LIST OF TRAINEES/OFFICERS FOR PACKAGE 3 (TVET MANAGEMENT SYSTEM)

LIST OF TRAINEES/OFFICERS FOR PACKAGE 3 (TVET MANAGEMENT SYSTEM)

1. Mr. Preap Ravorn - Deputy Director of Svay Rieng PTC2. Mr. Hav Thin - Deputy Director of Kampong Cham PTC3. Mr. Kheav Rany - Deputy Director of Kratie PTC4. Mr. Sok Koun - Deputy Director/Prey Konkla VTC5. Mr. Phuong Viseth - Vice Chief of Gender Office6. Mr. Srun Chanvatey - Vice Chief of DGTVET Secretary7. Mr. Chan Pheakdey - Staff of DGTVET Secretary8. Mr. Sa Kennvidy - Staff of DGTVET Secretary9. Mr. Chan Vichet - Staff of DGTVET Secretary10. Ms. Long Sophan - Staff of NTF Office11. Mr. Phalla Chan Piseth - Staff of NTF Office12. Mr. Nop Saran - Staff of Administrative Office13. Mr. Chhum Borath - Staff of Planning Office14. Mr. Bean Han - Staff of Planning Office15. Mr. Nop Sokhom - NTF Officer16. Mr. Kit Sopheap - Staff of Gender Office17. Mr. Nim Vannak - Staff of Gender Office18. Mr. Ros Chantha - Staff of Management Office19. Mr. Pok Miya - Staff of Gender Office20. Mr. Hin La - Technical Teacher of PIB21. Mr. Yin Bunny - Technical Teacher of BIT22. Mr. Chhoy Munipheaktra - Technical Teacher of KIP23. Mr. Sim Channthan - Technical Teacher of Siem Reap PTC24. Mr. Phann Heng - Technical Teacher of Takeo PTC25. Mr. Teng Chenda - Technical Teacher of Pursat PTC26. Mrs. Phen Nary - Technical Teacher of Preah Sihanuk PTC27. Mr. Dom Thet - Technical Teacher of Kandal PTC28. Mr. Rin Vithyeadaro - Technical Teacher of Kampong Thom PTC29. Mr. Phat Keab - Technical Teacher of Kok Kong PTC30. Mr. Veng Sreysok - Technical Teacher of Kampong Speu PTC

Day 2 31st Dec 2013

Part 1: 9:00 am – 10:00 am

Round The Globe With Two Cows

Leaders –

Need to havecombined strengths of

an Artist,an Architect

and a Commissar

Great leaders don’t have to

know allthe answers

Kaplan

Learning OutcomeEfficiency and EffectivenessAdministrator, Manager and LeaderBoss and Leader

Day 2 31st Dec 2013

Part 2: 10:30 am – 12:00 pm

Difference BetweenBoss and Leader?

Difference Between Boss and Leader

Administrator, Manager or Leader

Leadership Strategies;Administrator, Manager or LeaderWhich Are You?by Ruby Newell-Legner

My very first winter job wasworking at a movie theater.

I sold tickets, bagged the popcorn andworked in the concession stand.

The people I worked withgave me my first glance at

the different aspectsof running a business.

My supervisor had the role of administrator.He was all about 'The Rules.'

He made sure we only gave the children's priceto those under the age of 12.

That was always a hard call for me when mom ordad would make the 'teenage-looking‘ child wait bythe door as they stepped up to the cashier window.My boss was all about the rules and would rudely

question the parent when he saw the size of the personwho had a 'children's ticket.' Clearly he missed the lesson

about creating a positive guest experience for families.He was just more interested in making sure everyone

went by 'The Rules.‘

administrator

The owner of the theater was in charge of the next area ofresponsibility. He was all about 'Management.‘ He focused onefficiency. His office was upstairs next to the projection boothand sporadically he would 'run‘ downstairs to see if we weredoing our job. He liked to take the stairs 2 at a time going up

and down so we always knew when he was coming.We would hear the 'Thud, Thud, Thud' when he hit the firstset of stairs. That was our cue to do a once over of his pet

peeves. He hated it if we left the sliding top door of thefreezer open for more than a second even if we were servingmultiple guests. We heard about it if we overestimated the

size of the crowd for each show and popped too muchpopcorn. On those occasions we would get a lecture about

how expensive the popcorn, oil, and electricity was tomake the popcorn.

I wonder how different it might have been ifsomeone in the company had been a true leader

who could have hared the vision of what a positivemovie experience should be like for our guests. You see I was treated like an hourly employee,

someone who came in,worked my shift and went home.

I was never really invited to be part of the company.

I wonder how different it would have beenif someone would have helped me learn the

intricacies of creating a positive movie experience. I would like to think that would have inspired me

to do a better job.But in reality, I showed up,

sold the tickets,hoped I estimated the right amount of popcornand prayed I didn't hear the 'Thud, Thud, Thud‘

coming to check on me.

A true leader energizes their staff to perform.All too often the person in charge sucks every ounceof inspiration out of an employee because they focuson the wrong things. Either they are an administrator,

or a manager, but rarely a leader.

Where do you expend your energies?

Are you an administrator who focuses on therules and procedures?

Are you a manager who is primarily concerned aboutefficiency and results?

Or are you a leader who shares the vision of yourdepartment and organization with every employee andcreates an atmosphere where staff is excited andmotivated to help you make that dream come to fruition?

Article Source: http://EzineArticles.com/3370769

EFFICIENCY IS DOING THING RIGHTEFFECTIVENESS IS DOING THE RIGHT THINGSEXCELLENCE IS DOING RIGHT THING RIGHT

The manager does things right; the leader does the right thing.

Leadership and management must go hand in hand.They are not the same thing.But they are necessarily linked,and complementary.

Any effort to separate the two is likelyto cause more problems than it solves.

The manager’s job is to plan, organize andcoordinate.

The leader’s job is to inspire and motivate.

In his 1989 book “On Becoming a Leader,”Warren Bennis composed a list of the differences:

– The manager administers; the leader innovates.– The manager is a copy; the leader is an original.– The manager maintains; the leader develops.– The manager focuses on systems and structure;

the leader focuses on people.– The manager relies on control; the leader inspires trust.– The manager has a short-range view;

the leader has a long-range perspective.

– The manager asks how and when;the leader asks what and why.

– The manager has his/her eye always on the bottom line;the leader’s eye is on the horizon.

– The manager imitates; the leader originates.– The manager accepts the status quo;

the leader challenges it.– The manager is the classic good soldier;

the leader is his or her own person.– The manager does things right;

the leader does the right thing.

Shares the Vision

Efficiency and Results

Rules & Regulations

Perhaps there was a time when the calling of themanager and that of the leader could be separated.

A foreman in an industrial-era factory probably didn’thave to give much thought to what he was producingor to the people who were producing it.His or her job was to follow orders, organize the work,assign the right people to the necessary tasks,coordinate the results, and ensure the job got doneas ordered.

The focus was on efficiency.

But in the new economy, where value comesincreasingly from the knowledge of people,and where workers are no longer undifferentiatedcogs in an industrial machine, management andleadership are not easily separated.

People look to their managers, not just to assign thema task, but to define for them a purpose.

And managers must organize workers,not just to maximize efficiency, but to nurture skills,develop talent and inspire results.

The late management guru Peter Drucker was oneof the first to recognize this truth, as he was torecognize so many other management truths.

He identified the emergence of the “knowledge worker,”and the profound differences that would cause in theway business was organized.

With the rise of the knowledge worker,“one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people.And the goal is to make productive the specific strengths and knowledgeof every individual.”