“The art of getting

things done through

people”
Mary Parker Follett
MANAGEMENT PROCESS
Leading & Controlling

NIBM, Sri Lanka

Adv .Dip In Management

Dr. Chandra Gannile (PhD) )

DEFINITION - MANAGEMENT
The attainment of organizational goals in an effective &
efficient manner through planning, organizing, leading &
controlling the organizational resources.
MANAGEMENT FUNCTIONS
 Planning
 Define goals for future org. performance & decide on tasks/
resources
 Organizing
 Assigning tasks/grouping task into depts & allocating
resources
 Leading
 Controlling
LEADERSHIP - DEFINITION
The process of influencing people & providing an environment
for them to achieve team or organizational objectives..

“Leadership is the ability to get men to do what they don’t like

to do and like it”
Harry S Trauman
LEADER VS MANAGER
SOUL MIND
 Visionary  Rational
 Passionate  Consulting

 Creative  Persistent

 Flexible  Problem solving

 Inspiring  Tough-minded

 Innovative  Analytical

 Courageous  Structured

 Imaginative  Deliberate

 Experimental  Authoritative

 Personal power  Position power

TRAITS OF LEADERSHIP
 …………………………
 …………………………

 …………………………

 …………………………

 …………………………

 …………………………

 …………………………
TYPES OF POWER- POSITION
POWER
Position Power ( power to reward or punish in order to influence
the behaviour)
 Legitimate Power
 Power comes from management position/Authority
 Reward Power
 Authority to award rewards( pay increase, promotion, praise,
recognition, attention)
 Coercive Power
 Authority to punish/recommend punishment

 Personal Power
TYPES OF POWER- PERSONAL
POWER
Personal Power (comes from internal sources ie special
knowledge, characteristics)
 Expert Power
 Power comes from knowledge/skill
 Referent Power
 Comes from personality that commands respect , admiration,
identification
 Directive
 Clarify performance goals
 Insist reach goals
 Judge performance standards
 Rewards/Disciplinary actions
 Military/religious order/traditional firms
 Supportive
 Friendly & approachable
 Treat with equal respect
 Concern for status, needs & well-being
 Social support at stressful situations
LEADERSHIP STYLES
 Participative
 Involve employee in decision making
 Consult & seek suggestions
 Achievement-oriented
 Encourage reach peak performance
 Set challenging goals
 Seek improvement in performance
 High degree of confidence
LEADERSHIP MODELS

 Transactional Leadership
 Transformational Leadership

 Charismatic Leadership
TRANSACTIONAL LEADERSHIP
Helps organizations to achieve current objectives more
efficiently. Job performance linked to valued rewards
ensuring that employees have the resources to get the job
accomplished.
 TRANSFORMATIONAL
LEADERSHIP

A leadership perspective that explains how leaders

change teams or organizations by creating,
communicating and modeling a vision & inspiring
employees to achieve.
CHARISMATIC LEADERSHIP
A leader who has the ability to motivate subordinates to
transcend their expected performance
Charisma-A fire that ignites followers’ energy &
commitment , producing results above & beyond
the call of duty
SHORT-COURSE ON LEADERSHIP
 06 most important words
I admit I made a mistake
 05 most important words
I am proud of you
 04 important words -What is your opinion?
 03 important words -If you please
 02 important words –Thank you
 01 important word –We

 The last ,most unimportant word - ?

ORGANIZATIONAL CONTROL
 The systematic process through which managers regulate
organizational activities to make them consistent with
expectations established in plans , targets, & standard of
performance
ORGANIZATIONAL CONTROL
 Feed forward Control(input) – before process
 Concurrent control ( ongoing) – during process

 Feedback control ( after) - Output

FEED FORWARD CONTROL
 Control that attempts to identify & prevent deviations before
they occur
 Focus on human/material/financial resources

 Focus on input
 Raw
material inspection
 ………………………………………
 ………………………………………
 ………………………………………
 ………………………………………
CONCURRENT CONTROL
 Controls that monitor ongoing employee activities to ensure
they are consistent with quality standards
 Assess current activities, rely on performance standards/rules &
regulations
 Total Quality Management (TQM)
 ……………………………………
 ……………………………………
 ……………………………………
FEEDBACK CONTROL
 Control that focuses on the organization’s outputs ie the
quality of end product or service
 Intensive
final inspection
 ……………………………………..
 ……………………………………..
 ……………………………………..
 ……………………………………..
FEED BACK CONTROL MODEL
BUDGETS & FINANCIAL ANALYSIS
 Expense budget  Liquidity ratio
 Revenue budget  Activity ratio

 Cash budget  Profitability ratio

 Capital budget  Leverage ratio

TOTAL QUALITY MANAGEMENT
 Quality circles
 Empowerment

 Benchmarking

 Outsourcing

 Reduced cycle time

 Continuous improvement(CI)
TRENDS IN QUALITY & CONTROL
 International quality standards(ISO)
 Open book management

 Economic value added system

 Activity based costing

EFFECTIVE CONTROL SYSTEM
 Linkage to strategy
 Understandable measures

 Acceptance by employees

 Balance of objective/subjective data

 Accuracy

 Flexibility

 Timeliness

 Support of action
“The invariable mark
of a dream is to see it
come true”
Ralph Waldo Emerson