Leadership & Mgmt

Leadership & Management

Unit- 4

“A BUSINESS SHORT ON CAPITAL CAN BORROW MONEY. BUT A BUSINESS SHORT OF LEADERSHIP HAS LITTLE CHANCE OF SURVIVAL” - Peter Drucker

Effective Leadership and Management Styles Traits of the Excellent Leader  A vision and purpose.  Clear goals.  Strong commitment.  Flexibility.  An understanding of change.  Active listening skills.  Confidence to take risks.  Knowledgeable about the total organization.  Able to learn from mistakes.  Excellent communicators/listeners.  Able to speak clearly and effectively.  Resourceful.  Realistic.

THE INFLUENCING FACTORS

LEADER HIMSELF personality, beliefs, preferred style...

GROUP responsible, lazy, dependent, confidence in leader...

SITUATION orgn. Culture, time pressures

FREE REIN

DEMOCRATIC

AUTOCRATIC

Individual has increasing freedom

Leader exerts increasing Individual has Complete Control

Control

Leader has

Complete Contro

LEADERSHIP APPROACHES : • Task orientation • People Orientation Compromiser high

PEOPLE

Missionary

Deserter low

9,9

1,9

5,5

1,1

low

Autocrat

9,1

TASK

high

Organisational Decision making “the

process of responding to a problem by searching for and selecting a solution or course of action that will create value for organisational stakeholders”.

Programmed vs. Non-programmed Decisions Characteristics

Programmed decisions

Non-programmed decisions

Type of problem

Structured

Unstructured

Managerial level

Lower level

Upper level

Frequency

Repetitive

New,unusual

Information

Readily available

Ambiguous or incomplete

Time frame for solution

Short

Relatively long

Solution relies on

Procedures,rules, and policies Judgment and creativity

The DecisionMaking Process

Define the Problem

Gather facts and develop alternatives.

Evaluate Alternatives

Select the best alternative.

Implement the chosen Alternative Follow up and evaluate the chosen alternative.

The decision making processExample Identification of a problem Identification of Decision Criteria Allocation of weights to criteria Development of alternatives Analyzing of alternatives Selection of alternatives Implementation of alternatives Evaluation of decision alternatives

“My sales Reps need new computers!” Memory and Storage, Display Quality, Better Life,Warranty, Carrying weight Memory and Storage-10, Display Quality -8, Better Life -6,Warranty -4, Carrying weight-3 Toshiba, HP, Soni Vaio, Qosmio, Gateway, Apple iBook, Lenovo, Dell Toshiba, HP, Soni Vaio, Qosmio, Gateway, Apple iBook, Lenovo, Dell Toshiba, HP, Soni Vaio, Qosmio, Gateway, Apple iBook, Lenovo, Dell “ Toshiba!”

Managers and DecisionMaking Classical model of management Traditional description of management that focused on its formal functions of planning, organizing, coordinating, deciding and controlling.

Behavioral models Descriptions of management based on behavioral scientists observations of what managers actually do in their jobs.

Guideline for making decision more Effective  Categorical interpretation- the problem should be defined properly.

 Application of limiting factor- limiting factor should be taken into account in order to analyze the external S & W.

 Adequate information- more quantity of reliable information leads to effective decision making.

 Considering other views- various views at the same point are taken into account for quality decision.

 Timeliness- decision should be ,made at proper time to meet the competitive advantages.

Techniques for improving Decision Making  Brainstorming – idea generation for decision making.

 Nominal group technique (NGT)- problem outlined, presentation of solution in written form, discussion over written solutions, and final decision.

 Delphi technique- decision made on the basis of questionnaire filled by the respondents.

 Consensus mapping- decision made on the basis of the report presented by the representative of each group after

Definitions of Organizational Communication Miller (1995) concludes: Studying organizational communication requires looking at how communication processes contribute to the coordination of behavior in working toward organization and individual goals.

Definitions of Organizational Communication Eisenberg and Goodall (1997) suggest four approaches to defining organizational communication: • Communication as information transfer • Communication as transactional process • Communication as strategic control • Communication as balancing creativity and

restraint.

Organizational Communication as Process Because the process is ever-changing, it can be described as evolutionary and culturally dependent. In other words, the ongoing process of creating and transmitting organizational messages reflects the shared realities resulting from previous message exchange evolves to generate new realities that create and shape events.

The Human Communication Process • • • • • • • • •

Source/Receiver Encoding/Decoding Message Channel Noise Competence Field of Experience Communication Context Effect

CHANGE MANAGEMENT

Part of All Of Us

CHEESE

A Job A Relationship Money Freedom Health Recognition Spritual Peace An activity like jogging or golf

If You Don’t Change, You Can Become Extinct

Smell The Cheese Often So You Know When It Is Getting Old.

Movement In A New Direction Helps You Find New Cheese

When You Move Beyond Your Fear, You Feel Free

Imagining Myself Enjoying New Cheese, Even Before I Find it, Leads Me To It.

It Is Safer To Search In The Maze Than Remain In A Cheeseless Situation

Old Beliefs Do Not Lead You To New Cheese.

Noticing Small Changes Early Helps You Adapt To The Bigger Changes That Are To Come

Change Happens Anticipate Change Monitor Change Adapt To Change Quickly Change Enjoy Change! Be Ready To Change Quickly And Enjoy It Again

What is Organizational Change?  An alteration of an organization’s environment,

structure, culture, technology, or people  A constant force  An organizational reality  An opportunity or a threat  Change agent  A person who initiates and assumes the responsibility for managing a change in an organization

Why People Resist Change

Forces for Change External Forces

Internal Forces

Competition Laws and regulations

Strategy modifications

New technologies

New equipment

Labor market shifts

New processes

Business cycles

Workforce composition

Social change

Job restructuring Compensation and benefits Labor surpluses and shortages Employee attitude

Three Categories of Change

Organizational Culture

Model for Planned Organizational Change

Source: Adapted from Larry Short, “Planned Organizational Change,” MSU Business Topics, Autumn 1973, pp. 53–61 ed. Theodore Herbert, Organizational Behavior: Readings and Cases (New York: McMillan, 1976), p. 351.

Phases of Organizational Change  Ending  Transition  Beginning

Ending The goal of this phase is to understand the change process and the steps needed to move through it  Dealing with grief and loss issues  “Normalizing” change  Communication in the ending phase

Transition The goal of this phase is to regain the expected decreases in productivity  Identifying priorities  Identifying & minimizing resistance to change  Identifying personal strengths, needs and resources  Communication in the transition phase

Beginning The goal of this phase is implementing the new  Flexibility, focus & attitude  Stress management for change  Communication in the beginning phase  Developing an action plan

Three Phases of Planned Change

Unfreeze

Change

Refreeze

Unfreezing  Help people accept

that change is needed because the existing situation is not adequate

Changing  Involves

rearranging of current work norms and relationships to meet new needs

Refreezing  Reinforces the changes made so

that the new ways of behaving become stabilized

Steps in the Planned Change Process Recognize the need for change Diagnose and plan change Manage the transition Measure results Maintain change