Beruflich Dokumente
Kultur Dokumente
Larry Bossidy
&
Ram Charan
Submitted By:
C004 Rohith Aravalli
C015 Karan Dedhia
C021 Rishi Jain
C037 Vineet Mishra
C047 Priyesh Saurabh
C058 Yashowardhan Swami
C068 Krati Rathi
2|P ag e
Table of Contents
3|P ag e
4|P ag e
Method of Study
For reviewing the book, the following method was adapted
1. Different behavioural models of Perception, Leadership, and Motivation were studied from
the Organizational Behaviour course book.
2. The book 'Execution: The Discipline of Getting Things Done' was thoroughly read
keeping in mind the theories which can be applied.
3. For each Chapter the incidents which signify different personality and behavioural traits
were noted down by each of the group members.
4. The chapter-wise points were consolidated and similar points were grouped under a
common behavioural trait.
5. Chapter wise summary and critical analysis was done as a group activity.
6. Relative theoretical frameworks and practical aspects of the theories were discussed.
7. Individual learning experiences were compiled and a common learning and conclusion
was arrived upon by group discussion.
5|P ag e
6|P ag e
Chapter 5 - Building Block Three: The Job No Leader Should Delegate having the
Right People in the Right Place
Leaders proclaim that their people are their biggest assets. But do they really put thought
behind whom to hire, where to hire and why to hire. The quality of their people is the best
competitive differentiator. The results of right people in right role might not be evident
immediately but in the long run this is what makes the biggest difference.Leaders of
consistently successful business focus intensely and relentlessly on people selection.
Why the right people arent in the right jobs:
Lack of knowledge and commitment
Lack of courage and decisiveness
The psychological comfort factor
What kind of people are you looking for?
Hiring and developing people should be one of the topmost priorities of a company. A
person who is equipped to take the business to the next level should be the companys search
criteria.
Chapter 6: The People process: Making the Link with Strategy and Operations
The people process is more important than strategy or operations processes. It is
recommended that to fulfill a business potential one should get people process right. A
robust people process does 3 things - it evaluates individuals accurately and in depth. It
provides a tool for identifying and developing leadership talent and it fills the leadership
pipeline which is the basis of a strong succession plan. However, very few companies
accomplish all of these since they evaluate people on basis of what they are doing today and
not whether they can handle the jobs of tomorrow.
A robust people process provides a powerful framework for determining the organization's
talent needs over time and for planning actions to achieve those needs. It includes developing
the leadership pipeline through continuous improvement, succession depth and reducing
reduction risk, deciding what to do about non-performers and transforming the mission and
operations of HR to be better aligned with business goals. Finally, there is no single system
for creating and maintaining a robust people process, but it should follows certain rules such
as integrity, honesty, a common approach, common language and frequency. Thus this
chapter summarizes the importance of 4 basic skills: functional, business, management and
leadership skills. It is essential to consider these competencies when considering people in
the organization and what is next for them.
Chapter 7- The Strategy Process: Making the Link with People and Operations
Goal of a strategy is to win the customers preference and create a sustainable competitive
advantage while leaving sufficient money for shareholders. Author believes that a good
planning process requires the utmost attention to the hows of the executing the strategy.
While explaining importance of hows the author gives the example of AT&T Company
and reasons for the failure of their strategy. According to the author, a strategy has to be
7|P ag e
constructed and owned by those who will execute it, namely the line people. Staff people can
help by collecting data and using analytical tools but the business leaders must be in-charge
of developing the substance of the strategic plan. For strong strategic plan one must address
the following questions:
8|P ag e
most important aspect of an operating process is to identify targets that clearly reflect not
only what business wants to achieve but what it is likely to achieve. An operating process
should be such that it should link both strategy and people to results.
Theoretical Frameworks
There are several theories which one will encounter while reading the book. Listed below are
some of the theories which form the framework of the book:
Mintzbergs Managerial roles
Definition: All managers are required to perform
duties that are ceremonial and symbolic in nature
(Interpersonal). They collect information from outside
organizations and institutions (Informational) and are
required to make choices (Decisional).
Managerial Activities
Traditional Management: Decision making, planning and controlling.
Communication: Exchanging information and processing paperwork.
Human Resource Management: Motivating, disciplining, manage conflict, staffing and
training.
Networking: Socializing, politicking and interacting with others.
9|P ag e
Availability bias -Availability bias is a human cognitive bias that causes people to
overestimate the probability of events associated with memorable or vivid
occurrences.
Anchoring Bias - The act of basing a judgment on a familiar reference point that is
incomplete or irrelevant to the problem that is being solved.
Bounded Rationality (decision making) - Bounded rationality is the idea that in
decision-making, rationality of individuals is limited by the information they have,
the cognitive limitations of their minds, and the finite amount of time they have to
make a decision
Learning
A relatively permanent change in behavior that occurs as a result of experience.
Operant Conditioning: A type of conditioning in which desired voluntary behaviour
leads to a reward or prevents a punishment.
Punishment -Something unpleasant added. You can use punishment as a means of
decreasing the probability of an undesired behaviour happening again.
Schedule of Reinforcement - A schedule of reinforcement is basically a rule stating
which instances of behaviour will be reinforced. In some case, behaviour might be
reinforced every time it occurs. Sometimes, behaviour might not be reinforced at all.
Leadership
Transformational Leadership - Transformational leadership enhances the motivation,
morale, and job performance of followers through a variety of mechanisms. These include
connecting the follower's sense of identity and self to the project and the collective identity
of the organization; being a role model; challenging followers to take greater ownership, and
understanding the strengths and weaknesses of followers.
10 | P a g e
ability to intellectually intense debates with the employees to find best solutions for a given
problem. Being highly emotionally expressive, he used to write personal letters to employees
appreciating the efforts put by them. Openness to experience was displayed by
boundarylessness that Jack Welch introduced assures a constant exchange of ideas and best
practices among diverse business managers, significantly multiplying the companys
intellectual capital. As described in the book, Bob Lutz, vice chairman of General Motors is
example of conscientiousness. Lutz is not only has great understanding of customer needs
but is a cost-conscious team player. During his stint at Ford and Chrysler he developed new
products with shorter development cycles.
It is described in the chapter that to get things done we need to utilise positive
reinforcement theory. One needs to change peoples behaviour so that they produce results.
First you tell people clearly what results youre looking for. Then you discuss how to get
those results, as a key element of the coaching process. Then you reward people for
producing the results. If they come up short, you provide additional coaching, withdraw
rewards, give them other jobs, or let them go.
Negative behaviour from senior personnel prevents their teams from working together
effectively. An executive vice president of a company was removed and punishment
became imperative since his behaviour was very poor. He cursed his people openly on an
intercom connected to several offices in different locations, used vulgar language with CEO
when asked to restructure his unit to meet certain performance targets.
The book points out that you cannot have an execution culture without robust dialogue one
that brings reality to the surface through openness, candour, and informality. Robust dialogue
starts when people go in with open minds and let go there perceptions. Theyre not trapped
by preconceptions or armed with a private agenda.
Leaders sometimes focus too much on planning instead of execution. In a market scenario
there is no situation that is constant so what is true today may not be the same tomorrow. The
approach is to start working with simplified models and adapting as per requirements. That
clearly explains the Bounder Rationality decision making process
CEO of a $4 billion US chemical company invested to build a plant in Indonesia and
assigned it to a Brazilian plant manager, a technical professional. However, he failed since he
did not understand relationships with customer, markets, pricing and relationship with
various government authorities in Indonesia thus proving the importance of conceptual
skills.
Book altogether describes Mintzbergs managerial role of Leader. Execution happens
when employees work in a group, guided by a leader who has a comprehensive
understanding of the business and its environment, and by using the robust dialogue thats
central to the execution culture, they all can contribute somethingand all will benefit from
being part of the dialogue.
All in all, authors of the book focuses on Transformational Leadership to achieve execution of
strategies by evoking self-efficacy in employees and giving the teams and group a can-do spirit. In
this way employees of the organisation are more likely to pursue ambitious goals and agree on
strategic goals of the organisation by actively involving in the business. These attributes can be
achieved only if the leader of the organisation makes effort to stay deeply connected with company
and its employees.
11 | P a g e
Learning
The ideas and examples presented in this book are extremely informational. Below are the major
takeaways from the book:
1. Execution is not tactical side of business or delegation. It starts with bottom-line of any
strategy which leader should be delving into.
2. When strategies dont work, start inspecting from the basics of action and plan rather than
attributing it wrongly to other external aspects.
3. In an execution culture, leaders design strategies as road maps rather than rigid paths as
described in thick planning books.
4. Company closer to an execution culture doesnt suffer from change shocks and adapt quickly
than others because they are closer to the situation
5. Leader of the organisation should be deeply and passionately involved to the organisation
which includes knowing realities and limitations of the organisation.
6. For execution three process needs to be in place people process, strategy process and
operations process.
7. People process includes selecting great talent and appraising them constructively. Strategy
process includes defining goals and carving out plans fundamentally to realise it. Operations
process ensures that strategy gets converted into proposed specific actions.
8. People process should be interlinked with strategy and operations processes so as to be
effective in achieving business goals.
We would like to conclude the review stating that this was a great learning experience for all the
group members. It not only enhanced our knowledge of behavioural models and theories but also
gave us a practical and first-hand experience at it. While discussing the case study different
behavioural traits of the group members were also seen which further lead to a deep understanding of
the theories and also the group members. We worked our way to understand everyone's point of view
and reach consensus by discussion which proved to be the greatest learning curve for everyone.
Towards the end, we hope that we imbibe in us the qualities which make a person successful in
today's business world.