Executive
Leadership
Executive Leadership
Executive Leadership is the bridge between
objective and result.
Human progress is the crowing glory of success.
Success is the result of a good Management.
And management is the effective, efficient and
economical utilization of the resources of man,
money, materials, machines, methods, and
memoranda
Whoa!
“A good leader usually makes a good manager”
Exemplar of Good Paragon of honesty Adaptable
personal appearance
Pleasant mannerism Intelligence and Understanding
Enthusiasm
Friendliness Aggressiveness Patience and self control
Cheerful personality Loyalty, Vision,
and Good health Initiative and
Perseverance
So that he will be able to
see the two sides of any
So that he can So as to establish
problem brought to him
command respect employee’s
an thus excise fairness.
among his confidence in him
subordinates.
New Concept of Leadership
To achive the objectives:
Autocratic Leadership can be used by the leader
when he is an expert or when an emergency situations
where quick and decisive actions apears to be
necessary.
Democatic Leadership can also be used when each
people inside a group is capable of functioning
independently.
Delegation of Authority
Is the key to effective management. In order to
have control the manager must have the
authority.
Authority is the power of an administrator to
delegate functions to the next ranking
executives, who in turn transmits it to the
employees who are in charge of the actual
operations.
Authority however, should have a definite
limitation to avoid confusion.
• Should be interpreted clearly.
• It must be within the paths of authority.
Delegation of Authority
Delegation of a task to a subordinate is a
manifestation of faith and confidence toward the
ability of the subordinate.
Delegation of task gives the subordinate an
added responsibility and authority.
However, subordinates must be trained and
prepared for the job before the additional
assignment is given. Otherwise, he may refuse a
delegated work.
Responsibility and
Authority Defined
One famous professor on administration defines
responsibility as “hell”. While there are people who
constantly seeks for authority, but evades
responsibility. This is called as Buck Passing
Personnel Coordination
The company organization is also dependent upon the
special abilities and skills of personnel to perform the
work.
Two significant factors:
1. The need for close supervisions as judged by the
skill of the workers and difficulty of the operation.
2. The availability of experienced and trust worthy
personnel capable of acting in supervisory capacity
Personnel Coordination
The shortage of people who are capable of leadership
and supervision of other is one of the biggest
difficulties encountered by companies, this may be
due to:
1. Lack of incentive in the supervisory positions.
2. Inadequate or ineffective recruitment of those
possessing potential leadership ability.
3. Insufficient training of present and potential
supervisory personnel.
Scientific Manageme
The root of management science extend to the work
or Frederick W. Taylor, who propounded the machine
model or scientific or task management theory with
the following peculiarities.
1. Division of labor and specialization
2. Unity of command and centralization of decision
making
3. One way authority
4. Narrow span of control
Scientific Management
Origin of Scientific Management science, have
started from works of Frederick W. Taylor, an
Engineer who was accredited the title father of
scientific management.
Carl G. Barth, introduced to the world the use of
research mathematics, which he merged with his
knowledge machine tools.
Henry L. Gantt contributed to the recognition of
worker psychology, the development of bonus plan,
and the charts used in production scheduling.
Scientific Management
Engineers thus come closely associated with the
management of various enterprises. Out of this,
Industrial Engineering was born. Today it is the
descriptive work of functional staff responsible for
the activities such as:
1. Incentive standard
2. Methods analysis
3. Quality control
4. Production control
5. Material handling
Scientific Management
The obvious strength of management science is its
objective, quantitative treatment of management
problems. The treatment is characterized by:
1. A statement of the problem in mathematical form
2. Reliance on measurable quantities such as cost and
income
3. Use of computers
4. Dedication to rational decision making
Scientific Management
Business capital have long accepted the benefits of
engineering expertise in connection with construction
and production operations. They have started to call
engineering to supply the same scientific approach to
problems in:
1. Organization
2. Financing
3. Office and field operations
4. Inventory and control
and in fact this also include almost all phases of the
business.
Scientific Management
History has proven that Engineer were effective executives. This is
due to their inherent analytical mind, creativeness, conceptual, and
mathematical perceptions as their jumping board in rendering
effective decisions.
To be effective executive, engineers has five habits in mind:
1. They know where their time goes,
2. They focus on outward contribution
3. They build on strengths
4. They concentrate on a few major areas where superior
performance will produce outstanding results
5. Engineers make effective decisions
Humanistic Management
In this topic, the management philosophy adopted by Konosuke Matsushita, the founder of
Panasonic Corporation of Japan was presented to know the secret of his business success. Mr.
Matsushita was asked: What is the key, to the success of your management?
1. We have good staff
2. Our principles were clear
There is no magic phrase that 3. We upheld an ideal to be striven for
will answer your question, our 4. Our chosen field of business was
management is anchored on the appropriate at the time.
following principles: 5. We did not allow factions to form in
our company
6. We regarded the company as a
public institution
7. We followed a policy of open
management
8. We worked towards a system of
management by all employees
Humanistic Management
Important requirement for a good management according to Matsushita
1. To clarify the management philosophy, goals and ideals of the company.
2. Business development is dependent
3. Open management
4. Collective wisdom of all its employees
5. To try your best to acquire an unflappable and supremely adaptable mind
to enable you to see things as they actually are without clinging to
preconceived notions.
To Matsushita, there are three management philosophies, which are
indispensable factors in the success of enterprise management namely:
1. A goal
2. An ideal
3. A vision
DIRECTIN
G PEOPLE
ON THE
JOB
What is order?
An order is a specific message
conveyed by a leader to a follower
for the purpose of influencing the
follower to take desired action.
Orders are either verbal or written.
When to use verbal orders?
● When the order is simple and the message can be clearly heard.
● When privacy is important.
● When the follower is intelligent and reliable.
● When a demonstration is involved.
When to use written orders?
● When precise figures or complicated details are involved.
● When orders must be passed on to someone else.
● When the workers involved are slow to understand and forgetful.
● When you want to hold the receiver strictly accountable.
● When particular sequence must be followed exactly.
● When a notice board can be suitably used.
● When you are quoting general instructions on higher authority.
● When a record is desirable, perhaps the order may need to be referred to in the future.
Four distinct categories of every order;
01 Request
Use a request whenever you want specific action from the people
02 Suggestion
There is a lot of value to be gained from the use of carefully
phrased suggestions
03 Asking for Volunteers
The leader explains what is to be done and asks for volunteers to
do it.
Four distinct categories of every order;
04 Direct Order or Command
One should only use a direct order under a circumstance;
In case of danger or extreme urgency
When haste is important
With lazy and indifferent workers, or chronic objectors
For careless workers
When all other methods have failed repeatedly
Guiding principles on how to
phrase orders effectively.
1. To make an order clear, phrase it in simple terms and repeat
anything that might be forgotten or misunderstood.
2. To make an order complete, answer all the questions who,
what, how, when, where and why.
3. To make an order concise, is to make it short enough for the
receiver to be able to repeat it to prove that he received it
fully.
4. To make an order acceptable is to ensure that the receiver
will readily act on the order as he sees it justified, practical,
tactful, challenging and accompanied by sufficient authority
Every order has three meaning;
The meaning you think you convey
The meaning you do convey, directly and
by implication
The meaning the receiver thinks you
convey
How to Give
Effective Orders
How to give effective orders
The way to give orders effectively, and earn yourself a
reputation as Compelling leader must:
1. Clarify your objective
2. Obtain favorable attention
3. Make it simple and specific
4. Phrase at tactfully for best results
5. Explain why it should be done your way
6. Learn how much information and guidance he needs
7. Let him have it
8. Inspire his confidence in you and the correctness of your
order
9. Note his readiness to act
10. Give him faith in his ability to carry it out
How to give effective orders
Obtain favorable attention. Your main objective is to get
him to do what you want him to do and like it. To achieve
this, you must get his interested attention so that he will
receive and correctly understand the complete order.
Make it simple and specific. The order will only be clear
and concise when it is simple and specific, if he does not
do just as you want, it is at least as mush your fault as his
How to give effective orders
Phrase it tactfully for best result. Choose the most
suitable kind of orders and phrase it in the way that will
produce the desired effect.
Explain why it should be done your way. Even they
don’t fully agree with the reasoning involved, they
appreciate being told about it. They like to be treated as a
human being and resent inhuman treatment ordered to do
things they don’t understand.
How to give effective orders
Let him have it. Give the information and guidance he
needs as clearly and concisely as possible. Make sure you
inspire his confidence in you and correctness of your
order
Note his readiness to act. Watch his reactions to your
order to see whether he has understood it correctly and is
ready to act on it.
How to give effective orders
Give him faith in his ability to carry it out. If there is
any difficulty involved in his carrying out your order, he
will perform at his best when he believe in his ability to
do it. Show your faith in his ability. If you have any
doubts about his competence, keep them to yourself.
The
Knowledge
Workers
The most important resource in any organization is the
human resource. Whatever the industry the success of
any business depends on the flexibility resourcefulness
and innovation knowledge workers brings to the firm.
The report challenge managers in Asia Pacific to release
the potential of their knowledge workers by:
1. Acknowledging that knowledge workers are different
2. Accepting that traditional command and control
methods of management are outdated and inappropriate
3. Creating new ways of organizing work suitable for
knowledge working
4. Ensuring the right backup systems are provided which
take into account the motivations and values of knowledge
workers
Knowledge workers and
Manual workers
According to Ducker, for manual worker, we
need only efficiency, that is, the ability to do
things right rather than the ability to do things
done.
The manual work can always be judge in terms
of quantity and quality of a definable and
discrete accomplishment.
Knowledge workers and
Manual workers
The knowledge worker is the one factor of
production through which the highly developed
societies and economies of today. Knowledge
worker is not defined by quantity, neither is
knowledge defined by its result.
Knowledge workers and
Manual workers
Knowledge worker do not produce a thing. He
produces good ideas, information and concepts.
He is specialist. He can as a rule, be effective
only if he learned to do one thing very well, that
is, what he has specialized. His accomplishment
of others specialists to produce a good result.
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