Organization leaderrship
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Organization leaderrship

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Organization leaderrship Organization leaderrship Presentation Transcript

  • -CHANGING BUSINESS TRENDS &Organizational Leadership
  • Fast Forward: Trends Changing the Way You Do Business • From e-mail to health care, from manufacturing to artificial intelligence and to the end of HR as we know it, there are forecasts of how different the world of workforce management is now on . • Workforce-management decisions aren’t made sitting in the Corporate Glass towers by a few individuals any more • Workforce-management decisions today demands a clear sense of the landscape on the far horizon and the hard realities of the action point where your team operates. • Walk- the - talk is a hard reality practiced by one and all Enable People – Enrich Knowledge – Ensure Commitment
  • CHANGE IN TRENDS• IN BUSINESS STRATEGY• Business Goes to Kindergarten• Companies Wont Sleep• Tele-work Has a EVA (Economic Value Add )• Outsourcing• Recruiting Older Workers• Mergers• Freelancers and Consultants Enable People – Enrich Knowledge – Ensure Commitment
  • CHANGE IN TRENDS• IN PEOPLE POLICIES Organized Labour Women at Work Spirituality at Work Child Care Pay for Wellness Performance Universal Health Care Defined Benefit Plans Enable People – Enrich Knowledge – Ensure Commitment
  • CHANGE IN TRENDSIN CORPORATE MISSION• Communication• Preferred Employer Status• Accounting for Customer & your People – They are your movable assets• Skills Shortage - Wanted 10 Million workers in the next 10 years• Create Learning Organization• Create Performing Organization Enable People – Enrich Knowledge – Ensure Commitment
  • CHANGE TRENDSCHANGED 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 to increase employee responsibility and decision making Initiative to promote labor -management cooperation such as ‘partnership’ with unions Create opportunities for employees to learn and use skills that go beyond current jobs Nurture and develop talent for competitive advantage Develop feedback system - individual and company Enable People – Enrich Knowledge – Ensure Commitment
  • CHANGE TRENDS• IN LEADERSHIPPARADIGM 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 ACROSS THE COMPANIES. EMPOWER MANAGERS ENSURES UNIFORMITY TO THE EXTENT POSSIBLE WALK THE TALK Enable People – Enrich Knowledge – Ensure Commitment
  • BUSINESS TRENDS 2010 PLUS
  • BUSINESS TRENDS - 2010 PLUSCHANGE IS THE ONLYCONSTANTCUSTOMER IS THE ONLY REALITY• 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
  • BUSINESS TRENDS - 2010 PLUSContinuous focus on RESTRATEGISING of Businessrelationships with Suppliers, Distributors, Employees and NOW even Competitors Professional’s 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
  • 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 Value Addition - Every ACTIVITY has DIRECT &/or INDIRECT EVA The importance of Customer Support and Customer EVA is growing faster and are valued higher than before Enable People – Enrich Knowledge – Ensure Commitment
  • CUSTOMER & BRAND• PRESENT CENTURY, BRANDING WILL BE THE ONLY UNIQUE DIFFERENTIATOR BETWEEN COMPANIES • OVER 1/3rd OF TOTAL STOCK MARKET VALUE TODAY IS ACCOUNTED TO BRAND VALUE• BRAND VALUE HAS TREMENDOUS IMPACT ON SHAREHOLDER VALUE •BRAND IS SYNONYMOUS TO CUSTOMERS Enable People – Enrich Knowledge – Ensure Commitment
  • COMPETITION REDEFINED• Competition today therefore is not between products anymore - it’s between Business Concepts ,Brand Equity,and Customer Relations.• Business Concepts , Brand Equity and Customer Relations , are Laid & Driven by EMPLOYEES.• Employees become the Brand Ambassador as they honor and execute the Pact between the Company and the Customer. Enable People – Enrich Knowledge – Ensure Commitment
  • “Management Balancing Act” Customers - Business - EmployeesDIMENSIONS OF BALANCED PERFORMANCE To Employees who deliver Customers value who generate returns For For Shareholders who provide opportunities Leadership ensures ‘balance’ and focus Enable People – Enrich Knowledge – Ensure Commitment
  • CHANGING ROLE OF A LEADER: Enable People – Enrich Knowledge – Ensure Commitment
  • ORGANIZATION ROLE OF this…CENTURY HUMAN CAPITAL PLANNING BUILD (Training & Development) BORROW (Hire Competencies - secondments, consultants) BUY (external talent acquisition) CLEAR STRATEGIES•PROVIDE OPPORTUNITY PEOPLE FOR TO LEARN THE LATEST CENTRIC •DEVELOPMENT•BUSINESS •GROWTH INFORMATION •CONTRIBUTION FAST RATE OF LEARNING COMMUNICATE Enable People – Enrich Knowledge – Ensure Commitment
  • CHANGING ROLE OF A MANAGER:SELECTING - SELECT FOR TALENT AND NOT FOR SKILLSETTING EXPECTATIONS- DEFINE RIGHT OUTCOMES AND NOT THE STEPSMOTIVATING - FOCUS ON STRENGTHS AND NOT ON WEAKNESSESDEVELOPING - TO GIVE THE RIGHT FIT & NOT ONLY FOR PROMOTIONCOMMUNICATING - TO SHARE BOTH THE GOOD BAD NEWS Enable People – Enrich Knowledge – Ensure Commitment
  • STRATEGIC BUSINESS MANAGEMENT SUPPORT FUNCTION HR ADMIN LE M P O A P B WO O R R E E U K P S K R I E A N S E T S T Y S I Y S I TE O S N T S G M N M E SUPPORT FUNCTION Finance Purchase Enable People – Enrich Knowledge – Ensure Commitment
  • CUSTOMER SCORE CARD – 4 PERSPECTIVESEmployees must build in their Performance Plan ….PERSPECTIVE -1 : How do customers see us ?PERSPECTIVE –2 : What must we do to excel in satisfying customers ?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
  • LEADERSHIPEnable People – Enrich Knowledge –
  • LEADERSHIP MATRIX
  • REACTION
  • Enable People – Enrich Knowledge – Ensure
  • Enable People – Enrich Knowledge – Ensure
  • PERCEPTION•Perception is the process by which we acquire a mental image of things in our environment•It is the interpretation of a message visual orthrough hearing which is influenced by variousfactors such as : culture heredity needs peer pressure interests values snap judgments expectations•These factors contribute both negatively andpositively in varying degrees Enable People – Enrich Knowledge –
  • Enable People – Enrich Knowledge – Ensure Commitment
  • LEADERSHIP - ROLE ANALYSIS • What is your role as a Leader • What is your role as a Team Member • Perceptions can be different - 3 Dimensional SUCESSFUL How OthersHow do IPerceive My Role LEADER/ Perceive My Role TEAM What Role Does the Job Want Enable People – Enrich Knowledge – Ensure Commitment
  • KEY TO SUCCESSFUL LEADERSHIP 1. Know oneself Know Good Understanding What Interpersonal Leadership Styles Others Skills Understanding Think (Managing Emotional Blocks (Percepti Conflict) 2. Know Needs ons) Match Individual Needs with Team Needs - - Then Synchronies With Organizational Needs Enable People – Enrich Knowledge – Ensure Commitment
  • We find 2 types of Leaders(1) TRANSFORMATIONAL (II) TRANSACTIONAL CHANGE EXCHANGEEnable People – Enrich Knowledge – Ensure Commitment
  • TRANSFORMATIONAL LEADERS• Primary focus is change. Can communicate a clear vision of some future condition – that “vibes” with needs of most followers. They create a relationship of “mutual simulation” and “elevation” (Power distributed, “higher order” needs operationalized). Enable People – Enrich Knowledge – Ensure Commitment
  • TRANSACTIONAL LEADERS• Leader-follower relationship is a process of exchange. “You fulfill agreed – upon expectations I will give you a reward. If not, ….. Sanctions”. Focus on smoothing over relationships. (Power concentrated with leader, “lower order” needs operational). BOTH USEFULEnable People – Enrich Knowledge – Ensure Commitment
  • 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
  • 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 ATTRIBUTESCLEAR 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
  • LEADERSHIP ATTRIBUTESPERFECT 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
  • LEADERSHIP ATTRIBUTESRIGHT TIES• The Board• The Investors• Vendors• Outsourced Partners• Brand Managers/Media• Employees
  • LEADERSHIP ATTRIBUTESSTRONG 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 on Patching Holes and Fighting fires
  • LEADERSHIP ATTRIBUTESMAKE 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 to the extent possible• Make it simple for team members to act on their own personal beliefs
  • LEADERSHIP ATTRIBUTESKEEP 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-Even if critics are acclaimed as specialists
  • LEADERSHIP ATTRIBUTESFIGHT THE RIGHT BATTLES• Crisis and Unforeseen events will be the order of the day• Decide the path ahead on sticking to the original game plan by - Delegating on time and to the Right person - Making personal appearances where substitutes can not - Outsource un-hesitatingly even if initial costs are high as the gains will be far higher if the battle is won
  • LEADERSHIP ATTRIBUTESKEEP YOUR COOL• Exhibit calmness and Self control at the time of crisis and difficulties• Do not discuss Issues & Difficulties openly in common forum where junior team members will misinterpret the significance of the words spoken• Do not resolve controversies openly in front of team members specially with Cross Functional Teams
  • LEADERSHIP ATTRIBUTESMARKETING CAPABILITIES-STRATEGY• New Methods• New Strategies• New Customers
  • Difference Between Groups & Teams• Emphasis on leadership role – • Emphasis on leadership single point process – role shared• Individual accountability • Individual and mutual• Group output sum of accountability individual work contributions • Group output greater than• Interdependence medium – sum of individual low contributions• Emphasis on individual • Interdependence high personal skills • Emphasis on complementarity of skills
  • McGregor’s Team EffectivenessCharacteristics of Characteristics of Effective Teams: Ineffective Teams:• The atmosphere is a • There is a climate of working atmosphere that defensiveness of fear tends to be informal, comfortable, and relaxed. People are involved and interested Enable People – Enrich Knowledge – Ensure Commitment
  • LEADERSHIP REQUIREMENTSGOAL SETTING
  • GOAL SETTING GOAL SETTING IS NOT LUCK• SUCCESS OF BUSINESS PLANNING DEPENDS ON GOAL SETTING• GOAL SETTING IS NOT IDENTIFYING ACTIVITIES AS ACTIVITIES ARE ACTIONS TAKEN TO PRODUCE RESULTS.• GOALS are OUTPUTS or RESULTS of activities which are Pre defined with SET MEASURABLES & demarcated outer boundaries w.r.to TIME , COST ,VOLUMES & QUALITY.
  • Setting GoalsThere are 2 Types- Goal setting should ensure the following Baseline goals are the Minimum level of defined achievement and which Baseline outpaces many of your competitors Goals 1 and exceeds expectations . These are the objectives you achieve to meet your customer’s expectations Stretch Goals are where your performance sets the standard and leads the market. Aspirational This is the performance that reflects Goals 2 superior achievement and signifies your presence in the market Aspirational goals also determines High Performers
  • FINALLY GOAL SETTING………GOAL SETTING SHOULD ADDRESS3 KEY PARAMETERS• Increase Throughput in relation to Time (Increase of Production / Sales in the same time as before or same Production/Sales in reduced time )• Reduce Operating Cost (Effective Utilization of Resources – With stress on Workmen Utilization)• Reduce / Control Inventories ( Control Work in Progress)