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POSITION PAPER

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Title: POSITION PAPER


1
POSITION PAPER On Dean of Electrical
Computer Engineering Prof. Dr. A.M.
Sharaf Electrical Engineering Dept. University of
New Brunswick P.O. Box 4400 Fredericton, NB E3B
5A3 (506) 453-4561 Fax (506) 453-3589
2
Dean OF ELECTRICAL COMPUTER ENGINEERING
  • The Position of Dean of Electrical Computer
    Engineering
  • The Candidate
  • Administrative Philosophy
  • Challenges
  • New Programs Initiatives
  • Management Philosophy
  • Problems Needs
  • Vision
  • Mission
  • Goals
  • Core Values
  • Other Thoughts
  • View Points How To ?
  • How to Fully Address Existing Problems and Urgent
    Issues
  • Last Word !

3
I. THE POSITION
  • The Dean of Electrical Computer Engineering is
    both leader and servant to Faculty needs in
    particular and University academic goals in
    general.
  • He / She must be Honest, Transparent, Sincere,
    Straightforward, Equitable, Unbiased and
    Forthcoming
  • (NO POLITICS)
  • He / She must ensure Faculty- academic excellence
    by fostering originality and innovation in
    teaching, research and community service.
  • He / She must be a role-model and servant to
    Faculty professional needs and academic
    aspirations.

4
  • He / She must be fully democratic, ensuring the
    highest standards in recruitments, promotion,
    tenure. No biases, politics or favouritism.
  • He / She must be fully accountable for all
    Faculty and staff performances and exercise the
    leadership role in avoiding conflicts.
  • He / She must ensure continuous evaluation of
    teaching/ learning qualities and the
    effectiveness of all educational programs.
  • He / She must be a team-player and real
    participant in all University/ Community academic
    activities.
  • He / She must be equitable, real defender of
    human rights, and equal-opportunities for women,
    physically challenged, and visible minorities.

5
  • He / She must establish full partnership with
    other post secondary education/ institutions
    nationally and internationally to maximize
    quality transferability, academic links and
    sustainability.
  • He / She must promote the Faculty of Electrical
    Computer Engineering role as an effective and
    evolving technical training centre. By
    establishing continuing education activity and
    industry/business consulting services office in
    collaboration with the office of VP Academic and
    International Relations and University Continuing
    Education Division.
  • He / She should be a facilitator, promoter and
    catalyst for innovation change.

A Leader is a Servant, who listens and serves!
6
II. THE CANDIDATE
  • The Candidate for the Dean of Electrical
    Computer Engineering should have the ability to
    lead and motivate others
  • To be innovative and energetic.
  • To be appreciative of all people and Faculty
    units.
  • To be committed to collegial relations
    morality.
  • To be personable and approachable.
  • To be adaptable and competent.
  • To be a good manager and a caring
    administrator

Commitment to Justice is the Essence of True
Leaders!
7
III. ADMINISTRATIVE PHILOSOPHY
  • An Effective Dean of Electrical Computer
    Engineering
  • Should be a good listener, patient, sincere,
    approachable and willing to serve!
  • (Even for one term!)
  • Should be willing to compromise because all
    problems have solutions and all solutions are at
    best mere compromises.
  • (No optimality)
  • Should understand that the mission of an
    Electrical Computer Engineering Faculty is a
    part of the full mission of the University which
    is to serve New Brunswick community and nation by
    ensuring the highest academic standards
    nationally and internationally.

8
  • Should seek teaching/learning academic
    excellence, despite any austerity by enhancing
    quality, productivity, efficiency and efficacy.
  • To be fully accountable to the University
    Administration, Faculty, students and the Public.
  • To ensure an innovative Faculty capable of
    facing the challenge of change and the imposed
    competitive era?
  • Should work closely with Faculty Deans and
    Faculty members to ensure the best learning
    environment for all students.
  • Should provide full liaison with University
    Administration and outside national
    international organizations in all areas of
    academic matters, research links and
    collaboration.

9
IV. CHALLENGES
  • Universities are facing an imposed change
    evolution (like it or not!!).
  • How to be productive with limited resources and
    continued austerity measures!
  • Accountability to the students and public.
  • Need for curriculum change, flexibility and
    adaptability to reflect evolving technological
    changes, competitive global economy, slanting
    employment market-shift, and global
    competitiveness.
  • University education as a commodity.
  • Need for a national/ international and global
    role of University.
  • Sustained business, industry link.
  • Active continuing technical education and
    training role.

10
  • Need for innovative teaching/learning
    technologies and tools (Distance Education,
    Internet, Interactive Multi-media, TeleEducation)
  • How to attract top notch students, mature and
    international students to ensure sustainability
    and offset continuous declining student
    enrolment.
  • How University's scarce resources can be
    shared using the rapidly growing Information
    Highway.
  • How to establish a sustained link between
    shifting employment markets and the University,
    and How a University curricula can respond to
    employment markets shifts and training/retraining
    needs.
  • Need for Strict Zero Tolerance (ZTP) Policy
    (harassment, morality, discrimination) and how to
    balance such policy against individual rights,
    censorship, and the fuzzy concept of relativity
    of freedom of speech.

11
  • How to enhance the University/Faculty
    adaptability competitiveness!
  • How to measure quality excellence in teaching,
    research, productivity, efficiency and efficacy.
  • How to ensure equitable teaching/supervision/ot
    her services in teaching-load distribution.
  • How to enhance the Faculty/university image,
    perception by its employees, students, and the
    community.
  • Need for a University clean image, far from
    bad publicity, external political influence,
    patronage or party alignment.

The University is facing an imposed evolution and
forced need to change and adapt to the
challenging task of shear competition and
survival.
12
V. NEW PROGRAMS AND INITIATIVES
  • How existing engineering curricula can be
    changed, enhanced, updated or modified to reflect
    new technological changes and employment market
    shifts.
  • How new teaching/learning methods can be
    modified to make full use of Internet,
    TeleEducation/ Multi-Media and Telelearning.
  • Need for a full technical training continuing
    education centre within the Electrical Computer
    Engineering Faculty in collaboration with the
    continuing education division, industry and
    government.
  • Need for better and effective student input,
    representations and continuous interactions in
    all academic matters and curricula changes.

13
  • How to promote the Faculty of Electrical
    Computer Engineering as a technical Centre of
    Excellence nationally and internationally-liaison
    with (CIDA, UNESCO, World Bank, International
    Consulting and technical projects, Other
    organizations,
  • How to establish sustained academic exchanges
    and research links with national/international
    research centres and World Wide universities.
  • How to better utilize and promote the dormant
    research talents and professional expertise
    within the Faculty of Electrical Computer
    Engineering.

14
VI. MANAGEMENT PHILOSOPHY
  • All Faculty members working together as a team
    for a common unified goal which is the full
    promotion and development of the Electrical
    Computer Engineering Faculty
  • Collective Group Decision Making.
  • Delegation of responsibilities to all Faculty
    levels.The right job for the right person
  • Facilitation and promotion of Faculty/student
    interactions.
  • Transparency, equity, collegiality and morality.

15
  • Enhanced/continuous/ effective communications.
  • Full disclosure of Faculty goals, activities,
    records, budgets, etc. at all times.
  • Team-work and more team work
  • Short term and Long Term Faculty Planning
  • Coping with change and evolving challenges.

The future holds a continuous sea of change,
where change is synonymous with progress and
prosperity.
16
VII. PROBLEMS NEEDS
  • Three major challenges are now facing the Faculty
    of Electrical Computer Engineering
  • Decline in student enrolment and relatively low
    student's success and high "attrition" rates.
  • Need for an enhanced and productive way to deal
    with updated and new curricula and learning
    challenges
  • (a) Effective Teaching
  • (b) Effective Learning
  • (c) Learning outcome Assessment

17
  • Research Decline Syndrome (RDS) Lack of
    research funds resulting in lack of Faculty
    research productivity and the growing number of
    highly qualified but dormant Faculty members
    (40-50)
  • (Alternative financial sources for funding are
    urgently needed)

MONEY ?RESEARCH
18
URGENT PROBLEMS / NEEDS
  • CEAB Accreditation Issues
  • Curricula redesign
  • Laboratories / Infrastructure Upgrading
  • Teaching Overload Problems
  • Need to focus on Areas of Excellence and critical
    mass for research
  • More T.E. courses

19
URGENT NEEDS
  • I Curricula
  • Need to enhance the curriculum by introducing
    Engineering Upfront concept.
  • Interdisciplinary engineering programs
  • Enhance soft skills, communications, group
    dynamics,
  • Promote student centred learning environment.
  • Enhance productivity / accountability /
    transparency.
  • Ensure more engineering design components in all
    our courses as well as two other capstone
    courses, faculty wide design course Term 1, third
    year interdisciplinary course as well as senior
    thesis course (max 6-CH).
  • Ensure that ethics / professionalism are integral
    part of our teaching efforts.

20
  • Ensure that innovate research by faculty becomes
    a part of the scholarly teaching efforts.
  • Reduce existing and persistent problem of dormant
    faculty ratio (40-50).
  • Need to achieve professional registration of all
    eligible faculty members and enforcing this as a
    condition of future employment.
  • Engineering design component.
  • Plagiarism / cheating problems
  • Profession ethics.
  • Project based learning.
  • Student centred learning.

21
  • II Other Needs
  • Need for the common (FYE) First-Year-Engineering
    with a massive restructuring of all first year
    engineering courses to reflect engineering up
    front design/soft skills/group
    dynamics/communication skills/computational
    skills/ethics and profession inter-disciplinary
    nature of engineering.
  • The ECE-CS Joint Software Engineering program.
  • All our ECE TE courses are suffering from lack
    of real design/project based learning components.
    A minimum of 25-35 engineering design should be
    present in all second to fourth year department
    courses.
  • Need to introduce quality assurance and periodic
    feedback mechanisms to ensure full accountability
    and transparency.
  • Need to introduce research groups and enhance
    interdisciplinary / inter-department and
    inter-faculty value added research.

22
  • Better utilization of ECE department resourses
    and the need for productivity measures and
    metrics.
  • Need to introduce learning outcome assessment
    with clear mission, objectives, tasks and
    metrics.
  • Need to ensure a needed Balance of faculty
    recourses between key teaching and research
    areas.
  • Plagiarism / cheating / grade inflation
    counter-measures.
  • Need to establish QA Quality Assurance.
  • Periodic feedback mechanism (Evaluation
    Metrics).

23
  • III Work Environment
  • More communications.
  • Equity transparency.
  • Collegial and inclusive.
  • Team-work / no control.
  • Diverse and coherent.
  • Coherent culture / no politics.
  • Respect, support professional conduct.
  • Free-open discussion
  • Tolerant of all critical views.
  • Promotes excellence.

24
VIII. VISION
  • To be recognized as a leader in Electrical
    Computer Engineering Education and Career
    Research as well as training / Continuing
    Education.

25
IX. MISSION
  • To enhance the effectiveness and quality of
    Electrical Computer Engineering Education and
    Research while fostering professionalism,
    excellence, employability and ethical values of
    graduating engineers.

26
X. GOALS
  • To promote and establish the highest educational
    standards, ethical ideals and moral values of
    graduating engineers.
  • To ensure comprehensive education of the highest
    caliber that targets new technological advances
    and employment markets.
  • To advocate a responsible stance on issues of
    engineering education that benefits the public
    and the engineering profession.
  • To ensure career advancement and continuing
    education and professional needs of all
    graduating engineers.

27
  • To promote value-added research that enhances the
    quality of scholarly teaching and value-added
    research.
  • To recognize and reward excellence in teaching
    and research and distinguished contributions to
    Electrical Computer Engineering education.
  • To ensure collegiality, equity, team-spirit and
    unify the many voices for the benefit of the
    students, Faculty staff and the profession.

28
XI. CORE VALUES
  • Leadership To provide guidance, inspiration and
    mentorship through education, information policy
    development and advocacy.
  •  
  • Excellence To maintain the highest ethical and
    professionals standards for faculty, students,
    educational and research programs.
  •  
  • Respect To embrace equity, dignity and respect
    for every human being and develop a cohesive,
    welcoming and inclusive culture.

29
  • Compassion To be respectful, sensitive,
    empathetic to the needs of others.
  •  
  • Professionalism To work with expertise and to be
    fully committed, diligent to save others before
    ourselves (students, other faculty, community,
    engineering profession nationally
    internationally).
  • Responsibility To ensure excellence and to
    maintain healthy personal and professional
    academic life that is fully dedicated to our
    vision, learning and research

30
XII. OTHER THOUGHTS
  • How to challenge our Engineering students?
  • How to bring new technology and Faculty research
    expertise into the classroom?
  • How to utilize the industry links, professional
    development program (PEP) and senior thesis
    projects as a vehicle for good research.
  • How to enhance teaching/ learning effectiveness,
    student- learning quality and Faculty research
    productivity?
  • Why collaborative, group, interdisciplinary
    research is most cost effective and best route to
    enhanced research productivity and efficiency?

31
  • How to enhance the work environment to be free
    from politics, hostility, and group alignments?
    (Collegiality morality)
  • How can we attract top-notch students into
    Engineering? women, mature students, national/
    international recruitment, foreign students may
    be the answer! (at least financially) (Satellite
    Campuses, recruitment offices, promotional
    marketing).
  • Role of distance education / Internet /
    TeleEducation, Multi Media based Courses,
    Electronic presentations, on-line publications,
    etc... in effective learning/teaching, and in
    attracting local, national and international
    prospective students. Need a new well
    coordinated University Recruitment Marketing
    Strategy

32
  • How to establish an effective and productive
    Faculty of Electrical Computer Engineering -
    continuing education division with planned
    professional seminars, workshops, community
    training activities? An how to use any generated
    surplus funds to enhance the dormant Faculty
    research productivity and support Graduate
    Students?
  • How to market the continuing education nationally
    and Internationally.
  • How to establish full rapport with local and
    international businesses/industries? Show the
    mutual-benefits Do not solicit Money or ask for
    Donations!

33
  • How to seek real research funding and industrial
    support for all Faculty members, to establish
    their research productivity and support graduate
    students? (No Charity!)
  • (BUT Good Salesmanship)
  • How all of us can be involved equally in
    fulfilling the Faculty/University goals and
    objectives to achieve the common task of
    (excellent teaching and research) productivity,
    quality and Academic Excellence?

34
  • How the Dean's office day-to day activities can
    be streamlined for enhanced productivity?Need
    clear assigned responsibilities and possible
    decentralization
  • How to target quality, competitiveness,
    sustainability, adaptability, collegiality and
    morality.
  • Need for regular assigned Dean-Faculty meetings.

35
XIII. VIEW POINTS HOW TO ?
  • The Faculty is not a political arena and cannot
    sustain politics, clashes or control tactics.
  • Respect, equity, equality and collegiality are
    the basic ingredients of effective teamwork and
    effective group dynamics.
  • Need to transform the educational process to
    student-centered learning Where our students can
    question, study and research every issue and
    breach all walls that divide us, develop full
    understanding and sense of belonging to a special
    inclusive and cohesive culture.

36
XIV. HOW TO FULLY ADDRESS EXISTING PROBLEMS AND
URGENT ISSUES
  • How to boost ethical value and morality
  • How to develop innovative programs and updated
    curricula to address emerging technological
    advances.
  • Existing accreditation issues and meet for
    quality assurance.
  • How to curb plagiarism/cheating among students.
  • How to boost collaboration interdisciplinary
    research

37
  • How to ensure value-added research group and
    group research.
  •  How to promote the internationalization efforts
    via academic links, agreements, collaborative
    value-added and targeted research..
  •  How to promote an inclusive fully consultative
    decision-making process that is collegial,
    effective fully-democratic and tolerant of
    dissent and the other viewpoint.
  •  How to ensure full transparency and
    participation by all (Faculty, Staff, Students,)
    in the collegial work environment.
  •  How to ensure a collegial work environment that
    is free from harassment, bias, hatred, inequity
    and politics.

38
  • How to address new emerging technologies and the
    titling employment markets necessitating new
    interdisciplinary programs inter-Faculty and
    inter-faculty programs (Biotechnology,
    Biosecurity, Biometrics, Engineering Materials,
    Mechatronics, Smart sensors, Nano-technology
    systems and devices, Optical communications
    Information Technology.
  •  
  • How to motivate all to share the responsibility
    for renewal and participate pro-actively in the
    decision making process.
  • How we can address the needs for effective
    scholarly teaching and effective learning.
  • How we can ensure state of the art educational
    and research laboratories.

Dare to Share and Participate
39
XV. LAST WORD
Treat all as Equal, Assume the Best in people,
Promote the Spirit of Competition and Friendship.
Be a role model, willing to serve but be
willing to accept no reward!
40
XVI. THE PLANNING PROCESS
  • A well planned long term approach for total
    Renewal
  • Identify challenges and problems
  • Start the Consultation, Brain storming and
    Proactive Involvement of all (Faculty / Staff /
    Students)
  • Higher Administration / External Advisory
    Committee

41
XVII. STAGES OF THE PLANNING PROCESS
  • Identify solutions and mitigate measures guided
    by key issues of Education-Quality,
    Accountability, Responsiveness, Sustainability,
    Quality Assurance, Collegial and Effective Work
    Environment
  • Research all options and reach consensus

42
  • Follow-up and more follow-up to see and evaluate
    all stages in implementation
  • Readjust, fine tune and reevaluate all
    implementation stages with continuous feedback,
    brainstorming and sustained proactive involvement
    of all stakeholders
  • Implement solutions and monitor effectiveness and
    impact

43
XVIII. QUALITY ASSURANCE (QA)
  • QA is hinged on Accountability and
    Learning-Outcome-Assessment
  • Both require identifying a mission, key
    objectives and evaluation / assessment matrices
    and indices
  • The evaluation process is perpetual and follow a
    cycle of 1-3 years

44
XIX. QA AREAS
  • Learning / Teaching effectiveness
  • Student-centered learning and learning experience
  • Professional Development
  • Administrative process streamlining
  • Curricula updating
  • New Programs (Inter-Dept., Inter-Faculty )

45
  • Graduate Employment Feedback
  • Faculty Productivity
  • Staff allocation and full effectiveness with
    Assigned responsibility
  • Laboratory Revamping and Adequacy
  • Image-Building, Marketing and Recruitment
  • Internationalization efforts

46
  • Quality Assurance (QA) Annual Report
  • Newsletter and Annual Activities Report
  • Ethical - Education, Professional Conduct and
    Morality Entrenchment in curriculum

47
XX. WE NEED
  • More talking less shouting.
  •  
  • Bold challenges require bold decisions.
  •  
  • Equity and transparency are paramount.
  •  
  • The Faculty needs a coherent inclusive culture
    welcoming environment.
  •  
  • Open-door-policy based on dignity respect. All
    are treated with respect and dignity No
    favoritism, no hidden agenda and no politics.

48
  • New faculty hiring is targeted to current deficit
    teaching/research area expertise (Computer
    Engineering, software engineering, new emerging
    technologies, Nano-technology, ULSI, MEMS, ).
  • All hiring decisions will be decided by the
    full-Faculty based on recommendation,
    justification of assessment/selection committee.
  • UNB- Employment rules and regulations will be
    adhered to with employment equity as paramount,.
    No candidate will be eliminated without written
    justification.
  • Teaching and research excellence should be
    recognized and continuously rewarded.

49
  • Need to market faculty teaching and research /
    consulting expertise.
  •  
  • Need to address the historical systematic
    problems and attitudes that curtail the Faculty
    renewal and real progress accreditation,
    plagiarism, ethical education (faculty, staff,
    students) in a coherent welcoming culture,
    national and international prestige via
    image-building, marketing of Faculty recourses,
    consulting, continuing education, collaborative
    research, industry value-added research, use of
    new technology-enabled learning teaching tools,
    need to revamp our curriculum, programs and
    laboratories. Need to address personal, mental
    and staff problems and frequent clashes. Need to
    be compassionate, equitable and fair. Need to
    lead by example, be a role model, need to listen,
    be a facilitator and promoter of renewal and
    excellence, need to be fully accountable and
    professional necessitating both transparency and
    excellence.

50
  • How to promote the Faculty as flagship of the
    engineering faculty by addressing the key five
    (5) challenges interlinked issues facing higher
    education namely
  •  
  • Educational quality
  • Accountability quality assurance.
  • Sustainability responsiveness.
  • Collegiality and the welcoming work environment.
  • Image building competitive national and
    international marketing.

51
  • Need for a full mentorship-active programs for
    new faculty members and also students who
    physically challenged.
  • Need to be innovative, transparent, aggressive
    and bold. An effective-professional

Mentorship activates a coherent culture
A professional does not play politics
52
  • A Dean is a leader not just a care-taker
  • A leader should be a role model who motivate and
    inspire.
  • An effective leadership style is based on full
    consultation, brain-storming group dynamics,
    collegial decision making process, full proactive
    involvement by all, respect for diverse opinions,
    reaching consensus, Tolerance of the alternate
    opinion and a situational management style, (SMS)
    style that is both adaptable and flexible and
    readiness-based.
  • (SMS) Situational management Style adjusts task
    socio-behavioral (component-mix) to the degree
    of readiness with mentoring, coaching,
    supervision, participation and delication.

53
  • Teaching load-assignment should be fair and based
    on the faculty expertise and level of commitment
    (research administrative, university,
    professional services).
  • The Faculty can be divided into (5) key areas of
    teaching research expertise
  • Power, control, electric machines, power
    electronics.
  • Signals, communications.
  • VLSI/ULSI/Electronics/optics.
  • Computer engineering, software engineering.
  • Biomedical engineering other interdisciplinary
    areas.
  •  
  • Each of the five groups will be responsible for
    all U/G and graduate course selection and
    research initiatives, senior thesis and graduate
    students supervision based on capacity limits.

54
  • To achieve real renewal, not cosmetics, we all
    need to
  •  
  • Firm up, dare to be involved, dare to question,
    and dare to participate in all decision making
    processes, even with the alternative opposing
    opinion.
  •  
  • We need to fully embrace diversity in order to
    build a cohesive culture and a welcoming,
    inclusive work environment needed to ensure
    coherency and excellence.

Embrace diversity and coherency as the only way
for progress and advancement.
55
  • We need to continuously predict and identify
    urgent problems and pending challenges and seek
    the most effective pragmatic (near-optimal)
    solutions, without delay and without fear.
  •  
  • Dont sit on the sidelines, be proactive!
  • We need all to be proactive and catalyst for real
    change and renewal while realizing that the best
    solutions are based on consensus and majority.

Dont sit on the sidelines, be proactive!
56
XXI. HOW TO APPROACH COMPLEXITIES
  • What if
  • Build framework
  • Deductive, inductive and adductive reasoning.
  • Question the logical corrections.
  • Mental flexibility.
  • Interpret issues, paying attention to their
    implications relationship.
  • Discuss with others and solicit input from
    individuals.
  • Broaden your base and knowledge experience.
  • Be positive, open to new ideas, flexible, well
    rounded.

57
  • Manage strategically.
  • Align action to vision.
  • Set goals, objectives.
  • Have a clear sense of direction.
  • Articulate long-term goals.
  • Involve your management team.
  • Manage by tasks (time staff) delegation,
    planning, prioritizing.
  • Give clear directions.
  • Communicate objectives, time limits process
    assessment.

58
XXII. HOW WE PLAN
  • Plan proactively.
  • Integrate preventive remedies into the plans.
  • Risk management contingency planning.
  • Identify major tasks.
  • Categorize risks as high/low/medium.
  • Be decisive.
  • Choose your battles very carefully.
  • Give high priority to issues that further the
    realization of the mission.

59
XXIII. ORGANIZATION
  • Acquire organization knowledge (scan the
    environment, new letters, annual reports).
  • Know about patterns.
  • Establish a network of individuals.
  • Build and maintain formal and informal working
    relationships with key stakeholders.
  • Joint organizational wide activities
    (professional, social, taskforce, committees,
    etc..).
  • Establish a network.
  • Follow up with contact.
  • Engage all stakeholders in your initiatives.
  • Utilize mentorship.

60
XXIV. MANAGING OF AGENDA
  • Recognize the importance of timing.
  • Build support for initiatives informally
    informally.
  • Be wary of being overly political.
  • Strive for balance.

61
XXV. INTERPERSONAL RELATIONS
  • Achieve group dynamics.
  • Be aware of sensitivity.
  • Build relations based on respect, trust, caring,
    equity.
  • Be approachable.
  • Strive to improve poor work relations.
  • Be willing to adapt.
  • Acknowledge others view points.
  • Give credit and show appreciation.
  • Help those around you to be successful.
  • Accept criticism.
  • Seek feedback and respond to feedback.

62
XXVI. NEGOTIATING
  • Prepare, present your position, and anticipate
    the other party response.
  • Negotiate a strategy that is geared to finding a
    solution.
  • Establish a sense of trust and mutual respect.
  • Learn from previous experiences.

63
XXVII. DIVERSITY
  • Respect, promote diversity.
  • Value the strength inherent in diversity.
  • Challenge, expose and fight prejudice in others.
  • Be sensitive to multicultural issues.
  • Strive to establish a coherent, cohesive
    welcoming inclusive work environment.

64
XXVIII. COMMUNICATIONS
  • Adhere to basic principles style content.
  • Organize your thoughts in advance.
  • Adapt your communication to the audience.
  • Prepare opening and concluding.
  • Handle on-the-spot questioning, prepare arguments
    in advance.
  • Communicate your ideas enthusiastically.
  • Foster an environment that in conducive to open
    and positive communications.
  • Use communications as a tool to achieve
    objectives.

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XXIX. ETHICS
  • Follow through on commitment.
  • Be a role model and set a good example.
  • Know and operate within ethical guidelines.
  • Respect privacy.
  • Discuss ethical dilemma openly.
  • Expect ethical behaviour in others.
  • Examine your values.
  • Treat others fairly.
  • Be open and honest.
  • Be accountable.
  • Be adaptable and flexible.
  • Be open-minded.
  • Do not abandon your values.
  • Learn from others.
  • View change positively.
  • Learn on the job.

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XXX. A SHARED THOUGHT
  • COMPASSION and TRUTH coupled with RESPECT for
    all HUMANITY achieve all GOALS and Self Content

A.M. SHARAF
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