CONVERSATION
The Five Steps to Conflict Resolution
Conflict in the workplace might be inevitable, as employees have different personalities, goals, and opinions. Learning how to handle conflict efficiently is a necessary skill for anyone in management and the key to preventing it from hindering employees' professional growth. Conflict resolution is only a five-step process:
Step 1: Identify the source of the conflict. The more information you have about the cause of the conflict, the more easily you can help to resolve it.
As a manager or supervisor, you need to give both parties the chance to share their side of the story. It will give you a better understanding of the situation, as well as demonstrate your impartiality. As you listen to each disputant, say, “I see” or “uh huh” to acknowledge the information and encourage them to continue to open up to you.
Step 2: Look beyond the incident. Often, it is not the situation but the perspective on the situation that causes anger to fester and ultimately leads to a shouting match or other visible—and disruptive—evidence of a conflict.
The source of the conflict might be a minor problem that occurred months before, but the level of stress has grown to the point where the two parties have begun attacking each other personally instead of addressing the real problem. In the calm of your office, you can get them to look beyond the triggering incident to see the real cause. Once again, probing questions will help, like, “What do you think happened here?” or “When do you think the problem between you first arose?”
Step 3: Request solutions. After getting each party’s viewpoint on the conflict, the next step is to get each to identify how the situation could be changed. Again, question the parties to solicit their ideas: “How can you make things better between you?”
As mediator, you have to be an active listener, aware of every verbal nuance, as well as a good reader of body language.
Just listen. You want to get the disputants to stop fighting and start cooperating, and that means steering the discussion away from finger pointing and toward ways of resolving the conflict.
Step 4: Identify solutions both disputants can support. You are listening for the most acceptable course of action. Point out the merits of various ideas, not only from each other’s perspective, but in terms of the benefits to the organization. (For instance, you might point to the need for greater cooperation and collaboration to effectively address team issues and departmental problems.)
Step 5: Agreement. The mediator needs to get the two parties to shake hands and agree to one of the alternatives identified in Step 4. Some mediators go as far as to write up a contract in which actions and time frames are specified. However, it might be sufficient to meet with the individuals and have them answer these questions: “What action plans will you both put in place to prevent conflicts from arising in the future?” and “What will you do if problems arise in the future?”
This mediation process works between groups as well as individuals.
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Cash Flow is an important METRIC for Business
The cash flow statement is the financial statement that presents the cash inflows and outflows of a business during a given period of time. It is equally as important as the income statement and balance sheet for cash flow analysis. Without a cash flow statement, it may be difficult to have an accurate picture of a company’s performance. The income statement will tell you how much interest you paid on a loan and the balance sheet will tell you how much you owe, but only the cash flow statement will tell you how much cash was consumed servicing that loan. The income statement will record sales and profits but it’s the cash flow statement that will alert you if those sales aren’t generating enough cash to cover expenses.
There are two generally accepted formats for the cash flow statement: the direct method and the indirect method. In both cases, cash flows from three main areas.
Operations
Cash flow from operations represents the main type of cash inflow and outflow for a business. Cash comes in from customers and goes out to pay for expenses, including inventory. When thinking about cash inflows from operations, it may be helpful to remember that it is not a measure of revenues. A company could sell $1 million this month and that sale could generate zero in cash if the entire amount is sold on 60-day credit terms. The income statement will show the revenues and the balance sheet will show an increase in accounts receivables, but there won’t be any incoming cash from this activity. Since your business will need to spend cash now to fulfill the order, it’s important to ensure that you have sufficient cash—or access to cash—in order to avoid a cash crunch.
Investment Activities
Cash flow from investment activities represents cash flows mainly from the purchase or sale of fixed assets. It also includes other less common investment-related activities, but its main focus is plant, property and equipment. Cash from these activities is separate from operations because they tend to be for long-term planning and are not directly related to the day-to-day cash operations of a business. A company that consumes large amounts of cash for investment purposes indicates that it is investing for future growth, which consumes cash. If the cash from operations isn’t enough to cover investment activities, then another type of cash flow may be helpful.
Financing Activities
Cash flow from financing activities represents cash flows to and from third-party financial backers. It consists of cash related to debt such as proceeds (cash in) and loan payments (cash out). It also covers cash flow related to equity, such as share purchases (cash in) and dividends (cash out). Cash flow from financing activities helps gauge how much cash the company is generating on a net basis from third parties as opposed to cash from ongoing operations.
CONVERSATION
SAY IT IN ENGLISH WITH CONFIDENCE !
Communication
Skills Trainer
Marianna
Pascal helps people communicate effectively in spoken and
written English. She has trained corporate clients and university students
in groups ranging from two to 400 participants.
Marianna’s special ability is in raising the confidence
non-native speakers of English, enabling them to make a better impression,
garner more respect, and attract greater success.
Marianna
conducts training in areas such as Confidence in English, Presentation
Skills, Business Grammar, Business Writing, Report Writing, Telephone Service
Excellence, Teacher Training and Workplace Communications.
As a corporate communications writer, Marianna has written
corporate video presentations for over 50 companies on two continents.
Her corporate clients include Petronas, Murphy Oil, Singapore
General Hospital, Toshiba, Toyota, Iskandar, Kerry Ingredients, IYF Dallas, Texas, SingHealth, PNB Pariabas,
Pilot Pen Malaysia, Weststar Aviation, The Pantech Group, Kiswel, City
Developments, Tri Star Industries, Teknik Metro, Tanah Sutera, Mega Labels,
and many others.
Educational clients include University Malaya, Mara Institute,
Sife Malaysia, Marlborough College, The St. Gallen Institute of Management,
Lorna Whiston Schools, Sunway College, Southern College and MOE Singapore.
Award-Winning Speaker
As the winner of two Toastmaster
district-level public speaking championships, Marianna is a highly
regarded speaker. Her humourous speech, “Local English or Standard English”
has been seen by over a million people worldwide.
Best-selling Author
Marianna is also the author of these five
best-selling books. Her newest book is #2 on Borders’ Best-Selling List for
non-fiction.
Other Related Courses
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FEB 2018
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MG217
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Effective
Communication & Interpersonal Skills
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5-Feb
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6-Feb
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SK069
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Perfecting The Art of Speaking & Writing in Business English
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6-Feb
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7-Feb
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MG185
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Grammar - Back to Basic
|
7-Feb
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8-Feb
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SK108
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Participating and Leading Effective Meetings at the Workplace
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7-Feb
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8-Feb
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SK041
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Say It In English With Confidence! (Level 1)
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5-Feb
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6-Feb
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SK025
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Efficient
Time & Multitasking Management skills
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14-Feb
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15-Feb
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CONVERSATION
THE ART OF GOOD ADMINISTRATION
There is no magic
formula for becoming a good administrator. The skills are honed in the field
and stem from basic appreciation of the fact that organizations depend mostly
on their human capital. The best administrators all possess one talent—the
ability to discover and capitalize upon employees' distinctive traits. An
administrator who can befriend employees and prove him or herself worthy of
their trust is a good administrator. However, the list does not end there. An
effective administrator also uses the following qualities to attain his or her
business's goals.
- A good administrator will try
not to go wrong but admit when he or she does.
- A good administrator keeps the
wheels well oiled and running smoothly.
- A good administrator will
ensure that the employees are happy and efficient.
- A good administrator will treat
people with respect and dignity.
- A good administrator is also a
proficient organizer who plans, instructs, and subtly leads people.
- A good administrator is action
oriented.
- A good administrator is a person
of great integrity.
- A good administrator is
approachable and friendly.
- A good administrator is capable
of dealing with ambiguity and is open.
- Above all, a good administrator never forgets his or her sense of humor.
The Need for Good
Administrators
Every organization bases its future and growth on the administrative skills of its administrators. Mere college degrees and certificates do not make good administrators. Experience working with various people - customers, colleagues, peers, and others - can help an administrator go from being effective to being good.
Every organization bases its future and growth on the administrative skills of its administrators. Mere college degrees and certificates do not make good administrators. Experience working with various people - customers, colleagues, peers, and others - can help an administrator go from being effective to being good.
A good administrator doesn't rely on a title; he or she is also a doer. A good administrator should have a knack for spotting leaders and assigning task responsibilities so that the company objectives are achieved. An administrator will strive to properly evaluate employees' skills, knowledge, and abilities and to bridge the gap between business objectives and employees' efforts. To be an effective link, the administrator should be able to impart the company's ideals and goals to employees who will then adjust their personal goals to the larger company objectives in order to create a win-win situation.
Apart from these duties, administrators also handle other responsibilities:
- informing new recruits of
company norms and policies
- discussing job requirements and
performance expectations
- assigning work to employees and
evaluating performances
- pinpointing personal issues and
problems and determining training requirements
- offering feedback on work and praising when applicable
Be Assertive, Not Aggressive
Most administrators often make the mistake of being aggressively assertive. Assertion is asking for what is supposed to be given. This can be done politely. Good administrators treat others with the same respect they would like to receive. Though assertiveness often clears miscommunications, remember, being labeled as 'too assertive' is not a compliment. People are only deriding your aggressive nature.
Recognize Talent
The art of giving credit where it is due pays off for an administrator. Every employee likes appreciation for his or her good work. If this appreciation is given publicly, it will earn the administrator life-long loyalty from that person. Recognition is like an appetizer; it leaves the employee craving more, and, in turn, he or she will work better and harder to achieve it faster.
Most administrators often make the mistake of being aggressively assertive. Assertion is asking for what is supposed to be given. This can be done politely. Good administrators treat others with the same respect they would like to receive. Though assertiveness often clears miscommunications, remember, being labeled as 'too assertive' is not a compliment. People are only deriding your aggressive nature.
Recognize Talent
The art of giving credit where it is due pays off for an administrator. Every employee likes appreciation for his or her good work. If this appreciation is given publicly, it will earn the administrator life-long loyalty from that person. Recognition is like an appetizer; it leaves the employee craving more, and, in turn, he or she will work better and harder to achieve it faster.
Be a Planner and a Leader
A good administrator is also a strategic planner, one who will draw up plans for the next five to 10 years. This way, the administrator will never be short of ideas for leading the organization in the right direction. A good administrator will never fail to abide by the five 'Ls'—look, listen, learn, lead, and laugh—while leading the team.
A good administrators' skills will make employees want to deliver their bests and excel, not just meet everyday targets. In fact, all employees love to follow a good, honorable, and trustworthy administrator willingly who proves, by his or her actions, to be a team member in the truest sense.
1. Remember
to get input
2. Admit
your ignorance
3. Have
a passion for what you do
4. Be
well organized
5. Hire
great staff
6. Be
clear with employees
7. Commit
to patients
7. Commit to quality
CONVERSATION
Attitude is everything - RIGHT or WRONG??
Why Your Attitude Is Everything
We all have a choice. We can choose an inner dialogue of self-encouragement and self-motivation, or we can choose one of self-defeat and self-pity. It’s a power we all have. Each of us encounters hard times, hurt feelings, heartache, and physical and emotional pain. The key is to realize it’s not what happens to you that matters; it’s how you choose to respond.
Your mind is a computer that can be programmed. You can choose whether the software installed is productive or unproductive. Your inner dialogue is the software that programs your attitude, which determines how you present yourself to the world around you. You have control over the programming. Whatever you put into it is reflected in what comes out.
Many of us have behavior patterns today that were programmed into our brains at a very tender age. The information that was recorded by our brains could have been completely inaccurate or cruel. The sad reality of life is that we will continue to hear negative information, but we don’t have to program it into our brains.
The loudest and most influential voice you hear is your own inner voice, your selfcritic. It can work for or against you, depending on the messages you allow. It can be optimistic or pessimistic. It can wear you down or cheer you on. You control the sender and the receiver, but only if you consciously take responsibility for and control over your inner conversation.
Habitual bad attitudes are often the product of past experiences and events. Common causes include low self-esteem, stress, fear, resentment, anger and an inability to handle change. It takes serious work to examine the roots of a harmful attitude, but the rewards of ridding ourselves of this heavy baggage can last a lifetime.
CONVERSATION
2018 Training Calendar Train The Trainer - QUANTITY or QUALITY???
A great trainer has all of the following things:
1: A command of the material. A good trainer knows the material, lives it, breathes it, and can infuse their own experience into it. They may not know every facet, but they know where to get answers if they don’t.
2. Preparation and practice. A good trainer makes delivering a class look easy and seamless. You don’t want the learners to see “behind the curtain.
3. Rhythm and energy. There are ebbs and flows in energy in a class. A great trainer is attuned to his or her own energy level and that of the class. A good trainer knows when the more dry or factual content is coming up and adjusts delivery accordingly. A good trainer takes note of when learners are tuning out, antsy, restless or distracted.
4. Readiness to allow and encourage participants to learn from themselves and the class in order to create as many organic learning moments as possible. This doesn’t mean that the trainer teaches by the seat of his pants, but has revived the material for those opportunities and leverages them appropriately. In many professional learning classes, there is a wealth of knowledge in the classroom and cross-pollination can be an effective way to illustrate the material and provide new perspectives.
5. Love for what they do.
6. An excellent organization supporting them.
Upcoming session for TTT program as below:-
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May-18
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CTTT02
|
Train The
Trainer – Bangi (Hotel Bangi Putrajaya)
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7-11
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CTTT02
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Train The
Trainer – Melaka (The Orchard Wellness and Health Resort Malaysia)
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21-25
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June-18
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CTTT02
|
Train The
Trainer – Johor Bahru (Berjaya Waterfront Hotel)
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24-29
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July-18
|
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CTTT02
|
Train The
Trainer – Bangi (Hotel Bangi Putrajaya)
|
2-6
|
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CTTT02
|
Train The
Trainer – Penang (Kimberley Hotel Georgetown)
|
16-20
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CTTT02
|
Train The
Trainer – Sabah (Four Points by Sheraton)
|
23-27
|
CONVERSATION
2018 Training Calendar Technical- Make Things Happen
LEARN & IMPROVE YOUR
SKILLS WITH US!
2018 Technical Training
Calendar
Good day everyone!
We would like to take this
opportunity to present to you our Technical Training Calendar 2018. Our
training focus on current trends and market needs, and bring together a pool of
highly qualified and experienced speakers whose combined sharing of information
during the events will prove to be extremely valuable and mind opening.
CHECK OUT OUR TRAINING
CALENDAR BELOW:
JANUARY
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EG064
|
Air-Conditioning for Non Air-Conditioning Engineers
|
2-Jan
|
3-Jan
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EG172
|
Electrical Safety *SBL-Khas
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9-Jan
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10-Jan
|
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EG045
|
Reliability Centered Maintenance
|
15-Jan
|
16-Jan
|
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EG088
|
Theories & Application of
Fire Protection & Safety Design Systems
|
17-Jan
|
18-Jan
|
|
EG197
|
Fibre Optics Fundamentals &
Hands ON
|
17-Jan
|
18-Jan
|
|
EG077
|
Fundamentals Of HVAC
|
18-Jan
|
19-Jan
|
|
EG040
|
Programmable Logic Controller
(PLC)
|
24-Jan
|
25-Jan
|
|
EG199
|
Keselamatan Dalam Bangunan
Komersial
|
24-Jan
|
25-Jan
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MT017
|
Cost Reduction Techniques For Maintenance
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29-Jan
|
30-Jan
|
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FEBRUARY
|
||||
EG154
|
Standby
Generator - Operation, Maintenance and Troubleshooting
|
1-Feb
|
2-Feb
|
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EG056
|
Fire
Protection System
|
5-Feb
|
6-Feb
|
|
EG089
|
Senggaraan
Berkesan untuk Sistem Penyejukan dan Penyamanan Udara
|
7-Feb
|
8-Feb
|
|
PJ022
|
Successful
Project Management *SBL-Khas
|
7-Feb
|
8-Feb
|
|
ME036
|
Understanding
Pumps, Fans And Compressors
|
12-Feb
|
13-Feb
|
|
EG202
|
Electrical Basic
- Series Parallel Circuit Analysis and Power Factor Calculation
|
12-Feb
|
13-Feb
|
|
EG101
|
Energy Management
|
20-Feb
|
21-Feb
|
|
EG094
|
Air-Conditioning
and Mechanical Ventilation
|
20-Feb
|
21-Feb
|
|
MT015
|
Planned
Maintenance - Drive Toward Zero Unplanned Equipment Failures
|
22-Feb
|
23-Feb
|
|
EG185
|
Electrical
Maintenance
|
27-Feb
|
28-Feb
|
|
MARCH
|
||||
MT004
|
Principle
In Preventive Maintenance
|
1-Mar
|
2-Mar
|
|
MT016
|
Autonomous
Maintenance
|
5-Mar
|
6-Mar
|
|
EG020
|
Electrical
Power Distribution System
|
7-Mar
|
8-Mar
|
|
EG171
|
Approach
to Electrical Wiring for Non-Engineer
|
7-Mar
|
8-Mar
|
|
ME021
|
Chiller
(Prinsip, Operasi dan Senggaraan)
|
13-Mar
|
14-Mar
|
|
EG093
|
Practical
Instrumentation for Automation & Process Control
|
19-Mar
|
20-Mar
|
|
ME014
|
Effective
Rotating Equipment Operation, Maintenance, Inspection & Management
|
20-Mar
|
21-Mar
|
|
EG059
|
Advances
in Maintenance Planning, Maintenance Control & Feedback
|
21-Mar
|
22-Mar
|
|
MT021
|
Pengurusan
Fasiliti Dan Projek
|
28-Mar
|
29-Mar
|
|
MG043
|
Kursus
Penyelia Teknikal
|
28-Mar
|
29-Mar
|
|
CONVERSATION
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