PRINCIPLES OF MANAGEMENTSr. No. Chapter No. Chapter Heading

1 1 Management: Science, Theory and Practice (27th September 2010)2 4 Essentials of Planning and Managing by Objectives (4th Oct)3 5 Strategies, Policies and Planning Premises (11th Oct)4 6 Decision Making (18th Oct)

5 7 The Nature of Organizing, Entrepreneuring, and Reengineering (25th Oct)

6 8 Organization Structure: Departmentation (1st Nov)7 9 Line/ Staff Authority, Empowerment and Decentralization (15th Nov)8 10 Effective Organizing and Organization Culture (22nd Nov)9 14 Human Factors and Motivation

10 15 Leadership (20th Dec)11 16 Committees, Teams and Group Decision Making12 18 The System and Process of Controlling (29th Nov)

Sessional Evaluation External Evaluation15 15 20 50 50

Quiz per Class Assignment & Presentation Mid-term Total Sessional External Exam

Planning

O r g a n i z i ng

Leading

C o n t r o l l i n g

GROUP WISE ASSIGNMENTS1. Compensatory assignments2. Classes left? Sunday class? Next few classes3. Project (4 groups of 7 each) 15 marks

1. Portfolio Matrix with TOWS (Chap 3)2. Planning stages of a new company (Chap 2,3)3. Departmentation (chap 6) and culture(chap 8)4. Controls (chap 12)

4. Mark dates, assignment to students

Leadershiphttp://www.slideshare.net/Subjectmaterial

Chapter 10

TABLE OF CONTENTS1. DEFINING LEADERSHIP2. INGREDIENTS OF LEADERSHIP3. TRAIT APPROACHES TO LEADERSHIP4. CHARISMATIC LEADERSHIP APPROACH5. LEADERSHIP BEHAVIORS AND STYLES6. SITUATIONAL OR CONTINGENCY APPROACHES TO

LEADERSHIP7. TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP

QUIZDescribe the personality of the leader you like the most

The leader may be political, religious, social or any kind

What is LeadingLeading:

The process of influencing people so that they will contribute to organizational and group goals willingly and enthusiastically

Great example of coordination

INGREDIENTS OF LEADERSHIPThe art of leadership appears to have the

following ingredientsThe ability to use power effectively and in a

responsible mannerThe ability to comprehend that human beings

have different motivating forces at different times and in different situations

The ability to inspireThe ability to act in a manner that will develop

a climate conducive to responding to and arousing motivations

PRINCIPLE OF LEADERSHIPSince people tend to follow those who offer

them a means to satisfying their personal goals,

the more managers understand what motivates their subordinates and

the more they reflect this understanding in their actions,

the more effective they are likely to be as leaders

NON POPULAR APPROACHESTrait approaches

Leaders are born and not madeCharismatic Leadership approaches

LEADERSHIP BEHAVIORS AND STYLES

1. Styles based on use of authorityAutocratic Leader

This type of leader commands and expects compliance, is dogmatic (rigid) and positive, and leads by the ability to withhold or give rewards and punishment

The democratic or participative leader This type of leader consults with subordinates and

encourages their participationThe free-rein leader

This kind of leader uses power very little, if at all, giving subordinates a high degree of independence

LEADERSHIP BEHAVIORS AND STYLES

2. The managerial grid The approach to leadership style was developed by

Robert blake and Jane Mouton This grid has two dimensions:

The concern for productiono It includes the attitude of the mangaer towards the quality of

policy decisions, procedures and processes, creativeness for research, quality of service, work efficiency and volume of output

The Concern for peopleo It includes such elements as the degree of personal

commitment towards goal achievement, maintenance of the self esteem of workers, placement of responsibility on the basis of trust rather than obedience, provision of good working conditions, and maintenance of satisfying interpersonal needs

The team managers

The poor management

The country club management

The autocratic task managers

LEADERSHIP AS A CONTINUUM Leadership involves a variety of styles,

ranging from the one that is highly boss centered to one that is highly subordinate centered

The appropriate leadership style depends upon the leader, the follower and the situation

Situational or contingency approaches to management

The contingency approach to management

According to Fred E. Fiedler, People become leaders not only because of their personality attributes but also because of various situational factors and the interactions between leaders and group members

Three critical dimensions: Position Power Task structure Leader member relations

Situational or contingency approaches to management

The path goal approach to leadership effectiveness

According to Robert House, The main function of the leader is to clarify and set goals with subordinates, help them find the best path for achieving the goals and remove obstacles

There are four major leader behaviors Supportive leadership behavior Participative leadership behavior Instrumental leadership behavior Achievement- oriented leadership

TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP

Transactional leaders identify what needs to be done to achieve goals, including clarifying roles and tasks, rewarding performance, and providing for the social needs of followers

Transformational leaders articulate a vision, inspire and motivate followers and create a climate favorable for organizational change