3.management and behavioral science.pptmanagement and behavioral science
TRANSCRIPT
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130minutes130 slides10 X 5Topics10ProbableQuestions25 marks
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1. Tree2. Switch
3. Stool
4. Car
5. Gloves
6. Gun
7. Dice
8. Spectacles
9. Cat
10.owlin! pin
11.Goal posts
12.#!!s
13. $itch
14. %in!
15. %u!!ar &all
16. Can'(
17. Seventeen
18. )ollin! &ooth19. Gol* clu&
20 .)ac+et o* ci!arettes
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Four Generations
First generation:
reminders based on clocks and watches, with
possible computer implementation that can be used
to alert a person when a task is to be done.
Second generation:
planning and preparation based on calendar and
appointment books
• includes setting goals.
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,our Generations --
Third generation: Attention ; JB approachplanning, prioritizing, controlling activities on a
daily basis implying spending some time in
clarifying values and priorities
Fourth generation:
being efficient and proactive using any of the
above tools;
places goals and roles as the controllingelement of the system and favors importance
over urgency
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3r' !eneration tieana!eent
• moments based on
past present future
• control the !" hours
based on #hat #henand ho#
• four levels $ goals $
%ey areas $ ma&or $
minor Tas%s $ li%e the
t#igs of a tree
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'ealth
(taff )ro&ectsFinance
MAJOR TASKS
#ee%ly meetingrecruitment
training
promotions
MAJOR TASKS
*ompany seminar Trade Fair
MAJOR TASKS
budgetcash flo#
insurance sales
oo+ a stan'Collect !oo's
Train the sta/
'+AT' J-B .+AT/-0('/)(
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WHAT
HOW WHEN
GOALS
KEY AREASMAJOR TASKS
MINOR TASKS
DIARY
YEARLY PLAN
MONTHLYPLAN
WEEKLY PLAN
DAILY PLAN
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Important and Urgent
Important & Urgent
Do it now and give the time it deserves
ow importance but urgent
Is it important to some one else !Is it some one else"s problems !
Important but not urgent
#lan when to do it and give it all the time
ow important & not urgent
Do $ou have to do it!
%ho sa$s so!
%h$ spend time!
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/ //
Stress
Burn out
Crisis managementAlways Putting out fires /1
///
/ //
Vision
Perspective
Balance
/// Discipline
Control
Free Crisis
/1
/ //
/1
Total IrresponsibilityFired from obs
Dependent on
ot!er Institutions for bases
///
/ //
/1
///
S!ort term focus
Crisis "anagementSee goals and plans as wort!less
Feel victimi#ed
$ut of control
S!allow and bro%en relations!ips
F-2.T' 3+0+.AT/-0 T/4+ 4A0A3+4+0T
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,irst !enerationstren!ths an' wea+nesses
• Fle5ible
• Adoptability
• ess stressful• 4ore responsive
to people
• o structure
• ,all throu!h
crac+s• %elationships
su/er
• Crisis to crisis• $hat is ri!ht in
*ront o* (ou
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Secon' !enerationstren!ths an' wea+nesses
• Trac+scoitents appointents
• etterpreparation
• Goal settin!
plannin! increaseper*orance
• nsulate' an'isolate'
• Sche'ules over
people
• Sees people aseneies
• $hat (ou wantan' not what (ounee'
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Thir' !eneration strenthsan' wea+nesses
• Translates valuesinto !oals
• %esponsi&ilit( *or
results• ncreases ecienc(
personalpro'uctivit(
• Stren!thens s+ills o*ana!in! tie sel*
• n control o* choices not conseuences
• &alance &etweenroles
• see people as thin!sresources or o&stacles
• ess ei&le ri!i'structure' unnatural
• crisis ana!eent
• not e/ective
• chievin! usin! people
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Stren!ths o* the *ourth!eneration
• ee's *ul:lle' throu!h !oals prioriti;in!
• ssues responsi&ilities *or results
• )assion o* vision
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ttention De'icit Disorder• Inabilit$ to 'ocus attention
• Inabilit$ to control impulses
• Inabilit$ to organi(e thoughts
• Inabilit$ to ad)ust behavior when situations change
• Inabilit$ to learn 'rom past e*perience
• Inabilit$ to solve problems
• Inabilit$ to sel' monitor
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Diagnostic criteria
6+rouble getting started
6Di''icult$ getting organi(ed 6 sense o' underachievement
6an$ pro)ects going simultaneousl$
6+rouble with 'ollow-through
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/0DU+I0G
11+I0G
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De'initions
• #roductivit$ - e''icient use o' resources,
• /utcome o' a meeting - number o' decisions
made
• an 2ours 3 0o o' people 4 time spent
• #roductivit$ o' a meeting 3 /utcome o' the
meeting5 an hours spent
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6easons 'or low productivit$
• General 6 0ot enough notice is given 6 7ulk$ documents 6 not sent in time
• hairman 6 Fails to control and manage time
• #articipants 6 0ot prepared
6 Discuss outside the agenda 6 +alk with each other 6 0o clear ob)ective
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8ualities o' the hairman
• should be diplomatic
• should be unbiased
• should be tact'ul
• should be able to communicate well
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8ualities o' the Secretar$
• should meet the chairman prior to the meeting
• should brie' the chairman• prepare documents and send in time
• give ade9uate notice to the participants
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8ualities o' the #articipants
• should come prepared
• should not get involved in cross talk • should obtain permission prior to speaking
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6ules 'or /ptimum #roductivit$
• conscious o' the time 'rame and the agenda
• do not interrupt & do not critici(e
• do not allow cross talk and speaking sans
permission
• do not allow an$bod$ to dominate and ensurema*imum participation
• make compromises whenever necessar$
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Follow Up
• inutes sent to ever$bod$
• onitor decisions being carried out
• +argets and time 'rames• ake sure same things are not carried 'orward
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Summar$
• Desired outcomes must be understood whether $ou call or attend• 2ave a meeting with $oursel' 'irst
• 6emember to respect $our and their time
• #lan a speci'ic agenda, e*plaining wh$ and what 'or
• Give ample warning to an$one who is to give a report.
• Several da$s be'ore the meeting suppl$ the documents to the
participants.
• 0ever be a'raid to suggest $our point o' view
• Get input, appreciate and thank.
• Summari(e what happened and discuss 'ollow-ups and ne*t actions• Follow-up note with the ma)or points 'or review be'ore the ne*t
meeting
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nal$sis o' the ;A attempted the 9uestion B?> C
• /' the @>A that attempted the 9uestion
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MOTIVATION
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%hat is otivation
• ps$chological process that gives behavior
purpose & direction
• otivation is a 'eeling deep within that gives a
driving 'orce and encourages one to behavetowards achieving preset goals
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cGregors +heor$ 4
• Inherent dislike to work and avoid i' can
• ost must be coerced, controlled,
directed, threatened with punishment
• verage human pre'ers to be directed,
avoid responsibilit$, little ambition &wants securit$
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cGregors +heor$ H
• #h$sical & mental e''ort is natural
• Sel' direction & sel' control could be e*ercised
• 2uman learns under proper conditions to accept but seek responsibilit$
• Intellectual potential is onl$ partl$ utili(ed
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2ert(berg +heor$ - 2$giene Factors
• ompan$ polic$ & administration• Supervision- 'air, competent, accessible
• Interpersonal relations- seniors )uniors e9uals
• Salar$-salar$, pension, car, bene'its• Status- position, title , rank
• ob securit$ -
• #ersonal li'e• %orking conditions
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2ert(berg +heor$
otivation Factors• chievement
• 6ecognition
• #ossibilit$ o' growth• dvancement
• 6esponsibilit$
• %ork itsel'
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otivation Skills
• Getting the best 'rom people
• chieving individual & team result
• aintaining high per'ormance• Inspiring onesel' Bsel' motivation
• Inspiring others
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0eed 'or motivation
• #er'ormance 3 abilit$ 4 motivation
• 0o di''erence in abilit$ but huge di''erence in
per'ormance
• Sales people same abilit$ same training top
people are better than the rest
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ardinal rules
• otivators are important to stimulate sel'
motivation
• Demotivators are important as the$ present
obstacles to sel' motivation
• Sel' motivation is the real motivation
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otivators• ctivit$
6 ction
6 Fun
6 Jariet$
• /wnership
6 Input
6 Stake holding
6 choice
• #ower 6 6esponsibilit$
6 eadership opportunities
• ''iliation
6 Social interaction
6 +eamwork
• ompetence
6 Use o' strengths
6 earning
6 1rror tolerance
• chievement
6 Goals
6 Improvement
6 challenge
• 6ecognition
6 1ncouragement 6 approbation
• eaning
6 signi'icance
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De-motivators
•/verall 6 Unclear e*pectation
6 Unnecessar$ rules
6 Unproductive meetings
6 un'airness
• %ork
6 poorl$ designed work
6 7eing 'orced to do
poor 9ualit$ work
6 +olerating poor
per'ormance
• #olic$ 6 2$pocrac$
6 Dishonest$
6 %ith holding in'o
• anagement 6 onstant change
6 /ver control
6 +aken 'or granted
6 riticism
6 Discouraging responses
6 ack o' 'ollow up
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+he Game o' Gol' • +errain
• Diversit$ o' clubs
• esthetic pleasure o' the game
• 1*ercise
• K ve social reaction• hallenge 'aced b$ obstacles
• Uni9ue score keeping s$stem
• 2ealth$ competition
• Unlimited potential 'or improvement
• Immediate 'eedback
• Fre9uent recognition
• o$ous celebration at the
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ommunication skills
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MAKING A
DECISION
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D1ISI/0 & #6/71
• Decision is a choice between two or more
options
• #roblem is something di''icult to deal with or
solve
•#roblems are usuall$ solved b$ decisions
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/0S+6I0+S
6 #resent situation
6 Future situation
6 vailabilit$ o' resources
6 cceptance b$ others
6 Feasibilit$ o' options
6 +ime 'actor
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+H#1S /F D1ISI/0S
• /perational
• Strategic
• 6outine• Urgent
• #roblematic
• onsultative
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S+6+1GI
• ong term
• Deciding on goals & ob)ectives
• #lanning to achieve the ob)ectives• onitoring plans and remedial actions
• ooking 'or wa$s to improve the per'ormance
71I1FS /0 D1ISI/0
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71I1FS /0 D1ISI/0
LI0G
• %ho when and how
• 7elie's about people 6 cgregor4
6 cgregor H
S+H1S /F D1ISI/0
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S+H1S /F D1ISI/0
LI0G
• uthoritarian approach
•Democratic approach
• +hinking approach
• Intuitive approach
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U+2/6I++IJ1 &
D1/6+I• anager makes and announces
• anager sells the decision
• #resents the idea and invites 9uestions
• #resents the problem gets input be'ore
• De'ines the limits and ask the group to• llows team members complete 'reedom
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+2I0LI0G & I0+UI+IJ1
• 1motional involvement
• loseness to the decision
• ack o' time
• #ressure 'rom others
• Intuition M instinct gut 'eeling based on paste*perience in contrast to rational& logical
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SHS+1I ##6/2
• Setting ob)ectives
•Gathering in'ormation
• Identi'$ing alternative solutions
• 1valuating options
• Selecting the best option
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G+216I0G I0F/6+I/0
• 6elevant
• ppropriate
• ccurate
• omplete
• +imel$
• %h$ who what when where how
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+H#1S /F I0F/6+I/0
• 1*ternal in'ormation
•orporate in'ormation
• Internal in'ormation
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D1ISI/0 LI0G
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712JI/6 +/ 20G1
• Fear o' the unknown• Fear o' the une*pected impact
• Fear o' 'ailure
• Fear o' closing something
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S+1#S +/ F//%
• Identi'$ the hange
• lari'$ motivation
• #lan & design public relation campaign
• #ersonali(e bene'its and losses
• %atch & listen 'or signs o' resistance
• Set an e*ample
• 6evise stand back and admire
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eadership
• eadership is communicating to people their
worth and potential so clearl$ that the$ can
come to see it in themselves
• eadership is the abilit$ o' a single individual
through his actions to motivate others to
higher levels o' achievement
• eadership is an in'luence and not an
authorit$.
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eadership
• eadership takes more than a 'anc$ title.
• eadership cannot come 'rom the heads , it must
come 'rom the heart as well
• 7eing a good leader takes )udgment, vision, courage,to do the right thing.
• 1ver$ polic$ great or small has a person at the end o'
it, not )ust an anon$mous a stranger.
• Someone who has the same rights and dignit$ and
worth as u and me.
/ i i 1'' i 1''i i
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/rgani(ation M 1''ectiveness M 1''icienc$
E K
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= Intelligences & their
ani'estations
• ind - Jision
•2eart - #assion
• 7od$ M Discipline
• Spirit -onscious
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CHOICES
eaning
ove
Dut$
6eward
Fear
nger Rebel or Quit
Malicious Obedience
Willing Compliance
Cheerful Corporation
Heartfelt Commitment
Creatie E!citement
eadership
Boral uthorit$
anagement
B Formal uthorit$=
Freedom and #ower in #eople to hoose
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HE"RT
#ISEM$OWERME%T
&O#'
MIS"(I)%ME%T
S$IRIT
(OW TR*ST
Four hronic #roblems
2igh ost o' ow +rustMI%#+
%O SH"RE#
,ISIO%+,"(*ES
0on sharing
in'ormation
In'ighting
7ackbiting,
Jictimi(e,
De'ensiveness
mbiguit$ 2idden
agenda haos
Interdependent rivalr$ o
dependenc$
path$
malingering nger
'ear 7oredom
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anaging #eople as things
R*(ES
CO%TRO( E--ICIE%C'
&OSS
eader knows
best and make all
decisions
Dont need to see
the 'uture need
onl$ to do what is
told and 'ollow
the rules
%orkers cannot
be trusted
without the
carrot and stick
S$stems must
be designed
to get work
done
e''icientl$
- R l f ( d hi
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MI%#
$"TH -I%#I%)
H.
HE"RT
EM$OWERI%)
H /01
&O#'
"(I)%I%)
H2
S$IRIT
MO#E((I%)
H 3 45
-our Roles of (eadership
Inspire others to find their oice
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odeling
• 7e a trim tab 6 E levels o' initiative
• 7e trustworth$
6 haracter and competence• 7uild trust
6 /penness N honest$ N integrit$N courtes$ N seek to
understandN 'orgiveness N win-win N keep promises Nclari'$ e*pectationsN lo$alt$ to absent
• Search 'or @rd alternative - communication
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+rim +ab
• +rim tab is the small rudder that turns the big rudder in a ship, which in 'act turns theentire ship.
• Hou must tr$ to be the trim tab in anorgani(ation.
• Ghandi was, who lead with moral authorit$,
with no appointment, no elections, nolabeling, so was other +heresa.
• The )%C)#S TA# CAG# TA#CA?C#
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7hat you
careabout
7hat you
can do
something
about
Circle of Influence
Circle of
Concern
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7 Level of Ini!i"!ive # Self E$%o&er$en!
Do It
Do it & report periodicall$
Do it and report immediatel$
I Intend to do
ake a 6ecommendation
%ait until told
sk
S$nerg$
Empathy
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+6US+%/6+2H01SS
• 26+16
6 Integrit$
6 aturit$
6 bundance mentalit$
• /#1+01
6 +echnical
6 onceptual
6 Inter-dependenc$
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D T%ST
• Aonest(
• nte!rit(
• ?penness
• o(alt( to thea&sent
• See+ to un'erstan'
&e*ore u areun'erstoo'
• Clari*(epectations
• eep prooses
• ,or!iveness• $in win
arran!eents
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%in -%in rrangements
Goals
Desiredresults
101S/0S18 61S/U61S
/U0+7II+H
GUID1I01S
ommissioning the right person to the right )ob
with the right tools and support
istening ontinuum
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istening ontinuum
'6 Ignoring
() $retend (istening
7 $atroni8ing *
+6 Selectie (istening
,) "ttentie (istening
-) Empathic (istening
%ithin
ones own
'rame o'
re'erences
%ithinthe others
'rame o'
re'erences
The S9eet Spot
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#ath Finding & lignment
• #ath Finding
6 6easonable involvement
6 #aral$sis b$ anal$sis
6 nnounce vision
• lignment
6 reate s$stems to institutionali(e $our strateg$
6 reate escalating goals
6 d)ust and align
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1mpowerment
• anitors stor$• +hree ke$s
6 Share in'ormation
6 lear boundaries and create autonom$ 6 6eplace heirach$ with teams
• Si* conditions
6 +rustworthiness N trust N sel' directing teams N winwin N st$les and structures N ccountabilit$ M sel'
evaluation @>; degree
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+$pes o' eaderships
• ction centered leadership
• Situational leadership
• 1mpowerment
• #er'ormance eadership
• #rinciple centered leadership
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+I/0 10+61D
1D1S6S2I#
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uthorit$ o' eadership
Derives From
• #osition
• #ersonalit$• Lnowledge
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+hree Jariables o' eadership
• +he leader
• +he situation
•+he group
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+he @ 0eeds
• +ask M help to achieve common task
• +eam M build the s$nerg$ o' teamwork • Individual- respond to individuals
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ction entered eadership
• De'ining the task
• #lanning• 7rie'ing
• ontrolling
• 1valuating
• otivating• /rgani(ing
• #roviding an e*ample
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SI+U+I/0
1D16S2I#
h
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+he +wo Factors
• ompetence
6 Lnowledge or skills gained 'rom education
training & e*perience
• ommitment 6 on'idence & motivation
6 on'idence is sel' assuredness
6 otivation is interest & enthusiasm
Si i l d hi h i
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Situational eadership 7ehaviors
• Directive
6 Directing the subordinates
• Supportive
6 7uilding personal relationships
+h +h Di i
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+he +hree Dimensions
• +he amount o' direction the leader provides
• +he amount o' support and encouragement the
leader provides
• +he amount o' subordinate involvement in
decision making
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+he Four St$les
#irectie 73:(enthusiastic beginner)
2igh Directive
ow SupportiveStructure ontrol Supervise
Coaching 7.:(disillusioned learner)
2igh Directive
2igh Supportive
#elegating 7/:B peak performer)
ow supportiveow Directive
Supportie 72:(reluctant contributor)
2igh Supportiveow Directive
Ai!h
ow Ai!hSupportive
Dir
ective
D l l
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Developent evel
St(le o* lea'ership2igh
competence
2igh
commitment
2ighcompetence
Jariable
ommitment
Somecompetence
ow
ommitment
owompetence
2igh
ommitment
D=
Delegating
D@
Supporting
D
oaching
D<
Directive
#eak#er'ormer
6eluctantontributor
Disillusionedearner
1nthusiastic7eginner
D l ti
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Dele!ation
• Go*er Dele!ation
• Stewar' ship Dele!ation
• pwar' 'ele!ation
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#6I0I#110+61D
1D16S2I#
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* an e!! is &ro+en &( outsi'e --..a li*een's .
* an e!! &rea+s *ro within--.li*e &e!ins.
Great thin!s alwa(s &e!in *ro within.
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#rimar$ Greatness
• I0+1G6I+H
• +U6I+H
• 7U0D01 10+I+H
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Secondar$ Greatness
• S/I S++US
• #/SI+I/0
• F1
• %1+2
• +10+
+h + #
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+he +wo #rocesses
• S18U10+I
% /F +21 F6• 8UIL FI4
% /F +21 S2//
+ ' #
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+$pes o' #ower
• #osition #ower B manager
6 egitimate power
6 6eward power
6 oercive power
• #ersonal #ower B leader
6 1*pert power
6 6e'erent power
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)ower T(pes
CoercivePower
UtilityPower
Principle-CenteredPower
Fear Fairness Honor
Temporary Reactive
Control
Functional Reactive
Influence
Sustained Proactive
Influence
PARADIG!SEC.RITY
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PARADIG!
"#$TR# G.IDENCEWISDOM
POWER
)%C)#
) - (
/ T / - 0 (
7 - . 8
4 - 0 + 9
FA4/9
) ,+ A( 2 . +
F./+ 0:
( ) - 2 ( + ( + , F
* ' 2 . * '
+ 0 + 4
9
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= Dimensions In
#rinciple entered eadership
Securit$ M sel' esteem 5 personal strength #E$E%#"%T
%isdom M udgment 5 comprehension RE$E"T $"ST MIST";ES
Guidance 4 #rinciples5 Spiritual onscious
-"I( TO -I%ISH
#ower M apacit$ to act RE"CT TO E
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#rinciple entered eadership
#ersonal
Interpersonal
anagerial
/rgani(ational
Four #rinciples o'
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#rinciple entered eadership
• +rustworthiness
• +rust
• 1mpowerment
• lignment
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#16F/601
1D16S2I#
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+hree ategories and 1leven #ractices
C"!e/or0 '1
Cre"!e !2e
Perfor$"nce
3r"$e&or4
)ractice : Articulate
the organisation
mission
)ractice !: /dentify the
organisation
performance deficit
)ractice ": *larify the
theoretical lin% bet#een
target and mission
C"!e/or0 (1Drivin/
Perfor$"nce
I$%rove$en!
)ractice : 4onitor and
report progress fre
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rticulate the organi(ation ission
• ission Statements are: 6 generall$ vague
6 ma$ be inspirational
6 lacks speci'icit$
6 'ails to provide guidance
• +o proclaim clearl$ and 're9uentl$ what has to
be accomplished
Id ti' th / i ti t
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Identi'$ the /rgani(ations most
onse9uential #er'ormance De'icit
• Speci'ic problems that should be solved to
improve per'ormance which could be in
6 Inputs
6 #rocess
6 /utputs
6 /utcomes
1stablish a Speci'ic #er'ormance
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+arget
• Understandable detailed speci'ication o' target
• Speci'ic deadline attached to target
6 Input per'ormance target
• Increase number o' + 5 Introduce a new computer s$stem 6 #rocess per'ormance target
• 0ew curriculum 5 Strategic mechanism o' 7# testing and
education
6 /utput per'ormance target• Improve the average test scores 5 no o' measles immuni(ation
Clari*( (our Theoretical in+
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&etween Tar!et an' Bission
• Tar!et is not precisel( the sae asission
• Beetin! the tar!et shoul' help to
accoplish the ission• Shoul' not &e in'irect va!ue poorl(
un'erstoo' or non eistent• ?utput o* iuni;ation is connecte' to
the outcoe o* health not onl( intheor( &ut also epiricall(
onitor and 6eport #rogress
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Fre9uentl$ #ersonall$ #ublicl$
• ll should know that the leadership knowshow ever$bod$ is doing
• It should dramati(e
• /rgani(ation leaders are pa$ing attention to its
progress
• 2ow well di''erent teams are contributing to
the overall target B columns those who made
and those who did not
riving )erformance
7 ild / i l i i
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7uild /perational apacities
• Setting targets itsel' is not su''ice
• road map to create the operational capacit$
necessar$ to achieve the target
• /perational capacit$
• one$ 5 #eople 5 +raining
• +echnolog$ 5 #roduction s$stems
• orporation o' essential partners
riving )erformance !
+ake advantages o' small
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wins to reward success
• +he deepest principle o' human nature is thecraving to be appreciated B +hank $ou
• 0ot to create one annual target but 9uarterl$ or
monthl$ B strateg$ o' small wins
• reate targets that people can hit
• Get them hooked onto success
• 1ver$bod$ should be made to know the
achievements
riving )erformance =
/ i i
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reate 1steem /pportunities
• 0eed includes the desire 'or achievement, 'orade9uac$, 'or con'idence in the 'ace o' theworld
• 0eed includes the desire 'or reputation, prestige, recognition, attention, appreciation
• Satis'$ing sel' esteem need leads to sel'con'idence, worth, strength, capabilit$,
• reate opportunities 'or individuals to earnthis esteem
riving )erformance "
i 1 h # '
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earning to 1nhance #er'ormance
• heck 'or distortions and missionaccomplishment
• nal$(e a large number and a variet$ o'
indicators
• d)ust mission. target theor$, monitoring and
reporting, operational capacit$, rewards esteem
opportunities and5or anal$sis
uthentic eadershipB0/+ 26IS- /6+/6H M #/%16 /F I0S#I6+I/0
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B0/+ 26IS /6+/6H #/%16 /F I0S#I6+I/0
• Sel' wareness
6Seeks 'eedback to improve interactions
6 ccuratel$ describes how others view capabilities
• 7alanced processing
6 Solicits views that challenge deepl$ held belie's
6 isten to di''erentiate points o' view be'ore coming to conclusions
• 6elational +ransparenc$
6 Sa$s what $ou mean
6 Is willing to admit mistakes when the$ are made
• Internali(ed oral processing
6 Demonstrates belie's that are consistent with actions
6 akes decisions based on belie's
uthentic leadership
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uthentic leadership• Oin'luence relationshipP, OWithout relationships there is unlikely to be
much influence and without influence there is unlikely to be leadership
• Great leaders have been those with outward charisma, e*cellent orator$
and the abilit$ to inspire trans'ormation.
• O sincerity refers to the extent to which one’s outward expression of feelings
and thoughts are aligned with the reality experienced by the self.
• One’s sincerity is judged by the extent to which
• one is represented accurately and honestly to others, rather than theextent to which one is true to the self
>
!
!>
!
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O sincerity refers to the extent to which
one’s outward expression of feelings and
thoughts are aligned with the reality
experienced by the self . ()
One’s sincerity is judged by the extent towhich one is represented accurately and
honestly to others ,(!) rather than the
extent to which one is true to the self
!
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CONFLICT
RESOLUTION
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0eeds Interests and #ositions
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0eeds Interests and #ositions
• 0eeds are disclosed and discussed openl$ when 6 +imes are stable, trust is high, relationships are
good
• Interests are looked at abstract level when 6 +here is mistrust
6 0eeds reveal our vulnerabilit$
6+here are changes o' perception on each other
• #ositions are taken up and de'ended when
6 +he interests are under attack
T%e Dou&%nut ' $eeds Interests and Positions
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asicee's
nterests
)ositions
)osition
.esist
involvement ofBritish
3overnment
Brits out
)osition
.esist
involvement of
/rish
3overnment
0o surrender
/nterest
.emaining
British
/nterest
.emaining
/rish
+$pes o' on'lict
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+$pes o' on'lict
• Inter personal
• Intra personal
• Inter group
• Intra group
• ompetitive
• Destructive
Stages o' on'lict
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Stages o' on'lict
• #re con'lict
• on'rontation
• risis• /utcome
• #ost con'lict
%eaknesses o' on'lict
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%eaknesses o' on'lict
• Sur'aces lack o' harmon$
• 2ampers productivit$.
• owers morale
• ack o' resources N opportunities and career
development
Strengths o' on'licts
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Strengths o' on'licts
• 2elp to raise and address problems
• 2elps to recogni(e and bene'it 'rom
di''erences
• otivate people participation
1''ects
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1''ects
• Stress
• bsenteeism
• Sta'' turn over
• De- motivation
• ack o' productivit$
on'lict anagement
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on'lict anagement
• %ithin $oursel' 6 0ame M write $our thoughts
6 #erspective M how important
6 Identi'$ one thing u can do o' @ options• %ith another
6 Seek to understand be'ore u are understood
6 sk where u agree and disagree 6 Issues and not the personalit$
6 Identi'$ actions that can be done b$ one or both
on'lict +rans'ormation
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on'lict +rans'ormation
• hange relationships attitudes and behaviors
• ddress the deep rooted causes
• 6e9uires timel$ interventions
Steps in on'lict 6esolution
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Steps in on'lict 6esolution
• ssure privac$
• isten activel$
• 1mpath$ more than s$mpath$
• Focus on issue and not personalit$
• 1ncourage 'eed back
• Identi'$ alternate solutions• Feed back and $our action plan
#urpose o' on'lict 6esolution
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#urpose o' on'lict 6esolution
• ddress the conditions that led to the dispute
• Foster K ve attitude and reduce mistrust
• 2elp parties to understand each others needs
issues and sources and assist to 'ind lasting
solutions
6esolution
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eso ut o
• Interests and working relations are important
• Facilitation
• ediation
• rbitration
• itigation
• 0egotiation
Ai!hConcern
C?T%?G
Do it ( wa(HStrate!ies
)%?#B S?@Gets tr( to solve this
to!etherHStrate!ies
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,or)ersonal
Goals
owConcern *or
)ersonalGoals
ow Concern
*or%elationships
Ai!h Concern *or
%elationships
!Control copete *orce
:!htpatient with 'ialo!ue
an' in*oration!atherin!
)re*ers others to avoi'or accoo'ate
Strate!iesn*oration !atherin!'ialo!ue loo+in! *oralternatives see+in!
win win solution)re*ers others to solve
pro&le orcoproiseC?B)%?BSG
will !ive little (ou'o the saeH
Strate!ies
%e'uce epectation&ar!ain !ive an' ta+e
split the 'i/erence)re*ers others tocoproise oraccoo'ate
@?DG Conict what
conictH
Strate!ies,lee avoi' 'en(i!nore with'raw 'ela(
re*use 'ialo!ue or!ather in*oration
)re*er others to avoi'
CC?B?DTG $hat ever (ou sa( woul'
&e :ne with eHStrate!ies
!ree !ive in soothover 'i/erences i!nore
'isa!reeents intereste'in others in*oration an'
approval
)re*ers others to control
on'lict tree
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.oot causes
*ore problem
+ffects
nal$(ing con'lict : the s9uare
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$ g 9
G?S
C?B)T# G?S C?B)T#G?S
C?B)T# #A@?%
C?B)T
##A@?%
S%,C#C?,CT
?)# C?,CT
T#TC?,CT
#A@
?%
#A@
?%
C?B)TTE ?, G?S D #A@?%
A%B?E$TA %oots
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T(!IR
)IT*+(,#