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Leadership and Team Management

INTRODUCTION, ORGANIZATION THE STAGE FOR LEADERSHIP:Challenges, Value creation Next >>>
 
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Leadership & Team Management ­ MGMT 623
VU
Lesson 01
INTRODUCTION, ORGANIZATION THE STAGE FOR LEADERSHIP
Leadership & Team management:
Today's effective leaders must have the capability and confidence to build and develop focused and
motivated teams that deliver outstanding operational performance in line with the strategic goals of the
organization. This course highlights the processes and techniques leaders have at their disposal to
develop their effectiveness and maintain top team performance.
`Leadership' and `Team Management' are two commonly used words in today's organizations. The
course derives its roots from the basics of organizational management. In order to build a strong footing
for learning of the concepts of leadership and team management, we need to understand the concepts of
organization.
What is an Organization?
An organization is a deliberate arrangement of people to accomplish some specific purpose, goals e.g.
hospital, profit or non-profit organization, hotels etc.
A. Organizations share three common characteristics: (1) each has a distinct purpose; (2) each is
composed of people; and (3) each develops some deliberate structure so members can do their
work. Another way to look into this is .....
B. Although these characteristics are important in defining what an organization is, the concept of an
organization is changing. These differences include: flexible work arrangements, employee work
teams, open communication systems, and supplier alliances. Organizations are becoming more
open, flexible, and responsive to changes.
C. Organizations are changing because the world around them has changed and is continuing to
change. These societal, economic, global, and technological changes have created an environment
in which successful organizations must embrace new ways of getting their work done.
D. Organizations are working in a dynamic environment and are responsible to different stake holders
which can be employees, customers, suppliers, Competitors, Government etc.
Challenges:
Organizations are subject to different challenges. These challenges may be in the form of new trends in
the business, changing in the working environment, or technology etc.
Every organization has some social entities, has some goals for achieving desired outcomes, and for
achieving these goals, organization has specific structures and most important is to link with the
external environment. They are not operating in isolation but in a dynamic environment. The most
important entity in any organization is the people, the employees of the organization, who make the
organization different from the other organizations. The people of the organization are very important
and they work in the organization as different groups/teams e.g. admin, finance, marketing, Human
resources, technical etc.
Change in the organization:
Change is the true reality of today's organization. With out change no organization can survive in this
competitive environment.
Organizational change is defined as any alteration of people, structure, or technology in an
organization. Instead of trying to eliminate change, managers/leaders must realize that change is always
present and that they should seek ways to manage change successfully.
Forces for Change:
Both external and internal forces create the need for change.
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Leadership & Team Management ­ MGMT 623
VU
A.
External forces creating the need for change come from various sources:
1.
The marketplace
2.
Government laws and regulations
3.
Technology
4.
Labor markets
5.
The economy
B.
Internal forces creating change usually originate from the internal operations of the
organization or from the impact of external changes. These internal forces include:
1.
Changes in strategy
2.
Changes in the workforce
3.
New equipment
4.
Changes in employee attitudes
Following are the difference between the traditional and new organizations.
The Changing Organization
Traditional
New Organization
Stable
Dynamic
Inflexible
Flexible
Job-focused
Skills-focused
Work is defined by job
Work is defined in terms of tasks to
positions
be done
Individual-oriented
Team-oriented
Permanent jobs
Temporary jobs
Command-oriented
Involvement-oriented
Managers always make
Employees participate in decision
decisions
making
Rule-oriented
Customer-oriented
Relatively homogeneous
Diverse workforce
workforce
Workdays have no time boundaries
Workdays defined
Lateral and networked relationships
Hierarchical relationships
Work anywhere, anytime
Work at organizational facility
Note: Most of the characteristics of the new
during specific hours
organization are the right requisites for the
managers to emerge as organizational leaders.
Organizational Performance:
The organizational performance is judge by their profit, effectiveness and efficiency.
­
Productivity
An overall measure of the quantity and quality of work performance with
resource utilization taken into account.
­
Performance effectiveness
An output measure of task or goal accomplishment.
­
Performance efficiency
An input measure of the resource costs associated with goal accomplishment.
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Leadership & Team Management ­ MGMT 623
VU
Value creation:
Today, value creation is very important notion of an organization by adding some values. What is value
added? It is the relationship between the input & output by using people and get maximum out put.
Value is created when an organizational operation add a value to the organization output.
Critical Skills for Success in the New Work Place:
Excellence: You need to be excellent in any way what ever you are doing and excellent work is done
through excellent team of people.
Networking: Today's success is the networking of organization, networking with the peoples and
especially with the stakeholders and people who matter.
Entrepreneurship: For Managers/Leaders to be successful skills of entrepreneurship are very critical.
In this competitive world, an organization can only survive with good ideas, creativity, innovation and
risk taking.
Technology: Technology is the back bone of any organization. Each operation depends now on
technology. For this purpose organizations are paying a huge cost. Keeping yourself up-to-date with
technology is also very important. Decisions of managers/leaders to chose relevant technology for
different operations is very critical.
Changing Technology
a.
Competitive factors or new innovations often require introduction of
new equipment, tools, or operating methods.
b.
Automation is a technological change that replaces certain tasks done
by people with machines.
c.
Computerization has probably been the most visible technological
change in recent years.
Marketing: For surviving in this competitive environment one should have wonderful ideas. Marketing
is also becoming the critical factor in the success of organizations.
Marketing is "getting the right products to the right people at the right price and at the right time
place with the right promotion."
Workplace Changes:
­
Belief in human capital
­
Demise of "command-and-control"
­
Emphasis on teamwork
­
Preeminence of technology
­
Embrace of networking
­
New workforce expectations
­
Concern for work-life balance
­
Focus on speed
New workplace:
In this era, a highly competitive global economy has created unparalleled opportunities and
unprecedented uncertainties and smart people and smart organizations create their own futures by
applying new ideas, innovation and adopting continuous change. Companies with a future are
committed to people because people are the assets. Also Companies with a future have high
performance expectations and provide supportive work environments. High performing companies
gain extraordinary results from people. So in this situation smart people and smart organizations
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Leadership & Team Management ­ MGMT 623
VU
create their own futures and companies are more committed to people as they are the key to
successes and also providing the supportive & congenial working environment to them.
What is the Role of Management?
Management is more concern about building working relationship with others, help the team members
to develop the skills for better performance, providing help to develop team work among them and
providing them with a conducive/quality environment for performance and satisfaction. In this
connection, management should know that each individual is a value-added worker and if they are
satisfied and motivated, organization can achieve their goals efficiently and effectively.
Competence for Managerial Success:
High performng m nagers ...
i
a
For a manager/leader to be successful; following competencies are
­Build w rking relationships with others.
o
required.
­Help others develop their skills and
­  He must be good communicator
performance competencies.
­  He should understand Teamwork and foster it among his
­Foster team ork.
w
team members
­  Understand the concepts of Self-management
­Create a w rk environm nt that is
o
e
­  Quality of a good leader is very essential
performance-driven and provides
­  Critical thinking
satisfaction for workers.
­  Professionalism
­  Crises management
­  Global management skills
Importance for Innovation & Change:
In today's dynamic workplace, managers can be sure that one thing will remain  very important--
change. In order to compete successfully, managers must encourage creativity and innovation among
all of the employees in their organization.
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Table of Contents:
  1. INTRODUCTION, ORGANIZATION THE STAGE FOR LEADERSHIP:Challenges, Value creation
  2. FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
  3. LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
  4. LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
  5. MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
  6. FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
  7. LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
  8. LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
  9. LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
  10. CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
  11. TRANSACTIONAL, CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP:Visionary Leadership
  12. THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
  13. ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
  14. BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
  15. SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
  16. BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
  17. BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
  18. UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
  19. LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
  20. LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
  21. MOTIVATION:Guidelines for Delegating, Human Resource Approach
  22. MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
  23. LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
  24. REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
  25. GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
  26. TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
  27. BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
  28. A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
  29. DECISION MAKING:Categories of Decisions, The Decision-Making Process
  30. TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
  31. EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
  32. CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
  33. TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
  34. LEARNING ORGANIZATION:A Litmus Test, Work Relations
  35. REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
  36. MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
  37. EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
  38. LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
  39. REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
  40. STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
  41. LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
  42. CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
  43. ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
  44. LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
  45. TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature