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Leadership and Management Process
- 1. IPC 2016Human Resources Development Bureau
- 3. I’m Val. I provide support here. What do Contribute? YOU
- 4. The right hand is a bit weak. Val can provide TA there. What kind of weakness? Lack of coordination Who has capacity for coordination? Val, we need support in the right hand! Can you help in the area?
- 8. Commitmentto CrediblePublic Service Functional Thinking Strategically & Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Creating an Environment for Learning and Growth Engaging and Inspiring Teams Collaborating and Networking
- 10. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 11. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 12. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 13. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 14. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 15. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 16. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 17. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 18. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 19. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service ?
- 20. Personal Effectiveness Delivering Excellent Results Thinking Strategically and Systemically Problem Solving and Decision Making Planning and Organizing Facilitating Change and Innovation Engaging and Inspiring Teams Creating an Environment for Learning and Growth Collaborating and Networking Commitment to Credible Public Service
- 21. Activity Time1 1. Form pairs. Each pair is provided a list of Core, and Leadership and Managerial Competencies. 2. Each participant provides an instance of an issue that through specific inputs, led to a specific outcome. It must display the specific level required of the specific competency assigned. 3. Discuss with your partner. Then everyone discusses with the plenary. Critiquing follows.
- 23. Activity Time2 Issue at hand is a change in administration. The Outcome is the Luzon Cluster as a stronghold. What are the indicators? What
- 24. Activity Time2.5 Issue at hand is High turnover rate & short average tenure of staff.
- 25. Activity Time2.5 1. What specific competencies can serve as guideposts for the issue at hand? 2. If we are to state this as a success indicator (output or outcome based) what would this indicator be? 3. How are the competencies earlier identified with the issue at hand expressed in the indicator? This can be done through the necessary Quality Quantity and Time.
- 26. Activity Time2.5 You can look at it from a Micro, Macro or Mezzo perspective. Make sure to remember that this has to link with how you are personally responsible and accountable.
- 27. Activity Time2.5 Issue at hand is High turnover rate & short average tenure of staff.
- 28. Activity Time3 What were the key issues you noted in the OPCR session? What are the key issue you talked about in the IPC-PRE with SCJS? During the 360 assessment?
- 29. Activity Time3 There can still be Fixed and Open indicators, but with regards to Fixed indicators, does the current list truly display your accountability and your use of Leadership and Management? See the key questions of Secretary for Fixed indicators. We can reformulate new fixed indicators based on if certain indicators are shared by all, or fixed indicators for a certain group.
Notas do Editor
- The IPC is the mechanism by which individuals situate themselves in the organization. It also serves to ensure that individual goals are aligned with office goals.
- For Rank and File staff, individual goals are based on the key outputs of an individual. Services provided, reports generated, data collected, etc.
- For Middle level managers and above, henceforth termed leadership positions, the role played is more complex. There is macro level thinking and analysis involved, ensuring that the network of key players in the region produce the necessary output required of the office. This is exercising Leadership, and Management. The DSPMS (AO11 s. 2015) dictates that the IPC for Officials contains specific commitment for which the Official is solely responsible and accountable to ensure office targets are met, and should highlight their inherent leadership and managerial role as head of office. The OPC is based on the key deliverables of the Field Office, while the IPC of officials looks at two specific things: Outputs and outcomes that are the sole responsibility and accountability of the RD Application of Leadership and Management to Field Office operations. What is important in the role of leadership positions is their ability to use the skill of Leadership & Management to institute change with a purpose, or development.
- Competencies are defined Knowledge, Skills, and Attitudes that serve as structured guide, enabling the identification, evaluation, and development of behaviors of employees. For Core Competencies, they are guideposts to indicate what type of KSAs are necessary to properly function as an employee of the DSWD. For the Leadership and Managerial Competencies, they are guideposts that indicate which specific KSAs are necessary to properly utilize Leadership and Management as a skill. These are not merely abstractions, because these KSAs are supposed to link directly to specific outputs and outcomes.
- They can also link to specific inputs. Competencies are a lens by which we assess whether the individual is capable and capacitated to provide inputs, to achieve outputs, and to reach outcomes, of a certain quality. It goes beyond if an outcome was reached, or if an input was done. That should be the point of the OPC. The competency based IPC looks at what it is specifically about the individual allowed them to perform in this manner. In this way, there is a critical analysis of the person, and not merely the process and input, output, and outcomes. This will allow for further analysis of development interventions.
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- Run through of all the Core Competencies, then of Leadership & Managerial Competencies. Explain the levels required of Regional Directors
- It is important to know what the major external and internal challenges that exist in your environment are. These challenges bring about operational issues. How can you as an individual cause development (change with purpose) in these issues. Leadership and Management is a skill to be utilized by an individual, through strategic placement of personnel, tools, resources, and by proper planning, to institute development.