Leadership and Management Principiles
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ERA COMMERCIAL EGYPT Leadership curriculum
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Leadership and Management Principiles
- 1. Management Principles Introduction to Principles and Functions of Management By Ashraf Diaa , DBA Organizational Development Director Leadership 101 / 102
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- 5. Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method. Scientifically select and then train, teach, and develop the workmen. Cooperate with the men to ensure all work is done in accordance with the principles of the science. There is almost equal division of the work and the responsibility between management and workmen.
- 6. 6 Time Study Timing how long it takes good workers to complete each part of their jobs. Motion Study Breaking each task into its separate motions and then eliminating those that are unnecessary or repetitive.
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- 10. 10 Defining goals, establishing strategy and developing sub plans to choose alternatives and coordinate activities
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- 13. 13 Monitoring progress towards goal achievement and taking corrective action when needed
- 14. 14 M arketing Adm inistration O ther H um an resources O perations Finance Middle managers Areas of Management Levels of Management First-line managers Top managers
- 15. 15 Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments
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- 18. 18H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 2005. Adapted from Exhibit 1.4 Interpersonal Informational Decisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator
- 19. 19 Technical SkillsTechnical Skills Human SkillsHuman Skills Conceptual SkillsConceptual Skills Motivation to Manage Motivation to Manage
- 20. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 20 Ethics MANAGER E-Business Globalization Diversity Customers Innovation Knowledge Management
- 21. 21 Traditional ViewpointTraditional Viewpoint Behavioral ViewpointBehavioral Viewpoint Systems ViewpointSystems Viewpoint Contingency ViewpointContingency Viewpoint Quality ViewpointQuality Viewpoint 19001900 19101910 19201920 19301930 19401940 19501950 19601960 19701970 19801980 19901990 20002000
- 22. 22 Goals: Efficiency Consistency Administrative Management Bureaucratic Management Scientific Management
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- 28. 28 Problem or Situation SSolution or Action C Important Contingencies Important Contingencies Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright © 1991 by Houghton Mifflin Company.
- 29. 29 Lower Costs and Higher Market Share Positive Company Image Decreased Product Liability Quality
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- 31. ERA Real Estate Academy Kocs : Hungarian word , for horse drawn carriage
- 32. ERA Real Estate Academy SocratesSocrates, Greek philosopher - asking questions to help seekers find an answer for themselves. Around in 450 BC.
- 33. ERA Real Estate Academy
- 34. ERA Real Estate Academy Exercise
- 35. ERA Real Estate Academy
- 36. ERA Real Estate Academy
- 37. ERA Real Estate Academy
- 41. Research paper, Harvard Business School
- 42. ERA Real Estate Academy Benefits of Coaching
- 43. ERA Real Estate Academy
- 45. Where do you want to be? Where are you now? What can you do to get there? CURRENT STATE FROM Current Way Of Being DESIRED STATE TO New Way Of Being
- 47. #1 Be Supportive
- 48. ERA Real Estate Academy
- 50. •Command /Control •orders people •The “expert” •Threatening •Achieved highest standards •Expect all to do the same •Motivates •provides feedback •allows other to innovate and take risks RelationshipRelationship TaskTask
- 51. RelationshipRelationshipTaskTask •Uses conversations •empowers through enabling others to accept responsibility •Flexibility •letting others have say indecisions •participative, inclusive •value individuals •emotions more than tasks •keeps everybody happy •Harmony
- 52. Now, Open a white paper and tell me what do you know about Management
Editor's Notes
- Socrates, Greek philosopher - asking questions to help seekers find an answer for themselves. Around in 450 BC Kocs – hungarian word for horse drawn carriage Coach – tutor, take student through exams Sport – 60’s Life and business – 70’s and 80’s. Tipping point 1974 – Timothy Gallwey book – inner game of tennis, which addressed the environment of the ‘player’ (opponent), and the inner world of the player – thoughts and feelings.
- The COERCIVE Leader: Command /Control: orders people, regards self as the “expert” and tell others what to, under threat of punishment The PACE SETTING Leader sets extremely high performance standards – an achieves them – then expects everybody else to achieve as he does The AUTHORITATIVE Leader: a visionary, motivates by clarifying and giving bigger picture; has the authority of “knowledge”; provides feedback, allows other to innovate and take risks The COACHING Leader uses coaching conversations to help clarify what is expected and how works fits larger vision/strategy; empowers through enabling others to accept responsibility The DEMOCRATIC Leader drives up flexibility and responsibility be letting others have say indecisions; participative, inclusive The AFFILIATIVE Leader revolves around people; value individuals and their emotions more than tasks and goals – keeps everybody happy, creates harmony