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PROGRAM
KEPIMPINANPELAJAR 2013
SMK SANDAKAN IIFASA I
25 Mei 2013 (Sabtu)Dewan Terbuka SMK Sandakan II
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1. Saya mengutamakan:
a) kebajikan ahli
b) kuasac) pencapaian
(pilih satu saja)
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2. Saya bersedia untuk:a) Memikul tugas tambahan
b) Menerima kritikan atau
maklumbalas positif
c) Mengambil risiko semasa
menjalankan tugas
(pilih satu saja)
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3. Mempengaruhi orang lainadalah:
a) Kekuatan saya
b) Kelemahan saya
c) Saya tidak suka
mempengaruhi orang lain
(pilih satu saja)
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4. Pendapat/perasaan saya
dengan keadaan organisasi
sedia ada:
a) Sangat tak puas hati, ubahb) Puas hati, sedikit
penambahbaikanc) Sangat puas hati
(pilih satu saja)
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5. Saya membuat kerja
dengan cemerlang jika
saya:
a) dibayar untuk bertugasb) diberi penghargaan
c) dipaksa(pilih satu saja)
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6. Saya suka keadaan kerja
atau organisasi:
a) Harmoni, tanpa konflik
b) Mencabar, banyak konflikc) Kurang berurusan dengan
manusia, biar berdepandengan mesin saja
(pilih satu saja)
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7. Sifat diri saya, saya seorang
yang:
a) Berani
b) Berdaya usaha tinggic) Berilmu pengetahuan
d) Berintegriti tinggi
e) Bermotivasi tinggi
(Pilih mana-mana 2 sahaja)
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Leadership
A leader is one who influencesothers towardthe achievement of goals or get them do
what the leader has envisioned.
Outstanding leaders have vision, which is amental image of a possible and desirable
future state of the organization, and move
people and organizations in the directions
they otherwise will not go, bringing improved
organizational performance or
effectiveness, and personal career success.
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Saturday May 18, 2013
5 secrets to becoming a successful
transformational leader
Do something that
everybody else says
cannot be done, says
Datuk Seri Idris Jala
William James, a renowned American
psychologist and philosopher once said, The
greatest discovery of our present day
generation is that human beings can alter
their lives by changing their state of mind.
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Directive leadership
A form of task performance-
oriented behavior; let
subordinate know whatsexpected of them, schedules
work to be done, and givesspecific guidance as to how to
accomplish tasks.
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Supportive leadership
A form of group maintenance-
oriented behavior; is friendly and
shows concern for the needs ofsubordinates/results in high
performance and satisfaction
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Participative leadership
Decision style; and consults with
subordinates and uses theirsuggestions before making a
decision.
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Achievement-oriented leadership
Behaviors geared toward
motivating people, such assetting challenging goals and
rewarding good performance.
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Effective leaders do not wait
for things to happen,they make things happen.
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An acre of performance
is certainly worth
the whole world of promise
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promise Deliver results
Implement plans
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Influence
not just having great
authoritybut h igh degree
o f inf luence...
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great leaders can get
th ings done w ithou t hav ing
fu l l au tho r i ty
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Blake and Moutons Leadership
Gridassume that an ideal leaderis
always concern of both people and
production. In this model, managersare rated on their maintenance-
oriented behavior and performance-
oriented behavior .
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Conce
rn
forp
eop
le
The Leadership Grid9 1,9 Country Club Management
Thoughtful attention to needs of people
for satisfying relationships leads to a
comfortable, friendly organizationatmosphere and work tempo.
9,9 Team ManagementWork accomplishment is from
committed people; interdependence
through a common stake inorganization purpose leads to
relationships of trust and respect.
8
7
6
5,5 Middle of the Road ManagementAdequate organization performance is possible
through balancing the necessity to get out work
with maintaining morale of people at a
satisfactory level.
5
4
3
1,1 Impoverished ManagementExertion of minimum effort to getrequired work done is appropriate to
sustain organization membership.
9,1 Authority-Compliance
Efficiency in operations results fromarranging conditions of work in such a
way that human elements interfere to a
minimum degree.
2
1
Low
1
Low
2 3 4 5 6
Concern for production
7 8 9
High
High
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Dav id McClel land
iden t if ied the mostimportan t needs for
managers /leaders . Theyare needs fo r
ach ievement, aff i l iat ion ,andpower.
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HIGH IN NEED FOR
AFFILIATION
The manager h igh inneed fo r aff i l iat ion has
a strong desire to be
l iked by other peop le
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HIGH IN NEED FOR Its Advantages
AFFILIATION
harmon ious work relat ionsh ip
+social s tab i li ty
=
enjoyable work ing cond i tion
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HIGH IN NEED FOR Its Advantages
AFFILIATION
Negotiate, ask fo r favors,
no t afraid to make m istakes
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HIGH IN NEED FOR Its Disadvantages
AFFILIATION
... indecis ive, and may no t be
able to solve problemsanddeal w i th any conf l ic t fi rm ly
and fast,
i .e. redundan t or lazy workers
HIGH IN NEED FOR Its Disadvantages
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HIGH IN NEED FOR Its Disadvantages
AFFILIATION
organization may become
less effec t ive and eff ic ien t,
reluc tant to use thei r power,may cause high ly sk i lled workers to leave
the organizat ion ou t of dis sat isfact ion.
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HIGH IN NEED FOR
POWER
The need fo r power is a
desire to inf luenceor
cont ro lo ther people
HIGH IN NEED FOR Its Advantages
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HIGH IN NEED FOR Its Advantages
POWER
..get work done fastas no one
dares to disobeyPeop le w il l comp lyto receive
rewards or to avo id
pun ishments
HIGH IN NEED FOR Its Advantages
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HIGH IN NEED FOR Its Advantages
POWER
.. more decis ive
- important decis ions andurgent matters
fast and f irm ly.
HIGH IN NEED FOR Its Advantages
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HIGH IN NEED FOR Its Advantages
POWER
The organ izat ion w i ll become
more effec t ive and eff ic ien t-- uses power
desp i te res istance from
others
HIGH IN NEED FOR Its Advantages
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HIGH IN NEED FOR Its Advantages
POWER
power
+using i t appropr iately
=effective leader
HIGH IN NEED FOR Its Disadvantages
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HIGH IN NEED FOR Its Disadvantages
POWER
High demands
=high work p ressu re
d iff icu l ty to nego tiate w ith the manager, ask
for favo rs and are afraid to make m istakes
HIGH IN NEED FOR Its Disadvantages
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HIGH IN NEED FOR Its Disadvantages
POWER
serve own interest,
v ic t imizes employees and
adopts autocrat ic decis ion
sty le. This is termed as
personal ized powerandexp ressed through the
aggressive manipu lat ion and
exploi tat iono f others .
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HIGH IN NEED FOR
ACHIEVEMENT
The need fo r ach ievement is
character ized by a strong
or ientat ion toward
accompl ishmentand anobsess ion w ith success and
goal attainment.
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HIGH IN NEED FOR
ACHIEVEMENT
It is a des ire to do
someth ing betteror
more eff ic ient lythan i t
has been done before
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HIGH IN NEED FOR Its Advantages
ACHIEVEMENT
motivatesand ledworkers to success
and attains
organ izat ional goals
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The best managers arehigh in need for POWER
and ACHIEVEMENTbutlow inAFFILIATION.
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High in need ofachievement and power
are traits toEFFECTIVE LEADERSHIP
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Power and
Authority are not
synonymous
O ll C ti M d l f P b d h
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Overall Contingency Modelof Power based on the
French-Raven and Kelman theories
Legitimatepowerauthority, position in organizationExpertpower-relevantknowledge, i.e. education,
school, technical matters.
Referent powerpersonality, reputation,
professional credibility
Rewardpowerability to provide positive
reinforcement for desired behavior.
Coercivepowerpotential to inflict punishment
Power and authority are not
synonymous
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At the beginning of any transformational
journey, a leader should be highly-
directive.
As followers become more competent, the
leader should shift to a more empowering
role.
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Impart
Command
and
control
approach
Empowerment
andcoaching
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Empowerment
Quick decisions are made thosepeople who are most knowledgeable
about the issues enhancing
f lexibi l i tyof the organization to cope with the demands of an
increased load
empowerment stimulates learning and
creativity
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Low Level of Conflict High
High
Level ofGroup
Performance
Low A B C
Conflict and Group Performance
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SituationA B C
Level of
ConflictLow or none Optimal High
Type of
Conflict
Dysfunctional Functional Dysfunctional
Groups
Internal
Characteristics
Apathetic
Stagnant
Unresponsive to
Change
Lack of New Ideas
Viable
Self-critical
Innovative
Disruptive
Chaotic
Uncooperative
Level of
Group
Performance
Low High Low
Conflict and Group Performance
D f ti l fli t fli t th t
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Dysfunctional conflictsare conflicts that
prevent a group from achieving its goals.
Functional conflicts, constructive in nature,
are conflicts that support the goals of work
group. A group should create an environment
in which group conflict is healthy, i.e. viable,
self-critical, and innovative but are notallowed to run to extremes. Such companies,
including Sun Microsystems, Xerox, Compaq,
and United Parcel Service, take steps toensure that conflict and debate are generated
within their management teams.
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Diversity isrecognized as
strength
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MOTIVATION
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Inspiremajority not
unmotivatablebu t isunmotivated
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Inspirenot just firing people
but f ir ing up theenthusiasmof people
Th X d Th Y
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Theory X and Theory Y
Douglas McGregor is best known for his
formulation of two sets of assumptionabout human nature: Theory Xand
Theory Y. McGregor is more inclined to
Theory Y than to Theory X. In referenceto Maslows need hierarchy, Theory X
assumes that the lower-order needs
dominated individuals, and Theory Yassumes that higher-order needs
dominated.
Theory X and Theory Y
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Theory X and Theory Y
Theory Y, a positive view of people,
assumes employees are creative,seek responsibility, and can exercise
self-direction. In contrary,
Theory X, a negative view of human
behavior and management,
assumes that most people arebasically immature, need direction
and control, and are incapable of
taking responsibility.
Herzbergs Motivation theory
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HerzbergsMotivation theory
Hygiene factorsare characteristics of the
workplace, such as company policies,working conditions, pay, and supervision,
that make a job more satisfying.
These factors will make people unhappy
or dissatisfied if they are not favorable
and make people happy or satisfied ifthey are favorable.
Herzbergs Motivation theory
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HerzbergsMotivation theory
Motivatorsare factors that make a job
more motivating, such as additional jobresponsibilities, opportunities for
personal growth and recognition, and
feelings of achievement.
Motivators have to do with the job itself
such as the actual job responsibilities,opportunity for personal growth and
recognition, and the feelings of
achievement the job provides.
ORDER OF IMPORTANCE OF VARIOUS JOB FACTORS
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JOB FACTORS
1. Full appreciation of work done2. Feeling of being in on things
3. Sympathetic help on personal problems
4. Job security
5. Good wages6. Interesting work
7. Promotional growth in organization
8. Personal loyalty to employees
9. Good working conditions10.Tactful disciplining
Survey of
Employees
12
3
4
56
7
8
910
Survey of
Bosses
810
9
2
15
3
6
47
Expectation List Government Employees
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Expectation ListGovernment Employees
Talk to me about what you want me to
do/achieve Negotiate with me about how we work
together
Let me deal with problems and developsolutions
Include me in evaluations of our systems
Provide opportunities for me to do newand different things
Expectation List Government Employees
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Expectation ListGovernment Employees
Support me when I take risks
Tell me when I do well Talk to me about what I need to do better
Schedule time regularly to talk to me on
my own about my workAsk me about my work and what I would
like to do; better, differently, not at all
Work with me to solve difficult problemsdont take them away from me to fix
Expectation List Government Employees
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Expectation ListGovernment Employees
Be flexible and fair in allocating
resources for training Prepare me for more substantial
responsibilities
Ensure my work is appropriatelyclassified
Acknowledge my effort
Support me in taking initiatives
The 80 / 20 Principle
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pPrior i t ies Results
1
2
3
4
5
6
7
8
9
10
1
2
3
4
56
7
8
9
10
Th 80 / 20 P i i l
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1) If we focus ou r at tent ion on our mostimpo rtant act iv i t ies, we gain the highest
return on ou r effor t .
2) If we tend to the top 20% most impo rtant
pr io r i t ies, we wi l l accompl ish 80% o f the
results we desire.
3) If you embrace the wrong p r ior i ties, th is
pr inc ip le w i ll work against you - 80% ofyour effort will gain you 20% of the results
and fruit you desire.
The 80 / 20 Principle
Th 80 / 20 P i i l
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Time: 20% of your time produces 80% of the results.Counsel ing: 20% of the people take up 80% of our
time.
Work: 20% of our effort gives us 80% of our
satisfaction.Leadership: 20% of the people make 80% of the
decisions.
Workers: 20% of the members do 80% of the work.
Mentor ing: 20% of the influences are where youshould invest your time.
The 80 / 20 Principle
The 80 / 20 Principle
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1)Act iv i ty does no t equal
accompl ishment
2)Work smarter, no t harder
3)Organ ize or agon ize4)Evaluate or s tagnate
5)Schedule your p r ior i t ies
6)Reacting is no t lead ing
7)Say no to l i t t le th ings
The 80 / 20 Principle
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Today its:
Planning Organizing Leading Controlling
Goals,
strategy,subplans to
coordinate
activities
Whats
need to bedone, how,
who will do
it
Directing
andmotivating,
resolving
conflicts
Monitoring
activities,ensure
plansaccomplished
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Comparison
ofContemporary Manager
with
Traditional Manager
Traditional Manager
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Traditional Manager
Thinks of self as a manager or boss.
Follows the chain of command.
Makes more decisions alone.
Hoardsinformation.
Tries to master on major discipline, such as
marketing or finance.Looks up for directionand answers.
Accepts and does repetitivework.
See others primarily as bosses andcompetitors.
Demands long hours.
Contemporary Manager
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p y g
Thinks of self as a sponsor, or
internal consultant.Deals with anyone necessary to get
the job done.
Invites otherstojoinin decision-making.
Sharesinformation.
Tries to master a broadarray of
managerial disciplines.
Contemporary Manager
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p y g
Questions, collaborates, and
negotiates with others to findsolutions.
Learns new waysto contribute.
Creates relationshipbased oncommon purpose, mutual respect,
and exchange of information.
Demands results.
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Nadler and TushmansCharismatic Leadership
stylesofenvisioning, energizing,
and enabling.
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In envisioning, .a clear visionon how
to transform an organization into a
vibrant organization, and he is able to
communicate his vision... ability to instill
subordinates with confidence,
enthusiasmand commitmentto
organization and to his leadership -
other than themselves or their owninterests.
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In energizing, has a strong drive,
very high motivationand self-confidence intellectually
simulatingtransforms, and inspires
his people to focus on the interests ofthe organizationthereforeable to
generate excitementand revitalizethe
organization
In enabling express psychological
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In enabling,express psychological
support to subordinates...keeps lines of
communication open, and even providesone-to-one mentoringto develop his
peoplebuilds trustby being
dependable, consistent, andpersistentproven ability to perform in
the face of challenging goalstherefore
build loyalty, and a sense of belongingamong his subordinates.
Developing Your Leadership Skills:
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Ive observed methods and skills of my
bosses that I respected.
By taking risks, trying, and learning from mymistakes.
Reading autobiographies, I admire to try to
understand how they think.
Lots of practice. By making mistakes myself and trying a
different approach.
By purposely engaging with others to get
things done. By being put in positions of responsibility
that other people counted on.
Saturday May 18, 2013
5 secrets to becoming a successful
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5 secrets to becoming a successful
transformational leader
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Do something that everybody else says
cannot be done, says Datuk Seri Idris Jala
5 secrets to becoming a successful
transformational leader
1 Attempt the impossible2 Discipline plus action
3 Be a chameleon
4 Build a winning coalition
5 Divine intervention
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So get out of your
comfort zone
The end
. .
Do something that everybody else says cannot be done, says Datuk Seri Idris Jala Datuk Seri Idris Jala is no stranger to Malaysians. Having worked in a few major organisations (such as Shell and
Malaysia Airlines), he has completed many transformation and turnaround projects. Now known to many as the
turnaround maestro he shares with us five secrets to becoming a successful transformational leader:
mailto:[email protected]:[email protected] -
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turnaround maestro, he shares with us five secrets to becoming a successful transformational leader:
1 Attempt the impossible
The first secret is what Idris describes as attempting the game of the impossible. Do something that everybody else
says cannot be done, he challenges.
When Idris was entrusted to turn around ailing airline Malaysia Airlines, he gave a seemingly impossible task to his
top managers; to make the Australian and New Zealand (ANZ) routes profitable in nine months. His top managers
told him it was an impossible task because in 2005, seven out of 10 ANZ routes were losing money.
A year later, 83% of those routes were making profit. Transformational leaders make the impossible happen.
William James, a renowned American psychologist and philosopher once said, The greatest discovery of our present
day generation is that human beings can alter their lives by changing their state of mind.
2 Discipline plus action
Becoming a successful transformational leader requires discipline of action. According to Idris, both discipline and
action are crucial ingredients. If you do not have action, you will only keep thinking, but nothing gets done. Whereas
if you act on something without discipline, you are merely acting sporadically, he explains.
To create this environment of reflection, ideation and decision making, Idris has been known to run labs a concept
he also implemented in his previous organisations to tackle hard issues. A lab is formed by having 20 to 30 people
handpicked and locked inside a room for a month to solve a problem, during which the lab members wouldbrainstorm, research, debate and develop detailed action plans to address the problems at hand.
3 Be a chameleon
There are many leaders with many different leadership styles. Idris believes that a transformational leader should
practise situational leadership. At the beginning of any transformational journey, a leader should be highly-directive.
As followers become more competent, the leader should shift to a more empowering role. Only then, will the leader
be able to increase the morale and commitment of the followers. When that happens, productivity and competence
will keep improving.
4 Build a winning coalition
The phrase no man is an island best describes the next secret to becoming a transformational leader. In any
transformational journey, a leader should always look for what Idris describes as a winning coalition. Especially in business, a leader should always have the mentality of creating a winning coalition when it comes to
understanding stakeholders requirements, investor relations and staff engagement.
Even when it comes to competitors, a leader should be open to opportunities to collaborate. In fact, Idris strongly
believes that the winning combination is to have collaboration and competition at the same time, as long as both
parties are well aware of the boundaries and limitations.
5 Divine intervention
The final wisdom Idris shares in his interview with The Leaderonomics Show is what he calls divine intervention.
Because more than 60% of what happens has got nothing to do with us [and is] uncontrollable. In fact if you were to
list down all the major things that happened in your life, I guarantee you that most of it happened out of your control,he exclaims. But how does one obtain divine intervention? Idris outlines three ways:
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Why Use Teams?
Creates Esprit de Corps Allows Management to Think
Strategically (Long Term)
Increase Flexibility
Takes Advantage of WorkforceDiversity
Increases Performance
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EFFECTIVE TEAM
Clear GoalsUnified Commitment
Good Communication
Mutual Trust
Appropriate Leadership
External Support
Internal Support
Negotiating SkillsRelevant Skills
Five Dimensions of TRUST
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Five Dimensions of TRUST
Integrity: honesty and truthfulness
Competence: technical andinterpersonal knowledge and skills
Consistency: reliability, predictability,
and good judgment in handlingsituation
Loyalty: willingness to protect and save
face for a personOpenness: willingness to share ideas
and information freely
Trust is the belief in the integrity,
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Trustis the belief in the integrity,
character, and ability of a leader.
Trustis a very important characteristicin team building.
Team members must trusteach other
so that every member is willing to
contribute to achieve team and
organizational goals.
AccuracyCorrective
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EFFECTIVE
CONTROL
SYSTEM
Understandability
Flexibility
Economy
Timeliness
Reasonable
Criteria
Action
StrategicPlacement
Emphasis onExceptions
MultipleCriteria
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The
LearningOrganization
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Learning organizationis all
about creating andmaintaining a knowledgeable
workforceso that employeesare able to performat the
highest level, which give the
organization the competitive
advantage.
..most of the successful
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organizations insisted that everyone
learnabout customers, compet i tors,and the companys own operat ions, no t
just top management.
A climate of opennessand trust
encouraged in a learning organization,
encourages individuals to developideas, to speak out, and to challenge
actions.
The LEARNING ORGANIZATION
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boundarylessorganization inwhich there is no barriersto
information flow environment is conducive to open
communicationand extensive
information sharing
The LEARNING ORGANIZATION
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marshals energy and human spiritto create new worksand new
capacities thorough and constant training
systemis set up for employees to
develop the skills and abilities ofthe employees
The LEARNING ORGANIZATION
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The LEARNING ORGANIZATION
people must engage in
disciplined thinkingand attention
to details, making decisionsbased on dataand evidence
rather than guessworkandassumption
The LEARNING ORGANIZATION
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encourages
experimentation/commitmenttocontinuous experimentation
accept experimentation and failure
opportunitiesto experiment eitherformally or informally by ways of asking
questions, seeking out theories, testing
them, and reflecting upon them
The LEARNING ORGANIZATION
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carefully reviewboth successes andfailures, looking for lessons and deeper
understanding
..exploration, discovery, and action,
continually learns what is effective and
what is not .
The LEARNING ORGANIZATION
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benchmark
.they identify and implement the
best business practices of other
organizations, stealing ideas
shamelessly..
The LEARNING ORGANIZATION
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.does not rely solely onindividualaccountability and
performance but also rely oncollaborationand teams
The LEARNING ORGANIZATION
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e G O G O
..search constantly for newknowledge, looking to expanding
horizons and opportunities ratherthan quick fixes to current
problems
The LEARNING ORGANIZATION
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The constant interchange produces a rich
pool of knowledge and allows employeesto share their experiences, challenge and
motivate one another, and provoke new
ways of thinking.nurtured into a creativeand innovative
organization
responsive to, is trying to learn what isgoing on in the outside world
S t Vi f I ti
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Inputs Transformation Outputs
Creative Individuals Creative Process Creative Product(s)
Groups Creative Situation
Organizations
Systems View of Innovation
Management is a relatively young
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discipline. It has only undergone
systematic investigation, became abody of knowledge and established
as a formal discipline in the
twentieth century. Much of thedevelopments in management were
attributed to the classical
management theories developed
from the mid-19thcentury through
the early 1950s
They include systematic management
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They include systematic management,
scientific management, administrative
management, human relations, and
bureaucracy. During this era, two
prominent contemporaries emerged,Frederick Winslow Taylor known as
the father of scientific management
and Henri Fayol the father of modernoperational management theory.
Taylors 4 Principles of ScientificManagement
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Management
1. Management should develop a
precise, scientific approach for each
element of a ones workto replace
general guidelines.
2. Management should scientifically
select, train, teach, and develop
each workerso that the right person
has the right job
Taylors 4 Principles of Scientific
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y p
Management
3. Management should cooperate
with workers to ensure that thejob
matches plans and principles.
4. Management should ensure an
equal division of work andresponsibilitybetween managers
and workers.
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Fayol proposed that al l managers
perform f ive managementfunct ions: to forecast and p lan ,
to o rganise, to command , to co -
ord inate, and to con trol .Thesefunct ions were wel l accepted as
the basic funct ions of
management and are st i l lrelevant un t i l this day
Fayols 14 Principles of Management
1) Div is ion of work divide work into specialized
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1) Div is ion of workdivide work into specialized
tasks and assign responsibilities to specific
individuals.2) Authority delegate authority along with
responsibility.
3) Discip lin emake expectations clear and punish
violations.
4) Un ity o f commandeach employee should be
assigned to only one supervisor.
5) Un ity o f d irec t ionemployees effort should be
focused on achieving organizational objectives.
6) Subord inat ion o f ind iv idual in terest to the general
interestthe general interest must predominate.
7) Remunerationsystematically reward efforts that
support the organizations direction.
Fayols 14 Principles of Management8) Cent ral izat iondetermine the relative
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importance of superior and subordinate roles.
9) Scalar chainkeep communications within the
chain of command.
10)Orderorder jobs and material so they support
the organizations direction.
11)Equity fair discipline and order enhance
employee commitment.
12)Stabi l i ty and tenu re of personnelpromote
employee loyalty and longevity.
13)Initiativeencourage employees to act on their
own in support of the organizations direction.
14)Espri t de corp spromote a unity of interests
between employees and management.
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POWER
Effective use of power.. they
made others feel powerfu l
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POWER
It is the abi l i ty to mobi l ise
resources to accompl ishproduct ive work
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POWER
It requ ires no part icu lar power,
sk i ll or genius to accompl ishthe ord inary. It is d if f icu l t ,
however, to do the tru ly
unusual wi thou t pol i t ical c lou t(Benis and Nanus, 1985)
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POWER
.the best get
recommendationthe most
capable gets promotionthe
deserving un i t gets i ts fai r
share of the budget.Only thenaive bel ieve th is
HIGH IN NEED FOR Its Advantages
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ACHIEVEMENT
i . moderate r isk takersw ith a
need for cons tant feedback on
performance
i i . shows great persistencewhen
fai l ing at moderately d i ff icu l t
tasks
i i i . abi l i ty to accep t failureo f
oneself and of o thers
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High achiever
high in need fo r ach ievement str ive for personal
achievementrather than rewards for their good
work . The manager has the drive to constant ly
s t r iv ing for imp rovement, and show ini t iat ive.
The ach ievement needs of top execut ives have
shown to be related to the growth ratesof the
organizat ion . The need for achievement has
been shown to predic t organizat ionaleffect ivenessin entrepreneurial f i rms.
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self motivated achiever
i . Set their own goalsdont driftaim less ly, a h igh degree o f con tro l
over goals achievement.
i i . realistic goals, neither easy nordifficult to achievewant to win
ii i ...frequent, concrete feedbackabout their performance like to
know how wel l they are do ing
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Empowerment means the process
of sharing power with employees,thereby enhancing their confidence
in their ability to perform their jobs
and their belief that they are
influential contributors to the
organization
Empowerment
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decentralizing decision-makingthrough delegation and empowering its
people who has the knowledge, skills,
and experience to do their jobs
competently
little need for bosses to control and
direct, instead, managers serve as
facilitators, supporters, and advocatesfor employee teams