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Fundamentals of Public Administration MPA - 406

Fundamentals of Public Administration MPA - 406. FACILITATOR Prof. Dr. Mohammad Majid Mahmood 0333-5188677, majidbagram@yahoo.com. REFLECTIONS. Effective leaders. Effective leaders should establish relationships with all members, not just a few special individuals.

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Fundamentals of Public Administration MPA - 406

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  1. Fundamentals of Public Administration MPA - 406 • FACILITATOR • Prof. Dr. Mohammad Majid Mahmood • 0333-5188677, majidbagram@yahoo.com

  2. REFLECTIONS

  3. Effective leaders • Effective leaders should establish relationships with all members, not just a few special individuals. • Leader relationships are not limited to employees, but include customers, suppliers, and other relevant stakeholders in the broader community.

  4. Why leaders vary their behavior with different followers?

  5. Pygmalion Effect • Occurs when selected subordinates demonstrate loyalty, commitment, dedication, and trust and as a result, win the liking of superiors who subsequently give them higher performance ratings.

  6. When Great Goes Bad • For leaders, success and failure comes from: • Need for total control • Refusing to hear no • Ignoring the “experts” • Single-minded

  7. Lifelong Learning Journey Developing Your Leadership Skills

  8. And provide recognition when others do the same! 1 Lead by Example

  9. Build Strong Relationships with your employees, respecting their abilities & contributions, and demonstrating trust & attentiveness to their needs. 2

  10. Communicate Effectively Communication is a two-way street. 3

  11. Build Team Spirit Encourage and reward collaboration and innovation on a regular basis. 4

  12. Set Goals that are clear, specific and measurable. Communicate the goals to your team, in ways and words that they understand. 5

  13. Understand the Finances documenting staff progress and success – looking for ways to save the company money is always a good idea. 6

  14. Encourage the Team by creating an environment in which people receive recognition for work done well, where employees are motivated to work hard for the success of the organization. 7

  15. their skills and strengths through education and on-the-job training programs. Help People Grow 8

  16. Provide Quality Training that will lead to confident and productive employees – their success will often lead them to become better leaders. 9

  17. Keep the Dream Alive by sharing the vision of the company with the team and then, together, putting the dream into action…every single day. 10

  18. Why Motivation is important?

  19. Why do some people climb mountains?

  20. While others run?

  21. And others just sit?

  22. And why do millions of people go to work each day?

  23. Motivation is the force that drives our actions

  24. Motivation People vary in their ability to do an activity and in their willingness to do it. Motivation is the willingness aspect. (Hersey & Blanchard)

  25. Motivation • Individual forces that account for the direction, level, and persistence of a person’s effort at work. • Direction - an individual’s choice when presented with a number of possible alternatives. • Level- the amount of effort a person puts forth. • Persistence - the length of time a person sticks with a given action.

  26. Pakistan`s Women Cricket Team Success

  27. 1. Describe Current Performance 2. Describe Desired Performance 3. Get a Commitment to the Change. 4. Follow Up The Performance Formula

  28. How Are We Motivated?

  29. Motivation Theories

  30. Maslow’s Needs Theory Self- Actualization Esteem Social Safety Physiological

  31. Goal-setting Theory Specific Goals Difficult Goals Increase Performance Higher Performance

  32. Equity Theory

  33. Mclelland’s Motivational Needs Theory ACHIEVEMENT AFFILIATION POWER

  34. Theories X and Y Theory X Theory Y Little ambition Dislike work Avoid responsibility Self-directed Enjoy work Accept responsibility

  35. Controlling • Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance

  36. Controlling • The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness

  37. 3 Critical Challenges GLOBALISM TECHNOLOGY CHANGE Management Challenges for the 21st Century

  38. TOP 10 TIPS • Notice each individual • Say Thank-you, even a smile can make a big difference. • Make employees feel respected and valued • Share your experience and knowledge • Be confident about people. • Be honest and trustworthy • Don’t take personal credit for others success • Create a blame-free culture • Set developmental goals • Make work fun!!

  39. Golden Rule “Don’t do anything to anyone that you would not want them to do to you.”

  40. Final thoughts Any problem, big or small, always seems to start with bad communication. Someone isn't listening.

  41. Thank you for your kind attention! • FACILITATOR • Prof. Dr. Mohammad Majid Mahmood • PhD (Management Sciences), MPA (QAU), TOT SEDP (LUMS & McGill Canada), • Intel (Microsoft), Ex-Canadian Academic Board Member (Canada), SME COL Canada, MS Access (USA) • Master Trainer: HEC, NTB, POSTAL, PMI, NCRD, STI • 0333-5188677, majidbagram@yahoo.com

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