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ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCES DEVELOPMENT
This document discusses leadership and provides examples of good and bad leaders. It begins by defining what a leader is and describing different leadership styles. It then gives examples of four good leaders - Sabeer Bhatia, Vivek Paul, Ashok Soota, and Mohandas Pai - who helped grow their companies through vision, treating employees well, and adapting to challenges. Three bad leaders are also provided - Arvind Jhadav of Air India, Rick Wagoner of GM, and Vikram Pandit of Citigroup - whose poor decisions negatively impacted their companies. The document concludes by discussing the importance of leadership in starting new companies and meeting industry standards through quality control.
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ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCES DEVELOPMENT
- 1. ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCES DEVELOPMENT LEADERSHIP Presented By: Amit Kumar Anas.O.M Krishnam Raju Ridhi Vatsraj Veerashekar.R
- 2. TOPICS • Leader • Leadership •Good Leaders • Bad Leaders • How can leadership help an organization
- 3. WHO IS ALEADER?
- 4. “ The realleader has no need to lead he is the content to point the way”- Henry Miller. “Innovation distinguishes between a leader and a follower” – Steve Jobs.
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- 6. “Leadership is thedesire and ability to inspire individual achievements” – Keith Miller.
- 7. Types of Leadership • Transformational • Transactional • Charismatic
- 8. WHO IS AGOOD LEADER?
- 9. 1. Sabeer Bhatia • One of the co-founders of Hotmail. • Sold Hotmail to Microsoft for $400 million. • He rejected a $160 million offer by Microsoft earlier. • Hotmail is the world's largest e-mail provider, with over 50 million users. • With Hotmail he changed the way of emailing. • In 1999 he found ARZOO.COM, in 2005 he converted ARZOO into a travel portal and is now the third largest travel portal in the country
- 10. Contd.., • In 2008he started SABSEBOLO.COM • His future venture includes…. Live office Nano city
- 11. 2. Vivek Paul • Indian born businessman and founder of Akansa capital. • 1990-1999 he worked in GE recruited by Jack Welch himself • From 1999-2005 he was the Vice Chairman of Wipro and CEO of its global information technology, product engineering and business process services segment. • He grew this business from under $150 million in revenue to $1.4 billion and led its listing on New York stock exchange
- 12. Contd.., • Left Wipro in 2005 and was as a partner at TPG capital one of world’s leading private equity investment firms. • Throughout his career he was very well connected with people, his subordinates and other employees in wipro. • He believed that productivity depends upon every employee. • His easy go nature was always welcomes by his employees.
- 13. 3. Ashok Soota • Cofounder and executive chairman of the Indian IT consulting company Mind Tree • Was the CEO Wipro InfoTech from 1984 – 1999. • He became the CEO of Wipro InfoTech when he was just 34 and he went on to lead Wipro InfoTech from a Rs 7 crore company in 1984 to a Rs1000 crore giant in 1999. • He left Wipro in 1999 and found Mind Tree. • “We can leave our own impact just by leading good lives”- Ashok Soota
- 14. Contd.., • With thedot com burst in 2000 it was like the end of the road for Mind Tree, but he steered through the difficult situation as a responsible captain to make the story of the company of success which could have been otherwise. • On 5th April 2011 he announced the launch of Happiest Minds that offers a suite of IT services. Launched Happiest Minds on 29th August 2011. • Within 2 months of its launch it raised $45 million as investment.
- 15. 4. Mohandas Pai • An Indian chartered accountant. • Joined Infosys in 1994. • CFO of Infosys from 1994-2006 • He played a strategic role in transforming Infosys into one of the world’s most respected and widely known software services company. • He formulated country’s first publicly articulated financial policy for the company. • In 2006 leaving the CFO’s office he joined Human Resources and Education and Research.
- 16. Contd.., • He leftInfosys in June 2011. • Mohandas Pai is one of those leaders in Infosys who took Infosys from a $10 million 500 people company to a $10 billion 1,30,000 people globally with $40 billion of value. • As an HR head he wanted his employees to take independent decisions and he believed in learning and training programs. • The credit for the highly talented youngsters working in Infosys goes to Mohandas Pai . “ The most important test for an MBA is the value that he adds to the organization and not the salary he earns.”- Mohandas Pai
- 17. WHO IS ABAD LEADER?
- 18. 1. Arvind Jhadav • Former CMD of Air India. • 1978 batch IAS officer with nil experience in aviation sector before took charge as CMD of Air India in 2009 May. • On May 4 2009, his first day in office he perplexingly cancelled the appointment of cabin crew. Long leaves were sanctioned for already short staffed cabin crew. • He ignored the fact that the cabin crew were being selected to ensure minimal delays in the on-time operation of the new aircrafts that were being added to the AI fleet. • Due to the delay in hiring the cabin crew hundreds of flights were either cancelled or delayed.
- 19. Contd.., • This decisionof his only costed Air India Rs 20 billion. • AI bought 3 Boeing 777-300ER at a price of $852.30 million which wasn’t used for three months as AI did not take the delivery. • Upon this AI engaged many consultants like Accenture, McKinsey, Booz Allen which costed them huge money. • “There was a complete disconnect and trust deficit between CMD and the employees”- Capt. Mohan Ranganathan (member safety advisory committee of the Ministry of Civil Aviation. • During his tenure only AI reported a loss of 11052 crores • In August 2011 he was literally thrown out of AI..
- 20. 2. Rick Wagoner • Joined GM as an analyst in1981. • In 2000 he became the President and CEO of GM and he was elected as Chairman of GM on May 1, 2003. • He focused on profits for the company rather than providing better and good quality products to customers. • He closed down many of GM’s facilities to cut cost which affected the productivity of the company. • He focused on expensive sporty cars and never concentrated on hybrid cars thinking that it was too niche.
- 21. Contd.., • All thetime he was closing down facilities to cut down cost he was wasting money in other facilities of GM. • Under his leadership GM suffered $ 85 billion in losses. • In June 2009 the company became bankrupt , government fired Rick Wagoner and US government took over the company.
- 22. 3. Vikram Pandit • Vikram Pandit is the CEO of Citigroup since December 11, 2007. • He is called a slow decision maker. • He often avoids acting on a problem until he felt that every possible risk is involved. • “analysis paralysis’- this is what Citi employees call Pandit’s belated decision making. • He is extremely cautious in his leadership role, always looking to make money with a minimum of risk.
- 23. Contd.., • Even whenCiti group was making losses he was claiming a huge salary. • Vikram Pandit has been named one of the worst CEOs in America.
- 24. Now How willyou decide whether a leader is good or bad?
- 25. SETTING UP ANEW COMPANY • Every company stats with the intent that one day it will become a large company. • One thing that we have to keep in mind while starting a company is that a startup company is not a small version of a large company • A startup company requires different management principles and a leadership which is more participative. • Every company that has grown from a small scratch to multibillion dollar giants shows that their management principles were different at startup
- 26. LEADERSHIP STYLE REQUIREDFOR A STARTUP COMPANY • Startup stage for any business is filled with passion and excitement. • Startup leadership requires passion for vision. • The founder/leader should have direct hands on the day to day operations of the company. • He should lead by examples • Do not be a slave to management theorists. • The leader should be good in networking, experimenting and facilitating
- 27. Contd.., • Leaders shouldbe flexible. • The leader should take active participation in functions like forecasting, planning, organizing, commanding, coordinating and controlling. • Employees are the strength and weakness of any company. • Employees should be properly trained and educated. They should add value to the organization. • A Democratic style of leadership will be appropriate for a startup company especially when it is a new kind of business.
- 28. HOW CAN LEADERSHIPHELP A COMPANY TO MEET INDUSTRIAL STANDARDS? • Stringent quality control measures should cover every aspects of business – the leader should make this sure. • Real world examples has shown how quality of a product can affect the reputation of a company • This is dependent on the vision of the leader. • The success of any company depends on how well it serves the needs of its customers.
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