Management and Leadership AM(B)

8/15/2019 Management and Leadership AM(B)

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Advanced Management (B)

REPORT ON

Management and Leadership

A Report Submitted

By

Submitted To

Manika Chakrabort

!niversit o" #haka

Subject Details:

EM$%&' Advanced Management

ection No' B

Date of Submission: 25 April 2015

#epartment O" Management MBA(Evening) Program

*ac+,t o" B+siness t+dies

1

3132!02"

3132!0!5

30"1#05!

Syed A$%tar&'(aman

)d* +asir &ddin

)d* Arman ,osen


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!niversit O" #haka

Contents-%apter 1***************************************************************************************************************************!

.ntroduction***********************************************************************************************************************!

1*1 Abstract************************************************************************************************************!

1*2 .ntroduction******************************************************************************************************5

1*3 A c%an/in/ landscape**************************************************************************************

1*3*1 T%e focus on relations%ips********************************************************************************

1*3*2 T%e focus on contet****************************************************************************************

1*3*3 T%e focus on transformation*****************************************************************************#

-%apter 2***************************************************************************************************************************"

Self)ana/ement**************************************************************************************************************"

2*1 Time mana/ement********************************************************************************************"

2*1*1 Basic approac% to time mana/ement******************************************************"

2*1*2 Analyse and improe your use of time***************************************************

2*2 Settin/ and ac%iein/ /oals and objecties*****************************************************

2*2*1 4rofessional /oals and objecties*********************************************************10

2*3 Decisionma$in/ and problemsolin/**********************************************************10

2*3*1 Decisionma$in/ s$ills**************************************************************************10

2*3*2 T%e )ana/er as decisionma$er***********************************************************11

2*! -reatiity and innoation******************************************************************************13

2*!*1 -reatiity***********************************************************************************************132*!*2 .nnoation*********************************************************************************************1!

-%apter 3*************************************************************************************************************************15

eaders%ip and teambuildin/******************************************************************************************15

3*1 .ntroduction***********************************************************************************************************15

3*2 6ualities of leaders%ip*******************************************************************************************15

3*3 eaders%ip functions*********************************************************************************************1#

-%apter !*************************************************************************************************************************1"

eaders%ip Deelopment*************************************************************************************************1"

!*1 .ntroduction***********************************************************************************************************1"

2


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!*2 eader and leaders%ip deelopment**********************************************************************1

!*3 T%e leaders%ip deelopment pipeline********************************************************************1

!*! eaders%ip deelopment re7uirements******************************************************************20

!*5 -orporate uniersities*******************************************************************************************20

-%apter 5*************************************************************************************************************************22

eaders%ip s* )ana/ement********************************************************************************************22

5*1 .ntroduction***********************************************************************************************************22

5*2 )ana/ers and eaders: Are t%ey different8**********************************************************23

5*3 9cellence and eaders%ip)ana/ement**************************************************************25

-onclusion***********************************************************************************************************************2

References***********************************************************************************************************************2#

3


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Chapter %

-ntrod+ction

%.% Abstract

.n t%is introduction to a report on mana/ement and leaders%ip ;e ar/ue

t%at leaders in t%e 21st century need to reco/ni'e t%at buildin/ t%eir

or/ani'ationr/ani'ations t%at ta$e leaders%ip deelopment seriously

outperform t%e competition* ?urt%ermore ;e also put fort% t%at as t%e

;orld is c%an/in/ leaders%ip is no lon/er defined by ;%at a sin/le leader

does @t%e reat )anC trait t%eories but by t%e ability to collaborate

motiate and to mana/e net;or$s* .n t%is day and a/e of %i/%ly dierse

teams matri structures and /lobal or/ani'ations t%e talent in net;or$

buildin/ is $ey to creatin/ collaboratie teams and a boundary less

or/ani'ation* =e su//est t%at due to t%e c%an/in/ nature of or/ani'ations

Ea more distributed ie; of leaders%ip ;ill be needed t%us s%iftin/ t%e

focus from t%e traditional sin/le leader to an intricate and comple ;eb

of leaders ;%o possess a ran/e of abilities and eperiences necessary to

ensure t%at t%e leaders%ip function is carried out to t%e benefit of t%e

;ider or/ani'ation*

?rom ;%at ;e %ae learned from our o;n eperience ;e ar/ue t%at t%e

best approac% to deelopin/ leaders is t%rou/% arious forms of self

assessment action learnin/ and apprentices%ip actiities* ?urt%ermore

;it% t%e emer/ence of t%e $no;led/e economy ;e eplore t%e fact t%atcompanies are no; playin/ an increasin/ly actie role in t%e continued

education of t%eir o;n ;or$forceEone eample bein/ t%e creation of

corporate uniersities* .n t%is contet ;e also discuss t%e leaders%ip

!


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deelopment Ftoolbo< t%at is needed to ma$e leaders%ip deelopment

actiities a success* Some of t%e more commonly used tools in t%is

toolbo include classroom lectures leaders%ip eercises an outdoor

adenture trainin/ case analyses simulations and 30de/ree

ealuations @;%ic% is basically a tec%ni7ue inolin/ t%e ealuation of

leader by %isG%er boss peers subordinates and t%e leader

%imselfG%erself*

%./ -ntrod+ction

eaders%ip and mana/ement are often considered practically oerlappin/

concepts* But are t%ey8 .s t%ere a difference bet;een t%e t;o concepts or

leaders%ip is a facet of mana/ement and t%erefore cannot be separated8

Hirtually all or/ani'ations includin/ lar/e corporations academia

leaders%ip t%eorists researc%ers and aut%ors are concerned about t%e

difference and beliee it is important*

T%e %istorian T%omas -arlyle once said T%e %istory of t%e ;orld is but

t%e bio/rap%y of /reat men*C =%ile %istory c%ronicles t%e lies of ;ell

$no;n leaders suc% as Aleander t%e reat en/%is I%an 4eter t%e

reat +apoleon Bonaparte =inston -%urc%ill and +elson )andela

most of us reali'e t%at our life stories are not /oin/ to be read in t%e

%istory boo$s* Alt%ou/% leaders come in all s%apes and forms ery fe;

of us are /oin/ to be or ;ill be leaders ;it% a bi/ *C T%is doesn


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%.0 A changing ,andscape

T%e c%an/in/ nature of t%e ;or$force and t%e dramatic rise in

or/ani'ational compleity @;it% many or/ani'ations s%iftin/ to matrimana/ement and ot%er more or/anic confi/urations %as necessitated a

more collaboratie outloo$ isJis or/ani'ational leaders%ip @-oey

11K Bloc$ 13K ,eifet' 1!K Iets de Hries 200* )oreoer t%e

/reater dependency on tec%nolo/ies and t%e rise of distributed ;or$

arran/ements %ae placed ne; demands on %o; leaders interact ;it%

t%eir people* .n our postindustrial society t%e s%ortcomin/s of

commandandcontrol %ierarc%ical structures %ae become eer moreapparent* )any companies reco/ni'in/ t%e fact t%at t%ey may be

%andicapped by t%eir current or/ani'ational and leaders%ip systems %ae

started to 7uestion t%e ;ay t%ey need to mana/e t%emseles*

%.0.% The "oc+s on re,ationships

Apart from t%e study of t%e attributes t%at c%aracteri'ed reat )enCanot%er prealent t%eme in leaders%ip researc% is t%e distinction bet;een

tas$ s* relations%ipdrien leaders%ip @)cre/or 10K Bla$e and

)outon 1!* >biously one of t%e criteria of leaders%ip effectieness

is t%e completion of ital tas$s and objecties* ,o;eer if leaders do not

spend t%e time to create relations%ips and bonds amon/ t%eir follo;ers

t%ey ;ill not be able to mobili'e t%eir people to successfully complete

t%ese tas$s* T%us a $ey c%allen/e for leaders is to find t%e appropriate balance bet;een tas$ and relations%ip mana/ement /ien t%e specific

or/ani'ational contet in ;%ic% t%ey ;or$*

%.0./ The "oc+s on conte1t

&nder contin/ency and situational t%eories of leaders%ip @?iedler 1#

leaders%ip is subject to a number of ariables includin/ t%e leaders%ip

style 7ualities of t%e follo;ers and aspects of t%e situation* +o oneleaders%ip style is best in all situations* .nstead leaders%ip is t%e ability


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to be fleible and to adapt leaders%ip styles accordin/ to c%an/in/

ariables*

%.0.0 The "oc+s on trans"ormation

.n considerin/ t%e different approac%es to leaders%ip ;e need to reali'e

t%at preiously no real distinction %ad been made bet;een leadin/ and

mana/in/* A leader ;as anyone in a position of po;er and aut%ority*

,o;eer /ien t%e c%an/in/ ;orld ;e lie in a furt%er distinction %as

been made bet;een t;o forms of leaders%ip: transactional and

transformational @,ouse 1##K (ale'ni$ 1##K Burns 1#"K Bass 1"5

T%e transactional form of leaders%ip can be ie;ed as an ec%an/e

relations%ip bet;een t;o parties to accomplis% a set of specific tas$s

t%rou/% a set of re7uirements conditions and re;ards @or punis%ment*

T%is is t%e e7uialent to mana/in/ t%e status 7uo of or/ani'ational life*

Transformational leaders%ip on t%e ot%er %and is more transcendental in

nature* .t is concerned ;it% t%e implementation of ne; ideasK proidin/

compellin/ isions of a better future and inspirin/ and motiatin/employees to ac%iee %i/%er leels of commitment* 9ercisin/

transformational leaders%ip implies a capacity to define oneself to ot%ers

in a ;ay t%at clarifies and epands t%eir ision of t%e future*

Transformational leaders are leaders ;%o continuously reinent

t%emselesK indiiduals ;%o stay fleible and adaptable and improe

t%ose around t%em*

#


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Chapter /

e,"2Management

/.% Time management

Time mana/ement is about mana/in/ your time ;it% a focus on

ac%ieement: of doin/ and completin/ t%ose t%in/s ;%ic% you ;ant to do

and ;%ic% need doin/*

Time mana/ement is /oaldrien and results oriented* Success in time

mana/ement is measured by t%e 7uality of bot% your ;or$ and your

personal life*

/.%.% Basic approach to time management

Lou need to be certain t%at you:

M can define your business role and $no; ;%at constitutes to a successful

outcome

M spend time t%in$in/ and plannin/ for yourself and ot%ers

M %ae a clear understandin/ of your business purpose

M $no; t%e balance you ;is% to ac%iee bet;een your business and your

priate commitments @and can identify t%e time demands on bot%

"


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/.%./ Ana,se and improve o+r +se o" time

=%at elements can you readily identify ;%ic% you can immediately

c%an/e8 9perience s%o;s t%at improements lie in c%an/in/ t%e ;ay

you %andle: interruptions @in person or by t%e telep%oneK meetin/sK

traelK and incomin/Gout/oin/ mail* Lou can improe your use of time if

you ensure t%at:

1 your time is spent accordin/ to a clear idea of your priorities and main

responsibilities

2 you isolate t%e unimpor tant and r ut%lessly pr une out unnecessary or

unproductie actiities

3 you combine any Ffree< time @ie free from meetin/s or ot%er people


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/./.% Pro"essiona, goa,s and ob3ectives

Lou ;ill find it %elpful at t%is point to reread t%e sections on .dentifyin/

lon/term /oals and )a$in/ mediumterm plans in t%e section on Time

mana/ement*

.n settin/ and ac%iein/ professionalGbusiness /oals and objecties you

must:

M Define t%e purpose @of t%e business and of your role

M Define your strate/ic aims

/.0 #ecision2making and prob,em2so,ving

Decisionma$in/ alon/ ;it% leaders%ip and communication is one of t%e

top t%ree attributes a successful mana/er needs* .t is a direct result of

Ft%in$in/< and you need to be able to Ft%in$ until it %urts


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T%e effectie decision %as t%ese si elements:

1 Definin/ t%e objectie

2 at%erin/ sufficient information

3 .dentifyin/ t%e feasible options

! 9aluatin/ t%ose options

5 )a$in/ t%e decision @c%oosin/ an option

Testin/ its implementation: by feel by measurement and by

assessment*

/.0./ The Manager as decision2maker

)ana/ement can be said to be Fdecidin/ ;%at to do and /ettin/ it donene surey @of 200 leaders of industry and commerce ran$ed Ft%e ability

to ta$e decisions< as t%e most important attribute of top mana/ement*

T%e lo/ical or rational mana/er ;ill inariably follo; t%is decision

ma$in/ model:

#e"ine ob3ective

Co,,ect

in"ormation

ense

e""ects

11


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Monitor

conse4+ences

#eve,op

options

Eva,+ate

and decide

-mp,ement

12


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/.5 Creativit and innovation

.nnoation @to brin/ in or introduce somet%in/ ne; N a ne; idea met%od

or deice dra;s to/et%er ne; ideas and t%eir implementation ;%ereas

creatiity is t%e %ain/ of ne; ideas ;%ic% in an or/anisation are

/enerated or spotted by indiiduals or teams*

.t is important to:

M understand creatiity and creatie processes

M eliminate impediments to creatiity

M ;iden t%e field of ie;

M build on ideas not merely criticise t%em

M tolerate doubts and uncertainties

M adopt a creatie attitude in listenin/ obserin/ and readin/

M be confident in your o;n creatie s$ills

M ma$e time to t%in$

/.5.% Creativit

T%ese obstacles can be seen in t%is identi$it profile of t%e non creatie

personK someone ;%o is:

M not able to t%in$ positiely about problems @and does not see t%em

as opportunities

M too busy or stressed to t%in$ objectiely or at all

M ery selfcritical

M timid in puttin/ for;ard a ne; idea @fearin/ ridicule

M ie;ed as a conformist by friendsGcollea/ues

M prone to apply lo/ic as a first and last resort

M sceptical t%at many people are capable of bein/ creatie

M unable to t%in$ laterally

M uninspired een ;%en confronted ;it% a ne; idea*


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/.5./ -nnovation

.t is ;ort% identifyin/ some of t%e $ey players ;%o if t%ey ;ere all

present ;it%in an or/anisation ;ould surely ma$e it unbeatable*

-reatie t%in$er: produces ne; and ori/inal ideas

.nnoator: brin/s ne; productsGserices to t%e mar$et or c%an/es

eistin/ ones

.nentor: produces ne; and commercial ideas

9ntrepreneur: conceies or receies ideas and translates t%em into

business reality to eploit a mar$et opportunity

.ntrapreneur: responsible for innoation ;it%in an or/anisation

-%ampion: Determination and commitment to implement an idea


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Chapter 0

Leadership and teamb+i,ding

0.% -ntrod+ction

?or a 7uic$ reie; t%e definition of leaders%ip is a process ;%ereby an

indiidual influences a /roup of indiiduals to ac%iee a common /oal*

Brea$in/ t%is do;n een more ;%ile t%ere are a ariety of leaders%ipdefinitions out t%ere t%ere are specific components t%at are central to t%e

majority of t%ese definitions* eaders%ip:

.s a process▶

.noles influence▶

>ccurs in a /roup contet @you need to %ae at least one constituent▶

.noles /oal attainment▶

+o matter %o; you operationali'e leaders%ip t%ese components play

some small role in t%e definition or t%eory utili'ed*

0./ 6+a,ities o" ,eadership

A leader is t%e $ind of person @;it% leaders%ip 7ualities ;%o %as t%e

appropriate $no;led/e and s$ill to lead a /roup to ac%iee its ends

;illin/ly* T%is section loo$s at t%e 7ualities and functions of leaders%ip*

4ersonality and c%aracter cannot be left out of leaders%ip*T%ere are

certain /eneric leaders%ip traits and seen important ones are:

Empath' -reatin/ a le/itimate rapport ;it% your staff ma$es it less

li$ely t%at personal issues and resentment can creep in and derail t%e

/roup* =%en your team $no;s t%at you are empat%etic to t%eir concerns

t%ey ;ill be more li$ely to ;or$ ;it% you and s%are in your ision rat%er

t%an foster ne/atie feelin/s*


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Consistenc' Bein/ a consistent leader ;ill /ain you respect and

credibility ;%ic% is essential to /ettin/ buyin from t%e /roup* By settin/

an eample of fairness and credibility t%e team ;ill ;ant to act t%e same

;ay*

7onest' Anot%er c%aracteristic of leaders%ip t%at lends itself tocredibility* T%ose ;%o are %onest especially about concerns ma$e it far

more li$ely t%at obstacles ;ill be addressed rat%er t%an aoided* ,onesty

also allo;s for better assessment and /ro;t%*

#irection' ,ain/ t%e ision to brea$ out of t%e norm and aim for /reat

t%in/s t%en t%e ;%ere;it%al to set t%e steps necessary to /et t%ere is

an essential c%aracteristic of /ood leaders%ip* By seein/ ;%at can be andmana/in/ t%e /oals on %o; to /et t%ere a /ood leader can create

impressie c%an/e*

Comm+nication' 9ffectie communication %elps $eep %e team ;or$in/

on t%e ri/%t projects ;it% t%e ri/%t attitude* .f you communicate

effectiely about epectations issues and adice your staff ;ill be more

li$ely to react and meet your /oals*

*,e1ibi,it' +ot eery problem demands t%e same solution* By bein/

fleible to ne; ideas and openminded enou/% to consider t%em you

increase t%e li$eli%ood t%at you ;ill find t%e best possible ans;er* Lou

;ill set a /ood eample for your team and re;ard /ood ideas*

Conviction' A stron/ ision and t%e ;illin/ness to see it t%rou/% is oneof t%e most important c%aracteri'es of leaders%ip* T%e leader ;%o

beliees in t%e mission and ;or$s to;ard it ;ill be an inspiration and a

resource to t%eir follo;ers*


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0.0 Leadership "+nctions

T%ese leaders%ip functions need to be %andled ;it% ecellence and t%is is

ac%ieed by performin/ t%ose functions ;it% increasin/ s$ill*

Before eaminin/ t%e s$ills of leaders%ip it is ;ort% seein/ ;%ere certain

7ualities of leaders%ip can be ie;ed as %ain/ functional alue* T%ese

can be eamined as leaders%ip c%aracteristics*

eader s need to e%ibit t%e follo;in/ attr ibutes G 7ualities G

c%aracteristics in eercisin/ t%e functions:

1 roup influence: to /enerate a /roup ;illin/ness to ac%iee a desired

/oalGobjectie

2 -ommand: to decide upon a course of action as 7uic$ly as t%e situation

demands and to carry it t%rou/% ;it% a firmness and stren/t% of purpose

3 -oolness: to remain cool or unperturbed under testin/ or tryin/

conditions

! Oud/ement: ability to arran/e aailable resources and information in a

systematic and commonsense ;ay to produce effectie results

5 ApplicationGresponsibility: to demonstrate sustained effort

combined ;it% a de/ree of dependability in order to complete a tas$ or

ac%iee an objectie*


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Chapter 5

Leadership #eve,opment

5.% -ntrod+ction

.n t%is contet leaders in t%e 21st century reco/ni'e t%at buildin/

t%eir or/ani'ation


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5./ Leader and ,eadership deve,opment

At t%is point it may be useful to comment on t%e recently accentuated

difference bet;een leader deelopment and leaders%ip deelopment

@Day 2000* eader deelopment focuses on t%e deelopment of t%e

indiidual or %uman capitalK t%e emp%asis is on cultiatin/ desired

attributes in a leader in terms of be%ain/ t%in$in/ or feelin/*

eaders%ip deelopment on t%e ot%er %and concerns t%e deelopment of

social capitalK it focuses on t%e deelopment of leaders%ip as a process of

influence* T%is process encompasses interpersonal relations%ips

affectie eperiences social influence processes and team dynamics

bet;een t%e leader and %isG%er team t%e contetual factors surroundin/

t%e team suc% as t%e perception of t%e or/ani'ational climate and t%e

social net;or$ lin$a/es bet;een t%e team and ot%er /roups in t%e

or/ani'ation*

5.0 The ,eadership deve,opment pipe,ine

As t%e name of t%e leaders%ip deelopment /ame %as c%an/ed oer

t%e years today


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5.5 Leadership deve,opment re4+irements

>f prime concern to senior mana/ement in suc% or/ani'ations is t%e

7uestion of ;%at can be done to %elp leaders at different leels of t%e

or/ani'ation /ro; and become more competent* =%at pat%;ays can be

created to;ards mature leaders%ip8 =%at needs to be done to select t%e best and t%e bri/%test and monitor t%eir success oer time8 ?urt%ermore

senior eecuties are also preoccupied ;it% t%e 7uestion of ;%ere t%ey

are %eaded in t%e future and ;%at specific c%allen/es are comin/ to t%e

fore* And al;ays top of mind is t%e 7uestion of ;%et%er t%ey %ae a

pro/ram of assi/nments to /room talent by proidin/ t%e re7uired set of

$no;led/e s$ills and eperience for t%e future*

reat or/ani'ations try to /room leaders ;%o can t%in$ strate/ically but

also possess t%e collaboratie s$ills to tap into t%e entire or/ani'ationPs

talent and ener/y* T%ey see$ out leaders ;%o can moe and respond

7uic$ly in t%e face of ambi/uityK ;%o are capable of dealin/ ;it%

immediate problems and opportunities and ;%o can at t%e same time

deal ;it% continuous and discontinuous c%an/e*

5.$ Corporate +niversities

Adults today can epect to c%an/e roles fie to seen times in t%eir

;or$in/ life ;%et%er due to c%an/es in tec%nolo/y s%iftin/ mar$ets or

;or$er preference* Traditional uniersities and business sc%ools ;ill not

be able to %andle t%ese fluctuatin/ educational and trainin/ needs alone*

-ompanies ;ill %ae to step up to t%e c%allen/e of maintainin/ and

retainin/ t%eir o;n ;elltrained ;or$force*

A corporate uniersity can be defined as any educational entity t%at is

a strate/ic tool desi/ned to assist its parent or/ani'ation in ac%iein/ its

/oals by conductin/ actiities t%at foster indiidual and or/ani'ational

learnin/ and $no;led/e* .t is t%e strate/ic umbrella for deelopin/ and

educatin/ its employees customers and suppliers in order to meet an

or/ani'ation


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Chapter $

Leadership vs. Management

$.% -ntrod+ction

T%e terms leaders%ipC and mana/ementC are seen ery

differently by dierse people* Some indiiduals see t%ese terms as

synonyms and fre7uently use t%em interc%an/eably t%rou/%out

p%rases and sentences* >t%ers approac% t%em as etreme

oppositesK so etreme in fact t%at t%ey ;ould ar/ue t%at you can

not be a /ood mana/er and a /ood leader at t%e same time* Still

ot%er people reside some;%ere in t%e middle and reali'e t%at

;%ile t%ere is a difference bet;een leaders%ip and mana/ement

;it% t%e ri/%t $no;led/e an indiidual can successfully nai/ate

bot% from t%e same position*

Today


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$./ Managers and Leaders' Are the di""erent8

)ana/ers are t%e people to ;%om t%is mana/ement tas$ isassi/ned and it is /enerally t%ou/%t t%at t%ey ac%iee t%e desired

/oals t%rou/% t%e $ey functions of plannin/ and bud/etin/

or/ani'in/ and staffin/ problem solin/ and controllin/* eaders

on t%e ot%er %and set a direction ali/n people motiate and

inspire @Iotter 2001*

>t%er researc%ers consider t%at a leader %as soul t%e passion andt%e creatiity ;%ile a mana/er %as t%e mind t%e rational and t%e

persistence* A leader is fleible innoatie inspirin/ coura/eous

and independent and at t%e same time a mana/er is consultin/

analytical deliberate aut%oritatie and stabili'in/ @-apo;s$i

1!*

4rocess )ana/ement eaders%ipHision

9stablis%ment

Q 4lans and bud/ets

Q Deelops process

steps and sets timelines

Q Displays

impersonal attitude about

t%e ision and /oals

Q Sets direction

and deelop t%e ision

Q Deelops

strate/ic plans and

ac%iee t%e ision

Q Displays ery

passionate attitudeabout t%e ision and

/oals


23/26

,uman

Deelopment and

+et;or$in/

Q >r/ani'es and staffs

Q )aintains structure

Q Dele/ate

responsibility

Q Dele/ates aut%ority

Q .mplements t%e ision

Q 9stablis%es

policy and procedures

to implement ision

Q Displays lo; emotion

Q imits employee

c%oices

Q Ali/n or/ani'ation

Q -ommunicates

t%e ision mission and

direction

Q .nfluences

creation of

coalitions teams and

partners%ips t%at

understand and accept

t%e ision

Q Displays

drien %i/% emotion

Q .ncreases c%oices

Hision 9ecution Q -ontrols processes

Q .dentifies problems

Q Soles problems

Q )otiates and

inspires

Q 9ner/i'es

employees tooercome barriers

to

Total 6uality )ana/ement is a p%ilosop%y based on a set of

principles as customer focus continuous improement

eeryone


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$.0 E1ce,,ence and Leadership2Management

.n t%e early "0


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Conc,+sion

Based on t%e aboe it is obious t%at t%ere is an underlyin/ stron/re7uest for leaders%ip een in t%e areas ;%ere t%e re7uest is eit%er

erbally or actually of a mana/erial nature* )ana/ers of all leels

play an important role in t%e deelopment of a self assessment

project t%rou/% t%e $no;n Business 9cellenceG 4erformance

9aluation )odels and %ae a %i/% impact on t%e

or/ani'ations< journey to 9cellence* ?urt%er researc% on %o;

or/ani'ations compre%end t%is stron/ re7uest of leaders%ipinolement and commitment and %o; do ecellent or/ani'ations

mana/e to sustain t%e competitie adanta/e is important to be

%eld out* +eert%eless it cannot be debatable t%at t%e contribution

of leaders%ip and mana/ement on t%e or/ani'ations< success is

%i/% and it is clearly s%o;n by reie;in/ t%e ;ider $no;n

Business 9cellence G 4erformance )ana/ementGAssessment

?rame;or$s and )odels* .n order for you to en/a/e your staff in proidin/ t%e best serice to your /uests clients or partners you

must enroll t%em in your ision and ali/n t%eir perceptions and

be%aiors* Lou need to /et t%em ecited about ;%ere you are

ta$in/ t%em ;%ile ma$in/ sure t%ey $no; ;%at


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Re"erences

1* -apo;s$i * @1! Anatomy of a leader: ;%ere are t%eleader of tomorro;8C )ana/ement Reie; Hol* "3 .ssue 3 p*10

1"

2* %alayini A*)* +oble O* S* @1 T%e c%an/in/ basis

of performance measurementC .nternational Oournal of

>perations 4roduction )ana/ement Hol* 1 +o* " 1 p* 3

"0*

3* Iotterman O* @200 eaders%ip s )ana/ement: =%at

Management and Leadership AM(B)

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Transcript of Management and Leadership AM(B)