Upload
saurabh-kumar
View
224
Download
0
Embed Size (px)
Citation preview
8/3/2019 Organization Leadership
1/58
-
CHANGING BUSINESS TRENDS&Organizational Leadership
8/3/2019 Organization Leadership
2/58
Fast Forward: Trends Changing the Way You
Do Business
From e-mail to health care, from manufacturingto artificial intelligence and to the end of HR aswe know it, there are forecasts of how differentthe world of workforce management is now on . Workforce-management decisions arent madesitting in the Corporate Glass towers by a fewindividuals any more Workforce-management decisions today demandsa clear sense of the landscape on the far horizon
and the hard realities of the action point whereyour team operates. Walk- the - talk is a hard reality practiced by oneand all
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
3/58
CHANGE IN TRENDS
IN BUSINESS STRATEGY
Business Goes to Kindergarten Companies Won't Sleep
Tele-work Has a EVA (Economic Value Add ) Outsourcing Recruiting Older Workers Mergers
Freelancers and Consultants
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
4/58
CHANGE IN TRENDS
IN PEOPLE POLICIES
Organized LabourWomen at WorkSpirituality at WorkChild CarePay for Wellness PerformanceUniversal Health CareDefined Benefit Plans
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
5/58
CHANGE IN TRENDSIN CORPORATE MISSION Communication Preferred Employer Status Accounting for Customer & yourPeople
They are your movable assets Skills Shortage - Wanted 10 Millionworkers inthe next 10 years
Create Learning Organization Create Performing OrganizationEnable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
6/58
CHANGE TRENDS
CHANGED ROLE OF H R - The End of HR As We Know It
HR becomes a business partner. Takes business from strategy to implementation. Redesign organization structures and jobs toincrease employee responsibility and decisionmaking Initiative to promote labor -management cooperationsuch as partnership with unions Create opportunities for employees to learn and useskills that go beyond current jobs Nurture and develop talent for competitive advantage Develop feedback system - individual and company
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
7/58
CHANGE TRENDS
IN LEADERSHIP
PARADIGM SHIFT IN LEADERSHIP
LEADERSHIP IS BASED ON TRUST & TEAM BASICS LEADERS PLAYS THE ROLE OF COACHES, MENTORS& STEWARDS CREATE A DISTINCT CULTURE OF OPENNESS,TRUST, FAIR PLAY AND TRANSPARENCY ACROSSTHE COMPANIES. EMPOWER MANAGERS ENSURES UNIFORMITY TO THE EXTENT POSSIBLE WALK THE TALK
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
8/58
BUSINESS TRENDS2010 PLUS
8/3/2019 Organization Leadership
9/58
BUSINESS TRENDS - 2010 PLUS
Knowledge & Creativity valued more than
physical capital
Intelligence is built into all Products and
Services
Everything with a Digital Heartbeat is connected
Enable People Enrich Knowledge Ensure Commitment
CHANGE IS THE ONLY
CONSTANTCUSTOMER IS THE ONLY REALITY
8/3/2019 Organization Leadership
10/58
BUSINESS TRENDS - 2010 PLUS
Continuous focus on RESTRATEGISING of Businessrelationships with Suppliers, Distributors, Employees
and NOW even Competitors
Professionals Performances are continuously
measured against Variable Targets and closely
related to R.O.I.
R.O.I. is SYNONYMUS to CUSTOMER
RELATIONS
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
11/58
KEY DRIVERS FOR TOMORROW
CONNECTIVITY: The death of distance Everything is becoming electronically connected to
anything that is related to business such as products,people, companies, countries
SPEED : Shrinking of time Every aspect of business & the connected organizations
today operates and changes in LESS time.
CUSTOMER :Economic ValueAddition
- Every ACTIVITY has DIRECT &/or INDIRECT EVA
The importance of Customer Support and Customer EVAis growing faster and are valued higher than before
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
12/58
CUSTOMER & BRANDPRESENT CENTURY, BRANDING WILL BE
THE ONLY UNIQUE DIFFERENTIATORBETWEEN COMPANIES
OVER1/3rd OF TOTAL STOCK MARKET VALUETODAY
IS ACCOUNTED TO BRAND VALUE
BRAND VALUE HAS TREMENDOUS IMPACTON SHAREHOLDER VALUE
BRAND IS SYNONYMOUS TO CUSTOMERS
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
13/58
COMPETITION REDEFINED
Competition today therefore is not between products
anymore - its between Business Concepts ,Brand
Equity,and Customer Relations.
Business Concepts ,Brand Equity and CustomerRelations , are Laid & Driven by EMPLOYEES.
Employees become the Brand Ambassador as theyhonor and execute the Pactbetween the Company
and the Customer.
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
14/58
Management Balancing Act Customers - Business - Employees
DIMENSIONS OF BALANCED PERFORMANCE
For
Customers
who generate
returns
Shareholders
who provide
opportunities
For
To
Employees
who delivervalue
Leadership ensures balance and focusEnable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
15/58
CHANGING ROLEOF A LEADER:
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
16/58
ORGANIZATION ROLE OF
thisCENTURYHUMAN CAPITAL PLANNING
BUILD (Training & Development)
BORROW (Hire Competencies - secondments, consultants)
BUY (external talent acquisition)
PEOPLE
CENTRIC
PROVIDE OPPORTUNITY
TO LEARN THE LATESTBUSINESS
INFORMATION
FAST RATE OF
LEARNING
CLEAR STRATEGIES
FOR
DEVELOPMENTGROWTHCONTRIBUTION
Enable People Enrich Knowledge Ensure Commitment COMMUNICATE
8/3/2019 Organization Leadership
17/58
CHANGING ROLE OF A MANAGER:
SELECTING - SELECT FOR TALENT AND
NOT FOR SKILL
SETTING EXPECTATIONS- DEFINE RIGHT OUTCOMES
AND NOT THE STEPS
MOTIVATING - FOCUS ON STRENGTHS AND
NOT ON WEAKNESSES
DEVELOPING - TO GIVE THE RIGHT FIT &
NOT ONLY FOR PROMOTION
COMMUNICATING - TO SHARE BOTH THE GOOD
BAD NEWS
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
18/58
B
U
SI
N
E
S
SO
PE
R
A
T
I
O
N
P
EO
P
L E
M
SY
ST E
WO
RK
MT
YS
E
S
SUPPORT FUNCTIONFinance Purchase
SUPPORT FUNCTION
HR ADMIN
STRATEGIC BUSINESS MANAGEMENT
Enable People Enrich Knowledge Ensure Commitment
MA
R
KE
T
I
NG
8/3/2019 Organization Leadership
19/58
CUSTOMER SCORE CARD 4 PERSPECTIVES
Employees must build in their Performance Plan .
PERSPECTIVE -1 :How do customers see us ?
PERSPECTIVE 2 :
What must we do to excel in satisfyingcustomers ?
PERSPECTIVE 3:
Can we improve the value of our services to the
Customers.
PERSPECTIVE- 4 :
How do we enhance the return of all our stakeholders ?
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
20/58
LEADERSHIP
Enable People Enrich Knowledge
8/3/2019 Organization Leadership
21/58
LEADERSHIP MATRIX
8/3/2019 Organization Leadership
22/58
REACTION
8/3/2019 Organization Leadership
23/58
8/3/2019 Organization Leadership
24/58
8/3/2019 Organization Leadership
25/58
8/3/2019 Organization Leadership
26/58
8/3/2019 Organization Leadership
27/58
8/3/2019 Organization Leadership
28/58
8/3/2019 Organization Leadership
29/58
8/3/2019 Organization Leadership
30/58
Enable Peo le Enrich Knowled e Ensure
8/3/2019 Organization Leadership
31/58
Enable People Enrich Knowledge Ensure
8/3/2019 Organization Leadership
32/58
PERCEPTIONPerception is the process by which we acquire a
mental image of things in our environment
It is the interpretation of a message visual or
through hearing which is influenced by various
factors such as :
culture heredity needs
peer pressure interests values
snap judgments expectations
These factors contribute both negatively and
positively in varying degrees
Enable People Enrich Knowledge
8/3/2019 Organization Leadership
33/58
Enable People Enrich Knowledge Ensure Commitment
LEADERSHIP ROLE ANALYSIS
8/3/2019 Organization Leadership
34/58
LEADERSHIP - ROLE ANALYSIS
Enable People Enrich Knowledge Ensure Commitment
What is your role as a Leader
SUCESSFUL
LEADER/
TEAM
How do I PerceiveMy Role
What Role Does
the Job Want
How OthersPerceive My Role
What is your role as a Team Member Perceptions can be different - 3 Dimensional
KEY TO SUCCESSFUL LEADERSHIP
8/3/2019 Organization Leadership
35/58
KEY TO SUCCESSFUL LEADERSHIP
Enable People Enrich Knowledge Ensure Commitment
1. Know oneself
Know
WhatOthers
Think
(Percepti
ons)
Good
InterpersonalSkills
(Managing
Conflict)
Understanding
Leadership StylesUnderstanding
Emotional Blocks
2. Know Needs
Match Individual Needs with Team Needs -
- Then Synchronies With Organizational Needs
8/3/2019 Organization Leadership
36/58
8/3/2019 Organization Leadership
37/58
We find 2 types of Leaders
(1)TRANSFORMATIONAL (II) TRANSACTIONAL
CHANGE EXCHANGE
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
38/58
TRANSFORMATIONAL LEADERS
Primary focus is change. Can communicate a
clear vision of some future condition that
vibes with needs of most followers. Theycreate a relationship of mutual simulation and
elevation (Power distributed, higher order
needs operationalized).
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
39/58
TRANSACTIONAL LEADERS
Leader-follower relationship is a process
of exchange. You fulfill agreed upon
expectations I will give you a reward. Ifnot, .. Sanctions. Focus on smoothing
over relationships. (Power concentrated
with leader, lower order needsoperational).
BOTH USEFUL
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
40/58
Leadership Skills
In contexts that require CHANGE, focus is more
on LEADERS (transformational leaders). What
constitutions this type of Leadership?
5 PRIMARY DIMENSIONS
DETERMINING DIRECTION
INFLUENCING FOLLOWERS
ESTABLISHING PURPOSE
INSPIRING FOLLOWERS
MAKING THINGS HAPPEN
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
41/58
LEADERSHIP ATTRIBUTES
8/3/2019 Organization Leadership
42/58
LEADERSHIP ATTRIBUTES
CLEAR AND CONSISTENT VISION PERFECT EXECUTION
RIGHT TIES
PROVIDE STRONG INFRASTRUCTURE
MAKE EVERY PERSON COUNT
KEEP THE MISSION TOP OF MIND
FIGHT THE RIGHT BATTLES KEEP YOUR COOL
MARKETING CAPABILITIES-STRATEGY
LEADERSHIP ATTRIBUTES
8/3/2019 Organization Leadership
43/58
LEADERSHIPATTRIBUTES
CLEAR AND CONSISTENT VISION
If you want to Galvanize followers ,you
simply cannot recast your messages too often You would confuse and scare people which
will go against your Leadership style
It needs to be simple and Aspirational Limited numbers at any point in time but
Clear and Concise
8/3/2019 Organization Leadership
44/58
LEADERSHIP ATTRIBUTES
PERFECT EXECUTION
To make few mistakes
Advisers/Controllers best in class
Players always prepared, Agile and where they
need to be
Winning executions
Finding new customers
Opening new markets
Invent new strategies
8/3/2019 Organization Leadership
45/58
LEADERSHIP ATTRIBUTES
RIGHT TIES
The Board
The Investors
Vendors
Outsourced Partners Brand Managers/Media
Employees
LEADERSHIP ATTRIBUTES
8/3/2019 Organization Leadership
46/58
LEADERSHIP ATTRIBUTES
STRONG INFRASTRUCTURE
Mechanical and Technical Platforms
- Upgraded and Updated
Strong Organization structure
- No compromise on Levels and New Wings
Strong Logistical back ups Less time spent onPatching Holes and
Fighting fires
LEADERSHIP ATTRIBUTES
8/3/2019 Organization Leadership
47/58
LEADERSHIP ATTRIBUTES
MAKE EVERY PERSON COUNT
Well defined Roles
Well assessed Competencies
Goal Allocation as per Competencies Efficient Monitoring system (On Line)
Effective Feedback System
Practice connecting with individuals in the team tothe extent possible
Make it simple for team members to act on theirown personal beliefs
8/3/2019 Organization Leadership
48/58
LEADERSHIP ATTRIBUTES
KEEP THE MISSION TOP OF MIND
Daily pressures and deliverables can easily
make you take your eye off the ball-Make sure
to review Mission Road map Periodically( some times as frequent as daily)
Ignore critic exhortations (Advise) to get tough
when you know you are on the right path-Evenif critics are acclaimed as specialists
LEADERSHIP ATTRIBUTES
8/3/2019 Organization Leadership
49/58
LEADERSHIP ATTRIBUTES
FIGHT THE RIGHT BATTLES
Crisis and Unforeseen events will be the order of theday
Decide the path ahead on sticking to the originalgame plan by
- Delegating on time and to the Right person
- Making personal appearances where substitutescan not
- Outsource un-hesitatingly even if initial costs arehigh as the gains will be far higher if the battle iswon
8/3/2019 Organization Leadership
50/58
LEADERSHIP ATTRIBUTES
KEEP YOUR COOL Exhibit calmness and Self control at the time of
crisis and difficulties
Do not discuss Issues & Difficulties openly incommon forum where junior team members will
misinterpret the significance of the words spoken
Do not resolve controversies openly in front ofteam members specially with Cross Functional
Teams
8/3/2019 Organization Leadership
51/58
LEADERSHIPATTRIBUTES
MARKETING CAPABILITIES-STRATEGY
New Methods
New Strategies
New Customers
8/3/2019 Organization Leadership
52/58
8/3/2019 Organization Leadership
53/58
Difference Between Groups & Teams
Emphasis on leadership role
single point
Individual accountability
Group output sum of
individual work contributions Interdependence medium
low
Emphasis on individual
personal skills
Emphasis on leadership
process role shared
Individual and mutual
accountability
Group output greater thansum of individual
contributions
Interdependence high
Emphasis on
complementarity of skills
M G T Eff ti
8/3/2019 Organization Leadership
54/58
McGregors Team Effectiveness
Characteristics of
Effective Teams:
The atmosphere is a
working atmosphere that
tends to be informal,
comfortable, and relaxed.
People are involved and
interested
Characteristics of
Ineffective Teams:
There is a climate of
defensiveness of fear
Enable People Enrich Knowledge Ensure Commitment
8/3/2019 Organization Leadership
55/58
LEADERSHIP
REQUIREMENTS
GOAL SETTING
GOAL SETTINGGOAL SETTING
8/3/2019 Organization Leadership
56/58
GOAL SETTINGGOAL SETTING
GOAL SETTING IS NOT LUCK
SUCCESS OF BUSINESS PLANNING DEPENDS ONGOAL SETTING
GOAL SETTING IS NOT IDENTIFYING ACTIVITIESAS ACTIVITIES ARE ACTIONS TAKEN TO PRODUCERESULTS.
GOALS are OUTPUTS or RESULTS of activities whichare Pre defined with SET MEASURABLES & demarcatedouter boundaries w.r.to TIME , COST ,VOLUMES& QUALITY.
Setting Goals
8/3/2019 Organization Leadership
57/58
BaselineGoals
AspirationalGoals
Stretch Goals are where your
performance sets the standard and
leads the market.
This is the performance that reflects
superior achievement and signifies
your presence in the market
Aspirational goals also
determines High Performers
2
1
Baseline goals are the Minimum level of
defined achievement and which
outpaces many of your competitors and
exceeds expectations .
These are the objectives you achieve to
meet your customers expectations
There are 2 Types- Goal setting should ensure the following
FINALLY GOAL SETTING
8/3/2019 Organization Leadership
58/58
N GO S NG
GOAL SETTING SHOULD ADDRESS
3 KEY PARAMETERS Increase Throughput in relation to Time
(Increase of Production / Sales in the same time
as before or same Production/Sales in reducedtime )
Reduce Operating Cost
(Effective Utilization of Resources With stress
on Workmen Utilization)
Reduce / Control Inventories
( Control Work in Progress)