MANORANJAN DHAL

Katz Leadership Skills Model

Conceptual Each targeted level requires slightly different skill mixes and therefore will have different educational needs. Executives

Human

Middle Managers

Technical

First Line Supervisors

Adapted from Robert Katz, Skills of an Effective Administrator

Engagement is all about creating a culture where people do not feel misused, overused, underused, or abused. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work Truly engaged employee are attracted to, and inspired by their work

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Achieve the business outcomes of their roles Contribute to creating a productive workplace Drive customer engagement

Make more money for the company Contribute towards a healthy working environment Stay with the organization longer More committed to quality and growth Need the least amount of supervision Create competitive advantage

Tend to concentrate on tasks rather than the goals They want to be told what to do They have no real aspirations of their own These employees tend to feel that their contributions are being overlooked. They hang back and do the minimum

They act out their discontent and sow seeds of negativity at every opportunity. Indifferent to company goals and mission Loss of productivity, including absence, illness and other problems. May refuse to become part of any solution.

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FINANCIAL OUTCOMES

How can we grow? Do I belong?

Growth

Team Work Management Support

What do I give? What do I get?

Basic Needs

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 Focus

me Know me Care about me Hear me Help me feel proud Help me review my contributions Equip me Help me see my value Help me grow Help me see my importance Help me build mutual trust Challenge me

To measure engagement, we look at three elements: say, stay and strive. Employees are engaged when they:

Speak positively about the organization to coworkers, potential employees and customers, Have an intense desire to be a member of the organization, and Exert extra effort and are dedicated to doing the very best job possible to contribute to the organization's business success.

1.Hindustan Unilever Ltd 2.Aditya Birla Group 3.LG Electronics India 4.Godrej Consumer Products 5.Bharti Airtel 6.NTPC 7.Becton Dickinson India 8.Aircel 9.Wipro 10.Marriott India 11.Kotak Mahindra 12.Scope International

13.Dr Reddy's Laboratories 14.Whirlpool India 15.Maruti Suzuki India 16.Canon India 17.Ford India 18.Tata Teleservices Ltd 19.MindTree Ltd 20.NIIT 21.Tata Steel
22.Jubilant Foodworks Ltd 23.Cognizant Technology Solutions 24.FirstSource 25.Aegis Ltd

What about your job makes you jump out of bed in the morning? What makes you hit the snooze button? If you were to win the lottery and resign, what would you miss the most? What would be one thing that if it changed in your current role, would make you consider moving on? If you had a magic wand, what would be the one thing you would change about your department?

A persons ability to do something well

Information that a person uses in a particular area

A persons view of self, identity, personality, worth.

A typical aspect of a persons behaviour, e.g. good listener

A drive, (underlying need for achievement, affiliation or power)

Connect Confidence Credibility Collaborate Control Contribute Career Clarity

Convey

Congratulate

MANAGERS JOB IS TO MOLD, OR TRANSFORM EACH EMPLOYEE INTO THE PERFECT VERSION OF THE ROLE.

Show that you value the employee How employee feel about their relationship with the boss.

What is his or her strength? What was the best day at work you have had in the past three months?

Challenging and meaningful work Opportunity for Career advancement

Communicate clear vision What the organization stands for What it wants achieve How people can contribute to the organizations success

Your expectation from the employee Provide Feedback on their functioning Work daily to improve their skill

Know what motivates them Coach Recognize

People want to know that their contribution matters Specific job related behaviour - how it connect her work to strategic objective of the organization

Gellop researchers, who base the Employee Enggaggement Index on a survey of nearly 42,000 randomly selected adults, estimate that diseng aged workers cost U.S. businesses as much as $350 bellion a year.

Employee value Control over the pace of their job Leader should create opportunity for employee to exercise control Be flexible to the need of the employee as well as organization Involve them in decision making

 Care

for them Collaborate on organizational, departmental, and group goals

 Demonstrate

standard Make people proud of their job, performance and organization

high ethical

 Create

confidence being Exemplar of high ethical and performance standard

 Provide feedback and guidance Make real time to discuss problems Seek ideas and input from everyone Provide the resources to solve problems or to do a job well Give real recognition and/or reward Provide opportunities for people to develop their potential Keep the pressure to perform and achieve more with less realistic Provide opportunities for social interaction Train people how to resolve interpersonal conflicts Promote joy and appropriate humor within the office Be flexible; help people to actively balance work and home responsibilities

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ACCEPTING SUBORDINATES DIVERSITY RESPONDING TO THAT DIVERSITY MANAGING THE PROBLEM SUBORDINATE DELEGATION AND CONTROL

Learn your Strong Performers It might take months to know everyones strength and weakness People are different, but when you get there, you say, Wow, how could this be? Dont assume yourself as the model Dont try to turn them into clones of yourself. What makes them tick, what turns them off To treat people fairly is to treat them differently.

Different approaches and skills for handling relationships with different kinds of people. Establish principles on what you expect from them and what they can expect from you. Make these expectations more specific and concrete Respond differently to less experienced , more experienced, and problem subordinates.

Less experienced subordinate depend on you as much as you on them Younger people need your support, guidance and training They expect you to prepare them for this job and their next job opportunity They are self-starters and want to own their territory, and to walk on their own two feet. They are ready for the responsibility.

Support them but dont impose (likely a motherly attitude). Smart people will give the job back to you Make them a part of solution, not the problem Help them in fixing the problem by helping them with the thought process.

More experienced subordinates will challenge your authority and question your decision But they are more likely to volunteer suggestions. They say- Do not over-manage me, accept my opinion, hear my strategy Of course, not all the experienced subordinates are competent and committed adapt your style Adopt a less directly approach and ask for their input

Paradox of over-managing and neglecting Recognize their achievement Be helpful and supportive, assisting them when you can Monitoring only to the extent that they dont go off the direction Remember- they are not looking for guidance, they want cooperation. Arrange for developmental opportunity e.g. training, opportunity to mentor others

Sometimes few subordinates lack ability and motivation Learn how to diagnose performance problems, give feedback to problem employees Manage your own emotion. Set up parameter and timeframe Provide negative feedback when necessary Discipline and punish if required

Learn what it meant to be a manager of people, not the task Delegation- too little to too much (without any direction) Insecurity of sharing or reducing the power, placing your destiny in others hand

Take calculated risks on whom you trust Whom can you trust? Three criteria test competence, personal integrity, and motivation to assume greater responsibility Less delegation will demand more managers time You can get assistance from the experienced subordinate Be sure what to delegate to whom and when to follow up or intervene.