Leadership: Influencing Group Activities towards Goal Achievement

1. Unit - 4 Leadership Communication Controlling And Change Manangement

2. Leadership # Leadership is said to be – “The process of influencing group activities towards accomplishment of goals” # Koonz and O’Donnell – It is the activity of influencing people to strive willingly for group objectives. Key features - • Existence of followers • Interpersonal influence • Uneven power sharing • Common goals • Situational

3. Functions of leader: • Leader develops teamwork • Leader is representative of sub ordinates • Leader is a appropriate counselor • Leader uses power properly • Leader uses time well • Leader strives for effectiveness

4. Qualities of a good leader: Greatman Theory # Major historical events and powerful organizations are work of a few outstanding figures. # History of world is but biography of great men Exa: Winston Churchill, Mahatma Gandhi, Julius Caesar, Jesus Christ, Alexander etc. # This theory beliefs that leadership is genetic. Exa: Kennedy family, Nehru Family This theory holds that leaders are born ! ! !

5. Qualities that are common to good leaders • Intelligence • Communication skills • Emotional balance • Technical skills • Inner drive • Energy • Human relations skills • Teaching skills Leans heavily towards thinking that leaders are born and therefore cannot be developed. This theory has limited to hindsight and lost its appeal after World War - II

6. Leadership styles: • Directive , Autocratic and Authoritarian style Some features are – - Centralized power and decision making - Close supervision and control - Discipline through reward and punishment - One way communication - Total dependence of subordinates on superior

7. Participative and democratic styles some features are - Involves people in decision making and goal setting - Attitudes, feelings, suggestions of members are considered while making decisions - Freedom of thinking and action available to a reasonable extent - Two way, open communication between members - Opportunity to use one’s potential in the service of organization exists.

8. Laissez - faire or Free - rein Leadership style - Group members set their goals and decide things on their own - Leader is a passive observer of things - Leader does not decide, does not control and exercise influence over the group - Leader abdicates responsibility - Members operate in an unrestricted environment - Communication is open and can take any derection

9. Transactional vs Transformational Leaders James burns: There are two types of leaders - transformational and transactional leaders. 1. Transformational are those who recognize, exploit and satisfy the needs of followers while elevating them into high levels of motivation and morality. Features – • Independent • Inspirational • Initiators • Active and achieving • Change oriented • Forward thinking • Charismatic

10. - 2. Transactional are those influences subordinates with out any emotional inputs. Focuses on achieving results. Emphasizes the importance of impersonal aspects of performance such as plans schedules and budgets. Features- • Task Centered • Short-term planner • Practical • Passive • Maintain stability • Concrete • Tangible

11. Likert’s system 4 Management Likert developed these models based on human resource philosophy of management. System 1: Exploitative - Autocratic System 2: Benevolent Autocratic ( Intention to do good, act of kindness) System 3: Consultative System 4: Democratic

12. Leadership Development One of the important challenges faced by organizations today is: “to make managers leaders’. Leadership development involves “Attitude, Knowledge and Skills” (AKS)

14. Communication # Process of passing information and understanding from one person to another. Involves exchange of facts, ideas, opinions or emotions by two or more individuals. # L.A.Allen“ Communication is the sum of all the things one person does when he wants to create understanding in the mind of another” Features: • Two people • Sequential process • Continuous activity • Pervasive function • Transference of meaning and understanding

15. Importance of communication Communication is important to all managers and needed by all employees. In fact lot of time of managers is spent in some form of communication – writing, reading, speaking or listening. • Basis of action • Facilitates planning • Helps in decision making • Means of coordination • Improves relationships • Improves motivation and morale

16. SENDER RECEIVER NOISE MESSAGE MESSAGE ENCODED MESSAGE DECODED CHANNEL CHANNEL A model of the communication process FEEDBACK FEEDBACK DECODED FEEDBACK ENCODED

17. Communication channels: Channel is the route through which messages flow from sender to receiver. There are basically two; formal and informal • Formal Communication – Channel established by management and generally specified in the chart. It is deliberately created. Downward, upward and horizontal

18. Informal communication – - It is a product of social interaction, an inevitable part of organizational life - It exists outside the official network - There is no prescribed direction of flow of messages - An active grapevine indicates employees keenness to interact with each other closely and share information.

19. Communication Media or Methods: • Oral Communication • Written Communication • Non-verbal Communication or Body Language Facial expressions, Eye contact, Dress, Posture, Distance, Gesture, Handshakes, Tone of voice, Use of space or Proxemics, Use of time or chronometry

20. Barriers to Communication. • Semantic Barriers • Interpersonal Barriers Cannot express effectively, Filtering, Credibility, Inattention, Perceptual differences, Jealousy, Information overload, Emotions, Time pressure. • Structural Barriers Hierarchy, Status, Specialization.

21. CONTROLIING # Making some thing happen the way it was planned to happen # Control is the process of comparing actual performance with established standards, for the purpose of taking action to correct deviations. # K.A. Merchant: It Involves keeping the organizational activities and functions on right track and aligned with plans and goals. # Henry Fayol: In an organization, control consists of verifying whether everything occurs in confirmity with the plan adopted, the instructions issued and the principles established.

22. FEATURES: # Control is a positive force # Control is a continuous process # Control is forward looking # Control process is universal # Control process is dynamic # Control is goal oriented # Delegation is Key # Control is based on planning

23. Establishment of standards Measurement of actual performance Comparison with the standards st Corrective action Steps involved in the process of control Step – I Step – II Step – III Step – IV FEEDBACK CONTROL PROCESS ( Bedien and Glueck )

24. TYPES OF CONTROL: Controls are of three types – • Pre-control – Such controls are established before any activity takes place. The control system anticipates problems and permits action to be taken before the problem occurs. This also is called “predictive or feedforward controls” Exa: Standard cost control technique

25. 2. Concurrent Controls – It is also called “real time control”. Immediately considers any problem and analyses it to take necessary corrective steps before any major damage occurs. Exa: Control Charts.

26. 3.Post control: It is also called “Feed Back control”. It is the process of gathering information about a completed activity, evaluating that information and taking steps to improve similar activities in future.

27. THE QUALITY CONCEPT # Quality : Excellent product or service that fulfills or exceeds our expectations. Expectations are based on intended use and the price. Quality can be quantified as follows – Q =P/E Q = Quality P = Performance E = Expectation If Q is greater than one, customer has a good feeling.

28. ISO 9000 : 2000 version definition: Degree to which a set of inherent characteristics fulfill requirements. Degree : poor, good or excellent.

29. Dimensions of quality : • Performance • Features • Conformance • Reliability • Durability • Service • Response • Aesthetics • Reputation

30. Factors affecting quality: • MAN – Attitude, knowledge and skills • MATERIAL – Input materials, utilities have to be of high quality • METHODS - Manufacturingprocesses and operating procedures standardized • MACHINES – Conditions of the machines, tools, gadgets, instruments have to be kept maintained in good healthy

31. Developing Q.C. System • Quality control (QC) includes the activities from the suppliers, through production, and to the customers. • Incoming materials are examined to make sure they meet the appropriate specifications. • The quality of partially completed products are analyzed to determine if production processes are functioning properly. • Finished goods and services are studied to determine if they meet customer expectations.

32. QC Throughout Production Systems Inputs Conversion Outputs Raw Materials, Parts, and Supplies Production Processes Products and Services Control Charts and Acceptance Tests Control Charts Control Charts and Acceptance Tests Qualityof Inputs Quality of Partially Completed Products Quality of Outputs

33. CHANGE AND DEVELOPMENT Every thing around us is changing ! ! ! The only constant is change Even the rate of change is changing ! ! !

34. CHANGE: Any alteration of the status quo. ORGANIZATIONAL CHANGE: Adoption of a new idea or behavior by an organization. PLANNED CHANGE: Change that is designed and implemented in an orderly and timely fashion in anticipation of future events.

35. TYPES OF CHANGES: # Evolutionary change # Revolutionary change # Planned change

36. FORCES FOR CHANGE: # Internal forces – • Increased size • Performance gaps • Employee needs and values • Change in the Chief Executive # External forces- • Technology • Market situation • Social and political change • The domino effect

37. Identify need for change MANAGING CHANGE: Diagnose the problem Plan the change Implement the change Follow-up and feedback

38. CHANGE TECHNIQUES: Kurt Lewin – Force field analysis The process of finding which forces drive and which resist a proposed change. Every behavior is the result of an equilibrium between driving and restraining forces. The driving forces push one way and the restraining forces the other. To initiate planned changes, managers have to remove or weaken the restraining forces and strengthen the driving forces that exist in organizations.

39. FORCE-FIELD ANALYSIS: Restraining forces Facilitating forces Organization

40. Lewin observed that individuals experience two obstacles to change. 1.They are unable or unwilling to alter long established attitudes and behaviors. 2. They may try to do things differently but return to traditional ways after a short time. For this he proposed three step sequential process. 1. Unfreezing 2. Moving/Changing 3. Refreezing

41. NEW TRENDS IN ORGANIZATIONAL CHANGE: O.D. ( Organization Development) OD refers to planned change efforts based on democratic values that aim at improving employee well-being and organizational effectiveness. According to Beckhard, OD can be defined as an organization – wide effort that is 1. Planned 2. Managed from top 3. Aimed at improving organizational effectiveness 4. Initiated through a change agent 5. Through various OD interventions

42. OD Values: OD change efforts lay emphasis on human values • Respect for people • Trust and support • Power equalisation • Confrontation • Participation

43. OD PROCESS: Process involves following steps- • Problem identification • Collection of data • Diagnosis • Planning and implementation • Evaluation and feedback.

44. 1 Change Management Process 8. Internalization Commitment Phase 7. Institutionalization 6. Adoption 5. Installation 4. Positive Perception Acceptance Phase 3. Understand the change 2. Awareness of change Preparation Phase 1. Contact

45. THANK YOU AND Wish you all the best