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Realities and Expectations

Realities and Expectations . Avimanyu Datta Doctoral Candidate, College of Business, Washington State University. How Organizations are Changing?. Past . Present . From Hierarchies to Customer Focus. Organizations Owned and Controlled the Business and Product Lines

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Realities and Expectations

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  1. Realities and Expectations Avimanyu Datta Doctoral Candidate, College of Business, Washington State University

  2. How Organizations are Changing? Past Present • From Hierarchies to Customer Focus • Organizations Owned and Controlled the Business and Product Lines • Efficiency was a function of production and sales. • Disposal of Authority from Hierarchies to customer centric • Companies that were organized around Pyramids structure around customer expectations. • Products became more complex • Customers became more demanding • Customer have more options (globalization and Competition) • Demand for Customization at lower prices • Lowered Exit Barriers

  3. How Organizations are Changing? Past Present • Tradition Business Structures • Job descriptions was around designation. • Fixed Work Hours • Focus on a particular job • Employees were dictated by designation • Stable Jobs • Definite Job location (Office, Customer Site etc) • Ad-hoc Organizations • Job Description according to varying needs • Flexible Work hours • More entrepreneurial • Dictated by Customer Demands • High Attrition • Job location  Anywhere: Hotel, airplanes, coffeeshops • Changing careers and Employee relations • Customer Demands • Networks • Working across Time Differences

  4. What Changes mean for leadership? • Decentralization • To accommodate the needs for flexibility and rapid reactions to customer demands • Leadership Skills • Understanding of complex issues surrounding coordination • Continuously rearrange work routine, commutation pattern and performance standards • Less Concern with supervision and managing upwards as opposed to customer benefit.

  5. What Changes mean for leadership? • Destruction of command and control • Command and Control is no longer valid. • Leadership is more about influence rather than authority • Growth of alliances leads to effectiveness through relationships. • Job Descriptions are less clear • Change of authority • No cradle to grave job security • Employees today are less loyal to organizations and authority • Managing like boss will only backfire

  6. Expanding views and Images of leadership • Seven Common View of Leadership (facts and fiction) • The Genetic View • The genetic view: people are born leaders and those who don’t have it in the genes cannot be taught. • The learned view • By studying and practicing one can be an effective leader. Opposite to the genetic view • The heroic view • Strong individuals who perform courageous benevolent feats. • The top only view • Leadership happens only at the top or closer to top management. Everyone else “just follows orders”. • Reality: most revolutionary leaders actually did not have it in their genes, not did they read any books or belonged to the upper echelons of the society.

  7. Expanding views and Images of leadership • Seven Common View of Leadership (facts and fiction)…Continued • The social Script View • One gets asked to be a leader and he should be thankful. • The Position View • If the position title says so. “Head of…”, “Director of …”, “VP of….”. • The calling view • Deep sense of mission NOTE: the views are not always Mutually exclusive

  8. Class Questions • Which of the Views do you find appealing? • Which are disagreeable to you? • Have you been conscious of your own leadership view?

  9. Costs of Leadership • Visibility: All eyes on you. • Public Duties: Shrinking them inviting consequences. Saying “NO” in many cultures is an act of rudeness and arrogance. • Separation: (Not one of the gang). You will loose good friends. The former peer group disappears. • Caretaking and Emotional Strain: Hard decisions. • Stamina: strains you of your energy. Long meetings, endless complains, Loss of family time etc.

  10. Costs of Leadership • Job Insecurity: One wrong decision, one misjudgment and leaders are held responsible. Football coaches, CEOs have very short lives. • Less Freedom of Expression: Must be tight lipped all the time. Thinking aloud has its consequences. • Infrequent Relief • Strains on Family • Less Supportive Feedback: Honest appraisal will be hard to come by. While Others have long weekends with families you will plan the future of your organization.

  11. QUESTIONS? COMMENTS?

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