Professional Documents
Culture Documents
To Our Presentation
Group Members
Anup kumar Biswas Md.Shariful Islam Md. Khaleduzzaman Muhin Md. Hasibur Rahman Sujun Chandra Hasan Ahmed
Presentation topics
Concept of Leadership Characteristics of Quality of Leader The Seven Habits of Highly Effective people The Concept of Ethics The root causes of unethical behavior Ethics Management Program
Presentation topics
The Deming Philosophy Role of TQM Leader Duties of Quality Council TPDs Leadership system The Concept of Mission, Vision, Goal & Objectives Strategic Planning & its steps
HASAN AHMED
ID NO: 07882615
Map making
What is leadership?
Leading people Influencing people Commanding people
Guiding people
Modern concept
Leadership can simply be defined as the ability to influence others. For our purpose we may define leadership as the process of directing and influencing people so that they will strive willingly and enthusiastically towards the achievement of group objectives. A leader acts to help a group achieve objectives through the exploitation of its maximum capabilities.
Cont..
A leader does not stand behind a group to push and prod. She/he places herself/ himself before the group, facilitates progress and inspires the group to accomplish organizational goals. In order to become successful, leadership requires a spontaneous understanding of human nature the basic needs, wants and abilities of people. To be effective, a leader understands that: People, paradoxically, need security and independence at the same time.
Cont.
People are sensitive to external rewards and punishments and yet are also strongly selfmotivated. People like to hear a kind word of praise People trust their gut reaction more than statistical data People distrust a leaders rhetoric if the words are inconsistent with the leaders actions
Cont.
Legitimate Power This is the power that a leader has when the followers believe that the leader has a right to instruct them and that they have an obligation to follow instructions.
Cont
Reward power: This type of influence is created when the leader is able to offer a reward to his followers for completing tasks/behaving in a certain manner.
Cont..
Coercive power: This is the opposite of reward power because this power is based on the leader having control over what happens if followers do not act as required.
Cont
Expert power: As the title suggests a leader has expert power when the followers believe that the leader has expert knowledge or skills that are relevant to the job or tasks they have to complete.
Cont.
Referent Power This is created when the followers believe that the leader possess qualities that they admire and would like to possess.
Features of leadership
Leadership derives from power There can be leaders of completely unorganized groups A leader can encourage or dampen workers motivation by creating a favorable or unfavorable working environment in the organization
Cont.
3. They emphasize improvement rather than maintenance: Leaders use the phrase if it isnt perfect, improve it rather than it isnt broke, dont fix it. There is always room for improvement. 4.They empower, rather than control subordinates: Leaders have trust and confidence in the performance of their subordinates.
Cont.
5.They encourage collaboration rather than competition: When functional areas, departments, or work groups are in competition, they may find subtle ways of working against each other or withholding information. Instead, there must be collaboration among and within units.
Cont..
6.They train and coach rather than direct and supervise: Leaders know that the development of the human resource is a necessity. As coaches, they help their subordinates learn to do a better job.
Cont
7.They continually try to improve communications: Leaders continually disseminate information about the TQM effort. They make it evident that TQM is not just a slogan.
Cont.
8. They choose suppliers on the basis of quality not price: Suppliers are encouraged to participate on project teams and become involved. 9. They encourage and recognize team effort: They encourage provide recognition and reward individuals and teams.
Cont.
10. They establish organizational systems to support the quality effort: At the senior management level a quality council is provided, and at the first line supervisor level, work groups and project teams are organized to improve the process.
Cont..
Confidence: Leaders need to carry themselves with confidence, and are not afraid to take ownership for both popular and unpopular decisions. Flexibility: Another important characteristic of leaders are their ability to remain flexible, and adapt their leadership style to meet the demands of the current work environment.
Cont..
Creativity Skills: Leaders demonstrating creativity skills are able to develop innovative solutions to old problems.
Cont
Achieving Results: Leaders just don't set the example for others to follow; they also play a big role in achieving the goals of the organization
Cont.
Achieving Results: Leaders just don't set the example for others to follow; they also play a big role in achieving the goals of the organization.
Cont.
Habit: Habit can be defined as the intersection of skill, knowledge and desire.
Cont.
Knowledge Skill
HABIT
Desire
Knowledge
Skill
Desire
Cont.
Effectiveness: Effectiveness is the capability of producing a desired result. When something is deemed effective, it means it has an intended or expected outcome, or produces a deep, vivid impression.
Cont.
Habit 1: Be Proactive Being proactive means taking initiative, not waiting for others to act first, and being responsible for what you do. Proactive people recognize that they are "response-able." They don't blame genetics, circumstances, conditions, or conditioning for their behavior.
Cont.
Reactive
Theres nothing I can do She makes me so mad I have to do that I cant I must Things are getting worse.
Proactive
Lets look at our alternatives I control my own feelings I will choose an appropriate response. I choose I prefer. What initiative can we use?
Cont.
Habit 2: Begin with the End in Mind It is based on the principle that all things are created twice. There is a mental (first) creation, and a physical (second) creation. The physical creation follows the mental, just as a building follows a blueprint.
Cont.
Habit 3: Put First Thing First This habit is on the basis of two things. Importance Urgent The heart of effective personal time management is to spend the maximum time possible doing important jobs in a non-urgent atmosphere that increases your efficiency.
Cont.
Urgent Important Not Urgent
QUADRANT I QUADRANT II crises, pressing problems, prevention, PC activities, deadline-driven projects relationship building, recognizing new opportunities, planning, recreation interruptions, some calls, some mail, some reports, some meetings, popular activities QUADRANT IV trivia, busy work, some mail, some phone calls time wasters, pleasant activities
Cont.
Habit 4: Think Win-Win Win-win sees life as a cooperative arena, not a competitive one. Win-win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win-win means agreements or solutions are mutually beneficial and satisfying.
Cont.
Habit 5: Seek First to Understand, Then to be understood
Most people dont listen. Not really. They listen long enough to devise a solution to the speakers problem or a rejoinder to whats being said. Then they dive into the conversation. Youll be more effective in your relationship with people if sincerely try to understand them fully before you try to make them understand your point of view.
Cont.
Habit 6: Synergize Synergy means that the whole is greater than the sum of its parts.
Cont.
In other words, each of the parts combines to create new and exciting unexpected discoveries that were not possible before. It is a creative force of unparalleled power created in the principles of creative cooperation.
Cont.
Habit 7: Sharpen the Saw This is the habit of self renewal, which has four elements.
Cont.
The first is mental, which includes reading, visualizing, planning and writing. The second is spiritual which means value clarification and commitment, study and meditation. Third is social/emotional, which stress management includes service, empathy, synergy and intrinsic security. Finally, the physical includes exercise, nutrition and stress management.
Cont.
In olden days, people might have found some of their actions was wrong and others right. The question what is right and what is wrong gave birth to ethical and unethical codes.
Cont.
1. Organizations favor their own interests above the well being of their customers, employees, or the publics. Example: Most of the bus transport companies of Bangladesh are not conscious of their passengers.
Cont.
2. Organizations reward behavior that violates ethical standards, such as increasing sales through false advertising. Example: 'adulterated' fruit juices of Pran Foods Limited.
Cont.
3. Organizations encourage separate standards of behavior at work than at home, such as secrecy and deceit versus honesty. 4. Individuals are willing to abuse their position and power to enhance their interests, such as taking excessive compensation for themselves off the top before other stakeholder5s receive their fair share.
Example
The directors of Sonali Bank used their position & power for illegal loan sanction to Hall Mark group to enhance their interests.
Cont.
5. Managerial values exist that undermine integrity, such as the pressure managers exert on employees to cover up mistakes or to do whatever it takes to get the job done, including cutting corners.
Cont.
6. Organizations and individuals overemphasize the short-term results at the expense of themselves and other in the long run; for example behavior is good based on the degree of utility, pleasure, or good received, regardless of the effect on others.
Cont.
7. Organizations and managers believe their knowledge is infallible and miscalculate the true risks, such as when financial managers invest organizational funds in high-risk options trading.
Cont.
Opportunity can be addressed by developing policies that encourage and protect whistleblowers and require the existence of ombudsmen who can work confidentially with people to solve ethical problems internally.
Cont.
Attitude can be addressed by requiring ethics training for all personnel, recognizing ethical conduct in the workplace, requiring performance appraisals to include ethics and encouraging open discussion concerning ethical behavior issues.
Cont.
To be effective, the philosophy must be set and adopted by senior management, with input from all personnel. Senior management should act as they would want others to act and make no exceptions.
Deming's philosophy is given in his 14 most of these points were given in a seminar for 21 presidents of leading Japanese industry in 1950.The were developed and the original ones modified over a period of three decades.
Cont
Cont.
Create and publish the aims and purposes of the organization:
Create constancy of purpose towards improvement of product and service, with the aim to become competitive, Stay in business.
Cont
Learn the philosophy: new
Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
Cont
Understand the purpose of inspection:
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by creating quality into the product in the first place
Cont.
Improve constantly and forever the System
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs
Cont
Institute training :
Institute training on the job.
Cont
Teach and leadership:
institute
The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production
Cont
Drive out fear, create trust, and create a climate for innovation:
Drive out fear so that everyone may work effectively for the company.
Cont
Optimize the efforts of teams, groups and staff areas:
Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
Cont.
Eliminate exhortations for the work force:
of productivity. Eliminate slogans, exhortations, and targets for the work force that ask for zero defects and new levels
Cont
Eliminate management by objectives:
Eliminate management by numbers, numerical goals. Substitute leadership.
Cont
Encourage education and self-improvement for all:
Institute a vigorous program of education and self-improvement.
Cont
Take action to accomplish the transformation:
Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
Cont.
Senior managers must take part in award and recognition ceremonies for celebrating the quality successes of the organization Coaching others and teaching in TQM seminars Senior managers must liaise with internal ,external and suppliers through visits, focus groups, surveys They must live and communicate TQM.
Quality council
In order to build up quality into the culture, a quality council is established to provide overall direction. It is the driver of TQM engine.
Cont.
Quality: Quality is the ongoing process of building and sustaining relationships by assessing, anticipating, and fulfilling stated and implied needs. Culture: Culture is the characteristics of a particular group of people.
Cont.
Core values:
Principles that guides an organizations internal conduct as well as its relationship with the external world.
Cont.
2. Develop the strategic long-term plan with goals and the annual quality improvement program with objectives. Goals: Goals are the ends toward which activity is aimed. Objectives: An objective may be defined as a specific commitment to achieve a measurable result within a given period.
Cont
3.Education and training plan: It helps an
employee to make a strong career.
Cont.
4. Determine and continually monitor the cost of poor quality Cost of poor quality: Cost of poor quality (COPQ) or poor quality costs (PQC), are defined as costs that would disappear if systems, processes, and products were perfect.
Cont.
5.Determine the performance measures for the organization, approve those for the functional areas, and monitor them. 6.Continually determine those projects that improve the processes, particularly those that affect external and internal customer satisfaction.
Cont
Project: A project is a single step in a program me.
Cont.
Customer satisfaction: The degree of
satisfaction provided by the goods or services of a company as measured by the number of repeat customers.
Cont
7. Establish multifunctional project and departmental or work group teams and monitor their progress. 8. Establish or revise the recognition and reward system to account for the new way of doing business.
Establish strategy
Review strategic initiatives & critical success factors Review TPD values & establish key results indicators
Planning process
Develop short & long-term plan Deploy the plans Review measures Strategy deployment process Business priority process
Cont.
1.Vision: Vision describes where an organization wants to go in future.
Cont.
2.Mission: Mission means present performance or position of the organization.
Cont
3.Strategy development process: It helps to establish strategy. Strategy: Strategy means making a clear cut choices about how to compete.
Cont
4.Planning process: It consists of three steps Review strategic initiatives and critical success factors. Review TPD values and establish key results indicators. Develop short and long-term plan
Cont.
5.Strategy deployment process: It means
deploying strategy effectively to achieve success.
ID: 07882507
Presentation outline
What is vision What is mission Vision and mission statement Vision Vs mission goals & objectives. Strategic Planning & the seven steps to strategic planning.
Learning outcomes
By the end of this session it could be able to : Develop the understanding regarding vision and mission statement. Differentiate between vision and mission statement. Understanding regarding goals & objectives. Strategic Planning & the seven steps to strategic planning.
Vision
Short declaration what an organization aspires to be tomorrow. . Vision refers to the optimum future state that might never be reached but which you continually strive to achieve.
Cont..
A vision is an outline of a desired state to be attained within a specific period, although it is a statement about an ideal, it is nevertheless expected to be achievable
"The idea that you could buy PCs from many different hardware companies and yet they would all run the same software" - Bill Gates and Paul Allen Microsoft
Cont.
"To organize the world's information and make it universally accessible and useful." Google To refresh the world... To inspire moments of optimism and happiness... To create value and make a difference- Coca Cola's vision
Mission
The mission statement of an organization is normally short, to the point, and contains the following questions:
Who we are, Who are the customers, What we do & How we do.
"To bring inspiration and innovation to every athlete in the world" from Nike.
Cont
Common characteristics
Quality is first among equals. Equals or exceed the competition. continually improve the quality Utilize the entire work force.
Cont..
Goals must be based on statistical evidence. Focuses on improve customers satisfaction. .
Customers needs
Who will they? Will customers base change? What will they want?
Customers positioning
To determine where the org. wants to be in relation to the customers. Do they retain, reduce or expand?
Gap analysis
Identify gaps between the current & future state of the organization. An analysis of the core values help to find gaps.
Alignment
Be alignment with the mission, vision & core values & concepts or the organization.
Implementation
Most difficult step. Resources must be allocated. Should meet once a year to assess progress & take any corrective action.
Questions