Strategic tools analysis of the organizations.pptx

It's a Strategic tools analysis of the organisations.

1. Application of Business Tools (7–12) Case Study Presentation: Shyamoli Paribahan Course Instructor: Dr. Mohammad Thoufiqul Islam Professor & Chairman Department of Management GROUP-02 ROLL NAME 52 Shafiul Islam Sakib 54 Ahadul Islam 56 Enne Akter 59 Imran Hossain Shawon 84 Trishita Lala 85 Kanij Fahima Koli

2. THE NINE PRINCIPLES OF MOTIVATION In any organization, the difference between average performance and excellence often comes down to one key factor—motivation. Motivated individuals bring energy, creativity, and commitment to their roles. But motivation doesn’t just happen by itself—it requires the right environment, mindset, and leadership.

3. Key Principles of Motivation 1 Be motivated yourself Self-motivation rallies others. People will ‘step up to the plate’ if you do so yourself. Knowing what motivates you will help you to motivate others. 2 Recruit people who are highly motivated and assign them to the right position Match people’s motivation to their job. Some are motivated by making sales while others are motivated by following processes, building teams or pursuing new ideas. 3 Treat people as individuals We all have different values and personalities. What works for one may not motivate another. So, tap into what motivates each individual to improve performance.

4. Setting Targets and Fostering Progress 4 Set challenging but realistic targets Nothing is more demotivating than unachievable targets. Nothing is more motivating than achievable, we-can-beat-the-competition targets – they tap into our competitiveness and desire to produce something to be proud of. 5 Focus on progress – it motivates Everyone responds to a pat on the back – they’ve earned it and deserve it, so make it happen. The result: an upward spiral of people wanting to achieve more. Creating a Motivating Environment 6 Develop an environment that motivates people Eliminate or minimize anything that blocks motivation – from bureaucracy and unnecessary procedures to lack of resources. Provide training and coaching to develop skills and to make people feel valued

5. Rewards, Recognition, and Trust Ensure that people receive fair rewards Promotion, pay rises, sales commission, profit share, work benefits, additional responsibilities: these motivate people. They give people a reason to stay and to help your company excel. Recognize people’s work We all want our efforts to be acknowledged. Recognition is needed to maintain commitment. Be honest about your intent Honesty lies at the heart of motivation. Be clear about what your intentions are. People will be motivated only by those they can trust.

6. Understanding Situational Leadership Situational Leadership, developed by Ken Blanchard and Spencer Johnson, is a dynamic model. It advocates for leaders to adapt their approach based on the specific team and situation at hand, ultimately enhancing performance and outcomes. This flexibility is key to effective leadership in diverse environments.

7. The Rationale for Situational Leadership Why embrace Situational Leadership? The core reason is simple: a single leadership style rarely fits all scenarios. Flexibility is paramount for effectiveness, allowing leaders to consider each team member's competence, motivation, and confidence. This tailored approach fosters individual growth and collective success.

8. Exploring the Four Leadership Styles Situational Leadership categorises leadership into four distinct styles: Directing, Coaching, Supporting, and Delegating. Each style offers a unique approach to guiding a team, ranging from highly structured guidance to empowering full autonomy. Understanding these styles is fundamental to applying the model effectively. Directing (Telling) Coaching (Engaging) Supporting (Developing) Delegating (Hands-off)

9. Directing: Clear Guidance for New Teams The Directing (or Telling) style is characterised by a leader providing clear instructions and close supervision. This one-way communication focuses on structure and control, making it ideal for new, inexperienced, or temporary teams who require explicit guidance to perform tasks effectively and efficiently. Focus: Structure, control, one-way communication. Best for: New, inexperienced, or temporary teams. Leader's Role: Provides clear instructions and close supervision, ensuring tasks are completed accurately.

10. Coaching: Nurturing Skills and Development The Coaching (or Engaging) style balances immediate targets with long-term development. Here, the leader teaches and guides, fostering skill enhancement while still providing direction. It is most effective for teams with some experience but who still benefit from active support in their learning journey. Focus: Teaching, guiding skills, and fostering growth. Best for: Teams with some experience needing further direction. Leader's Role: Balances short-term goals with long-term developmental objectives.

11. Supporting: Empowering Confident Teams The Supporting (or Developing) style sees the leader reducing control, prioritising praise, active listening, and facilitating team development. This approach thrives with confident and capable teams, promoting innovation and collaborative planning. It's about empowering the team to take ownership. Focus: Praising, listening, and facilitating development. Best for: Confident and capable teams that work well independently. Leader's Role: Reduces direct control, encouraging team-led innovation and planning.

12. Delegating: Trusting Highly Experienced Teams In the Delegating (or Hands-off) style, full responsibility is handed over to the team. The leader adopts an external support role, intervening only when absolutely necessary. This style is best suited for highly experienced and self-motivated teams who are fully capable of managing their tasks autonomously. Focus: Full responsibility handed over to the team. Best for: Highly experienced and self-motivated teams. Leader's Role: Provides external support, intervening only when essential.

13. Mastering Goal Setting: The John Whitmore Model Welcome to this presentation on effective goal-setting. Today, we'll explore Sir John Whitmore's comprehensive model, which ensures your objectives are not only appropriate and achievable but also set you up for success. This framework is essential for focusing individuals and teams on specific objectives, whether for annual appraisals, new roles, or project kick-offs.

14. The Foundation: Why Goal Setting Matters Goal setting is a fundamental aspect of personal and professional development. It provides clarity, direction, and a sense of purpose, which are crucial for motivating individuals and driving successful outcomes. Sir John Whitmore's model offers a robust checklist to guide this process, ensuring that every goal is well-defined and aligned with broader objectives. Focus for Action Clearly defined goals channel efforts towards specific, meaningful tasks. Sense of Purpose Goals provide direction, helping individuals understand their contribution to a larger vision. Performance Monitoring Goals create benchmarks for measuring progress and identifying areas for improvement.

15. The GROW Model's Influence: SMART Goals Sir John Whitmore, renowned for the GROW coaching model, also emphasised the importance of SMART goals within his goal-setting framework. This familiar acronym provides a foundational layer for ensuring that goals are well-defined and actionable, leading to a higher probability of achievement. Specific Clearly defined and focused objectives. Measurable Quantifiable progress and outcomes. Attainable Achievable within realistic constraints. Realistic Relevant to overall objectives. Time-constrained Defined deadlines and milestones.

16. PURE Goals: Ethical and Engaging Objectives Beyond SMART, Whitmore introduced the PURE criteria to ensure goals are not only effective but also ethically sound and positively framed. This adds a crucial human element to goal setting, fostering motivation and alignment with personal and organisational values. Positively stated Frame goals in an encouraging way to promote engagement and focus on desired outcomes, rather than what to avoid. Understood Ensure there is a clear vision of what success looks like, shared by all involved parties. Ambiguity can lead to misdirection. Relevant Goals must align with broader organisational priorities and other ongoing activities to maximise impact and resource efficiency. Ethical Consider the moral implications and ensure goals adhere to legal and ethical standards, avoiding any potential negative impact.

17. CLEAR Goals: Comprehensive and Accountable The CLEAR component of Whitmore's model introduces a layer of rigour, focusing on the broader context and accountability of goals. These criteria ensure that goals are not isolated but are part of a larger, well-managed framework, allowing for continuous improvement and learning. Challenging Goals should provide a sufficient level of stretch to encourage growth and development without being overwhelming. Legal Verify that all goals comply with relevant laws, regulations, and organisational policies. Environmentally sound Assess the ecological impact of goals, ensuring they are sustainable and responsible. Agreed Obtain consensus and commitment from all stakeholders to foster buy-in and shared responsibility. Recorded Document goals and regularly monitor progress, learning from both successes and setbacks.

18. End Goals vs. Performance Goals: A Key Distinction Whitmore's model also highlights the critical difference between end goals and performance goals. Understanding this distinction is vital for crafting effective strategies that lead to ultimate success while also building the necessary capabilities. End Goals These are the ultimate objectives you aim to achieve, representing the desired outcome. Gain promotion or additional responsibility. Complete a major project. Achieve sales of £300,000 this year. Performance Goals These focus on the level of performance required to achieve your end goals, encompassing quality, time, and specific skills. Improve time management skills. Develop negotiating capabilities. Meet specific production targets.

19. Assessing Your Goals: A Self-Reflection Checklist To effectively apply Whitmore's model, it's essential to regularly assess your current goals. Use the following questions to critically evaluate your approach, identify areas for improvement, and ensure your goals are robust and poised for success. 1 Clarity & Specificity What exactly does success look like? Is it an end or performance goal? 2 Measurability & Attainability How will progress be monitored? Do you have the necessary skills and resources? 3 Realism & Timelines How does it relate to other activities? Are milestones and dependencies defined? 4 Engagement & Understanding Is the goal positively stated? Is there a clear shared vision of success? 5 Relevance & Ethics How well does it relate to priorities? Is it legal and environmentally sound? 6 Challenge & Agreement Does it provide the right challenge? Has everyone agreed?

20. Key Takeaways & Next Steps The John Whitmore model provides a comprehensive and invaluable framework for goal setting. By applying the SMART, PURE, and CLEAR criteria, you can ensure your objectives are not just targets, but well-defined pathways to success. Use the 14 criteria: Always check your goals against the SMART, PURE, and CLEAR criteria for robustness. Distinguish goal types: Understand the difference between end goals and performance goals to plan effectively. Regular self-assessment: Continuously review and refine your goal-setting approach for ongoing improvement.

21. Leadership cornerstone: Develops skills and productivity. Empowerment and trust are essential. Delegation impacts productivity, innovation, and retention. Mistakes are part of learning and growth. The Six Steps of Delegation Success depends on mindset, attitude, and communication.

22. Step: Prepare to Delegate: Set goals. Plan. Win hearts. Match Task to Person: Know strengths. Potential. Career goals. Step: Encourage growth and trust through risk-taking. Make Sure, people know the reasons for your plan and what is expected of them are essential. These six stages provide a framework to help you delegate successfully:

23. Step: Discuss & Agree: Engage people with the task. Resources & Power: Provide tools and authority. Step: Support the team confidently in their decisions. Consider constructive criticism because it can Improve your plan and gain. Continue............

24. Step: Monitor Progress: Set goals. Track deadlines. Stay motivated. Review Progress: Reflect. Discuss. learn for the future. Step: Compare and discuss the results and objectives. Ensure that people are accountable for delivering what is expected of them. Continue............ Use these 6 steps as a framework for success.

25. KOTTER’S EIGHT-STAGE PROCESS

26. Step:1 Establish a Sense of Urgency What It Means: People won’t support change unless they see a good reason. You need to show why change is needed – now. How to Do It : Share facts, data, or examples of current problems . Talk about what might go wrong if nothing changes. Also highlight new opportunities if change happens quickly. Real-Life Example : A school switching to online learning because classrooms are outdated and students are falling behind. 29

27. 30 step 2: Create the Guiding Coalition What It Means: Build a team of people who support the change and have the power to make things happen. What to Look For: People from different departments or backgrounds Individuals who are respected, influential, and motivated A team that works well together and shares a common goal Why It Matters: One person can’t drive change alone—it takes teamwork and leadership.

28. What It Means: Create a clear picture of what the future will look like and how to get there. Vision :A simple, clear goal for the future Strategy: A plan to reach that goal Example : Vision: “Become the most eco-friendly school in the city.”Strategy : Reduce plastic, recycle more, and use solar panels. 31 step 3: Develop a Vision and Strategy

29. What It Means : Make sure everyone knows and understands the vision and plan. How to Communicate : Use meetings, emails, posters, presentations, etc. Repeat the message often – consistency builds belief . Leaders should “walk the talk” and show the new behavior . Tip: People support change more when they understand it. 32 Step 4 – Communicate the Change Vision

30. 33 Step 5: Empower Broad-Based Action What It Means: Help everyone contribute to the change – don’t let rules or fear block them. How to Empower People: Remove obstacles (e.g., outdated rules or skeptical managers)Support new ideas and creativity .Give training, tools, and authority to act Example : Allow students or employees to suggest and lead improvement projects.

31. step 6: Generate Short-Term Wins What It Means: Celebrate small successes early to keep people motivated. How to Do It : Set short, clear goals Achieve and recognize these wins Reward the people involved Why It Works : People get energized when they see progress – it builds confidence. 34

32. 35 step 7 : Consolidate Gains and Produce More Change What It Means: Don’t stop after the first wins. Use that success to keep going. How to Build on It : Start new projects based on what’s working Keep improving systems, teams, and culture Train and promote people who support the change Goal: Change becomes deeper and spreads further.

33. What It Means : Make the change part of everyday life so it lasts . How to Anchor Change : Connect new habits to the organization’s success Train new staff in the new ways Reward people who live the new values Example: If teamwork is a new value, recognize teams that collaborate well. 36 Step 8 : Anchor New Approaches in the Culture

34. summary Build a team – Form a strong group to lead change Create a vision – Show what the future looks like Communicate it – Make sure everyone understands the vision Empower others – Remove obstacles, encourage action Create quick wins – Celebrate small successes Keep going – Use wins to drive more change Make it stick – Embed the change in the culture