1.
ORGANIZATONAL MANAGEMENT
AND LEADERSHIP
BY MRS ROSE NANNA
CHARTERED ADMINITSRATOR, NIGERIA
ROYAL CHARTERED MANAGEMENT, UK
CHATERRED MANAGEMENT CONSULTANT CANADA

2.
LEANING OBJECTIVE
• Participants will understand the basic
organizational skill.
• It will enable managers to know how effective
communication with employees can lead to
organizational growth.
• It will enable participant to work as a team
not with authority or title.

3.
Cont’d
• Managers will understand the ‘hard’ Ss and
‘soft’ Ss in an organization.
• Mangers will understand the leadership styles
to adopt in their various organization.
• It will enable participants to know how to
transform their organization as a leader

4.
INTRODUCTION
• It has been empirically proven that if an
organization is to be effective, it needs
effective team working at all level.
• Team working is viewed as an effective and
efficient system to confront and solve many
organizational problems.

5.
ORGANIZATIONAL MANAGEMENT
• This is concerned primarily with what social
scientists refer to as the ‘hard’ Ss, Structured
system . Management focuses on planning,
budgeting, staffing, controlling and problem
solving.
• Thus managers are responsible for directing
and controlling staff, resources and
information.

6.
Cont’d
• Managers functions can be considered as a
circle of actions in which each component
leads to the next.
• Management is the process people get things
done through other people in organization

7.
Cont’d
•

8.
Cont’d

9.
Organizational skill
• Managers consider effective time management
and organizational skill as good habit they are ;
• Say no
• Ask for help
• Prioritize
• Spend time wisely
• Enjoy free time
• Handing stress
• Handing change

10.
cont’d
• Some have said that only a good management
can run a successful business organization but
a leader makers the different.

11.
Leadership
• Leadership is considered as a process that
inspires and motivates people to achieve
superior results.
• It’s a process through which leaders influence
the values behaviours, and attitudes of others
• Leaders are to anticipate and empower others
to create strategic change as necessary.
• It’s about reducing fear and increasing hope.

12.
Cont’d
• Business leaders define the company vision,
they must develop an organizational structure
to accommodate the strategies that will
achieve the organizational vision

13.
Cont’d

14.
What determine leadership styles
• Leadership is less about your need, and more
about the need of people and the
organization.
• Leadership styles are not something to be
tried on which fits. But they should be
adapted requirement of the people involved
and the particular challenges facing the
organization.

15.
Different styles of leadership
• Visionary Leadership Styles : is most
appropriate when an organization needs a
new direction.
• Coaching Leadership Styles : this is one –on-
one styles focuses on developing individual.
• Affiliative Leadership Styles : this styles
emphasizes the importance of team work.

16.
Cont’d
• Democratic Leadership Styles : this draw on
people’s knowledge and skill.
• Pace setting Leadership Styles : this styles, the
leader sets high standard for performance.
• Authoritative Leadership Styles : this is a
commanding leadership styles.
• Transactional Leadership Styles : this styles
focused on rewarding or punishing

17.
Cont’d
• Transformational Leadership Styles : this style
is to get the best out of people.
• Controller Leadership Styles : this style is to
manipulate people to obtain their compliance.
• Charismatic Leadership Styles : this style are
risk bearer.
• Delegation Leadership Styles : this style the
employee are in control.

18.
Principles of a leaders
The performance of a company and it people
is directly connected to the effectiveness of its
leaders and their skill.
Great Leadership begins with the person not
the position.
Great Leadership is about your level of
influence not authority.
Great Leadership are as good at listening as
they communicate.

19.
Cont’d
• Great Leadership is about wisdom, not
intelligence.
• Before you can lead you must learn to follow.
• Great Leadership create stability and drive
change.
• Great Leadership use their power by giving to
others
• Effective leadership “requires courage”

20.
Effective Leadership

21.
WHAT MAKE AN EFFECTIVE LEADER
• Self assessment : effective leaders periodically
take stock of their personal strengths and
shortcoming.
• Sharp perception: effective leaders they have
easy level of honest communication.
• Knowing the organization: effective leaders
know the organization overall purpose and
goals.
• Communication: leaders must possess
outstanding communication skill

22.
Cont’d
• Motivating teams: inspiring other, motivation
must be done by example.
• Team building: putting together strong teams .
• Risk taking: you can learn how to assess risk
and run scenarios that will help make better
decisions.
• Vision and goal setting: a team depends on its
leaders to tell where they are going, why they
are going and how they are going to get there.

23.
Things Authentic Leaders Do
• They speak the truth
• They lead from heart
• They have rich moral fiber
• They are courageous
• They build the team and crate communities
• They care for themselves
• They commit to excellence rather than
perfection
• They leave a legacy

24.
How do leaders develop their
organization
• Creation of vision
• Sustainability
• Restructuring
• Future success
• SWOT, Diversification and Development
• System new initiatives strategic focus

25.
Cont’d
• We can all learn a few things from A. G. Lafley, the CEO
of Procter & Gamble . There’s nothing flashy about him as a
leader, but he had led a remarkable turnaround at P&G
during his nearly 10 years at the top. He did it by relentlessly
communicating his core message: “The consumer is boss.”
• Lafley held meetings regularly with buyers of P&G products.
That was one of his top priorities. He visited them in their
homes and joined them for shopping trips to get their
feedback, and he did so all over the world. He lavishes the
same attention on his employees, meeting them in their
offices, listening to their ideas and thanking them for their
service. We’re wise to imitate him.

26.
 Ann Mulcahy became CEO of Xerox when it was on the verge of
bankruptcy. She led a phenomenal recovery by exercising great
judgment. As Bill George recounts in True North: Discover Your
Authentic Leadership, Mulcahy’s first move was to meet with the top
100 executives at Xerox and asked them to stay and fight for the
company’s future. All but two of them did.
 She also got out into the field to meet her employees and scout talent.
She surrounded herself with good people and made sure they knew
she needed them. She looked into the future and saw brighter days
ahead for Xerox, even when key advisers were urging her to consider
bankruptcy.

27.
Cont’d
 In her view, that future depended on re-engaging
with customers through a strong sales team,
launching innovative products by investing in
research and development and reinventing the
company’s approach to its operating expenses.
That strategy, developed in cooperation with her
colleagues, rallied the entire organization. It
provides a fine model for us as well.

28.
•Q&A

29.
Cont’d
•THANK YOU