dimanche 6 janvier 2013

Negociation strategy

I believe in life long learning.
Last year i attended a training of three days on the negociation strategy. From what i still remenber is that  negociation can be classified in two main axes :
  1. Looser - Winner
  2. Winner - Winner
What ever is the negociation that we will begin should be prepared in advance :
  • Planning.
  • Specifyng target and what to give.
Than one should begin the negotiation, by communicating that he is competent and that he care for other party interest.

    lundi 19 novembre 2012

    Canadian Apprenticeship Forum

    During my visit last summer at Canada, Madame Emily Arrowsmith asked me to write an article about the apprenticeship in Lebanon. The article was published in The Canadian Apprenticeship Forum under the title Apprenticeship in Lebanon.
    This article give an approach about the Facts and the situation of Lebanese apprenticeship.


    dimanche 1 mai 2011

    Week end at QANA

    This weekend we decided to travel to south. After going out of beirut we have reached TYR, than Came Qana famous with its is history.
    This is the village where the christ made his first Miracle.

    In 1996 the village was the scene for a massacre commited by israel troops.

    In this spring season the village has dressed akll her glummurous flowers.

    mardi 19 avril 2011

    IECD Proche orient

    L’institut Européen de coopération et de développement a organisé un atelier de travail portant sur l'élaboration du référentiel d'évaluation du programme d'électrotechnique à l’ipnet du 11 au 14 avril.
    Cet atelier de travail avait pour taches de rédiger le référentiel d’évaluation des compétences du nouveau programme d’électrotechnique libanais.
    Plusieurs instituts privés comme l’Institut père Cortbaweh, l’école technique Amlieh ainsi que le foyer de la providence Salhieh avec des représentants des écoles techniques officiels et de la direction général de l’enseignement techniques étaient présente dans cet atelier.

    lundi 19 juillet 2010

    les styles de management ?

    On peut trouver plusieurs styles de mangement sa depend du contexte de
    l'organisation, les collegues les collaborateurs et hierarchie, la culture de l'organisation et pour finir les règles du jeu
    explicites ou implicites que chaque responsable a instituées dans son service.
    les differents styles sont :
    i. Style directif
    ii. Style explicatif
    iii. Style délégatif
    iv. Style participatif
    v. Style adaptatif

    vendredi 9 juillet 2010

    Amazing Lebanon Summer

    Usualy the summer season in lebanon, is a season where lot of lebanese and people from arab golf companies come to mountains to enjoy the breeze and the moderate weather. This summer is not an exseption. So please visit this link to get more useful information.

    mardi 29 juin 2010

    Competency Development Framework

    The most effective vocational
    programme is the one I called Competency Development Framework CDP. The
    competency profiles contained in any CDP consist of a selected list of Key
    Assessment Subjects that the industrial company employees or vocational
    trainees (students) are expected to perform in their assignments within
    each technical discipline. The Competency Profiles define the job
    requirements under Key Assessment Subjects and I prefer to classify these
    subjects as

    The following is one type of classifying the Key Assessment Subjects

    Core Competencies
    Support Competencies
    General Competencies
    Personal / Behavioural / Attitude / Competencies

    The above Key Assessment Subjects are generally broken down into a number
    of key Elements which further are broken down into number of key Tasks
    outlining the actual things that employees / trainees will need to know

    Based on CDPs, the Off-the-Job Training (Class-based Training / Instructor
    Led Training TIL) Curriculum and On-the-Job Training OJT (In-service
    Training / Work Based Training) Programmes are developed.

    The Competency Profiles provided in the CDF give clear indication to young
    professionals of what the industrial companies and vocational institutions
    expect to receive during their performance based development period in the
    company or vocational institution. The Competency Profiles also provide the
    framework for monitoring the performance of the employees and support the
    effective development of direct hire and contracted staff by the first line

    Personal / Behavioural / Attitude Competencies

    Some of the important Modules and the Knowledge & Evidence Criteria, I am
    addressing as part of the Personal / Behavioural / Attitude Competencies
    are (all these modules are suited for training of Higher Education
    graduates and part of the modules are suitable for TVET Institutions

    1. Team Work - Contribute to effective Team Performance

    A. Elements of effective team behavior
    B. Objectives for the team
    C. Roles & responsibilities of Team Leader and other team members
    D. Personal contributions to the shared team objectives
    E. How to assist team members?
    F. How to facilitate conflict resolution in a team?

    2. Team Work - Participate in Team Meetings

    A. Effective team meetings
    B. Reasons for having meetings
    C. Development of meeting agenda
    D. Scheduling and conducting effective meetings
    E. Production of Minutes of Meeting MoM
    F. Innovative techniques for making meetings highly inter-active
    G. How to facilitate team meetings?

    3. Team Work - Work in a Multi-Disciplinary Environment

    A. Sharing ideas across different disciplines in organization
    B. Participation in multi-disciplinary team functions
    C. Planning, scheduling and managing multidisciplinary teams
    D. Writing reports detailing plans and schedules
    E. Setting strategic long term goals for a multidisciplinary team
    F. Writing reports detailing long term strategies

    4. Communication - Listen Actively to Others

    A. Differences between listening and hearing
    B. Process of active listening
    C. Basic features of active listening
    D. Benefits of active listening
    E. Body language and cultural issues in active listening process and their
    importance in communications
    F. How to coach others in active listening?

    5. Communication - Use Verbal Communication Effectively

    A. Basic features of effective verbal communication
    B. Aids for effective verbal communication
    C. How effective verbal communication works
    D. How to adapt verbal communication to suit various audiences /
    E. How to can communicate effectively while under pressure?
    F. How to diagnose and resolve verbal miscommunication?
    G. How to coach and guide others in verbal communication?

    6. Communication - Deliver Presentations Effectively

    A. Identification of various formats for presentations
    B. Main elements of a successful presentation
    C. Effective presentation techniques
    D. How could presentations meet predetermined objectives?
    E. Evaluation and improvement of presentations

    7. Communication - Use Written Communication Effectively

    A. Identification of written communication formats
    B. Basic features of written communication
    C. Portfolio of each of memorandums / letters / faxs / reports / completed
    D. How to plan & write effective memorandums, letters & reports?
    E. How to proof read & edit other written communication?
    F. How to coach others in using effective written communication?

    8. Communication Use electronic communication (e-mail, fax, text
    messages, radio, telephone, etc.)

    A. Different electronic communication systems
    B. Selection of the most appropriate method electronic communication
    C. Trouble shooting of electronic communication problems
    D. How to coach others in effective selection use of electronic devices?
    E. How to evaluate effectiveness of electronic communication usage?

    9. Manage Self & Others - Manage time

    A. Reasons for proper time management
    B. Description of the process and benefits of priority setting
    C. How to contribute to setting and meeting targets?
    D. Difference between urgent and important tasks
    E. How to meet deadlines?
    F. How to react to changes in plan by re-planning time?
    G. How to use bar-charting and deadlines to set, guide and monitor team /
    individual performance?
    H. Evaluation, adaption & improvement methods of time management
    I. Document evaluations and proposals for changes
    J. Troubleshoot time management problems
    K. How to coach and guide team members on time management

    10. Manage Self & Others - Develop and Assess Self

    A. Identification of self development tools
    B. Identification of learning & development resources available in an
    C. Description of self development requirements for career progression
    D. How self development needs are linked to the career ladder?
    E. Development of own Personal Development Plan PDP to company standards
    F. Contribution to own PDP
    G. Identification of the areas for improvement and seeking guidance
    H. Identification and prioritization of own development needs
    I. How to identify skill gaps and implement development by re-training?
    J. How to establish company standards for self development?
    K. How to evaluate and improve existing self development systems?
    L. How to measure effectiveness of improvements and document?

    11. Manage Self & Others - Coach and develop others

    A. Resources for development
    B. Types of development opportunity
    C. Principles of Progression policy
    D. How to contribute to planning team / individual development?
    E. Components of effective coaching
    F. Career development plans
    G. Log book of coaching activities
    H. Evidence of successful implementation of On-the-Job Training OJT
    I. How to challenge and redefine existing development systems?
    J. What are the successful innovations to the existing development

    12. Manage Self & Others - Manage performance

    A. Definition of Key Performance Indicators KPIs, objectives and
    B. Definition of performance criteria
    C. Definition of Performance Management
    D. Assessment and Verification of the performance
    E. Performance feedback sessions

    13. Manage Self & Others - Delegate and Empower Staff

    A. Levels of authority in an organization
    B. Difference between delegation and empowerment
    C. Processes of effective delegation and empowerment
    D. Consequences of delegation & empowerment
    E. How to train others to delegate & empower?
    F. Standards and procedures documents for authorization on delegation &

    14. Leadership - Manages and Plan Projects

    A. Basic project management principles
    B. Steps for project management process
    C. Project management activities
    D. Project management plans
    E. Project planning tools
    F. Project Costs, Time and Resources CTRs
    G. Learning outcomes from projects
    H. Post-project review documents and description of main lessons learned

    15. Leadership - Solves Problems and Makes Decisions

    A. Problem solving techniques and decision making theory
    B. Problem solving techniques
    C. Sources of information on problem solving
    D. How knowledge of trends can assist in diagnosing situations or
    E. Resolving of non routine problems
    F. How stress impacts on decision making?
    G. Root cause analysis in real work situations
    H. How to develop a decision out of multiple alternatives?
    I. Solving strategic and complex problems

    16. Leadership - Demonstrate Innovation / Creativity

    A. Creative working behaviors
    B. Main characteristics of creativity
    C. Opportunities for using creativity in work activity / area
    D. Commonly used creativity tools / techniques
    E. How to encourage a creative environment and encourage creativity in
    F. Use of creative techniques in situations of medium complexity
    G. How to challenge the established thinking environment?

    17. Leadership - Change Management

    A. Basic tools that are commonly used in Change Management.
    B. How to identify areas where there might be a need for change?
    C. Advantages and disadvantages of implementing change
    D. How differing attitudes to change can have differing effects (positive
    and negative) on employee stress levels?
    E. Description of the ways stress has been successfully managed due to
    actual experiences of change
    F. How to coach and guide people through change?
    G. Development of change strategies

    Best regards.

    Eng. Moustafa Wahba
    Competency assurance & TVET Consultant