time around? And when do you delegate? When you are overburdened, when there are emergencies, and when you are absent?
Teach people and delegation becomes easier. But don‘t just delegate and leave him alone; stay close; watch your subordinate. Tell him to repeat your orders.
Check if what he says is what you told him.
HANDLING PROBLEMS
Resolving conflicts in the organization ¡s common problem facing managers. There are five ways of coping with such a situation:
1. Itabi muna ang problema (Set the problem aside.) If the problem is there, one way is to retreat or withdraw. Huwag pansinin (Don‘t pay attention.)
2. Hinay-hinay lang (Slow pace). Smoothen things over first. Try to patch up things in small bits and pieces, and slowly. Huwag biglaan (Don‘t do t all of a sudden).
3. Bigayan (Give and take). This is the art of compromising. I give you one part, you give me another. Utangan ng loob (Debt of gratitude).
4. Digmaan (War). Forcing the issue. Americans like this method. Open confrontation. Patigasan. Giyera kung giyera (Stubborneness. War, if necessary). The Filipino always uses this as a last resort.
5. Magpakatatag ka (Keep firm). This is also confrontation, but of a mature, intelligent type. Ideas are put to, the area of debate, of open discussions, instead of silent suspicious and backbiting. One takes a position, but one is cool and calm.
KEEPING OUT OF TROUBLE WHEN DIRECTING, ORDERING, ASSIGNING, OR INSTRUCTING
Mahirap magmando, mag-ingat kayo (It‘s difficult to command. Be careful). There are no assurances that employees won‘t get hung up about a particular assignment, but here are 11 guidelines from various sources that should minimize trouble:
1. Don‘t make it a struggle for power. If you approach too many order-giving situations in an ―I‘ll show-you-who‘s boss‖ frame of mind, you‘ll be fighting soon with the whole department. Try to focus your attention and then of the worker‘s on the goal that must be met. The idea to project is the situation that
2. Avoid an offhand manner. If you want employees to take instructions, seriously, then deliver them that way. It‘s all right to have fun, but be firm about those matters that are important. Kool lang (Keep cool).
3. Watch out for your words. As you have seen, words can be unreliable messengers of your thoughts. Watch the tone of your voice too. Few people like the feel that they are being taken for granted or pushed around. Most employees accept the fact that it is the supervisor‘s job to hand out orders and instructions.
Their quarrel is more likely to be with the way these are made. Mahirap magsaiita ng marahas (It‘s difficult to talk aggressively).
4. Don‘t assume that the worker understands. Give the employee a chance to ask questions and to raise objections. Have the employee confirm an understanding by repeating what you‘ve said. Paulit mo (Let him repeat the instructions).
5. Be sure to get feedback right away. Give the employee who wishes to
5. Be sure to get feedback right away. Give the employee who wishes to