LEADERSHIP AND MANAGEMENT

TRAINING FOR
Treasurers & Asst. Treasurers
 GROUND RULES
Be H.O.T!
 Be Here Now
 Be One Hundred Percent Present
 Be A Team Player
 LEARNING OBJECTIVES
• Understand and appreciate the concepts of leadership,
managerial skills and competencies; and its
application/significance in one's self and in the workplace/
LGU

• Imbibe and understand the appropriate leadership values and

competencies/best practices as fiscal advisers and as
department heads/assistant heads of the Treasury Service

• Internalize the significance of leading change and resolving

conflict in the workplace

• Develop an action plan to reinforce their learnings/apply the

acquired knowledge in leadership and management in their
sphere of influence Chart 3
 COURSE OUTLINE
• Management Functions and Processes
• Leading vs Managing
• Systems Thinking
• Leadership Framework/ Styles
• Leadership Skills Model and Leading Activities:
a) Communicating
b) Motivating and Coaching
• Coaching for Improved Performance
c) Managing Conflicts/ The Leader as Team-Builder
d) Strategic Planning: Using the BSC Model
e) Decision Making
• High Performance Leaders
• Action Planning
Chart 3
 MANAGEMENT FUNCTIONS AND PROCESSES

PLANNING

DECISION-MAKING ORGANIZING
CONTROLLING
COORDINATION

COMMUNICATION

INFLUENCING STAFFING

Chart 5
 MANAGING IS …
GOALS AND
OBJECTIVES

ACHIEVING

Manager

Planning Thinking
THROUGH PEOPLE USING
Organizing Making Decisions
TECHNIQUES
Directing Communicating
Controlling Improving

UTILIZING ORGANIZATION’S RESOURCES

EFFECTIVELY & EFFICIENTLY

IN AN ORGANIZATION
Chart 4
 L
E
A
D
I
N

Traditional View of Management G

Supervisors/ Managers
Planning Organizing Leading Controlling

Workers

Doing
 L
E
A
D

Contemporary View of Management I

N
G

Supervisors/ Managers
Leading

Workers

Planning & Organizing Doing

Controlling
 KRA’s & Responsibilities

1. Bottom Line/ Increase income/profit,

Financial Mobilize resources effectively
Develop new markets

2. Customer
increase customer satisfaction,
increase customer base
Develop one’s value proposition
3. Process
improve systems and processes
4. People
Promote learning and growth
Chart 99
Competency Development Framework

Managing the
Organization/Business

Managing Teams/
the Work

Managing
Relationships

Managing the
Self

10
 Competencies of the 21st Century Leader
Managing
Competencies
Strategic Planning
Organizing & Staffing
Personal Performance Mgt
Technical
Effectiveness Managing Change,
Competencies
Technology Technical Skills
Self-Knowledge
& Innovation Industry Awareness
Proactivity / Time
Project Management
Management
Professional Image Interpersonal Entrepreneurial
Emotional Competencies Skills
Intelligence Interpersonal Sensitivity
Communication Skills
Leadership Networking
Org Sensitivity
Negotiating
11
 LEADING Motivate
Communicate
Delegate CONTROLLING
Train Set Performance
Standards
Lead/Control
Allocate Evaluate
Resources Communicate
People
Administer & Motivate
Things
Staff Make Manage
Ideas
Decisions Change
Organize Develop & Plan
Analyze Problems
ORGANIZING
Make Environmental
Plans Set Scan
Goals PLANNING
12
LEADING is …
• The ability to inspire confidence
and support among the people who
are needed to achieve
organizational goals
• The art of influencing people by
persuasion and example to follow a
line of action
• The principal dynamic force that
motivates and coordinates the
organization in the accomplishment
of its objectives
• An effort to maintain control and
power over others
 A Leader’s Mentality
LEADER ASSOCIATE
o Complains  Complains
quietly loudly
 Thinks  Blames
analyzes Accuses
evaluates
 Initiates  Waits for
actions orders
 Acts  Reacts
 Focuses on  Focuses on
achievements problems &
 Thinker excuses
achiever  Worrier
doer
 LEADERSHIP vs MANAGEMENT
• Deals with the • Deals with the
interpersonal administrative
aspects of a aspects of the
manager’s job manager’s job
such as inspiring, such as planning,
motivating, organizing and
influencing and controlling
leading change • Maintains their
• Transforms their organization
organization with through order,
a vision and consistency and
mobilizing people predictability
to accomplish it
 LEADERS vs MANAGERS
Visionary Rational
Passionate Businesslike
Creative Persistent
Inspiring Tough-Minded
Innovative Analytical
Imaginative Deliberative
Experimental Authoritative
Warm and radiant Cool and reserved
Initiator Implementer
Acts as coach, consultant, teacher Acts as boss
Does the right things Does things right
Inspires through great ideas Commands through position
Knows results are achieved through Focuses on results
people
Basic Principles Of Systems Thinking As
Applied To Management And Leadership
• Systems thinking is a management discipline concerned
with understanding a system (comprising of policies,
processes, practices and people) by examining the
linkages and interactions between the components that
comprise the entirety of that defined system.

• The whole system is a systems thinking view of the

complete organisation in relation to its environment - an
integrated, complex composition of many interconnected
systems (human and non-human) that need to work
together for the whole to function successfully; e.g. the
finance system, the decision-making system, the
Chart 3
accountability system
 Basic Principles Of Systems Thinking As
Applied To Management And Leadership
• Systems may be thought about as having clear external
boundaries (closed) or having links with their environment
(open). An open systems perspective is the more common and
realistic.

• Whole system success requires group or team-level goal-

setting, development, incentives, communication, reviews,
rewards, accountability. The aim is to focus on what binds
individuals together and what binds systems together rather
than functional silo performance.

Chart 3
Basic Principles Of Systems Thinking As
Applied To Management And Leadership
• A whole system can succeed only through managers
collaborating in and across a number of functional systems.
The whole system can fail only if leadership at the level of
the whole system fails.

• Factors in systemic failure may include confused goals, weak

system-wide understanding, flawed design, individual
incentives that encourage loyalty to sub-ordinate (rather
than super-ordinate) goals, inadequate feedback, poor
cooperation, lack of accountability, etc.

Chart 3
 Basic Principles Of Systems Thinking As
Applied To Management And Leadership

• The leadership challenge is accentuated by the realisation that

for every legitimate, official or consciously designed system
(which is intended to be and is supposedly rational) there is a
shadow system. The shadow system is where all the non-
rational issues reside; e.g. politics, trust, hopes, ambitions,
greed, favours, power struggles, etc.

Chart 3
 Systems Approach to Management

A line of thought in the management field which stresses the interactive nature and

interdependence of external and internal factors in an organization. Chart 3
 LEADERSHIP FRAMEWORK

Leader
characteristics
and traits

Internal &
Leader behavior Leadership
external
and style effectiveness
environment

Group member
characteristics

l = f(l,gm,s)
Managing Today: Robbins
 DEVELOPMENT OF LEADERSHIP THEORIES
Approach Central Theme Approximate Time Period
Authentic/ spiritual/ and
Emerging
servant leadership

Transformational
New Leadership
leadership theory
LMX Theory: High
Relational quality relations
has more positive
leader outcomes
Contingency
Situational theory: Different
situations demand
different kinds of
leadership
Behavioral What leaders do &
how they act
Trait “Great Man”
theory: Focus on
1900 1920 1940 1960 1970 1980 1990 2000 2010
innate qualities
OLD vs NEW LEADERSHIP ROLE

Old Role New Role

Command and control Visionary
Rigid, one best way Change agent
Centralized and directive Coach and empowerer

Chart 24
 LEADERSHIP ROLES
1. Figurehead – 5. Team builder & team player
engage in – contribute to group morale;
ceremonial activities; cooperate w/ others, loyal
represent group to 6. Technical problem solver –
outsiders serve as technical expert or
2. Spokesperson – adviser
report information 7. Entrepreneur – suggest
about the group to innovative ideas; sear for
outsiders new undertakings for the
3. Negotiator – make group
deals with others for 8. Strategic planner– set
needed resources direction for others based on
4. Coach and motivator external environment
– recognize 9. Executor – make things
achievements, happen; translating plans
encourage and into action
inspire people
 TRAITS OF EFFECTIVE LEADERS

High Energy/
enthusiasm Internal locus of Integrity/
Assertiveness Flexibility
control trustworthiness

Sense of Humor TRAITS Humility

Self-confidence Stability Intelligence Sensitivity to others

Chart 15
CHARACTERISTICS OF CHARISMATIC
LEADERS
• Visionary
• Possess masterful communication skills
• Ability to inspire trust
• Able to make group members feel capable
• Energy and action-oriented
• Emotional expressiveness and warmth
• Romanticize risk
• Uses unconventional strategies
• They challenge, prod and poke
 TIPS TO BECOMING A CHARISMATIC
LEADER
• Be sure to treat everyone you meet as the most
important person you will meet that day.
• Multiply the effectiveness of your handshake
• Give sincere compliments
• Thank people frequently, esp. your own group
members
• Smile frequently, even if you are not in a happy
mood
• Maintain a childlike fascination for your world
• Be more animated than others
• Think big
 TRANSFORMATIONAL LEADER

• Raises people’s awareness

• Helps people look beyond self-interest
• Helps people search for self-fulfillment
• Helps people understand need for change
• Invests managers with sense of urgency
• Is committed to greatness
• Adopts a long-range broad perspective
• Builds trust
• Concentrates resources where most needed
 ETHICAL LEADERSHIP
– Develop a code of ethics and follow it (On Top of
RA 6713).
– Establish procedures for reporting violations.
– Involve employees in identifying ethical issues.
– Monitor ethical performance.
– Reward ethical behavior.
– Publicize ethical efforts.

Chart 77
 SERVANT LEADERSHIP
(9 Behaviors)
• Serve First
• Build Trust
• Live Your Values
• Listen to Understand
• Think About Your Thinking
• Add Value to Others
• Demonstrate Courage
• Increase Your Influence
• Live Your Transformation
WELL-LIKED TRAITS OF LEADERS
1. Kind, humane (mabait)
2. Understanding (maunawain)
3. Gets along with others (marunong makisama)
4. Helpful (matulungin)
5. Industrious (masipag)
6. Has good sense of humor (palabiro)
7. Able to give way (mapagbigay)
8. Joyful (masayahin)
9. Patient (mapagpasensiya)
10. Gives order properly (maayos mag-utos)
Chart 32
 DISLIKED TRAITS OF LEADERS
1. Boastful (mayabang)
2. Haughty (mapagmataas)
3. Rude (mataray)
4. Having favorites (may kinikilingan)
5. Lazy (tamad)
6. Does not accept mistakes (ayaw tumanggap ng
pagkakamali)
7. Selfish (makasarili)
8. Unapproachable (mahirap lapitan)
9. Gossiper (tsismoso/a)
10. Have no concern for others (walang malasakit sa
kapwa)
Chart 33
 Leadership Styles

1.9 9.9

Employee-Centered

5.5

1.1 9.1

Task-Centered
 LEADERSHIP STYLES

1. Country Club Leadership (High People/Low Production)

This type of leader lacks direction and control. The result
is a work environment that is very relaxed and fun, but
production suffers.

2. Produce or Perish Leadership (High Production/Low

People)
This type of leader is very autocratic, has strict work
rules, policies, and procedures, and views punishment as
the most effective means to motivate employees. 
 LEADERSHIP STYLES
3. Impoverished Leadership (Low Production/Low People)
This type of leader is mostly ineffective. He/she has neither a high regard
for creating systems for getting the job done, nor for creating a work
environment that is satisfying and motivating. The result is a place of
disorganization, dissatisfaction and disharmony.

4. Middle-of-the-Road Leadership (Medium Production/Medium People)

This type of leader settles for average performance and often believes that
this is the most anyone can expect.

5. Team Leadership (High Production/High People)

This type of leader places production needs and the needs of the people
equally. This creates a team environment, which leads to high satisfaction
and motivation and, as a result, high production.
THEORY X and THEORY Y . . .
 Effective Leadership Practices:
Directive Behavior
 Set goals or objectives
 Makes clear the role each person will play in the
accomplishment of the task
 Plans work in advance to be accomplished by the
follower
 Organize resources
 Sets time lines for future work
 Determines methods of evaluation and standards of
performance
 Shows or tells a follower how to do a specific tasks
 Checks to see if work is done properly and on time

Chart 21
 Effective Leadership Practices:
Supportive Behavior
 Listen to the problems of the follower (job or non-job related)
 Praises the follower for task accomplishment
 Asks for suggestions or inputs for task accomplishment
 Encourages or reassures the follower that he/she can do the
task
 Communicates information about the total organization’s
operations
 Discloses information about self (job or non-job related)
 Facilitates follower problem-solving in task accomplishment
 Communicates and demonstrates appreciation for task well done.

Chart 22
Though much is taken, much abides;
and though
We are not now that strength which in old days
Moved earth and heaven, that which we are,
we are;
One equal temper of heroic hearts,
Made weak by time and fate, but strong in will
To strive, to seek, to find, and not yield.

Quoted by Sen. Miriam Santiago in her speech to USC, UP Manila

Chart 82
 L
E
Model of Leadership Skills A
D
I
N
G

ve
Emotional

Inte
Technical
ati Competence Intelligence

rp
istr

e rs o
min

Managing

n al
Resources
Ad

Managing Core
People Leadership Managing
Skills Conflict

Creating Visions & Problem

Strategic Solving &
Planning Decision Making

Conceptual
Ref: Intro to Leadership, Peter Northouse
 L
E
A
D

Leading Activities I
N
G

Communicating

Motivating & Coaching

Managing Conflicts

Strategic Planning

Decision-Making
 43

“I know that you believe you

understand what you think I
said, but I am not sure you
realize that what you think you
heard is not what I meant.”
 L
E

Communication Process A
D
I

Decodes N
Encodes G
Message
Message
Feelings
Thoughts Receiver
Ideas
Channel
Sender
rs
Filte

Context of

rs
Filte
the situation Encodes
Message
Decodes
Message
Feedback Feelings
Thoughts
Ideas
 ELEMENTS OF A SPOKEN MESSAGE
The
Thefactual
factualmessage
message(“Job
(“JobLevel”)
Level”) Factual
Info The
Thespeaker
speakertransmits
transmitsinformation
informationtotothe
thelistener
listener statement
(What I inform you about)
(What I inform you about)

The
TheSelf
SelfRevelation
Revelation(“Interpersonal
(“InterpersonalRelations”)
Relations”)
The
Thespeaker
speakersays
sayssomething
somethingabout
abouthim/herself
him/herselfor
ordisclose
Me him/herself consciously or subconsciously
disclose Self
him/herself consciously or subconsciously revelation
(What I tell you about me)
(What I tell you about me)

Relationship
Relationship(“Interpersonal
(“InterpersonalRelations”)
Relations”)
You/ The
Thespeaker
speakerassesses
assessesthetherelationship
relationshipthe
thehe/she
he/shehas
hasto
tothe
thelistener
listener
Us (What I think of you or how well we get on with each other)
(What I think of you or how well we get on with each other)
Relation-
Appeal
Appeal(“Interpersonal
(“InterpersonalRelations”)
Relations”) ship
To The
Thespeaker
speakerrequests
requestssomething
somethingfrom
fromthe
thelistener
listener
do (What I want you to do) Appeal
(What I want you to do)

Chart 37
 L
E
A

COMMUNICATION BARRIERS D
I
N

Management G

• Cultural differences • Preoccupation with other

• Hearing what one wants
to hear
• Poor listening
• Different interpretations
• Contradictory verbal and
Supervisor
non verbal messages
• Lack of Trust
• Unclear initial idea
• Fear
• Negative attitudes
• Differences in education
and training
matters
• Insufficient time
• Assumptions
• Lack of feedback
• Ambiguous, nonspecific Peers
messages
• Physical distractions
(noise, interruptions)
• Lack of sensitivity
to feelings
• Attempting to “snow”
the other party

Worker
COMMUNICATION CHALLENGES OF
A LEADER
• Communicating to “out-group” members
• Communicating in conflict situations

What to Do:

1. Listen
2. Show Empathy
3. Recognize their Unique Contributions
4. Help them Feel Included
5. Create a Special Relationship
6. Give them a Voice and Empower them to Act

Chart 38
 L
E

How to Listen Actively A

D
I
N
G

• Commit yourself to each individual act of listening.

• Neutralize your biases.
• Really concentrate on what is being said.
• Encourage the speaker.
• Ignore all distractions.
• Focus on the main ideas.
• Test your understanding.
• Delay formulating your arguments.
• Suspend judgment.
• Don’t talk too much.
• Remember: listening is a key to personal success.
 Communication Styles
AGGRESSIVE PASSIVE ASSERTIVE

Fight Flight Face

Win-Lose Lose-Win Win-Win

Power over others Others have Power over

power over you yourself

Gotcha games Poor me games No games

You’re not OK, You’re OK, I’m You’re OK, I’m

I’m OK not OK OK
COMMUNICATION IN MANAGEMENT
• Give information to subordinates
• Interpreting department policies and instructions
• Instructing on what and how to work
• Making assignments to subordinates
• Following up or checking on assignments
• Getting information
• Advising subordinates
• Correcting subordinates
• Praising subordinates
• Stimulating subordinates to continue or increase effort
• Leading conferences
• Negotiating with equals
• Conciliating or mediating disputes between subordinates

Chart 40
 COMMUNICATIONS
as PRIME DUTY of Supervisors

Information Downwards Information Upwards

• Company policies and
objectives
• Departmental and individual
objectives
• About the job
• Answers to questions
• Availability of resources
• Feedback on results
• Suggestions
• Questions
• About job problems
• Complaints and grievances
• Feelings and attitudes
• Feedback on problems encountered

Chart 42
 COMMUNICATION 101:
BASIC RIGHTS OF WORKERS
1. Let me know what you expect of me.
2. Give me an opportunity to perform.
3. Let me know how I’m doing.
4. Give me guidance and support when and where I
need it.
5. Reward me according to my contribution.

Chart 44
 L
E
A
D

Leading Activities I
N
G

Communicating

Motivating & Coaching

Managing Conflicts

Strategic Planning

Decision-Making
 Motivation
(A perspective on Employee Motivation)

Dreams, Values,
Unfulfilled Needs, Effort
Wants, Desires
Performance Outcomes

Ability

ATTITUDES
Fulfills Not Fulfill
FEEDBACK
(motivating) (Not
motivating)
MASLOW’s Hierarchy of Needs

Self- To be creative and imaginative, to

Actualization grow
To display one’s abilities and talents
Self-Esteem with pride
Social To feel accepted and respected,
to belong
Security
To feel safe and secure

Physiological To survive and stay alive, to fill body

needs

Chart 27
 L
E
A

HERZBERG’s Two-Factor Model D

I
N
G

Maintenance Factors Motivators

• Company Policies/ • Achievement
Administration • Recognition
• Supervision
• Work itself (Challenge)
• Working conditions
• Interpersonal relations • Responsibility
• Benefits • Professional Growth
• Status • Personal Growth
• Security
MASLOW’s Hierarchy of Needs Needs of TODAY’s Workers

SELF- self-fulfillment, Opportunity to learn ACTUALIZATION

realization of new facts/information, individual potential,
chance to develop new skills
self-respect, Respect from fellow recognition,
workers, chance to ESTEEM achievement
accomplish something worthwhile, moving up
in one’s career
friendship, The friendliness of acceptance
fellow workers, the SOCIAL
decency with which you are treated
security, protection Opportunity to get a
SAFETY from harm, promotion, job security,
freedom from fear a safe work environment food,
water, air, Fair wage to pay for PHYSIOLOGICAL shelter, sex
food, clothing, and a place to live

Chart 29
 Principles of Motivation
Principle of Participation
Motivation to accomplish results tends to increase as
people are given the opportunity to participate in the
decisions affecting those results.

Principle of Communication
Motivation to accomplish results tends to increase as
people are informed about matters affecting those
results.

Chart 34
Principle of Recognition
Motivation to accomplish results tends to increase as
people are given recognition for their contribution to
those results.

Principle of Delegated Authority

Motivation to accomplish results tends to increase as
people are given authority to make decisions affecting
those results.

Chart 35
 L
E
A
D

Some Suggestions for Motivating Employees I

N
G

• Recognize individual differences

• Match people to jobs
• Use goals
• Ensure company goals are perceived
attainable
• Rewards and recognition
• Link rewards to performance
• Don’t ignore money
 L
E
A
D

Coaching I
N
G

Coaching involves teaching, the passing on of

knowledge, but it goes beyond. Coaching is
active transfer of competence.
Steps in Coaching
1. Prepare the learner
2. Demonstrate the operation
3. Create a positive atmosphere
4. Have the learner perform the operation
5. Follow up
 L
E
A

KEY PRINCIPLES in D
I
N

COACHING
G

1
KP Maintain or enhance self-esteem

KP2 Listen and respond with empathy

KP3 Ask for help in solving problem

62
 Effective Coaching Habits
• Describe the specific problem
• Emphasize performance standards and
management expectations
• Discuss possible causes of the problem
• Explore possible solutions and agree on
most appropriate solutions
• Prepare action plan and agree on follow up
date
• Express confidence in employee’s ability to
work for improvement.
 L
E
A
D

Leading Activities I
N
G

Communicating

Motivating & Coaching

Managing Conflicts

Strategic Planning

Decision-Making
 Kinds of Conflicts
Content Conflicts Relational Conflicts

Regarding Issues Issues Issues

Regarding
Beliefs & of of of
Goals
Values Esteem Control Affiliation
 SOURCES OF CONFLICT

• ROLE AMBIGUITIES – unclear job expectations and

other task uncertainties

• RESOURCE SCARCITIES – having to share resources

with others and/or compete for resource
allocations make a situation conflict prone,
specially when resources are scarce

• TASK INTERDEPENDENCIES – when individuals

or groups depend on others’ outputs in order to
perform well themselves.

Chart 51
 SOURCES OF CONFLICT

 COMPETING OBJECTIVES – when objectives are

poorly set or reward systems are poorly designed,
individuals or groups may come into conflict by
working to one another’s disadvantage
 STRUCTURAL DIFFERENTIATION – differences in
organization structures and in the characteristics of
people staffing them may foster conflict because of
incompatible approaches toward work
 UNRESOLVED PRIOR CONFLICT – unless a conflict is
fully resolved, it may remain as a lingering basis for
future conflicts.

Chart 52
 CONFLICT RESOLUTION FRAMEWORK
High
Accommodation Collaboration
Playing down conflict & Searching for a solution
seeking harmony among that meets each other’s
parties needs
Degree of
Cooperativeness
Compromise
Bargaining for gains
and loses to each
party.

Denying the existence of Forcing a solution to

conflict and hiding true impose one’s will on the
feelings other party
Low Avoidance Competition
Low High
Degree of Assertiveness
Chart 54
A MODEL ON TRANSACTIONAL ANALYSIS

Chart 53
 Conflict Resolution
A constructive conflict…
• Each person expresses concerns respectfully and
actively listens
• Concerns are expressed in “I” language without
attacking the character of others
• Constructive solutions are considered to resolve the
conflict for the benefit of all involved
• A solution is selected with an agreement to review
the outcomes of the solution at a future date
 ATTITUDES for
Collaborative Conflict Resolution
• Belief in availability and desirability of a mutually
accepted solution.
• Belief in cooperation rather than competition.
• Belief that everyone is of equal value.
• Belief in the views of others as legitimate statements of
their position.
• Belief that differences of opinion are helpful.
• Belief in the trustworthiness of other members.

Chart 55
 HANDLING CONFLICT
1. Be positive and patient.
2. Focus on the problem, not on the person.
3. Keep an open mind; be flexible.
4. Seek the other person’s ideas and point of view.
5. Explore all alternatives for resolving conflict.
6. Try to understand the other person’s perception.
7. Respect the opinion of others.
8. End on a positive note.

Chart 56
 THE LEADER AS TEAMBUILDER
• Involves clarifying roles of each subordinate and creating
the conditions necessary for mutually cooperative efforts

• As a team leader, you are probably aware of the

excitement as well as the uncertainty that goes with the
formation of a team.

• In addition to what each individual experiences, every

new team goes through its own process of change. This
process is necessary in order to forge a fully functioning
team.

Chart 45
 WHY WOULD PEOPLE JOIN TEAMS
It offers psychological and material rewards:

• SECURITY. It is where members can feel safe and cared for.

• BELONGING. It provides an identification.

• INDIVIDUALITY. It recognizes and supports the valuable

differences of its members.

• PRIDE. Members share in group achievements and failures.

• RECOGNITION. The outside world respect it as a more

powerful entity than it would an individual.

Successful leaders know how to create and nurture

teams so they become their source of pride.
Chart 46
 WHEN TEAMWORK ISN’T THERE

Competition is normal. People will compete for attention,

promotions, another step in the corporate ladder.
But jealousy, hostility and politics result and most
organizational tasks suffer when individuals compete as
individuals rather than as teams.

WATCH FOR THESE SYMPTOMS :

 Queries from other departments are handled sloppily or not at all.

 You hear repeatedly “That is not my job.”

 Conversations are gossipy , with snide remarks and unrelated to work.

 Faces are blank or sullen than smiling and welcoming.

 Absenteeism and turnover are high.

Chart 49
 L
E
A
D

Leading Activities I
N
G

Communicating

Motivating & Coaching

Managing Conflicts

Strategic Planning

Decision-Making
 Strategic Planning

• Strategic planning is the process by which an

organization envisions its future and develops
the necessary procedures and operations to
achieve that future.

Provides a picture of the

organization as it wants to look
in the future.
A Balanced Scorecard is a

Carefully Selected
Set of Measures
Derived from the Organization’s
Strategy
What is a Balanced Scorecard?

Measurement
System

Strategic
Management
System

Communication
Tool
BSC Translates Mission, Values,
Vision and Strategy

Balanced Scorecard
Mission Why we exist

Guiding Principles Values

Vision Word picture of the future

Differentiating activities Strategy

 Translating with the BSC
QUALITY
Our desired Future State

VISION

Differentiating Activities
STRATEGY

What we must do n
order to OBJECTIVES
Employee
implement our strategy FINANCIAL CUSTOMER
Internal
Processes
Learning &
Growth

MEASURES
How strategic Employee
Internal
success is FINANCIAL CUSTOMER
Processes
Learning &
Growth
measured and
tracked
 What is the Balanced Scorecard?

PROFITABLE The BSC Retains

GROWTH the traditional
Financial financial
Perspective measures
New Revenue Current Business Productivity Use of Assets

Customer Value Proposition

Customer Best in Best Total Best Total
Perspective Product/Service Solution Cost

The BSC links

the financial
Internal Product Customer Operational measures with the
Perspective Innovation Intimacy Excellence drivers of future
performance

Learning and Skills Technology Environment

Growth
 The BALANCED SCORECARD

The BSC is a shared understanding of the Vision-Mission strategy

translated into:

n s
es s es l a es
iv re s v P rc
e ct s u et a ti o n o u
b j e a rg iti ti s
O M T a In A c R e
Financial
Customer
Internal
Learning&Growth
The Balanced Scorecard translates the vision and strategy into a
coherent set of measures in four balanced perspectives
Strategy Map Objective Measure Target Initiative
• Grow • Annual • Marketing
Revenue Revenue Gross +30% program
Financial from new Sales
Growth
products

• Satisfy • Customer • CRM

Customer New Products Customer +20% Program
Needs Profitabilit
y
World-Class • Fast Time • Time to from 9 • Cycle Time
Internal Product to Market Market down to 6 Reengineer
Development months ing

Learning & • Acquire, • Staff • Skills

Growth Highly Skilled
Develop Competenc 90% Developme
Workforce
Skills e nt Program
 L
E
A
D

Leading Activities I
N
G

Communicating

Motivating & Coaching

Managing Conflicts

Strategic Planning

Decision-Making
 DECISION-MAKING
 is the process of choosing a course of action for dealing with a
problem or opportunity
 Steps in systematic decision making.
– Recognize and define the problem or opportunity.
– Identify and analyze alternative courses of action, and estimate
their effects on the problem or opportunity.
– Choose a preferred course of action.
– Implement the preferred course of action.
– Evaluate the results and follow up as necessary.

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 Decision Analysis
• Establish goals or objectives
• Study current situation
• Search for options
• Compare options, use goal / objective as basis
• Shortlist options
• Assess adverse consequences of options
• Choose the best option
 POTENTIAL PROBLEM
ANALYSIS
1. Identify Potential Problems

2. Identify Likely Causes

3. Take Preventive Action

4. Plan Contingent Actions

 L
E
A
D

Decision Making Styles I

N
G

One A small Majority Team Team comes

person group decides discusses to a
decides decides and comes unanimous
to a conclusion
consensus
 CONTINUUM OF LEADERSHIP BEHAVIOR
Boss-Centered Subordinate-Centered
Leadership Leadership

Use of authority
by leader
Area of freedom
for subordinate

Leader makes Leader Leader Leader Leader Leader Leader permits

decision and presents presents presents defines subordinates to
sells
announces it ideas and tentative problem, limits, function within
decision
invites decision gets asks group limits defined by
questions subject to suggestions, to make superior
change makes decision
decision
 TYPES OF DECISIONS
– Programmed decisions.
• Involve routine problems that arise regularly and can
be addressed through standard responses.

– Nonprogrammed decisions.
• Involve nonroutine problems that require solutions
specifically tailored to the situation at hand.

Chart 60
 DECISION ENVIRONMENTS

 Certain decision environments.

◦ Exist when information is sufficient to predict the
results of each alternative in advance of
implementation.

 Risk decision environments.

◦ Exist when decision makers lack complete certainty
regarding the outcomes of various courses of action,
but they are aware of the probabilities associated with
their occurrence.

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 UNCERTAIN DECISION ENVIRONMENTS
– Exist when managers have so little information on hand that they
cannot even assign probabilities to various alternatives and their
possible outcomes.
– Described as a rapidly changing setting in terms of:
• External conditions.
• The information technology requirements needed for analyzing
and making decisions.
• The people who influence problem and choice definitions.

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 UNCERTAIN DECISION ENVIRONMENTS
– Can be described in terms of types of risks encountered by
the organization.
• Strategic risks are threats to overall business success.
• Operational risks are threats inherent in the technologies
used to reach business success. 
• Reputation risks are threats to a brand or to the firm’s
reputation

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 DECISION-MAKING REALITIES

– Decision making information may not be available.

– Bounded rationality and cognitive limitations

affect the way people define problems, identify
alternatives, and choose preferred solutions.

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 DECISION-MAKING REALITIES. . .

– Most decision making in organizations goes

beyond step-by-step rational choice.

– Decisions must be made under risk and

uncertainty.

– Decisions should be ethical.

Chart 65
 GROUP DECISION-MAKING
Decisions often are made by groups of people:
◦ May be composed of individuals at different or at the
same level in the organization
◦ May make some decisions without managerial input
◦ Tend to follow the same decision-making process
◦ Will have dynamics and interpersonal processes that make
group decision making very different from decisions made
by an individual.

Chart 66
INDIVIDUAL vs GROUP DECISION-MAKING

• Important considerations for judging the

overall value of group decision vs. individual
decision making
– Time
– Cost
– Nature of the problem
– Satisfaction and commitment
– Personal growth

Chart 67
 GROUP DECISION-MAKING TECHNIQUES
 Brainstorming
◦ Large number of ideas are generated while evaluation of
the ideas is deferred
 Imagination is encouraged. No idea is too unique or
different, and the more ideas offered the better
 Using or building on the ideas of others is encouraged
 There is no criticism of any idea, no matter how bad it
may seem at the time
 Evaluation is postponed until the group can no longer
think of any new ideas

Chart 68
GROUP DECISION-MAKING TECHNIQUES. . .
 Nominal group technique
1. Individuals silently, and without discussion, write down their
ideas
2. Each member presents one idea at a time, until all ideas are
presented, without discussion
3. Ideas presented on a blackboard and then discussed to
clarify and evaluate
4. Silent and independent vote or ranking of alternative choices
 Delphi technique
◦ Highly structured survey of participants regarding their
opinions or best judgments

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GROUP DECISION-MAKING TECHNIQUES. . .
 Dialectical inquiry
◦ Debate between very different sets of recommendations
and assumptions to encourage full discussion
◦ Overcomes tendency of group to avoid conflict when
evaluating alternatives
 Devil’s advocacy
◦ Individual or subgroup argues against the
recommended actions and assumptions put forth by
other members of the group
◦ Also overcomes tendency of group to avoid conflict
when evaluating alternatives

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 Advantages and Disadvantages
of Group Decision Making
Groups can accumulate more
knowledge and facts and thus generate
more and better alternatives.
Groups often display superior judgment
when evaluating alternatives, especially
for complex problems.
Group involvement in decisions leads to
a higher level of acceptance of the
decisions and satisfaction.
Group decision making can result in
growth for members of the group.
Groups take more time to reach
decisions than do individuals.
Group social interactions may lead to
premature compromise and failure to
consider all alternatives fully.
Groups are often dominated by one or
two “decision leaders” which may
reduce acceptance, satisfaction and
quality.
Managers may rely too much on group
decisions, leading to loss of their own
decision and implementation skills.
Chart 71
 GROUP DECISION-MAKING PITFALLS
• GROUPTHINK
– Symptoms include
• Self-censorship  Rationalization  Morality
• Pressure  Invulnerability  Stereotype
 Mindguards
• Unanimity

 Common information bias

– Group members overemphasize information held by a
majority, failing to be mindful of information held by one
or a few group members reduces
 Availability of unique information ideas
 Perspectives possessed by individual group members

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 GROUP DECISION-MAKING PITFALLS
 Diversity-based infighting
◦ Instead of creating rich discussions and insight, diverse
ideas create ill will and fractured groups
 May occur when individuals feel strongly about their ideas
 No mechanisms exist to channel disagreement in
productive ways

 Risky Shift
◦ Groups make either riskier decisions than would have
been made by individual members acting alone
 Direction of shift may be affected by diffusion of
responsibility
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 ASK AND ANSWER THESE QUESTIONS:

– Is the problem easy to deal with?

– Might the problem resolve itself?
– Is this my decision to make?
– Is this a solvable problem within the context
of the organization?

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 REASONS FOR
DECISION-MAKING FAILURE

◦ Managers too often copy others’ choices and try

to sell them to subordinates.

◦ Subordinates may believe the manager is

imposing his or her will rather than working for
everyone’s interests.

◦ Managers may focus on the problems they see

rather than the outcomes they want.

◦ Managers use participation too infrequently.

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 WHY LEADERS FAIL
1. Are insensitive to others. They use an abrasive, intimidating,
bullying style.
2. Are cold, aloof, and arrogant toward others.
3. Betray trust.
4. Are overly ambitious. They think of the next job, and they play
politics.
5. Have specific performance problems with the business.
6. Over manage. They are unable to delegate or build a team.
7. Cannot staff effectively.
8. Cannot think strategically.
9. Cannot adapt to a boss with a different style.
10. Are over dependent on an advocate or mentor.

Chart 78
LEADERSHIP WHEEL

Chart 79
 LEADERSHIP WHEEL

FOCUS and CONTEXT: At the hub of the wheel, the

vision, values and purpose on which leaders effectively
focus themselves and their teams or organizations.
RESPONSIBILITY FOR CHOICES. Leaders take initiative
and do what needs to be done rather than waiting for
someone else to do something.
AUTHENTICITY. Leaders are authentic and lead by visible
example, fostering openness and continuous feedback.
PASSION and COMMITMENT. Leaders are passionate
and build strong commitment through involvement and
ownership.
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 LEADERSHIP WHEEL

SPIRIT and MEANING. Leaders lead with heart and rouse

team or organizational spirit.

GROWING and DEVELOPING. Leaders help people grow

through strong coaching and continuous development.

MOBILIZING and ENERGIZING. Finally, leaders energize

people by building strong teams, inspiring and serving.

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 ‘Start-Stop-Stay’ Action Planning
“On the basis of what you have learned in this Course,
what are the activities that you will, beginning tomorrow and
up to the next 30 days:
a. Start/ Stay/Continue doing.
b. Stop doing.

• List and prioritize these activities.

• Make two copies of your plan.
• Present and discuss, if called.
• Keep a copy for your self.
• Give one to your supervisor or a close
friend --- to help you monitor your progress.

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“I will pay more for the ability to deal
with people than for any other ability
under the sun.”

John D. Rockefeller
Noted Industrialist & Businessman

Chart 82