Tài liệu Hội thảo kỹ năng quản lí doc

Hội Thảo Kỹ Năng Quản Lý Workshop on Management and Leadership Bui X. Tung Shidler College of Business University of Hawaii, USA TTHL Can Tho, 10-2007 Outline (Nội dung)  Leadership and Influence  Decision making and problem solving  Change Management  Human Resource Management  Empowerment and persuasion  Planning, time management, delegation  Recruitment, retention and personnel development  Negotiation Disclaimer (Những nội dung không đề cập)  Western perspective  Private perspective  Is it the right time, right location, right people? Credits (Đội ngũ tham gia soạn thảo)  Elaine Bailey, University  Kem Lowry, Uni of Hawaii  Deb Fennell, Dart Energy  Thomas Little, Inc. Part I Leadership and Influence (Kỹ Năng Quản Lý & Ảnh hưởng) Our Agenda (Nội dung)  Learning to understand the effect of paradigms on persons, organizations and cultures and how they frame the conceptions of leadership.  Distinguishing between “Transactional” and “Transformational” leadership paradigms  Demonstrating the effect of paradigms and style on one’s conception of leader effectiveness and organizational effectiveness. Leadership as a Democratic Ideal (Kỹ năng quản lý theo quan niệm dân chủ)  American foundations are discovered in the concept of a free and responsible citizenry participating in accountable ways to advance the individual and common well being  How can we build a free, responsible citizenry? Transformational Leadership (Kỹ năng quản lý chuyển hoá)  Transformational Leadership emerged with its emphasis on change and forward movement and the development of followers as full human beings.  Three Approaches. 1. Burns, Kotter, and Kouzes and Posner, propose the leader is to develop a vision and to align constituents and followers around that vision through the use of persuasive communication, inspiration, and empowerment. 2. Heifetz and Laurie, Lipman-Blumen, sees leader’s role as tapping into the collective wisdom of the group to co-create a shared vision, create connections between personal aspirations and work, and provide workers with the resources, encouragement, and support needed to achieve goals. Principled Centered / Servant Leadership ( Lãnh đạo theo nguyên tắc trung/ Lãnh đạo theo Tinh thần phục vụ )  A third school of contemporary leadership  Covey’s theory of Principle-Centered Leadership  Greenleaf’s concept of Servant Leadership.  Return to leadership’s historic roots as an ethical discipline.  Growing recognition that modernization does not automatically lead to human progress in the form of greater freedom, justice and equality.  Greenleaf proposes true leaders are first attracted to a moral cause and become leaders in service to that cause. Their responsibility as leaders is to serve the needs of their followers. [...]... (Những kỹ năng quản lý mới)  Leadership must emphasize talent and environment by:  Creating a learning environment  Reducing fear that interferes with collaboration and communication  Diversified where people value difference as competitive advantage  See problems as opportunities  Leverages the organization mission and manages talent Your Paradigmatic Options (Lựa chọn cho bản thân một kiểu quản. .. relationships, question the deeply held assumptions that underlie organizational practice, seek systemic solutions to problems, rather than blame targets Emerging Leadership and Global Awareness (Kỹ năng quản lý & Nhận thức chung)  Requires leaders to confront the issues of freedom, equality and justice on a massive scale in pluralistic and diverse nations and organizations  Diffuse technology and... Communication Leadership = Success HOW DO YOU MAKE A DIFFERENCE… (Làm thế nào để tạo ra sự thay đổi…) I Now… A Leadership Formula (Công thức Quản lý) B = C + E + A A Leadership Formula (Công thức Quản lý) Behavior B = C + E + A Context Energy Attitude The Leadership Goal (Mục tiêu quản lý) “The ultimate test of leadership is its ability to create in the business system the drive and commitment to achieve real,... paradigm When YOUR Paradigm Is Not THEIR Paradigm (Khi kiểu quản lý của bạn không phù hợp với những người khác) There Are Three Kinds Of People in Leadership (Có 3 mẫu người lãnh đạo)  Those who MAKE things happen  Those who WATCH things happen  Those who WONDER what happened COLLINS'S LEVELS OF LEADERSHIP LEVEL 3 COMPETENT Sơ đồ Các cấp độ quản lý của Collin MANAGER Organizes LEVEL 1 people/resources...The “Learning” Leader (Người quản lý luôn học hỏi, tiếp thu)  1990s, Peter Senge, in the Learning Organization proposes:    organizations must engage in continuous learning to keep pace with global change learning disabilities... Facing the Future (Định hướng trong tương lai) How do you build a balanced environment achieving both business value and human effectiveness in your business system? Your Leadership Strategy (Chiến lược quản lý) What steps will you take to apply the principles from this seminar to your organization to achieve your balanced leadership system potential? Balanced System Area Learning & Growth Business Process... Audible-ready: change when needed • Consistency: predictable performance • Honesty-based: high integrity in all things The Model? (Chọn mô hình nào?) The Coach The Leader’s Six Jobs (6 công việc của người quản lý) 1 Establish a credible vision 2 Set and communicate priorities and responsibilities 3 Design and articulate a plan for success 4 Give clear, creative, consistent feedback on performance 5 Lead . Hội Thảo Kỹ Năng Quản Lý Workshop on Management and Leadership Bui X. Tung Shidler College. soạn thảo)  Elaine Bailey, University  Kem Lowry, Uni of Hawaii  Deb Fennell, Dart Energy  Thomas Little, Inc. Part I Leadership and Influence (Kỹ Năng