My seminar on leadership

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seminar covers vtu 1st mba syllabus

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My seminar on leadership

  1. 3. <ul><li>Explore a range of communication styles and their effectiveness within different teams and operating environments </li></ul><ul><li>Develop skills to enhance one’s communication effectiveness. </li></ul><ul><li>Clarify the requirements of effective leadership within the current business landscape and develop an understanding of what this looks like in practice. </li></ul><ul><li>Reflect on the vision and future direction of the organisation, and identify the capability requirements needed to meet current and future business needs </li></ul>
  2. 4. <ul><li>Koontz and O'Donnel </li></ul><ul><li>“ Leadership is influencing people to follow in the achievement of a common goal ” </li></ul><ul><li>According to WarrenG. Bennis </li></ul><ul><li>“ Leadership is the capacity to translate vision into reality”   </li></ul>
  3. 5. <ul><li>Vision : </li></ul><ul><li>Definition- </li></ul><ul><li>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 </li></ul><ul><li>&quot;Vision Without Action...Is Just a Dream. Action Without Vision...Just Passes the Time. But, Vision and Action...Can Change the World.“ </li></ul><ul><li>- By Joel Barker </li></ul>
  4. 6. <ul><li>Trait theories focus on individual characteristics of successful leaders . </li></ul><ul><li>Leadership Traits: </li></ul><ul><li>Desire to lead </li></ul><ul><li>Honesty and integrity </li></ul><ul><li>Creativity and Intelligence </li></ul><ul><li>Good technical knowledge </li></ul><ul><li>Self confidence </li></ul><ul><li>Ability to influence others </li></ul><ul><li>Ability to structure social interactions   </li></ul>
  5. 7. <ul><li>Autocratic leadership style: </li></ul>
  6. 9. <ul><li>Laissez – Faire Leadership style…. </li></ul><ul><li>...employee total freedom and control . </li></ul><ul><li>...display extensive trust in the workforce. </li></ul><ul><li>...create a relaxed work climate. </li></ul><ul><li>… motivate through freedom and flexibility . </li></ul><ul><li>  </li></ul>
  7. 10. <ul><li>Exploitative authoritative </li></ul><ul><li>Benevolent Authoritative </li></ul><ul><li>Consultative </li></ul><ul><li>Participative </li></ul>
  8. 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.
  9. 17. <ul><li>“ Communication is a process of passing information and understanding from one person to another” </li></ul><ul><li>- KEITH DAVIS </li></ul>
  10. 18. Organizational Communication Flows Upward Information Downward Instructions Directives Coordination Horizontal Managing Communication Within Diverse Organizations
  11. 19. <ul><li>Verbal communication : using oral and written words </li></ul><ul><li>Non verbal communication : audio and visual presentations </li></ul><ul><li>Verbal channels : memos, emails, telegram </li></ul><ul><li>Non verbal channels : gestures and facial expressions </li></ul>
  12. 20. <ul><li>Perception </li></ul><ul><ul><li>Two people may perceive the same thing in different ways and miscommunication happen. </li></ul></ul><ul><li>Language Characteristics </li></ul><ul><ul><li>When two individuals are using different meanings or interpretations of the same word and do not realize it, a communication barrier exists. </li></ul></ul><ul><li>Other Factors </li></ul><ul><ul><li>Time pressures may cause us to focus on information that helps us make decisions quickly, although the information may not be of high quality. </li></ul></ul><ul><ul><li>Feedback may be impaired or absent. </li></ul></ul>Barriers to Effective Communications
  13. 21. Barriers to Effective Communications <ul><li>Information Overload </li></ul><ul><ul><li>The increasing use of technology in organizations is often leading to overload when the amount of information we can process is exceeded. </li></ul></ul><ul><li>Gender Differences </li></ul><ul><ul><li>Because males and females are often treated differently from childhood, they tend to develop different perspectives, attitudes about life, and communication styles. </li></ul></ul>Barriers to Effective Communications
  14. 22. Barriers to Effective Communications <ul><li>Cross-Cultural Diversity </li></ul><ul><ul><li>The greater the difference between the sender’s and receiver’s cultures, the greater the chance for miscommunication. </li></ul></ul><ul><li>Trust and Honesty </li></ul><ul><ul><li>A lack of trust can cause the receiver to look for hidden meanings in the sender’s message. </li></ul></ul>Barriers to Effective Communications
  15. 23. <ul><li>“ Motivation is a process of channelizing a person’s inner drive so that be accomplishes organizational goals” </li></ul><ul><li>Reward   </li></ul><ul><li>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.; </li></ul>
  16. 24. <ul><li>a </li></ul><ul><li>Extrinsic Rewards- </li></ul><ul><ul><li>tangible and visible to others </li></ul></ul><ul><ul><li>given contingent on performance </li></ul></ul><ul><li>Intrinsic Rewards- </li></ul><ul><ul><li>natural rewards </li></ul></ul><ul><ul><li>associated with performing the task for its own sake </li></ul></ul><ul><li>Good benefits </li></ul><ul><li>Health insurance </li></ul><ul><li>Job security </li></ul><ul><li>Vacation time </li></ul><ul><li>Interesting work </li></ul><ul><li>Learning new skills </li></ul><ul><li>Independent work situations </li></ul>
  17. 26. Maslow’s Hierarchy of Needs
  18. 27. <ul><li>Maslow believed people rank their needs into five categories </li></ul><ul><ul><li>Physiological: basic requirements for survival </li></ul></ul><ul><ul><li>Safety: job security and safe working conditions </li></ul></ul><ul><ul><li>Social: need to be part of a group </li></ul></ul><ul><ul><li>Esteem: respect, prestige, recognition </li></ul></ul><ul><ul><li>Self-actualization: need to fully reach one’s potential </li></ul></ul><ul><li>Once people achieve a given category of needs, they become motivated to reach the next category. </li></ul>Maslow’s Hierarchy of Needs
  19. 29. <ul><li>Frederick Hertzberg stated two theories of motivation as follows: </li></ul><ul><li>Hygiene Theory </li></ul><ul><li>Motivation   </li></ul>
  20. 30. <ul><li>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 </li></ul><ul><li>The interpersonal relationship </li></ul><ul><li>Working conditions </li></ul><ul><li>Salary </li></ul><ul><li>Quality of Supervision </li></ul><ul><li>Environment (working condition) </li></ul><ul><li>Status, and </li></ul><ul><li>Job security </li></ul><ul><li>Company and its Administrative policies </li></ul>
  21. 31. <ul><li>  </li></ul><ul><li>Motivators are those feelings that produce feelings of achievement status and recognition in the jobs. They enhance productivity . Motivator apart from providing job Satisfaction </li></ul><ul><li>The Motivators are </li></ul><ul><li>Recognition: praise </li></ul><ul><li>Growth and development </li></ul><ul><li>Interest in the job </li></ul><ul><li>Work itself: Interest and challenging </li></ul><ul><li>Responsibility for enlarged task </li></ul><ul><li>Advancement: Mobility to higher levels </li></ul><ul><li>Achievement </li></ul>
  22. 32. Motivating with the Basics Motivating with Equity Theory Motivating with Expectancy Theory Motivating with Reinforcement Theory Motivating with Goal-Setting Theory
  23. 34. <ul><li>leaders need to establish a sense of direction and to motivate people to move in that direction. </li></ul><ul><li>Understanding of leadership theories provides the basis for analyzing leadership and management styles. It is also a factor in the process of making decisions. </li></ul><ul><li>Charismatic leadership helps to illustrate the power of leaders. Discussion of the need for leadership highlights the management tasks and objectives. </li></ul>

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