leadership organisational management
TRANSCRIPT
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ORGANISATION
• An organisation is an institution consisting of two or more people, having a structure and an accepted process for fulfilling functions that will enable the achievement of its goals
• An organisation is the planned coordination of the activities of a number of people for the achievement of some common explicitly purpose or goal, through division of labor and function, and through a hierarchy of authority and responsibility
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Components of Organisation
• Mission and Objectives
• Input
• Process
• Output
• Outcome
• Feedback
• Boundary/Environment
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Mission
• The purpose or reason for the organisation’s existence
• It tells what the company is providing to society• To improve the quality of home life by designing,
building, marketing, and servicing the best appliances in the world
• We shall build good ships here – at a profit if we can – at a loss if we must – but always good ships
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Objectives
• End results of planned activity
• They state what to be accomplished by when and should be quantified if possible
• To achieve 10% annual growth in earnings per share
• To achieve 20-25% return on equity
• To achieve 27% return on capital employed
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Process
• The inputs of the organisation transformed to obtain the desired output
• Includes functions of planning, organising, communicating, interacting, working, etc. which combine to form organisational strategies
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Output
• Goods and services produced by transforming the inputs in order to meet the objectives of the organisation
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Outcome
• The impact that the output has in fulfilling the objectives of the organisation
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Feedback
• The organisation has to obtain feedback to determine how its strategies have fared in achieving its objectives and goals for purpose of remedial or corrective actions, if necessary
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Boundary
• Each organisation has a boundary which differentiates it from others and determines the internal and external environments
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Environment
• The external environment is anything outside the boundary of the organisation – technology, political, social, demography or the economy- all of which influence the performance of the organisation
• The success of organisation is also influenced by its ability to manage the internal environment which reflects the organisational culture
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Characteristics of Organisational Effectiveness- Goal Achievem’t
• Clearly defined goals
• Increase in output
• Higher productivity
• Better quality of product and service
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Satisfying the Customers
• Good corporate image
• Proven quality of output
• Reduced complaints
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Organisational Performance
• Effectiveness
• Efficiency
• Quality
• Productivity
• Profitability/ROI
• Quality of Work Life
• Adaptability/Work culture
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Effectiveness
• Attainment of organisational objectives (meeting of expected standards)
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Efficiency
• Doing the job on time and correctly in relation to goals and objectives
• Efficient utilisation of resources for the job
• Return from investment of time, energy and resources
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Quality
• Conformance to standards
• Output fit for use
• Meeting customer’s requirement
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Productivity
• Relationship of output to input
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Quality of Work Life
• Creating a positive culture; responsiveness to worker’s need, effective communication
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Adaptability
• Ability to ensure viability in a changing environment through innovativeness/creativity/managing change/maintaining its competitive edge
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Work Culture
• Values held by members of the organisation eg. – creativity and innovation, customer is the boss, employee focus, teamwork, nothing but the best in work performances
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LEADERSHIP
• The behavior of an individual when he is directing the activities of a group toward a shared goal
• Interpersonal influence, exercised in a situation, and directed, through the communication process, toward the attainment of a specified goal or goals
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LEADERSHIP
• The initiation and maintenance of structure in expectation and interaction
• The process of influencing the activities of an organized group toward goal achievement
• Is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expanded to achieve purpose
• Key to implementation of any change programme. Effective leadership and top management commitment and support critical for quality impr’t
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THE MARK OF LEADERS
• Proactive – Ability to anticipate change• Resourceful – Making change happen• Interpersonally Skillful – Know most
powerful resource is human resource• Mentally Positive – Outperform others
because continue to keep spirit up• Expertise Driven – Subscribe to the concept
of team building
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21st Century Organization-Structure
• Nonbureaucratic, with fewer rules and employees• Limited to fewer levels• Organized with the expectation that management
will lead, lower-level employees will manage• Characterized by policies and procedures that
produce the minimal internal interdependence needed to serve customers
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Systems
• Depend on many performance information systems, providing data on customer’s especially
• Distribute performance data widely
• Offer management training and support systems to many people
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Culture
• Externally oriented
• Empowering
• Quick to make decisions
• Open and candid
• More risk tolerant
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Role of a Leader
• Leading by example
• Setting clear goals
• Communicating down the line
• Delegating/Being fair and consistent
• Recognising individual contribution
• Strengthening team work
• Acting decisively under pressure
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Leadership Styles
– Authoritative(Exploitative) – sets goals, tells what is expected/Not too keen to listen
– Authoritative(Benevolent) – Being firm, but does care for staff’s views
– Democratic(Consultative) – Listens to staff before making decision/acting
– Democratic(Participative) – Takes active part in discussing problems and finding solutions
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THE LEADERSHIP CHARTER-DO
• Cultivate a high standard of personal ethics
• Have high working energy level always
• Have work priorities/have courage
• Be hardworking, committed and dedicated
• Be creative/be goal oriented/help others
• Always maintain enthusiasm in your work
• Be level headed, always keeping your cool
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DON’T
• Attempt to make use of the wrong person for the task/insult people when they don’t do well
• Abandon your “work ship” in crisis
• Critise honest efforts that failed
• Question others’ loyalty
• Threaten people with loss of job
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DON’T
• Play one person against the other
• Have favorites in the team
• Steal someone’s credit
• Shirk responsibility0
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MANAGERIAL FUNCTIONS - PLAN
• Set objectives/Identify priorities
• Develop strategies/Forecast
• Budget/Schedule
• Program
• Set policies
• Set procedures
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ORGANIZE
• Organization structure
• Job(Position descriptions)
• Position qualifications
• Salary structure and sales
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STAFF
• Select people
• Induct people
• Train people
• Develop people
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DIRECT
• Communicate
• Co-ordinate
• Delegate
• Motivate
• Reward
• Enforce discipline
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CONTROL
• Set up feedback system
• Set up realistic performance standard
• Measure performance
• Evaluate performance
• Rectify poor performance
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HUMAN RESOURCE MANAGEMENT(HRM)
• The effective and efficient utilisation of human resources to meet organisational objectives
• Involves all those activities necessary to ensure acquisition and maintenance of a productive work force in line with the organisational objectives
• Not only focuses on HR needs and costs but also on the long term issues of organisational continuity and productivity
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OBJECTIVE OF HRM
• To have an adequate number of competent employees with needed skills, abilities, knowhow and experience to further organizational goals
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AREAS UNDER HRM
• Organisational Management
• Leadership and Strategic Management
• Human Resource Planning
• Recruitment, Selection and Placement
• Human Resource Development
• Corporate Culture and Organization Devt
• Career Planning and Development
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Areas
• Performance Appraisal• Motivation• Counseling• Negotiation• Effective Communication• Compensation and Benefits• Safety & Health/Employee & Labor Relations• Human Resource Research
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Personnel Management vs Human Resource Management
• Deals with micro issues/macro issues
• Compartmentalized/Global
• Ad hoc & short term/Planned & long term
• Reactive/Proactive
• Looks at people’s needs from employees’ point of view/organization’s point of view
• Department seen as not important/important
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PM vs HRM
• Reports through another line manager/directly to CEO
• Has no role in decision making/has role in decision making process
• Maintains status quo/Agent of change
• Not aware of culture/Facilitator of positive organizational culture
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Roles of Human Resource Manager
• Planner – staffing matters
• Facilitator – training and development
• Coordinator – occupational safety & health
• Auditor – performance and compensation
• Mediator – employee & industrial relations
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COMPETENCIES
• Behaviours that are necessary to achieve a desired outcome
• Behaviour, skills, knowledge, understanding and personal qualities for competent work performance
• Ability to perform activities within an occupation or function and to maintain the standards expected
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Underlying Characteristics
• Motives – things a person consistently thinks about or wants that cause action
• Traits – Physical characteristics and consistent responses to situations of information
• Self-Concept – A person’s attitudes, values, or self-image
• Knowledge – Information a person has in specific content areas
• Skill – Ability to perform a certain physical or mental task
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Core Competencies
• Accountable/Customer Focus
• Discipline/Integrity
• Loyalty/Social
• Sensitivity/Tolerance
• Transparency
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Core Managerial Competencies
• Communication/Teamwork/Motivation• Drive and Resilience/Creativity/Leadership• Implementation/Decision Making/Technical• Strategic Orientation• Commercial Awareness• Organizational know how/Broad Scanning• Information Seeking/Relationship Building and
Networking/Negotiation/Deal Making,Emotional Stability/Cultural Sensitivity
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Professional Competencies
• Group and Interpersonal Effectiveness – conceptual thinking, decision making, influence, leadership, change management, problem solving, strategic planning
• Leadership Effectiveness – coaching, diversity management, facilitation, negotiation, teamwork
• Personal Effectiveness – achievement orientation, adaptation, analytical thinking, ownership, resilience, self management, technology capability, oral and written communication
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Functional Competencies
• Job related knowledge and skills associated with an individual’s capability to complete his/her tasks and work