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Harnessing leadership and management


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Harnessing leadership and management

  1. 1. HARNESSING LEADERSHIP AND MANAGEMENT <ul><li>Human Resources Management - Team Motivation - Personal Development </li></ul>
  2. 2. LEADERSHIP <ul><li>... 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) </li></ul>
  3. 3. <ul><li>Leadership is the ability to lead the subordinates, the members of the organization, to work towards willingly achieving the organizational goals. </li></ul>
  4. 4. WHY LEADERSHIP <ul><li>A person level of effectiveness is determine by his or her leadership ability, while organizational effectiveness is proportionate to the strength of leadership </li></ul>
  5. 5. <ul><li>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). </li></ul>
  6. 6. WHY MANAGEMENT <ul><li>Management in all business areas is the act of managing human actions to accomplish desired organisational goals and objectives </li></ul>
  7. 7. THREE AREAS OF ACTION <ul><li>Human Resources Management </li></ul><ul><li>Personal Development </li></ul><ul><li>Team Motivation </li></ul>
  8. 8. HUMAN RESOURCES MANAGEMENT <ul><li>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. </li></ul>
  9. 9. <ul><li>“ 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 </li></ul><ul><li>“ 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) </li></ul>
  10. 10. <ul><li>“ you can get capital and erect buildings, but it takes people to build a business”. - Thomas J. Watson, founder of IBM </li></ul>
  11. 11. HR MANAGEMENT DEFINED <ul><li>A set of inter related functions and processes whose goal is to attract, socialise, motivate, maintain and retain an organisation’s employees. </li></ul><ul><li>The term implies that people have capabilities that drive organisational performance along with other resources such as money, materials, information among others </li></ul>
  12. 12. <ul><li>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 </li></ul>
  13. 13. ENTRY-MAINTENANCE-EXIT (EME) <ul><li>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 </li></ul>
  14. 14. ENTRY <ul><li>Recruitment and selection </li></ul><ul><li>Orientation </li></ul><ul><li>Induction </li></ul>
  15. 15. MAINTENANCE <ul><li>Performance Management and Appraisal System </li></ul><ul><li>Training and Development </li></ul><ul><li>Compensation Management </li></ul>
  16. 16. EXIT <ul><li>Involves crafted mechanisms to deal with issues relating to discipline, grievance and terminations. </li></ul><ul><li>Labour law </li></ul>
  17. 17. PERSONAL DEVELOPMENT <ul><li>Personal development includes the process of improving and developing oneself and others </li></ul><ul><li>Personal development is hard work. It takes time, consistency, and patience. </li></ul><ul><li>Personal development is about desiring and pursuing knowledge </li></ul>
  18. 18. <ul><li>&quot;We can never really change someone; people must change themselves. But we can help. We can be a resource.&quot; - Stephen R. Covey </li></ul><ul><li>“ All men by nature desires knowledge,” - Aristotle </li></ul>
  19. 19. WHAT NEED TO BE DONE <ul><li>In order to excel in all human endeavours and realize your full potentials, you must know; </li></ul><ul><li>Who you are </li></ul><ul><li>What you want </li></ul><ul><li>What your capabilities are </li></ul>
  20. 20. <ul><li>In order to accomplish your dreams, you must also determine your; </li></ul><ul><li>Values </li></ul><ul><li>Goals </li></ul>
  21. 21. TOOLS FOR IMPROVEMENT <ul><li>Constant learning </li></ul><ul><li>Information </li></ul><ul><li>Reading </li></ul><ul><li>Listening </li></ul><ul><li>Coaching </li></ul><ul><li>Training </li></ul><ul><li>Counselling </li></ul><ul><li>Leadership </li></ul><ul><li>Creativity </li></ul>
  22. 22. ELEMENTS <ul><li>Continuous learning </li></ul><ul><li>Positivity </li></ul><ul><li>Personal Excellency </li></ul><ul><li>Honesty </li></ul><ul><li>Self –awareness </li></ul><ul><li>Appreciate </li></ul><ul><li>Effective communication </li></ul><ul><li>Accept mistakes </li></ul><ul><li>Strive for change </li></ul><ul><li>Values </li></ul>
  23. 23. TEAM MOTIVATION <ul><li>Single experts no longer perform all the functions in the workplace today, hence the focus on teamwork in many organisations today </li></ul>
  24. 24. A TEAM DEFINED <ul><li>A group of individuals working together to achieve a common objective and for which they hold themselves mutually accountable </li></ul>
  25. 25. CHARACTERISTICS OF EFFECTIVE WORK TEAMS <ul><li>Accountability : Individuals and supervisors take responsibility for the outcome of the team’s work </li></ul><ul><li>Results require collective effort of each team member </li></ul><ul><li>Interdependence : Members work with the mindset that one person’s output is another ‘s input </li></ul><ul><li>Interpersonal interactions are usually positive to yield desired results </li></ul>
  26. 27. MOTIVATING A TEAM <ul><li>Create a clear vision </li></ul><ul><li>Communicate your vision </li></ul><ul><li>Spend some quality time, not quantity </li></ul><ul><li>Give feedback and coach </li></ul><ul><li>Be a believer </li></ul><ul><li>Learn to recognize and appreciate </li></ul><ul><li>Trust and believe in them </li></ul><ul><li>Adopt participatory approach </li></ul><ul><li>Encourage personal development </li></ul><ul><li>Challenge </li></ul><ul><li>Create good work environment </li></ul><ul><li>Be a good listener </li></ul>
  27. 28. <ul><li>Adindu chukwudi </li></ul><ul><li>Leadership Development Specialist </li></ul><ul><li>Tel: 08035436676 </li></ul><ul><li>Email: [email_address] </li></ul>