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POSITION PAPER

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POSITION PAPER On Chair of Electrical & Computer Engineering Prof. Dr. A.M. Sharaf Electrical Engineering Dept. University of New Brunswick P.O. Box 4400 – PowerPoint PPT presentation

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Title: POSITION PAPER


1
POSITION PAPER On Chair 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
CHAIR OF ELECTRICAL COMPUTER ENGINEERING
  • The Position of Chair of Electrical Computer
    Engineering
  • The Candidate
  • Administrative Philosophy
  • Challenges
  • New Programs Initiatives
  • Management Philosophy
  • Problems Needs
  • Vision
  • Mission
  • Goals
  • Key Values
  • Other Issues
  • Immediate Challenges/ Concerns/Directions
  • Other Issues
  • Last Word !
  • Planning Issues/ Quality Assurance Areas/
    /Feedback Metrics

3
I. THE POSITION
  • The Chair of Electrical Computer Engineering
    is both leader and servant to department 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 department- academic
    excellence by fostering originality and
    innovation in teaching, research and community
    service.
  • He / She must be a role-model and servant to
    department 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
    department 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 Department 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 Chair of Electrical
    Computer Engineering should have the ability to
    lead and motivate others
  • To be innovative and energetic.
  • To be appreciative of all people/cultures
    and department units.
  • To be committed to collegial relations
    morality.
  • To be personable and approachable.
  • To be adaptable Transparent and competent.
  • To be a good manager and a caring
    administrator

Commitment to Equity/Equality/Justice is the
Essence of True Leaders!
7
III. ADMINISTRATIVE PHILOSOPHY
  • An Effective Chair of Electrical Computer
    Engineering
  • Should be a good listener, honest, 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 (without Sacrificing
    Ethics/Professionalism).
  • (No optimality)!!
  • Should understand that the mission of an
    Electrical Computer Engineering department is
    a part of the full mission of the University
    which is to serve New Brunswick community and
    Canada by ensuring the highest academic standards
    and quality educational/research programs
    nationally and internationally.

8
  • Should seek teaching/learning academic
    excellence, despite any imposed austerity by
    enhancing quality, productivity, efficiency and
    efficacy to ensure a coherent Culture of
    Excellence.
  • To be fully accountable to the University
    Administration, Department, students and the
    Public.
  • To ensure an innovative/sustainable
    department, capable of facing the challenge of
    change and the imposed competitive era?
  • Should work closely with other Department
    Chairs and Faculty Members/Staff to ensure an
    effective learning environment that embrace both
    diversity and Excellence.
  • 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
    renewal - 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,
    Tele-Education)
  • How to attract top notch students, mature and
    international students to ensure sustainability
    and offset continuous declining
    student-enrollment.
  • 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 an effective Mitigation-Mechanism
    Zero Tolerance (ZTP) Policy to deal with
    (Harassment, Bias, Hate discrimination) And
    to balance such policy against individual rights,
    censorship, and the fuzzy concept of relativity
    of freedom of speech.

11
  • How to enhance the University/Department
    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 department/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,
    Tele-Education/ Multi-Media and
    Tele-Learning/Distance-Learning/Value-Added
    Research Centre.
  • Need for a full technical training continuing
    education centre within the Electrical Computer
    Engineering department 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 Department 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 Department of Electrical Computer
    Engineering.

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

15
  • Enhanced/continuous/ effective communications.
  • Full disclosure of Department goals,
    activities, records, budgets, etc. at all times.
  • Team-work and more team work
  • Short term and Long Term Department 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
    Department 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 evolving/ new curricula and learning
    challenges
  • (a) Effective Teaching
  • (b) Effective Learning Outcome Assessment
  • (c) Quality Assurance Metrics

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

MONEY ?RESEARCH
18
VIII. VISION
  • ECE Department To be recognized as a leader in
    Electrical Computer Engineering Education and
    Research as well as training / Continuing
    Education Centre.
  • ECE Dept should be the FLAGSHIP of the
    Engineering Faculty .

19
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.

20
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.

21
  • 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.

22
XI. CORE VALUES
  • Leadership To provide guidance, inspiration and
    mentorship through education, information policy
    development and advocacy.
  •  
  • Excellence To maintain the highest ethical and
    professional 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.

23
  • 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

24
XII. OTHER THOUGHTS
  • How to challenge our Engineering students?
  • How to bring new technology and department
    research expertise into the classroom?
  • How to utilize the industry links, professional
    development programs CO-OP/PEP and senior thesis
    research projects as a vehicle for good research
    and Scholarly Teaching.
  • How to enhance teaching/ learning effectiveness,
    student- learning quality and department research
    productivity?
  • Why collaborative/group/interdisciplinary
    research is most cost effective and best route to
    enhanced research productivity and Sustainability!

25
  • 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 /Tele-Education,
    Multi Media Internet based Courses, on-line
    publications, etc... in effective
    learning/teaching, and in building National Image
    for attracting local, national and international
    prospective students. Need a new well
    coordinated University Student-Recruitment/Marketi
    ng Strategy

26
  • How to establish an effective and productive
    Department 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 department
    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/NGO Show the
    mutual-benefits Do not solicit Money or ask for
    Donations!

27
  • How to seek real research funding and industrial
    support for all department members, to establish
    their research productivity and support graduate
    students? (No Charity!)-Role of research
    Links/Agreements/Academic Links
  • (Good Image Building Salesmanship)
  • How all of us can be involved equally in
    fulfilling the Department/University goals and
    objectives to achieve the common task of
    (excellent teaching and research) productivity,
    quality and Academic Excellence?

28
Chair!!
  • Servant to Department Needs
  • Reflect Honesty, Equity, Transparency
  • Lead By Example/Team Player
  • Be a Promoter/Facilitator
  • Adhere to UNB Rules/Regulations/Code-of-Conduct
  • Be Caring and Empathetic
  • Be willing to voice concerns and Discus Issues!!!

29
ADMINISTRATIVE STYLE
  • Open-Door /Friendly/Transparent!!
  • Collegial Decision/Full Consultation
  • Flexibility/Collective Group Involvement
  • Bottom-Up /Situational- Management
  • Respect/Fairness/Bias-Free
  • Equitable Balanced Teaching load

30
Balanced Teaching Load
  • Balanced Graduate U/Graduate
  • 22 or 23-Teaching Load Assignment
  • Account for Extra Research/Graduate Supervision
  • Ensure that Research is Disseminated to
    Scholarly-Teaching!!
  • Teaching Load is tentatively assigned by
    Teaching/Research Group!!

31
CHALLENGES
  • Immediate Needs
  • Keep EE and CE Programs
  • Decide Collectively either to keep or Eliminate
    the SE- Program based on
  • Committed resources/Added teaching
    overload/Infrastructure

32
Integrity Professionalism
  • A professional can work with ANYONE without
    Losing Integrity
  • Honesty is key to securing Respect/Support
  • A Chair is merely a Facilitator/Promoter
  • A Chair should be a catalyst for real Change
    Renewal

33
Other Needs
  • Teaching Overload problems requires
  • Optimize and utilize available Resources
  • Use of Qualified Effective Visiting
    Professors/Research Associates/Inter-Department/In
    ter-Faculty/External for Overload Teaching
    Resources if need be!!
  • Quality requires matching Teaching to areas of
    Expertise (Major/Minor)

34
Research Productivity
  • Need to address The Sagging- Research Ranking
  • Promote Faculty- Mentorship
  • promote Inter-Departmental/Inter-Faculty
    Research collaboration
  • Strengthen Value-Added Research
  • Promote National/International Research and
    Graduate Supervision

35
New Programs/Curricula
  • Update/Modify U/Graduate Curriculum to stress
    Engineering Up-Front
  • Promote Soft-Skills/design Skills
  • Introduce Project-Based Learning
  • Stress Interdisciplinary Programs
  • Target Titling employment Markets
  • Target New/Emerging/Evolving Technologies
    Employment Markets

36
New Curricula/Programs
  • Inter-Departmental/Inter-Faculty
  • Address New Evolving Technologies such as
  • CIT/BIOENGINEERING/BIOMETRICS/BIOSECURITY/ADVANCED
    .. ENGINEERING MATERIALS
  • MEMS-NEMS/BIO-INFORMATICS
  • NANO-TECHNOLOGY/MECHATRONICS

37
Collegial Learning Environment
  • Stress Collegiality/Respect/Inclusiveness
  • Stress Equity/Equality/Fairness
  • Promote a Culture of Excellence
  • Be Accountable/Be Productive
  • Avoid Politics/Patronage/Entitlement!
  • Promote Harmony by Promoting respect

38
Continuous QA- Planning
  • Streamline the Department Operation
  • Assign Job Description/Responsibilities
  • Develop A Continuous feedback Quality Assurance
    Plan
  • Develop a Long-Term Learning Outcome-Assessment
    Plan (Mission/Objectives/Metrics..
  • Promote the Department/Image Building
  • DATABASE/NEWSLETTER/ANNUAL REPORT/National
    International Links!!

39
  • Immediate Challenges!!!!
  • Accreditation Problems/Issues
  • Upgrading Laboratories/Infrastructure/Library
  • Curriculum Needs/Changes Upgrade/Remove
    Duplication/Streamline Curriculum and Introduce
    Soft Skills/Introduce Project Based Design
    Skills!!
  • Balance Key areas of expertise within the
    Department
  • Introduce Measures of Productivity/QA/Educational
    Quality

40
  • Immediate-Challenges-Continued-.Learning
    Environment/Collegiality/Diversity/Respect/Quality
    / New Culture of EXCELLENCE/Ethics/Profession and
    Bias-Free Work Environment

41
XIII. VIEW POINTS HOW TO ?
  • The department is not a political arena or a
    Campaign Ground, it cannot sustain politics,
    clashes or control tactics.
  • Full Respect for equity, Equality, Fairness 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,welcoming and cohesive culture of
    Excellence.

42
XIV. HOW TO FULLY ADDRESS EXISTING PROBLEMS AND
URGENT ISSUES
  • How to boost ethical/Professional values.
  • How to develop innovative programs and updated
    curricula to address emerging technological
    advances.
  • Existing accreditation issues and meet for
    quality assurance.
  • How to curb rampant plagiarism/cheating/grade
    inflation among students.
  • How to boost collaboration interdisciplinary
    research

43
  • 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.

44
  • How to address new emerging technologies and the
    titling employment markets necessitating new
    interdisciplinary programs inter-department 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
45
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!
46
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

47
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

48
  • 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

49
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

50
XIX. QA- AREAS
  • Learning / Teaching effectiveness
  • Student- centred learning and learning experience
  • Professional Development
  • Administrative process streamlining
  • Curricula updating
  • New Programs (Inter-Dept., Inter-Faculty )

51
  • Graduate Employment Feedback/Under Graduate
    Standard-Assessment/Aptitude Tests
  • Faculty/Staff Productivity Measures
  • Staff - effectiveness with Assigned
    responsibility
  • Laboratory/Resources/Laboratories Revamping and
    Adequacy
  • Image-Building, Internationalization/ Marketing
    and Recruitment
  • Internationalization viasSatelite
    Campuses/Academic Links

52
  • Quality Assurance (QA) Annual Report
  • Newsletter and Annual Activities Report
  • Ethical - Education, Professional Conduct and
    Morality Entrenchment in curriculum

53
XX. WE NEED
  • More talking less shouting.
  •  
  • Bold challenges require bold decisions.
  •  
  • Equity and transparency are paramount.
  •  
  • The department 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.

54
  • 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-department 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.

55
  • Need to market faculty teaching and research /
    consulting expertise.
  •  
  • Need to address the historical systematic
    problems and attitudes that curtail the
    department 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
    department 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.

56
  • How to promote the department 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.

57
  • 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
58
  • A Chair 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.

59
  • Teaching load-assignment should be fair and based
    on the faculty expertise and level of commitment
    (research administrative, university,
    professional services).
  • The department 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.

60
  • 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.
61
  • 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!
62
XXI. HOW TO APPROACH COMPLEXITIES
  • What if
  • Build framework
  • Deductive, inductive and abductive 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.

63
  • 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.

64
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.

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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.

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

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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.

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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.

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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.

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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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