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PLANNING
DECISION-MAKING ORGANIZING
CONTROLLING
COORDINATION
COMMUNICATION
INFLUENCING STAFFING
Chart 5
MANAGING IS
GOALS AND
OBJECTIVES
ACHIEVING
Manager
Planning Thinking
THROUGH PEOPLE USING TECHNIQUES
Organizing Making Decisions
Directing Communicating
Controlling Improving
IN AN ORGANIZATION
Chart 4
L
E
A
D
I
N
Supervisors/ Managers
Planning Organizing Leading Controlling
Workers
Doing
L
E
A
D
Supervisors/ Managers
Leading
Workers
Controlling
KRAs & Responsibilities
3 Process
improve systems and processes
4 People
Promote learning and growth
Chart 99
Competency Development Framework
Managing the
Organization/Business
Managing Teams/
the Work
Managing
Relationships
Managing the
Self
10
Competencies of the 21st Century Leader
Managing Competencies
Strategic Planning
Organizing & Stafng
Performance Mgt
Personal Technical
Managing Change,
Effectiveness Technology Competencies
& Innovation Technical Skills
Self-Knowledge
Industry Awareness
Proactivity / Time
Project Management
Management
Professional Image Interpersonal Entrepreneurial Skills
Competencies
Emotional Intelligence
Interpersonal Sensitivity
Communication Skills
Leadership Networking Org
Sensitivity Negotiating
11
LEADING Motivate
Communica
Delegate
te
CONTROLLING
Train Set
Performance
Lead/
Standards
Allocate Control Evaluate
Resources People Communicat
Administe e & Motivate
r Thing
Staff Make s Manag
Ideas
Decision e
Organize Develop & Plan
s Change
Analyze
ORGANIZING Problems
Make Environmental
Plans Set Scan
Goals PLANNING
12
LEADING is
The ability to inspire condence and
support among the people who are
needed to achieve organizational
goals
The art of influencing people by
persuasion and example to follow a
line of action
The principal dynamic force that
motivates and coordinates the
organization in the accomplishment
of its objectives
An effort to maintain control and
power over others
A Leaders Mentality
LEADER ASSOCIATE
o Complains quietly Complains loudly
Thinks Blames
analyzes Accuses
evaluates
Initiates actions Waits for orders
Acts Reacts
Focuses on Focuses on
achievements problems &
Thinker excuses
achiever Worrier
doer
LEADERSHIP vs MANAGEMENT
Deals with the Deals with the
interpersonal administrative
aspects of a aspects of the
managers job managers job
such as inspiring, such as planning,
motivating, organizing and
influencing and controlling
leading change
Maintains their
Transforms their organization
organization with through order,
a vision and consistency and
mobilizing predictability
people to
accomplish it
LEADERS vs MANAGERS
Visionary Rational
Passionate Businesslike
Creative Persistent
Inspiring Tough-Minded
Innovative Analytical
Imaginative Deliberative
Experimental Authoritative
Warm and radiant Cool and reserved
Initiator Implementer
Acts as coach, consultant, teacher Acts as boss
Does the right things Does things right
Inspires through great ideas Commands through
position
Knows results are achieved Focuses on results
through people
Basic Principles Of Systems Thinking
As Applied To Management And
Leadership
Systems thinking is a management discipline
concerned with understanding a system
(comprising of policies, processes, practices and
people) by examining the linkages and interactions
between the components that comprise the entirety
of that dened system.
Chart 3
Basic Principles Of Systems Thinking
As Applied To Management And
Leadership
A whole system can succeed only through managers
collaborating in and across a number of functional
systems. The whole system can fail only if leadership
at the level of the whole system fails.
Chart 3
Basic Principles Of Systems Thinking
As Applied To Management And
Leadership
The leadership challenge is accentuated by the realisation
that for every legitimate, ofcial or consciously designed
system (which is intended to be and is supposedly
rational) there is a shadow system. The shadow system is
where all the non-rational issues reside; e.g. politics, trust,
hopes, ambitions, greed, favours, power struggles, etc.
Chart 3
Systems Approach to Management
Leader
characteristics
and traits
Group member
characteristics
l = f(l,gm,s)
Managing Today: Robbins
DEVELOPMENT OF LEADERSHIP THEORIES
Approach Central Theme Approximate Time Period
Authentic/ spiritual/ and
Emerging
servant leadership
Transformational
New Leadership
leadership theory
LMX Theory: High
quality relations has
Relational
more positive leader
outcomes
Contingency theory:
Situational Different situations
demand different
kinds of leadership
Chart 24
LEADERSHIP ROLES
1. Figurehead engage 5. Team builder & team player
in ceremonial contribute to group morale;
activities; represent cooperate w/ others, loyal
group to outsiders
6. Technical problem solver
2. Spokesperson serve as technical expert or
report information adviser
about the group to
outsiders 7. Entrepreneur suggest
innovative ideas; sear for
3. Negotiator make new undertakings for the
deals with others for group
needed resources
8. Strategic planner set
4. Coach and motivator direction for others based on
recognize external environment
achievements,
encourage and 9. Executor make things
inspire people happen; translating plans
into action
TRAITS OF EFFECTIVE LEADERS
High Energy/
enthusiasm Internal locus of control Integrity/
Assertiveness Flexibility
trustworthiness
Chart 15
CHARACTERISTICS OF CHARISMATIC
LEADERS
Visionary
Possess masterful communication skills
Ability to inspire trust
Able to make group members feel capable
Energy and action-oriented
Emotional expressiveness and warmth
Romanticize risk
Uses unconventional strategies
Chart 77
SERVANT LEADERSHIP
(9 Behaviors)
Serve First
Build Trust
Live Your Values
Listen to Understand
Think About Your Thinking
Add Value to Others
Demonstrate Courage
Increase Your Influence
Live Your Transformation
WELL-LIKED TRAITS OF LEADERS
1. Kind, humane (mabait)
2. Understanding (maunawain)
3. Gets along with others (marunong makisama)
4. Helpful (matulungin)
5. Industrious (masipag)
6. Has good sense of humor (palabiro)
7. Able to give way (mapagbigay)
8. Joyful (masayahin)
9. Patient (mapagpasensiya)
10. Gives order properly (maayos mag-utos)
Chart 32
DISLIKED TRAITS OF LEADERS
1. Boastful (mayabang)
2.
Haughty (mapagmataas)
3. Rude (mataray)
4. Having favorites (may kinikilingan)
5. Lazy (tamad)
6. Does not accept mistakes (ayaw tumanggap ng
pagkakamali)
7. Selsh (makasarili)
8. Unapproachable (mahirap lapitan)
9. Gossiper (tsismoso/a)
10. Have no concern for others (walang malasakit sa kapwa)
Chart 33
Leadership Styles
1.9 9.9
Employee-Centered
5.5
1.1 9.1
Task-Centered
LEADERSHIP STYLES
Chart 21
Effective Leadership Practices:
Supportive Behavior
Listen to the problems of the follower (job or non-job related)
Praises the follower for task accomplishment
Asks for suggestions or inputs for task accomplishment
Encourages or reassures the follower that he/she can do the
task
Communicates information about the total organizations
operations
Discloses information about self (job or non-job related)
Facilitates follower problem-solving in task accomplishment
Communicates and demonstrates appreciation for task well done.
Chart 22
Though much is taken, much abides;
and though
We are not now that strength which in old days
Moved earth and heaven, that which we are,
we are;
One equal temper of heroic hearts,
Made weak by time and fate, but strong in will
To strive, to seek, to nd, and not yield.
Chart 82
L
tive
Technical Emotional
Inte
Competence Intelligence
tra
rpe
nis
rso
mi
Ad
nal
Managing Core
People Leadershi Managing
p Skills Conflict
Conceptual
Ref: Intro to Leadership, Peter Northouse
L
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A
Leading Activities
D
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G
43
COMMUNICATION
I know that you believe you
understand what you think I said,
but I am not sure you realize that
what you think you heard is not
what I meant.
L
E
Communication Process A
D
I
Encodes Decodes N
G
Message
Message
Feelings
Thoughts Receiver
Ideas
Channel
Sender
rs
Context of
Filte
rs
the situation
Filte
Encodes
Message
Decodes
Message
Feedback Feelings
Thoughts
Ideas
ELEMENTS OF A SPOKEN MESSAGE
The factual message (Job Level) Factual
Info The speaker transmits information to the listener statement
(What I inform you about)
Chart 37
L
E
A
COMMUNICATION BARRIERS D
I
N
Management G
Worker
COMMUNICATION CHALLENGES OF A
LEADER
What to Do:
1. Listen
2. Show Empathy
3. Recognize their Unique Contributions
4. Help them Feel Included
5. Create a Special Relationship
6. Give them a Voice and Empower them to Act
Chart 38
L
E
Chart 42
COMMUNICATION 101:
BASIC RIGHTS OF WORKERS
1. Let me know what you expect of me.
2. Give me an opportunity to perform.
3. Let me know how Im doing.
4. Give me guidance and support when and where I
need it.
5. Reward me according to my contribution.
Chart 44
L
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A
Leading Activities
D
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G
Motivation
(A perspective on Employee Motivation)
Dreams, Values,
Unfullled Needs, Effort
Wants, Desires
Performance Outcomes
Ability
ATTITUDES
Fullls Not Fulll
(Not FEEDBACK
(motivating)
motivating)
MASLOWs Hierarchy of Needs
Chart 27
L
E
A
Maintenance Motivators
Factors Achievement
Company Policies/ Recognition
Administration
Work itself (Challenge)
Supervision
Responsibility
Working conditions
Interpersonal relations Professional Growth
Benets Personal Growth
Status
Security
MASLOWs Hierarchy of Needs Needs of TODAYs Workers
Chart 29
Principles of Motivation
Principle of Participation
Motivation to accomplish results tends to increase as
people are given the opportunity to participate in the
decisions affecting those results.
Principle of Communication
Motivation to accomplish results tends to increase as
people are informed about matters affecting those results.
Chart 34
Principle of Recognition
Motivation to accomplish results tends to increase as
people are given recognition for their contribution to those
results.
Chart 35
L
E
Employees N
G
Coaching
D
I
N
G
KEY PRINCIPLES in
A
D
I
N
COACHING
1
G
62
Effective Coaching Habits
Describe the specic problem
Emphasize performance standards and
management expectations
Discuss possible causes of the
problem
Explore possible solutions and agree
on most appropriate solutions
Prepare action plan and agree on
follow up date
Express condence in employees
ability to work for improvement.
L
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Leading Activities
D
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G
Kinds of Conflicts
SOURCES OF CONFLICT
ROLE AMBIGUITIES unclear job expectations
and other task uncertainties
Chart 51
SOURCES OF CONFLICT
Chart 52
CONFLICT RESOLUTION FRAMEWORK
High
Accommodation Collaboration
Playing down conflict & Searching for a solution that
seeking harmony among meets each others needs
parties
Degree of
Cooperativeness
Compromise
Bargaining for gains
and loses to each
party.
Chart 53
Conflict Resolution
A constructive conflict
Each person expresses concerns respectfully
and actively listens
Concerns are expressed in I language without
attacking the character of others
Constructive solutions are considered to
resolve the conflict for the benet of all
involved
A solution is selected with an agreement to
review the outcomes of the solution at a future
date
ATTITUDES for
Collaborative Conflict Resolution
Belief in availability and desirability of a mutually
accepted solution.
Belief in cooperation rather than competition.
Belief that everyone is of equal value.
Belief in the views of others as legitimate statements
of their position.
Belief that differences of opinion are helpful.
Belief in the trustworthiness of other members.
Chart 55
HANDLING CONFLICT
1.Be positive and patient.
2.Focus on the problem, not on the person.
3.Keep an open mind; be flexible.
4.Seek the other persons ideas and point of view.
5.Explore all alternatives for resolving conflict.
6.Try to understand the other persons perception.
7.Respect the opinion of others.
8.End on a positive note.
Chart 56
THE LEADER AS TEAMBUILDER
Involves clarifying roles of each subordinate and
creating the conditions necessary for mutually
cooperative efforts
Chart 45
WHY WOULD PEOPLE JOIN TEAMS
It offers psychological and material rewards:
Chart 49
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Leading Activities
D
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Strategic Planning
Carefully Selected
Set of Measures
Derived from the
Organizations Strategy
What is a Balanced Scorecard?
Measurement
System
Strategic
Management
System
Communication
Tool
BSC Translates Mission, Values,
Vision and Strategy
Balanced Scorecard
Mission Why we exist
VISION
Differentiating Activities
STRATEGY
What we must do n
order to OBJECTIVES
Employee
implement our FINANCIAL CUSTOMER
Internal
Processes
Learning &
Growth
strategy
MEASURES
How strategic Employee
Internal
success is FINANCIAL CUSTOMER Processes
Learning &
Growth
measured and
tracked
What is the Balanced Scorecard?
Leading Activities
D
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G
DECISION-MAKING
is the process of choosing a course of action for dealing
with a problem or opportunity
Steps in systematic decision making.
Recognize and dene the problem or opportunity.
Identify and analyze alternative courses of action, and
estimate their effects on the problem or opportunity.
Choose a preferred course of action.
Implement the preferred course of action.
Evaluate the results and follow up as necessary.
Chart 59
Decision Analysis
Establish goals or objectives
Study current situation
Search for options
Compare options, use goal / objective as basis
Shortlist options
Assess adverse consequences of options
Choose the best option
POTENTIAL PROBLEM
ANALYSIS
1. Identify Potential Problems
Use of authority by
leader
Area of freedom
for subordinate
Nonprogrammed decisions.
Involve nonroutine problems that require
solutions specically tailored to the situation at
hand.
Chart 60
DECISION ENVIRONMENTS
Chart 61
UNCERTAIN DECISION ENVIRONMENTS
Exist when managers have so little information on hand that
they cannot even assign probabilities to various alternatives
and their possible outcomes.
Described as a rapidly changing setting in terms of:
External conditions.
The information technology requirements needed for
analyzing and making decisions.
The people who influence problem and choice denitions.
Chart 62
UNCERTAIN DECISION ENVIRONMENTS
Chart 63
DECISION-MAKING REALITIES
Chart 64
DECISION-MAKING REALITIES. . .
Chart 65
GROUP DECISION-MAKING
Decisions often are made by groups of people:
May be composed of individuals at different or at the
same level in the organization
May make some decisions without managerial input
Tend to follow the same decision-making process
Will have dynamics and interpersonal processes that
make group decision making very different from
decisions made by an individual.
Chart 66
INDIVIDUAL vs GROUP DECISION-MAKING
Chart 67
GROUP DECISION-MAKING TECHNIQUES
Brainstorming
Large number of ideas are generated while evaluation
of the ideas is deferred
Chart 69
GROUP DECISION-MAKING TECHNIQUES. . .
Dialectical inquiry
Debate between very different sets of recommendations
and assumptions to encourage full discussion
Overcomes tendency of group to avoid conflict when
evaluating alternatives
Devils advocacy
Individual or subgroup argues against the
recommended actions and assumptions put forth by
other members of the group
Also overcomes tendency of group to avoid conflict
when evaluating alternatives
Chart 70
Advantages and Disadvantages
of Group Decision Making
Groups can accumulate more knowledge Groups take more time to reach decisions
and facts and thus generate more and than do individuals.
better alternatives.
Groups often display superior judgment Group social interactions may lead to
when evaluating alternatives, especially for premature compromise and failure to
complex problems. consider all alternatives fully.
Group involvement in decisions leads to a Groups are often dominated by one or two
higher level of acceptance of the decisions decision leaders which may reduce
and satisfaction. acceptance, satisfaction and quality.
Group decision making can result in growth Managers may rely too much on group
for members of the group. decisions, leading to loss of their own
decision and implementation skills.
Chart 71
GROUP DECISION-MAKING PITFALLS
GROUPTHINK
Symptoms include
Self-censorship Rationalization Morality
Pressure Invulnerability Stereotype
Mindguards
Unanimity
Chart 73
GROUP DECISION-MAKING PITFALLS
Diversity-based inghting
Instead of creating rich discussions and insight,
diverse ideas create ill will and fractured groups
May occur when individuals feel strongly about their
ideas
No mechanisms exist to channel disagreement in
productive ways
Risky Shift
Groups make either riskier decisions than would have
been made by individual members acting alone
Direction of shift may be affected by diffusion of
responsibility
Chart 74
ASK AND ANSWER THESE QUESTIONS:
Chart 75
REASONS FOR
DECISION-MAKING FAILURE
Chart 76
WHY LEADERS FAIL
1. Are insensitive to others. They use an abrasive, intimidating,
bullying style.
2. Are cold, aloof, and arrogant toward others.
3. Betray trust.
4. Are overly ambitious. They think of the next job, and they play politics.
5. Have specic performance problems with the business.
6. Over manage. They are unable to delegate or build a team.
7. Cannot staff effectively.
8. Cannot think strategically.
9. Cannot adapt to a boss with a different style.
10. Are over dependent on an advocate or mentor.
Chart 78
LEADERSHIP WHEEL
Chart 79
LEADERSHIP WHEEL
Chart 81
Start-Stop-Stay Action Planning
On the basis of what you have learned in this Course, what
are the activities that you will, beginning tomorrow and up
to the next 30 days:
a. Start/ Stay/Continue doing.
b. Stop doing.
Chart 83
I will pay more for the ability to deal with
people than for any other ability under the
sun.
John D. Rockefeller
Noted Industrialist & Businessman
Chart 82