LP 827 Mar 12 Revision Ch 1-13 Mid Term Parts 1-5 Chapters 1-13 6 Questions, do any 5 Submit PDP Part-1 prior to Exam

LP-1 & 2 Welcome and introduction To Leadership *

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Warren Bennis

Weekly Journal (individual exercise)You would be required to write a Journal at least once every 2 weeks. In that you shall record truth revealed during their leadership journey in and out of class. You will begin by telling your journey over the next 3 months of the semester.recognition of your understanding of leadership and the process of influence that had taken place after in-class and out of class learning experiences. How to write and What to write:In your journal writing, relate your readings with your own stories and experiences. It is through the process of reflection and introspection that the true understanding of different aspects of leadership will take place. Also mention those specific accomplishments that you have achieved at the close of the each week. The last entry of your journal should close with a Personal Development Plan (PDP) details of which are given at annex A of course outline. The Journal may be put up to me every alternate week for review. The final Journal is due by end December 2011. Film-----------------------------------------------------------------------------------?

WHAT IS LEADERSHIP?Influencing othersAchieving results Making people do things the way you would like them to do Effecting change in attitude It is a concept. It is an art.*

WHY LS IS IMPORTANT?Fate of the people / organizations hinges on the Leaders direction, wisdom, policy initiatives, thinking, mindset, prejudices, and attitudeLeaders can be both Males & Females:Teachers / Mentors / Philosophers / Seers / Holy Men / Theorists / Idealists /Scientists / DoctorsHeroes / Leaders / Military Commanders / Presidents Rulers / Sovereigns / Presidents / Prime Ministers *

HOW DO LEADERS LEARN TO LEAD?By Example Experience Opportunity Environment Books and Schools

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QUALITIES OF A LEADER LS Variables (Leaders, Followers, situations) Importance of EthicsPower of visionEmpowerment of people LS Principles (HR, Morale, attitude)Understanding peopleMultiplying effectivenessDeveloping othersPerformance Budgeting Note: A Successful Leader must possess knowledge and skills in the above described areas:*

Qualities of a Leader A leader must also possess:

Integrity - Be virtuous Job Knowledge Free from Fear, Want, Jealousy and Anxiety Capacity to lead TRUST Both ways (Be trusted and trust others)Deal openly with all Consider all points of viewsKeep up the promises made Listen and synthesizeCare about the people who work for you

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FACTORS THAT IMPACT quality of LSSituational Factors Size of the OrgSocial and Psychological Climate of the Org and Industry Pattern of employment Type, place and purpose of work *All of it gives rise to style of leadership

Leaders have Satisfactions / matters of Pride Feeling of power & prestige Chance to help others High income Respect & StatusOpportunity to excel and move up Feeling of being in a position of knowledge An opportunity to control Finances & other resources Frustrations Too much uncompensated work time Too many problems Not enough opportunities to carryout responsibilities effectivelyToo many admin problems Organizational politics --?The pursuit of conflicting goals *

Caring / Corporate Leadership Commitment to a task / workConcern for people LS in work setting Establishing a directionAligning people & resources Energizing people to accomplish results *

LS ------Trait Theory Certain physical and character related features one is borne with ---- Hereditary or GeneticAn individual is most likely to exploit such traits at all times / occasions of his / her life.Six Traits Need for achievement Intelligence DecisivenessSelf confidenceInitiative Supervisor ability *

German Chancellor Paul Von Hindenburg *LazyDullEnergetic Bright Trained as Mil Leaders Trained as Team Members Trained as Staff officers Trained as Field Soldiers German Military Officers Career Progression

Behaviour Theory by Kurt LewinTransformational Transactional 9,9 & 9,1 is a Paternalistic Manager. Whereas 9,1 1,1 and 5,5 may be termed as opportunistic Managers.*9,91,1--- Impoverished1,9 The Country Club Manager9,1---Sweatshop9,9Fully Functioning Mgr Concern for Production Concern for People

Contingency Theory Takes advantage of the situation / environment Is a good leader Combines Trait and Behavior aspects of personality *

ATTITUDEOur Single greatest giftis the freedom to choose our attitude.Your attitude is more importantthan knowledge, education, background,wealth, position, talent or appearance.It is even more powerful thanwhat other people think or say or do.It will make or break a teama companya persona relationshipa home.I am convinced that life is 5%what happens to meand 95% how I choose to look and react to it.And so it is with you Your attitude is your choice! By Ellen A. Mille

Styles of LSAutocratic ----- Directed style ---- It does not take group input and rely on telling followers what to do. Democratic ----- Participative ---- MBO --- Democratic styles seek input from the group though the final decision rests with the leader. Laissez-faire ------ Free rein ----- Leaders using a laissez faire approach are literally hands off. They do not provide a lot of direction and prefer to let the group do what it will.

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SIX LEADERSHIP STYLES

Transformational Leadership: A transformational leader appeals to a follower's higher needs like fulfillment or justice. Under a transformational approach, the leader and follower's drive and enthusiasm are increased leaving both changed for the better.Transactional Leadership:Transactional leadership is an exchange type of style that deals with rewarding followers by meeting immediate needs or doling out punishments. Under a transactional approach, followers are either positively or negatively awarded for their actions.Servant Leadership: In the business world, a servant leadership style can be described as a boss or manager who removes roadblocks to help his employees do their jobs or achieve great success. Qualities of the style include listening, empathy, persuasion and a dedication to improving the growth of followers.

SIX LEADERSHIP STYLES4.Emergent Leadership: An emergent leadership style depends on an individual's ability to meet followers needs at a specific point in time in the absence of a formally appointed leader or an accepted leader.5.Situational Leadership: Is defined by a leader's ability to switch her approach based on the needs of followers. There are four approaches to a situation leadership style: telling, selling, participating and delegating. Followers who are unwilling or unable to do a job require a telling approach.6.Behavioral Leadership Styles: Three types of styles under the behavioral umbrella are autocratic, democratic and laissez faire.

STYLES OF LSHistorical progressionPre 1950 HierarchicalC21950sOrgSupervision60s Systems Administration70sStrategyManagement80sInnovation Entrepreneurship90sDiversityTeam building2000sCommunityRelationshipManagement*

The 21 Indispensable Qualities of a Leader by John C. Maxwell

Character Be a piece of rockCharisma The first impression can seal the deal Commitment It separates doers from dreamersCommunication Without it you travel aloneCompetence If you build it, they will come Courage One person with courage is the majority Discernment Put an end to unsolved mysteriesFocus The sharper it is, the sharper you are Generosity Your candle loses nothing when it lights another Initiative You would not leave home without it Listening To connect with their hearts, use your earsPassion Take this life and love it Positive attitude If you believe you can, you can Problem solving You cant let your problems to remain your problemsRelationships If you can get along, they will go along Responsibility If you wont carry the ball, you cant lead the teamSecurity -- Competence never compensates for insecurity Self discipline The first person you lead is youServanthood To go ahead, put others first Teachability To keep leading, keep learning Vision You can seize only what you can see

LP-3

Ch 5-7Vision and Motive to Lead Describe and discuss Leadership Decisions of far reaching consequences Collect Assign-1

DESCRIBE AND DISCUSS LEADERSHIP DECISIONS OF FAR REACHING CONSEQUENCESUBS chief executive Oswald Gruebel has resigned over a $2.3 billion rogue trading lossRAMALLAH, WEST BANK Two days after seeking full membership for a state of Palestine in the United Nations, Mahmoud Abbas, the President of the Palestinian Authority, returned here on Sunday to a heros welcome.King Abdullah of Saudi Arabia on Sunday granted women the right to vote and run in future municipal elections, the biggest change in a decade for women in a puritanical kingdom that practices strict gender separation, including banning women from driving.IMF DG --- Ms. Lagarde --- European banks were not as sheltered from this storm as they might seem.Pakistan ----- USA blames Pakistan Army and ISI for aiding and abetting terrorists harming US Forces and Interests in Afghanistan

(GENEVA) UBS chief executive Oswald Gruebel has resigned over a $2.3 billion rogue trading loss, the bank said Saturday. The move ends days of speculation about whether Gruebel could retain his position following the latest scandal to hit Switzerland's biggest bank.UBS Europe chief Sergio P. Ermotti will take over immediately as interim chief executive until Gruebel's replacement is appointed, the bank said in a statement. (SEE HOW UBS CAN BOUNCE BACK FROM THE TRADING SCANDAL.)UBS's president Kaspar Villiger said the board regretted Gruebel's decision to resign but had decided to accept it. "Oswald Gruebel feels that it is his duty to assume responsibility for the recent unauthorized trading incident," Villiger was quoted as saying in the statement. "It is testimony to his uncompromising principles and integrity. London-based UBS trader Kweku Adoboli was arrested last week and charged with fraud and false accounting for the $2.3 billion loss. A judge ordered him Thursday to be held in jail until a hearing next month.Villiger said Gruebel, who was brought in more than two years ago to help revive the fortunes of the Zurich-based bank, had achieved "an impressive turnaround and strengthened UBS fundamentally." "He steps down having helped make UBS one of the world's best capitalized banks," Villiger added.

RAMALLAH, WEST BANKTwo days after seeking full membership for a state of Palestine in the United Nations, Mahmoud Abbas, the president of the Palestinian Authority, returned here on Sunday to a heros welcome. He told his supporters that they were part of a Palestinian Spring and that he would resume peace talks only if Israel froze settlement building.On Friday 23 Sep11, the United States, the United Nations, Russia and the European Union known together as the Quartet urged the Palestinians and Israelis to return to direct negotiations within one month without preconditions. Since that call is close to the Israeli position, Israeli leaders welcomed it.

King Abdullah of Saudi ArabiaGranted women the right to vote and run in future municipal elections, the biggest change in a decade for women in a puritanical kingdom that practices strict gender separation, including banning women from driving.Saudi women, who are legally subject to male chaperones for almost any public activity, hailed the royal decree as an important, if limited, step toward making them equal to their male counterparts. They said the uprisings sweeping the Arab world for the past nine months along with sustained domestic pressure for womens rights and a more representative form of government prompted the change.

IMF DG --- Ms. Lagarde had gone independentIn the few short months since becoming the first woman to lead the I.M.F., Ms. Lagarde had taken her former European colleagues to task for not speaking with a single voice to save the euro. In speech after speech, she had warned that the austerity that Europe was pressing on Greece and its debt-weakened neighbors was choking economic growth and needed to be tamed.Worse, as far as the men seated in the room were concerned, Ms. Lagarde was partly responsible for the collapse of confidence bedeviling the financial markets. For she had dared to state what none of them would admit publicly: that European banks were not as sheltered from this storm as they might seem.Was this the I.M.F. talking? It was now, under Ms. Lagarde. As the future of the euro hangs in the balance, she is emerging as the European who is willing to speak openly about Europes problems.

Ch-5 VISION The Power of vision The importance of visionThe motive to lead Organizational Climate

THE POWER OF VISION

The best way to predict the future is to create it. Peter Drucker The most important function of a leader: Develop a clear and compelling picture of the future, and to secure commitment to that ideal.Fords Leadership strategy: Affect The moving assembly lineMake fair payments to workersEnsure Vertical integration Any other examples:

VISION AS AN IDEAL Future orientationStandard of excellence Virtuous condition Quality of uniquenessIdeal image what is and what it should be3 Questions: Is the proposed direction a correct oneAre the goals so enunciated correct Is this the right time to pursue the goals

LEADER AS A VISIONARY When leaders have passion and authority, others are inspired to followThe research has led to three acts:Leader is to recognize the need for change (New vision)Create a clear and positive vision for the future To institute empowering structures and processes to achieve the vision

Taking personal responsibility for initiating change Creating a vision and strategy for the organizationTrusting and supporting othersLEADER AS A VISIONARY

VISION AND LEADERSHIP Leadership is important from the boardroom to the shop floor Positions have no relationship to leadership performance Without leadership, organizations falter in times of change Organizational leadership involves interdependence more than individualism Leaders inspire others to take on the tasks of leadershipLeadership is contextual

THE CONCEPT OF VISIONING Leaders to initiate and provide constant vigilance for creating a visionBe challenging, yet realisticSeek involvement sharing of ideas Encourage comments and reviewsKeep communication flowing Allow time for the process to workDemonstrate commitment, follow-through, and concurrent action Maintain harmony

VISION KEY ELEMENTS Central purpose (reason for existence)Broad goals to achieve the vision Core values to measure the rightness and wrongness of the behaviour How would the stakeholders look at the achievements SWOT analysisStrategic Initiative success factors Tactical plans (projects and short term business plans)

VISIONING PRINCIPLES Honor and live the vision as a constitutionEncourage new employees to understand and adhere to the vision seek commentsMake it constantly visible Create an integrated organization through alignmentReview the vision periodically ------?

VISION EFFECTIVE ONE It must be developed by leaders Must be communicated to followers and be supported by themIt must be comprehensive It must be inspiring

CH-6 MOTIVE TO LEAD 3 basic motives for leadershipPower AchievementAffiliation

Ex 6-1 page 73

CH-7 ORGANIZATIONAL CLIMATE Organizations have peculiar attributes: Strict rituals to handle situationsCertain pace and style of working Unspoken taboosSocial structures pecking orders etcHabits governing dress, food language etcNorms dealing with utilization of resources An org is only as strong as its weakest linkOrganizational climate plays the major roleEx 7-1 page 79

PATTERNS OF LEADERSHIP Exploitative Autocratic and hierarchical with no participation by the members. Benevolence is missing Impoverished Power remains at the top, but members are given occasional opportunities in the DM process. Benevolence, if accompanied by autocracy maintains the organization in good health.Supportive - Power resides in leaders but members have confidence in the organization and leaders. Broad spectrum of involvement in DM process.Enlightened -People at all levels of organization have high level of freedom to initiate, coordinate, and execute plans. HR related issues are at the lowest ebb.

BUILDING COMMUNITY IN WORKPLACE Shared vision Wholeness incorporating diversity Shared cultureInternal communications Consideration and trustMaintenance and government Participation and shared leadershipDevelopment of younger leadersAffirmationLinks with outside groups

Quiz 1Issue Article on Creating the Future by Hildy GottliebExtracts of interview Early Access as a Fast Track to Learning Part 3 === The Importance of Ethics Chapters 8, 9 & 10Assign-1 Visit Library in own time but today to obtain a book on / about a Leader for group presentation as per Part 1-3 of text book . Presentation during next class. LP-4 **

LEARNING OBJECTIVES What are the levels and stages of moral development?Why is leadership by values important?What is the role of the leader in setting the moral tone and ethical climate of the workplace?

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Leadership Ethics Ethics is a branch of philosophy concerned with:IntentMeans and Consequences of moral behaviour A Common theme for leadership is based on:HonestyService to others and Moral courage Ethical questions are always important and they continue to be asked?

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Ethical Questions --- No easy answers No easy answersClonening and abortion Administering death v/s death penalty Outer space exploration activities War in Iraq and Afghanistan, LibyaIssues of Kashmir, Bosnia, Palestine, Cyprus, Moro Taiwan, Nogorno karabakh etc Nuclear energy IT and computers **

The Roots of ethics and their development Secular tradition Aristotle advanced common sense or rationality The religious traditionsDevelopmentAssociationsBooks Self-concept -- we do what we do to be consistent with who we think we are Ethics and legal environment **

Morality ---- Levels of Level -1 (pre-conventional) --- Physical consequences and individual needs determine moral behaviour Level 2 (Conventional) --- Approval of others plays a major role as well as compliance with authority and rules Level 3 (Post-conventional) - Moral behaviour depends on rational analysis, community discussion and free choice is exercised for being right or wrong (Discuss table 8-2)**

Virtue -- An individuals view or differentiation between Right and Wrong ----- Good and badHow do you learn it?Where from one can learn it? **

VALUES AND THEIR ROLEWhat are values?Are they good business practices or something else?Are they combination of ethics, practices, norms and traditions? Are they hereditary?Values are social glue --- are they?**

Values and their clarityOrg must reinforce values to reinvigorate momentumOrg employees must develop understanding Individuals and groups within an org must have coherenceTop management / leaders must remain in touch with lower echelons Induce purpose of being in the orgMembers must never complain about the org to outsidersEnsure as a leader your org practices Values **

Value being courageous Honesty is the best policy --- Greatest Virtue/value Respect for others brings respect to yourselfService to others would reflect positivelyExercise excellence in all work performedIntegrity having the courage to act and live by ones convictions **

Value analysisPower without accountability -------?Leader can influence:By personal traits Personal values Honesty Deliberating prior deciding / ConsiderationSense of responsibility Being persistent Showing excellence Showing commitment Ex 9-1 page 109 & 9-2 page 119 9to be discussed in class)

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Ethics at work at successful orgCode of ethics ----- Relations with the:GovtEmployeesCommunity and environment Other businesses / industryConsumers Always achieve the best - Production standards and qualityHuman service and Qwl/QpL preferred over profitability

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Importance of ethics Loss / gain of customersTurnoverMorale of the employees cynicismLoss of ownership equity High operating costsUnnecessary Legal expenses High Funding costsLoss of goodwill and public trust Loss of financial viability and ultimate failure of the enterpriseEx 10-1 Mention Tylenol, Toyota actions, paracetamol in Pakistan

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Traditional definitions of a good person Power Machiavelli believed that ends justify means and taught that might makes right.Personal Integrity --- Best human beings always exhibit wisdom, justice, courageNatural Simplicity --- Naturalness gets a better hearing than accuracy. Will of God --- 5 principles of IslamPleasure Physical enjoyment and avoidance of pain Greatest good for greatest number --- do as much good as possibleDuty and right Action --- Self conceited value

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Break Presentations Assign-1

Quiz 1 Describe any 5 qualities that you would like to see in your organizational head. Compare Trait Theory with Behaviour Theory. Would you like to see a combination of two in a leader at the same time? Why? Support your answers with examples?Write a short note on vision outlining its: Creation Impact FormulationResult of non adherence Being a Change agent

Quiz 1 You are working in a large national organization with a range of businesses. The CEO, an experienced person has a habit of following the strongest voice. He is very meticulous, outspoken, courageous, and extremely artful in his dealings. He has requisite skills and knowledge. However, he is seen as democratic but weak enforcer. a.Please analyze the personality profile of the CEO in view of trait and behaviour theories. b.Would you like to follow his footsteps?7c.What qualities of leadership you see in him.2.What is morality? Briefly describe its 3 levels.33.Briefly describe the traditional definitions of Good. 5

Issue Assign - 1

Download articles / case studies from internet (HBR, LUMS, IBA) describing different achievements made by Business Leaders both present and past preferably belonging to Pakistan, India, Japan, Saudi Arabia, Malaysia, Taiwan and ROK etc.Write a summary of the articles / case studies. Give your own comments regarding their traits, values, vision / mission and leadership qualities that you would like to emulate. May be done in groups of 2s. Submission 24 Oct 11.

Thank you

Part-4 The Empowerment of People Ch 11Leadership Authority Ch12Empowerment in the Workplace Ch 13The Quality Imperative LP-6 6 Mar 12 **

Surah AlSaff ayat 2-3In the name of Allah, Most Gracious, Most Merciful2. O you who believe! Why do you say that which you do not do? 3. Most hateful it is with Allh that you say that which you do not do.

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LEARNING OBJECTIVES To learn of your Approach to leadership How do you view leadership?How can a leader empowers othersHow can a leader develop a high performance organization / workplace What are your beliefs and practices regarding quality in the workplace**To learn of your Approach to leadership

To learn of your Approach to leadership

TO LEARN OF YOUR APPROACH TO LEADERSHIP

Bottom-up4 conditions have to be met:The person understands the orderThe person believes the order is consistent with the organizations goals The person believes the order is compatible with his or her interests ably The person is mentally and physically able to comply with the orders **

Top-down*A well established concept *Flow of Power Flow of Power Well established and viewed favourLeaders not to violate the rights of others There is delegation of authorityBy accepting a job, an employee accepts the authority (defacto)

A well established concept

SERVANT LEADERSHIPOne cares about peopleServant leader encourages trust, listening and the ethical use of power and empowerment Conscious choice aspires others to lead Kills own ego or desire for material rewards but opts for true motivation to serve others Get out of the executive and be on the shop floor Committed to people by assuring:AccessCommunication (2 way)Support in the form of feedback **

UPSIDE DOWN PYRAMID **

PARTICIPATIVE LEADERSHIP THEORY *Explain Fig 11-4*

Explain Fig 11-4

THE LEADERSHIP POSITION Leadership is needed in all areas of society and at all levels of responsibility Negative consequences of in the use of power (Im the boss so do what I say.)Sources of leadership power a good leader should influence the behaviour of others:Go to table 11-1 and explain power of the position and power of the person **

SOURCES AND TYPES OF POWER USED BY THE LEADERS *See page 138*

Power of the position Power of the person What leader can offer to othersHow leaders are viewed by others Reward powerExpert powerLegitimate powerReferent power Coercive powerRational power

Information powerCharisma power

See page 138

TWO WAY v/s One way COMMUNICATION One-way commPeople may be reluctant to speak People become dependent People may become resentful of the leaderPsychological bignessPosition and authority and power to make decisionsJob competence Use of Terminal statements Formal, distant manner Know it all attitudeCommanding physical stature Use of sarcasm and ridicule and use of abusive language Outspokenness

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Two way Communication an Art Stop talking Put the talker at ease Show the person you are listeningRemove distractionsEmpathize with the personBe patient Hold yourself temper Go easy on arguments and criticismAsk questionsEncourage clarificationStop talking *Most people , in the final analysis would do what they would like to do in their lives. Great leaders inspire and guide ---- not command or control.*

Most people , in the final analysis would do what they would like to do in their lives. Great leaders inspire and guide ---- not command or control.

CH-12 EMPOWERMENT IN WORKPLACE Need for empowerment Are people disinterested in their workIs absenteeism on the rise Do people lack loyalty and team spiritIs there a lack of communicationIs there a low moraleCosts are too high due wastage and inefficiency Does the quality of product needs enhancement *Nobody asked me>*

Nobody asked me>

WORKPLACE PRINCIPLES OFTrust in peopleInvest in people Recognize accomplishment Decentralize decision making View work as a cooperative effort **

CHARACTERISTICS WORKPLACE *Go to Table 12-3 *

ProcessUn-empoweredOut of controlEmpoweredDMCheck with leadersCheck with no bodyCheck with those effected PerformancePlanningLeaders dictate No planProposals Reviewed by Ldrs Making policyLdrs decidePeople ignore policyDevelop policies through MBOProblem solving Wait and seeBypass the issue Find out who can fix it Taking initiativeNever volunteer No communication Inform and consult others Defining roles Defined by ldrsConflicts and conflicts Work together Setting standards Others determine themNo concern for standards ______

Go to Table 12-3

Ch-13 The Quality Imperative The Deming Way Create consistency and continuity of purpose Set high standardsEliminate dependence on mass inspections for quality Reduce the number of suppliers Recognize two sources for quality --- Faulty systems and the WorkerImprove job training make continuous learning a way of life Provide higher level of supervisionTeardown barriers between departments Stamp-out fear by instituting two way commAbolish numerical goals and slogans Use statistical methods for continuous improvement Remove barriers to pride of workUndertake education and training to stay ahead of developments Demonstrate Managements desire and commitment to ensure quality and productivity **

TQM Progression of 1911 - Fredrick Taylor Emphasis on scientific ally selecting , training and developing a worker 1920 Elton Mayo, Maslow & Hawthorne TheoriesSocial factors and group norms influence outputNeed hierarchy 1940/1950/1960 onwards ----- Theory X, Y and Z**

Thank you& Assign -2 **

Quiz 2 Mba 3CDescribe following leadership qualities VitalityCharismaIntegritySelf-confidence Enthusiasm Write a short note on vision outlining its: Creation Impact FormulationResult of non adherence Being a Change agent Describe 3 satisfactions & frustrations each of an accomplished leader.

LP 613 Mar 12Part-5 Leadership PrinciplesCh 14, 15 & 16 **

Learning objectives How do you rate on the principles and practices of effective leadership?Why are human relations important, and what are the elements of an enlightened workplace?What are the characteristics of a high-performance group, and what can the leader do to develop communication, teamwork, and a one team attitude?**

EFFECTIVE LEADERSHIPBe Yourself Know your strengths and weaknesses.Treat others the way you would like yourself to be treated by others.Determine a critical issue (s) and then become focusedListen well. Ask your team (employees) how to get to a solution? Remove obstacles (Physical, intellectual, psychological, environmental) and let your team members to think and do value addition to your reservoir of ingenuityCount the gains Do not mourn your losses for long. Move on.

**See Ex 14-1 page 163 (Evaluating Leaders competence)

See Ex 14-1 page 163 (Evaluating Leaders competence)

MORALE What is morale?Am I enjoying my work? To what an extent Im willing to accept the prevailing way of life (lack of comfort, inconsistencies, etc)The quality of Morale is dependent upon the quality of future (Level of satisfaction-reward) that would be direct outcome of current effortsAt Organizational Level: A high morale would yield dividends like:Lowering of costs, Enhancing quality of work and Higher QwL.**

RAISING EMPLOYEE MORALE - HOW Introduction of Group Bonuses Pay & reward systemCreating Job autonomy and discretion (Limited)Enhancing quality and availability of Support Services Undertaking T & D possibilities Having simple Org structure speed of communication (Grievances)Reducing size of production units to allow human interactionExplaining and detaining Tasks as per job design Ensuring and assuring Feedback critical to successCreating opportunities for Group interaction intra personal activities*Results: Lower costs, quality work and higher QwL.*

Results: Lower costs, quality work and higher QwL.

PRACTICAL LEADERSHIP TIPS Be predictable Be consistent with your way of life vision, mission and strategies Be understanding --- see things from the other side of the table Be enthusiastic but not unduly emotional Always set an example Be a trendsetter Show support to the ideas and efforts of othersGet on to the floor leave office at least once a day /week/month Keep promises Praise generously Hold your fire Always be fair **

Intrinsic FactorsVariety and challenges Opportunities for decision making Feedback and learning Mutual support and meaning Job growth possibilities Extrinsic FactorsFair payJob securityBenefits SafetyHealth Due process (Redress) *Consult Fig 14-1 page 171*MORALE JOB DESIGN AND WORK PLACE

Consult Fig 14-1 page 171

Ch -15 HUMAN RELATIONSMan - a slave, worker, employee, partner --- Machine v/s ManConcern for productivityHawthorne Theory - Environment Maslows Need Hierarchy Theory X, Y (refer to table 15-1 on page 182)Concern for CustomersHuman relationsTeam spirit Respect for culture **

BASIC BELIEFS ABOUT PEOPLE Human nature complex our views about others give birth to our reactionsHuman value means or ends?Where do you stand social and technological standing as an individual (and nation)Abuse and physical violence national character a social issue Trust and respect in human relations - an ethical issue **

THE ART OF LISTENING The biggest block to personal communication is the inability to listen intelligently, understandingly, and skillfully to another person. This deficiency in the modern world is widespread and appalling. Carl Rogers

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THE ART OF LISTENING

Capitalize on thought speed Listen carefully, analyze, try to predict, evaluate the and the contents, Hunt for the message or key words, Take notes Listen for ideas Reduce emotional deaf spots Find an area of interest Judge content and not the Delivery Hold your Fire Work at Listening - Maintain eye contact Do not fake listening Resist distraction Hear what is saidChallenge distraction Enhance your experience **

THE ENLIGHTENED WORKPLACE People are involved included and not excluded Mutual satisfaction Leadership style openness, honesty, reliabilityHuman being viewed as valuable asset Concern for human dignity Healthy environment maintained to exploit full potentialEncouraged to act and speakVirtual communication a boon or bane -------**

Ch-16 THE TEAM CONCEPT Leadership success requires an understanding of group behavior and the ability to tap the constructive power of teams. Excellent teams have:Clear MissionInformal atmosphereLots of discussions to ensure clarity and enhance understanding Active listening to avoid ambiguity and repetition to contribute Trust and opennessDisagreement is OK professional judgment Criticism issue oriented Consensus is the norm to achieve targets and objectives Effective leadership - mission oriented with love for human being Clarity of assignments job satisfactionshared values and norms of behavior culture and values Commitment to the job, organization, and to self **

ROLES OF GROUP MEMBERSPositiveEncourager ClarifierHarmonizerIdea GeneratorIgnition key leadership roleStandard setterDetail Specialist Negative Ego tripper Negative artist - a pessimist Above-it-all person aloof, cares for none Aggressor always blaming his tools / friends Jokester / Avoider *Resolve the issue as per LS qualities *

Resolve the issue as per LS qualities

DEVELOPING A TEAM ROLE OF A LEADER Hire the best Train and develop --- assign / re-assign jobs and tasks as per SKAOEmpower the teams Teams grow and pass through 4 stages FormingStorming Norming and Performing *Refer to Fig 16-8 page 201*

Refer to Fig 16-8 page 201

WHY TEAMS FAIL?Teams fail because personal agenda overtakes organizational or team goals.Winning teams have:A clear and elevating goalResult driven structure Competence is the hallmark Commitment to work and idea is unifiedClimate to work is collaborativeExcellence means high standard External support and recognition is available Leadership was based on Principles

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WHY DONT PEOPLE LIKE TO WORK IN TEAMS Perceived Loss of recognition Groups viewed as burdens self righteousnessRationalization is missing from the decision Perception all groups are stereotype thus lack innovation and style Self-censorship Direct pressure assures individual members keep their views (divergent) to themselves Mind-guards disallow free flow of communicationIllusion of unanimity somewhat true in most org

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TEAM LEADERSHIP Teams perform most successfully when they have a Leader who facilitates the work of the group to accomplish, there is agreement on direction; accountability, allocation of resources; and partnering ---- a supportive work climate exists all around.The most Effective Team Leaders are caring individuals who have a passion for the work and a concern for the people. *Thank you *

Thank you