decision making in npo sector lecture 25
DESCRIPTION
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 - PowerPoint PPT PresentationTRANSCRIPT
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DECISION MAKING IN NPO SECTOR LECTURE 25
MPA 505
RIFFAT ABBAS RIZVI
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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
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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
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LEADING THE TEAM
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LEADERSHIP
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WHAT IS LEADERSHIP?
Leading people
Influencing people
Commanding people
Guiding people
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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
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MANAGERS VS. LEADERS
ManagersFocus on thingsDo things rightPlanOrganizeDirectControlFollows the rules
LeadersFocus on peopleDo the right things
InspireInfluenceMotivateBuild Shape entities
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COMMON ACTIVITIES
Planning Organizing Directing Controlling
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PLANNING ManagerPlanningBudgetingSets targetsEstablishes detailed steps
Allocates resources
LeaderStrategy
Sets directionCreates vision
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ORGANIZINGManagerCreates structure
Job descriptions
Staffing HierarchyDelegatesTraining
LeaderGets people on board for strategy
CommunicationNetworks
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DIRECTING WORK
ManagerSolves problemsNegotiates Brings to consensus
LeaderEmpowers people
Cheerleader
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CONTROLLINGManager Implements control systems
Performance measures
Leader MotivateInspireGives sense of accomplishment
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LEADERSHIP TRAITSIntelligence
More intelligent than non-leaders
ScholarshipKnowledgeBeing able to
get things donePhysical
Doesn’t see to be correlated
Personality Verbal facility Honesty InitiativeAggressiveSelf-confidentAmbitiousOriginalitySociabilityAdaptability
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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
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NEW LEADERS TAKE NOTE
General AdviceTake advantage
of the transition period
Get advice and counsel
Show empathy to predecessor
Learn leadership
ChallengesNeed
knowledge quickly
Establish new relationships
ExpectationsPersonal
equilibrium
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NEW LEADER TRAPSNot learning quickly
IsolationKeeping existing team
Taking on too much
Captured by wrong people
Successor syndrome
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CORE TASKS
Create Momentum Master technologies of
learning, visioning, and coalition building
Manage oneself
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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
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CREATE MOMENTUM Build credibility
Demanding but can be satisfied
Accessible but not too familiar
Focused but flexible Active Can make tough
calls but humane
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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!
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ENABLING TECHNOLOGIES Coalition building
Don’t ignore politics Technical change not
enough Political management
isn’t same as being political
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MANAGE ONESELFBe self-awareDefine your
leadership style
Get advice and counselAdvice is from
expert to leaderCounsel is
insight
Types of helpTechnicalPoliticalPersonal
Advisor traitsCompetent TrustworthyEnhance your
status
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CONFIDENCE ON LEADER
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INTERNAL & EXTERNAL REPORTING
EFFECTIVE NEGOTIATION SKILLS
)
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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
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Components of Negotiation
Attitude
Behaviour
Discussion
Give-n-Take
Needs
Preferences
Process
Management Arrangement
Settlement
Differences
Limit Variation
Issue
Interest
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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”
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FOR ME..........
“The procedure to achieve an end through Informal or formal steps of Resolving the Differences”.
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Theoretical Framework (way in)
Perception experience
Individuality
Effect of political, Psychological, Spiritual, Social needs
SharingExchanging
Ideasinterests
ProcessInfluence
Difference in opinion
Leads toward
ConflictYes/No(Conditioned)
Solution C
hang
ing
Min
d
Human mind
NEGOTIATION
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Theoretical Framework (way out)
Proposal
Discussion
Preparation
Changing M
ind
Bargaining
Settlement
Review/ Evaluation
Issue judgement, both Party’s Interests,
Rapport building, Empathy, sympathy, Trust, Comm.
Planning, Objectives, Language
Friendly relationshipDecide Agenda, Share interest
Be positive, Concentration
Agreement
Expressing interests
Options, Position
Deal Stress & Conflict
Compromise
Follow-up, Out-come
Conflict- Difference- Problem
Satisfaction & Future plan
Success
Failure
Pre
-Neg
otia
tion
Neg
otia
tion
Pos
t-N
egot
iati
on
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Features of Negotiation
Minimum two partiesPredetermine goalsExpecting an out comeResolution and consensusParties willing to modify their positionsParties should understand the purpose of negotiation
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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”.
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Why do we NEGOTIATE?
To reach an agreementTo beet the oppositionTo compromiseTo settle an argumentTo make a point
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Phases of Negotiation
There are basically two phases of Negotiation
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Phases of Negotiation
1- Process
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Pre-Negotiation
Planning & Preparation
Establishing Rapport Objectives and Goals
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Negotiation
Discussion Proposals
Bargaining
Agreement
Compromise
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Post-Negotiation
Review Evaluation
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Post-negotiation ( Review Evaluation )
8. Review : Check the level ofSuccess
SatisfactionPerformanceFuture plan
9. Evaluate Negotiating & Improve Skills
Reason for failure Skills needed for success Checklist for ActivitiesPsychological Management Reaching a life balance
Phases of Negotiation
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HOW WE CHANGE WHAT OTHERS THINK, FEEL, BELIEVE AND DO?
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Tools in the process of Negotiation
1.Body Language (non-verbal communication)2.Developing a Win/Win philosophy3.Culture4.Diplomatic Language5.Handling problems
Phases of Negotiation
2- Approaches/ techniques/ Skills
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Role playing Psychodrama Conferences Brainstorming Homework Language Controlling Negotiation Conflict by
Controlling the impression Courage to change
Tools for Using Creativity in Negotiation
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Bargaining Zone Model
Your initial point
Your Target point
Opponent’s target point
Opponent’s initial point
Opponent’s Resistance point
Your resistance point
Area of potential agreement Area of potential agreement
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NEGOTIATION BEHAVIOR
Gevin Kennedy describes three types of behaviour that we can display and encounter when in a negotiation situation.
RED BLUE GREEN
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RED behavior
Manipulation
Aggressive
Exploitation
Always seeking the best for you
Taking
No concern for person you are negotiation with
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BLUE behavior
Win-win approach
Cooperation
Trusting
Relational
Giving
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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
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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.
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“Body language is an important part of communication which can constitute 60% or more of what we are communicating” (Barry, 2004).
Non-verbal Communication (Body
Language)
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A successful Negotiator
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SKILLS FOR EFFECTIVE NEGOTIATION
Preparation and Planning Skills
Knowledge of the subjects
Ability to think clearly and rapidly
Ability to express
Listening Skills
General problem-solving and analytical skills
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Common Negotiation Mistakes/ barriers
Preparation and listening are key!Weak knowledge of key motivatorsPoor handling of AlternativesFailure to fully acknowledge the concerns of othersImpatience/ Poor timingPoor closeSelf Control Where possible, conduct yourself with impartiality Try to maintain emotional distance Do you know how to defuse tension? Know your Hot Buttons….
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NEGOTIATION STRATEGY Model
BARGAINING EMOTIONS
COMPROMISE LOGICALLY
By: Kenneth Berrin
High
Low
HighLow INFLUENCE
INTI
TUTI
ON
(abi
lity to
mod
ify o
ther
s)
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SKILLS AND NEGOTIATION
Not every leader will be a great negotiator, nor every negotiator have great leadership skills. Yet, to succeed in business negotiations, you should possess some key leadership traits if you seek to achieve objectives and results. And certainly, to be successfully in charge of negotiating team, you will need leadership characteristics.
Decisiveness Tact Integrity Enthusiasm Bearing
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Unselfishness Courage Knowledge Loyalty Endurance
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According to the article 5 Key Traits of Great Leaders, on Entrepreneur.com, there are certain features every leader has:
Vision Passion Decisiveness Team-building Character
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There are a total of 14 leadership traits according to the U.S. Marine Corps. Bear in mind that every leader does not necessarily possess all 14 traits, and may be stronger in some than others. These traits are:
Justice Judgment Dependability Initiative
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Negotiation Resources
Books:“Human Resources Skills for the Project Manager” Barry, 2004.“Principles of Project Management” John R Adams“The Power of Nice” Ronald Shapiro“Swim with the Sharks Without Being Eaten Alive” Harvey Mackay“Getting Ready to Negotiate: The Getting to Yes Workbook” Roger Fisher and Danny Ertel“Negotiating Skills for Dummies” Michael and Mimi Donaldson
Web Sites:http://www.maxwidman.com/papers/negotiatinghttp://www.gantthead.com/Gantthead/JPACE/justifypages/1,1457,61,00.html