ENTREPRENEURIAL LEADERSHIP IN AN Time Management

ORGANIZATION Good Problem Solving Skills 4. Entrepreneurs are a national treasure,

Think Positively and should be protected, nourished,
ENTREPRENEURS Innovative encouraged, rewarded as much as
possible.
 It is defined as an individual who
– They create all wealth, all jobs, all
organizes or operates a business or businesses.
QUALITIES OF SUCCESSFUL opportunities, and all prosperity in the
 “Successful entrepreneurs have the
ENTREPRENEURS nation.
ability to lead a business in a positive direction
– They are the most important people in
by proper planning, to adapt to changing
All successful entrepreneurs have the ff. a market economy–and there are never
environments and understand their own
qualities: enough of them.
strengths and weakness.”
HOW ENTREPRENEURS PLAY AN
 A person who as possession of an
1. Inner drive to succeed IMPORTANT ROLE IN THE SOCIETY “As an entrepreneur, you are extremely important to
enterprise or venture and assumes significant
your world. Your success is vital to the success of
accountability for the inherent risks and the 2. Strong belief in themselves 1. Entrepreneurs seek disequilibrium the nation.”
outcome.
– a gap between the wants and needs of
 An ambitious leader who combines land, 3. Search for New Ideas and Innovation customers and the products and services ROLES OF ENTREPRENEURS
labor and capital to create and market new goods
that are currently available is an Successful entrepreneurs are usually modeled as
and services 4. Openness to Change opportunity. combinations of innovators (with creative and
 Entrepreneurs occupy a central position
– Entrepreneur brings together the factors innovative flair) and managers (with strong general
in a market economy. 5. Competitive in nature
of production necessary to produce, offer management skills, business know-how, and
 “Entrepreneurs serves as the spark plug
6. Highly motivated and Energetic and sell desired products and services. sufficient contacts).
in the economy's engine, activating and
– They invest and risk their money–and
stimulating all economic activity.”
7. Acceptance to constructive criticisms and other people's money–to produce a 1.Entrepreneur as a risk-taker
ENTREPRENEURSHIP Rejections product or service that can be sold at a  Entrepreneur is someone who has the foresight
 The practice of starting new profit. and willingness to assume risk and take the
organizations or revitalizing mature organizations, ENTREPRENEURS requisite action to make a profit (or loss).
 The most dynamic societies in the world 2. Entrepreneurs are optimistic and future  Entrepreneur is forward-looking, risk-taking, alert
particularly new businesses generally in response
to identified opportunities are the ones that have the most oriented though need not be innovative in the strict sense.
 Entrepreneurship help build a strong entrepreneurs, plus the economic and – They believe that success is possible (Richard Cantillon)
society thus creating more job and opportunities legal structure to encourage and motivate and are willing to risk their resources in
entrepreneurs to greater activities. the pursuit of profit. Two different kinds of risk
 “BAD Times are GOOD times for by Frank Knight (1885-1972)
Entrepreneur”  For years, economists viewed – They are fast moving, willing to try
entrepreneurship as a small part of many different strategies to achieve their a. Risk that is capable of being measured and
economic activity. But in the 1800s, the goals of profits. And they're flexible, willing shifted from the entrepreneur to another party by
Austrian School of Economics was the first to change quickly when they get new insurance; (i.e., objective probability that an event
CHARACTERISTICS OF ENTREPRENEUR to recognize the entrepreneur as the information. will happen)
 Entrepreneurs occupy a central position person having the central role in all b. Risk that is unmeasurable – the inability to
in a market economy. economic activity. 3. Entrepreneurs are skilled at selling predict consumer demand, the entrepreneur
against the competition takes the latter risk (i.e., no objective measure of
Why is that? – They creates perceptions of difference probability of gain or loss)
1. Energetic  Because it's entrepreneurial energy, and uniqueness in their products and
2. Passionate creativity and motivation that trigger the services. 2.Entrepreneur as business manager
3. Assertive production and sale of new products and – They continually seek out customer  Entrepreneurs has strict sense as producers
4. Initiative services. needs that the competition is not  Entrepreneurial profit depends on whether an
5. Creative  It is the entrepreneur who undertakes the satisfying and find ways to offer their entrepreneur can make productive services yield
6. Imaginative risk of the enterprise in search of profit products and services in such a way that more than the price fixed upon them by those who
7. Decisive and who seeks opportunities to profit by what they're offering is more attractive furnish productive services think they can make
8. Risk Taker satisfying as yet unsatisfied needs. than anything else available. them yield
  “The function of manager thus does not itself imply
Always coming up with a new idea to start more disruptive innovation – requiring  Lifeblood of the business
entrepreneurship” –Frank Knight a new business and does not stay with that business large companies to create entirely new
very long before he is on to the next idea. products sold into new customers in
3.Entrepreneur as exceptional leader Example: Contracting and Sub-contracting new markets. Depends on size of Value Chain
 Entrepreneurs as a leader knows how to manage Assets (by BSP) Collective Bargaining Agreement (CBA)
the risk, manage resources and Lifestyle
seek Entrepreneurs Performance Monitoring System (PMS)
opportunities. Lifestyle entrepreneurs choose 4.Social Entrepreneurship Key Result Areas (KRAs)
 “Entrepreneurs must be a natural businesses
leader of men that reflect their passions and they are  Social entrepreneurs are innovators
who can choose assistants wisely more but
focused
alsoon doing something they love than on focus on creating products and services Effective
exercise a general control over everything
the pure profit
andmotive for starting a business. that solve social needs and problems.  Doing the right things
preserve order and unity in the main plan of  But unlike scalable startups their goal is
business” – Alfred Marshall to make the world a better place, not to
Solopreneurs take market share or to create to wealth Efficient
The ‘one man band’ – An individual who for the founders.  Doing things right
operates alone in an enterprise and manages all  They may be nonprofit, for-profit, or
4. Entrepreneur as perceiver/restoreraspects of the business themselves. hybrid. Character
 Entrepreneur as the human agent is  Description of someone or something
responsible for the coordination that restores the  Inherited physical appearance / behavior
economy to an equilibrium position
 The role of the entrepreneur is to achieve FOUR TYPES OF ENTREPRENEURSHIP 3 KEY AREAS TO GROW
the kind of adjustment necessary to move economic Traits
1.Small Business Entrepreneurship 1. Capitalization
markets toward the equilibrium state  Since birth
 They are anyone who runs his/her own  An element of personality that is relatively
business. They hire local employees or 2. Partnership
stable throughout the life span; WHO
family. Most are barely profitable. Their HE IS
TYPES OF ENTREPRENEUR 3. Leadership
definition of success is to feed the family
1. Social Entrepreneurs and make a profit. BEST CHARACTERISTICS OF
 Social entrepreneurs play an important
role in providing products and services with the 2.Scalable Start-up Entrepreneurship ENTREPRENEUR
overall intention of creating social good, operating  These entrepreneurs start a company 1. Decisive
from a triple bottom line perspective of people, knowing from day one that their vision
planet, and profit. Ex: Gina Lopez 2. Opportunistic
could change the world.
 “Social entrepreneurs are people who  They attract investment from equally
recognize social problems, decide to roll up their 3. Time management
crazy financial investors – venture
sleeves and get into action using entrepreneurial capitalists. CHARACTERISTICS OF RISK TAKER
principles to organize, create, and manage a  They hire the best and the brightest.
venture to implement social change that is 1. Foresight
Their job is to search for a repeatable
sustainable, good for the planet and for the highest and scalable business model. When 2. Willingness
good of humanity.” they find it, their focus on scale requires
even more venture capital to fuel rapid TYPES OF COMPETITION
2. Serial Entrepreneurs expansion. Ex: MSMEs 1. Head-to-head (direct competition)
 Serial entrepreneurs set up businesses,
and bring them to a stage of development where 3.Large Company Entrepreneurship 2. Head-to-throat (indirect competition)
they can move on either by selling according to a  Large companies have finite life cycles.
pre-determined exit strategy, or place the enterprise Most grow through sustaining
in the hands of a successor or group of successors innovation, offering new products that Human Resources / Manpower
while retaining some degree of investment and/or are variants around their core products.  Heart of the business
strategic input, they start their next venture, with a  Changes in customer tastes, new
view to repeating the process again. technologies, legislation, new
competitors, etc. can create pressure for Financial Resources / Money
 a group is engaged in all the way to broad
LEADERSHIP FRAMEWORK
leadership
situation
followership
Leadership depends on several factors including:
1. Situation
2. And the followers,
3. Not just the leader qualities or
characteristics.
LEADERSHIP
 Leadership is more than just the kind of
person the leader is or the leader does.
 Leadership is the process of influencing
others toward achievement of group goals.
 It is not just a person or a position.
If we use only leaders as the lens for understanding
leadership, then we get a very limited view of
leadership process by adding two other complementary
lenses; the followers and the situation. However, using
only the followers or the situation as lens would give us
an equally limited view of leadership process only
occurs when we use the three senses to understand it.
THE FOLLOWER
 Followers are a critical part of the
leadership equation; but their role has not always
been appreciated.
 However, the followers’ expectations,
personality traits, maturity levels, levels of
competence and motivation affect the leadership
process too.
THE SITUATION
 Leadership makes sense only in the
context of how the leader and the follower interact
in a situation. (you cannot measure good
leadership style if they don't experience failure and
critical situations where they need to make
decisions)
 The situation may be the most
ambiguous aspect of the leadership framework
since it can refer to anything from the specific task
e. High degree of creativity, ingenuity and
situational contexts. ready access to unconscious; rich in
new ideas, stimulation and innovation.
KNOWLEDGE TRAITS OF 2.REALITY
LEADERSHIP a. Faces the facts, does not have
illusions, never lies to self about truth
DUTIES
CHARACTER
b. Interact with clients; provides attention
to practical details and precise need of
COMPETENCIES the current market and customer
c. Address problems and opportunities;
obtains extensive information and
knows the business thoroughly; knows
how to adapt well to situations
(business know how)
d. Solves problems and makes sound
decisions and taps opportunities at
work.
5 DIMENSIONS OF LEADERSHIP e. Understand people, events and trends;
being in touch with the changing
1. Vision
external forces and people
2. Reality f. Well informed about public events
3. Service 3.SERVICE
a. Believes that people matter; ethical
4. Heroism behavior show esteem (industrial
revolution where people are treated as
5. Self-awareness & Personal Growth machine)
b. Respect for human dignity; people
matter and so be sensitive to their
Leadership excellence matters in all feelings
dimensions: c. creates climate that motivate and
inspire
1.VISION d. Teamwork; shows active interest in
a. Sees the wider view, thinks big and other people's point of view; good
anew teamwork accomplished tasks while
b. Clear picture of the desired end-result working together. (Together, Everyone,
c. Logical intelligence; good at abstract Achieve More)
reasoning and analysis; takes a e. Ethics (morality and integrity), thinks
problem apart into its many specific win-win, avoids conflict (Morality and
issues where they can be addressed issue in the company, Integrity define
one at a time. as doing the right thing even in front of
d. Systematic, strategic, and integrative no one; meaning you should do things
thinking; capacity to see larger, novel not because it is what is stated, what
patterns and scenarios
the policy says or because it is
mandated by your head)
f. Quality; mentors actively taking
responsibility to develop subordinates;
does the right thing the first time
“there is no right way to do a wrong thing”
“there is no pillow as soft as the clear
conscience”
4.HEROISM
a. Courage to be proactive; acts with persistence
b. Keeps promises made
c. Achieves goals
d. Pushes personal and organizational growth
e. Exercise will to achieve, willingness to risk and
aware of consequences
f. Energy and enthusiasm; uses anxiety and guilt
constructively
Three Key Attitude to Achieve Heroism
It is not easy to become a hero
a. Objectivity – what are your objective why you’re
doing such
b. Credibility – are your credible, the right person
to do the job/task for them to believe that you can
achieve the goals or push them for personal or
organizational growth, if they cannot see these on
you, it is very impossible that they will follow and
believe in you.
c. Effectiveness – based on the fast experiences
dealing with them how effective are you in terms
of your actions and decisions, how about the
results does it give impact to the organization or
to them personally
5.SELF-AWARENESS & PERSONAL GROWTH
a. Processes and reflects on personal dilemmas,
manages change and resistance (how to deal
with change is the most common problem a
leader experienced)
b. Putting one's life in order – as a leader you
should not only focus on company of
organizational growth more so on your
subordinates, giving them hope and
encouragement for the betterment of their career
towards a better living
 c. Determine what one stands for,Key what
Principles
impact one of a Good Leader aligned team with a homogeneous level of  Narcissistic (having an excessive or
want to make – your decisions can affectSituation
the – what is the situation all expertise, a more democratic or laissez-faire erotic interest in oneself and one's
business as a whole and most especially
about?the life style may be more effective. The style physical appearance.)
of your subordinates. There are decisionsReaction
that – what are the feelings about adopted should be the one that most  Narcissistic personality disorder is a
need to be made even it can hurt someone
the situation
for and why? effectively achieves the objectives of the mental disorder in which people have an
the common good. “Learn from the Past, liveReflection
the – what are the insights, the group while balancing the interests of its inflated sense of their own importance, a
Present moment, dream for the Future” thoughts and the feelings? individual members deep need for admiration and a lack of
d. Develop a world view that guides interactionAction
with – what action or decision should empathy for others. But behind this
others – always consider thepursue, external
what would be the consequences of the 1. AUTOCRATIC OR AUTHORITARIAN mask of ultra-confidence lies a fragile
environment because these is where action?
you can  Under the autocratic leadership style, all self-esteem that's vulnerable to the
depend the sustainability of your business. decision-making powers are centralized slightest criticism
in the leader, as with dictators. Leaders  Narcissistic leadership is a leadership
do not entertain any suggestions or style in which the leader is only
e. Acquire habit of updating oneself initiatives from subordinates. interested in him/herself.
regularly – now a days leaders should develop an  The autocratic management has been  Their priority is themselves - at the
attitude of assessing oneself as to the nature of successful as it provides strong expense of their people/group members.
their work and what their job needs. If you feel motivation to the manager.  This leader exhibits the characteristics of
you need to upgrade yourself though continuous a narcissist: arrogance, dominance and
study and learning start doing and don't waste TASKS OF LEADERS TO TEACH hostility.
your time, competition is everywhere, how if your LEADERSHIP  It is a common leadership style. The
best competitor is just beside you or within the 1.Challenge organization to think and act narcissism may range from anywhere
same organization, you should take your like leaders between healthy and destructive.
advantage.  It permits quick decision-making, as
2.Help others learn how to challenge only one person decides for the whole  To critics, "narcissistic leadership (preferably
What is a Leader? group and keeps each decision to destructive) is driven by unyielding arrogance,
 A leader is somebody whom people 3.Release leadership power and creativity him/herself until he/she feels it needs to self-absorption, and a personal egotistic need for
follow or as somebody who guides or directs by empowering people be shared with the rest of the group. power and admiration."
others.
 He exercises his/her free will. 4.Reveal to people their possibilities 2. PARTICIPATIVE OR DEMOCRATIC
 Use his ear and mind to face the  The democratic leadership style consists
5.Model what it is to think and act like a
challenges. A leader combines results and service of the leader sharing the decision-
leader
as basis of decision making. making abilities with group members by
6.Create a critical mass of leaders promoting the interests of the group
Who are the Leaders? members and by practicing social
 A leader is a person who has decided to DIFFERENT LEADERSHIP STYLES equality.
lead and is truly effective in achieving worthy  This has also been called shared
results in any field; no matter what obstacles; with Leadership style is a leader style of leadership.
unfailing regard for human beings and with providing direction, implementing plans, and
unimpeachable character and integrity. (Peter motivating people. It is the result of the 3. LAISSEZ-FAIRE OR FREE-REIN
Kaustenbaum) philosophy, personality and experience of  A person may be in a leadership position
the leader. without providing leadership, leaving the
Authentic leader demonstrates leadership in all Different situations call for different group to fend for itself.
areas of life: leadership styles. In an emergency when  Subordinates are given a free hand in
1. Work there is little time to converge on an deciding their own policies and
2. Self agreement and where a designated methods.
3. Family authority has significantly more experience  The subordinates are motivated to be
4. Social Responsibility or expertise than the rest of the team, an creative and innovative.
5. Financial Stability autocratic leadership style may be most
effective; however, in a highly motivated and 4. NARCISSISTIC
 knowledge is used to make decisions to  Confidence and self-assured leaders are  Empathy is the ability to put yourself in
improve the organization through proper utilization. able to clearly convey what they know, another person's shoes. In the absence
and are also not afraid to admit that they of empathy it is impossible to build trust.
As basis of decision-making, leaders don't know something.
should be able to do well-informed and well 10. Intuitiveness
considerate decisions from multiple perspective 4.Persuasion Skills
the goal is to make a well informed  Logic and reasoning ability can only get
decisions  One of the most important tasks of you so far.
the leader is to persuade and  In the rapidly changing world of today, it
CHALLENGES FOR LEADERS IN APPLICATION OF influence others. is impossible to always know everything
KNOWLEDGE AS BASIS OF DECISIONS so you can make a fact-based rational
5.Tough Minded decisions.
How to understand the complex decision
making situation
 For an individual to be a good EFFECTIVE LEADERSHIP DUTIES
How to utilize information and knowledge
leader, they have to strike a
in order to influence other's in decision making.
balance between caring for their 1. Build Trust within your Team
team and being logical enough to  It is vital to have trust in your team. Your
DUTIES
make a practical decisions. team must trust you, and each other, if
One of the most important task of any
leader is to persuade and influence others. they are to achieve the targets that you
6.Emotional Stability and the organization set for them.
A good leader has the ability to inspire
confidence, courage, motivate or diplomatically  Leading a group or organization is a  Building trust is not a simple process, you
persuade people to come around from their point of have to take your time and earn the trust
stressful affair.
TRAITS OF LEADERSHIP view. of your team members.
 Good leaders must have emotional
 Leadership is an amazing experience stability to tolerate a great deal of
that will take you on roads that you've never  Trust is a huge driver of productivity and
frustration.
traveled before. performance.
 It will take tons of practice and time  Team building exercises can help the
7.Dominance and Assertiveness
before becoming an effective leader but eventually  Successful leaders possess some team members to get to know one
you will join the ranks of great leaders. common personality traits that make them  One of the key leadership traits is another and develop personal bonds.
 Leaders have the power to make or capable of being effective in a leadership dominance and assertiveness. They
break the organization role. should be assertive in how they think 2. Create a Vision Statement
 They can drive the organizational and deal with others.
success TRAITS OF SUCCESSFUL LEADER  All great leaders have vision for their
organizations.
1.Eagerness to accept responsibility  They know what the organization must
KNOWLEDGE
 Facts, information and skills acquired by  A capable leader is always eager to 8. Charisma achieve collectively and how to align
a person through experience or education. each individuals work to this overall
accept responsibility, they do not run
 The theoretical or practical understanding  Followers usually perceived successful vision.
away from it.
of a subject leaders as larger than life. Leaders with  Creating a vision statement is one of the
 Knowledge is POWER (authority, 2.Physical Strength and Stamina charisma have the ability to inspire most important task you will face as
responsibility & influence) strong emotions in their followers by leader.
 True leaders work with others to translate
 Leaders typically have to work showing them a vision that captivates
their knowledge into initiatives that benefit their
tremendous stress. They also have to them.  Without one, your organization will make poor
organization. travel different places across different decisions that run counter to what you want to
time zones, or attend high pressure 9. Empathy achieve.
ROLES OF KNOWLEDGE IN LEADERSHIP meetings and conferences.
 This is one of the main qualities that a VISION
1. Knowledge as a valuable resource and – A clear picture of a desired end result
value driver for organizations. 3.Confidence modern leader should possess.
– Specific and tangible in the imagination
 – Deals with a distant future state a) Meetings allow to convey more formal
– Noble, worthy of one's commitment messages
– Inspiring, exciting and really desired b) Informal conversations can help also in
proper dealings with your team members.
MISSION
– A specific task a person or group is supposedCreate Accountability
to perform Each team contain members with
– Self-imposed duty or calling various levels of skill and experience.
– The purpose of existing Proper delegation can help achieved
set goals
Creating accountability is one of the
key tasks you'll face as a leader. Let each
member of your team perform their own role.
a) what you need them to achieve
b) what tools do they have at their disposal
c) do they have skills needed to achieve
results
Competencies
Competencies are particular qualities that
a company's recruiter have decided are desirable for
employees to possess.
VISION STATEMENT Competencies are combinations of
– It explains what the company wouldattitudes,
like havingskills and knowledge that an individual
achieved its goals and why they're important.
develop and apply for successful learning, living and
– It should be inspirational and aspirational
working.in a way
that challenges and inspires employees, creating
Critical Thinking
mental image of the future state that the organization
Problem Solving
wishes to achieve.
Managing Information
– Having a vision statement is just a start,Creativity
you need and Innovation
to bring that vision to life through your team.
Communication
– Your company's vision statement differs from its
Collaboration
mission statement.
Cultural and Global Citizenship
 Mission Statement is an act of self-discovery,Personal notGrowth and Well Being
an act of creation.
Character
Action without vision just passes time… Character is fundamental to effective
leadership because good character build trust, and
Vision without action is just a dream;
Vision with action can without trust,the
change people will not follow you.
world… Without followers, obviously one cannot
lead.
Character plays a vital role in leadership
EFFECTIVE LEADERSHIP DUTIES cont… and one's career, but character can make or break
career.
3. Spend (Quality) Time with your People
 Two-thirds of employees believe that their
managers don't spend enough time with them.
 Effective communication allows to bridge
this gap.
Relationship of Character to Leadership relationships, genuine concern for
 It comes from a Greek word other is important for small
“KHARAKTER” which refers to a chisel business.
or marking instrument for metal or
stone.
“Our character, is our mark engraved into “Good Character is not just for the noble
something enduring, we can mold hearted, it is a choice. Our character is
mannerisms, but we must chisel our formed every time we face a defining
character. We don't carry around a stone or moment that challenges us to sort through
a sheet of metal marked with our our core values and principles”
character.”
“Be not afraid of greatness; some are born
 Integrity and honesty are important great, some achieve greatness, and some
leadership qualities. have greatness thrust upon them”
 Integrity and Honesty is essential to – William Shakespeare
leadership and character.
 Honesty is absolutely essential to
leadership and character.
 Integrity – the practice of aligning your
actions, feelings, and thoughts with your
values.
ROLE OF CHARACTER IN LEADERSHIP
1.Commands Respect
 Good Character in leadership commands
respects.
 People with poor character aren't
respected because they have shown
that they will not make good choices or
make decisions that are in the interest of
the team.
2.Brings Excellence
 Leadership with good character brings a
spirit of excellence to a small business.
 This character attribute encourages team
members to learn more and do more.
3.Genuine Care
 People with Good Character
genuinely care about the people
they work with.
 A respectful distance must be
maintained in working
 Task-oriented
Most leaders are afraid of this stage

Why leaders are afraid of this stage

1. Lack of discipline
5 LEVELS OF LEADERSHIP by John Maxwell 2. Work ethics
3. Skills
4. Experience (new entrants / new at work)
PEOPLE DEVELOPMENT
 People-oriented
 Leaders must translate from production
to development
 Leaders must invest time and money
 They apply KYE (Know Your Employee)
Basic Knowledge on Employees
1. Work Ethics
2. Culture
3. Background (family & lifestyle)

PINNACLE
 Reaching this stage is not easy; hardest
to reach; high expectations and bigger
responsibilities
 Not a resting place but start of another
leadership milestone; they need to learn
again
 Requires energy, time, and patience
 Leaders need emotional stability
 Leaders require lots of responsibility and
integrity

 VMOKRAPI – part of strategic planning;

Vision, Mission, Objectives, Key Result
POSITION Areas, Performance Indicators
Does not require effort, ability, and  Pareto Principle – 80 20 Rule; this rule
knowledge to achieve. suggests that 20% of your activities will
They set rules and procedures account for 80% of your results.
Leaders have only subordinates not team
members
Bosses not leaders

PERMISSION
Leaders influence
Followers feel that they can learn, learn
their functions and follow their leader.
People go along with leaders they go
along with
First step to leadership

PRODUCTION
 All organizations operate according to carefully coordinated, ultimately to
overall values, or priorities in the nature of how they achieve the goals set for the system
carry out their activities.
These values are the personality, or b.Outputs
culture, of the organization.
 are tangible results produced by
processes in the system, such as
ELO: ORGANIZATION STRATEGIC GOALS products or services for consumers.
Organizational members often work to
achieve several overall accomplishments, or goals, c.Outcomes
ORGANIZATION
as they work toward their mission.
A social unit of people that is structured  or benefits for consumers, e.g., jobs for
and managed to meet a need or to pursue workers, enhanced quality of life for
collective goals. customers, etc. Systems can be the
All organizations have a management ORGANIZATION AS A SYSTEM entire organization, or its departments,
structure that determines relationships between the  Organizations usually follow several groups, processes, etc.
different activities and the members, and overall general approaches to reach their
subdivides and assigns roles, responsibilities, and goals.
authority to carry out different tasks.  Systems and Processes that [hopefully]
Organizations are open systems–they are aligned with achieving the goals  Each organization has numerous
affect and are affected by their environment (mutual  Organizations have major subsystems, subsystems, as well.
relationship with internal and external factors) such as departments, programs, divisions,  Each subsystem has its own boundaries
Basically, an organization in its simplest teams, etc. of sorts, and includes various inputs,
form is a person or group of people intentionally  Each of these subsystems has a way of processes, outputs and outcomes
organized to accomplish an overall, common goal doing things to, along with other geared to accomplish an overall goal for
or set of goals. subsystems, achieve the overall goals of the subsystem.
Business organizations can range in size the organization. 1. Departments
from one person to tens of thousands.  Often, these systems and processes are 2. Programs
The organization is depicted by its define by plans, policies and procedures. 3. Project
organizational charts, job descriptions, marketing  It helps to think of organizations as 4. Teams
materials, etc. system. 5. Processes to produce products or
Organizational charts represents services, etc.
Functions and Administration SYSTEM
 a system is an organized collection of  Organizations are made up of people –
parts that are highly integrated in order to who are also systems of systems of
IMPORTANT FEATURES OF AN ORGANIZATION systems – and on it goes.
accomplish an overall goal.
 The system has various inputs which are
VISION processed to produce certain outputs, that SUBSYSTEMS
Members of the organization often have together, accomplish the overall goal  is an organized collection of parts that
some image in their minds about how the desired by the organization. are highly integrated in order to
organization should be working, how it should  Systems have inputs, processes, outputs, accomplish an overall goal.
appear when things are going well. and outcomes.
FEEDBACK
MISSION a.Inputs  information about reactions to a product,
An organization operates according to an a person’s performance of a task, etc.
 include resources such as raw materials, which is used as a basis for
overall purpose, or mission.
money, technologies and people. improvement.
 These inputs go through a process where  The process in which part of the output of
VALUES they're aligned, moved along and a system is returned to its input in order
to regulate its further output, and should
 be essential part of education, training mission, goals and strategies, policies
(Training and
Need Assessment); helps to determine  Sound and effective organization
and personal development. procedures, operating manuals, etc. capacity believes on organization.
 Working without feedback is similar to  is also maintained or controlled by policies and  The term specialization is related to
setting out an important journey minus a procedures, budgets, information management CONTEXTUAL DIMENSIONS work and employees.
map or signposts. systems, quality management systems,
Culture – the values and beliefs shared  When an employee takes special type of
 It is very difficult to be very self-aware performance review systems, etc. by all (note that culture is often discerned by knowledge and skill in any area, it is
without feedback from others. examining norms or observable behaviors in the known as specialization.
 Self-awareness and monitoring provide a workplace)  Modern business organization needs the
good platform but feedback from others specialization, skill and knowledge by
informs us in ways that enriches our self- this desired sector of economy and thus,
knowledge. Environment – the nature of external efficiency would be established.
influences and activities in the political, technical,  Right person for the right job
HOW FEEDBACK HELPS social and economic arenas
 Feedback helps people find answer to 3.Principle of Coordination
these vital questions.
Goals – unique overall priorities and  In an organization many equipment, tools
1. Why does my role exists?
desired end-states of the organization are used.
2. What am I supposed to achieve?
3. How is my performance tracking?  Coordination can be obtained by group
4. What is the best use of my time? Size – number of people and resources effort that emphasize on unity of action.
5. How do I influence others? and their span in the organization  Therefore, coordination facilitates in
6.What is the quality of my relationships with several management concepts
BASIC DIMENSIONS OF AN ORGANIZATION
manager, team members, and colleagues?
Technology – the often unique activities 4.Principle of Authority
STRUCTUAL DIMENSIONS needed to reach organizational goals, including
nature of activities, specialization, type of  Authority is the kind of right and power
Centralization – the extent to which
equipment/facilities needed, etc. through which it guides and directs the
functions are dispersed in the organization, either
actions of others so that the
in terms of integration with other functions or
organizational goals can be achieved.
geographically.
 It is also related with decision making. It
is vested in particular position, not to the
Formalization – regarding the extent of person because authority is given by an
policies and procedures in the organization institution and therefore it is legal.
PRINCIPLES OF ORGANIZATION  It generally flows from higher level to
1.Principle of Unity of Objectives lowest level of management. There
Hierarchy – regarding the extent and should be unbroken line of authority.
configuration of levels in the structure  You work differently with your client’s
organization, depending on the
organization’s culture. An organization’s 5.Principle of Responsibility
Routinization – regarding the extent that
organizational processes are standardized culture is similar to its overall
“personality.” For example, some  Authentic body of an organization is top
THE POWER OF FEEDBACK organizations operate in a highly level management, top level
 Feedback is the information we all need to beSpecialization
truly – regarding the extent to “business-like” fashion with extensive management direct the subordinates.
effective in the workplace. which activities are refined formality of rules. Other organizations  Departmental managers and other
 Most effective leaders actively seek feedback to pride themselves on operating in a personnel take the direction from top
enhance their performance. highly informal, relaxed fashion. level management to perform the task.
Training – regarding the extent of  Authority is necessary to perform the
activities to equip organization members with 2.Principle of Specialization work only authority is not provided to the
ORGANIZATIONAL SYSTEM knowledge and skills to carry out their roles; TNA people but obligation is also provided.
 is defined by, e.g., its legal documents (articles of So the obligation to perform the duties
incorporation, by laws, roles of officers, etc.), and task is known as responsibility.
 Responsibility can’t be delegated. It can’t 11.Principle of Communication You work differently with your client’s
be avoided. organization, depending on the organization’s
 Communication is the process of transformation
culture. of
6.Principle of Delegation information from one person to another of differentAn organization’s culture is similar to its
levels. It involves the systematic and continuous
overall “personality.” For example, some
 Process of transferring authority and process of telling, listening and organizations
understandingoperate in a highly “business-like”
creation of responsibility between opinions ideas, feelings, information, views etc,
fashion with inextensive formality of rules. Other 6.Style of Leadership used by your
superior and subordinates to accomplish flow of information. organizations pride themselves on operating in a Current Client
a certain task is called delegation of  Effective communication is importanthighly informal, relaxed fashion.  Consider your client to be the person with
authority. Authority is only delegated, not whom you are currently working most
responsibilities in all levels of 12. Principle of Personal Ability closely to set direction and follow that
management. The authority delegated Life cycle of the Organization direction in the project. As much as
should be equal to responsibility.  For sound organization, human resources Theisparticular life cycle of an organization possible, you should accommodate to
important. Employees must be can make Able
capable. a big difference in how consulting should your client’s style of leadership. There is
7.Principle of Efficiency employees can perform higher. be
Mainly carried
training out
and because organizations often operate a variety of leadership styles, ranging
differently during
development programs must be encouraged to different life cycle stages. For from highly involved to detached.
 In enterprise different resources are develop the skill in the employees. example, the nature of their planning, policies and
used.  SKAV (Skills, Knowledge, Abilities, procedures
Values) can – change substantially between
 Therese resources must be used in Qualification upon hiring employeesstages. 7.Rate of change in the External
effective manner. When the organization Environment
fulfill the objectives with minimum cost, it 13. Principle of Flexibility  Certain types of organizations are in the
is effective. Size of the Organization midst of tremendous change, for
 Organization must always concentrate on  Organizational structure must be The larger the organization, sometimes
flexible example, technologies, health care and
efficiency considering the environmentalthe more complex the nature of its issues and the
dynamism. transportation. Often, the faster the rate
Sometimes, dramatically change may occur in the the actions needed to address those
more complex of change in the external environment,
8.Principle of Unity of Command organization and in that condition, issues. Consultants usually consider the size in
organization the more that your projects will need to
should be ready to accept the change. terms of the number of divisions, products and focus on helping your clients to
 Subordinates should receive orders from  Routing / Routinization services, and personnel because those features are recognize and guide change in their
single superior at a time and all most often associated with specific organizational organizations, as well.
subordinates should be accountable to 14. Principle of Simplicity issues.
that superior. More superior leads to
 This principle emphasizes the simplicity of 5 ESSENTIAL QUALITIES OF ENT’L
confusion, delay and so on.
organizational structure, the structureSource if of the Top-level Leadership LEADERS
organization should be simple with minimum In executive-driven businesses, you will
9.Principle of Span of Control 1. Vision and dissatisfaction of the
number of levels do that its member anneed to carefully consider the role of the Chief
present (think out of the box)
 unlimited subordinates cannot be understand duties and authorities. Executive Officer and other executives in your
supervised by manager, this principle project. If the source of leadership in an organization 2. Knowing and taking advantage of your
thus helps to determine numerical limit if is the Board of Directors (it is Board-driven), then unfair advantages.
subordinates to be supervised by a you will need to carefully consider the role of the
manager. This improves efficiency. Board in your project. 3. The ability to get people on board and
add to the vision.
10. Principle of Balance Style of Leadership 4. Flexibility to adapt openness to
Consider your client to be the person with feedback and ability to learn.
 the functional activities their establishment and whom you are currently working most closely to set
other performances should be balanced properly. direction and follow that direction. 5. Persistence and execution.
Authority, centralization, decentralization must be
CONSIDERATIONS IN ORGANIZATION Accommodate your clients’ style of
balance equally. leadership.
 This is very challenging job but efficient Culture of the Organization
management must keep it.
 Leadership is NOT A POSITION, it is a
RESPONSIBILITY

ACTION PLAN – considers P’s of mktg

a. Product
b. Price
c. Place
d. People
e. Promotion
f. Positioning
g. Packaging

OBJECTIVES – considers 6Rs

a. Revenue - Market results
b. Return - Financial results
c. Recognition
- Customer results / Client’s
preference
d. Rating - People results
e. Reach - Market results
f. Responsiveness
- Customer end-results

KRA – qualitative statement that

precisely identify measurable and end-
results.