nestle - zaka (88)

8/8/2019 Nestle - Zaka (88)

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2010 PSME Officers and Directors

Planning SessionJanuary 23, 2010PSME Headquarters, Quezon City

8/8/2019 Nestle - Zaka (88)


8/8/2019 Nestle - Zaka (88)


ORGANIZATION

A system designed to achieved a goal driven byA social entity that is goal directed anddeliberately structuredConsist of two or more person engaged in asystematic effort to produce goods and services.

Collection of people and activities formed for aspecific purpose.

8/8/2019 Nestle - Zaka (88)


M ANAGE M ENT

Exist to achieve the goals of an organizationthrough its four functions:

1. PlanningDefine goals

Task to be used

Resources

2. OrganizingA ssigning tasks

Grouping tasks into departmentsA llocating resources to departments

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3. L eadingU se of influence to motivate people

Creating a shared culture and valuesCommunicating goals to people

4. ControllingMonitoring activities

Keeping the organization on tract towards goalMake corrections as needed

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GOALS AND OBJECTIVES

GoalsA designed future state that the organization

attempts to realizeWhere management wants the organization togo

ObjectivesInstrumental means to arrive wheremanagement wants the organization to go.

Specific target to achieve the goal

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M EANING OF LEADERSHIP

It is influence

a relationship in which one person (leader)

influences other to work together willingly onrelated tasks to attain designed goals.

Managerial activity that maximizes productivity,stimulates creative problem solving and promotemorale and satisfaction .The ability, art and process of getting people door not to do certain activities directed towards

the achievement of organizational goals

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POWER AND AUTHORITY

Power Capacity to influence others to do something theywould not otherwise do

Influence the behavior of othersA bility to command or apply force

Need not be accompanied by authority

A uthorityRight to perform or command or issue directivesand expend resources

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FIVE SOURCES OF POWER

1. L egitimate Power External sources of power

Generate follower compliance

Based on the authority granted to it.

2.Reward Power External sources of power

Generate follower compliance

It comes from the ability and authority of oneindividual to provide rewards.

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3.Coercive Power External sources of power

Creates resistance

Comes from the authority to punish or recommendpunishments

Disciplinary policies were based.

4.Expert Power Internal sources

Generates commitment

Based in the special skill, expertise or knowledgethat a particular individual possesses.

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5 .Referent Power Internal sourcesGenerates commitmentResults from characteristics that commandsubordinates identification with respect andadmiration for the desire to emulate the leader

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TWO CLASSES OF LEADERS

1. Formal L eader Holds a position in an organization either byelection or by appointment. Power comes from theorganization.

2. Informal L eader Emerges in an informal group and the one seen bythe group as most capable of satisfying its needs.Power comes from the group.

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BASIC CO M PETENCE OF

LEADER

The willingness, ability and self-discipline to listen

The willingness to communicate, to make yourself understoodThe willingness to realize how important you areempowered to task.

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THE SEVEN C's OF LEADERSHIP

1.CompetenceBasis of expert power

2.Character A nchored on the values of integrity, honesty,honor, courage

3.CommitmentA dherence to principles, beliefs, values, vision,mission

4.Communication

Connecting with significant others

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5 .Capacity for L isteningL earning from others

6.Capacity for L eadership PresenceL ooking, smelling, acting, behaving, speaking andlistening like a leader.

7.Charisma and PassionHaving the attractive, magnetic and hypnotizingappeal.

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K INDS OF LEADERSHIP

1.Transactional L eadershipIt occurs when the person takes the initiative inmaking contract with others for the purpose of an

exchange of valued things.2.Enlightened Transactional L eaders

Those who guide or motivate their followers

3.Transformational L eadersL eaders with the vision, translates it into action andoutcomes and sustains it.

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4.Transcending L eadershipA variant transforming leadership.

5 .Reform L eadershipOne that seeks change through gradual means.

6.Revolutionary L eadershipOne who seeks complete, pervasive, profound andradical transformation of the entire social,economic or political system.

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TEN CO MM IT M ENTS OF

LEADERSHIP

1. Search out challenging opportunities to change,grow, innovate, and improve

2 . Experiment , take risks, and learn from theaccompanying mistakes.

3. Envision an uplifting and ennobling future.

4. Enlist others in a common vision by appealingto their values, interests, hopes, and dreams.

5. Foster collaboration by promoting cooperativegoals and building trust.

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6 . Strengthen people by giving power away,providing choice, developing competence,assigning critical tasks, and offering visiblesupport.

7. Set the example by behaving in ways that

are consistent with shared values.8. Achieve small wins that promote consistent

progress and build commitment.

9. Recognize individual contributions to thesuccess of every project.

10.Celebrate team accomplishment regularly.

8/8/2019 Nestle - Zaka (88)


nestle - zaka (88)

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