PRESENTED BY: M.

ANISHA I MBA(GA)
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Submitted By:
Emilyn Galindo
Submitted To:
Agnes Balcita
LEADERSHIP

The process of influencing a group
toward the achievement of goals.
Is a relationship through which one
person influences another.

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MANAGEMENT
Is a set of activities,
including planning and decision
making, organizing, leading and
controlling, directed at an
organizations human, financial,
physical and information resources
with the aim of achieving
organizational goals in an efficient and
effective manner.
Leadership Planning
Planning should be a good
brainstorming session with all the
people involved in a project. Not
only does this provides the best
combination of useful input and
ideas, it also gives all team
members a sense of ownership in
the project and a feeling of being
part of the solution.
Think carefully about questions
such as:

Who will do what?
Who does it involve?
When does it start? When does it end?
Where will it take place?
How will it take place?
Why must we do it?
What will happen if we dont?
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There are many different types of plans and planning.
Strategic planning involves analyzing competitive
opportunities and threats, as well as the strengths and
weaknesses of the organization, and then determining
how to position the organization to compete effectively
in their environment. Strategic planning has a long time
frame, often three years or more. Strategic planning
generally includes the entire organization and includes
formulation of objectives. Strategic planning is often
based on the organizations mission, which is its
fundamental reason for existence. An organizations top
management most often conducts strategic planning.
Tactical planning is intermediate-range (one to three
years) planning that is designed to develop relatively
concrete and specific means to implement the strategic
plan. Middle-level managers often engage in tactical
planning.
Operational planning generally assumes the existence
of organization-wide or subunit goals and objectives
and specifies ways to achieve them. Operational
planning is short-range (less than a year) planning that
is designed to develop specific action steps that support
the strategic and tactical plans.
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Organizing
Is the function of management that
involves developing an organizational
structure and allocating human
resources to ensure the
accomplishment of objectives. The
structure of the organization is the
framework within which effort is
coordinated. The structure is usually
represented by an organization chart,
which provides a graphic representation
of the chain of command within an
organization. Decisions made about the
structure of an organization are
generally referred to as organizational
design decisions.
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Leading
Involves the social and informal sources of
influence that you use to inspire action
taken by others. If managers are effective
leaders, their subordinates will be
enthusiastic about exerting effort to attain
organizational objectives.

The behavioral sciences have made many
contributions to understanding this function
of management. Personality research and
studies of job attitudes provide important
information as to how managers can most
effectively lead subordinates. For example,
this research tells us that to become
effective at leading, managers must first
understand their subordinates
personalities, values, attitudes, and
emotions.


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Controlling
Involves ensuring that performance does not
deviate from standards. Controlling consists of
three steps, which include (1) establishing
performance standards, (2) comparing actual
performance against standards, and (3) taking
corrective action when necessary.
Performance standards are often stated in
monetary terms such as revenue, costs, or
profits but may also be stated in other terms,
such as units produced, number of defective
products, or levels of quality or customer
service.
The measurement of performance can be
done in several ways, depending on the
performance standards, including financial
statements, sales reports, production results,
customer satisfaction, and formal
performance appraisals. Managers at all levels
engage in the managerial function of
controlling to some degree.


The managerial function of
controlling should not be confused
with control in the behavioral or
manipulative sense. This function
does not imply that managers
should attempt to control or to
manipulate the personalities,
values, attitudes, or emotions of
their subordinates. Instead, this
function of management concerns
the managers role in taking
necessary actions to ensure that
the work-related activities of
subordinates are consistent with
and contributing toward the
accomplishment of organizational
and departmental objectives.
Quality control ensures that the organization
delivers on its promises.
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Planning
and
Decision
making
Organizing Leading Controlling
Human
Resources
Financial
Resources
Physical
Resources
Information
Resources
Input
From
the
environment
Goal
attainment
Efficiency and effectiveness


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EFFICIENCY
Is doing the thing right
EFFICTIVENESS
Is doing the right thing
A MANAGER
Is someone who plans
and makes decision, organizes , lead
sand controls human, financial, physical
and information resources.
INGREDIENTS of LEADERSHIP
TRAITS associated with LEARDERSHIP

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*Drive

*Desire to lead

*Honesty and integrity

*Self-confidence

*Intelligence

*Job- relevant knowledge
APPROACHES to LEADERSHIP
Physical, intelligence ,ability ,personality ,task - related, social

Drive, leadership motivation, honesty & integrity, self
confidence, cognitive ability, understanding of business
Trait
approach
Self confident, strong convictions, articulating a vision, able to
initiate change, communicating high expectations
Influence followers & supporting them, demonstrating
enthusiasm & excitement, being in touch with reality
Charismatic
approach
People become leaders not only because of their personality
attributes but also because of various situational factors & the
interactions between leaders & group members
Fiedlers theory, Path goal theory, Transactional &
Transformational theory
Situational /
Contingency
approach
AN EFFECTIVE VISION


Inspirational: clear and challenging

Focused: providing a sense of purpose

Future oriented: while honouring the best of the past

Guiding: providing direction without denying freedom

Enduring: providing a long-term aim
without set in concrete

DEMOCRATIC or PARTICIPATIVE
LEADERSHIP STYLE
Encourages
decision making
& participation
Type of leader
ranges from
Consultative:
consult with
subordinates
before taking
decisions
Persuasive: Leader
takes decision and
seeks to persuade
others that the
decision
is correct
Improves
productivity

Guiding
&
Inspiring

Creating
confidence

Improves
job
satisfaction

Builds work
environment

Co-operation of
members

IMPORTANCE of LEADERSHIP
LEADERS
MANAGERS VS. LEADERS
Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the rule

Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities


that people think
that people have great potential
that people expect to be heard
that people want to work
that people have aspirations, expectations
that people have love for others
that people possess distinct behaviour patterns, attitudes
that people have knowledge
that people are expensive
that people are no longer meek
A LEADER MUST ACCEPT :