leadership in cooperatives

PARAMJIT SHARMA

Leadership Development

in Cooperatives

PARAMJIT SHARMA

1. Leadership - definition2. Attributes of Leadership3. Cooperative Leadership4. Professionalisation 5. Role of Board & Executives6. Role Conflicts & Remedies

Major Issues

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Leadership-definition

•Setting Values & Objectives•Leading People with them•Ability to acquire & Organize Resources•Getting Feedback•Giving Support & Trust•Determination To achieve Objectives•Taking Responsibilities for critical Decisions•Standing Up for Others•Resolving Conflicts•and…….

1

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ATTRIBUTES OF LEADERSHIP

2

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VISIONTransformationalstyles

TRUST Communication

EMPOWERMENTTEAMWORK

2ATTRIBUTES OF LEADERSHIP

MOTIVATION

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- TRUSTTRUST

If you trust people to do their best ,they wont Disappoint you

If you trust people to do their best ,they wont Disappoint you

2

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If you communicate openly & honestlyYou will promote healthy relationship& excel at problem solving

COMMUNICATION2

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If you help others find more meaningIn work than making money,

They will do more than put in time

If you help others find more meaningIn work than making money,

They will do more than put in time

MOTIVATION 2

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If you share power with others,they will use it to renew themselves

and the organisation

If you share power with others,they will use it to renew themselves

and the organisation

EMPOWERMENT 2

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If you work as a team to get the job doneYou will do better than anyone

can do alone

If you work as a team to get the job doneYou will do better than anyone

can do alone

TEAMWORK 2

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If your leadership style shows thatpurpose and people are equally important,you can transform your organisation and

thrive in a changing environment

If your leadership style shows thatpurpose and people are equally important,you can transform your organisation and

thrive in a changing environment

LEADERSHIP STYLES 2

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2Leadership-Field Marshal Manekshaw

Professional knowledge & competence

Ability to take Decisions

Absolute Justice & Impartiality

Moral & Physical Courage

Human Touch

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3COOPERATIVE LEADERSHIP

•Coop Produced Leaders like, Vaikunthbhai, Dr.Gadgil, Tribhuvanbhai•Professionals have knowledge-leaders have wisdom•Success lies in combination of Both•Successful coops have Professional Leadership•Political Base•Democratic vs Imposed Leaders•Weak Grassroots' Leaders

Need Leaders for future

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Professional in Board

Professional CEO

Understanding Operation and Markets

Growth Perspective

Professionalism 4

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Need for professionalisation in Cooperatives

-AtOrganizational

Level

•VISSION•MISSION•GOALS•OBJECTIVES•CULTURE

4

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AT MANAGEMENT LEVEL

•Corporate Governance•Strengthening Human Resource•Top Level-motivated & Committed•Board-Trustworthy & dedicated•Harmony at all levels•Technological Applications

4

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At Operational Level

1 FINANCIAL

UnderstandingFinancialStatements

2Managing Cost

•Manpower Downsizing•Enhancing Productivity•Financial discipline

3Management of Risk

InvestmentInvestmentRecoveryRecovery

4Diversification4

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ROLE OF BOARD & EXECUTIVES

5

Bhagwati Prasad

1. Select, evaluate, replace senior management.

2. Oversee: Strategies, management of cooperative resources.

3. Review, approve major plans and actions.

4. Other functions prescribed by law.

Boards of Directors: Duties and Functions 5

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Laying down Code of Conduct

Overseeing Disclosures

Evaluating Performance of mgt

Ensuring Appropriate fin. Systems

Checking Conflicts

BOARD CONTROLS in 5

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Formulate &review policies/strategiesMajor plans of actionRisk policyAnnual budgets & Business plansSetting performance objectivesMonitoring performanceOverseeing major Capital Exp.Acquisitions & DisinvestmentsCompliance with applicable laws

Board Directs 5

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CORE COMPETENCIES OF BOARD

•Recognizing BOD’S tasks•Integrity•Sense of Accountability•Track record of Achievements•Leadership Qualities•Ability to think Strategically•Show Commitment to Cooperative•Devote time for attending meetings,• Preparation &Participation

5

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Executive Management-functions

•Assisting BOD in decisions•Implementing policies •Maximizing Share holders Interest•Providing timely, accurate, Substantive &material inf. to Board, Committees & S Holders•Compliance of Regulation. & laws•Protect Share Holders rights & interests•Setting & implementing Effective IC system

Contd…

5

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ExecutiveManagement- functions

•Implementing & complying With code of ethics by Board

•Cooperating & facilitating Efficient working of Board

•Disclosure of transactions

*personal interest *conflict of interest

5

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Role Conflict Between Board & Executives

6

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Role Conflicts-Board & Executives

•Governance Models•Nomination To Board•Bureaucratic/Deputationist CEO•Vested Interests•Role Ambiguity•Interference•Appointments

6

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Governance Model - 1

ELECT

MGT

EXECT

MGT

Elected

Management

Exect. Mgt

6

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Governance Models - 2

6

Elected Executive

Elected Executive

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Role Conflicts – suggestive remedies

•Consensus-zone of agreement•Objectivity in decisions•Role clarity•Performance Evaluation •Transparency•Continuous Flow of Information•Training to All•Model code of conduct•Institutional Interest•Financial Discipline

6

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Ethics & Values

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16 Basic Values

1. Controlled Greed2. Pursuit of pleasure3. Efficiency & Work Ethics4. Truthfulness5. Transparency & Honesty6. Compassion & Charity7. Piety8. Sacrifice9. Stoic dignity10.Pride, Anger, Envy & Violence11.Camaraderie & Fraternity12.Trust & Cooperation13.Tolerance Pluralism14.Gratitude& Respectfulness15.Harmony with Society, Self & Nature16.Evolutionary Destiny & Cooperation

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GOVT. SUPPORT COOPERATIVESMARKET FORCES

LOANS

CAPITAL

GRANTS

SUBSIDIES

CREDIBILITYMANAGERIAL

FINANCIALUNPROF’LISM

POLITICSLESISLATION

VIABILITY

COM,TETIONINNOVATION

CHANGESPROF’LISMFINANCE

CONF’TIONS

QUALITY

TIME

POLICIES

I’FERENCE

COOPERATIVE DILEMMA

PARAMJIT SHARMA

Thanks