20.Key Issues

8/8/2019 20.Key Issues

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SpeakerSpeaker : Dr. Nay: Dr. Nay ZinZin LattLatt

VenueVenue : India: India

DateDate : 17.10.10: 17.10.10


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There are 3 kinds of people in the worldThere are 3 kinds of people in the world

Those who dont knowThose who dont know

whats happening;whats happening;

Those watch whatsThose watch whats

happening;happening;

And, those who makeAnd, those who makethings happenthings happen

Who Are You?Who Are You?


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MintzbergsMintzbergs Managerial RolesManagerial Roles


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Things that will destroy usThings that will destroy us

Wealth without workWealth without work

Pleasure without consciencePleasure without conscience

Knowledge without characterKnowledge without character Commerce without moralityCommerce without morality

Science without humanityScience without humanity

Worship without sacrificeWorship without sacrifice

Politics without principlePolitics without principle


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@@ When the goal is not working, change theWhen the goal is not working, change theplan;plan; not the goal.not the goal.

@ All results come from a certain level of@ All results come from a certain level of

thinking.thinking.

@ To get a new result, you must first, move@ To get a new result, you must first, move

to a new level of thinking.to a new level of thinking.


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DecisionDecision--Style ModelStyle Model


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The Project CycleThe Project Cycle

Programming

IdentificationEvaluation

Financing

ImplementationAppraisal


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The Three Components of CreativityThe Three Components of Creativity

Creativity Creativity

The ability to produceThe ability to produce

novel and useful idea.novel and useful idea.


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Efficiency, Effectiveness, and Performance in anEfficiency, Effectiveness, and Performance in an

OrganizationOrganization


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ManagementManagement

The process ofThe process of

getting thingsgetting things

done, effectivelydone, effectively

and efficiently,and efficiently,

through and withthrough and with

other peopleother people


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Planning & Organizational LevelsPlanning & Organizational Levels

StrategicStrategic LongLong--TermTerm

IntermediateIntermediate

TacticalTactical ShortShort--TermTerm

Types ofPlansTypes ofPlans LevelLevel

Top

Management

Upper & Lower

Middle

Management

First Line

Supervisor


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How are Plans and Managerial LevelsHow are Plans and Managerial Levels

Linked?Linked? LongLong--term strategic planningterm strategic planning

Sets the direction for all other planningSets the direction for all other planning

Overall strategy defined by top management.Overall strategy defined by top management.

IntermediateIntermediate--term tactical planningterm tactical planning

Developed by midDeveloped by mid--level managers to carryoutlevel managers to carryouttoptop--level plans.level plans.

ShortShort--term tactical planningterm tactical planning

Developed by supervisors to facilitate midDeveloped by supervisors to facilitate mid--levellevelmanagers plansmanagers plans


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World Bank Per Capita Income Classifications

Low income $785 or less in 1997Middle income $786 - $9,655

Lower middle income $786 - $3,125

Upper middle income $3,126 - $9,655

High income $9,656 or more

Developing (emerging) countries include:Developing (emerging) countries include:-- lowlow-- and middleand middle--income countriesincome countries

-- countries with both large or small populationscountries with both large or small populations

-- countries in economic transitioncountries in economic transition

-- found in all areas of the worldfound in all areas of the world

-- tremendous potential for business because of thetremendous potential for business because of the

sheer size of the populationsheer size of the population

Developed countries include:Developed countries include:-- highhigh--income countriesincome countries

-- clustered in just a few geographic areasclustered in just a few geographic areas

-- natural places to do businessnatural places to do business because of quality

and quantity of demand


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0 1 2 3 4 5 6 7 8 9 10

Most corrupt No corruption

Sweden 8.3

Australia 8.1

Canada 8.1

Austria 7.8

Switzerland 7.7

Netherlands 7.4

United Kingdom 7.2

Belgium 6.8

Germany 6.2

United States 6.2

Spain 5.3

France 5.2

Japan 5.1

Singapore 5.7Singapore 5.7

Malaysia 3.9

Italy 3.7

Taiwan 3.5

South Korea 3.4

China 3.1

Likelihood of Paying Bribes Abroad by

Nationality of Companies


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The best leaders operate in fourThe best leaders operate in fourdimensionsdimensions

1.1. Vision,Vision,

2.2. Reality,Reality,

3.3. Ethics, andEthics, and

4.4. CourageCourage


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The Sweet SpotThe Sweet Spot

Personal

Greatness

Organizational

Greatness

Leadership

Greatness


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From Effectiveness toFrom Effectiveness to

GreatnessGreatness

90 percent of all leadership failures are90 percent of all leadership failures are

charactercharacter failuresfailures

Good Is The Enemy ofGreat!Good Is The Enemy ofGreat!


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Leaders are liable forLeaders are liable for

what happens in thewhat happens in the

future rather than what isfuture rather than what ishappening today.happening today.


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Can Leaders Be TrainedCan Leaders Be Trained hh YesYes

A person needs certain skillsA person needs certain skills

Technical skillsTechnical skills -- the procedures and techniquesthe procedures and techniquesinvolved in the job process, become an expert,involved in the job process, become an expert,people will follow if they have confidence.people will follow if they have confidence.

Conceptual skillsConceptual skills you must be able to see the bigyou must be able to see the bigpicture, you must be able to make sense out ofpicture, you must be able to make sense out ofchaoschaos harder to teach this skillharder to teach this skill


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Networking SkillsNetworking Skills

Ability to socialize and interact with thoseAbility to socialize and interact with thoseassociated to the unit.associated to the unit.

Use this skill to take care of people, get thingsUse this skill to take care of people, get things

needed to do the job.needed to do the job.

Your employees will know you can fight for them.Your employees will know you can fight for them.


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HumanHuman--relations skillsrelations skills criticalcritical

Ability to work with, understand, and motivateAbility to work with, understand, and motivatethose around youthose around you

Effectively communicate with, and listen to yourEffectively communicate with, and listen to youremployeesemployees

Includes the people skills of coaching, facilitating,Includes the people skills of coaching, facilitating,and supporting othersand supporting others

Includes honesty and valuesIncludes honesty and values

Needed to influence othersNeeded to influence others


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Building Blocks of CompetitiveBuilding Blocks of Competitive

AdvantageAdvantage


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Approaches to Social ResponsibilityApproaches to Social Responsibility


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Sources of Managerial PowerSources of Managerial Power


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Power: The Key toPower: The Key to Leadership

Legitimate PowerLegitimate Power

The authority that a manager has by virtue ofThe authority that a manager has by virtue of

his or her position in the firm.his or her position in the firm.

Example: the power to hire or fire employees.Example: the power to hire or fire employees.

Reward PowerReward Power

The ability of a manager to give or withholdThe ability of a manager to give or withhold

tangible and intangible rewards.tangible and intangible rewards.

Example: awarding pay raises or providing verbalExample: awarding pay raises or providing verbal

praise for good performance.praise for good performance.

Effective managers use reward power to signalEffective managers use reward power to signal

to employees that they are doing a good job.to employees that they are doing a good job.


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Coercive PowerCoercive Power

The ability of a manager to punish others.The ability of a manager to punish others.

Examples: verbal reprimand, pay cuts, and dismissalExamples: verbal reprimand, pay cuts, and dismissal

Limited in effectiveness and application; can haveLimited in effectiveness and application; can have

serious negative side effects.serious negative side effects.

Expert PowerExpert Power

Power that is based on special knowledge,Power that is based on special knowledge,

skills, and expertise that the leader possesses.skills, and expertise that the leader possesses.

FirstFirst--line and middle managers have the mostline and middle managers have the most

expert power; most often consists of technicalexpert power; most often consists of technical

ability.ability.


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Referent PowerReferent Power

Power that comes from subordinates andPower that comes from subordinates and

coworkers respect for the personalcoworkers respect for the personal

characteristics of a leader which earns theircharacteristics of a leader which earns theirloyalty and admiration.loyalty and admiration.

Usually held by and available for use by likableUsually held by and available for use by likable

managers who are concerned about theirmanagers who are concerned about their

workers.workers.


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Four types of expectationsFour types of expectations

Desired (ideal)Desired (ideal)

optimum level of performance, excellenceoptimum level of performance, excellence Equitable (deserved)Equitable (deserved)

what other should receivewhat other should receive

PredictivePredictive

what other expect to happenwhat other expect to happen

AdequateAdequate minimum tolerable levelminimum tolerable level


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Now youve studied aboutNow youve studied about

Management & LeadershipManagement & Leadership

in general.in general.

And believably , you all will be inAnd believably , you all will be inthe position to materialize it .the position to materialize it .

On behalfo

f you

r religiou

s,On behalfo

f you

r religiou

s,country, community andcountry, community and

nationalnational


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6/28/2006 free template from www.brainybetty.com 26/28/2006 free template from www.brainybetty.com 2

Dr. NayDr. Nay ZinZin LattLatt


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20.Key Issues