Leadership & Management

Unit- 4
“A BUSINESS SHORT ON CAPITAL CAN
BORROW MONEY. BUT A BUSINESS SHORT OF
LEADERSHIP HAS LITTLE CHANCE OF
SURVIVAL”
- Peter Drucker
 Effective Leadership and
Management Styles
Traits of the Excellent Leader
 A vision and purpose.
 Clear goals.
 Strong commitment.
 Flexibility.
 An understanding of change.
 Active listening skills.
 Confidence to take risks.
 Knowledgeable about the total organization.
 Able to learn from mistakes.
 Excellent communicators/listeners.
 Able to speak clearly and effectively.
 Resourceful.
 Realistic.
 THE INFLUENCING FACTORS

GROUP
LEADER HIMSELF responsible, lazy,
personality, beliefs, dependent, confidence
preferred style... in leader...

SITUATION
orgn. Culture,
time pressures
 FREE REIN DEMOCRATIC AUTOCRATIC

Individual has increasing

freedom

Leader exerts increasing

Individual has Control Leader has

Complete Control Complete Contro

 LEADERSHIP APPROACHES :
• Task orientation
• People Orientation
Missionary Compromiser
high 9,9
PEOPLE

1,9 5,5

Deserter 1,1 9,1 Autocrat

low
low high
TASK
 Organisational Decision making
“theprocess of
responding to a
problem by
searching for and
selecting a solution
or course of action that will create value for
organisational stakeholders”.
 Programmed vs. Non-programmed
Decisions
Characteristics Programmed decisions Non-programmed decisions

Type of problem Structured Unstructured

Managerial level Lower level Upper level

Frequency Repetitive New,unusual

Information Readily available Ambiguous or incomplete

Time frame for solution Short Relatively long

Solution relies on Procedures,rules, and policies Judgment and creativity

 The Decision-
Making Process

Implement
Define the Evaluate
the chosen
Problem Alternatives
Alternative

Gather facts and Follow up and

develop Select the best evaluate the chosen
alternatives. alternative. alternative.
 The decision making process-
Example
Identification of a problem
Identification of Decision Criteria
Allocation of weights to criteria
Development of alternatives
Analyzing of alternatives
Selection of alternatives
Implementation of alternatives
Evaluation of decision alternatives
“My sales Reps need new computers!”
Memory and Storage, Display Quality,
Better Life,Warranty, Carrying weight
Memory and Storage-10, Display
Quality -8, Better Life -6,Warranty -4,
Carrying weight-3
Toshiba, HP, Soni Vaio, Qosmio,
Gateway, Apple iBook, Lenovo, Dell
Toshiba, HP, Soni Vaio, Qosmio,
Gateway, Apple iBook, Lenovo, Dell
Toshiba, HP, Soni Vaio, Qosmio,
Gateway, Apple iBook, Lenovo, Dell
“ Toshiba!”
 Managers and Decision-
Making
Classical model of management
Traditional description of management that focused on
its formal functions of planning, organizing,
coordinating, deciding and controlling.

Behavioral models
Descriptions of management based on behavioral
scientists observations of what managers actually do in
their jobs.
 Guideline for making decision more
Effective
 Categorical interpretation- the problem should be
defined properly.
 Application of limiting factor- limiting factor
should be taken into account in order to analyze the
external S & W.
 Adequate information- more quantity of reliable
information leads to effective decision making.
 Considering other views- various views at the
same point are taken into account for quality decision.
 Timeliness- decision should be ,made at proper
time to meet the competitive advantages.
 Techniques for improving
Decision Making
 Brainstorming – idea generation for decision
making.
 Nominal group technique (NGT)- problem
outlined, presentation of solution in written form,
discussion over written solutions, and final
decision.
 Delphi technique- decision made on the basis of
questionnaire filled by the respondents.
 Consensus mapping- decision made on the
basis of the report presented by the representative of
each group after
Definitions of Organizational
Communication
Miller (1995) concludes:
Studying organizational communication
requires looking at how communication
processes contribute to the coordination of
behavior in working toward organization and
individual goals.
 Definitions of Organizational
Communication
Eisenberg and Goodall (1997) suggest four
approaches to defining organizational
communication:

• Communication as information transfer

• Communication as transactional process
• Communication as strategic control
• Communication as balancing creativity and
restraint.
 Organizational
Communication as Process
Because the process is ever-changing, it
can be described as evolutionary and
culturally dependent. In other words, the
ongoing process of creating and
transmitting organizational messages
reflects the shared realities resulting
from previous message exchange evolves
to generate new realities that create and
shape events.
 The Human Communication Process

• Source/Receiver
• Encoding/Decoding
• Message
• Channel
• Noise
• Competence
• Field of Experience
• Communication Context
• Effect
CHANGE MANAGEMENT
Part of All Of Us
 CHEESE

A Job
A Relationship
Money
Freedom
Health
Recognition
Spritual Peace
An activity like jogging or golf
If You Don’t Change,
You Can Become Extinct
Smell The Cheese
Often
So You Know
When It Is Getting
Old.
Movement In A
New Direction
Helps You Find
New Cheese
 When You Move
Beyond Your Fear,
You Feel Free
Imagining Myself
Enjoying New
Cheese,
Even Before I Find
it,
Leads Me To It.
 It Is Safer To
Search In The Maze
Than Remain In A
Cheeseless Situation
Old Beliefs
Do Not Lead
You
To New
Cheese.
 Noticing
Small Changes Early
Helps You Adapt To The
Bigger Changes That Are
To Come
 Change Happens

Anticipate Change

Monitor Change

Adapt To Change Quickly

Change

Enjoy Change!
Be Ready To Change Quickly And
Enjoy It Again
What is Organizational Change?
 An alteration of an organization’s environment,
structure, culture, technology, or people
 A constant force
 An organizational reality
 An opportunity or a threat
 Change agent
 A person who initiates and assumes the
responsibility for managing a change in an
organization
Why People Resist Change
 Forces for Change
External Forces Internal Forces
Competition Laws and Strategy modifications
regulations
New technologies New equipment
Labor market shifts New processes
Business cycles Workforce composition
Social change Job restructuring
Compensation and benefits

Labor surpluses and shortages

Employee attitude
Three Categories of Change

Organizational Culture
 Model for Planned Organizational Change

Source: Adapted from Larry Short, “Planned Organizational Change,” MSU Business Topics, Autumn 1973,
pp. 53–61 ed. Theodore Herbert, Organizational Behavior: Readings and Cases (New York: McMillan, 1976), p. 351.
 Phases of Organizational
Change

 Ending

 Transition

 Beginning
 Ending
The goal of this phase is to understand
the change process and the steps
needed to move through it

 Dealing with grief and loss issues

 “Normalizing” change
 Communication in the ending phase
 Transition
The goal of this phase is to
regain the expected
decreases in productivity
 Identifying priorities
 Identifying & minimizing
resistance to change
 Identifying personal
strengths, needs and
resources
 Communication in the
transition phase
 Beginning
The goal of this phase is
implementing the new
 Flexibility, focus &
attitude
 Stress management for
change
 Communication in the
beginning phase
 Developing an action plan
Three Phases of Planned Change

Unfreeze

Change

Refreeze
Unfreezing

 Help people accept

that change is
needed because the
existing situation is
not adequate
 Changing

 Involves
rearranging of
current work
norms and
relationships to
meet new needs
 Refreezing
 Reinforces the changes made so
that the new ways of behaving
become stabilized
 Steps in the Planned Change
Process
Recognize the need
for change

Diagnose and
plan change

Manage the
transition

Measure results
Maintain change