UNDERSTANDING CAREERS.

ORGANISATIONAL DYNAMICS.
IMPORTANCE OF LEADERSHIP.

PROF. ADITI MISHRA

EACH GROUP WILL BE ASSIGNED 15 MINUTES TO DISCUSS AND WRITE THE CORRECT
ANSWERS. MENTION YOUR NAMES ALONGWITH GROUP NUMBER ON THE ANSWER
SHEET.

 Q1. Name the 5 steps or processes of management.

 Q2. Mention 2 factors that can make an employee
successful.
 Q3. Is management an art or science?
 Q4. Define policies.
 Q5. What is meant by unity of command?
 Q6. What is hierarchy?
 Q7. What is the full form of TOWS?
CAREER
DEFINING CAREER
 The progress and actions taken by a person
throughout his/her lifetime with regards to the
person’s occupation is called as career.
 It includes the jobs held, responsibilities handled
and work completed over a period of time.
 It is an individual journey of learning and growth.
 It creates a meaningful vocation providing job
satisfaction and financial security.
 It could refer to a series of jobs in different firms
or a series of roles held in a single firm as well.
 WHAT FACTORS AFFECT CAREER CHOICES?

 Childhood ambitions.
 Educational Background
 Skills/ Abilities/ Talents
 Professional Skills
 Cultural Background
 Social and Economic Background
 Social Expectations
 Gender
 Personality Type
 CAREER PLANNING/ MANAGEMENT
 A process where the individual sets career goals and identifies the ways to
achieve them.
 Steer our career in the right direction by implementing our education and
skills.
 It can be within an organisation or out of the workplace by skill or role
upgradation (through higher studies or focussed skill development). G ood
industrial contacts and latest skills make us attractive to a prospective
employer.
 Career management is an important function of the HR team who need to
ensure that people with proper qualifications and experiences are available.
 Job Assessment, Stretch Assignments, Job Enlargement, Job
Enrichment, Job Rotation, perioidic Training and Development,
Succession Planning, Increase in Pay, Promotion, External Job Offers.
All these ensure Job Satisfaction and motivate employees for a long work
tenure.
 WHY DO PEOPLE CHANGE CAREERS?

 Lack of job satisfaction.

 Lack of work recognition.
 Ineffective leadership skills.
 Lesser pay than expected.
 Limited growth options.
 Performance Issues.
 Poor interpersonal relations within the firm.
 Poor work life balance.
 Geographic relocation.
 To pursue higher education, gain professional skills and hence search for
appropriate roles.
 TOOLS TO AID IN CAREER CHOICES
 Aptitude tests = evaluation of a person’s talents, abilities, skills and
potential to perform certain tasks. It determines the individual’s capacity
to succeed in a given activity.
 Career Counselling = The focus of career counselling is generally on
 career exploration, career change, personal career development and
other career related issues.  Career counsellors work with adolescents
 seeking to explore career options, experienced professionals
contemplating a career change, parents who want to return to the world of
work after taking time to raise their child, or people seeking employment.
Career counselling is also offered in various settings, including in groups
and individually.
 They guide and counsel on higher studies, possibilities, chances and
nature of courses and institutes. There are many such service providers all
over the world providing online counseling to people about their career or
conducting a psychometric test to know the person's aptitude as well as
interests.
SUCCESSFUL CAREER

 Synonymously used with the financial growth and the status

earned by a person in his lifetime.
 The level of authority enjoyed by the person in his recent roles.
 Job satisfaction.
 Work Life Balance
 Sense of Personal Achievement/ Growth
 Career Success is affected by social comparisons.
VIDEO

DEFINITION OF MANAGEMENT
LET’S DEFINE ORGANISATION

 An organisation is an entity comprising of multiple people,

resources, policies and procedures brought together with a
collective goal.
 Management is the soul of the organisation.
 Leadership is the foundation of the organisation.
 It is linked to the external environment.
 Any changes in the environment will have an impact on its
functioning.
 It is dynamic in nature.
 It has multiple teams working towards attaining the common goals.
ELEMENTS OF ORGANISATION

 Human capital
 Financial capital
 Ideas
 Mission, vision and values
 Culture
 Multiple departments in different levels of authority
 Common goals
 Policies and guidelines
 KRAs and KPIs
 External and Internal Environment
 Leadership Teams
DEFINING ORGANISATION STRUCTURE

 An organisation structure is a process or system through of

directing task allocation, coordination, authority and
responsibility allocation, hierarchy, supervision and feedback
towards achieving the goals of the firm.
 Centralisation of power and decision making.
 Responsibility is vested in the lower parts of the hierarchy.
 An organisation can have multiple org. structures basis
departments, authority, product lines, geography etc.
 TOP UP AND BOTTOM DOWN APPROACH
 TYPES OF ORGANISATION
STRUCTURES
 Line Org. Structure has only direct, vertical relationships between
different levels in the firm
 Line and Staff Org. Structure - provides expertise, advice and support
for the line positions.
 Function Org. Structures – divide the organisation into a number of
functions which are performed by experts. Developed- by F W Taylor.
 Project Org. Structures - temporary for specific projects for a specific
period of time. The specialists from different functional departments
are drawn to work together.
 Matrix Org. Structures - referred to as the “multiple command system”
has two chains of command. One chain of command is functional in
which the flow of authority is vertical. The second chain is horizontal
depicted by a project team, which is led by the project, or group
manager who is an expert in his team’s assigned area of specialisation.
Combination of Function and Project Org. Structures.
 WHAT IS ORGANISATIONAL DYNAMICS?
 It is a process of continously and dynamically strengthening resources and
improving employee performance.
 It is how an organisation manages and promotes learning and growth,
better business solutions and does strategic management.
 It is the interplay of the various internal and external factors of a
firm and how they can affect the functioning of an organisation. It
is also how these factors can be managed tactfully by the
management teams to ensure zero disruption of the plans.
 Organizational dynamics is another word for organizational behavior, a
cross-discipline field that deals with how people behave in an organized
group setting, such as a place of business.
 Independent yet interrelated teams.
 Work allocation, Division of labour, Division of authority and responsibility.
 THE MEASURE OF A SUCCESSFUL AND HEALTHY ORGANISATION.-
 ELEMENTS OF ORGANISATIONAL DYNAMICS
 PLANNING – PREMISING, define departments, set goals and do work
allocation, ensure inventory control, production scheduling, predicting the
future, forecast profits and manage them.
 GOAL EXECUTION or CHASING GOALS – implement, evaluate and follow
the set goals by allocating resources and responsibilities to teams with
appropriate skills. Implement the best possible strategy to reach the aims,
 RESOURCE CONTROL – how the management gathers data to understand
if goals are met and what resources have been utilised.
 LEADERSHIP – the pull factor in an organisation that motivates employees
and ensures that they are going in the right direction.
VIDEO

 LEARN HOW TO MANAGE PEOPLE AND BE A BETTER LEADER

 LEADERSHIP

 The art or process of influencing others so that they strive

wilfully and enthusiastically towards achievement of the
goal. It is closely related to motivation and creating zeal.

 Features –
1. It is not a single act or a set of acts. It is a continuous process.
2. It involves influencing others positively.
3. It goes beyond goals to create a broad vision and mission for
the firm.
4. It is an important part of management teams today.
5. They have the authority to take decisions.
 WHAT MAKES A GOOD LEADER ?
A fine line difference exists between managers and leaders. It is – ATTITUDE
(behavioural tendencies).
 The ability to Inspire.
 The effective use of power in a responsible manner.
 The understanding that humans have different motivating factors in
different situations.
 Motivating employees and hence creating an environment of positivity and
team spirit.

PRINCIPLE OF LEADERSHIP
 Since people tend to follow those who offer them a means
of satisfying their personal goals, the more managers
understand what motivates their employees, the more
effective they will be as leaders.
TYPES OF LEADERSHIP

 Charismatic leadership - relies on the charm and persuasiveness of the

leader. Charismatic leaders are driven by their convictions and commitment to
their cause.
 Autocratic leadership commands and expects compliance. It is leading by
rewards and punishment.
 Democratic or participative leadership is consulting with subordinates and
encouraging the participation of the entire organisation.
 The free- rein leadership style uses little power and gives subordinates a
good amount of freedom.

 AZIM PREMJI, DHIRUBHAI AMBANI, DR. VERGHESE KURIAN.

TRANSACTIONAL AND TRANSFORMATIONAL
LEADERS
MANAGERS VS LEADERS
THE FOLLOWING TABLE SHOWS THE DISTINCT
ELEMENTS WHICH FALL UNDER EACH CATEGORY.
LEADERSHIP BEHAVIOR

 LEADS SELF
 LEADS OTHERS
 LEADS MANAGERS
 LEADS THE ORGANISATION
 CASE STUDY (30 MINS)

1. What is the leadership style demonstrated by Mr. Premji ?

2. Is he recognised as a leader? If yes, why so ? Relate your answer
to any leadership style.
3. What values does he communicate to his organisation?
THANK YOU