ODCT Presentation Change Leader    Captain cool- M.S.Dhoni  Captain Team India (2007 – Present) Group Members: KamalaKanna...
Changes  brought by  Mr M.S.Dhoni <ul><li>MS Dhoni transformed a bunch of  “talented guys” into a “high performing winning...
Strategies for communicating change <ul><li>Listening as a communication skill </li></ul><ul><li>Dhoni listens to all the ...
Skills in communicating change <ul><li>Communication with the outside </li></ul><ul><li>Communicating to external stakehol...
Actions for Sustaining Change <ul><li>Encourage “voluntary acts of initiative”:  New practices that support the change sho...
 
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Ms dhoni

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Ms dhoni

  1. 1. ODCT Presentation Change Leader Captain cool- M.S.Dhoni Captain Team India (2007 – Present) Group Members: KamalaKannan – 11BM60011 Saravanan– 11BM60057 Abhijit Simha Vangipuram– 11BM60097 Sivakumar-11BM60103 Shashwath Ram Rao -11BM60115
  2. 2. Changes brought by Mr M.S.Dhoni <ul><li>MS Dhoni transformed a bunch of “talented guys” into a “high performing winning unit” which reached its pinnacle of glory with Worldcup 2011 victory. </li></ul><ul><li>A Leader -should be calm and composed, Amidst so much pressure from variety of angles Dhoni was very calm and cool – All the time. He propagated that mentality to stay calm and try till the last ball. </li></ul><ul><li>Inspite of mudslinging, verbal assault and threat of being not able to qualify for the final he was cool, calm and always smiling. </li></ul><ul><li>A Leader should have the team he/she wants </li></ul><ul><li>Dhoni was clear about whom he wanted and insisted on it even while taking enormous personal risk .He preferred the raw talent over big guns like Saurav, Rahul and Laxman. He infused young blood into the team and most of all “trusted” them to deliver. </li></ul><ul><li>Team always comes first to him, Remember after winning the trophy after the tri series he said “my team”. He brought about a culture where team would always score over individuals. He demonstrated this by moving up and down the batting order for the sake of team even when his own form was in jeopardy. </li></ul><ul><li>Generally, it is human nature not to trust people who are low on confidence and raw. </li></ul><ul><li>Leaders give them easy tasks that not only dents their confidence but they also never get the opportunity to learn </li></ul><ul><li>Dhoni backed people especially who were low on confidence and raw. That made them perform when the chips were down. </li></ul>
  3. 3. Strategies for communicating change <ul><li>Listening as a communication skill </li></ul><ul><li>Dhoni listens to all the players and valued their opinions. </li></ul><ul><li>Leadership Style </li></ul><ul><li>He had a Participative and Democratic type of leadership style by including more players in the decision making process . </li></ul><ul><li>However, he remains the final decision making authority. </li></ul><ul><li>He was experimentative, innovative and Risk taking. </li></ul><ul><li>Toxic Handler </li></ul>
  4. 4. Skills in communicating change <ul><li>Communication with the outside </li></ul><ul><li>Communicating to external stakeholders is as important as communicating internally. </li></ul><ul><ul><li>Impression management: four key defensive practices used to protect organizations from negative reactions have been identified: </li></ul></ul><ul><li>Sustaining Change </li></ul><ul><li>Once implemented, change should become an integral part of the organizational culture </li></ul><ul><ul><li>New behaviours and new mindsets should be formed </li></ul></ul><ul><li>Redesigning roles : This is a common outcome of change and is an element of the change process. </li></ul><ul><li>Redesign reward systems : reward systems form part of the culture and changing this is a way to directly influence the core values of the organisation. </li></ul><ul><li>Link selection decisions to change objectives : Selection criteria are symbols of whether new ideas and change are being encouraged. </li></ul><ul><li>Act consistently with advocated actions : This indicates the permanency of change through adopted practices and priorities. </li></ul>
  5. 5. Actions for Sustaining Change <ul><li>Encourage “voluntary acts of initiative”: New practices that support the change should be encouraged as the norm at all levels of the organization. Dhoni encouraged his players to be as aggressive as him when it comes to on-ground strategies but handle the situation with a cool head like him. </li></ul><ul><li>Measure progress: Measures are used as a means to quantify the progress of change and to provide achievable goals. Under his captaincy, India won the </li></ul><ul><ul><li>2007 ICC World Twenty20 </li></ul></ul><ul><ul><li>CB Series of 2007–08 </li></ul></ul><ul><ul><li>the Border-Gavaskar Trophy in 2008 and 2010 </li></ul></ul><ul><ul><li>2011 World Cup in which India beat every previous world cup winning team. </li></ul></ul><ul><ul><li>Dhoni also led the Indian team to the number one position in ICC rankings in Test cricket for the first time. </li></ul></ul><ul><li>Celebrate “en route”: It is encouraging for all involved in the change if short term wins are acknowledged and celebrated. Team India under the captaincy of Dhoni seemed a cohesive unit which enjoyed their game. </li></ul><ul><li>Fine-tune: The change program should be open to remodifications that improve the change outcomes. Dhoni was always open to criticisms, there were occasions when his decisions backfired, he was humble in such situations, accepted the faults and went on to learn from those episodes. </li></ul><ul><li>The ‘turnaround’ during the tenure of Mr. M.S Dhoni was splendid, India moved from being a ‘good cricketing nation’ to a ‘champion nation’. </li></ul>
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