INVITATION FOR JOY OF GIVING WEEK

IMS STUDENTS VISIT NISCORT

MANAGEMENT PRINCIPLES

Time Management:

Time management refers to a range of skills, tools, and techniques used to manage time when accomplishing specific tasks, projects and goals. This set encompasses a wide scope of activities, and these include planning, allocating, setting goals, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing. Initially time management referred to just business or work activities, but eventually the term broadened to include personal activities as well. A time management system is a designed combination of processes, tools, techniques, and methods.

How to proceed with Time management

"Get organized" - Paperwork and task review

"Protect Your Time" –Time is money use accordingly

"Set gravitational goals" – Automatically action oriented ones

"Achieve through Goal management" - Motivational emphasis

"Work in Priority Order" – Prioritize your goals

"Use of Magical Tools" – Use of ideas to achieve the goal

"Master the Skills of Time Management"- Time is everything

"Go with the Flow" – Follow Logical sequence

"Recover from Bad Time Habits" - Avoid procrastination

Time Management can be considered as a project management which is more commonly known as project planning and project scheduling. Time Management has also been identified as one of the core functions identified in project management. Its strategies are often associated with the recommendation to set goals. These goals are recorded and may be broken down into a project, an action plan, or a simple task list. For individual tasks or for goals, an importance rating may be established, deadlines may be set, and priorities assigned. This process results in a plan with a task list or a schedule or calendar of activities.

Developing time management skills is a journey that may begin with this Guide, but needs practice and other guidance along the way. One must prioritize assignments and follow the important strategy of weekly reviews. Each week, like a Sunday night, review your assignments, your notes, and your calendar. Be mindful that as deadlines approach, your weekly routine must adapt to them!  To achieve “stage one”--get something done! The Chinese proverb of the longest journey starting with a single step has a couple of meanings:  First, you launch the project!  Second, by starting, you may realize that there are some things you have not planned for in your process. Details of an assignment are not always evident until you begin the assignment.  Another adage is that “perfection is the enemy of good”, especially when it prevents you from starting! Given that you build in review, roughly draft your idea and get going!  You will have time to edit and develop later.

Here is the first step which can identify for an assignment and help to get started. Postpone unnecessary activities until the work is done! Postpone tasks or routines that can be put off until your assigned project is finished! Develop criteria for adjusting your schedule to meet both your academic and non-academic needs. Also create a simple "To Do" list. This simple program will help you identify a few items, the reason for doing them, a timeline for getting them done, and then printing this simple list and posting it for reminders. Following of Daily/weekly planner will also remind us appointments, classes, and meetings on a chronological log book or chart. If one is more visual, sketch out the schedule. First thing in the morning, check what's ahead for the day always go to sleep knowing you're prepared for tomorrow. Use of monthly chart can plan ahead. Long term planners will also serve as a reminder to constructively plan time for oneself to better MANAGE the TIME.

Crisis Management:

Crisis management is the process by which an organization deals with a major unpredictable event that threatens to harm the organization, its stakeholders, or the general public. Three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a short decision time. It can be said as "crisis is a process of transformation where the old system can no longer be maintained." Crisis management involves dealing with threats after they have occurred. It is a discipline within the broader context of management consisting of skills and techniques required to identify, assess, understand, and cope with a serious situation, especially from the moment it first occurs to the point that recovery procedures start.

Crisis management methods of a business or an organization are called Crisis Management Plan. Crisis management is occasionally referred to as incident management; although several industry specialists such as Peter Power argue that the term crisis management is more accurate. The credibility and reputation of organizations is heavily influenced by the perception of their responses during crisis situations. The organization and communication involved in responding to a crisis in a timely fashion makes for a challenge in businesses. There must be open and consistent communication throughout the hierarchy to contribute to a successful crisis communication process.

During the crisis management process, it is important to identify types of crises in that different crisis necessitate the use of different crisis management strategies. Potential crises are enormous, but crises can be clustered. Natural crisis, typically natural disasters considered as’ acts of God,' are such environmental phenomena as earthquakes, volcanic eruptions, tornadoes and hurricanes, floods, landslides, tidal waves, storms, and droughts that threaten life, property, and the environment itself. Sudden crises are circumstances that occur without warning and beyond an institution’s control. Consequently, sudden crises are most often situations for which the institution and its leadership are not blamed.

The Bhopal disaster in which poor communication before, during, and after the crisis cost thousands of lives, illustrates the importance of incorporating cross-cultural communication in crisis management plans. According to American University’s Trade Environmental Database Case Studies (1997), local residents were not sure how to react to warnings of potential threats from the Union Carbide plant.

When crisis hits, organizations must be able to carry on with their business in the midst of the crisis while simultaneously planning for how they will recover from the damage the crisis caused. Crisis handlers not only must engage in continuity planning (determining the people, financial, and technology resources needed to keep the organization running), but will also actively pursue organizational flexibility.

In the wake of a crisis, organizational decision makers adopt a learning orientation and use prior experience to develop new routines and behaviors that ultimately change the way the organization operates. The best leaders recognize this and are purposeful and skillful in finding the learning opportunities inherent in every crisis situation.

Preparing contingency plans in advance, as part of a crisis management plan, is the first step to ensuring an organization is appropriately prepared for a crisis. The contingency plan should contain information and guidance that will help decision makers to consider not only the short-term consequences, but the long-term effects of every decision.

Crisis management has become a defining feature of contemporary governance. In times of crisis, communities and members of organizations expect their public leaders to minimize the impact of the crisis at hand, while critics and bureaucratic competitors try to seize the moment to blame incumbent rulers and their policies. In this extreme environment, policy makers must somehow establish a sense of normality, and foster collective learning from the crisis experience.

In the face of crisis, leaders must deal with the strategic challenges they face, the political risks and opportunities they encounter, the errors they make, the pitfalls they need to avoid, and the paths away from crisis they may pursue. The necessity for management is even more significant with the advent of a 24-hour news cycle and an increasingly internet-savvy audience with ever-changing technology at its fingertips. Public leaders have a special responsibility to help safeguard society from the adverse consequences of crisis. Experts in crisis management note that leaders who take this responsibility seriously would have to concern themselves with all crisis phases: the incubation stage, the onset, and the aftermath. Crisis leadership then involves five critical tasks: sense making, decision making, meaning making, terminating, and learning.

Crisis management has developed as a response to natural disasters (e.g., floods, fire, famine, earth quakes) Approaches to, and the structures associated with, crisis management have evolved from militarist responses to warfare and natural disasters. Contemporary conceptualizations of crisis management deal with broader issues of prevention and mitigation, as well as the need to deal with issues related to response and recovery.

Many Western organizations concerned with crisis management have invariably adopted a four-stage model, such as the MPRR (mitigation, preparation, response, recovery), or the PPRR (prevention, preparation, response, recovery). Both the MPRR and PPRR are iterative models intended to provide ongoing opportunities for learning. Education about crisis management relates closely to the ‘preparation’ aspect of both the MPRR and the PPRR models. The prevention, preparation, response, recovery aspects of the model depicts a flow of events.

Effective crisis management is vital for the survival and prosperity of organizations. Preparedness is important for organizations concerned about preventing sudden arising events. The PPRR aspects of the Crisis Management Model can be applied to local facilities and organizations, national infrastructure such as electrical power distributors, and national government organizations such as the military and police services. The role of learning in crisis management is crucial as it is provides the means through which organizational processes and outcomes can be achieved. In order to achieve a more professional approach to crisis management, organizations need to effectively prepare, plan, and implement especially for security and natural disaster threats, by assessing the risk to the organization and evaluating the consequence of up coming crisis.

Courtesy: Google

P R E S E N T A T I O N

Presentation is the practice of showing and explaining the content of a topic to an audience or learner. A presentation program, such as Microsoft PowerPoint, is often used to generate the presentation content.

In recent years it has become increasingly common for employers to request job applicants who are successfully shortlisted to deliver one or more presentations at their interview. The purpose of the presentation in this setting may be to either demonstrate candidates' skills and abilities in presenting, or to highlight their knowledge of a given subject likely to relate closely to the job role for which they have applied. It is common for the applicant to be notified of the request for them to deliver a presentation along with their invitation to attend the interview. Usually applicants are only given a title for their presentation and a time limit which the presentation should not exceed.

Know the needs of your audience and match your contents to their needs. Know your material thoroughly. Put what you have to say in a logical sequence. Ensure your speech will be captivating to your audience as well as worth their time and attention. Practice and rehearse your speech at home or where you can be at ease and comfortable, in front of a mirror, your family, friends or colleagues. Use a tape-recorder and listen to yourself. Videotape your presentation and analyze it. Know what your strong and weak points are. Emphasize your strong points during your presentation.

When you are presenting in front of an audience, you are performing as an actor is on stage. How you are being perceived is very important. Dress appropriately for the occasion. Be solemn if your topic is serious. Present the desired image to your audience. Look pleasant, enthusiastic, confident, proud, but not arrogant. Remain calm. Appear relaxed, even if you feel nervous. Speak slowly, enunciate clearly, and show appropriate emotion and feeling relating to your topic. Establish rapport with your audience. Speak to the person farthest away from you to ensure your voice is loud enough to project to the back of the room. Vary the tone of your voice and dramatize if necessary. If a microphone is available, adjust and adapt your voice accordingly.

Body language is important. Standing, walking or moving about with appropriate hand gesture or facial expression is preferred to sitting down or standing still with head down and reading from a prepared speech. Use audio-visual aids or props for enhancement if appropriate and necessary. Master the use of presentation software such as PowerPoint well before your presentation. Do not over-dazzle your audience with excessive use of animation, sound clips, or gaudy colors which are inappropriate for your topic. Do not torture your audience by putting a lengthy document in tiny print on an overhead and reading it out to them.

Speak with conviction as if you really believe in what you are saying. Persuade your audience effectively. The material you present orally should have the same ingredients as that which are required for a written research paper, i.e. a logical 

progression from INTRODUCTION (Thesis statement) to BODY (strong supporting arguments, accurate and up-to-date information) to CONCLUSION (re-state thesis, summary, and logical conclusion).

Do not read from notes for any extended length of time although it is quite acceptable to glance at your notes infrequently. Speak loudly and clearly. Sound confident. Do not mumble. If you made an error, correct it, and continue. No need to make excuses or apologize profusely.

Maintain sincere eye contact with your audience. Use the 3-second method, e.g. look straight into the eyes of a person in the audience for 3 seconds at a time. Have direct eye contact with a number of people in the audience, and every now and then glance at the whole audience while speaking. Use your eye contact to make everyone in your audience feel involved.

Speak to your audience, listen to their questions, respond to their reactions, adjust and adapt. If what you have prepared is obviously not getting across to your audience, change your strategy mid-stream if you are well prepared to do so. Remember that communication is the key to a successful presentation. If you are short of time, know what can be safely left out. If you have extra time, know what could be effectively added. Always be prepared for the unexpected.

Pause. Allow yourself and your audience a little time to reflect and think. Don't race through your presentation and leave your audience, as well as yourself, feeling out of breath. Add humor whenever appropriate and possible. Keep audience interested throughout your entire presentation. Remember that an interesting speech makes time fly, but a boring speech is always too long to endure even if the presentation time is the same.

When using audio-visual aids to enhance your presentation, be sure all necessary equipment is set up and in good working order prior to the presentation. If possible, have an emergency backup system readily available.  Check out the location ahead of time to ensure seating arrangements for audience, whiteboard, blackboard, lighting, location of projection screen, sound system, etc. are suitable for your presentation.

Have handouts ready and give them out at the appropriate time. Tell audience ahead of time that you will be giving out an outline of your presentation so that they will not waste time taking unnecessary notes during your presentation.

Know when to STOP talking. Use a timer or the microwave oven clock to time your presentation when preparing it at home. Just as you don't use unnecessary words in your written paper, you don't bore your audience with repetitious or unnecessary words in your oral presentation. To end your presentation, summarize your main points in the same way as you normally do in the CONCLUSION of a written paper. Remember, however, that there is a difference between spoken words appropriate for the ear and formally written words intended for reading. Terminate your presentation with an interesting remark or an appropriate punch line. Leave your listeners with a positive impression and a sense of completion. Do not belabor your closing remarks. Thank your audience and sit down. Have the written portion of your assignment or report ready for your instructor if required.

Starting a Presentation

In modern English, Presentations tend to be much less formal than they were even twenty years ago. Most audience these days prefer a relatively informal approach. However, there is a certain structure to the opening of a Presentation that you should observe.

Get people's attention

Welcome them

Introduce yourself

State the purpose of your presentation

State how you want to deal with questions

Get people's attention

If I could have everybody's attention.

If we can start.

Perhaps we should begin?

Let's get started.

Welcome them

Welcome to Microsoft.

Thank you for coming today.

Good morning, ladies and gentlemen.

On behalf of Intel, I'd like to welcome you.

Introduce yourself

My name's ……... I'm responsible for travel arrangements.

For those of you who don't know me, my name's …………

As you know, I'm in charge of public relations.

I'm the new Marketing Manager.

State the purpose of your presentation

This morning I'd like to present our new processor.

Today I'd like to discuss our failures in the Japanese market and suggest a new approach.

This afternoon, I'd like to report on my study into the German market.

What I want to do this morning is to talk to you about our new mobile telephone system.

What I want to do is to tell you about our successes and failures in introducing new working patterns.

What I want to do is to show you how we've made our first successful steps in the potentially huge Chinese market.

State how you want to deal with questions.

If you have any questions, I'll be happy to answer them as we go along.

Feel free to ask any questions.

Perhaps we can leave any questions you have until the end?

There will be plenty of time for questions at the end.

Of course, these are only suggestions and other language is possible. Even within this limited group of phrases, just choose a few you feel comfortable with and learn and use those.

Signposting

When we are giving a presentation, there are certain key words we use to ’signpost’ different stages in our presentation. These words are not difficult to learn but it is absolutely essential that you memorize them and can use them when you are under pressure giving a presentation.

When you want to make your next point, you ‘move on’.

Moving on to the next point.

I’d like to move on to the next point if there are no further questions

When you want to change to a completely different topic, you ‘turn to’.

I’d like to turn to something completely different.

Let’s turn now to our plans for next year.

When you want to give more details about a topic you ‘expand’ or ‘elaborate’.

I’d like to expand more on this problem we have had in Chicago.

Would you like me to expand a little more on that or have you understood enough?

I don’t want to elaborate any more on that as I’m short of time.

When you want to talk about something which is off the topic of your presentation, you ‘digress’.

I’d like to digress here for a moment and just say a word of thanks to Bob for organizing this meeting.

Digressing for a moment, I’d like to say a few words about our problems in Chicago.

When you want to refer back to an earlier point, you ‘go back’.

Going back to something I said earlier, the situation in Chicago is serious.

I’d like to go back to something Jenny said in her presentation.

To just give the outline of a point, you ’summarize’.

If I could just summarize a few points from John’s report.

I don’t have a lot of time left so I’m going to summarize the next few points.

To repeat the main points of what you have said, you ‘recap’.

I’d like to quickly recap the main points of my presentation.

Recapping quickly on what was said before lunch,……

For your final remarks, you ‘conclude’.

I’d like to conclude by leaving you with this thought ……

If I may conclude by quoting Karl Marx …….

Survival Language

In modern English, Presentations tend to be much less formal than they were even twenty years ago. Most audience these days prefer a relatively informal approach. However, there is a certain structure to the opening of a Presentation that you should observe.

I got the language for today's lesson from an excellent book by Mark Powell called "Presenting in English ".

If you get your facts wrong.

I am terribly sorry. What I meant to say was this.

Sorry. What I meant is this.

If you have been going too fast and your audience is having trouble keeping up with you.

Let me just recap on that.

I want to recap briefly on what I have been saying.

If you have forgotten to make a point.

Sorry, I should just mention one other thing.

If I can just go back to the previous point, there is something else that I forgot to mention.

If you have been too complicated and want to simplify what you said.

So, basically, what I am saying is this.

So, basically, the point I am trying to get across is this.

If you realize that what you are saying makes no sense.

Sorry, perhaps I did not make that quite clear.

Let me rephrase that to make it quite clear.

If you cannot remember the term in English.

Sorry, what is the word I am looking for?

Sorry, my mind has gone blank. How do you say 'escargot' in English?

If you are short of time.

So just to give you the main points.

As we are short of time, this is just a quick summary of the main points.

A Friendly Face

When you stand up in front of that audience, you’re going to be really nervous. 

Poor speakers pay little or no attention to their audience as people. Big mistake.

If you can see your audience as a group of individuals, you’ll be much more likely to connect with those individuals.

Start looking around your audience. See that big guy with his arms folded and an ‘impress me’ look on his face? Best not to look at him too much. How about that lady with the big smile, looking encouragingly towards you? OK, that’s your mother, she doesn’t count. But that other lady with a similar smile is someone you don’t know. But from now on she’s your ‘friend’. Every time that you need any encouragement, look in her direction. Make good eye contact. Establish a form of communication between you. 

And now you’ve found one ‘friend’, you’ll begin to see others in the audience. Pick out ‘friends’ all round the room. If you see an ‘impress me’ person and get discouraged, switch your view back to one of your ‘friends’.

Once you are aware that there are people in your audience who want you to succeed, you’ll be much more likely to succeed.

Microphones

Microphones can be a real problem. Very few of us use them frequently and so, when we have to talk into them in an already nervous state, we can easily make elementary mistakes.

As a general rule, try to speak more clearly when you are using a microphone. (It will probably help if you speak a bit more slowly.)

If you have a free-standing mike, step back from it a bit. This will enable you to speak louder and to vary your tone and inflection. If you are too close, your voice will sound monotonous and your audience will fall asleep.

Don’t turn your head away from the microphone while you are speaking. But do turn it away if you cough or sneeze!

Any little movement you make, such as shuffling your papers, will be amplified by the mike. Cut out the nervous gestures!

If you are wearing a clip-on mike, make sure it is not rubbing up against some clothing or jewellery. The noise this makes could ruin your presentation.

If you have a radio-mike, make sure it is switched on when you are presenting and switched off at all other times. This particularly applies when you go to the restroom!

Dealing with Nerves

Almost everybody is nervous when they stand up to speak. There’s no shame in being nervous. However, if you are too nervous, your anxiety will spread to your audience, making them nervous in turn.

So how can you stop yourself from feeling too nervous? Here are a few tips.

1. Don’t get hung up about being nervous. It’s a normal human reaction. Don’t make yourself more nervous because you’re nervous.

2. Walk off your excessive nervousness. If possible, walk outside and get some fresh air at the same time. But a walk down the corridor is better than no walk.

3. Don’t let your legs go to sleep. Keep the blood supply moving. Keep both feet on the floor and lean forward. Wiggle your toes. If you can stand up without disturbing anybody, do so.

4. Work your wrists, arms and shoulders to get the tension out of them. Gentle movements, not a major workout, will remove that tension.

5. Work your jaw. Gentle side-to-side or circular motion will help to loosen it.

6. Repeat positive affirmations quietly to yourself. “I am a good presenter.” It may seem corny but it works.

7. Above all, breathe deeply. Make sure your stomach is going out when you breathe in.

Don’t be self-conscious about these warm-up activities. Most good speakers do them. Most people won’t even notice that you are doing them. They’re here to hear you speak, they’re not interested in what you do when you are not in the limelight.

Stand Up When You Speak

I don’t think you’re going to like today’s point. I don’t like it very much myself but it’s got to be done. For most purposes, when you give a presentation you should stand. Not clutching the back of your chair for support, not leaning against the podium but two feet on the floor facing your audience.

There are times when sitting is right. When it’s an informal discussion, for example, where everybody is to contribute. But most of the time you need to stand.

You can move around the room. This has the simple effect that people will look at you, not shut their eyes and drift off

You can make eye contact with everybody

You can reach all your props and teaching material easily

You’re involving your whole body in the presentation. Many people think this makes it more memorable.

You’re sending out the signal to the participants that ‘this will be short’. Only a few self-obsessed people stand up in front of audiences for longer than they need to. And you’re not one of those, are you?

The worst part of standing up is the actual standing up. Most people don’t feel at ease as they get out of their chair and walk forward to their speaking position. Here are a couple of tips.

As you’re waiting, keep your feet flat on the floor. Don’t have them crossed. Trust me, getting up and walking will be so much easier.

Decide in advance where you are going to stand. Focus on that spot

Walk forward briskly and confidently.

 

And that’s how you become a stand up sort of person.

Courtesy: Google