20.key issues
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SpeakerSpeaker : Dr. Nay: Dr. Nay ZinZin LattLatt
VenueVenue : India: India
DateDate : 17.10.10: 17.10.10
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There are 3 kinds of people in the worldThere are 3 kinds of people in the world
Those who dont knowThose who dont know
whats happening;whats happening;
Those watch whatsThose watch whats
happening;happening;
And, those who makeAnd, those who makethings happenthings happen
Who Are You?Who Are You?
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MintzbergsMintzbergs Managerial RolesManagerial Roles
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Things that will destroy usThings that will destroy us
Wealth without workWealth without work
Pleasure without consciencePleasure without conscience
Knowledge without characterKnowledge without character Commerce without moralityCommerce without morality
Science without humanityScience without humanity
Worship without sacrificeWorship without sacrifice
Politics without principlePolitics without principle
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@@ When the goal is not working, change theWhen the goal is not working, change theplan;plan; not the goal.not the goal.
@ All results come from a certain level of@ All results come from a certain level of
thinking.thinking.
@ To get a new result, you must first, move@ To get a new result, you must first, move
to a new level of thinking.to a new level of thinking.
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DecisionDecision--Style ModelStyle Model
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The Project CycleThe Project Cycle
Programming
IdentificationEvaluation
Financing
ImplementationAppraisal
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The Three Components of CreativityThe Three Components of Creativity
Creativity Creativity
The ability to produceThe ability to produce
novel and useful idea.novel and useful idea.
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Efficiency, Effectiveness, and Performance in anEfficiency, Effectiveness, and Performance in an
OrganizationOrganization
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ManagementManagement
The process ofThe process of
getting thingsgetting things
done, effectivelydone, effectively
and efficiently,and efficiently,
through and withthrough and with
other peopleother people
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Planning & Organizational LevelsPlanning & Organizational Levels
StrategicStrategic LongLong--TermTerm
IntermediateIntermediate
TacticalTactical ShortShort--TermTerm
Types ofPlansTypes ofPlans LevelLevel
Top
Management
Upper & Lower
Middle
Management
First Line
Supervisor
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How are Plans and Managerial LevelsHow are Plans and Managerial Levels
Linked?Linked? LongLong--term strategic planningterm strategic planning
Sets the direction for all other planningSets the direction for all other planning
Overall strategy defined by top management.Overall strategy defined by top management.
IntermediateIntermediate--term tactical planningterm tactical planning
Developed by midDeveloped by mid--level managers to carryoutlevel managers to carryouttoptop--level plans.level plans.
ShortShort--term tactical planningterm tactical planning
Developed by supervisors to facilitate midDeveloped by supervisors to facilitate mid--levellevelmanagers plansmanagers plans
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World Bank Per Capita Income Classifications
Low income $785 or less in 1997Middle income $786 - $9,655
Lower middle income $786 - $3,125
Upper middle income $3,126 - $9,655
High income $9,656 or more
Developing (emerging) countries include:Developing (emerging) countries include:-- lowlow-- and middleand middle--income countriesincome countries
-- countries with both large or small populationscountries with both large or small populations
-- countries in economic transitioncountries in economic transition
-- found in all areas of the worldfound in all areas of the world
-- tremendous potential for business because of thetremendous potential for business because of the
sheer size of the populationsheer size of the population
Developed countries include:Developed countries include:-- highhigh--income countriesincome countries
-- clustered in just a few geographic areasclustered in just a few geographic areas
-- natural places to do businessnatural places to do business because of quality
and quantity of demand
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0 1 2 3 4 5 6 7 8 9 10
Most corrupt No corruption
Sweden 8.3
Australia 8.1
Canada 8.1
Austria 7.8
Switzerland 7.7
Netherlands 7.4
United Kingdom 7.2
Belgium 6.8
Germany 6.2
United States 6.2
Spain 5.3
France 5.2
Japan 5.1
Singapore 5.7Singapore 5.7
Malaysia 3.9
Italy 3.7
Taiwan 3.5
South Korea 3.4
China 3.1
Likelihood of Paying Bribes Abroad by
Nationality of Companies
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The best leaders operate in fourThe best leaders operate in fourdimensionsdimensions
1.1. Vision,Vision,
2.2. Reality,Reality,
3.3. Ethics, andEthics, and
4.4. CourageCourage
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The Sweet SpotThe Sweet Spot
Personal
Greatness
Organizational
Greatness
Leadership
Greatness
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From Effectiveness toFrom Effectiveness to
GreatnessGreatness
90 percent of all leadership failures are90 percent of all leadership failures are
charactercharacter failuresfailures
Good Is The Enemy ofGreat!Good Is The Enemy ofGreat!
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Leaders are liable forLeaders are liable for
what happens in thewhat happens in the
future rather than what isfuture rather than what ishappening today.happening today.
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Can Leaders Be TrainedCan Leaders Be Trained hh YesYes
A person needs certain skillsA person needs certain skills
Technical skillsTechnical skills -- the procedures and techniquesthe procedures and techniquesinvolved in the job process, become an expert,involved in the job process, become an expert,people will follow if they have confidence.people will follow if they have confidence.
Conceptual skillsConceptual skills you must be able to see the bigyou must be able to see the bigpicture, you must be able to make sense out ofpicture, you must be able to make sense out ofchaoschaos harder to teach this skillharder to teach this skill
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Can Leaders Be TrainedCan Leaders Be Trained hh YesYes
Networking SkillsNetworking Skills
Ability to socialize and interact with thoseAbility to socialize and interact with thoseassociated to the unit.associated to the unit.
Use this skill to take care of people, get thingsUse this skill to take care of people, get things
needed to do the job.needed to do the job.
Your employees will know you can fight for them.Your employees will know you can fight for them.
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Can Leaders Be TrainedCan Leaders Be Trained hh YesYes
HumanHuman--relations skillsrelations skills criticalcritical
Ability to work with, understand, and motivateAbility to work with, understand, and motivatethose around youthose around you
Effectively communicate with, and listen to yourEffectively communicate with, and listen to youremployeesemployees
Includes the people skills of coaching, facilitating,Includes the people skills of coaching, facilitating,and supporting othersand supporting others
Includes honesty and valuesIncludes honesty and values
Needed to influence othersNeeded to influence others
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Building Blocks of CompetitiveBuilding Blocks of Competitive
AdvantageAdvantage
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Approaches to Social ResponsibilityApproaches to Social Responsibility
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Sources of Managerial PowerSources of Managerial Power
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Power: The Key toPower: The Key to Leadership
Legitimate PowerLegitimate Power
The authority that a manager has by virtue ofThe authority that a manager has by virtue of
his or her position in the firm.his or her position in the firm.
Example: the power to hire or fire employees.Example: the power to hire or fire employees.
Reward PowerReward Power
The ability of a manager to give or withholdThe ability of a manager to give or withhold
tangible and intangible rewards.tangible and intangible rewards.
Example: awarding pay raises or providing verbalExample: awarding pay raises or providing verbal
praise for good performance.praise for good performance.
Effective managers use reward power to signalEffective managers use reward power to signal
to employees that they are doing a good job.to employees that they are doing a good job.
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Coercive PowerCoercive Power
The ability of a manager to punish others.The ability of a manager to punish others.
Examples: verbal reprimand, pay cuts, and dismissalExamples: verbal reprimand, pay cuts, and dismissal
Limited in effectiveness and application; can haveLimited in effectiveness and application; can have
serious negative side effects.serious negative side effects.
Expert PowerExpert Power
Power that is based on special knowledge,Power that is based on special knowledge,
skills, and expertise that the leader possesses.skills, and expertise that the leader possesses.
FirstFirst--line and middle managers have the mostline and middle managers have the most
expert power; most often consists of technicalexpert power; most often consists of technical
ability.ability.
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Referent PowerReferent Power
Power that comes from subordinates andPower that comes from subordinates and
coworkers respect for the personalcoworkers respect for the personal
characteristics of a leader which earns theircharacteristics of a leader which earns theirloyalty and admiration.loyalty and admiration.
Usually held by and available for use by likableUsually held by and available for use by likable
managers who are concerned about theirmanagers who are concerned about their
workers.workers.
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Four types of expectationsFour types of expectations
Desired (ideal)Desired (ideal)
optimum level of performance, excellenceoptimum level of performance, excellence Equitable (deserved)Equitable (deserved)
what other should receivewhat other should receive
PredictivePredictive
what other expect to happenwhat other expect to happen
AdequateAdequate minimum tolerable levelminimum tolerable level
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Now youve studied aboutNow youve studied about
Management & LeadershipManagement & Leadership
in general.in general.
And believably , you all will be inAnd believably , you all will be inthe position to materialize it .the position to materialize it .
On behalfo
f you
r religiou
s,On behalfo
f you
r religiou
s,country, community andcountry, community and
nationalnational
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6/28/2006 free template from www.brainybetty.com 26/28/2006 free template from www.brainybetty.com 2
Dr. NayDr. Nay ZinZin LattLatt
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