You are on page 1of 24

m     


    
m 

  
  




  
  m   
6 
 
 
 


"Jo ho nahi saktaǥ wohi to karna hai"



 
 

— Õack of discipline
— Õack of team co-ordination
— More focus on self interest rather than team
interests
— Õack of motivation to perform
— Ego among the senior players
— Õack of reception towards innovative ideas
— Difficulty in overcoming cynicism



Õeadership, a critical management skill,


is the ability to motivate a group of people towards a
common goal
  


— petting and giving information


— Understanding team needs and characteristics
— Controlling the team
— Counseling
— Setting the example
— Representing the team
— Problem solving
— Evaluation
— Sharing leadership
Ê 
  




Õ    
Creates Confidence Creates Fear
Corrects Mistakes Fixes Blame
Asks Questions Knows All
Interesting Drudgery
Right Thing Things Right

   
— Autocratic Õeadership Style
— Participative Õeadership Style
— Democratic Õeadership Style

M M 

 
Õ  
 
 

 
 



   
  

  

Ê 

— ‘   
— ‘  
  
— ‘ ‘ 

— ‘    
— ‘   


—     

   

— Motivated & Inspired


— Fair & Partial
— Strict Disciplinarian
— Strengths & Weaknesses
— Strategies of Competitors
— Tough As Well As Caring
— Unity
— Team Spirit and Selflessness
— Ethical
— Risk Taker
 
 Ê 6 

Ê  
6  
 

Ê 


ÿ‘   
       
 

— Drive
— Achievement of goals
— Combination of factors
— Redefining of the goals and ambition from time to
time
 
6

— Securing co-operation from colleagues


— Stimulating employees
— Maintaining human relations
— Attending human needs
— Raising Morale
— Reduces absenteeism
— Reduces accidents
  

— Intrinsic Motivation
— Extrinsic Motivation
 


— pportunity given to the group of individual

— Proven way to create a new spirit in the workplace

— Production level increases


 


— Working Together As ne, To Achieve A Common poal

— Espirit De Corps, The Spirit f The proup That Makes The


Members Want The proups To Succeed

— ‘  Is The Feeling f Pride And Õoyalty That


Exists Among The Members f A Team And That Makes
Them Want Their Team To Do Well r To Be The Best.
 


 
6 


— Initiating
— Visioning
— Celebrating
— Õetting po
6  


— Paradigm 1 :- Teams are formed to do things together


— Paradigm 2 :- Most team members just want to do
their part & go
— Paradigm 3 :- Teams who managed to avoid conflicts
are much more productive then those who donǯt
— Paradigm 4 :- When you are done you are done
 


— ‰Mujhe sirf ek mulk ka naam sunai deta hai I-N-D-I-A. Breaking


norms, personal egos and past individual performances and aligning
the team with a new goal, a new cause is critical.
— The biggest challenge in todayǯs corporate India will be overcoming the
fear that the best players will simply quit and join another company if
you keep them on bench. It might be worth overcoming that fear.
— Pushing the team to perform beyond their capabilities is key to
achieving the goals.
 !"

§  

— Increased Productivity
— flexible system
— Improved customer service
— Competitive advantage
— More ideas

  


1. FRMINp
2. STRMINp
3. NRMINp
4. PERFRMINp
  

· BE STRICT AND STRAIp T WIT YUR TEAM, YU DNǯT AVE T BE


AÕWAYS NICE WIT T EM.

· STRATEpY IS IMPRTANT-KNW T E TEAM MEMBERS INDIVIDUAÕ


STRENpT S & WEAKNESSES

· IF YU AVE T E TAÕENT, PASSIN AND CMMITMENT, YU CAN MAKE


UNDERDpS WIN

· T SE W  D NT PÕAY FR T E CMMN pAÕ S UÕD BE


RUT ÕESSÕY DEAÕT WIT AND KEPT UT F T E TEAM.

· NEVER ÕSE PE.

· SACRIFICES T AC IEVE pAÕ.

· INDIVIDUAÕ SUCCESS IS NÕY PSSIBÕE W EN T E TEAM SUCCEEDS.


— Be always on time - otherwise you might be excluded
from your team, no matter who you are or where you
are coming from.

— If you are in a team you need to work together and not


against each other, then only you can achieve common
goal.

— As a team, make right decisions at the right time.


#$!%&'(