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What leaders really do
- 1. Trust On AllahAlmighty…….. 1
- 2. 2 By John P.Kotter Presented By : What Leaders Really Do??? Miss Sobia Amir Roll No. (MM-03) & Miss Farhat Quyyum Roll No. (MM-35)
- 3. Agenda Introduction ofwriter Brief Idea Leadership and Management Similarities of Management and Leadership Difference of Management and Leadership Successful Organization Failure Organization Importance of Leadership Conclusion 3
- 4. Writer’s Introduction… JohnP. kotter was born on February, 25 ,1947 in San Diego, United States He is the konosuke matsushita professor of leadership at Harvard Business School He graduated from institute of technology with bachelor of science in electrical engineering in 1968. Master of Science in Management in 1970 He complete his Doctor of Business Administration in 1972 at Harvard Business School 4
- 5. Brief Idea… “They donot Makes plans , They do not solve problems, They do not even organize people… What leader really do ???? They prepare organization for change, help them cope as they struggle through it…’’ 5
- 6. Management and Leadership ManagementLeadership The act or skill of controlling and making decisions about a business, department, sports team, etc. The people who make decisions about a business, department, sports team, etc. The act or process of deciding how to use something. Leadership is having a vision sharing that vision and inspiring others to support your vision while creating their own. Leadership is the ability to develop a vision that motivates other to move with passion toward a common goal. 6
- 7. Both involve in decidingwhat needs to be done. Creating network of people to achieve the goals. Ensuring about the work done. 7
- 8. Differences Management Leadership Coping with Complexity Planningand Budgeting Organize and Staffing Control and Solving Problems Coping with Change Setting Direction Aligning People Motivation 8
- 9. Planning and BudgetingVs Direction Setting Planning and Budgeting Direction Setting Allocate Resources to Achieve Goals Establish Detail Step to Achieve Goals Setting Targets Deductive Originality Direction Setting is NOT a Magic Develop Strategies for Change and Achieving Vision Develop Vision Inductive 9
- 10. Organizing and StaffingVs Aligning People Organizing and Staffing Aligning People Creating Organizational Structure Setting of Jobs to Achieve Plan Staffing the Jobs with Qualified People Design Challenge Communicating New Direction to People People are those who Understand the Vision Credibility Communication Challenge More Empowerment 10
- 11. Controlling and ProblemSolving Vs Motivating Controlling and Problem Solving Motivating Monitoring Result vs Plan Formally Network by mean of Reports and Meeting etc. Identifying Deviation Planning and Organizing to Solve the Problem. Low Motivation Keep Moving People in Right Direction Informally Network Major Obstacles to Change Appealing to Human Needs , Value and Emotions High Motivation 11
- 12. Successful Organizations These organizationdo not wait for leaders to come along… They actively seek out people with Leadership Potential Expose them to career experience design to develop potential Limit the timeframe of Planning Activity 12
- 13. Failure of anOrganization Misunderstanding the word Leadership and Management Concentration on one part either on Leadership or Management Long term Planning Not setting Direction 13
- 14. Leaders-managers: Recruit People Manage Career Sharethe Experience Discuss Challenges in Career Creating Opportunity for Low Level Employee Decentralization into Sub Units 14
- 15. Why is LeadershipImportant? Fast Technological Changes Deregulation of Market Over Capacity in Intensive Industries Changing Demographics of Workforce 15
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- 17. 17 Motivation Setting Direction Aligning People More ChangeGive More Contains
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