LECTURE SERIES NO.

Objectives

Adopt a mindset that is self-aware and sensitive to diverse populations of people

in various settings

Strategies

Consider alternative perspectives from differing worldviews

Apply sound conflict analysis models, tools and processes

Understand system dynamics and complexity of issues and actors

Develop a reflective practice of learning

Work toward reaching constructive outcomes through the use of collaborative

processes

Use theory to inform their understanding, and apply pragmatic approaches to

resolving conflicts

Organization

Conflict resolution professionals work in a range of fields, including business, law,

education, healthcare, and government. They act as arbitrators, mediators, facilitators,
ombudsmen, and counselors. They must understand the root causes and dynamics of
conflict and how to resolve disputes through reasoned negotiation. The focus is on
building common ground, establishing dialogue, applying practical skills, ensuring
representation and recognition, and forging relationship

Procedure

Young career professionals who would like to learn these important life skills,
negotiation and conflict resolution, that will enhance any profession within which they
want to work. Good communication skills and interpersonal relationships are key to
success in any field.

Mid-career professionals who would like to enhance the work they have been
doing or become more eligible for promotions and career advancement. Effective
negotiation and communication skills can help these individuals connect and interact
with others so their value and worth are more evident.

Career-changing professionals who want to reinvent themselves and develop

more effective negotiation and conflict resolution skills to use in negotiating their way to
a new career.
2.
Quality circle
Participative management technique within the framework of a company wide quality system in which
small teams of (usually 6 to 12) employees voluntarily form to define and solve a quality or performance
related problem. In Japan (where this practice originated) quality circles are an integral part of enterprise
management and are called quality control circles.
www.businessdictionary.com

"A Quality Circle is volunteer group composed of members who meet to talk about workplace and
service improvements and make presentations to their management with their ideas." (Prasad, L.M,
1998).

Quality circles enable the enrichment of the lives of the workers or students and creates harmony and
high performance. Typical topics are improving occupational safety and health, improving product design,
and improvement in the workplace and manufacturing processes.

These are related especially to the quality of output or services in order to improve the performance of the
organization / department and motivate and enrich the work of employees. This group carries on
continuously as a part of organization-wide control activities, self and mutual developments and control
and improvement within the workplace utilizing quality control techniques with all the members
participating. Generally six to twelve volunteers from the same work area make up a circle. The members
receive training in problem solving, statistical quality control and group processes. Quality Circle generally
recommends solutions for quality and services which may be implemented by the management. Thus
Quality Circle is not merely a suggestion system or a quality control group but extends beyond that
because its activities are more comprehensive. Furthermore, it is not a taskforce because it can be made
a permanent feature of the organization or a department.

Objectives of Quality Circle

The perception of Quality Circles today is 'Appropriateness for use1 and the tactic implemented is to avert
imperfections in services rather than verification and elimination. Hence the attitudes of employees
influence the quality. It encourages employee participation as well as promotes teamwork. Thus it
motivates people to contribute towards organizational effectiveness through group processes. The
following could be grouped as broad intentions of a Quality Circle:

1. To contribute towards the improvement and development of the organization or a department.

2. To overcome the barriers that may exist within the prevailing organizational structure so as to
foster an open exchange of ideas.

3. To develop a positive attitude and feel a sense of involvement in the decision making processes
of the services offered.

4. To respect humanity and to build a happy work place worthwhile to work.

5. To display human capabilities totally and in a long run to draw out the infinite possibilities.

6. To improve the quality of products and services.

 7. To improve competence, which is one of the goals of all organizations.

8. To reduce cost and redundant efforts in the long run.

9. With improved efficiency, the lead time on convene of information and its subassemblies is
reduced, resulting in an improvement in meeting customers due dates.

10. Customer satisfaction is the fundamental goal of any library. It will ultimately be achieved by
Quality Circle and will also help to be competitive for a long time.

BENEFITS OF QUALITY CIRCLES

There are no monetary rewards in the QCs. However, there are many other gains, which largely benefit
the individual and consecutively, benefit the business. These are:

Self-development: QCs assist self-development of members by improving self-confidence,

attitudinal change, and a sense of accomplishment.

Social development: QC is a consultative and participative programme where every member

cooperates with others. This interaction assists in developing harmony.

Opportunity to attain knowledge:QC members have a chance for attaining new knowledge by
sharing opinions, thoughts, and experience.

Potential Leader: Every member gets a chance to build up his leadership potential, in view of the
fact that any member can become a leader.

Enhanced communication skills:The mutual problem solving and presentation before the
management assists the members to develop their communication skills.

Job-satisfaction: QCs promote creativity by tapping the undeveloped intellectual skills of the
individual. Individuals in addition execute activities diverse from regular work, which enhances
their self-confidence and gives them huge job satisfaction.

Healthy work environment: QCs creates a tension-free atmosphere, which each individual
likes, understands, and co-operates with others.

Organizational benefits: The individual benefits create a synergistic effect, leading to cost
effectiveness, reduction in waste, better quality, and higher productivity.

All these benefits are lasting in nature, which bring about progress over a period of time.

RETIREMENT PLAN
I. Objectives

figuring out how you want to spend all your newfound free time and crafting a portfolio of pursuits that
are based on what's important to you

II. Strategie

The key to a positive retirement is to ensure these benefits don't get lost, but are simply experienced in a
different way

Remember, Reflect, Reconcile, and Report

Get and Stay Active
Volunteer Your Time and Expertise

Retirement Activities

2 Family/Friends
3 Hobbies
4 Garden work

5. Going fishing
6 Golf
7 Volunteer work
8 Reading
9 Exercise
10 Home renovations

LECTURE SERIES NO. 6

1. Assess the behavior of the employees in your institution in relation to the hygienic and
motivation theory.

Extrinsic Motivators (Hygiene Factors)

Extrinsic motivators tend to represent more tangible, basic needsi.e., the kinds of needs identified in

McClelland's "existence" category of needs in his ERG Theory or in the lower levels of

Maslow's Hierarchy of Needs. Extrinsic motivators include status, job security, salary, and fringe

benefits. Managers must realize that not providing the appropriate and expected extrinsic motivators will

sow dissatisfaction and unmotivated behavior among employees. ntrinsic motivators and

extrinsic motivators have an inverse relationship. This is to say that intrinsic

motivators tend to inspire motivation when they are present, while extrinsic

motivators tend to reduce motivation when they are absent.

Intrinsic Motivators (Motivation Factors)

Intrinsic motivators tend to represent less tangible, more emotional needsi.e., the kinds of needs

identified in McClelland's "relatedness" and "growth" categories of needs in his ERG Theory and in the

higher levels of Maslow's Hierarchy of Needs. Intrinsic motivators include challenging work, recognition,

relationships, and growth potential. Managers must recognize that while these needs may be outside the

more traditional scope of what the workplace should provide, they are absolutely critical in empowering

strong individual and team performance. Extrinsic motivators (e.g., salary, benefits)

are expected and so will not increase motivation when they are in place, but

they will cause dissatisfaction when they are missing. Intrinsic motivators

(e.g., challenging work), on the other hand, can be a source of additional

motivation.

If management wants to increase employees' job satisfaction, they should be

concerned with the nature of the work itselfthe opportunities it presents

employees for gaining status, assuming responsibility, and achieving self-

realization. If, on the other hand, management wishes to reduce

dissatisfaction, then it must focus on the job environmentpolicies,

procedures, supervision, and working conditions. To ensure a satisfied and

productive workforce, managers must pay attention to both sets of job factors.

2. identify the type of leadership in your own organization and justify by citing situations.
Srvant leadershop - When someone, at any level within an organization, leads simply by
virtue of meeting the needs of his or her team, he or she is described as a "servant
leader". In many ways, servant leadership is a form of democratic leadership, as the
whole team tends to be involved in decision-making.

Supporters of the servant leadership model suggest it is an important way ahead in a

world where values are increasingly important, in which servant leaders achieve power
on the basis of their values and ideals. Others believe that in competitive leadership
situations, people practicing servant leadership will often find themselves left behind by
leaders using other leadership styles

LECTURE SERIES NO. 5

1. The results were not shown because there might be complications that may rise such as:
a. detrimental to quality improvement: it has been proposed that the use of PA systems in
organizations adversely affect organizations pursuits of quality performance; b. Negative
perceptions; c. errors and legal bases.

2. Performance appraisals should provide accurate and relevant ratings of an employees

performance as compared to pre-established criteria/goals (i.e. organizational expectations).
[28]
Nevertheless, supervisors will sometimes rate employees more favorably than that of their true
performance in order to please the employees and avoid conflict.[13] "Inflated ratings are a common
malady associated with formal" PA

3. So let's get clear here:

1. The purpose of any performance review is to be sure

employees know how they can develop their talents and
energies and use them more effectively to contribute to the
organization's success. This applies to every single employee. No
rating is necessary.

2. An employee's ability to grow and contribute effectively

requires a good match between the employee's talents and
energies and the demands of the position. An on-going, honest,
respectful conversation with a win-win attitude about where an
employee is most willing and able to contribute is essential. If
the current position is not a good fit, the employee should not be
tortured with fluctuating ratings, left guessing, or slapped with a
surprise. Instead, the employee should be actively involved in
seeking changes that would make for greater success, whether
inside or outside the organization. This applies to every single
employee. No rating is necessary.