RAVE NOTICES FOR OUR CEO AND PRINCIPAL CONSULTANT

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2 RAVE NOTICES FOR OUR CEO AND PRINCIPAL CONSULTANT

3 CONTENTS Company Profie 1 Mission Statement 2 How We Differ from Others 3 Our Consuting and Training Services 4 CEO and Principa Consutant 5 Our Approach towards Persona Transformation and Sef-Mastery 6 Our Approach towards Creating and Sustaining a High-Performance Organization 9 Main Training Programmes Organization Deveopment Creating and Sustaining a High-Performance Organization 14 Effective Strategic Management 15 Creating and Maintaining a Heathy Corporate Cuture 16 Managing Panned Organizationa Change 17 Strategic Performance Measurement: Measuring What Matters Most 18 Tota Quaity Management Leadership for Tota Quaity Management 19 Managing Quaity 20 Teamwork for Quaity Improvement 21 Introduction, Documentation and Impementation of ISO Process Improvement Toos and Techniques 23 Customer Service Exceence 24 Management Deveopment Deveoping High-Performance Managers 25 Managing Yoursef Successfuy 26 Managing Peope Successfuy 27 Managing Work Successfuy 28 Exempary Leadership: Making It Work 29 Enhancing Emotiona Inteigence 30 Creative Probem Soving and Decision Making 31 Making Effective Ora Presentations 32 (i)

4 Persona Deveopment Reengineering Yoursef for Peak Performance 33 Enhancing Persona Quaity 34 Mastering Interpersona Skis 35 Mastering Pubic Speaking 36 Effective Business Writing Skis 37 Creative Thinking 38 Quaity Education, Effective Teaching and Empoyabiity Skis Tota Quaity Management in Education 39 Creating the Tota Quaity Schoo 40 Fostering Sef-Esteem and Peak Performance in the Cassroom 41 Effective Academic Leadership 42 Panning and Deivering Effective Lectures 43 Train the Trainer 44 Teaching Soft Skis in Higher Education 45 Make Yoursef Empoyabe 46 Persona Presentation and Interviewing Skis 47 Main Consutants and Learning Faciitators 48 Testimonias 55 Letters of Commendation 57 (ii)

5 Company Profie TQM Consutants Sdn. Bhd. was incorporated in Since then, it has grown to become an internationay renowned consuting and training company in the areas of Tota Quaity Management, Organization Deveopment, Management Deveopment, Teaching and Learning, Graduate Empoyabiity and Persona Deveopment. To date, TQM Consutants Sdn. Bhd. has conducted more than 2000 in-house training programmes wordwide for private and pubic sector organizations across a variety of industries. It is registered with Pembangunan Sumber Manusia Berhad as an approved training provider (Cass A). It is aso registered with the Ministry of Finance (No ). Hundreds of our deighted cients have rated us highy in terms of our comprehensive and we-written training materias; ivey, cear and interactive presentation stye; ife-transforming sessions; good rapport with participants; open and honest communication; practica exercises; reevant work-reated exampes; and a positive impact on the work performance and behaviour of participating personne. To provide exempary consutancy and training services in various fieds, we have teamed up with eading associate partners which incude the foowing: Asia e University ATK Communications Sdn. Bhd. Chapter One Asia East Asia Quaity Consutants (M) Sdn. Bhd. Executive Essentias Sdn. Bhd. Higher Education Leadership Academy (AKEPT), Ministry of Higher Education Maaysia House of Advanced Quaity Co. Ltd., Saudi Arabia Innovation and Creativity Skis Training Sdn. Bhd. SMR Learning & Deveopment Sdn. Bhd. 1

6 Mission Statement Our Mission Our primary mission is two-fod. First, we seek to empower individuas from within to optimize their potentia and attain peak performance at work. Second, we wi assist organizations to create and sustain the competitive edge in today's highy competitive and gobaized word. Towards attaining this twin mission, we wi provide resuts-oriented, reiabe, practica, and customized consutancy and training services that fuy meet or exceed the requirements of our cients consistenty. Our Guiding Phiosophy 1. We wi provide consutancy and training services based upon proven theories and best practices. 2. We wi diagnose the actua probems faced by our cients and not merey treat the symptoms. 3. We wi provide services based on the unique training needs and probems faced by our cients. 4. We wi aways be objective and honest in deaing with our cients. 5. We wi not undertake any assignment that is beyond our expertise. 6. Our instructiona strategies wi promote critica thinking and ifeong earning among participants. 2

7 How We Differ from Others We have deveoped the Buiding Bocks of Peak Performance and Enhancing Persona Quaity Mode which enabe individuas to acquire the mindset and traits of peak performers and to attain peak performance at the workpace. We have aso deveoped the Creating and Sustaining a High-Performance Organization Mode based upon proven practices and the Systems Approach that can assist organizations in creating and maintaining the competitive edge. A our training programmes are earner-oriented and fuy customized to meet the unique needs and reaities of our cient s operating environment. We advise our cients as to what they need to hear and not what they ike to hear. We provide free consutancy services on minor management probems faced by our reguar cients. We have a proven track record in providing quaity training and resuts-oriented consutancy services. We create a nurturing earning environment which brings out the best in peope. Transfer of credits is avaiabe for certain of our training programmes with Asia e University s academic programmes. 3

8 Our Consuting and Training Services Our consuting and training services are aimed at creating high-performance organizations through the integration of the socia system (peope), technica system (work processes and technoogy) and the management system into a functiona whoe. Our consuting and training services are offered in the areas of: Tota Quaity Management Impementation and Certification/Accreditation to Internationa Standards (e.g. ISO 9001, ISO 14001, ISO 18001, ISO/IEC 17025) Organization Deveopment and Change Management Human Resource Deveopment Training Needs Anaysis Persona Deveopment Management Deveopment Leadership Team Buiding Teaching and Learning Graduate Empoyabiity Core Competencies Introducing, impementing and sustaining organization-wide quaity and productivity improvement efforts Assisting organizations in crafting appropriate strategies to attain organizationa vision and corporate goas Assisting organizations in managing panned change and organizationa transformation successfuy Conducting diagnostic studies to identify critica gaps in organizationa eadership and management Designing, estabishing and impementing performance management systems in organizations Assisting organizations to deveop a heathy organizationa cuture Assisting organizations in creating high-performance work teams Assisting organizations to uneash the atent power of its inteectua capita Assisting peope to reengineer themseves and to acquire the attributes of peak performers 4

9 CEO and Principa Consutant Dr. Ranjit Singh Mahi is an internationay renowned consutant, trainer and a bestseing author in the areas of Tota Quaity Management, Management Deveopment, Persona Deveopment, Teaching and Learning, and Graduate Empoyabiity. He has devoted his professiona ife towards understanding why certain individuas and organizations are incined to perform and succeed whereas many others simpy fai. Dr. Ranjit has deveoped origina and effective soutions for enhancing persona and organizationa performance, combining a hoistic approach with best practices. He is noted for his ivey, participatory, practica and motivating training sessions. Dr. Ranjit has contributed significanty towards new knowedge in the areas of persona quaity, sef-esteem, peak performance, management deveopment and graduate empoyabiity. He has formuated a practica mode and bueprint for enhancing persona quaity; deveoped the Empowering Cyce of High Sef-Esteem which shows the reciproca reationship between sef-esteem and peak performance; identified the competencies of Maaysian high-performance managers and most admired attributes of Maaysian eaders; and identified the hiring criteria and soft skis sought by Maaysian empoyers in fresh graduates. Based upon his expertise and commitment to the principes of sef-esteem, Dr. Ranjit was appointed the Vice-President of the Internationa Counci for Sef-Esteem in 2003, the first Asian to hod the position. He is described in the website of the American-based Nationa Association for Sef-Esteem as one of the most infuentia movers and shakers in the area of sef-esteem. Dr. Ranjit is the author of four bestseers: Make Yoursef Empoyabe, Enhancing Manageria Performance, Enhancing Sef-Esteem and Enhancing Persona Quaity. The ast two books have been pubished in Arabic by Jarir Book Store and are bestseers in the Midde East. He has aso pubished more than 150 artices on management and persona deveopment, besides being a coumnist for three of Maaysia s eading newspapers. Ranjit has a B.A. Hons. (Second Cass Upper) in History from the University of Maaya, a Master of Pubic Administration degree from Syracuse University, USA and a Ph.D. in Organizationa Behaviour from Warnborough Coege, Ireand. 5

10 Our Approach towards Persona Transformation and Sef-Mastery Our training programmes and methodoogy are based upon important research findings from the science of peak performance and sef-image psychoogy, and success in conducting hundreds of persona deveopment programmes in Asia, the Midde East and USA. We have deveoped an integrated, step-by-step and practica approach aimed at empowering peope to perform at the top of their abiity. It is focused around our sef-deveoped Ten Key Attributes of Peak Performers (Figure 1), Buiding Bocks of Peak Performance (Figure 2) and Enhancing Persona Quaity Mode (Figure 3). We use experientia earning techniques, mutipe earning styes, and highy interactive approaches in conducting our workshops incuding roe pays, individua exercises, group discussions, and visuaization. Cognitive therapy is utiized in assisting individuas to change their pessimistic stye of thinking to reaistic optimism. 10 Continuous improvement 1 High sef-esteem 2 A cear and personay compeing mission 9 Resiience 3 Sef-discipine PEAK PERFORMANCE 8 Good interpersona skis 4 Strategic pan 7 Effective sef-management 6 A sense of inner cam and peace 5 Menta rehearsa Figure 1: Ten Key Attributes of Peak Performers Nothing changes without persona transformation. W. Edwards Deming 6

11 SELF-RENEWAL Being a ifeong earner Maintaining good menta, spiritua and physica heath SELF-MANAGEMENT Managing time successfuy Deveoping good interpersona skis Maintaining sef-discipine Maintaining resiience SELF-RESPONSIBILITY Taking charge of your ife Determining your persona mission and goas Formuating your Action Pans Taking action and monitoring progress towards attainment of your goas SELF-REENGINEERING Accepting yoursef unconditionay Buiding sef-confidence Practising rationa thinking Adopting positive sef-tak Visuaizing your new successfu menta pictures SELF-AWARENESS Understanding the psychoogy of peak performance Knowing who you reay are (accurate sef-assessment) Refecting upon your purpose in ife Determining your current situation Figure 2: Buiding Bocks of Peak Performance 7

12 There is no vaue judgement more important, no factor more decisive in your psychoogica deveopment and motivation, than the estimate you pass on yoursef. Nathanie Branden Sef-Renewa and Continuous Improvement DETERMINING CURRENT PERSONAL QUALITY LEVEL Identifying persona attributes Assessing human reations skis Evauating work performance Determining areas for improvement H i g S h S u s t e n a n c FORMULATING PERSONAL QUALITY ACTION PLAN Estabishing persona quaity goas Formuating action pan to attain persona quaity goas TAKING ACTION Executing your persona quaity action pan Managing time successfuy Maintaining sef-discipine Maintaining perseverance S e f - E s t u s t e n a n c e MONITORING PROGRESS e e e Reviewing progress towards attainment of persona quaity goas m Taking corrective action Sef-Renewa and Continuous Improvement Figure 3: Enhancing Persona Quaity Mode Persona Quaity is the bedrock of organizationa quaity. Quaity peope do quaity work. Ranjit Singh Mahi 8

13 Our Approach towards Creating and Sustaining a High-Performance Organization Based upon our consuting and training experiences, the quest for creating and sustaining a High-Performance Organization shoud be based on the Systems Approach (see Figure 4). It views an organization as a set of interdependent and interreated eements or subsystems, each of which contributes to the attainment of common organizationa goas. Changes in any one subsystem wi have an impact on the other subsystems. As such, a the subsystems must be integrated into a functiona whoe to ensure tota organizationa functioning. The Systems Approach aso views an organization as an open system interacting with its environment and transforming inputs (resources such as materias, peope and equipment) into outputs (products and services) desired by customers. Management System H P O Socia System Technica System Figure 4: Systems Approach to Organizationa Improvement 1. Socia System Corporate cuture Persona quaity Empoyee participation and teamwork Empowerment Reward and recognition system Communication 9

14 2. Technica System Technoogy Work processes Decision-making processes Job definition and responsibiities 3. Management System Strategic quaity panning Leadership Poicies Organizationa structure Manageria contro Creating and Sustaining a High-Performance Organization Mode The foowing mode (Figure 5) based upon the Systems Approach, best practices in management, and strategic panning is suggested for creating and sustaining high performance in organizations. It consists of five major steps: 1. Getting Organized. 2. Organizationa Diagnosis. 3. Organizationa Transformation Pan. 4. Impementation. 5. Measurement and Evauation. Getting Organized The main purpose of Step 1 is to ay the basic foundation for ensuring successfu impementation of organizationa improvement efforts. It invoves estabishing an Organizationa Transformation Team (OTT) consisting of senior, competent and highy committed managers which wi spearhead the organizationa improvement efforts. The OTT shoud agree on three major issues as highighted by James Champy: (i) the business case for the change (Why must we go through this? ); (ii) the scope and scae of the change ( What processes are we going to reengineer? or How much of the business must change? ); and (iii) the governance process for managing the change ( Who wi be accountabe for the design and for the resuts? ). Three other important activities in Step 1 are carifying stakehoders expectations, communicating the need for organizationa improvement to a empoyees and securing the support of key payers. Organizationa success in the ong run is greaty dependent upon meeting or exceeding the expectations of an organization s primary Strategy isn't beating the competition; it's serving customers' rea needs. Kenichi Ohmae 10

15 Heathy Organizationa Cuture C o n t i n u o u s I m p r o v e m e n t GETTING ORGANIZED Estabishing organizationa transformation team Carifying stakehoders expectations Communicating the need for organizationa transformation Securing support of key payers ORGANIZATIONAL DIAGNOSIS Undertaking SWOT anaysis Identifying key business processes Benchmarking Conducting customer and empoyee opinion surveys ORGANIZATIONAL TRANSFORMATION PLAN Determining/carifying organizationa direction Determining corporate goas Formuating corporate strategies Determining performance standards Determining appropriate organizationa structure Empowering and motivating empoyees IMPLEMENTATION Aigning structure, processes and systems to organizationa strategy Coordinating performance improvement efforts Maintaining effective communication MEASUREMENT AND EVALUATION Measuring performance Reporting resuts T r a i n i n g a n d T e a m w o r k A d a p t i n g t o C h a n g i n g E n v i r o n m e n Undertaking corrective action t Customer-Oriented Figure 5: Creating and Sustaining a High-Performance Organization Mode Organizations don't adapt to change; peope do. To change an organization, change minds. Caros Ghosn 11

16 stakehoders, particuary its customers, sharehoders, empoyees and suppiers. Organizationa improvement awareness (estabishing a great enough sense of urgency about the need for change) is necessary to gain support of empoyees for the improvement efforts and reducing potentia resistance to change. The support of key payers is crucia for ensuring successfu change management. Organizationa Diagnosis Organizationa diagnosis is a systematic approach to deveoping an accurate and comprehensive view of the current state of the organization. It provides a basis for determining action pans to improve organizationa performance. Organizationa diagnosis is aso important because it assesses the readiness and capabiity of major subsystems to undertake organizationa improvement efforts. The major activities are: 1. Scanning the interna environment for organizationa strengths and weaknesses, and the externa environment for opportunities and threats (SWOT anaysis); 2. Identifying key business processes and opportunities for improvement; 3. Benchmarking against high-performance organizations; and 4. Conducting customer and empoyee opinion surveys. Organizationa Transformation Pan The Organizationa Transformation Pan expresses ceary the desired future state of the organization and the necessary actions to attain it. It comprises the organizationa mission statement, corporate and departmenta goas, strategies for attaining goas, performance standards, appropriate organizationa structure and ways of empowering and motivating empoyees. The Organizationa Transformation Pan is important as it carifies for a empoyees the performance goas and what needs to be done to attain them. Impementation Step 4 invoves impementation of projects identified in the Organizationa Transformation Pan. The two most important activities are aigning structure, processes and systems to organizationa strategy, and process contro i.e. detection and correction of nonconformances to estabished requirements. The other important activities are coordinating the performance improvement efforts among the various departments and maintaining effective communication. Measurement and Evauation The major purpose of Step 5 is to determine progress towards the attainment of estabished performance goas. The main activities are measurement, reporting of resuts to a empoyees and undertaking corrective actions to overcome performance gaps. Training and Teamwork Training and teamwork pervades the entire HPO Mode. Training is essentia at the initia stage to secure organizationa commitment to performance improvement and to minimize resistance to change. Appropriate training subsequenty must be 12

17 continuous to ensure empoyees have the necessary knowedge and skis to cope with changes in technoogy and the environment in which the organization operates. Teamwork is important as it creates a sense of ownership and commitment among empoyees. Empoyees are generay more wiing to support performance improvement efforts in which they have taken part or heped to deveop. Teamwork is aso based on the premise that coective wisdom is generay more superior to individua wisdom. Teamwork aso faciitates soution of performance probems which cut across departmenta or functiona boundaries. Heathy Organizationa Cuture An appropriate organizationa cuture is necessary to create and sustain a work environment that is conducive to continuous performance improvement efforts. Organizationa cuture is basicay a set of shared vaues and beiefs which interact with an organization s peope, structures and systems to produce behavioura norms. The principa vaues of a heathy corporate cuture incude customer focus, doing things right the first time, empoyee autonomy, teamwork, recognition based on attainment of performance goas, open and honest communication, continuous improvement and fexibiity (adapting to the changing environment). To ensure a continuous fow of quaity goods and services, a cuture of quaity must be woven into the basic fabric of everyday ife. Terrence E. Dea 13

18 CREATING AND SUSTAINING A HIGH-PERFORMANCE ORGANIZATION Rationae Top management pays a crucia roe in creating high-performance organizations. A systemic and integrated approach which encompasses strategic change, customer focus, product/service quaity, heathy organizationa cuture, exceent work processes, teamwork, a highy motivated workforce and ifeong earning is crucia for ensuring ong-term organizationa success in today's highy competitive and rapidy changing word. At the end of the workshop, participants shoud be abe to: 1. State the ten major tasks of top management in enhancing organizationa performance. 2. Formuate an effective mission statement, estabish verifiabe corporate goas and devise effective strategies. 3. Create a customer-driven organization. 4. Deveop a heathy corporate cuture. 5. Motivate and empower empoyees to perform their best at work. 6. Design exceent work processes. 7. Create high-performance work teams. 8. Create a earning organization. 9. Estabish effective performance standards. 10. Manage panned organizationa change successfuy. Content 1. Overview of high-performance organizations 2. Estabishing organizationa direction 3. Deveoping a heathy corporate cuture 4. Creating a customer-driven organization 5. Motivating and empowering empoyees 6. Process management 7. Creating high-performance work teams 8. Creating a earning organization 9. Performance standards 10. Managing panned organizationa change successfuy Methodoogy Interactive ectures, exercises, group discussions, video presentation and case studies Duration 3 days Target Group Senior managers Faciitators Dr. Ranjit Singh Mahi and Krishna Murthy/Lim Kheng Joo 14

19 EFFECTIVE STRATEGIC MANAGEMENT Rationae Research supports the existence of a ink between strategic management and organizationa financia performance. Effective strategic management heps an organization to attain and sustain the competitive advantage. Indeed, effective strategic management is a major sign of good management. Strategic management has gained greater importance in today s increasingy gobaized and highy competitive business word. At the end of the workshop, participants shoud be abe to: 1. Expain the three main stages of strategic management. 2. Undertake organizationa strategic anaysis (SWOT anaysis). 3. State at east five attributes each of a good mission statement and goas. 4. Expain the four major stages of formuating goas. 5. Expain four generic buiding bocks of competitive advantage. 6. State the ten components of effective strategic eadership. 7. Expain three generic corporate strategy aternatives. Content 1. Understanding strategic management 2. Formuating organizationa mission/vision 3. Estabishing effective goas 4. Strategic anaysis 5. Effective strategic eadership 6. Corporate strategy aternatives Methodoogy Interactive ectures, exercises, group discussions and case studies Duration 2 days Target Group Senior managers Faciitators Dr. Ranjit Singh Mahi and Krishna Murthy 15

20 CREATING AND MAINTAINING A HEALTHY CORPORATE CULTURE Rationae Research findings indicate a positive correation between certain organizationa cutures and performance. A heathy organizationa cuture faciitates attainment of strategic goas, increases empoyee commitment and oyaty, faciitates decision-making, promotes interna cooperation, faciitates communications and provides meaning and purpose to work. There can be no sustainabe change without a change in empoyees mindset. Organizations don t adapt to change; peope do. In the words of Back and Gregersen, Lasting success ies in changing individuas first; then the organization foows. In a nutshe, it is peope who make poor systems work and good systems fai. At the end of the workshop, participants shoud be abe to: 1. Define the term organizationa cuture. 2. Distinguish between vaues, beiefs and norms. 3. Expain how organizationa cuture faciitates attainment of strategic goas, increases empoyee commitment and oyaty, faciitates decision making and promotes interna cooperation. 4. List at east six cutura attributes of exceent organizations. 5. Describe the four basic types of organizationa cuture. 6. State at east six ways of transmitting and embedding cuture. 7. Expain the eight major steps in changing corporate cuture. Content 1. Nature and importance of organizationa cuture 2. Basic types of organizationa cuture 3. How organizationa cuture is transmitted and embedded 4. Steps in changing organizationa cuture 5. Major toos of organizationa cuture change Methodoogy Interactive ectures, exercises, group discussions and case studies Duration 2 days Target Group Senior managers Faciitator Dr. Ranjit Singh Mahi/Dr. Goh Chee Leong 16

21 MANAGING PLANNED ORGANIZATIONAL CHANGE Rationae Despite change being an integra part of organizationa ife, the faiure rate of organizationa change attempts is as high as 70%. To ensure ong-term surviva, organizations must continuay adapt to the changing environments in which they operate. Managers need to understand ceary the organizationa change process, sources of resistance to change and strategies for managing change successfuy. Today's workpace direy needs managers who are effective change agents. At the end of the workshop, participants shoud be abe to: 1. Define organizationa change and expain the importance of change management. 2. List at east eight reasons why empoyees resist change. 3. Expain the six major strategies for reducing resistance to change, incuding the use of force-fied anaysis. 4. State the three major aspects of panned organizationa change. 5. Describe Kurt Lewin s three phases of panned change. 6. State the ten principes of managing panned organizationa change. 7. Expain the importance of the human dimension of change. 8. Expain Kotter s mode of panned organizationa change. 9. State at east seven key attributes of effective change agents. Content 1. Nature and importance of panned organizationa change 2. Resistance to change 3. Major aspects of panned organizationa change 4. Panning and impementing organizationa change successfuy 5. Importance of the human dimension of change 6. Attributes of effective change agents Methodoogy Interactive ectures, exercises, group discussions and case studies Duration 2 days Target Group Senior managers Faciitator Dr. Ranjit Singh Mahi 17

22 STRATEGIC PERFORMANCE MEASUREMENT: MEASURING WHAT MATTERS MOST Rationae Strategic performance measurement essentiay invoves tracking the progress of the corporate strategic pan and monitoring how we the pan is being executed. Measuring performance at the strategic eve is the core of organizationa performance measurement and management. However, there is aways a performance gap between having a strategy and executing it effectivey. By having we-designed and appropriate strategic performance measures within a context of managed change, an organization is we positioned to reap the fu benefits of its performance improvement initiatives. At the end of the workshop, participants shoud be abe to: 1. Expain the critica roe of strategic performance measurement. 2. State at east three principes of good performance measurement. 3. Formuate proper strategic performance goas. 4. Design meaningfu and winning strategic performance indicators. 5. Avoid major pitfas in impementing performance improvement initiatives. 6. Create the right organizationa context for measuring and improving organizationa performance. Content 1. Why measure strategic performance 2. Strategic performance panning 3. Formuating strategic goas 4. Differentiating activities, outputs and outcomes 5. Designing winning strategic performance indicators 6. Impementing performance improvement initiatives 7. Managing the change process Methodoogy Interactive ectures, practica exercises and group discussions Duration 2 days Target Group Executives responsibe or interested in organizationa performance management Faciitator Lim Kheng Joo/Krishna Murthy 18

23 LEADERSHIP FOR TOTAL QUALITY MANAGEMENT Rationae Top management hods the key to quaity improvement as it determines the systems in which peope work. Moreover, the actions of empoyees greaty depend on top management s attitude towards quaity. Senior managers must understand the quaity phiosophy and fundamentas of Tota Quaity Management (TQM) to effectivey ead organization-wide quaity improvement efforts. In essence, the quaity revoution begins with top management s commitment. At the end of the workshop, participants shoud be abe to: 1. Define the concepts of Quaity and Tota Quaity Management. 2. State at east five main features of Tota Quaity Management. 3. Identify the five major steps of the TQM Mode. 4. State at east ten maxims of quaity improvement. 5. State at east seven principes of managing panned organizationa change. 6. Identify various means of demonstrating top management's commitment to quaity. 7. Expain their roe in managing quaity with regards to organizationa mission, quaity goas, organizationa quaity structure, performance standards and quaity cuture. Content 1. Understanding Quaity and Tota Quaity Management 2. Managing quaity improvement 3. Strategic quaity panning 4. Managing panned organizationa change 5. Creating and sustaining a quaity cuture 6. Roe of top management in managing quaity improvement Methodoogy Interactive ectures, exercises, video presentation and group discussions Duration 2 days Target Group Senior managers Faciitator Dr. Ranjit Singh Mahi 19

24 MANAGING QUALITY Rationae Midde managers pay an important roe in managing quaity since they are responsibe for panning, impementing and monitoring quaity improvement efforts at the operationa eve. To secure their commitment, midde managers must understand the fundamentas of quaity and the need for quaity improvement. Midde managers must be provided with the manageria and technica skis to manage quaity effectivey. At the end of the workshop, participants shoud be abe to: 1. Define the concept of Quaity. 2. Identify the eight dimensions of product quaity and ten dimensions of service quaity. 3. State at east eight maxims of quaity improvement. 4. Appy the concepts of departmenta purpose anaysis and process management to their functiona responsibiities. 5. Expain the Seven QC Toos and the probem soving mode. 6. State the ten commandments of effective communication. 7. State at east eight characteristics of an effective team. Content 1. Understanding Quaity 2. Dimensions of product and service quaity 3. Ten maxims of quaity improvement 4. Process management 5. Seven QC Toos 6. Effective communication 7. Teamwork for quaity improvement Methodoogy Interactive ectures, exercises, video presentation and group discussions Duration 3 days Target Group Midde managers Faciitators Dr. Ranjit Singh Mahi and Lim Kheng Joo 20

25 TEAMWORK FOR QUALITY IMPROVEMENT Rationae Quaity improvement efforts encompass process improvement which generay invoves empoyees from various departments or functiona areas. In this regard, teamwork for quaity improvement is critica. High-performance teams are abe to communicate openy, practise shared eadership and responsibiity and sove conficts in a constructive manner. At the end of the workshop, participants shoud be abe to: 1. Define the concepts of team and team buiding. 2. Expain the four stages of team deveopment. 3. State at east eight characteristics of an effective team. 4. State at east eight major responsibiities of the Team Leader. 5. State at east eight major quaities of an effective team member. 6. Expain the five major strategies of managing confict. 7. State the ten commandments of effective communication. 8. State at east five tips on buiding trust in teams. Content 1. Understanding teams and team buiding 2. Effective management of teams 3. Managing team confict and effective human reations 4. Team eadership and roe of team members 5. Effective team communication 6. Estabishing shared vaues and buiding trust Methodoogy Interactive ectures, exercises, group discussions and video presentation Duration 2 days Target Group Manageria and non-manageria empoyees Faciitator Dr. Ranjit Singh Mahi 21

26 INTRODUCTION, DOCUMENTATION AND IMPLEMENTATION OF ISO 9000 Rationae To add vaue to any organization, it is important to integrate quaity assurance into the business process. Proper documentation and written procedures are essentia for creating an effective quaity management system which is an important step towards Tota Quaity Management. At the end of the workshop, participants shoud be abe to: 1. State the purpose and structure of ISO Interpret the eements of ISO Deveop a quaity manua and procedures for their organization. 4. Prepare an impementation pan for ISO 9000 certification. Content 1. Quaity: Definition and Concept 2. History of Quaity 3. Concept of ISO ISO 9000 Leve 5. ISO 9000 and Business Process 6. Interpretation of ISO Introduction to Documentation 8. Preparing Your Quaity Manua 9. Fowcharting and Mapping Your Process 10. Improving work processes 11. Writing procedures and work instructions 12. Case Study Preparing Quaity Manua 13. Integrating ISO 9000 to Your Business Process 14. Case Study Preparing Quaity Poicy and Quaity 15. Impementing ISO Case Study Preparing a Pan for ISO 9000 Impementation 17. Third Party Registration 18. ISO 9000 and TQM Methodoogy Interactive ectures, group discussions and case studies Duration 3 days Target Group Manageria empoyees who are ikey to be invoved in impementing a Quaity Management System Faciitator Harbans Singh Mahi 22

27 PROCESS IMPROVEMENT TOOLS AND TECHNIQUES Rationae A work is a process. The system for improving quaity is prevention of errors and defects in work processes. Knowedge of quaity toos and techniques is necessary to identify and creativey sove probems. At the end of the workshop, participants shoud be abe to: 1. Expain the six major steps of Quaity Improvement Process. 2. Utiise the major process improvement toos. 3. Appy the quaity toos and techniques to improve the quaity of work processes. Content 1. Quaity Improvement Process 2. Process Mapping 3. The PDCA Cyce 4. Quaity improvement toos and techniques 5. Benchmarking Methodoogy Interactive ectures, group discussions, exercises and case studies Duration 2 days Target Group Key personne invoved in quaity improvement projects Faciitator Lim Kheng Joo/Krishna Murthy 23

28 CUSTOMER SERVICE EXCELLENCE Rationae Superior customer service spes profits through increased market share, ong-term customer oyaty and reduced cost of non-conformance. The front-ine service representatives pay a crucia roe in service quaity through their daiy interaction with externa customers. Service representatives must have positive attitudes towards customers and the necessary knowedge and skis to provide prompt, reiabe and courteous service. At the end of the workshop, participants shoud be abe to: 1. Define the concept of customer satisfaction. 2. Identify the ten dimensions of service quaity. 3. Expain the importance of customer service and costs of poor service. 4. Serve customers in a professiona and courteous manner. 5. Deveop and practise proper teephone techniques in providing quaity customer service. 6. Hande angry customers with tact and confidence. 7. Deveop and practise persuasive ora communication and active istening skis. 8. Cope effectivey with stress on the job. Content 1. Understanding service quaity 2. Customer reations 3. Communicating your best image 4. Handing angry and various kinds of customers 5. Communication and active istening 6. Teephone courtesy 7. Managing stress on the job Methodoogy Interactive ectures, exercises, video presentation and group discussions Duration 2 days Target Group Front-ine service representatives Faciitator Dr. Ranjit Singh Mahi/Datuk Atikah Adom/Badev Singh 24

29 DEVELOPING HIGH-PERFORMANCE MANAGERS Rationae Organizations cannot function productivey without high-performance managers. High-performance managers get things done with and through others both effectivey and efficienty. The main purpose of this workshop is to equip managers with the necessary skis and knowedge reated to persona competence, interpersona competence and work competence. At the end of the workshop, participants shoud be abe to: 1. Expain the four major manageria functions. 2. Assess their manageria compence eve. 3. Project a positive image on the job. 4. List at east five major time wasters and their soutions. 5. State at east five guideines on coping effectivey with stress on the job. 6. List at east ten ways of motivating subordinates. 7. Expain the ten commandments of effective communication. 8. State at east ten quaities of a good eader. 9. State at east five principes each of getting aong with their bosses and subordinates. 10. Set priorities and deegate effectivey. 11. Expain the seven steps of probem soving. Content 1. Overview of Management 2. Projecting a positive image 3. Managing time successfuy 4. Managing stress on the job 5. Motivating empoyees 6. Effective empoyee communication 7. Leadership 8. Effective human reations 9. Effective deegation 10. Probem soving and decision making Methodoogy Interactive ectures, exercises, manageria competence questionnaire, roe pays, video presentation, group discussions and case studies Duration 3 days Target Group Managers and those about to be promoted to manageria positions Faciitators Dr. Ranjit Singh Mahi/Dr. Goh Chee Leong/Shukri Ibrahim/ Lim Kheng Joo 25

30 MANAGING YOURSELF SUCCESSFULLY Rationae High-performance management begins with effective and efficient sef-management. A manager needs to first manage himsef we before managing others. He is in a better position to get things done through others when he himsef is we-managed. Enhancing sef-esteem is the first step towards effective sef-management. Managers must be empowered from within to produce quaity work. Sef-empowered managers tend to be productive, creative, proactive and cooperative. Many managers often misuse or underutiize their time which is a vauabe and scarce resource. Hence, managers must earn to get more accompished in reativey ess time. Managers inevitaby experience stress at work. Excessive stress can cause adverse strain on one s emotions, thought processes and physica condition. Thus, managers must earn to cope effectivey with stress on the job. At the end of the workshop, participants shoud be abe to: 1. Assess their overa eve of sef-esteem. 2. Identify their major strengths and weaknesses. 3. List the five main steps in enhancing sef-esteem. 4. State at east ten guideines on enhancing sef-esteem. 5. Identify their major time wasters and possibe soutions. 6. State at east ten guideines for managing time successfuy. 7. Identify their major stressors. 8. Expain at east five effective ways of managing stress. Content 1. Nature of sef-esteem 2. Enhancing sef-esteem 3. Creating a positive sef-image 4. Taking charge of your ife 5. Managing time successfuy 6. Managing stress on the job Methodoogy Interactive ectures, exercises, group discussions, roe pays, video presentation and persona competence questionnaire Duration 2 days Target Group Managers and those about to be promoted to manageria positions Faciitator Dr. Ranjit Singh Mahi / S. Bhaskaran / Badev Singh/Shukri Ibrahim 26

31 MANAGING PEOPLE SUCCESSFULLY Rationae Managers accompish resuts by working with and through other peope. Numerous pos have indicated that the singe most important trait of good managers is the abiity to get aong with peope. Hence, managers must acquire human reations and good communication skis besides being abe to ead and motivate workers to work wiingy towards attaining organizationa goas. At the end of the workshop, participants shoud be abe to: 1. State at east six ways of motivating subordinates. 2. Identify their own eadership stye. 3. State at east five quaities of a good eader. 4. Identify their major communication barriers and possibe soutions. 5. Expain at east six guideines for effective istening. 6. State at east six principes of getting aong with their bosses. 7. State at east ten principes of getting aong with their subordinates. 8. Expain the five major strategies of handing confict constructivey. Content 1. Motivating empoyees 2. Leadership 3. Effective communication 4. Effective human reations 5. Managing confict constructivey Methodoogy Interactive ectures, exercises, group discussions, roe pays video presentation and interpersona competence questionnaire Duration 2 days Target Group Managers and those about to be promoted to manageria positions Faciitator Dr. Ranjit Singh Mahi/Shukri Ibrahim/S. Bhaskaran 27

32 MANAGING WORK SUCCESSFULLY Rationae Managers shoud have the abiity of estabishing appropriate operationa goas and attaining them in the most efficient manner. To this end, managers must determine work goas and the appropriate actions for attaining them; deegate authority; estabish work performance standards; and take corrective action. At the end of the workshop, participants shoud be abe to: 1. Expain the four major functions of managers. 2. State at east seven quaities of a good manager. 3. Expain the ten cardina principes of Quaity. 4. Expain the basics of manageria panning. 5. Expain the technique of Management by. 6. Set priorities and deegate effectivey. 7. Estabish specific and verifiabe performance standards. Content 1. Overview of Management 2. Concept and cardina principes of Quaity 3. Understanding work processes 4. Manageria panning 5. Effective deegation 6. Estabishing work performance standards Methodoogy Interactive ectures, exercises, group discussions, roe pays and video presentation Duration 2 days Target Group Managers and those about to be promoted to manageria positions Faciitator Dr. Ranjit Singh Mahi/S. Bhaskaran/Shukri Ibrahim 28

33 EXEMPLARY LEADERSHIP: MAKING IT WORK Rationae Organizationa exceence is greaty dependent on the quaity of eadership. To be effective, a manager has to be a good eader. The core characteristics of eadership are creating a compeing vision, aigning peope to the vision through effective communication, motivating and empowering peope to perform their best at work, managing change successfuy and modeing the way (persona credibiity). At the end of the workshop, participants shoud be abe to: 1. State the seven core functions of eadership. 2. Assess their eadership skis. 3. State the five most admired attributes of eaders. 4. Expain the five practices of exempary eadership. 5. Expain the appropriateness of democratic, autocratic and aissez-faire eadership styes. 6. Expain at east six ways of motivating and empowering subordinates. 7. State the ten characteristics of transformationa eaders. 8. State at east ten guideines for becoming a transformationa eader. 9. State the ten characteristics of a nurturing and high-trust work cimate. 10. State at east seven guideines for buiding persona credibiity. Content 1. Fundamentas of Leadership 2. Motivating and empowering peope 3. Transformationa Leadership 4. Creating a nurturing and high-trust work cimate 5. Roe modeing and deveoping persona credibiity Methodoogy Interactive ectures, exercises, video presentation, roe-pays, case studies, group discussions and eadership questionnaire Duration 2 days Target Group Managers and those about to be promoted to manageria positions Faciitator Dr. Ranjit Singh Mahi/Shukri Ibrahim/Lim Kheng Joo 29

34 ENHANCING EMOTIONAL INTELLIGENCE Rationae Latest research findings show that IQ takes second position to emotiona inteigence in determining outstanding job performance. At the workpace, there is increasing evidence that IQ gets peope hired, but EQ gets them promoted. More manageria careers have been damaged due to ack of emotiona inteigence rather than a ack of technica knowhow. Emotiona inteigence aso directy affects teamwork and productivity. Emotionay inteigent managers are abe to hande their emotions in ways that enhance their work productivity and quaity of ife around them. At the end of the workshop, participants shoud be abe to: 1. State the five major domains of emotiona inteigence. 2. Identify their eve of emotiona inteigence. 3. Gain greater sef-awareness. 4. Manage their emotions productivey. 5. State ten tips for motivating onesef and maintaining resiience. 6. State ten tips for empathizing with others and enhancing socia competence. Content 1. Understanding Emotiona Inteigence 2. Sef-awareness 3. Managing emotions productivey 4. Sef-motivation 5. Reationship management Methodoogy Interactive ectures, experientia earning, group discussions, roe pay and emotiona inteigence questionnaire Duration 2 days Target Group Managers and those about to be promoted to manageria positions Faciitator Dr. Ranjit Singh Mahi/Dr. Goh Chee Leong 30

35 CREATIVE PROBLEM SOLVING AND DECISION MAKING Rationae Creative probem soving is a key management ski and a major factor in determining individua and organizationa success. Managers with good probem soving skis adapt more quicky in times of rapid change and contribute significanty towards attainment of organizationa goas. At the end of the workshop, participants shoud be abe to: 1. Define, identify and abe probems appropriatey. 2. Distinguish between symptoms and probems. 3. Expain the seven steps in the Rationa Probem-Soving Process. 4. Use suitabe techniques to define probems and their causes. 5. Seect and use creative probem soving methods. Content 1. Probem definition: recognition and abeing 2. Probem soving techniques 3. Decision making techniques 4. Creative thinking techniques and appications Methodoogy Interactive ectures, exercises, group discussions, video presentation and case studies Duration 2 days Target Group Managers and those about to be promoted to manageria positions Faciitator H. K. Loi 31

36 MAKING EFFECTIVE ORAL PRESENTATIONS Rationae Making speeches and ora presentations is an important interpersona communication ski. Indeed, research shows that the use of ora presentations is a competency that is strongy reated to manageria effectiveness. Many situations in the workpace ca for the manager to deiver a presentation before a group of peope. At the end of the workshop, participants shoud be abe to: 1. Assess their own presentation skis. 2. List at east seven characteristics of effective presenters. 3. Pan and deiver presentations effectivey. 4. Appy appropriate presentation techniques to maintain the interest of the audience. 5. State at east six tips on effective verba communication. 6. Seect and use suitabe visua aids to gain maximum impact and understanding. 7. Hande anxiety and nervousness. 8. Hande questions with confidence. Content 1. Presentation process 2. Types and methods of deivering presentations 3. Determining presentation purpose and audience anaysis 4. Preparing the presentation 5. Designing and using visua aids effectivey 6. Practising the presentation 7. Handing presentation ogistics 8. Deivering presentations effectivey Methodoogy Interactive ectures, video presentation, video-taped individua presentation, exercises and presentation questionnaire Duration 3 days Target Group Managers and those about to be promoted to manageria positions Faciitator Dr. Ranjit Singh Mahi/S. Bhaskaran/Badev Singh 32

37 REENGINEERING YOURSELF FOR PEAK PERFORMANCE Rationae Peak performance is our birthright but unfortunatey many peope end up taking their potentia greatness with them to their graves. They sabotage themseves by succumbing to negative beiefs and drifting in ife without a cear sense of direction. Life is too precious a gift to be wasted. Reengineer yoursef to attain peak performance at work and in other areas of your ife by deveoping a positive sef-image and enhancing your sef-esteem. At the end of the workshop, participants shoud be abe to: 1. Transform their sef-imiting beiefs into empowering beiefs. 2. Acquire the mindset and habits of peak performers. 3. Expain the five main steps in enhancing sef-esteem. 4. State at east ten guideines on enhancing sef-esteem. 5. State the five steps in reprogramming one's sef-image. 6. Formuate a persona mission statement and SMART goas. 7. Deveop action pans towards attaining their goas and peak performance at work. Content 1. Psychoogy of Peak Performance 2. Understanding and enhancing sef-esteem 3. Creating a positive sef-image 4. Taking charge of your ife Methodoogy Interactive ectures, video presentation, fim-cips, exercises, group discussions and sef-esteem questionnaire Duration 2 days Target Group Manageria and non-manageria empoyees Faciitator Dr. Ranjit Singh Mahi/Dr. Goh Chee Leong/S. Bhaskaran/ Badev Singh 33

38 ENHANCING PERSONAL QUALITY Rationae The utimate creators of quaity products and services are peope. Peope must be empowered from within to produce quaity work. Quaity, after a, is an attitude of mind. The cornerstone of persona quaity is sef-esteem which empowers individuas to bring out the best in them. In short, organizationa performance is greaty dependent upon the persona quaity of its members. At the end of the workshop, participants shoud be abe to: 1. Define persona quaity. 2. Assess their overa eve of persona quaity. 3. State the three major components of persona quaity. 4. Expain the four major steps in enhancing persona quaity. 5. Estabish persona quaity checkists. 6. State at east ten guideines on enhancing sef-esteem. 7. State at east ten guideines on managing time successfuy. 8. State at east ten guideines on mastering human reations. 9. Deveop an action pan to enhance persona quaity. Content 1. Nature of Persona Quaity and Sef-Esteem 2. Persona quaity and sef-esteem questionnaire 3. Buiding high sef-esteem 4. Persona quaity checkists 5. Managing time successfuy 6. Mastering human reations 7. Overcoming sef-imposed barriers to peak performance on the job 8. Action pan to enhance persona quaity Methodoogy Interactive ectures, experientia earning, video presentation, movie-cips, group discussions and persona quaity questionnaire Duration 3 days Target Group Manageria and non-manageria empoyees Faciitator Dr. Ranjit Singh Mahi/S. Bhaskaran/Badev Singh 34