Leadership and Management Theory and Practice PDF

Leadership and Management Theory and practice Megatrends - Things that influences us a. Social Media b. Friends c. Politics - Leading and managing in a world of open markets - Business platform to cope up to the changing world - Example (Changes in the economy and...

Leadership and Management Theory and practice Megatrends - Things that influences us a. Social Media b. Friends c. Politics - Leading and managing in a world of open markets - Business platform to cope up to the changing world - Example (Changes in the economy and business) a. Biotechnology b. Climate Change c. Globalization Things that affect the decision making of a company - Nanotechnology and biotechnology a. Biotechnology is to cure medical conditions b. Nanotechnology creates ultra-small devices - The Internet of things a. Social media - Technology a. Automated intelligence b. Innovation c. The cloud - Group of linked servers - Storing data - Online data bank - Import and export data  - Globalization a. Trading system, take what you don’t have and give what they don’t have b. Knowing another country to adjust your product c. When one country changes, it could affect the other country as well d. Large worldwide market e. Far reach of globalization - Cultural - Environmental and biological - Financial - Political Systems - Social - Spiritual - Climate Change a. Environmental changes b. Environmental risks - Product can affect the environment The Knowledge and service economy - Instead of hiring labor workers, they use manufacturing and automation instead to stay competitive - Knowledge and service economy demands a host of changes inside organizations a. Business models b. Leadership Styles c. Organization Strategies d. Organization Structure - How and where we work, and how we value companies and employees - New economy rewrites the rules of business and changes the skill sets that employees a. The more you are knowledgeable to technology, the more you have an advantage - Intangible smart assets a. The more you understand your employees the more you understand your business environment - Resource scarcity a. Creates products and services that eliminate wasted resources to flourish - Societal Changes a. Different approaches to business base on generation The sectors of the economy - Primary Sector a. Extracts or harvests products from the earth - Secondary Sector a. Process primary raw materials into manufactured goods - Tertiary Sector a. provides services to the general population New ways of working - The message for leader-managers a. Employees can voice out ideas, not just the boss Highly skilled leader-managers - Conceptual Skills a. Analytical skills - Personal and interpersonal skills - Technical Skills a. Where you are the best  The Internal Environment The Three Sectors - The Public sector a. Using the money to help their fellow countrymen b. Commonwealth government, governs the country as a whole c. Government Departments - Divided into functions d. Statutory Authorities - Agencies established by act of parliament - Usually more independence than government departments - Structured and operate between government departments and private sector organization - The Private Sector a. Businesses whose owners expect to earn a profit from providing goods and services b. Corporation - Public companies - Proprietary limited companies c. Partnerships - Two or more people (or companies) own the business d. Sole Traders - Single owner, simplest structure, inexpensive - Non-government Organizations (NGOs) a. To be able to serve or protect a certain entity in the society - Religion - Social Services - Sport Corporations - Proprietary Limited Companies a. Limited companies can have no more than 50 owners b. The right to transfer shares is restricted, cannot invite the general public to buy shares c. Proprietary limited, “pty ltd” after their business names - Public Companies a. Are listed on the stock exchange Partnerships - You can use your name when transacting - Two or more people own the business The Four Levels of Management - Top Level Management a. Creates the flow of the company b. Are those with the highest level of executive management c. Sustain a company's growth for the long run - Senior Management a. Makes sure the policies are being conducted b. Closely to operations - Middle Managers a. Who report to the Top Level Managers b. Act as messengers between top level managers and first-line managers c. Ensuring the communication between the two levels of managers - First-Line Managers a. Entry-level positions b. Handle inside work only c. Team leaders are those who specialize in a specific work area like projects, tasks, and products - Non-management employees a. First line b. HR staff, Admin Staff - Executive and Non-executive directors a. Board of directors b. They decide the flow of the company c. Shareholders that are part of the board of directors Six Stakeholders - Closer Community a. Neighbor b. Around the area of operations - Wider Society a. Impact of the company in a global aspect - Customers a. Fraternize the goods and services of the companies - Employees - Owners - Suppliers a. Good partnership, good transaction The Roadmap - Values a. What we believe in - Vision a. Where we’re heading b. How long - Mission a. Our map b. Steps and plans to expand the company - Strategy a. Strategies to take to achieve our map - Business Plans a. How we will navigate the road b. How business strategies to be achieved - SWOT analysis a. Strengths (Internal Environment) b. Weakness (Internal Environment) c. Opportunities (External Environment) d. Threats (External Environment) Gap Analysis - Where are we now - Where do we want to be - How will we get there  Formal and Informal Organization Organization Structure - Organization links its employees and functions or business processes - Maximizing the operation; lessening the cost - To organize the chain of commands Formal Organization - Following a certain format - Has a chain of commands Organization Chart - Exact design of the chain of commands - Tall Structure a. Vertical organization structures b. Slow down communication and decision making c. The decision/memo will go through levels of hierarchy before making a decision - Flat Structure a. Encourage accountability, participation, and teamwork b. Rapid and responsive communication c. When one level is competent to make a decision then the decision can be made The general principles of organization design - Group size a. The larger the group size, the more formal is the atmosphere - Line and Staff positions - Unity of command a. Know what employees do to give their specific work to them - Span of Management a. Promoting someone if they stay in the management for long Designing Organization the Traditional Way - Traditional Way a. Drawn vertically - Leaders are on top; Operation personnel on bottom - By customer or market type a. Hierarchy communication - By Geographic location a. Having a department per location - By product type a. Head per department in a specific product - Matrix structure a. Having a head in a department but can also be a head in a different department and reporting to a different department not only to their assigned b. Drawn side way - Left junior; Senior on right - By function a. Every department has a head - By product type a. Every product has a region; every region has a department - Hybrid Structure a. Different region; Different ways Why traditional structures doesn’t work - Limited to innovations - Slow improvements - Slow modernization - Unresponsive to change Designing Contemporary Organization - Changing operations base on the changing departments and decisions - Changing policies means changing culture inside of the organization Capabilities-based organization - Team based operations a. Brainstorming - Multidisciplinary teams are characterized by: a. Autonomy Major trends in organization design - Palakahihan to modified organizations - From big to small. and centralized to decentralized a. The smaller your employees are; the more modified your organization is b. More simple; more effective c. Departments are techy - From actual to virtual a. Larger the shares; the more rich you are - From pyramids to pancake a. Breaking down of departments b. Simple structure to have an easy hierarchy communication - Silos to cluster a. Trained to do different work in your department b. Diverse c. Flexible - Mechanistic to Organic a. Mechanistic; Do what the boss said b. Organic; Flexible and do what fit in the organization - Purely Profit-driven to doing good a. Knowing what your product affect the environment b. Making products to help the environment  The Informal organization Uncovering the relationships - The work network a. Day-to-day assignment contacts - Social Network a. For out-of-work time together - Learning Network a. To improve existing processes - Innovation network a. To talk through ideas - Expert Network a. For advice and expertise - Human connections a. Career advice network - Form of asking someone to be our advisor - Career guidance - To guide and train us Systems Theory - Organization are systems with - Inputs a. Raw drops b. To execute a certain action - Processes a. Method to execute an idea - Outputs and Outcomes a. Outcome/The product of the process - Shared feedback a. Evaluate the outcome to improve Chaos Theory - Concentrates on unpredictable, complex systems Diagnosing Organization Culture - Organization culture influences an organization’s ability to recruit, retain, engage and motivate employees - Organizational culture a. Values b. Understandings c. Behaviors d. Attitudes e. Beliefs Four organization culture - Organization cultures may be described in many ways such as a. Competitive b. Creative c. Innovative and nimble d. Friendly and hierarchical e. Informal f. Task and goal oriented Four organization culture - Person culture a. Rare types of cultures that occur when non management employees are highly value b. Respecting professional workers outside of the work area - Power Culture a. Controlling the organization through power b. Following those who have authority - Role cultures a. Identifying your position in the company b. Having a competition between departments to show who’s better - Task Culture a. Task oriented individual b. An individual or group has the passion to do the job more quickly and efficiently Subcultures - What functions do they perform - Which are the most knowledgeable - Which are their least the most influential Norms - Every team and individual develops its own unique ways of working Build a strong team culture and norms - Be positive - Generate pride in the organization - Make it clear what you stand for - Make your team’s purpose and goals clear to everyone - Pay attention to details - Walk your talk a. Your actions define what you speak Ethics - Employees see their own behavior through organization’s cultural lens and their shady behavior looks okay even when it isn’t Working with group dynamics - They can succeed how an organization perform individually and in group - They have the same mindset even by group or individual Cohesion - Sense of belonging in the group - Strong sense of us Communication patterns - Communication pattern influence a team’s efficiency - Tone of voice - Body language - Channels of communication Decision Making - Identify the best course of action to answer a specific answer - Employees with different decision making; Collaborate with your teammates Roles - Your part in the organization - Your function in the organization Participation - How we can participate in the operation Power influence - Power - Legitimate power a. Person’s right to issue orders and instructions - Coercive Power a. Based on fear - Reward Power a. Person’s ability to distribute something of value - Expert Power a. Specialist skills and knowledge - Proximity Power a. Access to people and resources b. A person who has connections - Referent Power a. Charismatic power, rapport and trust - Influence - Make public commitments; more durable - Establish your expertise; people defer experts - Find common interests with colleagues and team members to gain favor - Grant favors or give small gifts; establish an emotional debt Work Climate - Setting the mood - Breathable work environment; easy and positive work life - Tension work environment; hard work life Influences on group - The group as a whole a. The smaller the group the better and easier to organize - Similar backgrounds education a. Experiences and training is called the team’s homogeneity - Homogeneous team a. Difficulty adapting to change and being creative - Individual group members a. Able to cooperate with others - The job a. Job design and technology b. Physical layout of the department and individual workstation - If the workstation are spacious or small c. The type of work involved - The leader-manager a. Takes cue from their leader-manager b. Dictate of the flow of the department  Understanding Yourself Understanding Yourself - Self-awareness and self-understanding are the keys to understanding and forms the basis of leadership - How we handle stress and achievements - They know - You know a. Open area (free and open communication) - They know - You don’t know a. Blind area Espoused theories versus theories-in-use - Espoused theory refers to what people say - Theory-in-use refers to what people do a. People talk to us base from our actions Setting personal goals - Your values guide the way you live your life: a. Your actions b. How you communicate c. Your choices - What you aim and search for d. The way you manage yourself - How you unwind e. They way you manage your department - How you manage your time in your family, friends, career f. They way you relate to others g. They way you lead your team Your values and interests - Values a. How you maximize your belief in life - Living according to your values is an important component of living a satisfying life - Choosing a career that links with your main values can give your genuine job satisfaction Your life plan - Time, Finances, Energy - What your life roles - What person do you wish to be in - Set specific goals in life a. Long term and short term goals - List first two to three steps needed to achieve your first milestone Work-life balance - Balancing your various life roles - All work and no play leads to cynicism Thinking like a leader - Your mindset directs behavior, usual without you being aware of it - You are what your thoughts make you - Successful leader-managers share similar mindsets; respecting yourself, setting standard Respect yourself - Hold yourself as well as others, in high regard - High self-esteem means high self-confidence a. I’m okay, you’re okay (Assertive) b. I’m okay, you’re not okay (Arrogant) c. I’m not okay, you’re okay (Passive) d. I’m not okay, you’re not okay (Get nowhere position) Control Yourself - People with low self-esteem generally have an external locus of control a. Other people and events control their behavior, actions and reactions - People with high self-esteem generally have an internal locus of control a. Making them masters of their own behavior, communications and responses to others b. Considering other people's decision for you Set high standards - Establish priorities - Set goals - Act See positive and possibilities - Half-full or Half-empty - Passing your vibes to other people Pay attention - Avoid running on autopilot by paying attention to detail and finding out facts before making a decision or acting - Mindfulness a. Pay attention to everything you’re doing as you do it Emotional Intelligence - Handling yourself Nurturing your emotional intelligence - Perceiving a. The ability to recognize different feelings in yourself and others - Understanding a. The ability to identify the causes and consequences of those different feelings - Regulating emotions a. How well you manage what you and others feel People with high emotional intelligence EI - Personal Competence a. Self awareness, self-regulation and motivation b. Handling yourself at all times and all places - Social Competence a. Empathy and interpersonal skills b. How you collaborate with other people Understand your own emotions - Self-awareness a. Knowing the triggers of your emotions - Self-regulation a. Controlling unwanted/burst of emotions - Motivation a. Who and what inspires - Empathy a. How to communicate and connect with other people - Social Skills a. Managing relationships and conflict productively Managing Stress - Negative Stress a. Negatively handling stress b. Burning yourself out c. Tension and depression Manage your stress - Avoid working unnecessarily long hours - Build your self-esteem - Develop and maintain interests outside work - Keep your expectations about what you can do - Say no when you need to - Slow down, take regular short break The Yerkes-Dodson curve - Motivated to do more - To be something better - Positive Stress Are you stress-prone - Type A (people deal less effectively with stress) a. Talk, move and eat quickly b. Competitive c. Always in hurry d. Anger issue e. Do several things at once - Type B (People deal more effectively with stress) a. Relaxed b. Easy-going c. Casual about appointments d. Not feel rushed e. Not feel pressured Build your resilience - Mental Toughness - Keep going despite being in tough spaces - Build your own standing Managing your career and professional development - Don’t be stagnant a. Be a better version of yourself - Align your work with your values, interests and what you’re good at - Success is fulfilling something you want in life Know yourself - Work to your strengths - Knows they ways in which you’re SMART a. Specific b. Measurable c. Attainable d. Relevant e. Time Bound Your Career Plan - Take charge of your career and professional development - Setting milestones - Learning to handle yourself - How much fulfillment are you looking for Plan your professional development - Learn as you work - Seek feedback - Find a mentor - Get a coach Earn a professional reputation - Leaving a legacy