Training Professional Secretarial & Administration Skills

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وبھ نستعین

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Welcome to

Professional Secretarial & Administration Skills

Trainer

Ass. Prof. Dr. Omaima El Tahir Babikir Mohamed (PhD)

[email protected]/ [email protected]+60163430273

Park Royal HotelsKuala Lumpur

8-17 April 2013

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� Profile of the Professional Secretarial/administrative

� The role of Secretarial & Administrative Communication

� Developing A Professional Image

� How To Effectively Handle Your Boss “Saying 'No‘ Constructively”

� Managing Stress

� Mastering the Art of Communication

� Interpersonal Skills

� Developing Decision Making and Problem Solving Skills

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Decision making

Decision making is a complex, cognitive process often defined as choosing a particular course of action.

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a systematic cognitive process in which there must be an identification of alternatives.

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Decision making situation

Decision making situation: The situation in which

decisions are made. It may be personal, clinical, or organizational.

Personal decision making: is a familiar part of everyday life.

Organizational decision making: is choosing options directed toward the resolution of organizational problems and the achievement of organizational goals.

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�Decision making and problem solving used inconsistently or interchangeably.�The two process appear similar and may in some instances depend on one another, they are not synonymous.�The main distinctions between the two are that decision making may or may not involve a problem, but it involves selection of alternatives.�Whereas problem solving involves diagnosis a problem and solving it, which may or may not entail deciding on one correct solution.�Most of the time, decision making is a subset of problem solving.

Relationship between decision making and problem solving

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There are THREE main types of decision that managers can experience in different situations, namely: routine, adaptive, and innovative decisions.

A- Routine decisions:is the decision made when problems are relatively well defined and common and when established rules, policies, and procedures can be used to solve them.

B- Adaptive decisions: is the decision made when problems and alternative solutions are somewhat unusual and only partially understood.

C- Innovative decisions:is the decision made when problems are unusual and unclear and creative solutions are necessary.

Types of decisions

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Levels of decisions

Strategic Administrative Operational

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Levels of decisions

1. Strategic decisions:-Decisions made by the top executives that a crucial to

operations or long-range planningAre strategic because they define and focus on major, long-

term goals.

2. Administrative decisions middle managers make mostadministrative decisions. They resolve unusual problems anddevelop techniques to improve functioning

3. Operational decisions: these are the routine decisions thatrelate to day-to- day events. Middle and first line managers makemost of the operational decisions

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1- experience and knowledge .

2- creating thinking.

3- self concept.

4- stress

5- interpersonal conflict

6- time available. , money, energy

Factors affecting decision making

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7-Routine versus non routine decision.

8-Risk associated with the decision.

9-Critical nature of work.

10-Written guidelines.

11-Organization attitude toward decision making.

12-Amount and kind of information available.

13-Degree of acceptance and support.

14-Manegers personal ability.

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Characteristics of effective decision making process:

• Conducted in a systematic, comprehensive way of thinking.

• The consequences of the implemented decision are determined.

• Results in positive outcomes and fewer negative consequences.

• Based on a "Goal-oriented" analysis of the situation, its problems, and their alternative solutions.

Decision making process

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1) Defining the problem:

You may need to state the problem in broad terms since the exact problem may not be obvious.

you may lack information to define it

Prepare a statement of the problem and find someone you trust to review it and to talk it over.If the problem is a job situation, review it with your supervisor or the appropriate committee or resource.

Decision making process

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2- Gather Information: from where!!!

Stakeholders:”Individuals, groups, organizations that are affected by the problem or its solution”.

Facts & data- Research. - Results from experimentation and studies.

- Interviews of "experts" and trusted sources.- Observed events, past or present, either personally observed .

BoundariesThe boundaries or constraints of the situation are difficult to change.

Opinions and AssumptionsOpinions of decision makers, committees or groups, or other powerful groups will be important to the success of your decision. It is important to recognize truth, bias, or prejudice in the opinion.

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3) Develop Alternatives

Look at the problems in different ways; find a new perspective that hasn’t thought of before. Once you have listed or mapped alternatives, be open to their possibilities. Make notes on those that:

�Need more information. �Are new solutions can be combined or eliminated. �Will meet opposition. �Seem promising or exciting.

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4) Weigh AlternativesAfter listing possible alternatives, evaluate them without prejudice, no matter how appealing or distasteful

Consider all criteria while a suitable solution may solve the problem, it may not work if resources aren't available, if people won't accept it, or if it causes new problems

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Don't consider any alternative as "perfect solution." If there were, there probably wouldn't be a problem in the first place

Consider your intuition, or inner feelings in deciding on a course of action

Return to a trusted outsider: Is there something you missed?Does he/she see a problem with your solution?

Compromise when you have a full grasp of the problem, and your alternatives

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5. Select the best alternative� Don't consider any alternative as "perfect

solution." If there were, there probably wouldn't be a problem in the first place

� Consider your intuition, or inner feelings in deciding on a course of action

� Return to a trusted outsider: Is there something you missed?Does he/she see a problem with your solution?

� Compromise when you have a full grasp of the problem, and your alternatives

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6) Implement the solutionuntil the solution is acted on, a decision is only a good intention.

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Develop a plan for implementation. Its elements include:

� Step-by-step process or actions for solving the problem.

� Communications strategy for notifying stakeholders.

� Where important or necessary, inform those who care for you and/or will be affected by the change. Prepare them as necessary about your decision.

� Resource identification/allocation.� Timeline for implementation

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7) Monitor progress

if results are not what you expect, review your options and alternatives

Whether or not you achieved your goals, it is important to consider what you have learned from your experience: about yourself, about what you consider important.

Lastly, if you have done your best, you have this as one measure of success.

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1- interpret data in more than one way.

2- set criteria of success beforehand .

3- ask other people

4- lest your failure

5- improve feedback by avoid missing and confuse

6- scrutinize the decision making process

7- Change your way of deciding and reevaluate your time,

and learning from experience

8- have group do decisions audits too.

9- be rational.

How to Improve Decision Making?

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10. Educate people so they know how to make appropriate decision.

11.Seeking support of top management for decision making at thelowest possible level, (e.g decentralization)

12.Successful manager stay informed about decision being made atdifferent levels of the organization after appropriatelydelegating these responsibilities.

13.The managers should deal only with these decisions requiringtheir level of expertise (non routine decisions), supportimplementation of decisions, and credit the decision maker.

14.Delegation of decision making (routine decision making) tosubordinates to gain their trust, loyalty and to raise their self-esteem.

15.Successful manager who is skilled in both decision making andproblem solving serves as a motivator and role model for others

Traditional Problem-Solving Process

The traditional problem-solving model is widely used and is perhaps the most well known of the various models. The seven steps follow. (Decision-making occurs at step 5.)

1. Identify the problem.2. Gather data to analyze the causes and consequences of the problem.3. Explore alternative solutions.4. Evaluate the alternatives.5. Select the appropriate solution.6. Implement the solution.7. Evaluate the results.

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Traditional Problem-Solving Process

Although the traditional problem-solving process is an effective model, its weakness lies in :

1. the amount of time needed for proper implementation. This process, therefore, is less effective when time constraints are a consideration.

2. lack of an initial objective-setting step. Setting a decision goal helps to prevent the decision maker from becoming sidetracked.

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Steps in problem solving

1- define the problem2- gather information3- analyze the information4- develop solutions5- Make a decision6- implement the decision7- evaluate the solution

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Info

It’s about information processing.It is about getting the right information!!

Enough?

Solved?

Use Tools &Techniques

Yes

No

No

Yes

Monitor

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Making decision and taking action are critical to learning and understanding the problem resolution

InputInformation

Experience

Judgment

Knowledge

ResultsConcern

Resolved

ProcessGather

Sort

Organize

Analyze

Confirm

Th

ink

ing

Action

Creativity

Decision Making

Speed of Execution

Questioning & ListeningSkills

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Collaborators

People who see the big picture, the ultimate goal of the team

• Set standards/rules

• Generate ideas

• Test ideas

• Negotiate solutions

Communicators

People who ensure everyone’s views are expressed and keeps everyone talking

• Encourage participation

• Provide compromise

• Reflect feelings

• Support others

Challengers

People who question the leaders and members to keep the team on track

• Provide ideas

• Criticize answers

• Defend ideas

Contributors

People who concentrate on individual, task-oriented effort

• Synthesize ideas

• Assess risks

• Summarize process status

• Provide expertise

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Questioning

Unraveling the unknown

Listening

Building trust and respect

Learning from others

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Questioning Is a Key Skill

Success in process depends on using a systematic approach and asking questions effectively

Effective questions understand :

• Intent behind their questions

• The assumptions they have made

• The importance of choosing words carefully

• Where they are likely to get the answers

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Decision making techniques

Decision making techniques vary according to the nature of the problem or topic, decision maker, situation, and decision making method or process.

Tools such as cause- and- effect diagrams, flow charts, Pareto charts, run charts, histograms, control charts, and scatter diagrams to help understand facts and relationships in processes they are examining.

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1. Group decision making:

A number of studies have shown that professional people do not function well under micromanagement.

Group problem solving casts the manager in the role of facilitators and consultant.

Compare to individual decision making , group can provide more input and better decision.

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2. Nominal group technique (NGT)

-It is eliciting written questions, ideas, and reactions from group members.

Consists of :-Silently generating ideas in written.-Discussing each recorded idea and evaluate.-Voting individually on priority ideas, with group solution being derived mathematically through rank ordering.

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Decision making techniques 3. Delphi technique

It is judgments on a particular topic are systematically gathered from participants who do not meet face to face.

Useful when expert opinions are needed . 4. Statistical aggregation:

Individuals are polled(قرعة )regarding a specific problem and their responses are tallied .like Delphi technique , does not require a group meeting.no opportunity for group members to strength their

interpersonal tie or interaction.

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5. Brainstorming

The idea generating technique wherein a Group members meet

and generate diverse ideas about the nature, cause , definition,

or solution to a problem without regard to questions of

feasibility or practicality. Through this technique, individuals

are encouraged to identify a wide range of ideas. Usually, one

individual is assigned to record the ideas on a chalkboard.

Brainstorming may be used at any stage of the decision- making

process, but it is most effective at the beginning, once a problem

has been stated.

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6. fishbone diagram (causes and effect)Is drawn after a brainstorming session, the

central problem is visualized as the head of the fish, with the skeleton divided into branches showing contributing causes of different parts of the problem.

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7. Six thinking hatsLooking at a Decision from All Points of View

It is used to look at decisions from a number of important perspectives. This forces you to move outside your habitual thinking style, and helps you to get a more rounded view of a situation.

Each 'Thinking Hat' is a different style of thinking.

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White Hat:With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it.Red Hat: you look at problems using intuition, gut reaction, and emotion .Try to understand the responses of people who do not fully know your reasoning.Black Hat:look at all the bad points of the decision .

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Yellow Hat:The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it Green Hat:The Green Hat stands for creativity. This is where you can develop creative solutions to a problem Blue Hat:The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking,

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INDIVIDUAL VARIATIONS IN DECISION MAKING

Because everyone has different values and lifeexperiences, and each person perceives andthinks differently, different decisions may bemade given the same set of circumstances. Nodiscussion of decision making would,therefore, be complete without a carefulexamination of the role of the individual indecision making

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1. values:

Individual decisions are based on each person’s value system. No matter how objective the criteria, value judgments will always play a part in a person’s decision making, either consciously or subconsciously. The alternatives generated and the final choice selected are limited by each person’s value system.

Because values also influence perceptions, they invariably influence information gathering, information processing, and final outcome

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2. Life Experience:Each person brings to the decision-making task past experiences that include education and decision-making experience. The more mature the person and the broader his or her background, the more alternatives he or she can identify.

3. Individual Preference:With all the alternatives a person considers in decision making, one alternative may be preferred over another. The decision maker, for example, may see certain choices as involving greater personal risk than others and therefore may choose the safer alternative. Physical, economic, and emotional risks, and time and energy expenditures, are types of personal risk and costs involved in decision making.

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4. Individual Ways of Thinking and Decision Making :Our way of evaluating information and alternatives on which we base our final decision constitutes a thinking skill. Individuals think differently. Some think systematically—and are often called analytical thinkers—whereas others think by sense.

Some feel that there is a gender difference in how we think and behave. Rudan’s research (2003) looked at how male and female leaders behaved differently and noted that males and females socialized and communicated differently; males paid much less attention to relationships and resisted being influenced. These differences have the potential to effect decision making.

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OVERCOMING INDIVIDUAL VULNERABILITY INDECISION MAKING

1. Values :Overcoming a lack of self-awareness through valuesclarification decreases confusion. People who understand their personalbeliefs and feelings will have a conscious awareness of the values on which their decisions are based.2. Life experience:a person can do some things to decrease this area of vulnerability:-use available resources, including current research and literature, to gain a fuller understanding of the issues involved. -involve other people, such as experienced colleagues, trustedfriends, or superiors, to act as sounding boards and advisors. - analyze decisions later to assess their success.

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OVERCOMING INDIVIDUAL VULNERABILITY INDECISION MAKING

3. Individual Preference :Overcoming this area of vulnerability involves self-awareness, honesty, and risk taking. 4. Individual Ways of Thinking :People who make decisions alone are frequently handicapped because they are not able to understand problems fully or make decisions from both an analytical and intuitive perspective. However, in most organizations, both types of thinkers may be found. Using group process, talking management problems over with others, and developing whole-brain thinking also are methods for ensuring that both intuitive and analytical approaches will be used in solving problems and making decisions. Use of heterogeneous rather than homogeneous groups will usually result in better-quality decision making

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�Unlikely any individual will have all the knowledge or resources to make an effective decision

�Groups provide a greater diversity of perspectives

�Group provides the opportunity to test ideas before one is selected and implemented

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�Quality of group communication affects members ability, also lead to quality solutions

�The social context motivates members to find best possible solution

�To take advantage of a group’s strengths, structure or decision making procedures are needed

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�Help to accomplish the five functions

�Overcome problems that routinely arise during decision making◦ Unequal participation◦ Trouble staying focused◦ Pressure to conform◦ Inefficient use of time◦ Difficulty of balancing task and relational dimensions

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DECISION MAKING IN ORGANIZATIONS

Since organizations are made up of people with differing values and preferences, there is often conflict in organizational decision dynamics.

1. Effect of Organizational Power on Decision MakingPowerful people in organizations are more apt to have decisions made (by themselves or their subordinates) that are congruent with their own preferences and values. On the other hand, people wielding little power in organizations must always consider the preference of the powerful when they make management decisions. Power is frequently part of the decision factor (Good, 2003). In organizations choice is constructed and constrained by many factors, and therefore choice is not equally available to all people.

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DECISION MAKING IN ORGANIZATIONS

2. Rational and Administrative Decision Makingmost managerial decisions were based on a careful, scientific, and objective thought process and managers made decisions in a rational manner. In the late 1940s, Herbert A. Simon’s classic work revealed that most managers made many decisions that did not fit the objective rationality theory. Simon (1965) delineated two types of management decision makers: the economic man and the administrative man.

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�Bad Idea

�Too Fast

�Expecting Ease

�Not Enough Information

� Intolerance of uncertainty

�Fear of Failure

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Summary

The decision making process may employ several models: rational or normative, descriptive or bounded rationality, satisfying, and political.

Decision making techniques vary according to the problem and the degree of risk and uncertainty in the situation.

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Why People Lose Their Jobs

� They get laid off

Job loss not their fault

�They get firedJob lost because of their actions

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Common Reasons Why Employees are Fired

Reasons the Law upholds as “just cause” for firing

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Reasons Employees are Fired

Attendance

� Being late or absent from workShows lack of responsibilityCan hinder productivity

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Character

� Being dishonestTrust, once lost, is hard to regain

�Being unreliableDependability is an employee asset

�Abusing drugs or alcoholCan create health/safety issues

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Reasons Employees are FiredTeam Work

� Bossing others aroundGiving orders is the boss’s job

�Not carrying your weightNot doing your part – relying on others to do your job for you

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Reasons Employees are FiredAppearance

� Dress CodeThis can be a safety issue as well as

a disregard for rules

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Remember thatyou are arepresentative ofyour companyhow you dressand act canreflect on thecompany.

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Reasons Employees are FiredAttitude

� Being rude and using abusive language

Inappropriate behavior is inexcusable�Being troublemakers

Stirring up dispute among othersCausing arguments and problems

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Reasons Employees are FiredProductivity

�Being carelessCan lead to accidents/profit loss �Being lazyIt’s a form of theft�Failing to do the task properlyCostly errors hurt business

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Organizational Skills�Unprepared

Not ready for meetings or presentations�Lack of Time Management

Not meeting deadlines�Loosing Tools & Materials

Unable to locate things

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Reasons Employees are FiredCommunication

� Failure to communicate(written and/or verbal)

� Unable to properly express ones thoughts and ideas

� Unable to interpret instructions anddirections

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Cooperation

� Failing to follow rules and policies

Not following instructions�Not getting along with othersCo-workers, boss, and/or customers

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Reasons Employees are FiredRespect

� Making fun of, harassing, or

discriminating against others

This could also land in court!

�Being disrespectful

Argumentative and confrontational

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� Being dissatisfied all the timeYou agreed to the work/pay/hours

Reasons Employees are FiredOther

� Theft

� IncompetenceLack of ability to perform assigned tasks

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�Correct your faults, move forward

�Don’t repeat your mistakes, learn from them

�Think positively about your next job

Positive Actions to Take if You’re Fired

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Documents

Training Professional Secretarial & Administration Skills