Hid mgcg

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Hid mgcg

  1. 1. Dhiraj Gaur Manoj K Aggarwal Manu Aggarwal
  2. 2. Case FactsCase Facts  MGCC is marred by Losses  A new Chairman is Landed from Germany to Run the show at Malaysia  The new Chairman has an autocratic Behavior  He wins new business But losses on to the team  There is widespread Resentment in Team  Chairman is ultimately made to Resigns
  3. 3. Leadership StyleLeadership Style
  4. 4. Leadership StylesLeadership Styles • Autocratic: – Leader makes decisions without reference to anyone else – High degree of dependency on the leader – Can create de-motivation and alienation of staff – May be valuable in some types of business where decisions need to be made quickly and decisively
  5. 5. Leadership StylesLeadership Styles • Democratic: • Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation – Consultative: process of consultation before decisions are taken – Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
  6. 6. Leadership StylesLeadership Styles • Laissez-Faire: – ‘Let it be’ – the leadership responsibilities are shared by all – Can be very useful in businesses where creative ideas are important – Can be highly motivational, as people have control over their working life – Can make coordination and decision making time-consuming and lacking in overall direction – Relies on good team work – Relies on good interpersonal relations
  7. 7. Leadership StylesLeadership Styles • Paternalistic: • Leader acts as a ‘father figure’ • Paternalistic leader makes decision but may consult • Believes in the need to support staff
  8. 8. The Management GridThe Management Grid 9.11.1 5.5 9.91.9High Low 1 1 2 3 4 5 6 7 8 9 2 3 4 5 6 7 8 9 Country Club management Team management Middle-of-the-road management Impoverished management Authoritarian management Concern for Output P e o p l e C o n c e r n
  9. 9. Situational Approach to MGTSituational Approach to MGT 1 Hi. task Provide specific Lo. rel. instructions and closely supervise performance… Lo. task Lo. rel. 4 Turn over responsibility for decisions and implementation… 2 Explain your decisions and provide opportunity for clarification Hi. task Hi. rel. 3 Share ideas and facilitate in making decisions… Hi task Lo. rel. Leader Behavior Low High High RelationshipBehavior Supportivebehavior R Delegating Participating Selling Telling Task Behavior Directive behavior
  10. 10. Way forwardWay forward  Identify two cultures that need to collaborate: In many industries the world is the market, but it is not flat in the cultural sense and potential gaps between the “home” and “target” cultures should be identified.  Identify leaders and leadership talent from each culture: Make a thorough judgment which leaders are sufficiently culturally intelligent to develop for cross-cultural integration and collaboration.  Identify appropriate pairs of co-leaders: Look for a past track record in multicultural environments, a willingness to become team-players, high growth potential and an open-minded, empathetic nature.  Identify real projects: Use real business projects which enhance the learning experience during an intercultural program.  Identify a realistic time frame: A minimum of three to six months is a reasonable time-frame for start-up activities, content delivery and evaluation. Often more time is needed.  Share practices: Sharing of both “good” and “bad” practices, working closely together and adopting an enquiring rather than judgmental mindset.  Adapt for the next cross-cultural challenge: Cultural programs should not be replicated in their entirety because markets and cultures differ.

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