Harnessing leadership and managementPresentation Transcript
HARNESSING LEADERSHIP AND MANAGEMENT
Human Resources Management - Team Motivation - Personal Development
... if a business company didn’t have enough capital, it could borrow from any resources. And if a place is not strategic, the company could move to another place. However, if a company has no leadership, the hope to survive is very thin. – (Bennis and Nanus -1985)
Leadership is the ability to lead the subordinates, the members of the organization, to work towards willingly achieving the organizational goals.
A person level of effectiveness is determine by his or her leadership ability, while organizational effectiveness is proportionate to the strength of leadership
The success of Hewlett-Packard raises the commitment of their workers toward the organization, the success of Wal-Mart , the success of Delta Airlines , one of the companies that successfully overcame the obstacles of strict rules in the airline industries, the success of McDonalds, IBM (International Business Machines) , General Motors , Standard Oil , Helena, Rubenstein , Ford Motors , Dupont , Mary Kay Ash Cosmetics and Tendem is all because of their leadership (Peter & Waterman, 1992).
Management in all business areas is the act of managing human actions to accomplish desired organisational goals and objectives
THREE AREAS OF ACTION
Human Resources Management
HUMAN RESOURCES MANAGEMENT
The most successful organizations manage their human capital and talent as strategic assets. This is achieved by aligning the workforce with business objectives and by using measurement to drive decisions, monitor performance and improve results.
“ Three-quarters of CEOs say that lack of key skills is one of the biggest threats to their business (rising to 86% in Asia Pacific). - PricewaterhouseCoopers 11th Annual Global CEO Survey
“ Successful companies of the 21 st century will be those who do the best jobs of capturing , storing, and leveraging what their employees know”. - Lewis Platt, former CEO Hewlett Packard (HP)
“ you can get capital and erect buildings, but it takes people to build a business”. - Thomas J. Watson, founder of IBM
HR MANAGEMENT DEFINED
A set of inter related functions and processes whose goal is to attract, socialise, motivate, maintain and retain an organisation’s employees.
The term implies that people have capabilities that drive organisational performance along with other resources such as money, materials, information among others
In the business world today, a growing number of experts argue that the key to a firm’s success is based on establishing a set of core competencies. Core competencies are the integrated knowledge sets within an organisation that distinguishes it from its competitors and delivers value to its customers
A HR framework for managing people in an organisation, from time a person is employed, the period which they stay, up to the point where they exit the organisation
Recruitment and selection
Performance Management and Appraisal System
Training and Development
Involves crafted mechanisms to deal with issues relating to discipline, grievance and terminations.
Personal development includes the process of improving and developing oneself and others
Personal development is hard work. It takes time, consistency, and patience.
Personal development is about desiring and pursuing knowledge
"We can never really change someone; people must change themselves. But we can help. We can be a resource." - Stephen R. Covey
“ All men by nature desires knowledge,” - Aristotle
WHAT NEED TO BE DONE
In order to excel in all human endeavours and realize your full potentials, you must know;
Who you are
What you want
What your capabilities are
In order to accomplish your dreams, you must also determine your;
TOOLS FOR IMPROVEMENT
Strive for change
Single experts no longer perform all the functions in the workplace today, hence the focus on teamwork in many organisations today
A TEAM DEFINED
A group of individuals working together to achieve a common objective and for which they hold themselves mutually accountable
CHARACTERISTICS OF EFFECTIVE WORK TEAMS
Accountability : Individuals and supervisors take responsibility for the outcome of the team’s work
Results require collective effort of each team member
Interdependence : Members work with the mindset that one person’s output is another ‘s input
Interpersonal interactions are usually positive to yield desired results