This document provides an outline for a presentation on managing economic development organizations (EDOs). It begins with introducing the class objectives, which are to understand management philosophies, styles, and best practices. It then covers various management philosophies expressed by business leaders. Next, it discusses different management styles and when each may be most effective. A significant portion is dedicated to exploring best practices for managing key elements like people, projects, expectations, and metrics. It stresses the importance of developing customized metrics to demonstrate an EDO's economic impact and value. In summary, the document offers guidance on developing an effective management approach for EDOs.
Gcsv2011 21 laws of leadership-amanda mooreServe Indiana
The document provides an overview of the 21 laws of leadership according to John Maxwell. Some of the key laws discussed include the Law of the Lid, which states that a person's leadership ability determines their effectiveness. Other laws covered are the Law of Influence, Process, Navigation, Addition, Solid Ground, Respect, Intuition, Magnetism, Connection, Inner Circle, Empowerment, Picture, Buy-In, Victory, Momentum, and Priorities. For each law, the document provides a brief explanation and questions for reflection.
The document outlines a leadership skills program presented by T Chazin Group. It discusses communication best practices, teamwork, diversity, social skills, defining leadership, leadership styles, and how to become a leader. Key points include embracing differences, active listening, controlling non-verbal cues, punctuality, pursuing mentorship, embracing diversity in the workplace, and serving people's needs as a leader. Qualities of great leaders mentioned are having a vision, appealing to emotions, and treating others with respect.
Introduction:
This Workshop offers an extensive training on 360 Leadership in the 21st Century. This workshop will provide the most comprehensive training on leadership effectiveness in formal organizations with practical suggestions for improving leadership skills. It introduces The Nature of Leadership, The Nature of Managerial Work, Perspectives on Effective Leadership Behavior,
Participative Leadership, Delegation, and Empowerment, Managerial Traits and Skills Theories of Effective Leadership, Leading Change in Organizations, Leadership in Teams and Decision Groups, Strategic Leadership by Top Executives and Developing Leadership Skills
Objectives:
• To learn strategies and tools to overcome 21st Century challenges
• To become a more Creative and Competent Leader.
• To learn different Management Styles and how to deal with it.
• To learn the importance of Productive Performance Appraisal
• To Learn Different Leadership Styles
• To Learn Different Followers Styles
• To become a better Leader in the 21st Century
Who should attend:
Top Management
Middle Management
Daily Outlines:
DAY 1:
• The Management Process
• Planning
• Organizing
• Leading
• Control
• Nature of Managerial Work
• Creativity
DAY 2:
• Innovative Leadership
• The Nature Of Leadership
• The Nature of Managerial Work
• Effective Creative Leadership
• Change Management
• Productive Performance Appraisal
• Delegation and Empowerment
DAY 3:
• Organizational Behavior
• Multi Culture
• Diversity
• Effective Communication
• Leadership in Teams
• Leadership in Decision Groups
DAY 4:
• Leadership Styles
• Followers Types
• Developing Leadership Skills
• Competent Leadership
• Leadership Dimensions
• Leadership in the 21st Century
DAY 5:
• Managerial Grid Styles
• Creativity
• Innovation
• Critical Thinking
• Emotional Intelligence
• The Habits of Highly Effective Leaders and Managers
• Related DVDs
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
The document is an introduction to management and organizations from a textbook. It discusses the changing nature of management roles in the modern economy, which require flexibility and an ability to work with ambiguity. It defines management as coordinating work activities to complete tasks efficiently and effectively through other people. Good managers rely on conceptual, human, and technical skills and take on interpersonal, informational, and decision-making roles.
This document discusses leadership and the role of a leader. It defines leadership as a process of social influence where one person supports others in accomplishing a common task or making something extraordinary happen. A leader is described as one who leads, guides, is in charge or commands others, and has influence. Key qualities of a good leader mentioned include empathy, consistency, honesty, direction, communication skills, and the ability to gain support from others. The document emphasizes that leadership is important for the success of an organization and outlines some of the roles and responsibilities of a leader, such as initiating action, providing motivation and guidance, effective coordination and planning, and being inspirational.
Gcsv2011 21 laws of leadership-amanda mooreServe Indiana
The document provides an overview of the 21 laws of leadership according to John Maxwell. Some of the key laws discussed include the Law of the Lid, which states that a person's leadership ability determines their effectiveness. Other laws covered are the Law of Influence, Process, Navigation, Addition, Solid Ground, Respect, Intuition, Magnetism, Connection, Inner Circle, Empowerment, Picture, Buy-In, Victory, Momentum, and Priorities. For each law, the document provides a brief explanation and questions for reflection.
The document outlines a leadership skills program presented by T Chazin Group. It discusses communication best practices, teamwork, diversity, social skills, defining leadership, leadership styles, and how to become a leader. Key points include embracing differences, active listening, controlling non-verbal cues, punctuality, pursuing mentorship, embracing diversity in the workplace, and serving people's needs as a leader. Qualities of great leaders mentioned are having a vision, appealing to emotions, and treating others with respect.
Introduction:
This Workshop offers an extensive training on 360 Leadership in the 21st Century. This workshop will provide the most comprehensive training on leadership effectiveness in formal organizations with practical suggestions for improving leadership skills. It introduces The Nature of Leadership, The Nature of Managerial Work, Perspectives on Effective Leadership Behavior,
Participative Leadership, Delegation, and Empowerment, Managerial Traits and Skills Theories of Effective Leadership, Leading Change in Organizations, Leadership in Teams and Decision Groups, Strategic Leadership by Top Executives and Developing Leadership Skills
Objectives:
• To learn strategies and tools to overcome 21st Century challenges
• To become a more Creative and Competent Leader.
• To learn different Management Styles and how to deal with it.
• To learn the importance of Productive Performance Appraisal
• To Learn Different Leadership Styles
• To Learn Different Followers Styles
• To become a better Leader in the 21st Century
Who should attend:
Top Management
Middle Management
Daily Outlines:
DAY 1:
• The Management Process
• Planning
• Organizing
• Leading
• Control
• Nature of Managerial Work
• Creativity
DAY 2:
• Innovative Leadership
• The Nature Of Leadership
• The Nature of Managerial Work
• Effective Creative Leadership
• Change Management
• Productive Performance Appraisal
• Delegation and Empowerment
DAY 3:
• Organizational Behavior
• Multi Culture
• Diversity
• Effective Communication
• Leadership in Teams
• Leadership in Decision Groups
DAY 4:
• Leadership Styles
• Followers Types
• Developing Leadership Skills
• Competent Leadership
• Leadership Dimensions
• Leadership in the 21st Century
DAY 5:
• Managerial Grid Styles
• Creativity
• Innovation
• Critical Thinking
• Emotional Intelligence
• The Habits of Highly Effective Leaders and Managers
• Related DVDs
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
The document is an introduction to management and organizations from a textbook. It discusses the changing nature of management roles in the modern economy, which require flexibility and an ability to work with ambiguity. It defines management as coordinating work activities to complete tasks efficiently and effectively through other people. Good managers rely on conceptual, human, and technical skills and take on interpersonal, informational, and decision-making roles.
This document discusses leadership and the role of a leader. It defines leadership as a process of social influence where one person supports others in accomplishing a common task or making something extraordinary happen. A leader is described as one who leads, guides, is in charge or commands others, and has influence. Key qualities of a good leader mentioned include empathy, consistency, honesty, direction, communication skills, and the ability to gain support from others. The document emphasizes that leadership is important for the success of an organization and outlines some of the roles and responsibilities of a leader, such as initiating action, providing motivation and guidance, effective coordination and planning, and being inspirational.
The future of an organisation depends on effective leadership and ethical decisions made
by the leaders of the organisation. Many organisations experience tremendous successes
and dramatic failures because of decisions made by their leaders. Our presentation
showcases various leadership theories and real life stories of leaders who had tremendous
success but had gone through serious scandals that threatened the very existence of their
organisations. Some leaders made ethical decisions and had a stronger comeback while
others went into bankruptcy. So sit back and relax while we take you through the
interesting world of global organisational behavior and its effects on business today.
Twenty One Irrefuteable Laws of LeadershipJohn Parkin
This document summarizes 21 laws of leadership according to Zig Ziglar. It discusses laws such as the law of the lid (leadership ability determines effectiveness), the law of influence (leaders must have influence to lead), and the law of addition (leadership is about advancing others). For each law, it provides explanations of the principles and suggestions for how to apply the laws in leadership. The overall document serves as a guide to developing strong leadership skills through understanding and following fundamental leadership concepts.
The document discusses theories and models of leadership, including trait theories that examine characteristics of leaders, behavioral theories that focus on leadership styles and actions, and contingency theories that emphasize how leadership effectiveness depends on situational factors. It also covers challenges leaders face related to ethics, trust, culture, and remote leadership, as well as practices for developing leadership skills. The presentation concludes with exercises analyzing leadership case studies and ethical dilemmas.
This document discusses leadership skills and theories. It addresses what leadership is, identifies traits and skills of effective leaders, and examines key leadership theories like trait theory, behavioral theory, and transformational theory. It also discusses the roles and responsibilities of team leaders in the workplace, including guiding team members, setting objectives, and clarifying roles. The document emphasizes developing one's own leadership potential through self-assessment, getting feedback, and creating an action plan to improve skills.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
The document discusses leadership in various contexts such as politics, the workplace, sports teams, social groups, and business. It provides examples of great political leaders, workplace leaders like CEOs, sports captains, influential celebrities, and successful business leaders such as Jeff Bezos, Howard Schultz, and Sir Richard Branson. The document focuses on Branson's leadership style, which he describes as rule-breaking and learning from mistakes. His three key leadership principles are listening, learning, and ensuring work is enjoyable. The document then discusses leadership styles and traits the author can bring to Rich's, such as being adaptable, assertive, and having strong communication and motivational skills. It concludes by discussing developing one's
Lean production principles aim to maximize value and minimize waste. Key aspects of lean thinking include identifying and eliminating activities that do not create value for the customer, focusing on optimal flow throughout production processes, and creating value for customers. Companies can apply lean principles to increase productivity, reduce costs, and gain a competitive advantage in the market. Working smart rather than just working hard is important for improving productivity and involves continually developing skills, planning ahead, leveraging life skills, and setting specific, measurable, and achievable goals.
Clay Staires | Management Training | Mindsets and VelocitiesClay Staires
Clay Staires gives a most compelling training presentation on the Production Mindsets and Personal Velocities of your team members and how this understanding is vital to helping you lead your team.
This document discusses qualities of a good leader. It covers 5 key leader qualities: character, charisma, commitment, communication, and competence. For each quality, it provides definitions and suggestions for how leaders can improve and cultivate that quality, such as searching for past mistakes to improve character, sharing yourself to build charisma, measuring commitments, and constantly seeking ways to improve competence. Overall, the document outlines important traits for effective leadership and personal development.
This presentation outline discusses the key aspects of leadership, including influence, priorities, integrity, creating positive change, problem-solving, attitude, developing people, vision, self-discipline, and staff development. The presentation is segmented into sections on each of these topics, with bullet points providing additional details on concepts like the levels of leadership, evaluating priorities, building trust through integrity, understanding why people resist change, and steps for developing responsibility and self-discipline. The overall aim is to outline the important ingredients and lessons for developing strong leadership.
Jim Collins' book Good to Great has been around awhile, but the principles are still valid. When someone speaks about "changing the system," this is the first step along that path.
This document discusses leadership and provides guidance on developing leadership skills. It begins by defining leadership as the ability to express a vision, influence others, enable cooperation, and lead by example. It then provides advice on several key leadership principles: modeling the way through integrity and excellence; inspiring a shared vision of the future; challenging the process by seeking innovative ways to improve; enabling others to act through empowerment and collaboration; and encouraging others.
This document summarizes John C. Maxwell's book "Developing the Leader Within You" which outlines 10 leadership principles. It discusses that there are 5 levels of leadership that individuals progress through based on their influence. Level 1 is position where a leader exerts control due to their role. Level 2 is permission/relationships where people follow due to relationships. Level 3 is production/results where people follow to accomplish objectives. Level 4 is people development where the leader grows people and organizations. Level 5 is personhood where people follow because of who the leader represents. The summary concludes by stating Maxwell spent years growing people and organizations to the highest level of leadership.
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Transformational leadership focuses on aligning people around a shared vision and driving change. The document discusses embedding transformational leadership in organizations through practical steps like assessing leadership behaviors in recruitment, developing competency frameworks, and using 360-degree feedback. Key lessons include having senior leader commitment, challenging unwritten rules, and recognizing that culture change requires ongoing efforts beyond just training like communicating the vision throughout the organization. Embedding transformational leadership requires efforts at both the organizational and individual level to influence behaviors and reinforce the desired culture over time.
This document summarizes key points from the book "Now, Discover Your Strengths" by Marcus Buckingham and Curt Coffman. It discusses their research surveying over 1 million employees about what makes great managers. Some of their findings include that great managers select people for talent rather than experience, define the right outcomes instead of steps, focus on strengths over weaknesses, and help people find the right fit for their strengths rather than just promoting them up the ladder. The document also shares the 12 questions used to measure management quality and the 4 keys of great managers - selecting for talent, defining the right outcomes, focusing on strengths, and finding the right fit for employees.
Business Psychology for Organizational AgilitySeta Wicaksana
“Agile” government agencies significantly outperform other agencies on virtually every important metric, from productivity to employee and client satisfaction
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of selecting the right people, focusing on candidates with a track record of getting things done rather than just talking about ideas.
2) Seven essential behaviors for leaders to support execution, including knowing the business, insisting on realism, setting clear goals, following through, rewarding results, developing people's skills, and self-awareness.
3) Creating a framework for cultural change centered around execution, by clearly defining expectations for results and coaching people on how to achieve them while rewarding success and addressing shortcomings. The
The future of an organisation depends on effective leadership and ethical decisions made
by the leaders of the organisation. Many organisations experience tremendous successes
and dramatic failures because of decisions made by their leaders. Our presentation
showcases various leadership theories and real life stories of leaders who had tremendous
success but had gone through serious scandals that threatened the very existence of their
organisations. Some leaders made ethical decisions and had a stronger comeback while
others went into bankruptcy. So sit back and relax while we take you through the
interesting world of global organisational behavior and its effects on business today.
Twenty One Irrefuteable Laws of LeadershipJohn Parkin
This document summarizes 21 laws of leadership according to Zig Ziglar. It discusses laws such as the law of the lid (leadership ability determines effectiveness), the law of influence (leaders must have influence to lead), and the law of addition (leadership is about advancing others). For each law, it provides explanations of the principles and suggestions for how to apply the laws in leadership. The overall document serves as a guide to developing strong leadership skills through understanding and following fundamental leadership concepts.
The document discusses theories and models of leadership, including trait theories that examine characteristics of leaders, behavioral theories that focus on leadership styles and actions, and contingency theories that emphasize how leadership effectiveness depends on situational factors. It also covers challenges leaders face related to ethics, trust, culture, and remote leadership, as well as practices for developing leadership skills. The presentation concludes with exercises analyzing leadership case studies and ethical dilemmas.
This document discusses leadership skills and theories. It addresses what leadership is, identifies traits and skills of effective leaders, and examines key leadership theories like trait theory, behavioral theory, and transformational theory. It also discusses the roles and responsibilities of team leaders in the workplace, including guiding team members, setting objectives, and clarifying roles. The document emphasizes developing one's own leadership potential through self-assessment, getting feedback, and creating an action plan to improve skills.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
The document discusses leadership in various contexts such as politics, the workplace, sports teams, social groups, and business. It provides examples of great political leaders, workplace leaders like CEOs, sports captains, influential celebrities, and successful business leaders such as Jeff Bezos, Howard Schultz, and Sir Richard Branson. The document focuses on Branson's leadership style, which he describes as rule-breaking and learning from mistakes. His three key leadership principles are listening, learning, and ensuring work is enjoyable. The document then discusses leadership styles and traits the author can bring to Rich's, such as being adaptable, assertive, and having strong communication and motivational skills. It concludes by discussing developing one's
Lean production principles aim to maximize value and minimize waste. Key aspects of lean thinking include identifying and eliminating activities that do not create value for the customer, focusing on optimal flow throughout production processes, and creating value for customers. Companies can apply lean principles to increase productivity, reduce costs, and gain a competitive advantage in the market. Working smart rather than just working hard is important for improving productivity and involves continually developing skills, planning ahead, leveraging life skills, and setting specific, measurable, and achievable goals.
Clay Staires | Management Training | Mindsets and VelocitiesClay Staires
Clay Staires gives a most compelling training presentation on the Production Mindsets and Personal Velocities of your team members and how this understanding is vital to helping you lead your team.
This document discusses qualities of a good leader. It covers 5 key leader qualities: character, charisma, commitment, communication, and competence. For each quality, it provides definitions and suggestions for how leaders can improve and cultivate that quality, such as searching for past mistakes to improve character, sharing yourself to build charisma, measuring commitments, and constantly seeking ways to improve competence. Overall, the document outlines important traits for effective leadership and personal development.
This presentation outline discusses the key aspects of leadership, including influence, priorities, integrity, creating positive change, problem-solving, attitude, developing people, vision, self-discipline, and staff development. The presentation is segmented into sections on each of these topics, with bullet points providing additional details on concepts like the levels of leadership, evaluating priorities, building trust through integrity, understanding why people resist change, and steps for developing responsibility and self-discipline. The overall aim is to outline the important ingredients and lessons for developing strong leadership.
Jim Collins' book Good to Great has been around awhile, but the principles are still valid. When someone speaks about "changing the system," this is the first step along that path.
This document discusses leadership and provides guidance on developing leadership skills. It begins by defining leadership as the ability to express a vision, influence others, enable cooperation, and lead by example. It then provides advice on several key leadership principles: modeling the way through integrity and excellence; inspiring a shared vision of the future; challenging the process by seeking innovative ways to improve; enabling others to act through empowerment and collaboration; and encouraging others.
This document summarizes John C. Maxwell's book "Developing the Leader Within You" which outlines 10 leadership principles. It discusses that there are 5 levels of leadership that individuals progress through based on their influence. Level 1 is position where a leader exerts control due to their role. Level 2 is permission/relationships where people follow due to relationships. Level 3 is production/results where people follow to accomplish objectives. Level 4 is people development where the leader grows people and organizations. Level 5 is personhood where people follow because of who the leader represents. The summary concludes by stating Maxwell spent years growing people and organizations to the highest level of leadership.
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Transformational leadership focuses on aligning people around a shared vision and driving change. The document discusses embedding transformational leadership in organizations through practical steps like assessing leadership behaviors in recruitment, developing competency frameworks, and using 360-degree feedback. Key lessons include having senior leader commitment, challenging unwritten rules, and recognizing that culture change requires ongoing efforts beyond just training like communicating the vision throughout the organization. Embedding transformational leadership requires efforts at both the organizational and individual level to influence behaviors and reinforce the desired culture over time.
This document summarizes key points from the book "Now, Discover Your Strengths" by Marcus Buckingham and Curt Coffman. It discusses their research surveying over 1 million employees about what makes great managers. Some of their findings include that great managers select people for talent rather than experience, define the right outcomes instead of steps, focus on strengths over weaknesses, and help people find the right fit for their strengths rather than just promoting them up the ladder. The document also shares the 12 questions used to measure management quality and the 4 keys of great managers - selecting for talent, defining the right outcomes, focusing on strengths, and finding the right fit for employees.
Business Psychology for Organizational AgilitySeta Wicaksana
“Agile” government agencies significantly outperform other agencies on virtually every important metric, from productivity to employee and client satisfaction
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of selecting the right people, focusing on candidates with a track record of getting things done rather than just talking about ideas.
2) Seven essential behaviors for leaders to support execution, including knowing the business, insisting on realism, setting clear goals, following through, rewarding results, developing people's skills, and self-awareness.
3) Creating a framework for cultural change centered around execution, by clearly defining expectations for results and coaching people on how to achieve them while rewarding success and addressing shortcomings. The
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
Workshop 1 PD & 2016 for its learninleaderhsp gelizabethp1066
This document provides an overview of leadership and management theories and styles. It discusses different learning styles using the Honey and Mumford model. It then covers several theories of leadership, including trait theory, behavioral theory, contingency theory, and various leadership models like situational leadership, transformational leadership, and action-centered leadership. Management roles based on Mintzberg's framework are also outlined. The document aims to help participants understand different approaches to leadership and management.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
This document discusses leadership concepts and principles. It defines leadership as influencing others to accomplish objectives by applying attributes like beliefs and skills. While managers ensure tasks are completed, leaders inspire people and enable them to achieve high goals. The document outlines eleven principles of leadership including self-improvement, responsibility, decision-making, and teamwork. It also examines the process of great leadership, functions of leadership, and an example of selecting a new leader for Tata Sons in India.
Scientific management, as developed by Frederick Taylor, focused on analyzing workflows to determine the most efficient way to perform tasks. It emphasized specialization of labor, standardized work processes, incentives for meeting productivity targets, and close monitoring and measurement of worker performance. The goal was to maximize productivity. However, it treated workers as extensions of the machines they operated and did not consider their well-being, potentially dehumanizing labor.
The document discusses key aspects of effective leadership including:
1. Leadership is an influential process where an individual motivates a group to achieve common goals. Effective leaders develop people, build teams, and communicate vision.
2. Four factors influence leadership - the leader, followers, communication, and the situation. Leaders must understand themselves and their followers to adapt their style.
3. Principles of effective leadership include setting example, communicating, developing responsibility in others, and using the full capabilities of the team. The leadership style used depends on the environment and situation.
Individuals, significant others, environment, and heredity all shape behaviors. The document will discuss how needs motivate behaviors by examining motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three motives theory. It will also explore intrinsic and extrinsic motivation, approach and avoidance dimensions, equity theory, expectancy theory, and goal setting theory; and how organizations can motivate employees through job design, rewards, and recognition.
Individuals and organizations use various techniques to motivate behavior. At the individual level, behaviors are shaped by needs, significant others, environment, and heredity. Common motivation theories explored include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs for achievement, power and affiliation, and expectancy theory. Organizations seek to motivate through job design, rewards and recognition, while the influence of leaders is also important in shaping behaviors and motivation.
Here are the key lessons learned from this chapter on mergers and acquisitions:
- Cultural fit is as important as strategic fit when merging companies. The cultures need to be aligned.
- Integration of the acquired company needs to happen quickly, within 90 days, to avoid conflicts from different management strategies.
- Don't assume the acquired company's management is inferior - place talent managers where they fit best.
- Avoid spending too much to purchase a company that may never be paid off.
- Both accepting and resisting individuals from the acquired company should be considered based on their skills, not just their view of change.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
Buy Writing Paper Uk - Studyclix.Web.Fc2.ComDawn Rodriguez
Mary Musgrove played an important role as a translator and negotiator between the English colonists and Native Americans in Colonial Georgia. She helped facilitate the development of Colonial Georgia by bridging the two cultures and advocating on behalf of Native Americans. Musgrove worked to create a life that merged both Native American and English colonial cultures. She is recognized as a heroic figure in Native American history for her efforts to unite the two societies and advocate for Native American rights.
This document discusses challenges with organizational change and transformation efforts. It notes that the vast majority of change initiatives are unsuccessful, failing to meet objectives on time and add shareholder value. Reasons for failure include organizations taking the same mechanistic approaches despite comprising living systems (people), and leadership undermining change efforts by waiting too long to make difficult talent decisions. The document advocates viewing change as an adaptive process and overcoming barriers to seeing the need for change, developing new capabilities, and sustaining efforts through completion. Key elements include personalized introspection using intrinsic motivation while keeping efforts simple, powerful, and sincere.
The document discusses various theories of management and leadership. It describes trait theory, which proposes that effective leaders are born with certain traits. Behavioral theories are discussed, including studies at Ohio State University that identified consideration for employees and focus on tasks as key leadership behaviors. The University of Michigan studies classified behaviors as employee-oriented or production-oriented. Blake and Mouton's managerial grid plots concern for tasks versus people to define leadership styles. Contingency theory proposes there is no single best leadership style and the most effective style depends on the situation.
This document provides an overview of a hiring guide that uses the DISC behavioral model and PIAV personality profile to identify the perfect job fit for candidates. It describes the four DISC styles - Dominance, Influence, Steadiness, and Compliance - and gives characteristics, communication tips, contributions and limitations for each. The guide contains chapters on hiring for various roles that provide a process and tools to hire talented candidates that match the organizational culture.
The document defines and compares three types of leaders: charismatic leaders who inspire through strong communication skills and personality; transactional leaders who focus on structure, rules and incentives; and transformational leaders who motivate employees to achieve more through vision, inspiration and autonomy. Examples are given of famous people who demonstrated each leadership style. The pros and cons of each style are also summarized.
There are several main management styles that can be adopted. The autocratic style involves managers making unilateral decisions without input from subordinates. The democratic style allows employees to participate in decision-making through consensus. The paternalistic style is similar to autocratic but managers seek employee input and consider their ideas when making final decisions. Finally, the laissez-faire or "free-rein" style gives employees full autonomy over decisions with little manager involvement. Effective managers can incorporate elements of different styles depending on the situation. Overall, the style adopted should match the manager's personality and capabilities as well as the needs of the business and employees.
The document discusses key aspects of effective nonprofit governance and management. It emphasizes that nonprofit boards must work as equal partners with operational staff. Additionally, it highlights the importance of clarifying roles and responsibilities between boards and staff to coordinate their work. Finally, it stresses that nonprofit organizations should engage in strategic planning and lifecycle analysis to help guide their work.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
6. Class Objectives
1. Understand and develop your own
management philosophy and style
2. Learn current best practices
3. Learn about (economic
development) management best
practices
7. Class Objectives
1. Management philosophies
2. Management styles
3. Management best practices
A. Elements we manage
B. Elements we mitigate
C. Tools
D. Additional considerations
4. Discussion
8. Management Philosophy
That set of rational principles which form the
basis for guiding or controlling the operation
or performance of a business activity
- Harsh Jain, Khama Jain
9. Management Philosophy
That set of rational principles which form the
basis for guiding or controlling the operation
or performance of a business or public sector
activity
- Harsh Jain, Khama Jain
(modified)
10. Management Philosophy
Comes from my values, things I learned in
classes, my experiences from work, and most
importantly my experience with people.
- Ellery Young
13. Management Philosophy
“From the moment he started the company with my mother in
1927 until he died in 1985, my dad lived the values we associate
with our corporate culture and management style today -
concern for all employees, hands-on management,
and an unrelenting commitment to meeting customer
needs through excellence in quality, service and
hospitality.
- J Willard Marriot, Jr.
14. Management Philosophy
“Everything he did was based on his uncompromising
beliefs in treating people fairly, working hard, paying
close attention to details, and listening to arid giving
customers what they wanted.
Collectively, these values and beliefs form Marriott's management
philosophy - the foundation on which the company
was built and the superstructure on which our future growth depends.”
- J Willard Marriot, Jr.
15. Management Philosophy
“And there can’t be politics. I despise politics. There is no
room for it in a company. My life is going to be way too short
to deal with that. No bureaucracy. We want this fast-
moving, agile company where there are no politics, no
agendas.
When you do that, things become pretty simple. You don’t
have all of these distractions. You don’t have all of these
things that companies generally worry about. You don’t have
silos built up where everybody is trying to optimize their silo
and figuring out how to grab turf and all of these things.”
- Tim Cook, Apple
16. Management Philosophy
“We are both proponents of a decentralized
management philosophy: of hiring key people
carefully; of pushing decisions down the
organization; and of setting overall principles
and resisting temptation to be involved with
details. In other words, don’t hire a dog and
try to do the barking.”
- Tom Murphy
(Mentor to Warren Buffet)
17. Management Philosophy
“Early on I realized that I had to hire people
smarter and more qualified than I was in a
number of different fields, and I had to let go
of a lot of decision-making. I can't tell you how
hard that is. But if you've imprinted your
values on the people around you, you can dare
to trust them to make the right moves.”
- Howard Schultz
18. Management Philosophy
Jeff Bezos …insists that managers monitor and adopt
important external trends. “These big trends are not
that hard to spot (they get talked and written about
a lot), but they can be strangely hard for large
organizations to embrace,” he writes. “We’re in the
middle of an obvious one right now: machine
learning and artificial intelligence.”
- Adam Lashinsky (Fortune)
19. Management Philosophy
He goes on to discuss the visible and less obvious
ways Amazon is utilizing machine learning and AI.
But his notion that the important trends aren’t
hard to spot is non-trivial. Too many
organizations spend too much debating if
something is going to be big. If you’ve spent that
much time debating it, it’s probably too late.
- Adam Lashinsky (Fortune)
20. Management Philosophy
Bezos also shared his thinking on how high-performance
teams should work together—including with their bosses
and also when they disagree with each other. “Recognize
true misalignment issues early and escalate them
immediately,” he writes. “Sometimes teams have
different objectives and fundamentally different views.
They are not aligned. No amount of discussion, no
number of meetings will resolve that deep misalignment.
Without escalation, the default dispute resolution
mechanism for this scenario is exhaustion. Whoever has
more stamina carries the decision.”
- Adam Lashinsky
(Fortune)
21. Management Philosophy
The point is that he demands fast action and quick
resolution when people disagree. Exhaustion with
disagreement is something anyone who works in a
large organization can understand all too well.
- Adam Lashinsky
(Fortune)
27. Management Philosophy
Theories and models are great
guidelines but sometimes situations
arise that don’t quite fit into models
and theories.
- Ellery Young
28. Management Philosophy
That’s why it is important to look at
each situation with a fresh
perspective and handle accordingly.
- Ellery Young
30. Class Outline
1. Management philosophies
2. Management styles
3. Management best practices
A. Elements we manage
B. Elements we mitigate
C. Tools
D. Additional considerations
4. Discussion
37. Management Style
Successful (Famous) Extroverts
• Steve Jobs
• Muhammad Ali
• Winston Churchill
• Bill Clinton
• Margaret Thatcher
• Marie Antoinette
• George W Bush
38. Management Style
Successful (Famous) Introverts
• J.K. Rowling
• Abraham Lincoln
• Bill Gates
• Albert Einstein
• Mahatma Gandhi
• Rosa Parks
• Warren Buffet
• Laura Bush
54. Class Outline
I. Management philosophies
II. Management styles
III. Management best practices
A. Elements we manage
B. Elements we mitigate
C. Tools
D. Additional considerations
IV. Q&A
Management Best Practices
55. • Elements we manage
a. People
b. Projects
c. Assets
d. Dollars
e. Expectations
f. Information
g. Standards
h. Time
Management Best Practices
56. Human skills are some of the most
important skills you can have as a
manager.
- Ellery Young
Managing People
58. • Every employee has a unique
personality
• Which means they are motivated
by different things
- Eric Tachibana
Managing People
59. • Some are
introverts
• Others are
extroverts
- Eric Tachibana
Managing People
• Some are born
to think through
problems
• Others use their
feelings
60. Managing People
• Whatever the case, as a manager,
you cannot change who your
employees are in their core
- Eric Tachibana
61. • Every employee has a unique
personality
• Which means they are motivated
by different things
- Eric Tachibana
63. • But those same people are also
going through their own lifecycles
• What motivates them now may be
different from what motivated
them last year
- Eric Tachibana
64. Managing PeopleTraditional Boomers Xers Millennials
Goals Build Legacy Build Stellar
Career
Build Portable
Career
Build Parallel
Career
Rewards Job Well Done Money, Title,
Office
Freedom to Do Work with
Meaning
Training Learn Hard Way Train ‘em &
they leave
Training an
incentive to stay
Continuous
Learning
Feedback No News Good
News
Annual Review
and data
Will ask when
wanted
Instant
Feedback
Changing Jobs Change a stigma Change puts
you behind
Change
necessary
Change a daily
routine
Life Balance Support in
shifting and
balancing
Help me find
meaning
Give me
balance now
Not at 65
Flexibility to
balance all
activities
Retirement Reward Retool Renew Recycle
Source:WEDA
65. • Whether the person is an introvert
or an extrovert, they need different
things in life at ages 1, 6, 18, 24,
35, or 50
- Eric Tachibana
66. Managing People
• Sometimes the strategy is to
support the status quo
• Other times it is all about urgent
and major change
- Eric Tachibana
67. • If you are a manager
• Your job is to motivate
- Eric Tachibana
68. • So if everyone is different
• And everyone is changing over
time
• And the nature of work is changing
too …
- Eric Tachibana
72. - Eric Tachibana
1.DIRECTIVE
GOAL OF MANAGER
Compliance
• The “do it the way I tell you” manager
• Closely controls employees
• Motivates by threats and discipline
USE IT
• When there is a crisis
• When deviations are risky
AVOID IT
• Employees are underdeveloped – little learning happens with
this style
• Employees are highly skilled – they become frustrated and
resentful at the micromanaging.
73. - Eric Tachibana
2.AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
• “Firm but fair” manager
• Gives clear direction
• Motivates by persuasion & feedback on task performance
USE IT
• Clear directions and standards needed
• The leader is credible
AVOID IT
• Employees are underdeveloped – they need guidance on
what to do
• The leader is not credible – people won’t follow your vision if
they don’t believe in it
74. Managing People
-EricTachibana
3.AFFILIATIVE
GOAL OF MANAGER
Create harmony among employees and between manager
and employees:
• The “people first, task second” manager
• Avoid conflict & emphasizes good relationships
• Motivates by keeping people happy
USE IT
• Used with other styles
• Tasks routine, performance adequate
• Counseling, helping
• Managing conflict
AVOID IT
• Performance is inadequate – affiliation does not emphasize
performance
• There are crisis situations needing direction
75. - Eric Tachibana
4.PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
• The “everyone has input” manager
• Encourages employee input in decisions
• Motivates by rewarding team effort
USE IT
• Employees working together
• Staff have experience and credibility
• Steady working environment
AVOID IT
• Employees must be coordinated
• There is a crisis – no time for meetings
• There is a lack of competency - close supervision required
76. -EricTachibana
5.PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
• The “do it myself” manager
• Performs many tasks personally and expects employees
to follow his/her example
• Motivates by setting high standards and expects self-
direction from employees
USE IT
• People are highly motivated, competent
• Little direction/coordination required
• When managing experts
AVOID IT
• When workload requires assistance from others
• When development, coaching & coordination required
77. -EricTachibana
6.COACHING
GOAL OF MANAGER
Long-term professional development of employees:
• The “developmental” manager
• Helps and encourages employees to develop their
strengths and improve their performance
• Motivates by providing opportunities for professional
development
USE IT
• Skill needs to be developed
• Employees are motivated and wanting development
AVOID IT
• The leader lacks expertise
• When performance discrepancy is too great – coaching
managers may persist rather than exit a poor performer
• In a crisis
78. - Eric Tachibana
7.‘WELCHING’
• Sometimes an employee simply
needs to be managed out
• Because, for whatever reason,
they’re just not having fun and no
amount of Jedi management is
going to change that
79. • Elements we manage
a. People
b. Projects
c. Assets
d. Budget
e. Expectations
f. Information
g. Standards
h. Time
Best Practices
88. Benchmarking
• EDOs need to develop their own unique metrics of
benchmarks for measuring outcomes and objectives, and
thus reporting the economic value created in all aspects
of the local economy due to their efforts
• Defending your mission with the “But For” test if not but
for our activity this would not have occurred
• Need to develop more sophisticated metrics than just the
number of jobs and property tax base values
Best Practices
89. Best Practices
Core Metrics
• Number of Businesses Expanded
• Number of Businesses Retained
• Number of Jobs Retained
• Number of Businesses Assisted
• Ratings of the Business Climate in the Community
• Amount of Financing Provided ($)
Source: IEDC Report “Making It Count: Metrics for High Performing EDOs” (2014)
Best Practices
90. Important Metrics
• Businesses remaining and growing in the region following a
risk of departure of closure
• Percent of “jobs at risk” retained
• Past utilization and satisfaction with local business assistance
and programs
• Relocation of supplier or customers
Best Practices
91. Best Practices
Bonus Metrics
• Percent of revenue growth for businesses
receiving EDO assistance
• Number of residents/businesses assisted in
economically distressed and under-served
communities
• Local business-to-business investment levels
Best Practices
92. Fringe Metrics
• Internal Measures
• Level of EDO employee satisfaction
• Diversification of funding sources (ratio of investors to total
funds)
• EDO Program Measures
• Impact on employment by industry/sector due to EDO efforts
• Cost-benefit analysis of proposed projects
• Internal rate of return for projects
• Relationship Management Measures
• Effectiveness of EDO board to remove barriers to economic
development progress
• Depth of involvement with each partner
Best Practices
93. Fringe Metrics
• Job openings per sector
• Talent movement
• Educational opportunities for entrepreneurs
• Labor force productivity
• Ratio of housing prices to income
• Access to broadband internet
• Percent of locally owned businesses
• Exports and trade activity
• Improvement in region’s “competitive position” in the
global economy
• Branding the region to generate more business
development opportunities
• Percent of globally connected entrepreneurs in the
community
Best Practices
94. • Elements we manage
a. People
b. Projects
c. Assets
d. Budget
e. Expectations
f. Information
g. Standards
h. Time
Best Practices
95. • Top to bottom
• Lateral
• Bottom up
• Radial
• Ad hoc
• Wide open
Managing Information
103. • Strategic Plan
• Annual Work Plan
• Goals and objectives
• Weekly Plan/Sketch
• Prioritize
• Best value for your time
• Touch once, if possible
• Answer emails quickly
• Decide quickly
• Sometimes make tough choices
• Say NO
Managing Time
104. • Elements we mitigate
a. Macroeconomics, cycles
b. Political reality
c. Competing interests
d. Competition
e. Business Climate
f. Change
Best Practices
105. Best Practices
• Macroeconomics and Trends
a. Globalization
b. Low interest rates yet tight credit markets
c. Millennials going elsewhere
d. Minimum wage
Best Practices
106. • Elements we mitigate
a. Macroeconomics, cycles
b. Political reality
c. Competing interests
d. Competition
e. Business Climate
f. Change
Best Practices
107. Best Practices
Public
• State/local governments
• Port authorities
• Development authorities
• State enterprise zones
• Universities
• Community Colleges
• Regional/metro planning
/marketing organizations
• State/local economic
development organizations
Private
• Not for profit corporations
• Chambers of commerce
• Business improvement
districts
• Technology transfer
organizations
• Utility companies
• Incubators, accelerators,
and research parks
Public-Private
• Empowerment zones and
enterprise communities
• Community development banks
• Certified development
corporations
• Community development
corporations
• Local redevelopment
corporations
• Industrial development
corporations
• State and local economic
development organizations
• Regional/metro marketing
organizations
EDOs Types and Examples
108. Class Outline
• Elements we mitigate
a. Macroeconomics, cycles
b. Political reality
c. Competing interests
d. Competition
e. Business Climate
f. Change
109. Class Outline
• Elements we mitigate
a. Macroeconomics, cycles
b. Political reality
c. Competing interests
d. Competition
e. Business Climate
f. Change
110. Class Outline
• Elements we mitigate
a. Macroeconomics, cycles
b. Political reality
c. Competing interests
d. Competition
e. Business Climate
f. Change
111. Class Outline
• Elements we mitigate
a. Macroeconomics, cycles
b. Political reality
c. Competing interests
d. Competition
e. Business Climate
f. Change
112. Best Practices
Source:WEDA
1970 - 2000
Ensure strong
transportation and utility
infrastructure
Offer low cost labor
Assemble constituent
groups to finance industrial
parks
Attract large businesses
with large manufacturing
facilities
Now:
Ensure strong technology
infrastructure: telecomm,
incubators, networks, etc…
Offer highly skilled workforce
Build collaborations to
leverage human capital and
innovation centers
Encourage entrepreneurship
and small start-ups
Always Be Learning…Bank on Change
The industrial
recruitment
paradigm is dead!
113. Best Practices
Source:WEDA
Utilities
Port
Districts
Revolving and
Micro-Loan Funds
Government (Federal,
State, Cities and Tribal)
Economic
Development
Districts
Community
Action
Programs
Visitors &
Convention
Bureau
Property Development
Recruiting
Access to Capital
Technical Assistance
Business Development
Coalition Building
Funding
Business Climate
Community
Development
Tourism
Workforce
Development
Business Climate
Quality of Life
Business Development
Coalition Building
Infrastructure Support
Development
No one has a
franchise on
economic
development!!
115. Class Outline
C. Tools
a. Econ Dev Strategic Plan
b. Other plan/ whitepaper
c. Comp Plan
d. Annual work plan
e. Metrics
f. Professional associations
116. Class Outline
D. Additional considerations
a. Serving the customers
b. Defining organizational identity
c. Mentorship
d. Adding value
e. Social responsibility
f. Environmental stewardship
121. 1. Frame your management
philosophy
2. Understand your management
style
3. Learn about (economic
development) management best
practices
Class Objectives