Work Ethics and Discipline 2011 Round 3 VIS

Good
morning
1 "Hope is a passion for the possible."

Welcome to the Training on
Work Ethics and Discipline Management
For Trainers of General Winget Polytechnic College

December 22 & 23 and December 29 & 30/2018
"Hope is a passion for the possible." 2

 Introduction
 Setting Norms
 Time management
 Reporters
 Energizing team
 Expectations
1
"Hope is a passion for the possible."
Introduction
1. Name
2. Position
3. Educational background
4. Work experience
5. What I like most
6. What I hate most
7. Future plan
8. What do you expect from
4 this training?
1
Facilitator:
Temesgen Dagne (PhD candidate, MBA, Mcom,
PGDHRM, PGDIM, PGDIBO, BSc, DIM, CPMS,
CLM, AFP)
Lecturer, Researcher, Consultant, Trainer
5 "Hope is a passion for the possible."

 How should we govern our
training?
 What are the Individual
duties and responsibilities?
1
 Time manager (s)
1.
2.
1
 Day 2 =
 Day 3 =
 Day 4 =
1
 Team members
1.
2.
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 The main objective of the training is to
improve the capacity of General Winget
Polytechnic College trainers on work ethics
and discipline management to satisfy the
needs of private companies.
1
Specifically
At the end of this training participants will be able to:
 build their capacity regarding work ethics and work discipline
management,
 fill the gap of private companies in relation to employment
work ethics and work discipline,
 identify basic needs of the private companies and market
place,
 develop strong work ethics and work discipline management
as a culture.

1. xxxxxxxxx
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Structure of the presentation
1. Ethics
2. Emotional Intelligence
3. Mindsets and Attitude
4. Motivation and Decent work
5. Commitment
6. Communication
7. Time management
8. Discipline Management
9. Gender Mainstreaming
10. Ethical Leadership

Mode of delivery
 Brainstorming
 Lecture
 Individual Reflection
 Group discussions
 Group presentation

Describe your organization
1. Its mission/mandate, vision and values
2. The reason for taking this training?
3. Work ethics and work discipline management in the

past.

Soft skills
17
High
Conceptual Age
(creators and empathizers)
Information Age
(knowledge workers)
Affluence
Technology
Globalization
Industrial Age
(factory workers)
Agricultural Age
(farmers)
Low
18th Century 19th Century 20th Century 21st Century
Soft Skills: Defined
 Soft skills refer to a cluster of personal qualities,
habits, attitudes and social graces that make
someone a good employee and compatible to work
with.
 Skills, abilities and traits that pertain to
personality, attitude and behavior
 Unlike hard skills, which tend to be specific to a
certain type of task, soft skills are broadly
applicable.
Soft Skills: Examples of
Interpersonal Attributes
 Interpersonal abilities
 Empathy
 Leadership
 Communication
 Teamwork
 Good manners
 Ability to teach
 Works well with
diversity
 Self-confidence
Soft Skills: Examples of
Personal Attributes
 Personal Attributes:
 Optimism
 Responsibility
 Sense of humor
 Integrity
 Time management
 Motivation
 Common Sense
It’s often said that hard skills will get you an interview
but you need soft skills to get (and keep!) the job.
Hard Skills Soft Skills
Skills that are less tangible, and
Skills that are learned to perform more associated with one’s traits
a specific job function and are or personality, that determine
VS
more easily identifiable and how we interact.
quantifiable.
Mostly about “how you act”.
Mostly about “what you know”
Soft Skills: What are
they?
1. Ethics
A Video-Lecture by the
Institute of Public Development and
Management Studies
at the Ethiopian Civil Service University
“ A man without ethics is a wild beast loosed
upon this world.” (Camus)
25
Concept of Ethics
 Ethics is the study of standards of behavior which

promote human welfare and the good.
 Ethics is about how we behave, about the
standards we hold ourselves.
 Ethics is about how we treat each other, even those
we do not know.
 Ethics is obedience to the unforeseeable.
 The rules and standards of a culture or group.
26
Concept of ethics… cont’d
Ethics can be really thought about at three different
levels:
1. How we act as individual?
2. How we structure our organization and their work?,
and
3. How we structure our society and our law?
27
Concepts of ethics … cont’d
 In general, the term ethics refers to two things:
1. Ethics refers to
well-founded/well-substantiated/standards of right
and wrong that prescribe what humans ought to
do, usually in terms of rights, obligations, benefits
to society, fairness, or specific virtues.
2. Ethics refers to the study and development of one's
ethical standards. Meaning, Ethics is the
philosophical study of morality (moral
philosophy).
28
Foundation of Ethics
29
Why be Ethical?
 It’s just good business.
 It’s the smart thing to do.
30
Our workplace
CHARACTER
31
SYSTEM
SKILLS
We can always set the ethical bar higher!!

The Six Pillars of Character
32
Trustworthy
 Integrity
 Honesty
33
 Promise-keeping
 Loyalty
Respect
 It is our duty to treat everyone with respect
 Courtesy
34
 Politeness
 Dignity
 Value the differences they bring into our
workplace
 Tolerance
Responsibility
 Don’t make excuses
35
 Accept responsibility for decisions
 Fulfill all obligations
 Do not over-promise
“Life is full of choices—what you do and don’t do

matters”
“Choosing not to choose is a choice.”
Fairness
36
 Free from bias or injustice; evenhandedness
 The quality of treating people equally
 Make decisions based on careful and
appropriate consideration
Caring
 Compassion and concern for others
37
 Kindness and consideration
 Mercy and forgiveness
 Empathy
 Gratitude and expressed thanks
Citizenship
 Play by the rules
 Respect authority
38
 Do your share
 Within the workplace keep proper records
 Follow office procedures
 Be a good office neighbor and pursue the
common good
Importance of Ethics in an Organization
39
40
Organizational Ethics
• Organizational ethics is the ethics of an organization
and it is how an organization ethically responds to
an internal or external stimuli.
• Organizational behavior is the behavior of humans
who are part of an organization and the meanings
that the people attach to their actions.
• Culture includes the organization values, visions,
norms, working language, systems, symbols, beliefs
and habits.
41
Organizational Ethics… cont’d
A healthy organization has the following characteristics:
1.Strong company leaders,
2.Strong communication,
3.Regard for and fair treatment of each employee,
4.Equal opportunity for each employee,
5.Employee pride and enthusiasm,
6.Acceptance and appreciation for diversity,
7.Investment in learning, training, and employee
knowledge,
8.Lower than average turnover rates.
42
The Need for Ethics in an Organization
Applying workplace ethics has the following
significances:
1.Asset protection
2.Productivity and teamwork
3.Public image
4.Decision making
43
The Impact of Ethics and its Contribution
• Employee commitment;
• Customer loyalty and confidence;
• Avoid legal problems and penalties;
• Customer satisfaction;
• The ability to build relationships with stakeholders;
• Cost control; and
• Performance, revenue, and profits.
44
Professional Ethics/Work Ethics
 Professional ethics is the principle and standard
that guide members of the profession in their
interaction with internal and external
stakeholders.
 It is also a set of standard adopted by a
professional community regulated by standards,
which are often referred to as codes of ethics.
 Work ethics is a sort of guideline which enables
workers to differentiate the right way of conduct
from the wrong way of conduct.
45
Professional Ethics/Work Ethics … cont’d
 A good work ethic is an attitude that
combines hard work, good performance &
dependable results.
 Work ethics is a standard of conduct and
values for job performance.
46
Elements of Work Ethics
1. Punctuality in regular work time
2. Avoiding absenteeism
3. Work discipline
4. Proper utilization of instruments of labor
5. Cooperation with fellow mates/teamwork
47
Common Workplace Ethics
Time Management,
RESPONSIBILITY
Dependability & Punctuality
Integrity
& Teamwork
Loyalty
Positive Attitude Professionalism

Top 10 Work Ethics
1. Attendance 6. Productivity
2. Character 7. Organizational Skills
3. Team Work 8. Communication
4. Appearance 9. Cooperation
5. Attitude 10. Respect

Professional Ethics
‘Profession’
 is often used synonymously with ‘occupation’ to
refer to the job someone does, or
50
 a recognized type of work.
 the term has additional connotations, relating to
 high level of social status,
 education,
 expertise,
 identity as occupational group and
 a certain type of self-consciousness about
ethics.
Professional defined…
A professional is a person who is
 educated and trained,
51
 competent,
 motivated,
 impartial, and
 working in a system dedicated to serving the

public interest.
Professional defined…
 Professionalization is connected with the progress
of knowledge – the process is accelerated by
scientific, technological and industrial evolution.
52
 Reinforced by and reinforces social mobility for
individuals, occupations, and individuals through
their occupations.
Professionalism defined
It is meticulous/careful adherence to undeviating/lasting/
 courtesy,
53
 honesty, and
 responsibility in one's dealings with citizens
 a level of excellence that goes over and above the
commercial considerations and legal requirements.
 It means behaving in an ethical manner while assuming and
fulfilling your rightful responsibilities in every situation
every time, without fail.
54
Characteristics of a Professional
1. Loyalty,
2. Neutrality,
Transparency,
55
3.
4. Diligence,
5. Punctuality,
6. Effectiveness,
7. Possess intellectual capacity
8. Impartiality etc.
Merits of professionalizing
Professionalizing the public service has the following
benefits:
 efficient and effective in their performance;
56
 stable and long serving civil service despite the
fact that government might change;
 employees can easily adjust to different
organizational changes;
 great intangible assets for any public service that
aims to beat poverty; and
 helps to attract lucrative direct foreign investment .
Unethical issues at the workplace are:
1. conflicts of interest;
2. discrimination;
3. misuse of propriety;
57
4. fiddling of expense accounts;
5. misuse of organization’s assets;
6. misuse of information;
7. inaccuracies in documents and records;
8. receiving excess gifts and entertainment;
9. bribery;
10. fraud; and
11. embezzlement
Exercise 1
1. Evaluate work ethics and professional ethics in

your organization.
2. Suggest mitigation strategies to alleviate the
problems identified.
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Recap
So far:
Ethics (work ethics and professional ethics)

Today:
Emotional intelligence

Mindsets and Attitude


Motivation and Decent work


Commitment

Next week:
Communication

Time Management

Discipline Management

Ethical Leadership

Gender Mainstreaming

Next Time:
Walking the talk

60
2. Emotional Intelligence
Emotions
 Emotion refers to state of feeling that conveys
information about relationships.
 Emotions of wanting: greed, hope, envy, desire, love.
 Emotions of not wanting: fear, shame, repulsion,
contentment.
 Emotions of having: happiness, pride, jealousy.
 Emotions of not having: anger, sadness, distress.
61 61
Emotions
62 62
Emotional intelligence (EI)
 The awareness of our own moods and attitudes and
those of others.
 It is the foundation for leadership and a corner stone
of team building.
 Intelligence stands for the capacity to reason about
information.
 EI involves a combination of competencies which
allow a person to be aware of, to understand, and to
be in control of their own emotions, to recognize and
understand the emotions of others, and to use this
knowledge to foster their success and success of
others.
63 63
The five dimensions of EI
1. Self Awareness
2. Self management
3. Self motivation
4. Social awareness
5. Social management
64 64
1. Self-awareness
• Deep understanding of one’s emotions,
strengths and weaknesses.
• Self awareness can be developed:
• Listen to your listening.
• Notice the origin of your story.
• Observe your automatic ways of being.
65 65
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Self Awareness –
Maturity Continuum
Renewal
Habit #7 Sharpen the Saw
Public Victory
Synergize
Habit #6
Habit #5
Habit #4
Seek First to Understand,
Then to be Understood
Think Win-Win
Private Victory
Habit #3
Put First Things First
Habit #2 Begin with the End in Mind
Habit #1
Be Proactive 67
Blind
Open
area/self,
Johari window area/self/s
free pot
area/self Known to self Not known to self
Known to Open Blind

others
Not known
to others Hidden Unknown
Hidden
area/self,
Unknown
Avoided
area/self
area/self
2. Self-management
 Self control
 Trustworthiness
 Conscientiousness
 Adaptability
 Innovativeness
70 70
Self-management…
n s! an
p e c
ap ou
g h ,y
n hen
71
t h i e .
e . T s e tak
m t o
So reac cho h to
u at
Yo h p
h ic
w
3. Self-motivation
 Channeling emotions in the service of a goal.
 Delaying gratification and stifling impulses.
 Drive to achievement and success.
 More productive.
 Show dedication.
 Outstanding performance.
72 72
4. Social Awareness
 Empathy-ability to recognize emotions in others.
 Do more than sense others’ emotions-care.
 Reading the currents of office politics.
 Sensitive to change them when the impact is
negative.
 Appreciating and accepting differences between
people.
73 73
5. Social management
 The ability to induce desirable responses in
others.
 Developing others
 Inspirational leadership
 Teamwork and collaboration
74 74
People with High level of EI People with low level of EI
1.Motivation 1.Loneliness
2.Friendship 2.Fear
3.Focus 3.Frustration
4.Fulfillment 4.Guild
5.Peace of mind 5.Emptiness
6.Awareness 6.Bitterness
7.Balance 7.Instability
8.Self control 8.Depression
9.Autonomy 9.Lethargy
10.Contentment 10.Obligation
11.Appreciation 11.Disappointment
12.Connection 12.Resentment
13.Desire 13.Anger
14.Dependence
15.Victimization
16.Failure
Quest to knowledge
76
3. Mindset and Attitude
3.1 Mindsets

Mindset for Success
Mindset…
 It is way of thinking
 Mental inclination or a frame of mind.
 Your mindset is your collection of thoughts, beliefs
and attitudes that shape your thought habits.
 It affect how you think, what you feel, how you
behave and what you do.
 A set of ideas and attitudes that shape the way
someone thinks about themselves and the world.

Mindset…
 Your mindset determines the way you behave,

your outlook on life and your attitude towards
everything that’s going on around you
 The kind of mindset you have can really shift the
way you approach your everyday life.
 One can have a growth mindset or a fixed mindset

Growth mindset Vs Fixed Mindset
1. Fixed mindset
 People behave their basic qualities, intelligence,
character, and creative potential are unchangeable
attributes.
 They believe that talent alone creates success-
without effort .

Growth mindset Vs Fixed Mindset …..
2. Growth mind set:
In a growth mind set,
 People believe that their most basic abilities can be
developed through dedication and hard work
 Brain and talent are just the starting point.
 Develop love for learning and change that is
essential for great accomplishment.
All great people have had these qualities.

Growth mindset Vs Fixed Mindset ….
Fixed mindset
Growth Mindset
1.Willing & Keeps on trying 1.Gives up after 1st try
2.Tries again when they fail 2.Looks on negative side
3.“I can do this!” 3.“I can’t do this!”
4.Tries to go above and beyond. 4.Doesn’t want to try
5.Not afraid to make mistakes
5.Doesn’t put in effort.
6.Confident and optimistic
6.Doesn’t practice
(hope full)
7.Pessimistic

Growth Mindset Vs Fixed Mindset ….

With growth mindset

Change your words; change your mindset!
Mindset for lifelong learners

Four Conditions for Positive mindsets
1. A purpose to believe in
2. Reinforcement systems: setting targets, measuring
performance, and granting financial and
nonfinancial rewards
3. The skills required for change
4. Consistent role models

3.2 Concept of Attitude
 a hypothetical construct that represents an
individual's degree of like or dislike for an item.
 “learned predisposition to respond in a consistently
favorable or unfavorable manner with respect to a
given object.”
 evaluative statements indicating one’s feeling either
favorably or unfavorably towards persons, objects,
events or situations.
Components of Attitude
Cognitive
Attitude
Affective
Behavioral
Attitude…
94
95
Manage the change or it will manage
you. 97
It is all about attitude
98
Impacts of Attitude:
Do Attitude cause Behavior?
Attitude & Behavior
KNOWN BEHAVIOR
TO OTHERS SEA
UNKNOWN LEVEL
TO OTHERS
VALUES – STANDARDS –
JUDGMENTS
ATTITUDE
MOTIVES – ETHICS - BELIEFS
 Attitudes Matter at Work; Because attitudes to
work and/or employing organisation might affect:
 whether a person seeks a new job,
 how co-operative they are with others at work,
 whether they present a positive image of the
organisation to clients or customers,
 how they react to change,
 how hard they work (motivation),
 their psychological or physical health.
Types of Attitude
1. Positive Attitude
 The predisposition that results in desirable outcomes

for individuals and organizations.
 Positive attitude helps you cope more easily with the
daily affairs of life.
 It brings optimism into your life, and makes it easier to
avoid worry and negative thinking.
Manifestations of Positive Attitude
1. Positive thinking,
2. Constructive thinking,
3. Creative thinking,
4. Expectation of success,
5. Optimism,
6. Motivation to accomplish your goals,
7. Being inspired.
104
2. Negative Attitude
 The tendency of a person that result in an undesirable
outcome for individuals and organizations.
 It is characterized by a great disdain for everything.
 Negative attitude is contagious and therefore avoiding
people with one is the best way of prevention.
 Once you have a negative attitude, you will unlikely be
able to recover and self fulfilling prophecy takes a hold.
Positive Negative
1. Rarely smiles
1. Smile easily
2. Unwilling to change
2. Willing to change ideas and
behavior 3. Can’t see another person’s point
of view
3. Can see another person’s point of
view 4. Blames others for own mistakes
4. Rarely complains 5. Don’t accept responsibility for
mistakes
5. Accepts responsibility for mistakes
6. Very critical of others
6. Seldom criticizes others
7. Thinks only of self
7. Is considerate of others
8. Does not look other people in the
8. Look others people in eyes when
eyes
talking with them
9. Forces own opinions on others
9. Respects other opinion of others
10. Often makes excuses
10. Never make excuse
11. Has few interests
11. Has a variety of interests
12. It says that you cannot achieve
12. It says that you can achieve success.
success
Strategies to bring Attitude Change
1. Providing information
2. Resolving discrepancies
3. Influence of friends and peers
4. Co-opting/include in your group

Creating a Positive Attitude in the Workplace
 Lead/teach/support by example-be a new positive
cure,
 Try to find the positive for everyone,
 Associate yourself with happy people,
 Read inspiring stories,
 Read inspiring quotes,
 Learn to master your thoughts,
 Learn concentration and meditation,
 Recognize and support
Creating a Positive Attitude … cont’d
 Discourage retro-virus submission (live in the
now),
 Promote anti-viral acknowledgements (list the 10
best things about working here),
 Smile and be happy,
 Self image and self reformation,
 Education and hard work,
 Discipline and organization,
 Belief in goodness's and truth.
Tips for Improving Your Own Attitude
 Don’t associate with people who have hostile
attitudes, you might get infected,
 Practice optimism and positive self-talk (inner
voice),
 Dwell on positives,
 Maintain perspectives/choose battles carefully,
 Become a problem-solver,
 Be alert.
Tips for Improving Your Own Attitude

 Utilize self-control,
 Manage stress,
 Stay physically healthy,
 Empathize.
Tips to change attitude of others
1. Educate regarding appropriate attitude
2. Teach by coaching, role play
3. Provide positive reinforcement
4. Help identify triggers to the “attitude” and help

with coping skills to combat the situation.
5. Participatory decision making
6. Better communication
Job Related Tips
 Look for creative ways to make tasks more
interesting,
 Try sharing or trading tasks,
 Ask for more responsibilities,
 Adjust your schedule to best manage boredom,
 Look for alternatives.
To change your life-change your attitude.
4. Motivation and Decent Work
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1. The meaning and nature of Motivation
 Forces which move us, arouse us, direct us.
 Motivation is the force that energizes
behavior, gives direction to behavior, and
underlies the tendency to persist.
 Work motivation: A person’s desire to work
hard and work well-to the arousal, direction,
and persistence of effort in work settings.
Key elements to the definition:
 Effort: The effort or how hard people work
 Direction/goal orientation: Direction of
behavior in an organization
 Persistence
Work = “can do“ factor + “will do“ factor
(Ability) (Willingness)
 Treating patients in proper way needs ability. That is considered

as a “can do “factor – these factors are relatively easy and
achievable through training – they are necessary but not
sufficient precursors of the behavior.
 The second set of exclamatory concept for the behavior often is
labeled motivation (the will do factors). The secrets for the
success to the medical doctor lies in the will to factors.
Importance of Motivation
 Ability × Motivation × Environmental = Performance conditions
 The job of a manager in the work place is to get things done
through people: to do this the manager should be able to motivate
employees
 Attract and retain people
 Get employees do their jobs
 Make employees more creative
 Maintain organizational effectiveness and efficiency
 Stimulate employees to enlarge job skills
The Laws of Motivation
1. We need to be motivated to motivate others
2. Motivation requires a goal
3. Motivation is in two stages
a. Find a persons goal in relation to the teams goal
b. Show them how to get it
4. Motivation, once established, never lasts. It is continuous
5. Motivation require recognition – Try to recognize a result
and do not try to give recognition for an effort.
6. Participation motivates
7. Competition only motivates if we can will ( when every one
has equal chance of winning)
8. There is a motivational spark in every one. Try to find the
spark, nurture it and fan it in to a flame
9. Group – belonging motivates
Motivational Strategies
1) Providing timely and frequent feedback
2) Personalizing motivational efforts
3) Adapting to circumstances and special needs
4) Tackling workplace problems before they
have a chance to destroy morale
5) Being inspirational leaders
Work-Life Balance: Alternative Work
Schedules
 Flextime: A scheduling option that allows
employees select what their work hours will
be within some specified parameters.
 Job sharing: A type part-time work that
allows two or more workers to split a
traditional 40-hour-a-week job
 Telecommuting: A system of working at home
on a computer that is linked to the office
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Employee Empowerment
 Giving employees power by:
 Allowing them to complete the whole job.
 Having employees work together across
departments and functions in the organization.
 Using participative decision making in which
employees provide input into decisions.
 Delegating decisions and duties, turning over the
responsibility for carrying them out to
employees.
 Redesigning their jobs so they have discretion
over the way they do their work.
125
Importance of Motivational Strategies
 Foster employee loyalty
 Boost productivity
 Influence on pay, promotion, job design
 Nature of relationships
 Nature of the job itself
 Characteristics of the organization
126
Four Indicators Fully Motivated Employees
10-
127
2. What is Decent Work?
Decent Work sums up the aspirations of people for:
Work that is productive,

gives fair income,
security in the workplace & social protection for the
family,
equal opportunities & treatment,
better prospects for - personal development and social
integration,
freedom to organize and participate in decision making.
The 4 pillars of Decent Work
productive employment &
sustainable enterprises
Social protection/ Standards &

social security for all basic rights at work
Promotion of Social dialogue,

including Collective bargaining
[+ Gender Mainstreaming]
Pillars… cont’d
Strategic pillars of decent work:
i.Promotion of fundamental principles and rights at
work;
ii.Promotion of employment and income opportunities;
iii.Expansion and improvement of social protection
cover;
iv.Promotion of social dialogue and tripartism.
Discussion questions
1. Evaluate the attitude (positive and negative) of
managers, employees and students in your
organization.
2. Evaluate the practices of emotional intelligence in
your organization.
3. How do you see the practices of motivation in your
organization.
4. Suggest mitigation strategies to tackle the
challenges identified.
131
5. Employee Commitment
Concepts of Employee Commitment
 Commitment is dedication to a particular organization,
cause, or belief, and a willingness to get involved.
 People who are committed to an organization or effort
truly believe that it is important, and they show up,
follow through, and stick with it.
Some examples of how people show commitment
 Get to the program early
 Make sure people understand what is at stake
 Take a public stance
 Stay late
Commitment… cont’d
Commitment is defined as the act of binding yourself

to a course of action.
Commitment is at root of personal decision, whether


at work or at home.
It rests on three main ideas: (a) giving the best of


one-self, (b) going the extra mile, and (3) not

abandoning the situation you find yourself in.
134
 Commitment means showing up and doing what it
takes for however long it takes to achieve.
 Commitment is one of the bases of integrity.
 A person who is able to make and keep commitments
has learned how to earn trust and respect from those
around them, including themselves.
 Commitment is the little engine of dependability:
without it nothing happens.

 Commitment is not won or created overnight. It takes time to
nurture it, yet it is very easy to lose.
Why?
 Commitment is based on trust, and trust is like a glass.
Once it is broken, it is very difficult to put it back together
again without the cracks showing.
Importance of Commitment
 Commitment is the most important factor after a person’s
culture.
 It builds a person’s motivation and confidence to engage in
the new behaviors required by change.
 The more committed people are, the more influential they will
be.
 Committed people don't give up.
 People will cooperate more when committed.
 Committed people will be more effective.
 People do not follow uncommitted leaders.
Building Commitment
Commitment requires balancing two behaviors—supporting
and improving.
Supporting Improving
 Focus on what is important  Look for a better way

 Lead by example  Learn from others
 Reward success  Challenge current expectations
 Manage disrespect  Risk making changes
Tips for building commitment
 Commitment grows steadily but often slowly. Be patient.
 Appreciate whatever level of commitment a person can make.
 You can always encourage people to do more. If they do,
great. If they don't, appreciate them for what they can do.
 People are often yearning for meaning in their lives.
Types of Commitment
Affective Commitment
 Employees who feel a sense of affective commitment identify
with the organization, accept that organization’s goals and
values, and are more willing to exert extra effort on behalf of
the organization.
Continuance Commitment
 Continuance commitment exists when there is a profit
associated with staying and a cost associated with leaving.
 Tends to create a more passive form of loyalty.
Normative Commitment
 The sense that people should stay with their current
employers may result from personal work
philosophies or more general codes of right and
wrong developed over the course of their lives.
 Build a sense of obligation-based commitment
among employees.
Sustaining Commitment
 Welcome people into your organization.
 Be clear about the mission.
 Model commitment.
 Give people work to do.
 Build organizational culture of appreciation and respect.
 Be patient and appreciate people's commitment.
 Encourage people to do more.
 Listen, listen, listen.
 Support people’s leadership.
 Celebrate success
147
Final Word
1. Be Punctual 6. Be Productive
2. Be Friendly 7. Be Organized
3. Be a Team Player 8. Communicate
4. Look Good clearly
5. Treat every one with 9. Cooperate with
Respect
your colleague
Term papers on:
1. Practices and challenges of employee commitment
in the case of General Winget Polytechnic college
2. Practices and challenges of communication in the
case of General Winget Polytechnic college
3. Practices and challenges of time management in the
case of General Winget Polytechnic college
4. Practices and challenges of discipline management
in the case of General Winget Polytechnic college
150
6. Communication
There is no friend as loyal as a book. – Ernest Hemingway

Questions to ponder
1. What is meant by communication?
2. What are the elements of communication model?
3. What are the barriers of communication?
4. How do you evaluate communication practices in
your organization?
Meaning and Nature of Communication
 The term Communication comes from the Latin
word ‘Communicare’, which means “to make
common to many, share.”
 It is the lifeblood of every business
 Communication is the process of transferring
thoughts and ideas from one person to another
 However, the words transferring and from one
person to another inaccurately imply that
communication is like pouring liquid from a jar to a
glass
Cont’d
 Communication does not consist of the
transmission of meaning; Meanings are not
transferable.
 Only messages are transferable, and meanings are
not in the message, they are in the message-user
 Communication occurs when an exchange of
messages result in shared meaning
What is Communication?
Communication is transferring information and
understanding from one to one or one to many. It could
take place in a verbal or a written mode and could use
##
forms such as face-to-face meetings, group discussions, e-
mail writing, and even non verbal modes like gestures,
body language, etc.
Message Message Message

CHANNEL DECODING
SENDER RECEIVER
FEEDBACK
Cont’d
 The four basic components of communication are:
 message (information to be communicated)
 At least two people must be involved
 Sender and Receiver
 Medium (channel of communication)

 For effective communication to take place, there
must be common understanding Where there is no
common understanding (shared meaning), there is
no communication.
ICT Technologies
 Some of the communication technologies include:
 Computers
 Fax machines
 Scanners
 Satellite networks
 Telephone (voice mail, cellular phones)
 Telecommunication (electronic mail, video
conferencing, on-line information services)
 Software
Significance of Communication
 It Helps Organizations to Achieve their Goals
 It Helps to Manage Businesses Growth in Size
 It Minimizes Complexity of Business Activity
 It Improves Business Competition
 It Helps to Win a Valuable Job Requirement
 It is Essential for Promotion
 It Helps to Meet Personal Responsibilities
Other Importance of Communication
 Means of entertainment
 Means of persuasion
 Means of instruction
Elements of Communication Process
The Basic Communication Model
encoding decoding
Sender: Reciever:
Message
Channel
Reciever:
decoding encoding
Sender
Feed back
162
Cont’d
 As displayed in the picture, there are seven
important elements that constitute the model
 Sender-person who wants to transmit information
(facts, ideas opinions) to some one else
 Encoding –Is the process of translating the intended
meaning into symbols, words, picture or
facial expressions – act of constructing a message
 Message: A message is any signal that triggers the
response of receiver. Messages are not synonymous
with meanings.
Cont’d
 Medium/channel – the method used to transfer the
message to the intended receiver (e.g.. Memos,
letters , reports and telephone calls)
 Receiver: a person who perceive the sender’s
message
 Decoding: interpreting the message and translate
into meaningful information
 Feedback–response/reaction to the message by the
receiver back to the sender
Major Barriers of Communication
 A communication breakdown or barrier may occur
at any point in the communication cycle.
 A necessary first step toward developing effective
communications is becoming aware of and
understanding barriers that impede organizational
communication.
 Note that when the processes are alike,
communication is most effective. When they are
different, communication tends to break down.
 Some of the major ones are:
Cont’d
 Differing Frames of Reference
 Individuals can interpret the same
communication differently, depending on their
previous experience
 Physical barriers
 This can include noise as well as distance
 Anything that interferes with communication
and distorts or blocks the message is noise
 Managers usually communicate in busy
surroundings
 Selective Perception
 Each of us "catalogs" the world in our own way
Cont’d
 Source Credibility
 Source credibility refers to the trust, confidence,
and faith that the receiver has in the words and
actions of the communicator
 Semantic Problems
 Communication is the transmission of
information and understanding through the use
of common symbols
 Unfortunately, the same words may mean
entirely different things to different people.
Cont’d
 Filtering
 It is about changing the critical content nature
of a message, usually in taller structures
 Time Pressures
 An obvious problem is that managers do not
have the time to communicate frequently
 Communication Overload
 Social distance
 Lack of Interest
Cont’d
 The recipients' interest in the contents of the
message will depend on their prior attitude
towards the sender, the content, and the
implications of the message
 Lack of Knowledge
 lack of back-ground or a certain degree of
knowledge in what is being communicated would
serve as a barrier to effective communication.
 Language differences
 The use of professional language and jargons, for
example, usually contribute to communication
problems
Cont’d
 Inaccuracy
 When the person sending a message or providing
information does not do so clearly, completely,
and correctly, communication problems will arise
 Organizational Size
 The more hierarchical levels and separate units
involved, the more difficult it is to have effective
communication
 Emotional or psychological barriers
 Inadequate listening
 Inappropriate channel
 Differences in perception
How to retain?
 Reading …. ………10%
 Hearing …............. 20%
 Seeing ……………. 30%
 Seeing/Hearing ….. 50%
 Saying ……………. 70%
 Saying/Doing ……... 90%
171
172
Introduction
 “An average person who develops the habit of
setting clear priorities and getting important
tasks completed quickly will run circles around
than a genius who talks a lot and makes
wonderful plans but gets very little done.”
Do you agree? Why?
 The answer, quite simply, is:
 TIME MANAGEMENT – making the
best use of the 24 hours a day we all have.
173
What is Time?
 "Time is something we measure by a calendar or
clock,“
 "Time is a measurement of activity."
 “Time is a period during which something exists or
continues.”
 Time is nothing but an emotion or feeling: It's a
way of looking at a moment, or at life, that
produces an emotional state within us.
175
Characteristics of Time
 Time is democratic.
 Everyone gets 24 hours in a day.
 Time is perishable; it cannot be stored.
 Time cannot be bought.
 Time is a valuable and limited resource.
176
What is Time Management?
 Time management (TM) is the ability to effectively

set priorities and to carry out those priorities within
a given time framework.
 TM is utilizing the available time in optimum
manner to achieve one’s personal and professional
goals.
177
… Definition
 It is the act or process of exercising conscious
control over the amount of time spent on specific
activities, especially to increase efficiency or
productivity.
 It is a key to success, which can be learnt, but it
must be constantly practiced to become an effective
habit.
 Good time management equals good self
management.
178
… Definition
 It is mandatory to:
179
Time Management: Budget
work God Intimacy
family vacation
school ……
friends exercise
devotion self
How we spend our day
1.3 hours
Household Duties 8.8 hours working
1hour
Caring for Others
1hour
Eating &
Drinking
4.3 hours
Leisure
7.6 hours Sleeping
According to the US Bureau of Labor Statistics

What Time Management is NOT
 TM is NOT a way to make you work harder and
longer,
but
a means to help you work smarter to accomplish
your work more easily and rapidly.
182
Benefits of Time Management
 To control time and task and not be controlled by
them.
 To create more balance in life
 Personal, Professional, Social, Spiritual
 To be more organised, and able to accept other

responsibility and meet deadlines.
 To become more aware of what to do within some
specific time.
 *** TO BECOME MORE EFFICIENT, ***
SUCCESSFUL AND HEALTHY
183
Obstacles of Effective Time Management
184
Developing a Time Management Plan
 7 steps
1. IDENTIFY PERSONAL VALUES AND
ATTITUDES
2. IDENTIFY LONG TERM AND SHORT TERM
GOALS
3. SET PRIORITIES
4. IDENTIFY OBJECTIVES
5. SETTING TASKS/STRATEGIES
6. IDENTIFY BARRIERS
7. DEVELOP A PLAN
185
Developing a Time Management Plan
 7 steps
1. IDENTIFY PERSONAL VALUES AND
ATTITUDES
 Values are things of highest priorities and
most important.
186
… Developing a Time Management Plan
2. SETTING LONG-TERM AND SHORT-TERM
GOALS
 based on identified values.
 A goal is a statement expressing what to achieve.
 Consider all areas of life to bring balance
 The goals should be SMART [Specific,
Measurable, Achievable, Realistic (Relevant),
Timely]
187
3. SETTING PRIORITIES
 Prioritizing means the ranking of goals in
order of importance or relevance.
 Vital for efficient management of time.
188
4. SETTING OBJECTIVES
 Is breaking goals down into smaller goals or
‘stepping stones’.
 It makes the achievement of goals more
manageable.
 Remember the SMART principle
189
5. SETTING TASKS/ STRATEGIES
 are the specific things or steps which need to be
done (with deadlines) in order to achieve the
objective.
 It is possible to use one strategy to achieve
several objectives.
190
6. IDENTIFY THE BARRIERS AND ACT ON THEM

 be honest with yourself.
 This step requires making a list of barriers and then
devising strategies to overcome them.
STEPS TO OVERCOME BARRIERS
1. Make lists Rewards don’t have to
2. Break big jobs into little steps involve large amounts
3. Promise yourself a reward of money – but they
4. Do important things right away should generate large
5. Be adaptable amounts of positive
6. Learn to say NO feelings and
emotions.
191 (when it is appropriate)
 FOUR Principles to be able to say “NO”
1) If you realize that you can NOT do everything
2) If you will NOT agree to undertake a
task/project that you DON’T know
3) If you will NOT be able to complete in the
timeframe required
4) *** If you do NOT make commitments that are
NOT consistent with the goals and objectives
you have set for yourself
192
7. DAILY IMPLEMENTATION
 Create a Time Management Plan for 1 week.
 When making weekly planning:
 Start with the BIG ROCKS (fixed time activities)
such as classes, work etc.
 Next fill in priorities for the week.
 distinguish between important and urgent.
193
The Time Management Matrix
 Urgency/Importance Grid can help:
 to prioritize tasks to ensure that energy is spent on the
20% of tasks that produce 80% of results. (Pareto’s Rule,
Vilfredo Pareto: Italian economist)
 20% of your tasks take 80% of your time and
 80% of your tasks take 20% of your time.
 to discover how much time you might be wasting.

• The Matrix has four quadrants.
Quadrant 1: Important and Urgent
Quadrant 2: Important and Not Urgent
Quadrant 3: Not Important and Urgent
Quadrant 4: Not Important and Not Urgent
194
Urgent Not Urgent
I II
(MANAGE/ DO) (FOCUS/ DELAY with deadline)
• Crisis  Preparation/planning
• Medical emergencies  Prevention
Important • Pressing problems  Values clarification
• Deadline-driven projects  Physical exercise
• Last-minute preparations for  Relationship-building
scheduled activities  True recreation/relaxation
Quadrant of Necessity Quadrant of Quality & Personal Leadership
III IV
(AVOID/ DELEGATE) (AVOID/DELETE)
 Interruptions, some calls  Time wasters
 Some mail & reports  Viewing mindless TV shows
Not Important  Some meetings  Trivia, busywork
 Many “pressing” matters  Some phone messages/ Junk mail
 Many popular activities  Escape activities
195
Quadrant of Deception Quadrant of Waste
TIME LOG DIRECTIONS AND ANALYSIS
Keep your time log for 3-7 days.
Scheduled or
Activity Time Taken
Interruption
self-imposed or
other-imposed
interruptions
Each time you switch to another activity, write down
what you did and how long it took.
196
Tips from the book “Eat that Frog”
 Eating that frog means: identifying your most
important task and tackling it with single-minded
focus until it is completed.
 If you want to gain control of your life, change the
way you work.
 Action is the key to accomplishment.
 People who do better do things differently. They do
the right things right.
 Launch directly into your most important tasks.
 Your ability to focus on your most important task
will determine your success.
197
Tips from the book “Eat that Frog”
 People fail because they aren’t absolutely clear
about their goals.
 The best rule for success is to think on paper. Write
down your goals.
 Every night, make a list of what you want to
accomplish the next day. Have a master list, a
monthly list, a weekly list and a daily list.
 Identify the one skill that, if you developed it, would
have the biggest impact on your career.
198
Tips for Effective Time Management
1) Eliminate Time Wasters
I. Control Telephone Calls with effective
management.
II. Discourage Drop-in Visitors or reduce the amount
of time they spend in your office.
III. Handle Each Piece of Paper Once
 Dump it if it is unimportant; do not waste time
reading each word.
 Defer items until there is more time if they do not
need to be handled immediately.
 Delegate tasks that are not a priority for you to
complete at this time.
 Do it if it is something important that should be
done.
199
... Tips for Effective Time Management
... 1) Eliminate Time Waster
IV. Ending PROCRASTINATION/ postponing takes a
huge commitment.
 It is putting off the doing of something
intentionally and habitually.
 It is world’s #1 time waster.
1st - identify the cause(s) of your own
procrastination.
Then, work to break the habit by
making changes that directly tackle the
causes.
200
201
Last Word
202
Case Study Questions
1. Write an analysis of the major hindrances to Time

Management in your organization and how can it
be solved?
2. List your short term and long term goals with
schedule and show how you plan to achieve it.
203
8. Discipline Management
204
Concept of Discipline
Discipline is the regulation and modulation of human

activities to produce a controlled performance.

Discipline is a procedure that corrects or punishes a

subordinate because a rule of procedure has been

violated.
Discipline is any activity in which one person trains

another person to act or behave in a specified way, often

by enforcing rigid codes of conduct or by inflicting
punishment for failure to behave in the prescribed way.
Purpose of Discipline
To assist employees in changing their performance, attendance, or

behavior.
To enforce rules and standards.

One of the most important parts of our jobs is to get along with

other people at work and to obey the rules of the place where we
work.
Discipline in the workplace is the means by which supervisory

personnel correct behavioral deficiencies and ensure adherence to

established company rules.
The purpose of discipline is to correct behavior. It is not designed

to punish or embarrass an employee.

Types of Discipline
1. Self Discipline (positive Discipline): Promoting culture that
is important for the effectiveness of the organization.
In positive discipline there is willingness to comply that

comes from the desire to cooperate in achieving the

common goal of the organization.
The emphasis here is on cooperative efforts to secure

obedience to organizational norms.

Types of Discipline… cont’d
2. As opposite to self discipline or positive discipline, negative
discipline involves force or an outward influence.
It is the traditional approach to discipline and is identified with

ensuring that subordinates adhere strictly to rules and punishment

is meted out in the event of disobedience and indiscipline.
The fear of punishment works as a restriction in the mind of the

subordinate.
Characteristics of a disciplined worker
1. Punctuality
2. Methodical work
3. Constant feedback
4. Loyalty
5. Trustfulness
6. Reliability
7. Alertness
8. Confidentiality
9. Time scheduling
209
10. Responsibility
11. Team spirit
12. A good memory
13. Good Human relations
14. Effective Public Relations
15. Accuracy
16. Neatness
17. Ability to Prioritize day to day works
18. A pleasing and cheerful Personality
19. Ability to handle stressful situations
20. Eagerness to learn 210
21. Initiative
ATTENDING VISITORS
You will not antagonize visitors if you:
1. Greet them with a smile
2. Remember their names
3. Always spell and pronounce their names correctly
4. Make them comfortable
5. Make pleasant conversation while they wait
6. Find information promptly when the visitor is
waiting
7. Never give incomplete information
8. Transfer a customer to the right department
promptly
211
ATTENDING VISITORS… cont’d
9. Never exchange silly or personal conversation in the
presence of a visitor
10. see that no visitor is kept waiting
indefinitely
11. Schedule appointments
12. Never gossip
13. Don’t pay favorites
14. Never make snap judgments
15. Never act moody
16. Count ten when you feel your temper rising.
212
The Dos and Don’ts in Person to person Meeting
Do’s in the person-to-person meeting:
1. A genuine interest in people
2. Confidence in your ability to greet people with tact and
diplomacy
3. A friendly smile, a cheerful but businesslike attitude and a
sense of humor.
4. A willingness to listen because better decisions are made
when the other persons point of view is considered
5. Patience and self-control in difficult situations
6. The ability to listen
7. The determination to build goodwill by efficiency and
caring.
8. An elephants memory to remember and use the caller’s
213
names
Do not's in person-to-person meeting.
1. Making Snap judgments
2. Playing favorites
3. Being moody
4. Gossiping
214
Procedures for Receiving office visitors
 Welcoming the visitor
 Determining the visitor’s purpose
 Making a decision
215
Telephone personality
 As most business is carried out through telephone,
effective use of the telephone created good image
for the company, secretary and the employer.
Therefore, methods of handling both incoming and
out going calls have a definite effect on the
company’s professional image.
 One of the common complaints about office
personnel is the ineptitude of employees on the
telephone like indifference, a long delay, or
rudeness that created unfavorable impression on
216
the company.
Your telephone personality depends on the
following factors.
 Voice over the phone
 Speech
 Vocabulary/diction and
 Manner/telephone etiquette
217
Telephone courtesy
 The following simple rules are good maxims in
you telephone courtesy:
1) Answer all phone calls promptly
2) Be ready to take a message
3) Give proper identification
4) Make courteous greetings
5) Use the caller name
6) Visualize the caller in you mind’s eye
218
Telephone courtesy… cont’d
7. Apologize for errors or delays
8. Allow the caller to hang up first
9. Preciseness
10. Smile as you answer the call. your smile is
conveyed through your voice
11. Do not make personal calls
12. End the call with '' Thank you for calling''
219
Indiscipline
It refers to the absence of discipline.

It means non-conformity to formal and informal


rules and regulations.

We cannot afford indiscipline as it will affect the

morale, involvement and motivation of

subordinates in the organization.
Indiscipline often leads to chaos, confusion, and

reduces the efficiency of the organization.

It often leads to strikes, go-slows, absenteeism,

resulting in loss of production, profits and wages.

Factors Leading to Indiscipline
Poor management

Defective communication by the superiors and


ineffective leadership
Nonresponsive to employees grievance

Unfair practices like the wage differentials,


unreasonable declaration of payment of bonus or

non-payment, wrong work assignment, defective
grievance handling.
The payment of law wages

Poverty, frustration and indebtedness


Forms of indiscipline/misconduct
1. Failure to notify of an absence/ Absenteeism
2. Insubordination
3. Disobedience: failure or refusal to obey rules or someone in authority.
4. Rude or abusive language in the workplace
5. Failure to follow "Departmental Rules or Policies " /Violation of
organizational rules
6. Dishonesty
7. Stealing
8. Damage to machinery and property
Forms of indiscipline/misconduct…
9. Carelessness / Non-performance of duty
10. Unpunctuality
11. Being idle
12. Fighting
13. Drunkenness
14. Incompetence
15. Strikes
16. Violation of firm rules
Disciplinary Action Penalties (in the order of
severity, from mild to severe)
1. Oral warning
2. Written warning
3. Loss of privileges
4. Fines
5. Layoff
6. Demotion
7. Discharge
Purpose and objective of Disciplinary action
1. To enforce rules and regulations
2. To punish the offender
3. To serve as an example to others to strictly follow rules
4. To ensure the smooth running of the organization
5. To increase working efficiency
6. To maintain industrial peace
7. To improve working relations and tolerance
8. To develop a working culture which improves performance.
Principles of maintaining discipline
1. As far as possible all rules should be developed in cooperation
and collaboration with representatives of employees.
2. All rules should be reviewed at frequent and regular intervals to
make sure that they are appropriate, sensible and useful.
3. Rules should vary with changes in working conditions.
Rules must be uniformly enforced if they are to be effective.

Penalties for violations should be stated in advance as should


procedures for enforcement.

Principles of maintaining discipline
Disciplinary policies should have as its objective the prevention of

violation (failure to comply) rather than the simple administration of

penalties.
If the violations of any particular rule are numerous, the

circumstances surrounding the infractions should be carefully studied

to discover the source of difficulty.
A sound disciplinary system should possess impartiality, consistency

and impersonality.
Personal appearance
A good appearance is so important not only in how you feel about

yourself, but also in the image you project to others.

If you are careless about the way you look, you will give the

impression that you have little self esteem and that you may do your
work carelessly.
On the other hand , if you have given close attention to your

appearance , you will project an image of self respect and competence.

What you wear in your job will depend on the type of an office in

which you work and its geographic location.

Health and cleanliness
Good health and attention to cleanliness are

keystones to a pleasing personality and mental

attitude.
They are also essential to a successful appearance.

Organize your working environment
It is important to organize your working environment so that you can

quickly and easily find things you may need at a moment’s notice.
Planning your desk and working space effectively means being able to

access anything and everything you may need with the minimum
movement and therefore with minimum disruption.
1. Control the Clutter
It's been said that with a clear desk comes a clear mind.

Keep that in mind when arranging your desk.


If there are office supplies you don't use on a constant basis, tuck them

away in a drawer.
Organize your working environment …
2. Never sit with your back to the door
When visitors arrive, you don't want the back of your head to be the

first thing that they encounter. Instead, arrange your desk so that it
faces the door; doing so sends a message of power and strength.
3. Light your space well.
If there are fluorescent lights in your office, turn them off and bring

in lamps, then find a nice balance between the light the lamps provide
and the natural sunlight.
4. Create a sense of openness.
Avoid a cluttered physical space by placing with only

the necessary furnishings (your desk and some chairs)

in the center of the room.
Place all other furniture, such as bookshelves, filing

cabinets, and sofas, against the walls.

Decorating your office
You can make your office very attractive by making it clean and

dust free.
Put away materials that are not longer needed

If you use flowers, they have to be fresh and attractive


Pictures , post cards and calendars have to be within the current year

Messages on pictures and posters should be consistent with your


organizations purpose.
Annoying habits
Borrowing anything from a coworker and being slow or forgetful in

returning it.
Frequent borrowing is also quite annoying, even when the borrowed

item is returned promptly.

Receiving or placing numerous personal telephone calls and receiving

personal friends in the office.

Chronic complaining or destructive criticism

Gossiping: casual or unconstrained conversation or reports about other


people, typically involving details that are not confirmed as being true.
Annoying habits…
Creating disturbing noises

Smelly food: Nothing distracts more than a co-worker with a strong


smelling lunch.
Bad breath.

Bad odor

Overpowering Perfume

Really personal conversations, not everyone wants to hear your


personal updates.
Annoying habits…
Inappropriate ring tones. Vibrate is the only acceptable ring for the

workplace but at the very least, ring tones that can be heard in the
office should never include offensive words or messages.
Late arrival and absence: When you are late , someone- your

employer, a fellow secretary , a caller or a customer is

inconvenienced. if you must be late , call the office and tell your
employer when to expect you.
The following are some tips on how to self discipline
yourself in the office:
1. Plan Your Day In Advance
2. Do Not Be Impulsive
3. Be Proactive
Cost Minimization
Most office work deals with receiving & collecting

information, arranging information, recording

information, processing & transmitting information.
Work of the office assists in effort to increase output,

lower costs, stimulate employee, purchase materials ship

orders & communication with others.
Cost is a matter of money outlay for manual or mental

work accomplished, planned or in process of being

achieved.
Cost is commonly used to mean an outlay not only of

money but also of time and labor.

Cost Minimization… cont’d
To minimize cost there must be way of measuring &

controlling operation.
This is so called controlling process.

It helps to regulate office operation & to reach the


desired results
Controlling
Controlling, a fundamental function of office

management, consists of determining what is being

accomplished, evaluating it, and if necessary
applying corrective measures.
It is a management follow-up to confirm operations

taking place according to plans.

The results of the controlling function are used as a

basis (input) for further planning.

Steps in Controlling and Evaluation
① Setting standards for performance
② Measure actual performance
③ Compare actual performance with the standard
④ Analyze the reasons for significant deviations, if any
⑤ Take corrective action when performance does not
fall within acceptable range
241
241
Types of Control
① Input Control (Feed forward control)
② Process control (Concurrent control)
③ Output control (output control)
242
242
Exercise
① Identify the good and bad office manners in your
organization? Discuss the reasons behind them.
Give concert examples while discussing the issues.
② What do you suggest to get ride of the bad office
manners (if any) in the employees of your
organization?
③ Identify the areas where unnecessary cost has been
incurred in your organization? Devise mechanisms
to mitigate this problems.
243
243
9. Gender Mainstreaming
Background of Gender Mainstreaming
 Concept was first introduced at the Third World
Conference for Women in 1985 – Nairobi
 Concept was officially endorsed by the Fourth
World Conference for Women in 1995 – Beijing
 Defined as the KEY STRATEGY for promoting
gender equality
 Gender Analyses accepted as the means to
understanding differential situation between men and
women
Definition of gender mainstreaming
 “Mainstreaming a gender perspective is the
process of assessing the implications for women
and men of any planned action, including
legislation, policies or programmes, in any area
and at all levels.
Definition of gender mainstreaming
 It is a strategy for making women’s as well as men’s
concerns and experiences an integral dimension of
the design, implementation, monitoring and
evaluation of the policies and programmes in all
political, economic and societal sphere so that
women and men benefit equally, and inequality is
not perpetuated.
 The ultimate goal is to achieve gender equality
Therefore…
 GM is a process that ensures that both women and
men have equal access to and control over resources,
decisions making and benefits at all stages of the a
development process.
 Gender mainstreaming simply means ensuring that
gender equality becomes a full part of common
policies!!!
Concept of gender equality
 The concept of gender equality is based on the
different living situation of women and men.
 The term gender refers to the rights and duties
assigned by society to women and men.
 In contrast to the biologically determined roles of
women and men, gender roles are subject to
constant change.
 In most societies women suffer social and
economic disadvantages as a result of the
prevailing gender roles.
The Story of the Fox and the Crane
Equal treatment does not mean the same
treatment
The Fox invited the Crane to dinner. He served
the food on a large flat dish. The Crane with her
long, narrow beak could not eat.
The Crane invited the Fox to dinner. She served
the food in a deep vase, and so the Fox with his
short, wide face could not eat.
Both friends had an equal opportunity for
nourishment, but each time one of them
could not take advantage of this opportunity.
The development challenge in every case is to
identify barriers to the opportunities that exist,
and custom design the adjusted interventions
that will
lead to equality of outcome.
What is gender mainstreaming?
 It is process of integrating a gender equality perspective into the
development process at all stages and levels.
 Gender mainstreaming is a strategy for the achievement of
gender equality.
What is gender integration?

• Integration occurs when issues and interventions related to
gender are introduced into a project, program or policy context as
a broad component or content area, without analysis and
identification of gender concerns and their implications.
Importance of Gender Mainstreaming
 More Effective Policy and Legislation
 More Effective Governance
 Visible presence of gender equality in the
mainstream of society
 More holistic development
Levels of gender mainstreaming
 Gender mainstreaming can be done at the

following levels:
1) Policy
2) Institutional /organizational
3) Programmes/project.
The process of gender mainstreaming at
various levels
Effective gender mainstreaming can occur if the

following are in place:
 A clear gender policy
 Practical coordination of all gender mainstreaming
initiatives
 A clear guide on gender mainstreaming and best
practices
various levels
 Training and capacity building
 Awareness creation and advocacy on gender
mainstreaming
 Partnerships and networking for persons and
institutions
various levels

 Research and information dissemination on
gender issues
 Sex disaggregated data
 Resources mobilization
 Monitoring, evaluation and reporting.
Methods used in gender mainstreaming
 Carrying out a gender analysis regularly
 Carrying out participatory training
 Consultative meetings and feedback fora
 Preparation and dissemination of Information,
Education and Communication (IEC)materials

Methods used in gender mainstreaming
 Creation of data banks and resource centre on gender

mainstreaming and support services
 Creation of membership associations of people and
organizations involved in gender advocacy
 Participation of member associations in trade shows
and exhibitions
 Media and publicity programs.

“When women thrive, all of society benefits, and
succeeding generations are given a better start in
life,” By Kofi Annan
10. Ethical Leadership

261
What is leadership?... Cont’d
"Leadership is a function of knowing yourself,
having a vision that is well communicated,
building trust among colleagues, and taking
effective action to realize your own
leadership potential."
Prof. Warren Bennis

Concern of Leaders
 “we forget that in its essence, leadership is about
learning how to shape the future.
 Ultimately, leadership is about creating new
realities.” Peter Senge,(1994)
266
How to influence?
267
Leading yourself
To lead others, firstly, we have to lead
ourselves.
'An important aspect of leadership is knowing
yourself’(Adair,1986:20) .
268
Leading Oneself
1. Confidence
2. Sensitivity
3. Tolerance of ambiguity
4. Strategic thinking
5. Creativity and innovation
6. Continuous learning
7. Vision
8. Decisiveness
9. Self motivation, etc.
269
Leading Teams
There is a leader and a follower:
 Leaders need to understand the realities of
people.
 Leaders need to change challenges into success.
 Leaders need to recognize group processes or

group dynamics for effectiveness.
270
Leading Teams...
 Team building
 Interpersonal skills
 Coaching and counselling
 Conflict management
 Group based decision making and problem
solving
 Motivating others
 Delegation
 Managing power and influence, etc.
271
Leading Organization
 Leading Strategic Direction/Strategic Foundations
 Strategic Analysis (Environmental scan)
 Managing Change in organizations
 Cultural Awareness
 Systems Thinking
 Organizational Communication
272
Why Lead?
 The ultimate purpose of leadership is to
shape a future that is visionary,
inclusive, and enables all members of
society to fulfill their needs, dreams and
potentials.
Leadership Philosophies
Ethical Leadership
 CSR, sustainability, equality, humanitarianism
 Four P’s - Purpose, People, Planet, Probity
What is “Ethical Leadership”?
 Ethical leadership is knowing your core values
and having the courage to live them in all parts of
your life in service of the common good.
 Ethical leadership involves both acting and leading
ethically over time all the time.
 Ethical leadership trickles down from the very top
of an organization all the way to the front lines.
 Ethical leadership comes down to putting
others above yourself.
Ethical Leadership
 Leaders must be ethical in their own decisions and
actions.
 Leaders also have a responsibility to influence
others to make ethically sound decisions and to
behave ethically.
 Laws are not enough
 Organizational/governmental policies are not
enough
 Good character is not enough

Leadership Ethics Description
 Ethics
 Is a derivative of the Greek word ethos, meaning
customs, conduct, or character
 Is concerned with the kinds of values and morals an
individual or society ascribes as desirable or appropriate
 Focuses on the virtuousness of individuals and their
motives
 Ethical Theory
 Provides a system of rules or principles as a guide in
making decisions about what is right/wrong and
good/bad in a specific situation
 Provides a basis for understanding what it means to be a
morally decent human being
Principles of Ethical Leadership
 Ethics - is central to leadership because of:
– The process of influence
– The need to engage followers to accomplish mutual
goals
– The impact leaders have on establishing the
organization’s values
 Leader shall:
 Treat other people’s values and decisions with respect
 Allow others to be themselves with creative wants and
desires
 Approach others with a sense of unconditional worth
and value individual differences
Characteristics of Ethical Leadership
 Articulate and embody the purpose and values of
the organization
 Focus on organizational success instead of
personal ego
 Find the best people and develop them
 Create a living conversation about ethics, values
and the creation of value.
 Create mechanisms of dissent
 Frame Actions in ethical terms – mess up, fess
up, fix it
1. Ethical leaders respect others
2. Ethical leaders serve others
3. Ethical leaders are just
4. Ethical leaders are honest
5. Ethical leaders build community

Ethical and Unethical Leadership
 The Ethical Leader  The Unethical Leader
1. Is humble 1. Is arrogant and self-serving
2. Is concerned for the 2. Excessively promotes self-
greater good interest
3. Is honest and 3. Practice deception
straightforward 4. Breaches agreements
4. Strives for fairness 5. Shifts blame to others
5. Take responsibility 6. Diminishes others dignity
6. Show respect 7. Withholds help and support
7. Serves others 8. Lack courage to confront
8. Show courage unjust acts

Why practice ethical leadership?
 Ethical leadership models ethical behavior to the
organization and the community.
 Ethical leadership builds trust.
 Ethical leadership brings credibility and respect, both for
you and for the organization.
 Ethical leadership can lead to collaboration.
 Ethical leadership creates a good climate within the
organization.
 If you have opposition, or are strongly supporting a
position, ethical leadership allows you to occupy the moral
high ground.
 Ethical leadership is simply the right way to go.
 Ethical leadership affords self-respect.
Why Good People Do Bad things:
What Fails?
 Individual Character:
 Knowledge of Right and Wrong
 Only 1% of population are sociopaths, remember
this when you consider why ethical lapses occur
so often.
 Management
 Written Codes of Ethics
 Written Policies and Procedures
 Laws and Penalties
Helping Good People
Do the Right Thing All The time:
What Works Best

 Ethical Leadership
 Strong Ethical Culture

The BIG Idea To Take Away
 Culture shapes the ethical decisions and actions of
good people and can contribute to whether these
good people behave ethically or unethically.
 For better or worse, for most people the culture of
the organization exerts a more powerful influence
over ethical behavior than individual character and
personality.
 In their role as leaders, leaders create and maintain
the culture, for better or for worse.
 You are responsible for the ethical culture of
your organization.
 Therefore, you share responsibility for ethical
failures with the individuals who behave unethically.
ETHICAL
LEADERSHIP Leader(s)
Situation Followers
ETHICS

How Do Leadership And Ethics Become
One?
 What is right and worthwhile?
Goals and objectives, purpose and direction
 How should we reach our goals?
The ends- means relationship
 Leader-Follower Relationships:
Trust, respect, dignity, reciprocity
 How does the leader get others to behave
ethically? The ethical culture: the leader’s
influence over the moral choices and actions
of others, the way we do things around here

Integrity Among Business Leaders
(Business Week, Aug 26, 2002)
 One of eight executives is at high risk for
integrity problems, according to executive search
firm, Russell Reynolds (1400 in sample)
 They don’t believe the rules apply to them
 They show extreme lack of concern for others
 They rarely possess feelings of guilt
 There are enough narcissistic and sociopathic
leaders in business to be of concern

What other factors might affect whether people
behave unethically?
1. Excessive competition
2. Pressure to perform from leaders or others
3. Over emphasis on measuring performance
quantitatively
4. Experience of high levels of unmanaged stress (e.g.,
budget cuts, due to uncertainty, ambiguity, poor
information, or rapid change)
5. Economic dependence
6. Opportunity
7. Think they can get away with it
8. Self-interest and ethical fading

What other factors might affect whether people
behave unethically? ...cont’d
9. Hard to detect violations or compliance
10. Don’t know the standards or expectations
11. May perceive that leaders are not always ethical
12. Individual values not aligned with organizational or
community values
13. Feel as though they are mistreated, not valued, or
not respected by leaders
14. Leaders don’t want to hear bad news or dissenting
views
15. Something in the setting unleashes otherwise
controllable impulses or negative traits
The Ethical Culture: Influencing The Actions
of Others
1) The example of leaders
2) Gain support and commitment from everyone
to shared values, influence moral development
of others
3) The quality of leader-follower relationships
4) Set expectations, clear guidelines, norms
5) Monitor and mitigate competition and stress

The Ethical Culture: Influencing The Actions
of Others
6) Invite and support expressing differences of
opinion
7) Reward ethical behavior
8) Punish unethical behavior
9) Neutralize potentially harmful contextual
forces such as excessive competition, greed

Ethical Leadership:
What Matters Most to Followers?
1. Honesty
2. Competence
3. Forward-Looking Vision
4. Inspiration
 These four taken together equal
CREDIBILITY

Specific components of ethical leadership:
 Put the good of the organization and the general
good before your own interests and ego.
 Encourage the discussion of ethics in general and
of the ethical choices involved in specific situations
and decisions as an ongoing feature of the
organizational culture.
 Institutionalize ways for people to question your
authority.
Specific components of ethical leadership:
 Don’t take yourself too seriously.
 Consider the consequences to others of your
decisions, and look for ways to minimize
harm.
 Treat everyone with fairness, honesty, and
respect all the time.
 Treat other organizations in the same way
you treat other people – with fairness,
honesty, and respect.
Specific components … cont’d
 Collaborate inside and outside the organization.
 Communicate.
 Work to become increasingly culturally and
interpersonally competent.
 Take cultural sensitivity and cultural competence
seriously.
Specific components … cont’d
 Work to be inclusive.
 Take your leadership responsibility seriously,
and be accountable for fulfilling it.
 Constantly strive to increase your
competence.
 Don’t outstay your usefulness.
 Never stop reexamining your ethics and your
leadership.
Discussion Question
 Assess the practices and challenges of

Ethical Leadership in your organization.

Comments
306
307
Best wishes!
308
309
Address:
Temesgen Dagne
Ethiopian Management Institute
Tel: 0911 103995
E-mail: teme2112@gmail.com
You can download books from http://gen.lib.rus.ec
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1 "Hope is a passion for the possible."

For Trainers of General Winget Polytechnic College

"Hope is a passion for the possible." 2

5 "Hope is a passion for the possible."

"Hope is a passion for the possible." 12

"Hope is a passion for the possible." 14

"Hope is a passion for the possible." 15

2. The reason for taking this training?

3. Work ethics and work discipline management in the

"Hope is a passion for the possible." 16

 Ethics is the study of standards of behavior which

We can always set the ethical bar higher!!

“Life is full of choices—what you do and don’t do

 Compassion and concern for others

Positive Attitude Professionalism

2. Character 7. Organizational Skills

3. Team Work 8. Communication

5. Attitude 10. Respect

 identity as occupational group and

 a certain type of self-consciousness about

 working in a system dedicated to serving the

1. Evaluate work ethics and professional ethics in

Mindsets and Attitude

Motivation and Decent work

• Observe your automatic ways of being.

Known to Open Blind

"Hope is a passion for the possible."

"Hope is a passion for the possible."

 Your mindset determines the way you behave,

"Hope is a passion for the possible."

"Hope is a passion for the possible."

All great people have had these qualities.

"Hope is a passion for the possible."

"Hope is a passion for the possible."

"Hope is a passion for the possible."

"Hope is a passion for the possible."

"Hope is a passion for the possible." 89

"Hope is a passion for the possible."

 The predisposition that results in desirable outcomes

6. Motivation to accomplish your goals,

3. Influence of friends and peers

4. Co-opting/include in your group

 Maintain perspectives/choose battles carefully,

Tips for Improving Your Own Attitude

2. Teach by coaching, role play

3. Provide positive reinforcement

4. Help identify triggers to the “attitude” and help

 Treating patients in proper way needs ability. That is considered

Work that is productive,

Social protection/ Standards &

Promotion of Social dialogue,

Commitment is at root of personal decision, whether

It rests on three main ideas: (a) giving the best of

one-self, (b) going the extra mile, and (3) not

"Hope is a passion for the possible." 135

 Focus on what is important  Look for a better way

There is no friend as loyal as a book. – Ernest Hemingway

Message Message Message

 Medium (channel of communication)

 Time management (TM) is the ability to effectively

work God Intimacy

7.6 hours Sleeping