Submission Date: 22-8-2014 Student Name: Abdullah Saad Student ID: 2
Executive Summary The overall objectives of this assignment is to enable a crucial repair to KTG regional situation and to link managerial as so as leadership philosophies with Operational Review Report, to work out and to develop the excellence of the provision agreed to the region. The definite ambition is to detect, construct & assess operative practices for combined employed so that the workers ability for engagement developed. To approach and propose this situation and to establish an effective leadership overall approach a compound of theories were taken in consideration. The strategy to facilitate the common challenges confronted in this assignment is a mix of old way of dealing, plus a new method approved to be critically appropriate in dealing with such bad situation. First thing first is to get all employees motivated, and this is done by many ways that is taking in consideration with the different ways to satisfy the needs of multiple human desires and needs. And last but not least, comes the communication part; which is the link to get things done the way it should be.
Situation analysis: In recent operational review for KTGs CEO found: 1. A mismatch between current expertise and growth potentials in the region 2. An out of date operational plan and no strategic plan 3. De moativated staff with lack of futur clarity 4. Highly regarded very influencial locally based knoledge stream leader whose expertise still important, is less relevant to ongoing opportunities in the region 5. A lack of staff awarness, or business goals, or any values and policies 6. No community or regional government engagment
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Table of Content
1- Executive Summary 2 2- I ntroduction The role of a leadert 4 1.2 Strategy ..............5 1.3 Charisma of a leader ....6 1.4 Creating A Business Strategy .7 1.5 Motivation .....9 1.6 Communication ...11 1.7 CommunityEngagment11 3- Recommendations...14 4- Conclusion ..15 5- Reference16
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Introduction The Role of the Leader What is a leader? A leader is someone who has followers. Then, what is leadership? Leadership means the capacity and skills required to lead group of people or followers toward a defined outcome. (Leadership Study Guide tpic1.2 Chifley Business School 2012) The success or failure of any company depends on the quality of its leadership, and more in the quality of the decision made by its management. By their actions, as well as their inactions, executives can enhance the lives and the prosperity of their employees; they also have the power to destroy assets or an entire organization for that matter. In recent years, we've heard a number of big companies brought to their knees by the selfish decisions of those at the top. The comprehensive roles of governance principles certainly won't do harm to the situation, there are deeper, underlying issues that also must be addressed for KTG. Quality of company leadership and governance depends first and for most upon the quality of the decisions taken by those serving in the CEOs or on the governing board. By their actions and failure to act, different decisions at the top could drive same different histories below; CEOs and directors have brought good performing companies, like Enron, down to their knees. Leadership decisions are challenged in moments when executives and directors face a relatively unrelated opportunity to use company resources course of actions. The delay of such opportunities should be seen as a decision. If taken well, these decisions can provide vital platform for a company's growth and success; but if taken poorly; produce the opposite. Most personal decisions are framed around private benefits: what individual and losses are associated with one outcome or another? Most managerial decisions are similarly structured around divisional purpose: what benefits & costs will add to my division if the other product is launched earlier? Leadership and governance decisions need a different looks since it has been taken for the unique drive of advancing the entire company, regardless of personal concerns or divisional interests. They depend upon, to rise above private plans and narrow objectives, 5
& that capacity must be controlled when self-interest conflict with the organizations requirements. The Essence of leading The self-motivated hunt of personal or self-interest may be ideal for some positions and purposes, but it is more important for decisions taken by executives and directors if they are to successfully lead and govern the company. This dedication to go above self-interest is damaged and even canceled by the self-interest principles that run so deeply in the Capitalism Culture. The supreme dedication is steady, however, with the big conclusions reached of why many firms rose from good to great performance; it was found that the great players had become so because they were led by managers who always placed enterprise interests ahead of their own. The challenge for those who lead and govern is to prepare themselves to resist the need of self-interest when faced with critical decisions. Their decisions are to be judged by whether they consistently go beyond individual concerns to put cooperative purpose first, a company's leadership would do well to embrace a concept similar to what a great organization makes central to its culture of leadership: The captain stays in the ship. Strategy: Vigilant Decision Making Many personal decisions are taken with accurate thoughts, at least they should be. Are the alternatives clear? Is the information complete? Are the consequences understood? Yet here at KTG too, the decisions of executives and regional directors require special outlining. By quality of their responsibilities, Managers and directors are obliged to be especially observant; their decisions can enhance the employment of hundreds of employees and the wealth of thousands of investors. Taken poorly, their decisions can destroy those assets or even the company. Compared with other managers, careless actions by managers or directors are far more crucial. At the same time, the intense time pressures faced by managers and directors because of their demanding responsibilities count against dedication of the special attention required by each of the actions. Lots of critical decisions cross their daily routine, limiting the time they can take from their difficult schedules to give to their subordinates. 6
Leadership decisions are usefully judged against the standard of why they are taken with cautious attention. The lack of cautious attention is very important for positions of modest duties, but for those that great responsibility, the absence can be devastating. Governing board and company headquarters in KTG require experienced people and appropriate reward systems, but whether the directors and executives are knowingly concern without interest when they take key decisions is the real test of why they are the right people with the right incentives. Leadership and governance decisions require an army of subordinate actions for their successful understanding. The secondary decisions are what translate the big objectives of the grand decisions into tangible values on the ground. Frontline managers who fail to execute are usually not long for this but executives and directors who do not implement often remain in due to lack of active oversight. Directors have no supervisors to their carelessness except the shareholders, who are too remote to notice. Executives might suffer the bad feeling of their board, but theyre too removed from daily operations to notice either. Enron's Case: Lets consider what Enron's directors did not do after they approved the risky partnerships proposed by the chief financial officer. In the wake of the board's delays of the company's ethics code which allowed that CFO (Andrew Fastow) subordinates to sit on both sides of the table in negotiating the terms. There was an obvious conflict of interest, yet for many of the sheets were never prepared, never signed, or never written until transaction was completed behind closed doors.
Can cooperation truly live and thrive in competitive environment? Yes, but it will require a transformation in our understanding of competition, which may take years to emerge and will be preceded by confusion, setbacks and frustration. (Source: Financial Executive, Date: January 1, 1995 http://web.b.ebscohost.com
The Charisma of the leader:
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Charesmatic Leader
Building a Strategy: For the case of KTG A regional Manager Leadership role is to establish a practical thinking, in making the strategically planning for the region, by Provide a sense of determination & direction for his subordinates, and to recommend a long-term perspective and integrate a big picture understanding of the companys goals with a plan of action, in order to envision a future for the organization and provide a sense of balance with the current bad and critical situation of the company. He should constantly take hold of the opportunities to improve the regional situations and for the development and progress for the KTG Company, and to explore the environment and making use of information gathered by the latest CEOs report. As a leader he should demonstrate thorough conclusion, business knowledge, intelligence and reasonable rationality when putting strategic guidelines in his regional area of responsibility.
Creating a Business Strategy 1- Vision 2- Ability 3- Enthuasias m 4- Stability 5- Concern 6- Self- Confedence 7- Persistance 8- Vitality 9- Charisma 10- Integrity 8
Environmental Scanning: monitoring the business environment for market trends, threats, and opportunities Mission: defining what are our goals, values, and core beliefs, who are our clients, and how our values define our business Core Competencies: our strengths, analytical skills, Critical thinker, Methodical that can help us win the market or region Business Strategy: defines the long rang plan for the company Marketing strategy: develops marketing plans to support business strategy, by focusing on understanding the clients needs and by predicting market trends Operations Strategy: developing a plan for the operations function focusing on the specific competitive priorities in order to meet the long range plan like; (cost quality- time, flexibility) Finance Strategy: Develop financial plans to support business strategy, by being skilled in attracting and capital rising
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Motivation Any leader must inspire individuals with wisdom of drive and goal attainment, to inspire others by representing an obligation to action, with the example of KTG its easy to say that by getting things done, and by taking responsibility for the organizations accomplishments. The regional manager job should guide, teach, advise and develop followers inside the organization& by identifying the assistances and hard effort of others, & by authorizing important tasks to others so as to encourage professional development inside the company in order to authorize followers and to act positively. Path-Goal Theory Situation Leadership behavior I mpact on followers Outcome Followers lack self-confidence Relationship Oriented: Supportive leadership Courteos & friendly intearactions Genuine concern for followers well being & needs Balanced & equal treatment Increased confidence to achieve work outcomes Higer efforts Higher Satisfaction Improved performance Ambiguous job Task Oriented: Directive leadership Telling followers what theyer epecting to do (when &how) Set schedules & norms Deleanate expectations Set procedures & regulations Clear reward paths, clearer efforts to performance links Lack of job challenge Achievement: Demanding & Supporting followers Set challenging goals Expect highst performance Seek continued improvments Workers grow more responsipilities Followers set high goals and strive to achieve them Incorrect reward Participative: Consulatitive &Group behaviors Share work problems with followers Solicit followers suggesttions & concerns Include followrs in decision making Clarifies the followers needs to change rewards
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Empowerment In the workplace
Motivation is a real challenge process, which can do well, or make harm to any organization depending on how it used. Only if a manager has time to fully understand the needs of the employees. The fail to recognizing such needs may be extraordinarily difficult. Every person is different than the other, therere philosophies built on such assumptions, on whats motivate people and how to approach and describe this, but managers should understand how to reward and improve their subordinates by spending more effort and time, to give opportunities and more connect with them on personal basis. Even the employees can set their coworkers for better understanding to recognize each other as well, so they all can get motivated and managers are requested to make sure that the work place is set for the environment that help to give satisfying and appropriate workplace. In this way it would be a productive and improved for employees to be fully motivated team.
Motivation Forces: Motivation is a set of forces that cause people to behave as they told to do. Motivation starts with a need, people try to find ways to satisfy their needs and then they behave so. Their behavior results in rewards or punishment, to varying degrees, an outcome may satisfy a basic need, like a need in anything an individual wish or wants, theres a Primary needs which are things that people require to bear themselves, such as food, water, and shelter. And there are a Secondary needs which are more psychological in personality and are learned from the surroundings and values in which the person lives. A motive is a person's reason for choosing one certain behavior from among several choices, the initial view of motivation was based on the concept of hedonism; Hedonism is a school of thought that argues that pleasure is the only intrinsic good. In very simple terms, a hedonist strives to maximize net pleasure (pleasure minus pain), it is the idea that people seek pleasure and comfort and try to avoid pain and discomfort. Scientific management extended this view, asserting that money is the primary human motivator in the workplace. The human relations view suggested that social Factors are primary motivators. 11
Ethical hedonism is the idea that all people have the right to do everything in their power to achieve the greatest amount of pleasure possible to them. It is also the idea that every person's pleasure should far surpass their amount of pain. Ethical hedonism is said to have been started by Aristippus of Cyrene, a student of Socrates. He held the idea that pleasure is the highest good (Cited: http://en.wikipedia.org/wiki/Hedonism)
Communication: Leaders should practice correct passages of communication to ensure definite and rich delivery of messages. They use active attending to ensure that messages have been precisely transferred and received. As so as to employ effective communication skills to visualize the picture to others and to create opportunities for others to express value adding ideas, suggestions or objections. Also cultivate inner and outward relationships to generate a mutually helpful network. And to create an environment that inspires open communication in all stages inside the business culture. Broad Audience Abilities: When talking to a broad audience in at an international or local level at any organizational level a leader may demonstrates an ability to communicate & influence and persuade and inspire as so motivate, to work towards a planned future, even in times of uncertainty or bad financial situations, also to manage in any socially various environment.
Community engagement As a member of KTGs management we all initially should recognize that the lack of community engagement and as so as with regional governmental concerns should be addressed using an engagement process; with multi sector relationship, a logical one with high challenging points to initiate, like:
1. Community engagement programs are a multi-composite task with a lot of information gathering, & authorization issues. 12
2. Community engagement programs comes with many technical concerns like the sensitivity in relationships while working among divers groups of people with conflict point of apprehensions. 3. Some views for diversity could be challenging at the start of such engagement, between management levels or task force, leading to question the worthy of the program as waste of time and money. 4. The group that starts the program is in starting points unfamiliar persons with no dynamic likeability to address point of understanding. 5. The program contains an unfamiliar duty, not to mention unfamiliar responsibilities. 6. The role of uncertainty, doubt and less confidence in the acceptance of such program.
While discussing the program and its terms, this will be helpful in overcoming any misunderstanding along the members, and it will take the participation process up to higher involvement. It will also create the missing group dynamic touched earlier, and for sure it will reach the degree of accountability among most members eventually, by focusing on the outcomes and by the encouragement to allocate the benefits gained through working for the best of community engagement, this is also by providing alongside useful information to the program itself. This will in essence provide an excellent mechanism to let the flowing of processed information from diversified community benefits to the entire procedure. By a endorsement from KTGs CEO an initiative frame work will be developed and created for community engagement for the good of the business and to leverage the knowledge and rise the understanding in most effective ways in the carrying out of all the associated topics with the possibility of community engagement, it will be designed and describe to all activities mentioned in the locations along those fields:
Degree of involvement, like (how to participate, or who to consult) Degree Community type like (specified group, or regional/ non Local) Degree of supervision like (monitoring, implementing, etc.) 13
KTGFs Community Engagement Program Our Process Our Drive Our Message Our Relationship Info Sharing Sharing information will raise awareness, but wouldnt harm decision making All information are publicized Active, &positive governmental participation, along with communal one Consult To give high involvement, analysis & feedback to our decisions Were listening to the public & concerned how to best serve Government will get feedback for the influence outcomes Participate For developed community contributions Your concerns are our interests Governmental commitment with community execution partnering Joint decisions, discussions, &services Your advice will formulate our responsibilities Governmental approach to assign commitments
It is crucial for the Governmental side to direct its effort for community engagements to work out, and to continue striving for better levels of participation, and of course for better governmental decision making end-results.
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Conclusion Naturally, directors and executives must maintain the appearance of effectively governing and leading their company, for that it is an essential part of sustaining investor and customer confidence in the company. But appearances are only a side part of the foundation. The center stone is the quality of the decisions they reach when nobody is looking. The essence of leading and governing is making quality decisions and that depends on whether the company has established a culture that demands a high alert leadership. One of the highest qualities is to show the assurance to values and ethics of the organization , this is important because latest studies says that individuals want their leaders to be reliable, credible, honest and trustworthy, and to show honesty in most effective way. The idea is that to use high emotional intelligence in terms of self-awareness, self- regulation, motivation, empathy and social skill. This approach has a unique significance of competence in role in managerial leadership shows in fact that by far the most important factor in the successful functioning of any company is the link for the level of ability of the corporate manager. If the KTGs engagement process not got adopted from the governmental side, it would not influence its recommended purposes for proper relations its designed to grasp. A high indication that the community involvements didnt come to participation with the conducted decision making outcomes associated with the activities that have been taken in this program. While most people value fair compensation for their accomplishments, few leaders start out seeking only money, power, and prestige. Along the way, the rewardsbonus checks, newspaper articles, perks, and stock appreciationfuel increasing desires for more. Cited: http://hbswk.hbs.edu/item/6741.html
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Recommendations In every term the leader represents an expressive capability to provide direction, even in times of uncertainty. He develops and monitors the carrying out of change initiatives, by explaining high level change objectives into useful carrying out strategies and plans. And by promoting an achievement culture & by making sure that thoughts and future actions come to execution and that planned projects create probable outcomes. And by ensuring to improve the good performance of the community programs, that it can be grasped by aligning an appropriate relationship and public promise all together, and by reviewing all parties engagements within all levels of power, to dispute any practices engagement. Building a strategic plan alone is not enough; its the executing part that does the magic, so as continuing to update the entire operation plan. While motivation is the fuel that ignites the mobility to drive the desired outcomes, it is at the same time the same fuel that could burst into flames the whole organization into uncontaminated debris of loses. Some might be important in the past, but knowledge is essential in relevant emergent daily work, if less relevant then must keep learning, or leave the position for better influencer. And that what make awareness of the companys goals highly valued. The data offers a vivid image of the past but does little to guide future actions &investments. What happened in the past is very seldom useful to lead an organization. Looking at the past is actually reinforced old attitudes about what is possible and not possible. (Source: Mark Morgan, Raymond E. Levitt and William A. Malek (2007). Executing Your Strategy: How to Break It Down and Get It Done . USA: Harvard Business School Press (HBSP). 74.)
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References:
Books Mark Morgan, Raymond E. Levitt and William A. Malek (2007). Executing Your Strategy: How to Break I t Down and Get I t Done . USA: Harvard Business School Press (HBSP). 74. (Leadership Study Guide tpic1.2 Chifley Business School 2012)
Websites:
Wikibedia website: (http://en.wikipedia.org/wiki/Hedonism) Why Leaders Lose Their Way: http://hbswk.hbs.edu/item/6741.html
Journal Articles
Academy of Management , Source: Financial Executive , Date: January 1, 1995 http://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=4e062e7c-f604- 4c4c-9206-3384c7271788%40sessionmgr112&vid=0&hid=108