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My seminar on leadership

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seminar covers vtu 1st mba syllabus

seminar covers vtu 1st mba syllabus

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  • 1.  
  • 2.  
  • 3.
    • Explore a range of communication styles and their effectiveness within different teams and operating environments
    • Develop skills to enhance one’s communication effectiveness.
    • Clarify the requirements of effective leadership within the current business landscape and develop an understanding of what this looks like in practice.
    • Reflect on the vision and future direction of the organisation, and identify the capability requirements needed to meet current and future business needs
  • 4.
    • Koontz and O'Donnel
    • “ Leadership is influencing people to follow in the achievement of a common goal ”
    • According to WarrenG. Bennis
    • “ Leadership is the capacity to translate vision into reality”  
  • 5.
    • Vision :
    • Definition-
    • An aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serves as a clear guide for choosing current and future courses of action
    • "Vision Without Action...Is Just a Dream. Action Without Vision...Just Passes the Time. But, Vision and Action...Can Change the World.“
    • - By Joel Barker
  • 6.
    • Trait theories focus on individual characteristics of successful leaders .
    • Leadership Traits:
    • Desire to lead
    • Honesty and integrity
    • Creativity and Intelligence
    • Good technical knowledge
    • Self confidence
    • Ability to influence others
    • Ability to structure social interactions  
  • 7.
    • Autocratic leadership style:
  • 8.  
  • 9.
    • Laissez – Faire Leadership style….
    • ...employee total freedom and control .
    • ...display extensive trust in the workforce.
    • ...create a relaxed work climate.
    • … motivate through freedom and flexibility .
    •  
  • 10.
    • Exploitative authoritative
    • Benevolent Authoritative
    • Consultative
    • Participative
  • 11.  
  • 12.  
  • 13.  
  • 14.  
  • 15.  
  • 16. Sl No Leadership Management 1 In the absence of leadership Management is devoid of clear ends 2 Leaders do the right things. Managers do things right. 3 Leadership sets the style and tone for achieving a vision and motivates people to sacrifice for the attainment of the vision. Management is the tactical process of executing and achieving the mission. 4 Leader is responsible for vision and how it relates to each person. Management’s concern lie with the details and the day to day grind without which a vision can't become a reality. 5 Lead people. You manage things.
  • 17.
    • “ Communication is a process of passing information and understanding from one person to another”
    • - KEITH DAVIS
  • 18. Organizational Communication Flows Upward Information Downward Instructions Directives Coordination Horizontal Managing Communication Within Diverse Organizations
  • 19.
    • Verbal communication : using oral and written words
    • Non verbal communication : audio and visual presentations
    • Verbal channels : memos, emails, telegram
    • Non verbal channels : gestures and facial expressions
  • 20.
    • Perception
      • Two people may perceive the same thing in different ways and miscommunication happen.
    • Language Characteristics
      • When two individuals are using different meanings or interpretations of the same word and do not realize it, a communication barrier exists.
    • Other Factors
      • Time pressures may cause us to focus on information that helps us make decisions quickly, although the information may not be of high quality.
      • Feedback may be impaired or absent.
    Barriers to Effective Communications
  • 21. Barriers to Effective Communications
    • Information Overload
      • The increasing use of technology in organizations is often leading to overload when the amount of information we can process is exceeded.
    • Gender Differences
      • Because males and females are often treated differently from childhood, they tend to develop different perspectives, attitudes about life, and communication styles.
    Barriers to Effective Communications
  • 22. Barriers to Effective Communications
    • Cross-Cultural Diversity
      • The greater the difference between the sender’s and receiver’s cultures, the greater the chance for miscommunication.
    • Trust and Honesty
      • A lack of trust can cause the receiver to look for hidden meanings in the sender’s message.
    Barriers to Effective Communications
  • 23.
    • “ Motivation is a process of channelizing a person’s inner drive so that be accomplishes organizational goals”
    • Reward  
    • Definition:  That which is given in return for good or evil done or received; esp., that which is offered or given in return for some service or attainment, as for excellence in studies, for the return of something lost, etc.;
  • 24.
    • a
    • Extrinsic Rewards-
      • tangible and visible to others
      • given contingent on performance
    • Intrinsic Rewards-
      • natural rewards
      • associated with performing the task for its own sake
    • Good benefits
    • Health insurance
    • Job security
    • Vacation time
    • Interesting work
    • Learning new skills
    • Independent work situations
  • 25.  
  • 26. Maslow’s Hierarchy of Needs
  • 27.
    • Maslow believed people rank their needs into five categories
      • Physiological: basic requirements for survival
      • Safety: job security and safe working conditions
      • Social: need to be part of a group
      • Esteem: respect, prestige, recognition
      • Self-actualization: need to fully reach one’s potential
    • Once people achieve a given category of needs, they become motivated to reach the next category.
    Maslow’s Hierarchy of Needs
  • 28.  
  • 29.
    • Frederick Hertzberg stated two theories of motivation as follows:
    • Hygiene Theory
    • Motivation  
  • 30.
    • Hygiene factors are also called dissatisfiers. Hygiene factors are those factors that do not provide any sort of motivation to the employees but it prevents negative motivation
    • The interpersonal relationship
    • Working conditions
    • Salary
    • Quality of Supervision
    • Environment (working condition)
    • Status, and
    • Job security
    • Company and its Administrative policies
  • 31.
    •  
    • Motivators are those feelings that produce feelings of achievement status and recognition in the jobs. They enhance productivity . Motivator apart from providing job Satisfaction
    • The Motivators are
    • Recognition: praise
    • Growth and development
    • Interest in the job
    • Work itself: Interest and challenging
    • Responsibility for enlarged task
    • Advancement: Mobility to higher levels
    • Achievement
  • 32. Motivating with the Basics Motivating with Equity Theory Motivating with Expectancy Theory Motivating with Reinforcement Theory Motivating with Goal-Setting Theory
  • 33.  
  • 34.
    • leaders need to establish a sense of direction and to motivate people to move in that direction.
    • Understanding of leadership theories provides the basis for analyzing leadership and management styles. It is also a factor in the process of making decisions.
    • Charismatic leadership helps to illustrate the power of leaders. Discussion of the need for leadership highlights the management tasks and objectives.
  • 35.  

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