This document discusses various topics related to employee empowerment, leadership, change management, team building, communication, and education/training. It provides definitions and overviews of these topics, outlines management's role, discusses strategies and best practices, and identifies inhibitors and ways to overcome challenges. The key topics covered include empowering employees, leading change, building effective teams, improving communication skills, and the importance of training for employees and managers.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Leadership Training Program - Benefits and Objectivesjosephb987
This Power Point Presentation talks about leadership training program, it's benefits and objects. For more information visit: https://www.tools4management.com/article-category/leadership/
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Leadership Training Program - Benefits and Objectivesjosephb987
This Power Point Presentation talks about leadership training program, it's benefits and objects. For more information visit: https://www.tools4management.com/article-category/leadership/
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
Leadership Under Organisational BehaviourSahil Nagpal
This document discusses theories of leadership and leadership styles. It defines leadership as the ability to influence others towards goals, versus management which uses formal authority. Trait theories propose that leaders have certain personality traits like ambition and integrity. Research also looked at the Big Five personality dimensions. Different leadership styles are discussed, including autocratic where the leader makes all decisions, democratic where the leader involves others, and laissez-faire where the leader gives employees freedom. Effective communication and understanding followers are also identified as important leadership factors.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
The document discusses various theories and concepts related to leadership. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. Leadership involves developing a vision to motivate people towards a goal. The document outlines different types of leaders, the differences between managers and leaders, and several theories of leadership including trait theory, behavioral theory, contingency theory, and situational theory. It also discusses studies on leadership conducted at Ohio State University and the University of Michigan.
This document discusses various leadership styles including autocratic, bureaucratic, democratic, laissez-faire, transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership styles. It provides descriptions of each style and when they may be most or least effective to use based on the situation and staff being led. The conclusion emphasizes that the best leadership style depends on the manager's background, the staff, and the organization, and that effective leaders adapt their style to different situations rather than relying on just one approach.
The document discusses various theories and styles of leadership. It covers trait theory, behavioral theories including Ohio State studies and University of Michigan studies, contingency theories like Fiedler model and situational leadership, and transformational leadership. It also outlines different leadership styles such as autocratic, democratic, laissez-faire, paternalistic, personal, impersonal, functional, and charismatic. Additionally, it discusses Likert's leadership styles and styles presented in path-goal theory.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
The document discusses management skills and performance improvement. It defines different levels of management from top managers down to first-line managers and operatives. It also outlines key management processes like planning, organizing, leading, and controlling. Tools for management include delegation, problem solving methods like SWOT analysis and fishbone diagrams, and action planning.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.
The document discusses various aspects of competency frameworks and time management. It provides definitions of competency and competence, noting that competence indicates sufficient knowledge, skills, and personal motives to act effectively in a job. It then provides several sections on topics like ownership, time management techniques, planning, setting goals, listing and scheduling tasks, assigning resources, indicators for next tasks, and tools for planning. The overall document appears to be providing guidance on developing competency frameworks and effectively managing time and plans.
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
This document discusses several leadership theories including trait theories and behavioral theories. It describes Kurt Lewin's behavioral theory which identified three leadership styles: autocratic, democratic, and laissez-faire. It also discusses Tannenbaum and Schmidt's model of delegation and team development which shows how a manager's authority decreases as a team's freedom increases through seven levels. The document provides an overview of several important leadership theories but does not analyze them in depth.
There are four leadership styles that are determined by the balance between directive behavior, which involves clearly telling people what to do, and supportive behavior, which involves listening to people and involving them in problem solving. The four styles are telling (high directive, low supportive), persuading (high directive, high supportive), encouraging (low directive, high supportive), and releasing (low directive, low supportive). The most effective leadership style depends on the situation and needs of the individuals and organization.
Employee empowerment aims to give workers greater decision-making authority in work-related matters, ranging from offering suggestions to vetoing management decisions in areas like job performance, working conditions, and supervisor evaluations. Empowerment benefits include improved productivity, creativity, innovation, faster decision-making, and better utilization of human resources. Degrees of empowerment range from total management control to self-management where employees make most work-related decisions. For empowerment to be effective, managers must be committed to sharing control and information, while employees need training and skills to make decisions.
This document defines teamwork and team building, describing the types and stages of team building. It also defines employee empowerment, outlining the meaning, steps, and process. Regarding team building, it discusses the five stages of forming, storming, norming, performing, and adjourning. For employee empowerment, it provides the benefits such as increased satisfaction, customer service, retention, and motivation. The document also notes potential barriers to empowerment like managers not fully understanding or establishing proper boundaries.
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
Leadership Under Organisational BehaviourSahil Nagpal
This document discusses theories of leadership and leadership styles. It defines leadership as the ability to influence others towards goals, versus management which uses formal authority. Trait theories propose that leaders have certain personality traits like ambition and integrity. Research also looked at the Big Five personality dimensions. Different leadership styles are discussed, including autocratic where the leader makes all decisions, democratic where the leader involves others, and laissez-faire where the leader gives employees freedom. Effective communication and understanding followers are also identified as important leadership factors.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
The document discusses various theories and concepts related to leadership. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. Leadership involves developing a vision to motivate people towards a goal. The document outlines different types of leaders, the differences between managers and leaders, and several theories of leadership including trait theory, behavioral theory, contingency theory, and situational theory. It also discusses studies on leadership conducted at Ohio State University and the University of Michigan.
This document discusses various leadership styles including autocratic, bureaucratic, democratic, laissez-faire, transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership styles. It provides descriptions of each style and when they may be most or least effective to use based on the situation and staff being led. The conclusion emphasizes that the best leadership style depends on the manager's background, the staff, and the organization, and that effective leaders adapt their style to different situations rather than relying on just one approach.
The document discusses various theories and styles of leadership. It covers trait theory, behavioral theories including Ohio State studies and University of Michigan studies, contingency theories like Fiedler model and situational leadership, and transformational leadership. It also outlines different leadership styles such as autocratic, democratic, laissez-faire, paternalistic, personal, impersonal, functional, and charismatic. Additionally, it discusses Likert's leadership styles and styles presented in path-goal theory.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
The document discusses management skills and performance improvement. It defines different levels of management from top managers down to first-line managers and operatives. It also outlines key management processes like planning, organizing, leading, and controlling. Tools for management include delegation, problem solving methods like SWOT analysis and fishbone diagrams, and action planning.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.
The document discusses various aspects of competency frameworks and time management. It provides definitions of competency and competence, noting that competence indicates sufficient knowledge, skills, and personal motives to act effectively in a job. It then provides several sections on topics like ownership, time management techniques, planning, setting goals, listing and scheduling tasks, assigning resources, indicators for next tasks, and tools for planning. The overall document appears to be providing guidance on developing competency frameworks and effectively managing time and plans.
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
This document discusses several leadership theories including trait theories and behavioral theories. It describes Kurt Lewin's behavioral theory which identified three leadership styles: autocratic, democratic, and laissez-faire. It also discusses Tannenbaum and Schmidt's model of delegation and team development which shows how a manager's authority decreases as a team's freedom increases through seven levels. The document provides an overview of several important leadership theories but does not analyze them in depth.
There are four leadership styles that are determined by the balance between directive behavior, which involves clearly telling people what to do, and supportive behavior, which involves listening to people and involving them in problem solving. The four styles are telling (high directive, low supportive), persuading (high directive, high supportive), encouraging (low directive, high supportive), and releasing (low directive, low supportive). The most effective leadership style depends on the situation and needs of the individuals and organization.
Employee empowerment aims to give workers greater decision-making authority in work-related matters, ranging from offering suggestions to vetoing management decisions in areas like job performance, working conditions, and supervisor evaluations. Empowerment benefits include improved productivity, creativity, innovation, faster decision-making, and better utilization of human resources. Degrees of empowerment range from total management control to self-management where employees make most work-related decisions. For empowerment to be effective, managers must be committed to sharing control and information, while employees need training and skills to make decisions.
This document defines teamwork and team building, describing the types and stages of team building. It also defines employee empowerment, outlining the meaning, steps, and process. Regarding team building, it discusses the five stages of forming, storming, norming, performing, and adjourning. For employee empowerment, it provides the benefits such as increased satisfaction, customer service, retention, and motivation. The document also notes potential barriers to empowerment like managers not fully understanding or establishing proper boundaries.
This document discusses leadership and employee empowerment. It begins with an agenda covering topics like leadership styles, the leader's role in empowerment, and challenges. It then discusses empowering employees by transferring authority, sharing power, and building trust. The rationale for empowerment includes increased motivation and productivity. Leaders can empower employees by setting examples, inspiring shared visions, challenging processes, and recognizing contributions. Inhibitors include resistance to change. Effective implementation involves creating a supportive environment and assessing progress. Empowered organizations can outperform competitors. Challenges include increased risk and adjusting manager roles. Lessons on empowerment are provided from leaders like Fred Smith, Steve Jobs, and Ulysses S. Grant.
The document discusses employee empowerment in organizations. It describes three levels of empowerment: enabling bigger decisions, improving processes, and playing a more effective role. Benefits include improved satisfaction, organizational growth as power is shared, better performance, and increased trust. However, some managers fear losing control or power over subordinates. Effective empowerment requires communication, training, selecting the right employees, sharing information, and establishing work teams. Key steps include valuing people, sharing vision and goals, trusting employees, providing decision-making information, delegating authority, providing feedback, and listening to employees. Potential issues can arise from disconnects, insufficient training, reluctant managers, and breakdowns in structure.
The document discusses employee empowerment. It defines empowerment as enabling employees to set work goals, make decisions, and solve problems within their areas of responsibility. Empowerment enhances employee beliefs that they meaningfully contribute to organizational success, gives them a feeling of competence and self-determination, and makes them believe they can impact important decisions. For empowerment to succeed, certain prerequisites are needed, like involvement, quick decision making, error tolerance, communication, and trust between managers and employees.
ReadySetPresent (Empowerment PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Increasing empowerment in the workplace increases self-confidence, courage, and strength in each employee. Empowerment PowerPoint Presentation Content slides include topics such as: slides on a leader's role, 7 benefits of empowerment, empowerment in practice, various guidelines, 6 slides on empowered teams, 20+ tips for empowering employees, 9 rules of empowerment, 4 empowerment dimensions, building contracts with employees, 4 keys to assisting integration, 5 slides on building employee contracts, five types of empowerment, skills needed to empower, 7 slides on empowered decision making, 5 types of managerial control, 4 slides on when to empower, how to’s and more!
Slides that support an interactive workshop on empowering teams and being an empowered leader. the slides are merely visual aids for the session, but are offered as a guide to what is contained in the training.
Employee Empowerment: The Strong Demand for Better Retail Associate ToolsRevUnit
Today’s competitive retail marketplace is putting renewed interest in retail staffing models and budgets. Store associates are key contributors to the success or failure of brick-and-mortar stores. In many ways, they are a retailer’s most important asset.
However, retail employees aren't often provided with the tools to truly empower them. From increasing productivity and efficiency to opening up communication. Here are some of the important reasons why employee empowerment matters for retailers.
Sources: http://revunit.com & http://blog.revunit.com/demand-for-retail-employee-empowerment/
The document discusses employee empowerment. It defines empowerment as shifting authority and responsibility to lower-level employees. Empowerment enhances status, recognition, and motivation for employees to achieve goals. It discusses perspectives on empowerment from social, psychological, and organizational views. Effective empowerment requires desire from managers and employees, trust, competence, and management support. Empowerment leads to commitment, innovation, and competitive advantage by developing valuable human resources.
The document discusses five major topics related to organizational development: employee empowerment, leadership and change, team building and teamwork, communication, and education/training. It provides details on concepts like empowering employees through suggestion systems, the roles of leadership in quality initiatives and change management, factors that influence effective teamwork, strategies for communication quality priorities, and techniques for improving listening skills. The overall focus is on developing employees and optimizing organizational performance.
This document discusses the concept of employee empowerment. It defines empowerment as sharing power with employees by enabling them to set work goals, make decisions, and solve problems. The document outlines the need for empowerment due to powerlessness and low self-efficacy. It also describes five approaches to empowerment including helping employees achieve job mastery and allowing more control. Characteristics of empowered employees include trust, mutual respect, and involvement in decision making. The significance and benefits of empowerment are improved productivity, creativity, and organizational learning.
The document discusses employee empowerment practices and organizational effectiveness in the banking sector in India. It aims to study the impact of autonomy, communication, training, rewards and organizational culture on effectiveness in State Bank of India and ICICI Bank. The study uses a survey questionnaire to collect primary data from non-executive employees of the banks. Statistical tools like correlation analysis and t-tests will be used to analyze the data and test hypotheses about differences in empowerment practices between the banks and their influence on organizational effectiveness. Limitations include the focus only on two banks in one region of India.
1) Empowerment is defined as giving employees power and encouraging their increased commitment to organizational success through participative processes.
2) Methods for empowering employees include helping them achieve job mastery, allowing more control, and providing role models and emotional support.
3) Participation is a subset of empowerment that involves innovation, information sharing, and giving employees power and accountability.
4) Barriers to empowerment can include an organizational culture that is incongruent with empowerment, a lack of employee inclination, and fears or desires for guidance rather than autonomy.
The document discusses empowering employees through development. It suggests that empowerment helps employees understand group dynamics and leadership to function effectively in teams. Additionally, empowerment gives employees autonomy to set goals, solve problems independently, and make decisions to increase productivity, morale, and loyalty. The document recommends training programs to teach empowering skills like objective setting, problem solving, communication, and leading self-managed teams. The overall goal of empowerment is to develop skills that increase employee responsibility and the quality of their work.
The document discusses employee empowerment practices and organizational effectiveness in the banking sector in India. It aims to study the impact of autonomy, communication, training, rewards and organizational culture on effectiveness in State Bank of India and ICICI Bank. The study uses a survey questionnaire to collect primary data from non-executive employees of the banks. Statistical tools like correlation analysis and t-tests will be used to analyze the data and test hypotheses about differences in empowerment practices between the banks. The results could help the organizations formulate better HR strategies for improved effectiveness.
As your company and your people become increasingly dependent on IT services—and as the relentless pace of business change drives greater “churn” in who needs what, and when—conventional approaches to IT service management are fast becoming obsolete.
By implementing RES ONE Service Store, your company can handle the intensifying IT service management requirements with ease, efficiency and excellence.
Empowering employees by giving them responsibility and autonomy leads to higher job satisfaction, motivation, and performance. However, empowerment requires overcoming barriers like bureaucracy, risk aversion, and lack of trust. Leaders can empower employees by supporting their development, delegating meaningful tasks, sharing knowledge, and allowing autonomy within clear boundaries and accountability. Potential hazards include a lack of structure or alignment with organizational goals. Successful empowerment requires a shared vision, open communication, aligned individual goals, and mutual support.
Westgeest (2011) employee empowerment and its relation tAffan Aijaz
The document discusses employee empowerment and its relationship to affective commitment. It provides background on the current work environment and the shift to a knowledge economy. Empowerment and its dimensions of impact, competence, meaning and self-determination are described. Affective commitment refers to an employee's identification with an organization. The study aims to investigate the relationships between empowerment, its dimensions, and affective commitment, as well as the moderating roles of job engagement and trust in management.
The document discusses participative management as a technique for motivating employees. It describes key components of participative management including involving employees in decision making, building trust between managers and employees, and focusing on common goals. The benefits of participative management are also summarized, which include improved productivity, communication, decision making, employee morale and satisfaction.
The document outlines an educational leadership model with five key elements: educational leadership, school context, four Māori leadership qualities (manaakitanga, pono, ako, and awhinatanga), leading change and problem solving, and five interconnected areas of practice (culture, pedagogy, systems, partnerships, and networks). Effective educational leaders are responsible for improving student outcomes, creating effective teaching conditions, exploring technology, developing learning communities, and building internal and external networks. The four Māori qualities - caring, integrity, learning, and supporting others - are essential for focused educational leaders.
Leadership Skills For Your Startup Growth - Patrick Henry Entropic Patrick Henry Entropic
This document discusses leadership skills for startups and organizational growth. It covers five key topics: management functions and styles, the role and work of managers, different management levels, management styles, and leadership. The management functions are planning, organizing, staffing, implementing, and controlling. Tactical management is more directive while strategic management involves employees in decision-making. Effective leadership requires understanding others, communication skills, and developing trust. Organizational success depends on ethical behavior and treating all stakeholders fairly.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
This document discusses team building concepts, including defining what a team is, the need for teams, and the importance of team building. It describes forming effective teams by considering makeup, roles and responsibilities, mission statements, and goals. The document outlines a four-step approach to team building: assess needs, plan activities, execute activities, and evaluate effectiveness. It discusses advantages like identifying strengths/weaknesses and developing communication, and disadvantages such as potential conflicts and difficulty evaluating individuals. Finally, it covers performance rewards and using both monetary and nonmonetary incentives.
Ongamo joe marshal - characteristics of leadershipOngamoJoeMarshal
Ongamo Joe Marshal is ensure that the organization's leadership maintains a constant awareness of both the external and internal competitive landscape, opportunities for expansion, customer base, markets, new industry developments and standards, and so forth.
The document provides an outline for a 1-day workshop on inspirational and transformational leadership. The workshop aims to help participants understand the changing demands of leadership and develop skills in emotional intelligence and flexible leadership styles.
The workshop overview describes the new realities of leadership involving empowerment, collaboration, diversity and ethical purpose rather than control and self-interest. It will cover emotional intelligence competencies, different leadership styles, and how leadership impacts organizational climate and performance.
The learning outcomes are to help participants gain understanding of effective leadership in engaging employees, develop emotional intelligence, understand situational leadership styles, learn coaching skills, and create a personal leadership development plan. The workshop will use methods like videos, assessments, exercises and case studies
This document discusses why companies use teams and how to effectively structure and manage teams. Some key points include:
1) Companies use teams to satisfy social needs, leverage diverse skills and perspectives, and increase productivity through cooperation and accountability.
2) Effective teams have a clear mission and goals, consist of committed members with complementary skills, and have defined roles and responsibilities for leadership, record keeping, and quality assurance.
3) Team success relies on traits like honesty, cooperation, initiative and perseverance among members, as well as clear direction, accountability, and an ongoing process of assessment, planning, execution and evaluation.
Directing involves leading people in a manner that achieves organizational goals through proper allocation of resources and support. Effective directing requires interpersonal skills like motivation, command, control, collaboration, and communication. A key skill is motivating people by making them feel involved and appreciated for their contributions to the team. Directing styles range from authoritarian to delegative depending on the situation and level of follower experience and autonomy. The most effective approach often involves elements of multiple styles.
The document discusses various aspects of leadership including definitions, characteristics, styles, and approaches. It defines leadership as interpersonal influence directed towards goals and the ability to motivate others. Key points made include distinguishing leadership from management, describing traits of successful leaders, and comparing transactional and transformational leadership styles. Situational leadership approaches and the path-goal theory are also summarized.
This chapter discusses team building as a leadership strategy. It defines common types of work teams and characteristics of effective teams. It also outlines behavioral science principles that support team building and important team-building skills for leaders, such as consideration, structure, and flexibility. Finally, it discusses the roles and skills employees need to be valued team members.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
1. The document discusses participative management, which involves including employees in decision-making processes to improve the organization.
2. Key aspects of participative management include giving employees responsibility, accountability, and authority over their work. It also provides tools for employees to improve performance and communication.
3. The benefits of participative management include increased productivity, motivation, morale, and achievement of organizational objectives. It improves communication, reduces turnover, and leads to better decision-making.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
The document describes TeamEXCEL, a 3-day leadership development program developed by Jarden Consumer Solutions. The program aims to provide skills training in areas like interpersonal skills, leadership, communication, teamwork, and coaching. It uses assessments and modules to teach participants how to create a learning environment, understand personality impacts, improve leadership, enhance performance through feedback, improve output through collaboration, support change management, and present improvement ideas. The goal is to help managers develop skills to promote effective team management, decision making, and leadership.
Running head EFFECTIVE TEAMS2EFFECTIVE TEAMS2Ef.docxtodd271
Running head: EFFECTIVE TEAMS 2
EFFECTIVE TEAMS 2
Effective Teams
Name
Institution
Effective Teams
Introduction
A team can be defined as a group of two or more people that share a common goal (Ahmed, Siantonas & Siantonas 2017). Most companies organize their employees in teams to improve productivity and adopt new perspectives that enhance sustainable growth. For instance, teachers frequently arrange their students into teams to discuss assignments and any other classwork. The result is a more effective and informed group of students. Effective teamwork, therefore, invariably out-performs individuals (Bannister, Wickenheiser & Keegan 2014). When a group of people put their collective input in solving a problem, the result is a more creative and flexible solution than in the case of an individual. This report aims at discussing specific, insightful findings about teamwork and the significance of teams in a communication field, e.g. business, journalism, teaching among others.
Effective Team
Teams are organized together to work interdependently or cooperatively to improve quality, complete projects and to enhance efficiency (Bannister, Wickenheiser & Keegan 2014). Every individual or member of a team brings unique skills and talents that positively impacts on the success of a group. A team is created to serve both short-term and long-term goals. In business, short-term teams can include a team tasked to tackle a specific customer problem or complaint; a group that is planning an annual company’s party or retreat or a team developing an employee onboarding process. Effective teams offer alternative to vertical-chains of command and are the more inclusive approach for spearheading organizations’ goals and objectives. In a team, the participants not only share information but also share the responsibility of the outcome for the team’s work.
Characteristics of Effective Teams
According to Wheelan (2014), not every team succeeds to achieve its desired objectives. A team that spends too much time debating decisions is likely to fail. Likewise, a team that is constituted of lazy members is a farce or ineffective. Effective teams have the following characteristics; Open communication; there must be a communication pattern amongst all members of the team. Individuals in a team should welcome diverse views and encourage open and honest discussions. Members having different views is inevitable, but it is prudent that every member’s idea is put into perspective before arriving at the final decision. Still, on communication, it is good that groups frequently meet to evaluate and discuss the status of the tasks assigned to them. Secondly, an effective team has clearly defined goals and purpose (Ahmed, Siantonas & Siantonas 2017). Every team member must ensure that they are aware of their roles in meeting the teams’ objective. Goals set the success and target of the teams. Thirdly, leadership to guide members through the teams’ project. T.
This document provides an overview of leadership, including definitions, elements, types, characteristics, skills, and competencies. It defines leadership as influencing people to accomplish goals. The key elements of leadership are vision, influence, power, authority, responsibility, and accountability. Different types of leaders include natural, charismatic, rational, consensus, and leader by force. Important leadership skills include diagnosing, adapting, and communicating. The leadership process involves the leader, followers, situation, and communication. Competencies for effective leadership include abilities like visioning, team building, conflict resolution, assessment, coaching, employee involvement, and focus on purpose.
The document contains rules related to the implementation of the Right of Children to Free and Compulsory Education Act in the state of Orissa, India. Some key points:
- It establishes School Management Committees for schools, made up mostly of parents, to manage schools and oversee the implementation of the Act.
- The Committees are tasked with developing 3-year School Development Plans to map enrollment, infrastructure, teacher, and financial needs to fulfill the Act.
- The government and local authorities must work to establish neighborhood schools within 1 km for grades 1-5 and 3 km for grades 6-8, relaxing the limits as needed based on terrain or population density.
- Provisions are
The document provides answers to frequently asked questions about affiliation with the Central Board of Secondary Education (CBSE) in India. Affiliation means a school is formally enrolled with CBSE and follows its approved curriculum, while recognition refers to approval from the relevant state education department. The revamped affiliation bye-laws of 2018 aim to make the process more transparent and simplify procedures. Schools can apply for affiliation to teach the CBSE middle school syllabus or for general affiliation.
This document outlines revised guidelines for the composition and function of School Management Committees in Odisha. Key points:
1. A Standing Committee on Education will be formed at the Grama Panchayat/NAC/Municipality level with elected officials, school heads, education experts, and community members.
2. Parent Teacher Associations will be formed in each school with all parents and teachers as members. They will elect SMC members and discuss school progress and needs.
3. The Standing Committee, SMCs, and PTAs will work together to oversee school development, ensure student enrollment and attendance, and improve education quality in their local areas.
The document provides 101 tips to improve communication skills. It is organized into sections on speaking, listening techniques, speaking and writing, and general tips. The tips include knowing your message, reducing jargon, active listening, outlining ideas, using clear and concise language, maintaining eye contact, writing with purpose, considering your audience, managing stress, and having a positive attitude. The overarching goal is to effectively exchange thoughts and ideas through speaking, writing, listening and nonverbal communication.
Success requires consistent practice and effort. Ravenshaw Helpline provides English grammar coaching in Cuttack, located on Pilgrim Road ahead of Andhra Bank in College Square. Those interested can contact them at 9437303774, 9668704368 or via email at ravenshawhelpline@gmail.com.
Success requires consistent practice and effort. Ravenshaw Helpline provides English honors coaching in Cuttack, located on Pilgrim Road ahead of Andhra Bank in College Square. They can be contacted at 9437303774 or 9668704368, or via email at ravenshawhelpline@gmail.com.
Success requires consistent practice and effort. Ravenshaw Helpline provides English grammar coaching in Cuttack, located on Pilgrim Road ahead of Andhra Bank in College Square. Those interested can contact them at 9437303774, 9668704368 or via email at ravenshawhelpline@gmail.com.
This document advertises an English language tutoring service called Ravenshaw Helpline located in Cuttack, India. It provides instruction for spoken English, group discussions, IELTS, TOEFL, written English, translation, and test preparation for competitive government exams. The key message is that success requires practice above all else. Contact information including the address, phone numbers, and email are provided for Ravenshaw Helpline.
Title, abstract, introduction, literature review Janardan Mishra
This document provides guidance on writing titles, abstracts, introductions, and literature reviews for research proposals and papers. It discusses key elements and considerations for each section, including keeping the title brief but informative, including necessary details in the abstract, positioning the research in the existing literature in the introduction, and comprehensively reviewing and analyzing relevant previous work in the literature review. The document emphasizes writing these sections clearly and concisely to effectively introduce and situate the research for readers.
This short document discusses two perspectives or points of view - the movement of parts of the body and the number of people involved. It appears to be laying out two different lenses through which something can be viewed but provides no other context or details.
The document describes several activities used in a spoken English class, including interactive story, mock seminar, and cross fire. The activities involve students and teachers participating through question and answer sessions, presentations, or discussions to develop students' English skills in areas like fluency, vocabulary, grammar, and creativity, with teachers evaluating students' performance.
This document discusses privatizing education. It outlines reasons for and against privatization, including failures of state education systems and the potential for private systems to be more efficient, innovative, and cost-effective through investment and economies of scale. An example is given of NIIT, a private Indian company that provides computer training and has expanded globally through research and development. Key questions are raised about whether private education virtues could be replicated in state systems and accessed by more students. Public-private partnerships are proposed as a potential solution that could address breakdowns seen in some public school systems.
This document provides tips and guidance for improving spoken English skills. It recommends finding opportunities to speak English regularly, such as with a partner or in training sessions. It also suggests practicing pronunciation and intonation, developing vocabulary, reading aloud daily, and seeking professional help. The document lists methodologies and components of spoken English training, including oral activities, listening practice, basic grammar lessons, evaluating accent and using body language.
This document contains questions and answers about various topics related to occupations, plants and animals. It asks about different jobs like what carpenters, gardeners, and watchmen do. It also asks about types of animals like pets, domestic animals, and wild animals. It provides examples of each and asks about things plants need to grow and products we get from plants. The document closes with matching animals to their young and sounds they make.
The document discusses preparing for a job interview. It emphasizes that the most important thing is to prepare by researching the employer and job, having a resume ready, and thinking about how to provide concrete examples of your relevant skills and experience. Some key points covered include making a good first impression with your appearance, demonstrating through stories and examples during the interview how you can do the job, and following up after the interview with a thank you. The overall message is that thorough preparation is essential to having a successful interview.
This document provides information on interviewing techniques and negotiating salary. It discusses how to prepare for an interview, typical interview structures and questions, and follow-up. It also outlines understanding the negotiation process, making the case during an interview, responding to objections, and examples of salary negotiation discussions. The key topics covered are interview preparation, common interview stages and questions, and strategies for effectively negotiating salary.
The document provides tips and strategies for preparing for and excelling in a job interview. It discusses researching the organization, practicing interview skills like handshakes and making eye contact, dressing appropriately, and preparing responses to common interview questions. The tips include arriving early, maintaining a positive attitude, having copies of relevant documents, and focusing the discussion on one's strengths, qualifications, and fit for the role. Overall, the document emphasizes the importance of thorough preparation to make a strong first impression and clearly communicate one's suitability for the position.
Group discussions involve 8-12 members discussing a topic for 20-30 minutes. They assess personality, communication skills, leadership, and more. Good discussion skills include preparing, actively listening, supporting views with facts, maintaining cordiality, and avoiding interruptions or changing opinions. Participants should be assertive but not hurt others, accept criticism politely, show leadership, and suggest ideas without blaming. Common topics discuss issues in technology, society, culture and India's development.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
4. Employee Empowerment Defined…
Employee Empowerment is Employee Involvement
that matters.
It could also be defined as controlled transfer of
authority to make decisions and take actions.
What is needed?
Successful implementation of empowerment requires
change in corporate culture.
Does this mean Abdication?
NO. Empowerment involves actively soliciting input from
those closest to the work and giving careful thought to
that input.
5. Rationale
An aspect of Working Smart
Empowerment is the key to
motivation & Productivity.
It enables a person to develop
personally & professionally.
6. Inhibitors of Empowerment
Resistance from Employees & Unions
Resistance from Management
Insecurity
Personal Values
Ego
Management Training
Personality Characteristics of Managers
Exclusion of Managers
Workforce Readiness
Organizational Structure & Management Practices
7. Management’s Role in Empowerment &
Implementing Empowerment
Management’s Role:
Commitment
Leadership
Facilitation
Implementing Empowerment:
Development of Suggestion Systems (Fig 8.3)
Considering the Employees Point of View
Putting Vehicles in Place
Brainstorming
Nominal Group Technique (fig 8.4)
Quality Circles
Suggestion Boxes
Walking & Talking
8. Suggestion Systems - 1
Management’s Role:
Establishing Policy
Setting Up the System
Promoting the Suggestion System
Evaluating & Implementing suggestions
Rewarding employees
Improving the system..
Improving Suggestion Processing
Improving Individual Suggestions
Problem Identification
Research
Idea Development
9. Suggestion Systems - 2
Evaluating Suggestions
Though Employees make suggestions, final analysis is still
to be made by manager.
Thus, Establish a formal rating system for evaluating
suggestion systems.
Handling Poor Suggestions
Listen Carefully
Express Appreciation
Carefully explain your position
Encourage feedback
Look for Compromise
10. Achieving Full Participation
Removing Hidden Barriers
Negative Behavior
Poor Writing Skills
Fear of Rejection
Inconvenience
Encouraging new Employees
Coaching Reluctant Employees
Assess
Investigate
Match
Choose
Manage
11. How to Recognize Empowered
Employees
Taking Initiative
Identifying Opportunities
Thinking Critically
Building Consensus
12. Empowerment
Avoiding Traps:
Defining Power as Discretion & Self- Reliance
Failing to Properly Define Empowerment for Managers &
Supervisors
Assuming Employees Have the skills to be Empowered
Getting Impatient Making the Transition from
Traditional Approach
Beyond Empowerment
14. Leadership Defined
Leadership is the ability to inspire people to make
a total, willing and voluntary commitment to
accomplish or exceeding organizational goals.
Leaders must
Overcome resistance to change
Broker the needs of Constituency groups
Establish an ethical framework
Characteristics
Balanced Commitment
Positive Role Model
Good Communication Skills
Persuasiveness
15. Leadership for Quality
Principles:
Customer Focus
Obsession with Quality
Freedom through Control
Looking for Faults in Systems
Teamwork
Continuing Education & Training
The Juran Trilogy:
Quality Planning
Quality Control
Quality Improvement
16. Leadership
Motivation & Inspiration:
Understanding Individual
Needs
Understanding Individual
Beliefs
Leadership Styles:
In a total Quality setting, the
most appropriate style might
be called participative
leadership taken to a higher
level
17. Building & Maintaining a Following
Popularity & the Leader
Not all good leaders are popular. Vice Versa applies.
Leadership Characteristics
Sense of Purpose, Self-Discipline, Honesty, Credibility,
Commonsense, Stamina, Commitment, Steadfastness.
Pitfalls
Trying to be a buddy, Having an Intimate relationship
with an employee, Trying to keep the same when
supervising former peers.
Paradigms of Human Interaction
Win/Win, Win/Lose, Lose/Lose, Win
18. Leadership Vs Management
Leadership & Management are two distinctive and
Complementary systems of action.
Management
Coping with Complexity
Planning & Budgeting for
Complexity
Develops capacity to
carry out plans through
organizing & staffing
Ensures accomplishment
of plans through controlling
& Problem Solving
Leadership
Coping with Change
Setting the Direction for
change
Aligns people to work
toward the vision
Motivates & Inspires
people to want to accomplish
the plan
19. Leadership, Ethics, Change
Leadership & Ethics:
Setting high standards of ethical behavior is an essential
task of leaders in a total quality setting.
Leadership & Change
Have a clear vision & corresponding goals
Exhibit a strong sense of responsibility
Be an effective communicator
Have a high energy level
Have the will to change
20. Change
Employees & Mangers on Change
Difficulty in Change Different perceptions of
employees & managers.
Hence, proper atmosphere should be created to
accommodate change.
Restructuring & Change:
Be smart & Empathetic
Have a Clear Vision
Establish Incentives that Promote the Change
Continue to Train
21. How to Lead Change?
Change Facilitation
Model:
A critical aspect of
leadership in today’s
globally oriented
organization involves
leading change.
23. Overview of
Team Building & Teamwork - 1
What is a Team?
A team is a group of people with a common, collective
goal.
Rationale for Teams
Primary reasons for advocating teamwork are:
Two or more heads are better than one.
People in teams get to know each other better, build trust &
as a result help each other.
Teamwork promotes better communication.
A group of people become a team when the following
conditions exist:
Agreement exists as to the team’s mission
Members adhere to the team ground rules
Fair distribution of responsibility & authority exists.
24. Overview of
Team Building & Teamwork - 2
Types of Teams
Department Improvement Team
Process Improvement Team
Task Force
Learning to Work Together
Factors influencing teamwork:
Personal Identity of Team members
Relationships among Team members
Identity within the organization
How to be a Member?
Gain Entry, Be Clear on the Team’s mission, Be well
prepared and participate, Stay in Touch.
25. Overview of
Team Building & Teamwork - 3
How to be a Leader?
Be clear on the team’s mission
Identify success criteria
Be action centered
Establish the ground rules
Share Information
Cultivate Team Unity
Team Excellence & Performance
Interdependence, Stretching tasks, Alignment, Common
Language, Trust/Respect, Shared Leadership/
Followership, Problem-solving skills, Confrontation/
Conflict-handling skills, Assessment/Action, Celebration.
26. Building Teams & Making them Work
Following are the factors that influence team
building & should be taken care of:
Makeup & Size of Teams
Choosing Team Members
Responsibilities of Team Leaders
Other Team Members
Creating Teams Mission Statement
Developing Collegial Relationships
Promoting Diversity in Teams
27. Four Step Approach to Team Building
Assessing Team Needs
Planning Team-Building Activities
Executing Team-Building Activities
Evaluating Team-Building Activities
28. Character Traits & Teamwork
Following are few character traits required for
Teamwork:
Honesty
Selflessness
Dependability
Enthusiasm
Responsibility
Cooperativeness
Initiative
Patience
Resourcefulness
Punctuality
Perseverance
29. Teams are not Bossed
– They are Coached
Bosses approach the job from
“I’m in charge – do as you are told perspective”.
Coaches are
facilitators of team development and continually
improved performance.
Following are a few characteristics of a Coach:
Clearly Defined Character
Team Development/Team Building
Mentoring
Mutual respect
Human Diversity
30. Handling Conflict in Teams
Resolution Strategies for Team Conflicts:
Plan & Work to establish a balanced culture
Establish clear criteria
Don’t allow individuals to build personal empires
Encourage & Recognize risk-taking behavior
Value constructive dissent
Assign people of widely differing perspectives
Reward and recognize both dissent & teamwork
31. Structural Inhibitors of Teamwork
Commonly found structural inhibitors to teamwork
in organizations are:
Unit Structure
Accountability
Unit Goals
Responsibility
Compensation & Recognition
Planning & Control
32. Rewarding Team &
Individual Performance
An organization’s
attempt to
institutionalize
teamwork will fail
unless it includes
implementation of an
appropriate
compensation
system
34. Defnition of Communication
Communication is the transfer of message
( information,idea,emotion,intent,feeling or
something else) that is both received and
understood.
36. Strategies to communicate the
importance of quality
1) Be optimistic and tie quality to the
organization’s strategic direction
2) Consider the points of view of all sides when
formulating your message.
3) Be positive ,honest and consistent-give every
one the same message.
38. Inhibitors of effective listening
Lack of concentration
Interruption
Preconceived ideas
Thinking ahead
Interference
39. Improving the listening skills
Upgrade your desire to listen
Ask the right question
Judge what is really being said
Eliminate listening errors
40. Communicating in Writing (Helpful
Rules)
Plan before you write.
Be brief.
Be direct.
Be accurate.
Practice self – editing.
41. Strategies for improving
communication
Keep up to date.
Prioritize and determine time constrains.
Decide whom to inform.
Determine how to communicate.
Communicate and follow up.
Check understanding and obtain feedback
43. Overview of Education,
Training & Learning - 1
Training is
An organized, systematic series of activities designed to
enhance an individual’s work-related knowledge, skills, and
understanding.
Corporate America invests more than $45 billion
per year in training.
Sources of Training:
In house training
External Training or a combination of both.
Numerous Instructional methods like
video tapes, lecture, demonstration etc., are used to
provide training to employees
44. Overview of Education,
Training & Learning - 1
Types of training by Industry:
Customer Education
Sales Skills
Employee relations etc.,
Changing Role of Training
Mission of corporate Training is becoming the
maximization of competitiveness through continual
improvements.
Attitudes towards Training
Although interest levels don’t yet match those found in
European and Pacific Rim countries, attitude towards
training in North America are changing for better.
45. Rationale for Training
The rationale for training can be found in the need
to compete.
Following are the important factors for “need for
training”
Quality of the existing labor pool
Global Competition
Rapid & Continual Change
Technological Transfer Problems
Changing Demographics
Any kind of learning can benefit employees &
employers alike in ways that cannot be predicted.
46. Training needs Assessment
It is most important to:
Train those who need it most
Ensure that the training provided is designed to promote
the goals of the organization
Managers may become involved in assessing
training needs at two levels:
Organizational Level
Individual Level
The most structured approach managers can use
to assess training needs is the job task analysis
survey.
47. Providing Training
Strategies for maximizing training resources:
Build in Quality from the start
Design Small
Think Creatively
Shop around
Preview & Customize
Internal Approaches
Computer Based training, Group instruction etc.
External Approaches
Enrolling employees in programs provided by public
institutions.
Partnership Approaches
Training partnerships combine characteristics of the
above two approaches.
48. Evaluating Training
Evaluating Training begins with a clear statement
of purpose.
To know where training has improved performance,
managers need to know three things:
Was the training provided valid?
Did the Employees learn?
Has the learning made a difference?
49. Managers as Trainers & Trainees - 1
Principles of Learning:
People learn best when they are ready to learn
People learn more easily when what they are learning can
be related to something they already know
People learn best in a step-by-step manner
People learn by doing
The more often people use what they are learning, the
better they will remember and understand it
Success in learning tends to stimulate additional learning
People need immediate and continual feedback to know if
they have learned.
50. Managers as Trainers & Trainees - 2
Four Step Teaching Method:
Preparation
Presentation
Application
Evaluation
Managers as Trainees:
Quality basics
Strategic Quality management
Quality Planning
Quality Improvement
Quality Control
51. Workforce Literacy
Impact of Illiteracy on Industry:
Difficulty in filling high-skill jobs, lower levels of
productivity, higher levels of waste etc.,
What Industry Can Do
Industry in United States has found it necessary to
confront the literacy problem head-on.
Companies are doing this by providing remedial education
in the workplace.
What Managers Should Know about Literacy
Training
The need for workforce literacy will be a fact of life
with which managers will have to deal for some time to
come.
52. Improving Learning
Teaching Study Skills
Make a schedule and stick to it
Have a special place to study
Listen and take notes
Read assertively
Improve test-taking skills
Using Humor in Training
Properly used relevant humor can produce a more
favorable audience for the trainer.
Why Training Sometime fails?
Lack of participation in planning by management
Too narrow in scope
53. Orientation Training
Recurring errors associated with orientation
training:
Insufficient Information
Too much Information
Conflicting Information
Principles for providing effective training:
Base orientation topics on a needs assessment
Establish an organizing framework
Establish learner control
Make orientation a process, not just an event
Allow people and personalities to emerge
Reflect organization’s mission & culture
Have a system for improving & updating
54. Customer Training
An old adage states
“The customer is always right”
Customer education has several aspects:
Shaping customer expectations
Providing user support
Marketing
Customer expectations are shaped by the
promotional literature used in marketing the
product.
Customer training can also help market a product.
55. Ethics Training
Ethical behavior and the rationale for it can be
taught.
Ethics training is becoming increasingly important
As the pressures of succeeding in an intensely
competitive global marketplace grow.
Following are a few recommendations:
Stimulate discussion
Facilitate, don’t preach
Integrate ethics training
Highlight practical applications