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Group MembersGroup Members

Concept of Leadership Characteristics of Quality of Leader The Seven Habits of Highly Effective

people The Concept of Ethics The root causes of unethical behavior Ethics Management Program

The Deming Philosophy Role of TQM Leader Duties of Quality Council TPD’s Leadership system The Concept of Mission, Vision, Goal &

Objectives Strategic Planning & its steps

HASAN AHMED

ID NO: 07882615

A Brief History of Leadership

• Pictures of ancient leadership

A new idea from ancient times

• Today’s behaviours (what we do) are influenced by our biological history (what we were). Leadership development is possible and necessary to help us overcome our more primitive instincts.

Why study the history of leadership?

Map Testing

Map making

MapReading

To explore leadership concepts (‘map-reading’)

To test leadership concepts (‘map-testing’)

To develop richer personal leadership maps (‘map-making

What leadership behaviours can be seen in other animal families?

Our ancestors’ tale

• Our ancestors’ tale begins with the earliest common ancestor (‘concestor’) of all living creatures.

• If we search, we can find the messages from over a billion years of evolution …

Modern concept of leadership

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

Modern concept

Cont…..

• A leader does not stand behind a group to push and prod. She/he places herself/ himself before the group, facilitates progress and inspires the group to accomplish organizational goals.

• In order to become successful, leadership requires a spontaneous understanding of human nature –the basic needs, wants and abilities of people. To be effective, a leader understands that:

• People, paradoxically, need security and independence at the same time.

Cont….

• People are sensitive to external rewards and punishments and yet are also strongly self-motivated.

• People like to hear a kind word of praise

• People trust their gut reaction more than statistical data

• People distrust a leader’s rhetoric if the words are inconsistent with the leader’s actions

Various Definitions of Leadership1. According to The Collins English Dictionary leadership

(n) 1. The position or function of a leader. 2. the period during which a person occupies the position of leader: during her leadership very little was achieved. 3. the ability to lead. 4. the leaders as a group of a party, union, etc.: the union leadership is now very reactionary.

Peter Ducker: "The only definition of a leader is someone who has followers." but doesn't exclude the lack of integrity in achieving this.

Leadership based on some power.

• This are-

1.Legitimate power

2.Reward power

3. coercive power

4. Expert power

5. Referent power

Cont….• Legitimate Power

This is the power that a leader has when the followers believe that the leader has “a right” to instruct them and that they have an obligation to follow instructions.

Cont…• Reward power:

This type of influence is created when the leader is able to offer a reward to his followers for completing tasks/behaving in a certain manner.

Cont…..• Coercive power:

This is the opposite of reward power because this power is based on the leader having control over what happens if followers do not act as required.

Cont…

• Expert power:

As the title suggests a leader has expert power when the followers believe that the leader has “expert” knowledge or skills that are relevant to the job or tasks they have to complete.

Cont….• Referent Power

This is created when the followers believe that the leader possess qualities that they admire and would like to possess.

Features of leadership

• Leadership derives from power

• There can be leaders of completely unorganized groups

• A leader can encourage or dampen workers motivation by creating a favorable or unfavorable working environment in the organization

Some major features of leadershipThere are 10 behaviors or characteristics that successful

quality leaders demonstrate.

1.They give priority attention to external and internal customers and their needs:

• Leaders place themselves in the customer’s shoes and service their needs from that perspective.

2.They empower, rather than control subordinates:• Leaders have trust and confidence in the performance of their

subordinates.

Cont….

3. They emphasize improvement rather than maintenance:

• Leaders use the phrase “if it isn’t perfect, improve it “rather than “it isn’t broke, don’t fix it.” There is always room for improvement.

4.They empower, rather than control subordinates:

• Leaders have trust and confidence in the performance of their subordinates.

Cont….

5.They encourage collaboration rather than competition:

• When functional areas, departments, or work groups are in competition, they may find subtle ways of working against each other or withholding information. Instead, there must be collaboration among and within units.

Cont…..6.They train and coach rather than direct and

supervise:

• Leaders know that the development of the human resource is a necessity. As coaches, they help their subordinates learn to do a better job.

Cont…

7.They continually try to improve communications:

• Leaders continually disseminate information about the TQM effort. They make it evident that TQM is not just a slogan.

Cont….

8. They choose suppliers on the basis of quality not price:

• Suppliers are encouraged to participate on project teams and become involved.

9. They encourage and recognize team effort:

• They encourage provide recognition and reward individuals and teams.

Cont….

10. They establish organizational systems to support the quality effort:

• At the senior management level a quality council is provided, and at the first line supervisor level, work groups and project teams are organized to improve the process.

Becoming an effective leader takes practice.• Interpersonal Skills:

leaders are able to use their interpersonal skills to work through difficult relationships, and keep the peace in their departments.

• Communication Skills:

Leaders demonstrating communication skills are both good speakers and listeners.

• Values:

Leaders must also value the diversity of a workforce, and understand that a diverse group of employees will bring a broader perspective to the organization.

Cont…..

• Confidence:

Leaders need to carry themselves with confidence, and are not afraid to take ownership for both popular and unpopular decisions.

• Flexibility:

Another important characteristic of leaders are their ability to remain flexible, and adapt their leadership style to meet the demands of the current work environment.

Cont…..

• Creativity Skills:

Leaders demonstrating creativity skills are able to develop innovative solutions to old problems.

 

Cont…

• Achieving Results:

Leaders just don't set the example for others to follow; they also play a big role in achieving the goals of the organization

Cont….• Achieving Results:

Leaders just don't set the example for others to follow; they also play a big role in achieving the goals of the organization.

 

MD. HASIBUR RAHMAN

ID: 07882597

Topic-1 The Seven Habits of Highly Effective People

Topic-2 The Concept of Ethics

The Seven Habits of Highly Effective People

Stephen R Covey:

Stephen Richards Covey (October 24, 1932 – July 16, 2012)

Cont.…

Habit:

Habit can be defined as the intersection of skill, knowledge and desire.

Cont.…

• Knowledge Skill Desire

Knowledge Skill

Desire

HABIT

Cont.…

• Effectiveness:

• Effectiveness is the capability of producing a desired result. When something is deemed effective, it means it has an intended or expected outcome, or produces a deep, vivid impression.

Cont.…

• Habit 1: Be Proactive

Being proactive means taking initiative, not waiting for others to act first, and being responsible for what you do. Proactive people recognize that they are "response-able." They don't blame genetics, circumstances, conditions, or conditioning for their behavior.

Cont.…Reactive Proactive

•There’s nothing I can do•She makes me so mad•I have to do that•I can’t•I must•Things are getting worse.

•Let’s look at our alternatives•I control my own feelings•I will choose an appropriate response.•I choose•I prefer.•What initiative can we use?

Cont.…

• Habit 2: Begin with the End in Mind

It is based on the principle that all things are created twice. There is a mental (first) creation, and a physical (second) creation. The physical creation follows the mental, just as a building follows a blueprint.

Cont.…• Habit 3: Put First Thing First

This habit is on the basis of two things.

• Importance

• Urgent

The heart of effective personal time management is to spend the maximum time possible doing important jobs in a non-urgent atmosphere that increases your efficiency.

Cont.…Urgent Not Urgent

Important QUADRANT Icrises, pressing problems, deadline-driven projects

QUADRANT IIprevention, PC activities, relationship building, recognizing new opportunities, planning, recreation

Not important UADRANT IIIinterruptions, some calls, some mail, some reports, some meetings, popular activities

QUADRANT IVtrivia, busy work, some mail, some phone calls time wasters, pleasant activities

Cont.…

• Habit 4: Think Win-Win

Win-win sees life as a cooperative arena, not a competitive one. Win-win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win-win means agreements or solutions are mutually beneficial and satisfying.

Cont.…

Habit 5: Seek First to Understand, Then to be understood

Most people don’t listen. Not really. They listen long enough to devise a solution to the speaker’s problem or a rejoinder to what’s being said. Then they dive into the conversation. You’ll be more effective in your relationship with people if sincerely try to understand them fully before you try to make them understand your point of view.

Cont.…

• Habit 6: Synergize

Synergy means that the whole is greater than the sum of its parts.

Cont.…

In other words, each of the parts combines to create new and exciting unexpected discoveries that were not possible before. It is a creative force of unparalleled power created in the principles of creative cooperation.

Cont.…• Habit 7: Sharpen the Saw

This is the habit of self renewal, which has four elements.

Cont.…

The first is mental, which includes reading, visualizing, planning and writing. The second is spiritual which means value clarification and commitment, study and meditation. Third is social/emotional, which stress management includes service, empathy, synergy and intrinsic security. Finally, the physical includes exercise, nutrition and stress management.

The Concept of Ethics

Ethics refers to a set of concepts and principles that guide us in determining what behavior helps or harms sentient creatures. Ethics is not recent phenomenon. Ethical codes have been prepared along with the development of human civilization.

Cont.…

In olden days, people might have found some of their actions was wrong and others right. The question what is right and what is wrong gave birth to ethical and unethical codes.

MD. SHARIFUL ISLAMID: 07882577

Topic-1 The Root Causes of Unethical

Behavior

Topic-2 Ethics Management Program

The Root Causes of Unethical Behavior

Ethics: Ethics is a set of standard or a set of common belief that determines what is right or wrong.

Roots Causes of Unethical Behavior: The behavior which violates a common set of standard or belief is unethical behavior. Much of the unethical behavior in organizations occurs when:

1. Organizations favor their own interests above the well being of their customers, employees, or the publics.

Example: Most of the bus transport companies of Bangladesh are not conscious of their passengers.

Cont.…

Cont.…

2. Organizations reward behavior that violates ethical standards, such as increasing sales through false advertising.

Example: 'adulterated' fruit juices of Pran Foods Limited.

Cont.…

3. Organizations encourage separate standards of behavior at work than at home, such as secrecy and deceit versus honesty.

4. Individuals are willing to abuse their position and power to enhance their interests, such as taking excessive compensation for themselves off the top before other stakeholder5s receive their fair share.

Example

The directors of Sonali Bank used their position & power for illegal loan sanction to Hall Mark group to enhance their interests.

Cont.…

5. Managerial values exist that undermine integrity, such as the pressure managers exert on employees to cover up mistakes or to do whatever it takes to get the job done, including cutting corners.

Cont.…

6. Organizations and individuals overemphasize the short-term results at the expense of themselves and other in the long run; for example behavior is good based on the degree of utility, pleasure, or good received, regardless of the effect on others.

Cont.…

7. Organizations and managers believe their knowledge is infallible and miscalculate the true risks, such as when financial managers invest organizational funds in high-risk options trading.

Ethics Management Program

Ethics Management Programs are designed by an organization or an employer as an attempt to have formalized structures for ensuring the organization is perceived as fair, honest, responsible and just.

1st Step: Appraisal

Appraisal is the analysis of the costs associated with unethical behavior.Costs from pressure: errors, waste, rework, lost customers, and warranties.Costs from opportunity: theft, overstated expenses, excessive compensation, and nepotism.Costs from attitudes: errors, waste, rework, lost customers and health care.

2nd Step: Prevention

Prevention is the development of a system that will minimize the costs.Pressure costs will be minimized through individual diversity, dissent, and decision-making input.

Cont.…

Opportunity can be addressed by developing policies that encourage and protect whistleblowers and require the existence of ombudsmen who can work confidentially with people to solve ethical problems internally.

Cont.…

Attitude can be addressed by requiring ethics training for all personnel, recognizing ethical conduct in the workplace, requiring performance appraisals to include ethics and encouraging open discussion concerning ethical behavior issues.

3rd Step: Promotion

Continuous advertising of ethical behavior to develop an ethical organizational culture.To be clear the philosophy needs to be written & ethics training should be given to everyone.To be positive, the culture should be about doing what is right, encouraging principled organizational dissent, and rewarding ethical behavior

Cont.…

To be effective, the philosophy must be set and adopted by senior management, with input from all personnel. Senior management should act as they would want others to act and make no exceptions.

MD KHALEDUZZAMAN MUHIN

ID: 07882585

Topic-1 The Deming Philosophy

Topic-2 Role of TQM Leaders

The Deming Philosophy

• Deming's philosophy is given in his 14 most of these points were given in a seminar for 21 presidents of leading Japanese industry in 1950.The were developed and the original ones modified over a period of three decades.

Cont…

Cont….

Create and publish the aims and purposes of the organization:

Create constancy of purpose towards

improvement of product and service,

with the aim to become competitive,

Stay in business.

Cont…

• Learn the new philosophy:

Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on

leadership for change.

Cont…

• Understand the purpose of inspection:

Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by creating quality into the product in the first place

• Stop awarding business based on price alone: End the practice of awarding business on the basis of price tag. Instead minimize total cost. Move towards a single supplier for any one item, on a long term

relationship of loyalty and trust.

Cont….

• Improve constantly and forever the System

• Improve constantly and forever the• system of production and service, • to improve quality and productivity, • and thus constantly decrease costs

Cont…

• Institute training :Institute training on the job.

Cont…

• Teach and institute leadership:

• The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production

Cont…

• Drive out fear, create trust, and create a climate for innovation:

Drive out fear so that everyone may work effectively for the company.

Cont…

• Optimize the efforts of teams, groups and staff areas:

Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

Cont….

• Eliminate exhortations for the work force:Eliminate slogans, exhortations, and targets for the work force that ask for zero defects and new levels of productivity.

• Eliminate numerical quotas for the workforce:

Eliminate work standards (quotas) on the factory floor. Substitute leadership

Cont…

• Eliminate management by objectives:

Eliminate management by numbers, numerical goals. Substitute leadership.

• Remove barriers to pride of workmanship:

Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed

from sheer numbers to quality.

Cont…

• Encourage education and self-improvement for all:

• Institute a vigorous program of education and self-improvement.

Cont…

• Take action to accomplish the transformation: Put everybody in the company to work to accomplish the transformation. The transformation is everybody's

job.

Role of TQM Leaders

• All are responsible for quality improvement especially the senior management & CEO

• Ensure that the team’s decision is in harmony with the quality statements of the organization

• Senior TQM leaders must read TQM literature and attend conferences to be aware of TQM tools and methods

Cont….

• Senior managers must take part in award and recognition ceremonies for celebrating the quality successes of the organization

• Coaching others and teaching in TQM seminars

• Senior managers must liaise with internal ,external and suppliers through visits, focus groups, surveys

• They must live and communicate TQM.

NAME: SUJUN CHANDRA ID:07882603

Topic 1: Duties of quality council Topic 2: Corning TPD’s leadership

system

Quality council

• In order to build up quality into the culture, a quality council is established to provide overall direction. It is the driver of TQM engine.

Cont….

• Quality: Quality is the ongoing process of building and sustaining relationships by assessing, anticipating, and fulfilling stated and implied needs.

• Culture: Culture is the characteristics of a particular group of people.

Duties of quality council

1.Develop, with input from all personnel, the core values, vision statement, mission statement, and quality policy statement.

• Values: Values shape our behavior and define who we are.

Cont….

• Core values:• Principles that guides an organization’s internal

conduct as well as its relationship with the external world.  

 

Cont….

2. Develop the strategic long-term plan with goals and the annual quality improvement program with objectives.

• Goals: Goals are the ends toward which activity is aimed.

• Objectives: An objective may be defined as a specific commitment to achieve a measurable result within a given period.

Cont…

3.Education and training plan: It helps an employee to make a strong career.

Cont….

4. Determine and continually monitor the cost of poor quality

• Cost of poor quality: Cost of poor quality (COPQ) or poor quality costs (PQC), are defined as costs that would disappear if systems, processes, and products were perfect.

Cont….

5.Determine the performance measures for the organization, approve those for the functional areas, and monitor them.

6.Continually determine those projects that improve the processes, particularly those that affect external and internal customer satisfaction.

Cont…

• Project: A project is a single step in a program me.

Cont….

• Customer satisfaction: The degree of satisfaction provided by the goods or services of a company as measured by the number of repeat customers.

Cont…

7. Establish multifunctional project and departmental or work group teams and monitor their progress.

8. Establish or revise the recognition and reward system to account for the new way of doing business.

Corning TPD’s leadership system

Establish strategy

Mission

Review strategic initiatives & critical success factors

Review TPD values & establish key results indicators

Develop short & long-term plan

Deploy the plans

Vision

Review measures

Strategy development process

Planning process

Strategy deployment process

Business priority process

Cont….1.Vision: Vision describes where an organization

wants to go in future.

Cont….

2.Mission: Mission means present performance or position of the organization.

Cont…

3.Strategy development process: It helps to establish strategy.

• Strategy: Strategy means making a clear cut choices about how to compete.

Cont…

4.Planning process:

It consists of three steps-

• Review strategic initiatives and critical success factors.

• Review TPD values and establish key results indicators.

• Develop short and long-term plan

Cont….

5.Strategy deployment process: It means deploying strategy effectively to achieve success.

6.Business priority process: Priority-driven processes work by the focusing on the deliverables of the projects and asking the stakeholders to say which of the many things that the project could deliver are the most important.

ANUP KUMAR BISWAS

ID: 07882507

Presentation outline

• What is vision

• What is mission

• Vision and mission statement

• Vision Vs mission

• goals & objectives.

• Strategic Planning & the seven steps to strategic planning.

Learning outcomes

• By the end of this session it could be able to :-• Develop the understanding regarding vision and

mission statement.• Differentiate between vision and mission statement.• Understanding regarding goals & objectives.• Strategic Planning & the seven steps to strategic

planning.

Vision

• Short declaration what an organization aspires to be tomorrow. . Vision refers to the optimum future state that might never be reached but which you continually strive to achieve.

Cont……..

• A vision is an outline of a desired state to be attained within a specific period, although it is a statement about an ideal, it is nevertheless expected to be achievable

Example of Vision statement

• "A computer on every desk and in every home" - Bill Gates

• "The happiest place on Earth" – Disneyland

• "The idea that you could buy PCs from many different hardware companies and yet they would all run the same software" - Bill Gates and Paul Allen – Microsoft

Cont……….

• "To organize the world's information and make it universally accessible and useful." –Google

• To refresh the world...

• To inspire moments of optimism and happiness...

• To create value and make a difference- Coca Cola's vision

Mission• The mission statement of an organization is normally

short, to the point, and contains the following questions:– Who we are,– Who are the customers,– What we do & – How we do.

Provides clear statement of purpose for employees, customers & suppliers.

Example of Mission Statements•Mission StatementOur vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online" from Amazon.

•"To bring inspiration and innovation to every athlete in the world" from Nike.

Cont…

Vision vs. Mission

Importance of vision and mission

• An exciting, inspirational vision

– Challenges and motivates workforce

– Arouses strong sense of organizational purpose

Quality policy statement

• A guide for everyone in the organization as to how they should provide products & services to the customers.

• Written by the CEO with the feedback from the workforce.

• Approved by the quality council.

Common characteristics

• Quality is first among equals.

• Equals or exceed the competition.

• continually improve the quality

• Utilize the entire work force.

Goals & Objectives

• Basically the same meaning.

• Goals for long term planning

• Objectives for short term planning.

Cont……..

• Goals must be based on statistical evidence.

• Focuses on improve customers satisfaction.

.

Seven steps to strategic planning

• There are seven steps to strategic quality planning.

Customers needs

• Who will they?

• Will customers base change?

• What will they want?

Customers positioning

• To determine where the org. wants to be in relation to the customers.

• Do they retain, reduce or expand?

Predict the future

• Must look into the crystal ball that affect the future.

• Demographic, economics & technical assessments are the tools to predict.

Gap analysis

• Identify gaps between the current & future state of the organization. An analysis of the core values help to find gaps.

Closing the gap

• To close the gap by establishing goals & responsibilities.

Alignment

• Be alignment with the mission, vision & core values & concepts or the organization.

Implementation • Most difficult step.

• Resources must be allocated.

• Should meet once a year to assess progress & take any corrective action.

Questions