executive development programme

7/30/2019 Executive Development Programme

1/72

EXECUTIVE DEVELOPMENTPROGRAMME

By :

Khairol Anuar Bin

Masuan


2/72

Management-all actions focused on accomplishing the tasks in an organization.

Leadership the ability to create an environment where individuals willingly

apply their unique abilities to a common mission. Leadership is

about the relationship between leaders and their team.

Competence the knowledge and skill to do the job.

Commitment the motivation, willingness, and confidence to do the job.


3/72

Great leaders move us.

They ignite our passionand inspire the best in us.

Goleman, Boyatzis& McKee, 2002

Management is nothing

more than motivating

other people.Lee Iacocca,

American Industrialist


4/72

Ice Breaker : Leadership andManagement

What is management?

What is leadership?


5/72

Leadership is different from management, but

not for the reason most people think

leadership and management are two

distinctive and complementary systems of

action.

John Kotter, 1990

What Leaders Really Do


6/72

Management is about coping with

complexitygood management brings a degree of

order and consistency to key dimensions like thequality and profitability of products.

Leadership, by contrast, is about coping

with changemajor changes are more and more

necessary to service and compete effectively in this

new environment. More change always demands

more leadership.

John Kotter, 1990

What Leaders Really Do


7/72

These two different functions coping with complexity and

coping with change shape the characteristic activities of

management and leadership.

Each system of action involves deciding what needs to be

done, creating networks of people and relationships that

can accomplish an agenda, and then trying to ensure that

those people actually do their job. But each accomplishes

these three tasks in different ways.

John Kotter, 1990What Leaders Really Do


8/72

Excellent leaders have: A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks.


9/72

Excellent leaders are: Knowledgeable about the total organization.

Able to learn from mistakes.

Excellent communicators/listeners.

Able to speak clearly and effectively.

Resourceful.

Realistic.


10/72

Managementmanages complexity by: Planning and

budgeting

Organizing and staffing

Controlling and

problem-solving

Produces predictability,

order and consistency

Setting a direction

Aligning people

Motivating and inspiring

Produces useful

dramatic change

Leadershipleads change by:


11/72

Leadership and management are twodistinctive complementary systems ofaction. Each has its own function andcharacteristic activities.Both are necessary for success in anincreasingly complex and volatileBusiness environment.

John Kotter, 1990What Leaders Really Do


12/72

Affirmation Change agent

Communication

Contingent reward

Culture Discipline

Flexibility

Focus

Ideals and beliefs Input

Intellectual stimulation

Monitor / evaluate

Optimizer

Order

Outreach

Relationships

Resources

Situational Awareness

Visibility


13/72

The Directing Leader: Sets goals.

Identifies the problems.

Comes up with solutions. Decides who does what work.

Gives specific directions.

Announces decisions.

Closely supervises and evaluates employees' work.


14/72

The Coaching Leader Sets the goals.

Identifies the problems.

Develops a plan to solve problems and consults withemployees.

Makes the final decision about procedures or solutions after

hearing employees' ideas, opinions, and feelings. Explains decisions to employees and asks for their ideas.

Praises employees' work efforts.

Continues to direct employees' work.

Evaluates employees' work.


15/72

The Supporting Leader Involves employees in problem-solving and goal-

setting.

Takes the lead in defining how to do a job or solve aproblem.

Provides support, resources, and ideas if requested.

Shares responsibility for problem-solving withemployees.

Listens to employees and guides them as they makedecisions.

Evaluates an employees work with that person.


16/72

The Delegating Leader Identifies problems with employees.

Sets goals with employees.

Develops plans and makes decisions with employees.

Lets employees decide who does the tasks.

Accepts employees' decisions and monitors theirperformance.

Lets employees evaluate their own work.

Lets employees take responsibility and credit for theirwork.


17/72


18/72

Activity : Think about effective leaders that

you have known.

What qualities made them effective?


19/72

TaskDimension Behavioral IndicatorThe extent to which a leader Goal setting

Organizing

Setting Time Lines

Directing

Controlling

Specifies the goals people

are to accomplish. Organizes the work

situation for people. Sets time lines for people. Provides specific

directions Specifies and requires

regular reporting onprogress.


20/72

RelationshipDimension Behavioral IndicatorThe extent to which a leader Giving Support

Communicating

Facilitating Interactions

Active Listening

Providing Feedback

Provides support andencouragement.

Involves people in give-and-take discussions aboutwork activities.

Facilitates peoplesinteractions with others.

Seeks out and listens topeoples opinions andconcerns.

Provides feedback onpeoples accomplishments.


21/72

ATTEMPTED LEADERSHIP is any effort the administratormakes to influence superiors, associates, or subordinates

SUCCESSFUL LEADERSHIP is the ability to get others to

behave as the administrator intended. The job gets done and

the administrators needs are satisfied, but those of the other

people are ignored.

EFFECTIVE LEADERSHIP is the situation where people

perform in accordance with the administrators intention andfind this a path to the satisfaction of their needs.


22/72

What is and Why Do We Need

Effective Management?


23/72

Activity Think about effective managers thatyou have known.

What qualities made them effective?


24/72

Four Dimensions of Employee Engagement

A key variable of highly productive

workplaces is the managers ability to

effectively meet a core set of employeesemotional requirements.

Work units that meet these conditions ofengagement perform at a much higher levelthan units than dont. Each element impactsperformance.


25/72

HOW CANWE GROW

DO I BELONG?

WHAT DO I GIVE?

WHAT DO I GET?

Opportunities to learn and grow

Progress in last six months

Best friend

Co-workers committed to quality

Mission/Purpose of company

My opinions count

Encourages development

Supervisor/Someone at work cares

Recognition last seven days

Do what I do best every day

Materials and equipment

I know what is expected

of me at work


26/72

Principles of Continuous

Quality Improvement and KeyLeadership / Management Skills


27/72

A Closer Look


28/72

The practices below can be thought of as the basics of

successful leadership and management. Rarely are such

practices sufficient for leaders aiming to significantly

improve student learning in their schools. But without

them, not much would happen. Three sets of practices

make up this basic core or successful leadership

practices:

1.Setting Direction

2.Developing People

3.Redesigning the Organization


29/72

Leadership practices included in Setting Directions accountfor the largest proportion of a leaders impact.

This set of practices is aimed at helping ones colleagues

develop shared understandings about the organization.

This set of practices is also aimed at the activities and

goals that can undergird a sense of purpose of vision.

People are motivated by goals which they find personally

compelling, as well as challenging but achievable. Havingsuch goals helps people make sense of their work and

enables them to find a sense of identity for themselves

within their work context.


30/72

The contribution of this set of practices to leaders /managers effects is substantial.

While they do contribute significantly to members work-

related motivations, they are not the only conditions to doso. They do not contribute to the capacities members often

need in order to productively move in those directions.

Such capacities and motivations are influenced by thedirect experiences of organizational members with those in

leadership roles, as well as the organizational context

within which people work.


31/72

Successful leaders / managers develop their organization aseffective organizations that support and sustain the

performance of a workers.

Specific practices typically associated with this set of

basics include:

strengthening organization cultures

modifying organizational structures / roles

building collaborative processes

The purpose behind the redesign of organizational cultures

and structures is to facilitate the work of organizational

members and that the malleability of structures should match

the changing nature.


32/72

Many people understand the WHAT ofleadership/management

Direction (mission, vision, and goals)

Planning Implementation

Influence and control


33/72

but few truly understand the HOW ofleadership/management

Passion for our moral purpose

Inspiring others Guiding motivation and commitment

Attention to employment engagement


34/72

Planning(select goals, future, performance,

Task & resources to attain them)

Controlling(monitor & correction)

Organizing(assign responsibility

For task & allocate

Resources)

Leading(influence to motivate)


35/72

Defining goals for future organizational performance

And deciding on the task & resource use needed

To attain them

Define Org.

Currentsituation

Implementation/

Control/ evaluate

Set specific

goals

Finalize

Strategic plan

Dev. Tactical/Operational

Goals & plans

Set timetables/schedules Analyze risks

& resources

Formulate

strategies


36/72

VISION:general statement long-term direction to

archive.

Mission:The organizations reason for existence.

Goals: What the org. want to be in the future,pertain to the org. as a whole rather than to specificdepartment.

Objective :A specific short-term target for which

measurable result/ output can be obtain.

Strategy: how to responding to the ever changing &dynamic environment to fulfill mission & objectives.


37/72

Is focused on the future within a context of achanging, but relatively predictableenvironment.

It consists 3 activities:- Formulation of the future mission

Developing the competitive strategy

Creation of organization structure- deployresources.


38/72

The comprehensive & Long period plan /blueprint (2-5 years)

overall organization

The set of decision & actions used to formulate

and implement strategies that will providecompetitively superior fit between theorganization and its environment (Internal &external) so as

to achieve organizational future goals /objectives.


39/72

Evaluate

Current:

-Mission

-Goals

-Strategies

-Output/

Perfor-mence

Internal-

Strengths &

Weaknesses

External-Opportunities

&

Threats

New/ Strength

-Mission/

-Goals/

-Strategies-leadership style

-restructure

-HRD

-Information

-system & procedures-technology


40/72

Short period Plans developed atthe organizations lower levels(departments, branches, unit) thatspecify action steps towardachieving operational (daily,weekly, monthly or yearly) goalsand support strategic plans.


41/72

Strategies:

The plan of action that prescribes activitiesand resources for dealing with theenvironment to attain the organizationsgoal.

Situation Analysis: Search for characteristics SWOT from

internal & external environment whichdirectly/ indirectly may prevent/ can be

exploit to achieve organization goal.


42/72

The creation of framework in whichorganization defines how task are

divided, resources are deployed anddepartments are coordinated andcommunicated.


43/72

Created the organization structure/ chartbased on the interrelated elements asbellow;

Departmentalization-nature of work/function/specialization task,geographical location, product.

Set of formal task assigned to individual /departmental / unit;


44/72

Allocate the reasonable resources to

implement task;

Formal reporting relationship &communication centralization /

decentralization, line of authority, decisionresponsibility, number ofhierarchical level &span of managers control/ command Formalization-written documentation use todirect/ guide & control employees.


45/72

LEADERSHIP

The ability toinfluence other peopletoward the attainment of

organizational goal.


46/72

Legitimate power: formal management position &authority granted to it.

Reward power: authority to bestow reward

Coercive power: authority to punish or recommendpunishment

Expert power: special knowledge & skill

Referent power: characteristics to respect,admiration & desire to emulate.


47/72

Leader-member relation (humanisms) highlyrespect, confident & trust to subordinateknowledge & skill, commitments & responsibilities.

Task structure- emphasis to achieve goals, output,specifics system & procedures, commitments &how subordinate carried-out the task;

Position power- shown the formal power/ authorityto direct, evaluate, reward & punish.


48/72

The systematic process through whichmanagers regulate organizationalactivities to make them consistent withthe expectations established in plans,target, and performance standard.


49/72

Subordinate behavior and performance

Allocation, utilization, functional, maintenance& performance of funding, facilities,

infrastructures, equipments & technologies.

Processes & procedures

Task/ units, departmental, organizationperformance/ output


50/72

Establish

Indicators

&

StandardsPerformance

&

Method

&

Mechanisms

Ofmeasure

Data

Collection

(Performance)

Compare

PerformanceVrs

standards

Correctiveaction


51/72

Effective

Communication

ProductiveRelationship


52/72

Effective

Communication

Our values

Our Beliefs(self esteem

and self image)

Our thoughts


53/72

Self-fulfillingprophecy

Our values,

beliefs, and

thoughts

What we say

and do

Results


54/72

Get information

Motivate

Cheat

Praise Make arrangements

Give advice

Sell Greet

Abuse


55/72

Communication

Verbal :

The message that

we deliver

Vocal :

The voice that we

convey

Visual :

Our body language


56/72

Studies tell 70 % of mistakes in theworkplace are a direct result of poor

communication..


57/72

Lack of information and knowledge

Not explaining priorities or goals properly

Not listening

Not understanding fully and fail to ask questions

Mind made up, preconceived ideas

Not understanding others needs

Not thinking clearly, jumping to conclusions Bad mood

Failure to explore alternatives


58/72

Loss of business

Mistakes, inefficiencies

Lowered productivity

Poor coordination and cooperation

Damaged personal or company image

Frustration, hostility


59/72

Dissatisfaction with others

Lowered morale

Loss of team spirit

High employee turnover Conflict and arguments

Drop in self esteem and confidence

Loss of friendship


60/72

The way we begin our message often determinesthe outcome of the communication

The way message is delivered always effects the

way message is received

Everything we do is communication


61/72

The real communication is the message received,not the message intended

Communication is two way street

we have to

give as well as gather


62/72

i. Be visibleii. Know everybodys name

iii. Spend time building relationships, one-on-one

iv. Ask for suggestions

v. Acknowledge individual & group contributionsvi. Say thank you when it is deserved

vii. Share as much information as I, can both goodor bad

viii.Develop employeeix. Celebrate successes


63/72

By choosing the right people and gettingthem to believe in a shared goal, you laythe groundwork for a winning team.

People work together more effectivelywhen they share a desire to achieve

group goals


64/72

Admit what you dont know and ask the teamfor help

Allot plenty of time in meetings for teammatesto give input so that you speak less and listenmore

Support the teams findings and increase itsinfluence throughout your organization


65/72

Effective time management is aboutincreasing your productivity and gettingorganized so that you can achieve yourgoals and get more done!

Time management helps you to take control

by focusing on what is important ratherthan 'spinning your wheels' and jumpingfrom crisis to crisis.


66/72

Use time efficiently while remaining flexible. Try to not letcircumstances control how time is spent.

Set attainable annual, monthly, and weekly goals.

Make daily to do lists identifying high priority items.

Avoid anticipatory dread. Supervisors sometimes thinkahead to activities or tasks that they do not like and dwell onthe negative feelings. This can blow things out of proportion.

Identify routine and special items to delegate.

Run organized meetings (e.g., have an agenda with staff

input, keep on time, and remain on task). Group similar tasks together.

Break large tasks into smaller parts.

Identify and eliminate time-wasting activities.


67/72

SpecificMeasurableAchievableRealisticTime bounded


68/72

Goal today Goal this month

Goal for this year

Goal for next 5 years

Goal for next 10 years

Your dreams

Failing to planis planning to

fail


69/72

1

Quadrant ofManage

2

Quadrant ofLeadership & Quality

3

Quadrant ofDeception

4

Quadrant ofWaste

Urgent Not Urgent

Important

NotImportant


70/72

Members dont feel valued Creates negative attitudes Not developing all employees Higher absenteeism Low productivity/poor quality

Miscommunication


71/72

Members at all levels feel needed

Promotes positive attitudes

Utilize all resources

Reduce complaints Members share ideas

Less confusion

Shared goals

Fosters TEAM building


72/72

If you are willing to workharder, longer, and moreintensely and beyond the

call of duty, you willbecome an effective

leader.

executive development programme

Documents