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PERSONAL SKILL DEVELOPMENT ASSIGNMENT - 1

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Page 1: PSD Assignment

PERSONAL SKILL DEVELOPMENT

ASSIGNMENT - 1

By: Mular Abdul Shukoor

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Acknowledgment

Taking this opportunity, I would like to thank the kind support received from my fellow

colleagues at Dhiraagu for providing support and necessary information that fulfill the

topics in this assignment.

Furthermore I would like to thank our PSD Lecture MR. Karthik , who have guided and

provided a guidelines for completing the assignment mannerly that have covered all the

criteria’s in the assignment.

In addition I would like to thank the support provided by other lectures and individuals in

the organization.

BY: MULAR ABDUL SHUKOOR –MIHND 089 1

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Table of Contents

Acknowledgment 1

Executive Summery 3Objective

Introduction 4

History and Background 5

Nature of the Organization 6Mission Vision

Department Structure 7

Findings 8

Analysis and problem solving 11

Problem Solving and Methods Used at Dhiraagu 12Path ChartEngagement HierarchyScore cards analysis activityOne-on-one Engagement InterviewImpact Planning and challenges

Recommendation 19

Conclusion 19

Bibliography 19

BY: MULAR ABDUL SHUKOOR –MIHND 089 2

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Executive Summery

Objectives

To improve, analyze and demonstrate the communication and Business activities

within the company and measuring the skills for individual and group level.

To develop a system to tackle issues facing in decision making and problem

solving.

To enhance the current system according with the futures that user need.

Building mechanism to communicate within the users in different areas of the

field and assuring the effective use of technology for the users.

BY: MULAR ABDUL SHUKOOR –MIHND 089 3

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Introduction

In this assignments, I selected the DHIRAAGU and have analyzed there business

activities and communication skills for the each individual and group level.

Furthermore, by analyzing and investigating the activities within the departments of

Dhiraagu gives a bulk of information of how the companies have achieved and maintain

successfully within in the market for such a long period of time.

To narrow down and generate a comprehensive and feasible report, I will be focusing

on one department, i.e. Transmission Department.

Transmission department’s main aim is to establish and maintain core network by using

the most modern technology that are available in the telecommunication market and

also to provide support to the other departments and customers.

No of staff working in the department: 23

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History and Background

Dhivehi Raajjeyge Gulhun Public Limited Company (Dhiraagu), is a joint venture

company 48% owned by the Government of the Maldives and 52% by Cable and

Wireless. They began operations in 1988 as the national telecommunications carrier in

the Maldives. Since that time Dhiraagu has rapidly built a sound, financially strong

business based on a commitment to providing innovative products and services and a

philosophy that places high value on customer satisfaction. The investments is over

MRF 1.6 billion and employ more than 550 staff members of which 99% are locals.

The company has more than 32 departments and sub division who are actively involved

in different activities within the company and also dealing with the customers. Among

them I have included only the main departments in the list.

General Management

Administration

Networks

Finance

Human Resources

Customer Services

Information System

Internet and IP solution

Regional Centers

Sales and Marketing

Legal & Regulatory Board.

Nature of the Organization

Mission: “To lead the information and communication market through excellence in quality, value

and customer service”.

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MANAGERWahid

Senior Engineer

Ali

Senior EngineerHussain

Senior OfficerIsmail

To lead the market by delivering, quality and value services to our customers today. At

the same time planning for tomorrow with some revolutionary products and services.

But it's not just new technologies and products offerings that drive the company. It's the

people that make the difference. That's why an important part of Dhiraagu future plans

are built around proactive recruitment of talented individuals.

Vision:Dhiraagu acknowledges that providing excellent customer service to our customers and

sustaining it is the key differentiator that will enable us to lead the market in this

increasingly competitive environment.

Providing excellent services involves understanding customer expectations, meeting

and exceeding those expectations at every interaction we have with our customers and

every experience the customer has in using our services.

Our customers are intelligent, educated and are exposed to world class services in

different environments and have high expectations for improved service levels from

Dhiraagu.

Department Structure

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Findings

The workshop was carried out in two phase within the department

Individual skill analyses

Group skill analyses / Department skill analyses

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The group level or department level was conduct within a period of 2 hours each.

Each staff was given one to one discussion period on 30 minutes. The discussion was

mainly focused on improving the skills in decision making, communication and

productivity.

Individual skill analyses

This was conduct mainly for the group of staff under senior technician and technician.

Each staff was given 30 minutes. The following points was discussed and highlighted

during the meeting.

Importance of transferable and communication skills within individuals and

identifying different communication methods both verbal and non-verbal as well

as transferable skills such as writing reports, memo etc.

Deferent methods of verbal and non-verbal communication skills.

o Inform: First one is to inform people. You would inform people on how

your assignments or projects are going. You would sit down and give

them a report. That is information.

o To make a request: If we are in a situation where we need a help, we

make a request or just simply we ask help. Asking help is the most

effective way of getting help. We all have a natural empathy for those in

need. When we make a request we need to ask for people’s help. We

need to state our request clearly. We need to make sure that people

understand it and to make them commit whatever is requested.

o  Influence: Third form of communication is influence. This is something

politicians do well. They give a great attention to how they dress, the

words they use. They pay attention how they are influencing the

audience. They give an attention whether they are getting applause or

not, whether people smile or respond in an expected way or not. So when

we set out some influence on somebody we need to remember that we

are communicating far more than just verbal terms.

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o  Entertain: And the forth method of verbal communication is entertaining.

This is something comedians are good at. You are all the time calibrating

or measuring what makes them smile and what doesn’t.

Some main points of Transferable skills such as:

o Transferable skills are mutually supportive. For example, interpersonal

skills (such as how well you listen) are often closely connected to your

ability to communicate effectively (such as how much impact your written

or spoken word has on others).

o Transferable skills empower you to use and effectively apply the specific

knowledge you develop through higher education. For example, expertise

with 'MS-Excel' or 'SPSS' enables you to use and present discipline-

specific data effectively.

Group skill analyses

Groups must be managed and maintained. Managing the group should

be undertaken by the group, and be a normal part of group activities.

The study of the dynamics of a group includes questions such as: How is

the group formed? Why is the group formed? How is the group

structured? How does the group operate? How does the group affect

individual members, other groups and the organization? Healthy and

confident group dynamics require the participation of group members,

participatory leadership, motivation, effective communication and

productive conflict resolution.

Different types of group formations was highlighted some questions was

identified.

o Forming:

What was the task? 

Did you all share the same expectations of the task? 

Did you all have the same attitude to working in a group? 

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Did you feel any anxiety at the outset of the activity?

o Storming

Was there any conflict in the group? 

Did you all agree on the means of carrying out the task? 

Did you have a leader and was his/her authority

challenged? 

Did any group members withdraw from the group?

o Norming

Did you move on to agree methods of working? 

Did you have a common goal? 

Did you cooperate with each other? 

Did you work out how to proceed at all? (If not, you were

probably still storming.)

o Performing

Did everyone take on a functional role to achieve the task? 

Did you work constructively and efficiently? 

Did the group's activity focus on fulfilling the task? 

Did you experience a sense of achievement?

o Retiring/Adjourning

Did you stop abruptly and all go your separate ways or did

you finish the task and then go off together and socialize? 

Did you talk about the group and your experience of it? 

What sort of issues did you discuss or think about after the

group activity? 

Was it more or less acceptable to give and receive feedback

in a relaxed atmosphere when adjourning?

o Mourning/Grieving

Have you experienced the mourning stage following the

completion of a show or project? 

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Have you ever felt empty or sad when a group activity has

finished? 

Why might some people feel the mourning stage more

acutely than others? 

How do you deal with your own feelings after the project or

show?

Analysis and problem solving

The analysis was done in individual level and group level and came up with some

effective solutions im managing the skills.

o Balancing the work assign to each individual staff

o The task assigned to staff should be very clear and easy to meet the objectives.

Teams or group will be best when there is a balance of primary roles and when team

members know their roles, work to their strengths and actively manage weaknesses.

To achieve the best balance, there should be:

o One coordinator (not both) as a leader

o A Plant to stimulate ideas

o A Monitor/evaluator to maintain honesty and clarity

o One or more Implementer, Team worker, Resource investigator or

Completer/finisher to make things happen

Problem Solving and Methods Used at Dhiraagu.

To build and get an appropriate result of how the employee are engaged, below

methods are run for each staff.

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REAL PROFITSTOCK

INCREASE

o One-on-one Engagement Interview

o Impact Planning Challenges

List of questioner was handover, which contains 12 questions that they have to answer.

Following are the main points; this question is rated for 1 to 5, were 5 means “Strongly

agree” and 1 means strongly disagree.

Q01. I know what is expected of me at work.

Q02. I have the materials and equipment I need to do my work right.

Q03. At work, I have the opportunity to do what I do best every day.

Q04. In the last seven days, I have received recognition or praise for doing good

work.

Q05. My supervisor, or someone at work, seems to care about me as a person.

Q06. There is someone at work who encourages my development.

Q07 At work, my opinions seem to count.

Q08. The mission or purpose of my company makes me feel my job is important.

Q09. My associates or fellow employees are committed to doing quality work.

Q10. I have a best friend at work.

Q11. In the last six months, someone at work has talked to me about my

progress.

Q12. This last year, I have had opportunities at work to learn and grow

Path Chart

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Growth

Teamwork

How can we grow?

Opportunities to learn and growProgress in last six months

I have a best friend at workCoworkers committed to qualityMission/Purpose of companyAt work, my opinions seem to count

Engagement Hierarchy

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BY: MULAR ABDUL SHUKOOR –MIHND 089 14

Someone at work encourages my developmentSupervisor/Someone at work caresRecognition last seven daysDo what I do best every day

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Score cards analysis activity

One-on-one Engagement Interview

Q01. I know what is expected of me at work.

Questions asked.

What have been your main successes at work over the last 6 months?

How will these successes contribute to the overall organization?

How can I help you achieve these successes?

Q02. I have the materials and equipment I need to do my work right.

Questions asked.

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Thinking about the work that you do, is there anything that you need that

would help you do your work better?

How would this help? And how much difference would it make?

How could we measure this difference?

Q03. At work, I have the opportunity to do what I do best every day.

Questions asked.

What do you really like about your work?

What aspects of your work do you think you do really well?

Are there things you are expected to do at work that you don’t like or find

difficult?

How can I help you with these?

Q04. In the last seven days, I have received recognition or praise for doing

good work.

Questions asked.

When you achieve success at work, how do you like to be recognized?

As you look ahead to the next 12 months, what recognition would you like to

achieve?

How can I help you achieve that recognition?

Q05. My supervisor, or someone at work, seems to care about me as a

person.

Questions asked.

Are there some people who seem to bring out the best in you?

Are there some people who you tutor or mentor?

How do you like to be supported in your work?

Q06. There is someone at work who encourages my development.

Questions asked.

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What areas of your work would you like to improve?

In what areas of work do you think you could make the greatest contribution?

What’s the best way for you to learn these things?

Impact Planning Challenges

Impact Planning Challenge 1

“as a Manager what is my role?”

Action Points

The manager should organize the Impact sessions, initiate and moderate

workgroup dialogue about engagement, manage the process and

delegate when necessary. The manager should also strive to remove

organizational barriers for the workgroup.

Impact Planning Challenge 2

“our team wants to tackle things that are beyond its control.”

Action Points

Keep focusing members on “winnable victories” and help them see that

when the action is beyond their control, they should redirect their energies.

Avoid setting unrealistic goals in the impact plane.

Impact Planning Challenge 3

“we are all so busy we have very little time to do this.”

Action Points

Schedule conversations about engagement into regular meetings or hold

brief update meetings. Blend engagement into your culture by applying the

concepts frequently.

Avoid Scheduling busy people’s time without an agenda, outcomes and

without following up on progress.

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Impact Planning Challenge 4

“Our group doesn’t have an effective way to meet and Impact Plan.”

Action Points

Divide large groups into sections. Choose representatives to serve as

intermediaries between you and the sections. Identify whether any

sections are working on the same issues or could help solve each other’s

problems. Develop communication methods among the sections. Work to

eliminate organizational barriers that the sections identify.

Avoid letting sections work independently of each other. Efforts will be

fruitless.

Impact Planning Challenge 5

“Our large workgroup’s section don’t know what each other is

doing.”

Action Points

Post the Impact Plans in a public place or ask someone to compile all of

the plans. Create posters of actions in a central location. Hold an

occasional conference call to discuss the plans and ask sections to

present their Impact Plans.

Avoid making progress on the Impact Plan without updating the rest of the

workgroup or asking them for assistance.

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Recommendation

Encourage team members to develop supportive relationships with one another

Facilitate an in-depth discussion about the definition of "best friend at work"

during the engagement action planning

Encourage each team member to talk about what they want to learn.

Talk with team members individually about their career goals.

Encourage team members to participate in training programs offered by your

company.

Talk one-to-one with team members regularly

Be willing to stop what you are doing to coach team members

Conclusion

There are many side of the personal skill that needs to be developed with in the

Transmission. Everyone in the Department must get involved in the discussion planning

session because everyone has the right and the responsibility to make the team better

The report has highlighted some of the main changes and improvements that need to

be addressed for excellent communication methods. Thus it will lead to a good and

friendly environment in which lots improvements will be gain in skills and knowledge

staff who are working and the company.

Bibliography

Dhiraagu library

http://en.wikipedia.org/wiki/Communication_skills

http://www.iemw.tuwien.ac.at

Lesson Notes

BY: MULAR ABDUL SHUKOOR –MIHND 089 19