Dhirubhai 1
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LEADERSHIP IDEOLOGY AND ...

LEADERSHIP IDEOLOGY AND
DHIRUBHAISM LEADERSHIP STYLE

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  • paternalistic leadershipDefinitionA type of fatherly managerial style typically employed by dominant males where their organizationalpower is used to control and protect subordinatestaff that are expected to be loyal and obedient. A manager with a paternalistic leadership style might be appropriate for a business with a more formal and hierarchicalstructure where creative thinking is not required of staff.Laissez-faire :Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members.Benefits of Laissez-Faire Leadership:Laissez-faire leadership can be effective in situations where group members are highly skilled, motivated and capable of working on their own. While the conventional term for this style is 'laissez-faire' and implies a completely hands-off approach, many leaders still remain open and available to group members for consultation

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  • 1. PRESENTED BY : MANDAR PATEL
  • 2.  LEADERS ARE NOT BORN, LEADERS ARE ALWAYS CREATED LEADERS ARE ACCEPTED BY PEOPLE THEY LEAD LEADERS LEAD WHEN OTHERS GIVE UP LEADERS GENERATES THE LEADER AND THEN DELEGATES AUTHORITY LEADERS TAKES CRITICISM OF HIS TEAM ON HIMSELF AND INSPIRE THE TEAM LEADERS SEARCH FOR SOLUTION TO THE PROBLEM RATHER THAN FOCUSING ON REASON OF PROBLEM
  • 3. NEED OF LEADER ?Leaders need to do what the people they supervisecant do for themselves at the present moment." There are 4 Basic Styles of Leadership available to the Leader: Directing Coaching Supporting Delegating
  • 4. LEADERSHIP IDEOLOGY
  • 5. AUTOCRATIC DEMOCRATIC LAISSEZ-FAIREPATERNALISTIC ‘’LET IT BE’’ EG : DHIRUBHAI AMBANI
  • 6. DIRECTORS MANAGERS LEADERSFOCUS ON FOCUS ON THINGS FOCUS ON PEOPLEORGANISATIONPRESCRIBE THE RIGHT DO THINGS RIGHT DO THE RIGHT THINGSTHINGS (IF WRONGLY DONE)FAR-SIGHTED DIRECTIVES PLAN INSPIREFORMULATES ORGANIZE INFLUENCESTRUCTURES & POLICIESPROVIDES VISION DIRECT MOTIVATEFORMULATES CODE OF FOLLOW THE RULES SHAPE ENTITIESCONDUCT
  • 7. KNOW Yourself.KNOW Human nature.KNOW Your Job.KNOW Your Organization.DO Provide Direction.DO Implement.DO Motivate
  • 8. Principles OF Leadership
  • 9. BARRIERS TO VISIONARY LEADERSHIP -BY Frank MartinelliLACK OF TIME MANAGEMENTRESISTANCE TO RISK TAKINGLACK OF STRATEGIC PLANNINGCOMPLEXITYMICRO MANAGEMENTCLINGING TO TRADITIONCONFUSED ROLESPAST HABITS
  • 10. Dhirajlal Hirachand AmbaniBorn on December 28, 1932 in Chorwad,Gujarat.Business sense came early as he sold‘Bhajjias’ to pilgrims on Mount Girnar during his childhood.Went to Yemen to join his elder brother , worked at a gas station.Later promoted to as a distributor of Shell products.Came to India, started the business of exporting spices.Founded Reliance Commercial Corp. with cousin ChampaklalDamani with initial capital of 15,000rs
  • 11. An OpportunistDuring 1950s-In the 1950s, the Yemini administration realized that their mainunit of currency, the Rial, was disappearing fast.It was found that a young man in his twenties was placingunlimited buy orders for Yemini Rials.Rials, pure silver coins and was in much demand at the LondonBullion Exchange. Young Dhirubhai bought the Rials, melted theminto pure silver and sold it to the bullion trader sin London.Entrepreneurships true sense lies in the fact that he always looksupon opportunity
  • 12. A VisionaryGovernment of India introduced High Unit Value Scheme;hence Dhirubhai shifted his interests from spices tonylon fabrics.When most Indian business houses depended ongovernment owned financial institutions for funds,Dhirubhai raised capital from the public by offeringshares of his companies.‘’It does not require an invitation to make profits’’. --By Dhirubhai Ambani
  • 13. The InnovatorDhirubhai Ambani is credited with starting the equitycult in India.Backward Integration:To strengthen his position in the textile sector,Dhirubhai integrated backwards and produced fibers
  • 14. The Solution Seeker :Dhirubhai faced resistance from cloth merchants ;sohe decided to open his own showroom named‘’vimal’’The polyester prince announced the buy backscheme when the polyester which he producedstarted loosing its demandWhenever a task seemed too big, to be accomplished,he would reply: "No is no answer!“"Its difficult but not impossible!"
  • 15. The Network Strategist :Using his connections in Aden, he exporteda wide range of commodities to Aden.To Promote VIMAL:Advertising program was launched , toured the entire countryintensively offering franchises to shareholders.Dhirubhai managed to create favorable centers in all the importantareas among the bureaucrats, the ruling politicians, as well as themedia.Dhirubhai Believed That “Business Is Nothing But A WebOf Relationships And Obligations."
  • 16. The Peoples Man :Dhirubhai followed an ‘’open-door policy’’.Employees could walk into his cabin and discuss their problemswith him.He was always inviting people into sharing their thoughts andideas, rather than shutting them out. Always there for his team and brought around confidence inthem. ‘Arm-around-the-shoulder’ - leaderThis tendency that he had, to draw people towards him,manifested itself in countless ways.People s did much more than their capacities since they hadtrust on him, and that they had him on their side.
  • 17. The HelperWhen things went wrong, he was the first person tosense that the circumstances would have been beyondhis teams control, rather than it being a slip on theirpart.His first instinct was always to join his men in puttingout the fire and not crucifying them for it.
  • 18. Dhirubhaism :Never followed the textbook style of management , evolved aUnique style: The American Style of entrepreneurship With the Japanese Focus on Technology And innate shrewdness of a Gujju businessman A Perfect manager of Time , Money ,Men and Passion to findsolution to problems.Believed that business was not all about Ethics & Morality ,itwas all about Expansion & Success (Teleology Theory)
  • 19. DHIRUBHAI AMBANI’S IMPACT ON RELIANCESMANAGERIAL PRACTICES AND THEIR POSITIVEIMPACT ON BUSINESSDhirubhai Ambani was a transformational leader.Through His innovative idea of converting the debenturesof the company into equity shares , Reliance was able to convert its liabilities into assets bythis masterstroke and the share prices of the companywent up and all the investors could make through thisprocess.
  • 20.  Though, the Government of the day was against this equity cult (Badla system) starter by Dhirubhai per say,but, over a period of time based on precedence inforeign companies, the statute book itself was modifiedto be in line with this innovative idea.Consequently, the volumes of business in Reliance increased very fast along with quick multiplication of its share capital.
  • 21. BET ON YOUR PEOPLEBE A SAFETY NET FOR YOUR TEAMBE A SILENT BENEFACTORDREAM BIG BUT WITH YOUR EYES OPENTHE ARM AROUND THE SHOULDER LEADERSUPPLY CREATES DEMANDMONEY IS NOT A PRODUCT BY ITSELF
  • 22. CHANGE YOUR ORBIT CONSTANTLYOPTIMISM,THE CORE OF DHIRUBHAISMYOU CAN FIND A FRIEND IN EVERY HUMAN BEINGTHINK BIG ,THINK FAST ,THINK AHEAD,IDEAS ARENO ONE’S MONOPOLYHOLD ON TO YOUR DREAMSYOU DON’T NEED INVITATION TO MAKEPROFITS
  • 23. Famous Motivational & Inspiring words of DhirubhaiAmbani: ´I am deaf to the word no´. Growth has no limit at Reliance. I keep revising my vision. Only when you dream it you can do it.´ Think big, think fast, think ahead. Ideas are no one’s monopoly´ Our dreams have to be bigger. Our ambitions higher. We bet on people : Our commitment deeper. And our efforts greater. This is my dream for Reliance and for India.´ Don’t give up , courage is my conviction.´ We cannot change our Rulers, but we can change the way they Rule Us.
  • 24. ACHIEVEMENTS :• Unlike other corporate houses who dominated over a period oftime, Dhirubhai Ambani could achieve within a short period with arazor like sharpness and business acumen.• Dhirubhai Ambani proved to be A King in his Diversification.•RIL is now Indias largest Private Sector with turnover overUS$19.976 billion backed by a profit over US$2.03 billion.•25% of share holders in India own a RIL Scrip.• Fortune Global 500 featured RIL in 342nd rank in 2006. ForbesGlobal featured RIL at 295 spot in 2000.
  • 25.  Chemtech and Chemical Engg. World gave the" Man of the Century " award in Nov 2000 to Dhirubhai Ambani Dhirubhai won the " Deans Medal " of Wharton School, University of Pennsylvania in June 1998 for " Outstanding Leadership “ FICCI conferred the title " Man of 20th century " on D.A.in 2000Times Of India in 2000 voted Dhirubhai Ambani as the greatest creator of wealth in the country