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EXECUTIVE DEVELOPMENTPROGRAMME
By :
Khairol Anuar Bin
Masuan
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Management-all actions focused on accomplishing the tasks in an organization.
Leadership the ability to create an environment where individuals willingly
apply their unique abilities to a common mission. Leadership is
about the relationship between leaders and their team.
Competence the knowledge and skill to do the job.
Commitment the motivation, willingness, and confidence to do the job.
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Great leaders move us.
They ignite our passionand inspire the best in us.
Goleman, Boyatzis& McKee, 2002
Management is nothing
more than motivating
other people.Lee Iacocca,
American Industrialist
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Ice Breaker : Leadership andManagement
What is management?
What is leadership?
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Leadership is different from management, but
not for the reason most people think
leadership and management are two
distinctive and complementary systems of
action.
John Kotter, 1990
What Leaders Really Do
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Management is about coping with
complexitygood management brings a degree of
order and consistency to key dimensions like thequality and profitability of products.
Leadership, by contrast, is about coping
with changemajor changes are more and more
necessary to service and compete effectively in this
new environment. More change always demands
more leadership.
John Kotter, 1990
What Leaders Really Do
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These two different functions coping with complexity and
coping with change shape the characteristic activities of
management and leadership.
Each system of action involves deciding what needs to be
done, creating networks of people and relationships that
can accomplish an agenda, and then trying to ensure that
those people actually do their job. But each accomplishes
these three tasks in different ways.
John Kotter, 1990What Leaders Really Do
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Excellent leaders have: A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks.
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Excellent leaders are: Knowledgeable about the total organization.
Able to learn from mistakes.
Excellent communicators/listeners.
Able to speak clearly and effectively.
Resourceful.
Realistic.
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Managementmanages complexity by: Planning and
budgeting
Organizing and staffing
Controlling and
problem-solving
Produces predictability,
order and consistency
Setting a direction
Aligning people
Motivating and inspiring
Produces useful
dramatic change
Leadershipleads change by:
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Leadership and management are twodistinctive complementary systems ofaction. Each has its own function andcharacteristic activities.Both are necessary for success in anincreasingly complex and volatileBusiness environment.
John Kotter, 1990What Leaders Really Do
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Affirmation Change agent
Communication
Contingent reward
Culture Discipline
Flexibility
Focus
Ideals and beliefs Input
Intellectual stimulation
Monitor / evaluate
Optimizer
Order
Outreach
Relationships
Resources
Situational Awareness
Visibility
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The Directing Leader: Sets goals.
Identifies the problems.
Comes up with solutions. Decides who does what work.
Gives specific directions.
Announces decisions.
Closely supervises and evaluates employees' work.
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The Coaching Leader Sets the goals.
Identifies the problems.
Develops a plan to solve problems and consults withemployees.
Makes the final decision about procedures or solutions after
hearing employees' ideas, opinions, and feelings. Explains decisions to employees and asks for their ideas.
Praises employees' work efforts.
Continues to direct employees' work.
Evaluates employees' work.
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The Supporting Leader Involves employees in problem-solving and goal-
setting.
Takes the lead in defining how to do a job or solve aproblem.
Provides support, resources, and ideas if requested.
Shares responsibility for problem-solving withemployees.
Listens to employees and guides them as they makedecisions.
Evaluates an employees work with that person.
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The Delegating Leader Identifies problems with employees.
Sets goals with employees.
Develops plans and makes decisions with employees.
Lets employees decide who does the tasks.
Accepts employees' decisions and monitors theirperformance.
Lets employees evaluate their own work.
Lets employees take responsibility and credit for theirwork.
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Activity : Think about effective leaders that
you have known.
What qualities made them effective?
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TaskDimension Behavioral IndicatorThe extent to which a leader Goal setting
Organizing
Setting Time Lines
Directing
Controlling
Specifies the goals people
are to accomplish. Organizes the work
situation for people. Sets time lines for people. Provides specific
directions Specifies and requires
regular reporting onprogress.
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RelationshipDimension Behavioral IndicatorThe extent to which a leader Giving Support
Communicating
Facilitating Interactions
Active Listening
Providing Feedback
Provides support andencouragement.
Involves people in give-and-take discussions aboutwork activities.
Facilitates peoplesinteractions with others.
Seeks out and listens topeoples opinions andconcerns.
Provides feedback onpeoples accomplishments.
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ATTEMPTED LEADERSHIP is any effort the administratormakes to influence superiors, associates, or subordinates
SUCCESSFUL LEADERSHIP is the ability to get others to
behave as the administrator intended. The job gets done and
the administrators needs are satisfied, but those of the other
people are ignored.
EFFECTIVE LEADERSHIP is the situation where people
perform in accordance with the administrators intention andfind this a path to the satisfaction of their needs.
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What is and Why Do We Need
Effective Management?
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Activity Think about effective managers thatyou have known.
What qualities made them effective?
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Four Dimensions of Employee Engagement
A key variable of highly productive
workplaces is the managers ability to
effectively meet a core set of employeesemotional requirements.
Work units that meet these conditions ofengagement perform at a much higher levelthan units than dont. Each element impactsperformance.
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HOW CANWE GROW
DO I BELONG?
WHAT DO I GIVE?
WHAT DO I GET?
Opportunities to learn and grow
Progress in last six months
Best friend
Co-workers committed to quality
Mission/Purpose of company
My opinions count
Encourages development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
Materials and equipment
I know what is expected
of me at work
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Principles of Continuous
Quality Improvement and KeyLeadership / Management Skills
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A Closer Look
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The practices below can be thought of as the basics of
successful leadership and management. Rarely are such
practices sufficient for leaders aiming to significantly
improve student learning in their schools. But without
them, not much would happen. Three sets of practices
make up this basic core or successful leadership
practices:
1.Setting Direction
2.Developing People
3.Redesigning the Organization
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Leadership practices included in Setting Directions accountfor the largest proportion of a leaders impact.
This set of practices is aimed at helping ones colleagues
develop shared understandings about the organization.
This set of practices is also aimed at the activities and
goals that can undergird a sense of purpose of vision.
People are motivated by goals which they find personally
compelling, as well as challenging but achievable. Havingsuch goals helps people make sense of their work and
enables them to find a sense of identity for themselves
within their work context.
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The contribution of this set of practices to leaders /managers effects is substantial.
While they do contribute significantly to members work-
related motivations, they are not the only conditions to doso. They do not contribute to the capacities members often
need in order to productively move in those directions.
Such capacities and motivations are influenced by thedirect experiences of organizational members with those in
leadership roles, as well as the organizational context
within which people work.
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Successful leaders / managers develop their organization aseffective organizations that support and sustain the
performance of a workers.
Specific practices typically associated with this set of
basics include:
strengthening organization cultures
modifying organizational structures / roles
building collaborative processes
The purpose behind the redesign of organizational cultures
and structures is to facilitate the work of organizational
members and that the malleability of structures should match
the changing nature.
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Many people understand the WHAT ofleadership/management
Direction (mission, vision, and goals)
Planning Implementation
Influence and control
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but few truly understand the HOW ofleadership/management
Passion for our moral purpose
Inspiring others Guiding motivation and commitment
Attention to employment engagement
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Planning(select goals, future, performance,
Task & resources to attain them)
Controlling(monitor & correction)
Organizing(assign responsibility
For task & allocate
Resources)
Leading(influence to motivate)
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Defining goals for future organizational performance
And deciding on the task & resource use needed
To attain them
Define Org.
Currentsituation
Implementation/
Control/ evaluate
Set specific
goals
Finalize
Strategic plan
Dev. Tactical/Operational
Goals & plans
Set timetables/schedules Analyze risks
& resources
Formulate
strategies
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VISION:general statement long-term direction to
archive.
Mission:The organizations reason for existence.
Goals: What the org. want to be in the future,pertain to the org. as a whole rather than to specificdepartment.
Objective :A specific short-term target for which
measurable result/ output can be obtain.
Strategy: how to responding to the ever changing &dynamic environment to fulfill mission & objectives.
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Is focused on the future within a context of achanging, but relatively predictableenvironment.
It consists 3 activities:- Formulation of the future mission
Developing the competitive strategy
Creation of organization structure- deployresources.
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The comprehensive & Long period plan /blueprint (2-5 years)
overall organization
The set of decision & actions used to formulate
and implement strategies that will providecompetitively superior fit between theorganization and its environment (Internal &external) so as
to achieve organizational future goals /objectives.
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Evaluate
Current:
-Mission
-Goals
-Strategies
-Output/
Perfor-mence
Internal-
Strengths &
Weaknesses
External-Opportunities
&
Threats
New/ Strength
-Mission/
-Goals/
-Strategies-leadership style
-restructure
-HRD
-Information
-system & procedures-technology
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Short period Plans developed atthe organizations lower levels(departments, branches, unit) thatspecify action steps towardachieving operational (daily,weekly, monthly or yearly) goalsand support strategic plans.
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Strategies:
The plan of action that prescribes activitiesand resources for dealing with theenvironment to attain the organizationsgoal.
Situation Analysis: Search for characteristics SWOT from
internal & external environment whichdirectly/ indirectly may prevent/ can be
exploit to achieve organization goal.
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The creation of framework in whichorganization defines how task are
divided, resources are deployed anddepartments are coordinated andcommunicated.
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Created the organization structure/ chartbased on the interrelated elements asbellow;
Departmentalization-nature of work/function/specialization task,geographical location, product.
Set of formal task assigned to individual /departmental / unit;
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Allocate the reasonable resources to
implement task;
Formal reporting relationship &communication centralization /
decentralization, line of authority, decisionresponsibility, number ofhierarchical level &span of managers control/ command Formalization-written documentation use todirect/ guide & control employees.
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LEADERSHIP
The ability toinfluence other peopletoward the attainment of
organizational goal.
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Legitimate power: formal management position &authority granted to it.
Reward power: authority to bestow reward
Coercive power: authority to punish or recommendpunishment
Expert power: special knowledge & skill
Referent power: characteristics to respect,admiration & desire to emulate.
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Leader-member relation (humanisms) highlyrespect, confident & trust to subordinateknowledge & skill, commitments & responsibilities.
Task structure- emphasis to achieve goals, output,specifics system & procedures, commitments &how subordinate carried-out the task;
Position power- shown the formal power/ authorityto direct, evaluate, reward & punish.
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The systematic process through whichmanagers regulate organizationalactivities to make them consistent withthe expectations established in plans,target, and performance standard.
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Subordinate behavior and performance
Allocation, utilization, functional, maintenance& performance of funding, facilities,
infrastructures, equipments & technologies.
Processes & procedures
Task/ units, departmental, organizationperformance/ output
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Establish
Indicators
&
StandardsPerformance
&
Method
&
Mechanisms
Ofmeasure
Data
Collection
(Performance)
Compare
PerformanceVrs
standards
Correctiveaction
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Effective
Communication
ProductiveRelationship
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Effective
Communication
Our values
Our Beliefs(self esteem
and self image)
Our thoughts
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Self-fulfillingprophecy
Our values,
beliefs, and
thoughts
What we say
and do
Results
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Get information
Motivate
Cheat
Praise Make arrangements
Give advice
Sell Greet
Abuse
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Communication
Verbal :
The message that
we deliver
Vocal :
The voice that we
convey
Visual :
Our body language
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Studies tell 70 % of mistakes in theworkplace are a direct result of poor
communication..
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Lack of information and knowledge
Not explaining priorities or goals properly
Not listening
Not understanding fully and fail to ask questions
Mind made up, preconceived ideas
Not understanding others needs
Not thinking clearly, jumping to conclusions Bad mood
Failure to explore alternatives
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Loss of business
Mistakes, inefficiencies
Lowered productivity
Poor coordination and cooperation
Damaged personal or company image
Frustration, hostility
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Dissatisfaction with others
Lowered morale
Loss of team spirit
High employee turnover Conflict and arguments
Drop in self esteem and confidence
Loss of friendship
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The way we begin our message often determinesthe outcome of the communication
The way message is delivered always effects the
way message is received
Everything we do is communication
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The real communication is the message received,not the message intended
Communication is two way street
we have to
give as well as gather
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i. Be visibleii. Know everybodys name
iii. Spend time building relationships, one-on-one
iv. Ask for suggestions
v. Acknowledge individual & group contributionsvi. Say thank you when it is deserved
vii. Share as much information as I, can both goodor bad
viii.Develop employeeix. Celebrate successes
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By choosing the right people and gettingthem to believe in a shared goal, you laythe groundwork for a winning team.
People work together more effectivelywhen they share a desire to achieve
group goals
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Admit what you dont know and ask the teamfor help
Allot plenty of time in meetings for teammatesto give input so that you speak less and listenmore
Support the teams findings and increase itsinfluence throughout your organization
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Effective time management is aboutincreasing your productivity and gettingorganized so that you can achieve yourgoals and get more done!
Time management helps you to take control
by focusing on what is important ratherthan 'spinning your wheels' and jumpingfrom crisis to crisis.
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Use time efficiently while remaining flexible. Try to not letcircumstances control how time is spent.
Set attainable annual, monthly, and weekly goals.
Make daily to do lists identifying high priority items.
Avoid anticipatory dread. Supervisors sometimes thinkahead to activities or tasks that they do not like and dwell onthe negative feelings. This can blow things out of proportion.
Identify routine and special items to delegate.
Run organized meetings (e.g., have an agenda with staff
input, keep on time, and remain on task). Group similar tasks together.
Break large tasks into smaller parts.
Identify and eliminate time-wasting activities.
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SpecificMeasurableAchievableRealisticTime bounded
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Goal today Goal this month
Goal for this year
Goal for next 5 years
Goal for next 10 years
Your dreams
Failing to planis planning to
fail
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1
Quadrant ofManage
2
Quadrant ofLeadership & Quality
3
Quadrant ofDeception
4
Quadrant ofWaste
Urgent Not Urgent
Important
NotImportant
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Members dont feel valued Creates negative attitudes Not developing all employees Higher absenteeism Low productivity/poor quality
Miscommunication
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Members at all levels feel needed
Promotes positive attitudes
Utilize all resources
Reduce complaints Members share ideas
Less confusion
Shared goals
Fosters TEAM building
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If you are willing to workharder, longer, and moreintensely and beyond the
call of duty, you willbecome an effective
leader.
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