optimystic leadership slides by simon haque

8/4/2019 Optimystic Leadership slides by Simon Haque

1/22

WELCOME TO OUR

PRESENTATION


2/22

Submitted toMs. Farhana Islam.

Lecturer in ManagementBUBT

Submitted by

Optimistic younger's


3/22

GROUP MEMBERS

NAME ID

SAFIL AHMED 160

BUSHRA BIN-TE BAHAR 180MD. ATAUR RAHMAN 141

SAIFUL KARIM 176

KAMRUL HASSAN 158


4/22

TOPIC

LEADERSHIP


5/22

INTRODUCTION

LEADINGis an important part of management process. Leader is theperson who leads. Leadership as the process the use of non-coerciveinfluence to shape the groups or organizations goals, motivate behavior

toward the achievement of those goals, and help define group ororganization culture, as a property the set of characteristics attributed toindividuals who are perceived to be leaders.

Any exact direction can not be fulfilled properly without leadership. Becausethe leader doesnt work but forced others. There are various styles ofleadership like: Autocratic, democratic free-rain etc. differentorganizations follow different leadership styles.

For as reason, we have to discuss about the wide dimension & Varity ofleadership & its implementation of an organization which is STANDARDCHARTERED BANK.


6/22

Leadership is what

Leadershipis a way to inspire the worker for completingwork.The way which creates communication through intimaterelation with workers for acquiring the main purpose of thatorganization, is called leadership. Any expect direction cannot be fulfilled properly with out leadership. Because the

leader dose not work but force other.

A simple definition of leadership is that leadership is the art ofmotivating a group of people to act towards achieving acommon goal.Put even more simply, the leader is the inspiration anddirector of the action. He or she is the person in the group thatpossesses the combination of personality and skills thatmakes others want to follow his or her direction.


7/22

Types of Leadership

It is difficult to find out the right idea aboutleadership. We get a lot of idea aboutleadership from the running of the society

to modern state through leadership.There are three main leadership styles.

These are :

Based on formalities

Based on types of motivation.

Based on types of using power


8/22

LEADERSHIP

Based onFormalities

Based on types of

using power

Based on types of

motivation

Formal Leadership

Informal Leadership

Positive leadership

Negative leadership

AutocraticLeadership

DemocraticLeadership

Free reinLeadership


9/22

Autocratic Leader

FollowerFollower

Follower


10/22

Democratic Leader

Follower FollowerFollower


11/22

Free rein Leader

Follower Follower Follower


12/22

Managerial Grid followed by theorganization

A Well known approach to defining leadership styles is themanagerial grid developed some years ago by Robert Blake

and Jane Mouton.Building on previous research that showed the importance of

managers having concern both for productionand for people.

The grid has two dimensions:1) CONCERN FOR PEOPLE2) CONCERN FOR PRODUCTION.


13/22

Concern for people:It includes:

>Such elements as degree of personal commitment toward the goal

achievement.> Maintenance of the self esteem works, interpersonal relations.> Placement of responsibility on the basis of trust.> Provision of good working condition.

Concern for production:It includes:

The attitudes of supervision toward a wide variety of things.> Such as the quality of policy decisions> Procedures & processes.

> Quality of stuff services.> Work efficiency & volume of output.


14/22

HIGH

LOW

LOW HIGH


15/22

Under this managerial grid there are four extreme styles:

1.1: Impoverished management style: Manager concerns themselvesvery little with either people or production and has minimum involvement in their job.

9.9 : Team Management: Managers who display in their actions the highestpossible dedication both to people and to production. They are the real team managers

who are able to mesh the production needs of the enterprise with the needs of

individuals.

1.9 : Country club management: Managers have little or no concernfor production but are only concern for people.

9.1 : Task management

:Managers who are concerned only with developing

an efficient operation who have little or no concern for people and who are quiteautocratic in their style of leadership.

5.5 : Dampened pendulum( Midlevel Management): Managers

have medium concern for people and production. They maintain a midway level.

F i M i


16/22

Standard Chartered Bank mainly follows The Managerial Gridtheory on there leadership styles. Different departments havedifferent styles to follow. This bank is people orientedbank. So itemphasis on COUNTRY CLUB management. But sometimes it

change its management style. Such situation like when theemployees have come to join this organization, at first they follow

the TEAM MANAGEMENTstyle. But on that situation if anyemployee does not follow the rules & regulations on thatorganization, leaders of each department follows task

managementstyle. On the basis of this style leaders compelledtheir followers to do their job efficiently. When the expectation is

fulfilled by the employees, leaders returned to the COUNTRYCLUBMANAGEMENT STYLE. But on behalf of different situationleaders do not follow the Impoverished management & midlevel

management style, because these styles are not suitable on theirmanagement. So we can say that although this bank is people

oriented bank, sometimes it can change its management style onthe basis of mana erial rid in different situation.

Fo owing ManageriaGrid theory


17/22

OVERVIEW OF THE ORGANIZATION

BACKGROUND:The Standard Chartered Group was formed in 1869 througha merger of two banks: The Standard Bank of South Africafounded in 1863, and the Chartered Bank of India, Australia

and China, founded in 1853.

As its operations came under threat from nationalizationprogrammers in the countries in which it was present in the

1970s, the bank sought expansion in developed countries,particularly the USA.

A Standard Chartered Bank (HQ) in Singapore.

In BANGLADESH, Standard Chartered merged in Grind lays'operations, making Standard Chartered not only the largest

foreign bank in the country, but the only one with branches inall four provinces.
http://en.wikipedia.org/wiki/Standard_Bank_of_South_Africahttp://en.wikipedia.org/wiki/Chartered_Bank_of_India,_Australia_and_Chinahttp://en.wikipedia.org/wiki/Chartered_Bank_of_India,_Australia_and_Chinahttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Chartered_Bank_of_India,_Australia_and_Chinahttp://en.wikipedia.org/wiki/Chartered_Bank_of_India,_Australia_and_Chinahttp://en.wikipedia.org/wiki/Standard_Bank_of_South_Africa


18/22

In Bangladesh Standard Chartered Bank is the largest

international bank in Bangladesh with 25Branches and 50 ATMs; employing over 1,300

people. We are the only foreign bank in thecountry with presence in 6 cities - Dhaka,Chittagong, Khulna, Sylhet, Bogra andNarayanganj; including the country's only

offshore banking units inside Dhaka ExportProcessing Zone (DEPZ) at Savar andChittagong Export Processing Zone (CEPZ).


19/22

LEADERSHIP STYLE FOLLOWED BY THEORGANIZATION

Standard Chartered Bank believes in Democratic leadership.Leaders are very supportive to their subordinates. They consult withsubordinates on proposed actions & decisions & encouragesparticipation from them. They give full freedom on their sub-

ordinates so that they can give their own opinion, can express theirknowledge properly. Leader distributes their(followers) works basedon their ability & after finishing their work they send feedback to theleaders. Sub-ordinates have full freedom while they are doing theirwork efficiently & enthusiastically. All departments follows

Democratic Leadership style. Because they believe participative orsupportive style & by following this style they achieved differentsuccesses at different times.


20/22

Findings & AnalysisImplementing a Risk-Driven Strategy

Large & complex interconnection to the outside world.

Aim is to achieve the right level of security through implementing an

appropriate risk-based strategy.

Using Quales Guard as a dynamic tool.

It platforms (including Linux & Windows) are not secured & suitable for allconsumers.

Network topology system configuration were unknown .

Regulatory pressures & increased exposure are driving more complexrequirements for managing security risks.


21/22

Suggestions The bank is using the IS very efficiently and increasing

its profitability, but still there are many things that shouldbe improved.

With the increase in the technology, the bank shouldmade its IS up-to-date for providing best services to theircustomers and attracting more customers and increasingits productivity.

The security of this system should be made. Credit cards system should be improved providing the

unique facilities to their customers which the other bankshave not yet introduce.


22/22

CONCLUSION

Standard chartered Bank is one of the mostrenown Bank in the word. Its bankingmanagement proves that its leadership ability is

not only good but also the best in the era ofbanking. Although this organization have someproblems but these can be recoverable. Withsome effective steps which are described in

previous slide can improve & upgrade its overallmanagement system as well as leadership.

optimystic leadership slides by simon haque

Documents