Professional Documents
Culture Documents
LEADERSHIP,
MANAGEMENT
DIFINITION OF TERMS
ADMINISTRATION practical
management if the various organs of
an organization /institution or office
and the execution of policies and
programs of the office and the
discharge of the functions by the
officials and members comprising the
organization
MANAGEMENT process of
coordinating and supervising
personnel and resources to
accomplish organizational goals
LEADERSHIP it is learned
behavior involving influence and
role modeling that inspires
people to achieve personal and
group goals
DIRECTING issuance of
assignment, orders and instructions
that permits the worker to
understand what is expected of him
or her and the guidance and
overseeing of the worker so that he
or she can contribute effectively and
efficiently to the attainment of
organizational goals.
DELEGATION - sharing
responsibility and authority with
subordinates and holding them
accountable for their performance. It
is a skill that relies on trust that the
subordinates have necessary skill
and knowledge to know how to do
the assigned task( application of the
C4 strategy
Aspect of Delegation
* Responsibility obligation, what
must be done to complete a task and
the obligation created by the
assignment
*Authority power to make final
decision and give commands. It is
inherent in the position. Authority is
like responsibility can be shared with
subordinates
CONTROLLING process of
checking to make sure that things
are done as intended. It is a process
by which managers attempt to see
that actual activities conform to
planned activities
*
*
*
*
Self-Awareness
Self Confidence
Advocacy
Accountability
Attributes of an Effective
Manager
Vision to plan for the future of the
Organization
Increased trust
Sound communication
Increased decision making ability
(BRAND)
Organizational skills
Neutral-(ability to balance)
TYPES OF LEADERSHIP
1. According to definition of the
nature of leadership
a. Transactional-reactive, using
transactional approach
b. Transformational-proactive about
organizational goals vision and mission,
shaping members beliefs, values attitudes
c. Instructional/educative-focus is to
improve teaching learning.
ORGANIZATION
Are viewed as established social systems
designed top carry specific objectives . It
includes people working together for a
common purpose while working in
different areas. Relationship are
emphasized but its success depends on
the skills of the manager.
Concept includes: organizational
structure, organizational chart and
organizational principles
Principles of
Organization
1. Communication-effective communication is
imperative
2. Unity of command-assign workers to be
responsible for a single area and to report
only to one supervisor
3. Span of control-limit the number of
subordinates that you can effectively inspire,
animate, direct and coordinate, note that too
few immediate subordinates result in over
supervision, too many in undersupervision
NATURE OF
ORGANIZATION
1. SOCIAL SYSTEMS
2. ETHICS
3. MUTUAL INTEREST
DIMENSION OF AN
ORGANIZATION
1. Structure configuration design
of an organization. Essential
elements are: 1. hierarchy of
authority;2. division of labor; 3. span
of control; 4. line vs staff; 5.
decentralization
Dimension of Structure:
1. Vertical-reporting, relationship.
Authority and responsibility
2. Horizontal
1. line department responsibilities for
the principal activities
2. Staff Department - professional skills
SYSTEM
FRAMEWORK THAT ILLUSTRATES THE
COMBINATION OF INTERCONNECTED
AND ORGANIZED COMPONENTS
WITH THE END PURPOSE OF
ACHIEVING A SPECIFIED GOAL
AN ORGANIZATION IS AN OPEN
SYSTEM BECAUSE ITS DYNAMIC AND
CONSTANTLY INTERACTS WITH THE
ENVIRONMENT
PEOPLE
ARE THE LIFEBLOOD OF AN
ORGANIZATION
INDIVIDUAL, GROUP OR INTERGROUP ARE THE MEANS TO THE
REALIZATION OF ORGANIZATIONAL
GOALS
WHEN WE CONSIDER PEOPLE, WE
CONSIDER INTERPERSONAL
RELATIONSHIPS, ORGANIZATIONAL
CULTURE.
MANAGEMENT AND
ORGANIZATIONAL BEHAVIOR
Interactions and efforts of PEOPLE
in order to achieve OBJECTIVES
channeled and co-coordinated
through STRUCTURE directed and
controlled via MANAGEMENT
REGULATORY CYCLE
1. DECIDE TO REGULATE
2. SECURE LEGAL AUTHORITY
3. WRITE RULES
4. MONITOR COMPLIANCE
5.IMPOSE PENALTIES FOR VIOLATORS
6. EVALUATE SYSTEM PERFORMANCE
KEY TO SUCCESSFUL
REGULATION
1. LEADERS WITH INTEGRITY
2. RESPONSIBLE INSTITUTIONS
3.TRANSPARENCY FOR CREDIBILITY
THE EMPLOYEE
CONTRACT
TRANSACTIONAL
RELATIONAL
-Salary
-Personal Development
-Benefits
-Career progression
-Role
-Fairness
-Legal Rights
-security
COMMITMENT
1. Diminish intent to leave
2. Less stress (emotional exhaustion,
psychological stress,
depersonalization )
3. Higher job
performance( attendance, supervisor
ratings, output measures)
4. more ethical behavior
5. ORGANIZATIONAL
CITIZENSHIP(They go extra mile )
TYPES OF ORGANIZATIONAL
COMMITMENT
Continuance Commitment- they
need to stay with the organization
based on the costs of leaving or a
sense that available comparable
alternatives are limited
Normative Commitment- the
desire to stay with an organization
based on a sense of duty, loyalty or
moral obligation
1. COMPETENCY
- understand their role
- see how they add value
-feel challenged by their work
-have clarity about their goals
2. COMFORT
- feel part of a community
- believe the organization is viable
-experience a sense of team
-feel they are treated equally and
fairly
-engage in dialogue with
management
3. LEADERSHIP
-understand the vision and plan for
organizational growth
-feel a sense of stability
-see that leaders are emphatic
Believe that leaders are in tune with
their issues
4. COMMUNICATION
-receive valuable information
frequently
- see managers as trustworthy and
candid
-meet regularly with their manager
and team face-to-face
LEADERSHIP
COMPETENCIES
1. OPERATIONAL COMPETENCIES
A. Team Performance
-9 performance factors:
1. Advising giving and gathering
information, finding out what others
are doing in your area of work that
you are following best practices
2. Innovating challenging the way
things are currently being done(key
aspect of teamwork)
SEVEN RULES OF
MOTIVATION
1. Set a major goal, but follow a
path- the path has many goals that
go many directions. When you learn
to succeed at mini goals, you will be
motivated to challenge grand goals.
2. Finish what you start a half
finished project is of no use to
anyone. Quitting is a habit. Develop
the habit of finishing self-motivated
projects
Three Elements of
Motivation
1. motivation starts with a need, vision,
dream or desire to achieve the seemingly
impossible. Creativity is associated with
ideas, projects and goals, which can be
considered a path to freedom
2. Develop a love-to-learn, become
involved with risky ventures and
continually seek new opportunities.
Success is based on learning what works
and does not work
DELEGATION
KEY ASPECT OF LEADERSHIP
UNLESS YOU DELEGATE TASKS TO YOUR
SUBORDINATES, YOUR TEAM WILL BECOME
INEFFECIENT AND DEMORALISED.
ADVANTAGES:
-Higher Efficiency
-increased motivation
-develop skills of your team
Better distribution of work through the group
How to delegate :
- identify a suitable person for the task
-prepare the person, explain the task clearly,
make sure you are understood. Leave room in
the task description for ingenuity/initiative
-make sure the person has the necessary
authority to do the job properly
-keep in touch with the person for support
and monitoring progress. Praise/acknowledge
a job well done
RELATIONAL
COMPETENCIES
1. Negotiation
* Mutual adjustment
* positional bargaining- which is
competitive (mediocre outcome)and
interest based bargaining or
principles negotiated which is
primarily cooperative (PDIOS)(if both
sides cooperate, they will both have
good outcomes)
ANALYTICAL COMPETENCIES
Decision Making
- Making choices, problem solving
- Six steps:
1. Identify the problem or opportunity
2. Gather relevant information
3. Develop as many alternatives as possible
4. Evaluate alternatives to decide which is best
5. Decide on and implement the best alternative
6. Follow-up on the decision
Communication
- Studying the communication
process is important because you
COACH, COORDINATE, COUNSEL,
EVALUATE AND SUPERVISE. It is the
chain of understanding that integrate
the members of an organization
from TOP BOTTOM, BOTTOM TO TOP
AND SIDE TO SIDE
COMMUNICATION PROCESS
1. Thought - FIRST INFORMATION
EXIST IN THE MIND OF THE SENDER (
concept, idea, information, feeling)
2. Encoding message is sent to
reciever in words or other symbol
3. Decoding receiver translates the
words or symbolic action or concept
or information that she/he undestand
Barriers to communication
1. culture- background and bias-past
experiences
2, Noise-impede clear communication
3. Ourselves- focusing on ourselves rather than
the other person can lead to confusion and
conflict. The ME GENERATION is out when it
comes to effective communication.( Factors
that causes these are: defensiveness,
superior(we feel we know better) and
ego- we feel we are the center of the
activity.
Categories of Feedback :
1. Evaluative making judgment about
the worth
2. Interpretive- paraphrasing,
attempting to explain what other
person statement mean
3. Supportive- assist
4. Probing gain additional information
5. Understanding discover
completely
SPEAKING HINTS
1. ASK LISTENER IF THEY ARE FOLLOWING YOU
2ENSURE RECEIVER HAS A CHANCE TO
COMMENT OR ASK QUESTION
3. CONSIDER FEELING OF THE RECEIVER
4. BE CLEAR ABOUT WHAT YOU SAY
5. WORDS MATCH WITH TIME BODY LANGUAGE
6. DO NOT COMPLICATE WHAT YOU ARE
SAYING
7. DO NOT IGNORE SIGNS OF CONFUSIONS