Академический Документы
Профессиональный Документы
Культура Документы
, 2012
Prof Chowdari Prasad Dean (Planning & Development) TAPMI, Manipal
About myself
Dean (Planning & Development), TAPMI M Com., CAIIB., Dip TD., Dip MB. Dip IR Andhra Bank Ltd., Hydbad April Oct, 1971 SBI, Hyd Circle /CO Nov 71 to April 93 VP of an EOU, Hyd May 93 to April 96 VP of VBLL, Bangalore May 96 to Apr 99 Asso Professor, TAPMI May99 to Aug2006 Prof & Registrar, ABS, Blore Sep06 May09 Professor, Chairman-B&P., Dean June 2009
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www.tapmi.edu.in
Manipal : Intl University Town 52 Countries Founder : Padmabhushan late Shri T A Pai (1922-81) Eminent Trust / GC / Board of Management Studies First batch of PGDM 1984 with only 48 students Approved by AICTE, Accredited by NBA / AIU (MBA) Top ranked consistently; A*** Grading by CRISIL Shortly to be accredited by AACSB, USA Current approved batch size 525 (incl 60 for HCM) Highly qualified Faculty / Staff; Excellent Campus CAT/XAT/GMAT/GRE; 100% Placements every year
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1. Head Office
2. Staff
Managers
7.Government
Departments
3.Depositors
01 Agricultural Banking 04 Barefoot Banking 07 Cooperative Banking 10 Core Banking 13 Central Banking 16 E-Banking 19 Faceless Banking 22 Home Banking 25 Investment Banking 28 Islamic Banking
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14Developmental Banking 15 Door Step Banking 17 Eco-Friendly Banking 20 Giri Giri Banking 23 International Banking 26 Inter-State Banking 29 Inclusive Banking 18 Ethical Banking 21 Green Banking 24 Internet Banking 27 Innovative Banking 30 Lazy Banking
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31 Lean Banking 34 Narrow Banking 37 Palm Top Banking 40 Pigmy Banking 43 Retail Banking 46 Shadow Banking 49 Transaction Banking 52 Video Banking 55 Wholesale Banking
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32 Lombard Banking 35 Online Banking 38 Paper-less Banking 41 Priority Banking 44 Relationship Banking 47 Sustainable Banking 50 Universal Banking 53 Virtual Banking 56 Womens World Banking
33 Mobile Banking 36 Overseas Banking 39 Personal Banking 42 Private Banking 45 SMS Banking 48 Tele-Banking 51 Unit Banking 54 Village Banking
Social Banking? Micro Banking?? Community / Rural Banking??? 7
IT & DEVELOPMENTS
ALPMs CLEARING HOUSE CAR,CRR,SLR,PS,NPAs CREDIT/DEBIT CARDS NICNET,I-NET, RABMN INFINET, RBINET BANKNET, NDS, SFMS MICR, ATMs, SWIFT DEMAT, IT ACT-2000 INTERNET BANKING ECS, EFT, SEFT, RTGS CROSS SELLING
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ALM & RM, MIS CRM, KYC, AML Core Banking Solutions KISAN /SME CARD CREDIT INFO BUREAU DISASTER MANAGEMENT Cheque Truncation CYBER CRIMES HACKING, PHISHING, PHARMING, TROJAN, SKIMMING, ETC SMART CARDS Anti Money Laundering?
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5. Systems Approach to Management 6. Continual Improvement 7. Factual Approach to Decision Making 8. Mutually Beneficial Supplier Relationships
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Mission Statement
A Mission Statement is Statement of Purpose of a Company or Organisation It should guide the actions of the Organisation, spell out its overall goal, provide a path, and guide decision-making It provides the framework or context within which the companys strategies are formulated
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Vision
Vision is synonymous with Strategic Planning. Vision outlines what the Organisation wants to be, or how it wants the world in which it operates to be (an idealised view of the world). It is a long term view and concentrates on the future. It can be emotive and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads . A World without Poverty.
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2. Be Passionate
Take your passion and make it happen Passion is Contagious, if you are, they will be
4. Be a Team Leader
Dont micromanage, but make yourself available
MANAGEMENT
Focuses more on providing order and consistency to organizations Should make best use of the resources and processes to make this happen Implementation of the Organisations policies and the efficient and effective maintenance of the Organisations current activities
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LEADER
Creates a vision for the bank based on personal and professional values Articulates the vision at every opportunity and influences his / her team members to share the vision Creates the structure and approves the activities of the bank which are geared towards achievement of the shared vision
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LEADER
Creates a sense of purpose and confidence that is engendered in followers Influences followers towards goal or task achievement
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Qualities of Leaders
A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be - Rosalynn Carter All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership - John Kenneth Galbraith Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand - General Colin Powell
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LEADERSHIP
A crucial factor in organisational effectiveness Key to organisational success and improvement A process of influence leading to the achievement of desired purposes Tends to be more formative, proactive and problem-solving, dealing with things such as values, vision, and mission Focuses on producing change and movement 2/7/2012 22
LEADERSHIP
Should be judged by their effect on the quality and standards of the bank It should provide the drive and direction for raising achievement
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VALUE-DRIVEN LEADERSHIP
Problem-solvers and solution driven leaders High visibility
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LEADERSHIP TEAM
Should create a climate for learning Should transform the bank as an effective learning organisation
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What is Leadership?
Leadership should be born out of the understanding of the needs of those who would be affected by it Marian Anderson Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations - Peter F. Drucker The art of leadership is saying no, not yes. It is very easy to say yes - Tony Blair Leadership is about courage, not about popularity2/7/2012 28 Adorna O. Carroll
Leadership in Organizations
If one is lucky, a solitary fantasy can totally transform one million realities - Maya Angelou Every organization must be prepared to abandon everything it does to survive in the future - Peter F. Drucker In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions - Margaret Wheatly
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The Blake and Mouton Managerial Grid (1985) uses two axis: "Concern for task" is plotted on the X-axis "Concern for people" is plotted on the Y-axis
IMPOVERISHED
Impoverished Leader (low task, low relationship) A leader who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles. Minimum effort to get the work done. A basically
lazy approach that avoids as much work as possible.
COUNTRY CLUB
Country Club Leader (low task, high relationship) This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members. Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results.
AUTHORITARIAN
Authoritarian Leader (high task, low relationship) People who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someone's creativity), so it is difficult for their subordinates to contribute or develop. Demands compliance. Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible.
Team Leader
Team Leader (high task, high relationship) This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. Firing on all
cylinders: people are committed to task and leader is committed to people (as well as task).
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Democratic:
Delegates authority Subordinatecentered Subordinates perform well even when the leader is absent Positive feelings.
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Transactional Leader
This is the traditional view of leadership that the new approaches are contrasted with. A leader who clarifies subordinates role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates.
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Charismatic Leader
A leader whose personality motivates subordinates to transcend their expected performance.
Visionary Leader
A leader who is able to imagine how the future could be and inspire followers to work toward creating that future.
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Transformational Leader
A leader distinguished by a special ability to bring about innovation and change.
Servant Leader
A leader who works to fulfill subordinates needs and goals - as a means to achieve the organizations larger mission.
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Level 5 Leader
A leader with a combination of personal humility and resolve More ambitious for their companies than for themselves
Interactive Leader
A leader who is concerned with consensus building, is open and inclusive, and encourages participation Seems to be more prevalent among females
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Change Leadership
The most challenging aspect of business is leading and managing change The business environment is subject to fast-paced economic and social change Modern business must adapt and be flexible to survive Problems in leading change stem mainly from human resource management
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TRANSACTIONAL
TRANSFORMATIONAL
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PSEUDOTRANSFORMATIONAL 47
TRANSACTIONAL
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PSEUDOTRANSFORMATIONAL
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Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
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Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
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TRANSFORMATIONAL
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&
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Charismatic Leadership
Transforms followers self-concepts; tries to link identity of followers to collective identity of the organization Forge this link by emphasizing intrinsic rewards & deemphasizing extrinsic rewards Throughout process leaders Express high expectations for followers help followers gain sense of self-confidence and selfefficacy 2/7/2012 54
Leaders who exhibit TL: have a strong set of internal values & ideals are effective in motivating followers to support greater good over self-interest
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