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I am sharing _Management_LEADERSHIP (1)_ with you.pptx

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This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.

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Leadership, Management & Analytical Thinking
What is a Leader and Leadership What is a Manager & Management Principles of Leadership and Mgt Difference between a Boss &Leader Four (4) functions of Management Exemplary Leadership Practices
What is Leadership? - is a pattern of behavior that anyone can use to “mobilize others to achieve extraordinary results” What is a Leader? Leader is a person who influences a group of people towards the achievement of a goal. 3P's – Person People Purpose
Purpose Person People Committed to To achieve Influences 3Ps of LEADERSHIP  one who goes first and leads by example must have a deep- rooted commitment to the goal that he will strive to achieve it. With claimed personal vision Must have followers. How do you win their trust? Why would others trust you? Are you worthy of their trust?
“ People who become Leaders don’t always seek the challenges they face. CHALLENGES also seek LEADERS…” “Leadership is not about personality; it’s about behavior”
EXEMPLARY LEADERSHIP PRACTICES 1. Model the Way 2. Inspire a shared Vision 3. Challenge the process 4. Enable others to Act 5. Encourage the Heart
Model the Way “Leading means you have to be a good example, and live what you say” … Tom Brack Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others. Leaders model the way. Set a Personal Example Live by the Organization’s Belief and Values “ WALK the TALK”
Inspire a Shared Vision align team vision to the organization’s need Connect Team/office to the Big Picture Create image of a positive future Show enthusiasm and sincerity Appeal to the common ideals  share you vision in words that can be understood by your followers.
Vision – an inspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. Characteristics of a Vision Statement o Brief o Clear and Concise o Abstract, Yet Challenging o State Organization’s purpose o Future-Focused o Sets a desired goal o Matches organization’s success measures
Create environment of continuous improvement  Always look for Ways to improve Teach team simple tool for improvement  Encourage experimentation and learning  Promote external and internal communication Challenge the process  find a process you believe needs to be improved the most.
Develop and empower people  Develop individual and Team skills and abilities  Be open-minded and respectful of individual and Team  Empower People – DELEGATE  Develop and maintain a climate of trust Enable others to Act  Give them the tools, authority and methods to solve problems themselves.
Managing Multi-Generations  Traditionalist – Born before 1946  Baby Boomers – Born between 1946 and 1964  Generation X – Born between 1965 and 1980  Generation Y – Born between 1981 and 1996  Generation Z – born between 1997 and 2012  all of them have Strengths, Perceived Weakness and How to Manage Them Enable others to Act
Encourage the Heart Share the glory with your followers' heart, keep the pains in your heart – Human Relations: The six most important words: "I admit I made a mistake." The five most important words: "You did a good job." The four most important words: "What is your opinion?" The three most important words: "If you please." The two most important words: "Thank you," The one most important word: "We" The least important word: "I"
Motivating Achievements  Give Praise to reinforce desired behavior  Provide Opportunities to achieve results  Recognize and Appreciate  Communicate high expectations Encourage the Heart
Types of Leadership Behaviors TASK BEHAVIOR Directing others on what to do, how to do it, when and where to do it RELATIONSHIP BEHAVIOR Engaging in two-way communication, including listening, facilitating, helping and supporting
The Three Most Important Keys of Leadership: Trust and confidence in top leadership is the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas: 1. Helping employees understand the organization’s overall strategy. 2. Helping employees understand how they contribute to achieving key organization’s objectives. 3. Sharing information with employees on both how the organization is doing and how an employee's own division or department is doing - relative to strategic objectives of the organization.
Effective Leadership Practices Directive Behavior • Set goals or objectives • Makethe role of each person clear • Plan work in advance • Organize resources • Set timeline for future work Chart 21
Chart 22 Effective Leadership Practices Supportive Behavior • Listen to the problems of the followers • Praise the followers for task accomplishments • Ask for suggestions or input • Encourage them to do the tasks • Communicate information on total organization’s operations • Facilitate problem-solving in doing tasks • Appreciate followers for job well- done
• Know yourself and seek self-improvement. • Be technically proficient. • Seek responsibility and take responsibility for your actions. • Make sound and timely decisions. • Set the example. • Know your people and look out for their well-being. • Keep your people informed. • Develop accountability, ownership and responsibility in your people. • Ensure tasks are understood, supervised, and accomplished. • Train your people as a team. Principles of Leadership
a person responsible for controlling or administering all or part of an organization. What is a Manager? Management in organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. What is Management?
14 Principles of Management 1. Division of work 2. Authority and responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interests 7. Remuneration 8. Degree of centralization 9. Scalar chain 10. Order 11. Equity 12. Stability of tenure of personnel 13. Initiative 14. Esprit de corps
Leadership and management must go hand in hand. They are not the same thing. They are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems. Difference Between Management &Leadership
Difference Between Manager & Leader MANAGER LEADER Plans and organize Inspire and motivate Administer Innovate Maintain Develop System - focused People - focused Control Trust How and when What and why Bottom line Horizon Imitate Originate Accepts status quo Challenge status quo Does things right Does the right thing
Tips Leadership and management must go hand in hand. Workers need their managers not just to assign tasks but to define purpose. Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
The Difference Between a Boss and Leader When the process gets tough, a Leader get its hands dirty. A boss tells others what to do; a leader shows it can be done. BOSS LEADER demand Coach Authority Goodwill Ultimatum Enthusiasm I We Use Develop Take credit Give credit Place blame Take blames Go Let’s go
Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. FIVE(5) functions of management and leadership • planning • organizing • staffing • coordinating • Controlling FOUR(4) functions of MANAGEMENT • Planning • Organizing • Leading • Controlling
PLANNING When management is reviewed as a process, planning is the first function performed by a manager. It begins with the setting of objectives in each area of the organization. A plan is a predetermined course of action to accomplish the set objectives. It is today’s projection for tomorrow’s activity
PLANNING ACTIVITIES • Forecasting • Creating Strategies • Creating Objectives • Tasking • Scheduling • Budgeting • Developing Procedures and Policies
ORGANIZING Includes putting life into plan by bringing together personnel, capital, equipment materials, etc. to execute the plans. Allocating and arranging human and non- human resources to carry out plans.
ACTIVITIES • Defining Work • Grouping Work • Assigning Work • Integrating Work ORGANIZING
LEADING Done by one who guides and directs other people. He exerts the efforts to lead his followers in one direction and purpose by influencing their behavior. A process of influencing subordinates to engage in the work behaviors and providing guidance, directing and leading the people in towards attainment of the objectives of the organization.
LEADING ACTIVITIES • Motivating • Communicating • Decision Making • Selecting People • Developing People
CONTROLLING Offers assurance that direct action is taking place as plan. The process of measuring actual results with some standards of performance, and taking action when necessary. Regulating activities so that actual performance conforms with set standards and goals.
CONTROLLING ACTIVITIES: • Developing standards • Measuring performance • Evaluating Performance • Correcting Performance
Analytical Thinking It is a critical component of visual thinking that gives one the ability to solve problems quickly and effectively. It involves a methodical step-by-step approach to thinking that allows you to break down complex problems into single and manageable components.
Behavioral Indicators of Analytical Thinking • works systematically and logically to resolve problems, identify causation and anticipate unexpected results. • manages issues by drawing on own experience and knowledge and calls on other resources as necessary. • Undertake complex tasks and breaks them down into manageable parts
Behavioral Indicators of Analytical Thinking • Think of multiple possible causes and anticipates consequences of situations • Think of possible alternatives for a situation • Recognize and reconcile data discrepancies • Identify information needed • Weigh the pros and cons of options and alternatives • Systematically change variables to determine effects on the whole
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I am sharing _Management_LEADERSHIP (1)_ with you.pptx

  • 2. What is a Leader and Leadership What is a Manager & Management Principles of Leadership and Mgt Difference between a Boss &Leader Four (4) functions of Management Exemplary Leadership Practices
  • 3. What is Leadership? - is a pattern of behavior that anyone can use to “mobilize others to achieve extraordinary results” What is a Leader? Leader is a person who influences a group of people towards the achievement of a goal. 3P's – Person People Purpose
  • 4. Purpose Person People Committed to To achieve Influences 3Ps of LEADERSHIP  one who goes first and leads by example must have a deep- rooted commitment to the goal that he will strive to achieve it. With claimed personal vision Must have followers. How do you win their trust? Why would others trust you? Are you worthy of their trust?
  • 5. “ People who become Leaders don’t always seek the challenges they face. CHALLENGES also seek LEADERS…” “Leadership is not about personality; it’s about behavior”
  • 6. EXEMPLARY LEADERSHIP PRACTICES 1. Model the Way 2. Inspire a shared Vision 3. Challenge the process 4. Enable others to Act 5. Encourage the Heart
  • 7. Model the Way “Leading means you have to be a good example, and live what you say” … Tom Brack Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others. Leaders model the way. Set a Personal Example Live by the Organization’s Belief and Values “ WALK the TALK”
  • 8. Inspire a Shared Vision align team vision to the organization’s need Connect Team/office to the Big Picture Create image of a positive future Show enthusiasm and sincerity Appeal to the common ideals  share you vision in words that can be understood by your followers.
  • 9. Vision – an inspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. Characteristics of a Vision Statement o Brief o Clear and Concise o Abstract, Yet Challenging o State Organization’s purpose o Future-Focused o Sets a desired goal o Matches organization’s success measures
  • 10. Create environment of continuous improvement  Always look for Ways to improve Teach team simple tool for improvement  Encourage experimentation and learning  Promote external and internal communication Challenge the process  find a process you believe needs to be improved the most.
  • 11. Develop and empower people  Develop individual and Team skills and abilities  Be open-minded and respectful of individual and Team  Empower People – DELEGATE  Develop and maintain a climate of trust Enable others to Act  Give them the tools, authority and methods to solve problems themselves.
  • 12. Managing Multi-Generations  Traditionalist – Born before 1946  Baby Boomers – Born between 1946 and 1964  Generation X – Born between 1965 and 1980  Generation Y – Born between 1981 and 1996  Generation Z – born between 1997 and 2012  all of them have Strengths, Perceived Weakness and How to Manage Them Enable others to Act
  • 13. Encourage the Heart Share the glory with your followers' heart, keep the pains in your heart – Human Relations: The six most important words: "I admit I made a mistake." The five most important words: "You did a good job." The four most important words: "What is your opinion?" The three most important words: "If you please." The two most important words: "Thank you," The one most important word: "We" The least important word: "I"
  • 14. Motivating Achievements  Give Praise to reinforce desired behavior  Provide Opportunities to achieve results  Recognize and Appreciate  Communicate high expectations Encourage the Heart
  • 15. Types of Leadership Behaviors TASK BEHAVIOR Directing others on what to do, how to do it, when and where to do it RELATIONSHIP BEHAVIOR Engaging in two-way communication, including listening, facilitating, helping and supporting
  • 16. The Three Most Important Keys of Leadership: Trust and confidence in top leadership is the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas: 1. Helping employees understand the organization’s overall strategy. 2. Helping employees understand how they contribute to achieving key organization’s objectives. 3. Sharing information with employees on both how the organization is doing and how an employee's own division or department is doing - relative to strategic objectives of the organization.
  • 17. Effective Leadership Practices Directive Behavior • Set goals or objectives • Makethe role of each person clear • Plan work in advance • Organize resources • Set timeline for future work Chart 21
  • 18. Chart 22 Effective Leadership Practices Supportive Behavior • Listen to the problems of the followers • Praise the followers for task accomplishments • Ask for suggestions or input • Encourage them to do the tasks • Communicate information on total organization’s operations • Facilitate problem-solving in doing tasks • Appreciate followers for job well- done
  • 19. • Know yourself and seek self-improvement. • Be technically proficient. • Seek responsibility and take responsibility for your actions. • Make sound and timely decisions. • Set the example. • Know your people and look out for their well-being. • Keep your people informed. • Develop accountability, ownership and responsibility in your people. • Ensure tasks are understood, supervised, and accomplished. • Train your people as a team. Principles of Leadership
  • 20. a person responsible for controlling or administering all or part of an organization. What is a Manager? Management in organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. What is Management?
  • 21. 14 Principles of Management 1. Division of work 2. Authority and responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interests 7. Remuneration 8. Degree of centralization 9. Scalar chain 10. Order 11. Equity 12. Stability of tenure of personnel 13. Initiative 14. Esprit de corps
  • 22. Leadership and management must go hand in hand. They are not the same thing. They are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems. Difference Between Management &Leadership
  • 23. Difference Between Manager & Leader MANAGER LEADER Plans and organize Inspire and motivate Administer Innovate Maintain Develop System - focused People - focused Control Trust How and when What and why Bottom line Horizon Imitate Originate Accepts status quo Challenge status quo Does things right Does the right thing
  • 24. Tips Leadership and management must go hand in hand. Workers need their managers not just to assign tasks but to define purpose. Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
  • 25. The Difference Between a Boss and Leader When the process gets tough, a Leader get its hands dirty. A boss tells others what to do; a leader shows it can be done. BOSS LEADER demand Coach Authority Goodwill Ultimatum Enthusiasm I We Use Develop Take credit Give credit Place blame Take blames Go Let’s go
  • 26. Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. FIVE(5) functions of management and leadership • planning • organizing • staffing • coordinating • Controlling FOUR(4) functions of MANAGEMENT • Planning • Organizing • Leading • Controlling
  • 27. PLANNING When management is reviewed as a process, planning is the first function performed by a manager. It begins with the setting of objectives in each area of the organization. A plan is a predetermined course of action to accomplish the set objectives. It is today’s projection for tomorrow’s activity
  • 28. PLANNING ACTIVITIES • Forecasting • Creating Strategies • Creating Objectives • Tasking • Scheduling • Budgeting • Developing Procedures and Policies
  • 29. ORGANIZING Includes putting life into plan by bringing together personnel, capital, equipment materials, etc. to execute the plans. Allocating and arranging human and non- human resources to carry out plans.
  • 30. ACTIVITIES • Defining Work • Grouping Work • Assigning Work • Integrating Work ORGANIZING
  • 31. LEADING Done by one who guides and directs other people. He exerts the efforts to lead his followers in one direction and purpose by influencing their behavior. A process of influencing subordinates to engage in the work behaviors and providing guidance, directing and leading the people in towards attainment of the objectives of the organization.
  • 32. LEADING ACTIVITIES • Motivating • Communicating • Decision Making • Selecting People • Developing People
  • 33. CONTROLLING Offers assurance that direct action is taking place as plan. The process of measuring actual results with some standards of performance, and taking action when necessary. Regulating activities so that actual performance conforms with set standards and goals.
  • 34. CONTROLLING ACTIVITIES: • Developing standards • Measuring performance • Evaluating Performance • Correcting Performance
  • 35. Analytical Thinking It is a critical component of visual thinking that gives one the ability to solve problems quickly and effectively. It involves a methodical step-by-step approach to thinking that allows you to break down complex problems into single and manageable components.
  • 36. Behavioral Indicators of Analytical Thinking • works systematically and logically to resolve problems, identify causation and anticipate unexpected results. • manages issues by drawing on own experience and knowledge and calls on other resources as necessary. • Undertake complex tasks and breaks them down into manageable parts
  • 37. Behavioral Indicators of Analytical Thinking • Think of multiple possible causes and anticipates consequences of situations • Think of possible alternatives for a situation • Recognize and reconcile data discrepancies • Identify information needed • Weigh the pros and cons of options and alternatives • Systematically change variables to determine effects on the whole