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Management & leadership leprosy 7th july
1.
2. Management
What is Management?
Management is getting things done.
Management is getting thing done through
people.
Management is efficient use of resources.
Management is getting people to work
harmoniously together and to make efficient
use of resources to achieve objectives.
Management is to make decision
3. Management
• A systematic process of using resources with
judgement, to achieve objectives
• The art of getting things done by and through people
1. Planning what should be done (objectives)
2. Taking action through people (activities)
3. Providing for its consequences (effects) to be assessed
(evaluation) and using the results of step 3 as
information for feedback to steps 1 & 2
4. Correcting subsequent action
4. Management
• Planning, organizing, leading and controlling: the art
of getting things done by and through people
Planningdefining
organizational GOAL
ControllingConsciously monitoring
performance & take
corrective actions
OrganizingProcess
creating a structure
of
Leading-Getting others to
perform
the
tasks
necessary to achieve the
organizational goal
5. The Organization and its environment
• An organization exists to perform work.
• This is achieved by activities which transform
(process) inputs into outputs:
• Environment-Internal/External
ORGANIZATION
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7. D
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Branches of Management applied to daily life
8. am
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9. Knowledge Management
• Is about creating an exciting environment within the
organization that will promote the creation and
transfer of knowledge
(Kermally 2002)
It involves changing the organizational culture
to one of sharing
Requires…
visionary leadership
motivated staff
process and practices that
will facilitate this sharing
10. Knowledge Management
Knowledge could be better optimised if we could
capture information not normally captured.
Some knowledge related to experience, wisdom
and empathy of one’s own .... usually are not
documented.
Knowledge management is therefore about
how to capture that information related to how
individuals reason and make their expertise
available
...video conferencing, e-mails, networks
11. Four stages of knowledge conversion
• Socialization – by sharing experience & on-the-job
learning: at meetings to discuss work related projects and
problems (tacit knowledge)
• Externalization – describing this knowledge in the
forms of metaphors/analogies
• Combination – taking theoretical or explicit
knowledge & integrating with
metaphors or
analogies
•Internalization– information is taken & followed to
gain further knowledge and understanding. This
information is modified as people learn by doingrefined
12. Continue Learning of PEOPLE
Sk
ills
o)
ge
ed hy t
wl ,w
Competent (how
n o t to
t o)
K a
wh
(
Desire
(want to)
Individual learning
Team Learning
Organization Learning
13. Managerial Competencies
1. Self Management
2. Strategic Action
3. Global Awareness
4. Team Work
5. Planning and Administration
6. Communication Competency
14. Self Management
• Self awareness
• Self identification of strengths/weaknessdevelopmental needs ….in leadership
….in motivation
….in ethics
….in many other areas
• Continued self assessment
• Integrity and ethical conduct
• Personal drive and resilience
• Balancing work and life demands
•
15. Self Management
We are measured
• not by what we are, but by the perception of
what we seem to be,
• not by what we say, but how we are heard;
and
• not by what we do, but how we
appear to do it.
16. Strategic Action Competency
• Developing broad strategies that can be translated
into clear goals and practical action plans
• Proactive vs Reactive
• Formulation of contingency plans to minimize risks
• Understanding the organization
• Taking strategic actions
17. Global Awareness Competency
• Staying abreast of important global trends that have
significant impact on the organization
• Recognition of global trends on the organization's
plans and growth
• Being sensitive to key cultural differences and
understanding the consequences of cultural
differences for the organization
18. Teamwork Competency
• Creating a supportive environment
• Trust/ Productive management conflicts
• Collaboration and constant information sharing
• Problem solving/ decision making
• (Forming, Storming, Norming, Performing, Adjourning)
• Managing team dynamics
• Ability to cultivate an active network of relationships and
19. Planning & Administration Competency
• Information gathering, analysis & problem solving
• Setting clear and challenging goals
• SWOT analysis
• Adequate control & clear guidance
& Swift decision making
• Planning and organizing projects
• Time management
• Budgeting and financial management
20. Communication Competency
• Informal communication
• Formal communication
• Negotiation
• Free flow of information upward, downward and
laterally
• Listening and informing others
• Fostering open channels and negotiating with others
21. Feedbacks
• Not an end it itself
• Increases communication links
• Gives information on site overall strengths
and weaknesses
• Gives insight on what we can do differently to increase
effectiveness
• Focus on skills and behavior, not on personality or style
• Improve performance
26. What is Leadership?
• Leadership is the key factor differentiating
the “average” from the “excellent”.
• Effective leadership involves choosing and
then translating, the right strategy into
action and sustaining the momentum.
28. Leadership Style
Competency
• Democratic
Teamwork and collaboration
Conflict management
Influence
Empathy
• Pace setting
Initiative
Empathy
Self awareness
Teamwork and collaboration
Self control
• Coaching
Developing others
Self awareness
Empathy
29. Managers v Leaders
•
•
•
•
•
•
•
•
•
Follow vision
Use rules
Look at the job
Process oriented
Focus on system & structure
Is a copy
Asks how and when
Maintains
Do things right
•
•
•
•
•
•
•
•
•
Shape and share vision
Use broad concepts
Look at the big picture
Concentrate on context
Focus on people
Is an original
Asks what and why
Develops
Do the right thing