2. ONE MAN MAKES THEDIFFERENCE 3. LEADERSHIP
- Path-goal model of leadership.
- Different leadership styles.
- Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor that binds a group together and motivates it towards goals.
5. LEADERvs. MANAGER
- DRAW AUTHORITY FROM CHAIR.
- HAS TO PLAN & ORGANIZE TO MEET OBJECTIVES.
- A GOOD MANAGER MAY OR MAY NOT BE A GOOD LEADER.
- EVOLVED THROUGH CONSENSUS.
- DRAW AUTHORITY BY PERSONALITY & SUPPORT OF FOLOWERS.
- A GOOD LEADER MAY OR MAY NOT BE A GOOD MANAGER.
- AN OBJECTIVE TO BEACHIEVED.
7. GOAL SETTING
- INVOLVES THREE ACTIVITIES :
- FEEDBACK ABOUT GOAL ACHIEVEMENT.
8. PATH GOAL MODEL OF LEADERSHIP
- THIS MODEL STATES THAT A LEADERS JOB IS TO DEVELOP MORE DESIRE FOR GOALS, AND TO IMPROVE THE PATH TOWARDS GOALS, SO THAT THE GOALS AREBETTER ACHIEVED.
9. PATH GOAL LEADERSHIP PROCESS
- EFFECTIVE PERFORMANCEBOTH ORGANIZATION
10. LEADERSHIP STYLE
- IS THE TOTAL PATTERN OF LEADERS ACTIONS IN RELATION TO FOLLOWERS. IT REPRESENTS, PHILOSOPHY, SKILLS AND ATTITUDE
11. DIFFERENT LEADERSHIP STYLES
- POSITIVE AND NEGATIVE LEADERS.
- PRAGMATIC LEADERSHIP STYLE.
12. LEADERS USE OF CONSIDERATION & STRUCTURE .
- CONSIDERATION : ORIENTATION TOWARDS WELL BEING OF EMPLOYEES.
- STRUCTURE:TASK ORIENTATION.
13. CASE STUDY
- Mr. Shankaran is the vice-president of this company. Mr. Negi is the Manager-HR, reporting to Mr. Shankaran. Mr. Negi is a bit rigid on the topic of increase in wages. He likes to stick to policy and does not entertain ex-post facto sanctions. On many occasions he has had arguments with Mr. Shankaran as well as other VPs and directors. Most of the times Mr.Negi has his way.
- One day, Mr.shankaran called Mr.Negi.
- Mr.Shankaran : Mr.Negi, Rohit, our hardworking software engineer, deserves a raise. I promised him a hike of 2 lac per annum. He is ready to switch over to another company,if he does not get a raise. And we dont want to loose a talented employee. Therefore, please do make asalary revision letter and give it to him in the next two days.
- Mr.Negi : Mr.shankaran, I cannot do that. Undue revision is against our policy. Moreover Rohit is already drawing 9lac, which is excellent for his level.
- Mr.Shankara:I am the boss, so kindly do as I say.
- Mr.Negi:Sorry sir, I cant comply with your decision.
- Mr.Shankaran:Mr.Negi, who is thein chargehere?
- Mr.Shankaran : Then do as I say. Issue the revision letter.
- Mr.Negi : No, sir, I will not do it.
- Mr.Shankaran : Mr.Negi, I have had enough of arrogance from you. You are Fired.
- Mr.Negi : you cant do that!
- Mr.Shankaran : I just did. Off you go.
- Shankaran did not retreat from his position, Negi was removed from the company payroll that afternoon .
- Q1)Discuss the style used by Shankaran. Was it effective? Were Negis need being considered? What kind of organizational climate was being created?
- Q2)What could have been a better way to
17. TEAM BUILDING 18. TEAM BUILDING
19. ESSENTIALS OF A GROUP
- PERCIEVE THEMSELVES AS PART OF THE GROUP.
20. WHY GROUPS ARE FORMED?
- TO SATISFY MUTUAL INTERESTS.
- TO FULFILL NEEDS FOR SOCIAL ESTEEM.
21. TYPES OF GROUPS.
- FORMAL GROUPS INFORMAL GROUPS
22. STRUCTURE OF GROUPS
- NORMS TO BE FOLLOWED WITHIN THE GROUP.
23. ROLE OF MEMBERS
- DEFINITION:GENERALLY AGREED UPON RULES OF CONDUCT IN A GROUP.
25. HOW NORMS ARE MADE
- PROCEDURES REPEATED TIME AND AGAIN.
- CARRY OVER FROM OTHER SITUATIONS.
- EXPLICIT STATEMENTS FROM OLDER MEMBERS.
- SOME CRITICAL EVENT IN GROUP HISTORY.
- DEFINITION:A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE COMMITTED TO A COMON PURPOSE, PERFORMANCE, GOAL AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.
27. MANAGEMENT ROLE IN TEAM BUILDING
- CREATING PERFORMANCE CONDITIONS.
- PROVIDE ONGOING ASSISTANCE.
28. TEAM BUILDING SKILLS-LEADER
- CONFLICT RESOLUTION SKILLS.
- COMMUNICATION & FELICITATION SKILLS.
- PROBLEM SOLVING & DECISION MAKING SKILS.
29. CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS
- UNDERSTANDING,AND IS COMMITED TO THE TASK.
- IS FRIENDLY, CONCERNED AND INTERESTED IN OTHERS.
- IS ABLE TO FACE CONFLICT WITH UNDERSTANDING.
- LISTEN TO OTHERS WITH UNDERSTANDING
- CONTRIBUTES IDEAS AND SOLUTIONS.
- INCLUDES OTHERS IN THE DECISION MAKING PROCESS
- RECOGNISES AND RESPECTS INDIVIDUAL DIFFERENCES.
- VALUES THE IDEAS AND CONTRIBUTION OF OTHERS.
- APPRECIATES COMMENTS IN A POSITIVE WAY .
31. TRAIT COMPARISION:GROUP VS. TEAM
32. GREAT PEOPLE DONT EQUAL GREAT TEAMS -TOM PETERS 33. STAGES OF TEAM DEVELOPMENT
34. TEAM DEVELOPMENT GRAPH
- TIME& STAGES OF DEVELOPMENT