Today’s lecture will focus on:

• LEADERSHIP
• DECISION-MAKING
• MANAGEMENT
• ADMINISTR ATION
CHAPTER 1:
LEADERSHIP
"Personal leadership is not a singular
experience. It is, rather, the ongoing process
of
keeping vision and values before you
your and life to be congruent
aligning
most with those
important things."
your -Stephen
Covey
SELF-LEADERSHIP
Self-leadership is
the first stage, or
leadership level. Self-
leadership is of great
importance to the
staff, whether
managers or ordinary
subordinates.
 1. Self-leadership
allows leaders or senior
officers, who undergo
very little or no
supervision, to prepare and
set targets on their own,
as well as to control their
own self to execute such
plans.
 2. lower-
For level
employees
who cannot subordinat
always be
or
sure of the es kind of
governance or leaders
they may faceself- in their
careers, management
them to become
enables
and efficient
effective
workers.
 3. Self-leadership helps
make individual decision-makers
proactive, focused, and
autonomous. People who do
not have a strong sense of
self leadership tend to feel that
they are not in control of
themselves, frequently lose
concentration and easily get
frustrated.
DEVELOPMENT OF SELF-LEADERSHIP
Everybody isa future leader.
Leadership
therefor not is an inborn trait,
e but it is to becomea
develope and leader
learning trainingthrough
people with a
d
sincere interest. The following are
the ways of developing self -
leadership:
1. Clarity of Purpose
This means that each entity must
have a vision and be able to set it up.
Without clearly planned expectations
or intent for your life, you will be
at risk, attempting to fulfill the
wishes or ideas of people for your
life and you will end up lost in the
middle of nowhere.
2. Aim at Success and Take Reasonable
Risks
Risk-taking is a necessary part
of life. Challenge yourself to take
on challenging assignments. Do not
deter yourself or others from past
failures rather concentrate on
success. However, risks which are
applicable to your intent should be
3. Spend Time to Reflect on Your Life
Reflections can also mean letting
others make an objective evaluation
of you. Taking some time off to
think about life. Compare experience
of current and present to hopes of the
future. You can never notice those
small defects until you pause to
examine yourself.
4. Don't Tolerate Just Anything
You should learn to be intolerant
to any suggestions or ideas that
don't suit your vision. It involves
not tolerating negative factors such
as laziness, anxiety and many others
in your nature.
SIMPLE WAYS TO LEAD
YOURSELF
1.Know your Values and Stick to Them
2.Move Towards Purpose
3.Keep Improving Yourself
4. Make Mistakes but Never Make the Same
Mistake Twice
5.Lead by Example
 ORGANIZATIONAL LEADERSHIP
• Leadership is the practice of driving people
achieve goals.
• This plays an important role in
success and efficiency of subordinates.
• Leaders do this by providing many
means of shaping the actions of
subordinates.
• It’s a process whereby an individual
influences others and guides the organization
in a manner that makes it more cohesive
 FOUR PRIMARY FACTORS OF LEADERSHIP
(U.S. Army, 1983)

1. Leader
An individual appointed
as a leader must
understand himself honestly,
what he knows and what he
can do. Take note that it is
the followers that decide
whether the leader is
successful, not the leader or
2. Followers
Differe peopl expec differe leadershi
nt The ebasic t starting
styles. nt pointp is to
have a clear understanding of human
nature such as needs, feelings and
motivation. You have to come to learn the
be, know and do qualities of your people.
3. Communication
Being a leader, you lead by
bidirectional communication. A great deal of
that is nonverbal. For example, when you
"set an example," that shows your people
you wouldn't ask them to do something
you wouldn't want to do. What and how you
interact either strengthens or destroys your
relationship with your followers.
4.
Situation situation
Ever
different. is
y
Everything do you
in one situation isn'
automatically
going
work in another. tYou
have to use yourto
discretion to
determine the best
course of action and
the style of leadership
THEORIES OF LEADERSHIP
The theories below explain how
people turn themselves into leaders.
The first two demonstrate to a
small number of people the nature
of leadership, while the third is the
dominant theory today.
1. Trait Theory
Some personality traits lea
may people naturally into d
leadership roles.
2. Great Events Theory
A crisis or important event can
cause a person to rise to the
occasion, putting forth extraordinary
qualities of leadership in an
ordinary person.
3. Transformational or Process Leadership Theory
Today, it is the widely accepted theory.
People can opt for leadership. People can
learn the ability to take leadership.
MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP
1. Trust and Confidence
2. Effective
Communication understand the overall
• Helping
strategy business
of the organization.
•employees
Helping workers understand how they help
achieve the organizational goals.
•Sharing information with workers on how the
organization is doing and how its own group of
employees is doing.
So leaders need to be trustworthy and be able to
convey a vision of where the organization needs to go.
LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement
To seek self-improvement means to
continually reinforce your attributes. This
can be done by self. study, formal
classes, reflection, and interaction with
others.
2. Be Technically and Tactically Proficient
We can't give that which we don't have.
We make the things we don't know
right. Respect is the leader's reward
showing competence.
3. Seek Responsibility and Take Responsibility for your Actions

Leaders
must:
a look for ways to drive the organization to new
. heights. look aggressively for demanding tasks.
b must use initiative and sound judgment when
.to perform
attempting
jobs which are not needed by grade.
c
d. not blame someone as they often prefer to do
.
sooner or later when things go wrong.
4. Make Sound and Timely Decisions
This principle suggests that leaders must
estimate a situation quickly, and make a
sound decision based on that estimate.
Hesitation or a reluctance to take a decision
leads subordinates to lose confidence in their
leadership skills in effect, loss of trust
creates confusion and reluctance within the
organization.
5. Set the
Example
"We must become the change we want
to see." - Mahatma
Gandhi

Leaders of the organization must be a

good role model for their employees.
They must not only hear what they are
expected to do, but also see.
6. Know Your People and Look Out for their Welfare
7. Keep Your Subordinates Informed
8. Develop a Sense of Responsibility in Your Subordinates
9. Ensure that Tasks Are Understood, Supervised, and
Accomplished
10. Train as a Team
11. Employ Your Command in Accordance With Its Capabilities
SUPERVISION FOR LEADERS
Supervision maintains an understanding of situation,
the implementation
ensures proper of and
plans and policies.
involves giving guidance and reviewing the This
performance
of a job.

Over-supervision stifles initiative creates

resentment and decreases morale and motivation.
Under-supervision leads to miscommunication,
lack of coordination and the subordinates' impression
that the leader is not concerned with.
EVALUATION
Evaluating is part of supervising. It is
defined as evaluating the value, quality, or
significance of people ideas, or things. This
involves looking at the ways people accomplish a
task.

This means receiving feedback and

understanding the feedback on how well
everything is being done.
INSPIRING SUBORDINATES
It is much easier to get people to do
something if they have the drive to do so.
Inspire means to “breathe life in’’. And to do
that, we have to have a life of our own.

How?
1.Be Passionate
2.Involve subordinates in the decision making
process
3.Know what your organization is about
TRAINING AND COACHING
Training and coaching are two thing
different although some use them s
interchangeably:
Training- Is a structured lesson designed to give
people the knowledge and skills to perform a
task.
Coaching – Is a process designed to help the
employee develop more expertise and
resolve obstacles to improving job
performance.
THE SIX POINTS OF LEADERSHIP POWER
Power refers to the ability a person has to
control another's actions such that he or she
behaves according to his or her wishes.

French Raven's (1959), Six Points of Leader Power.

1. Coercive Power
2. Reward Power
3. Legitimate Power
4. Expert Power
5. Referent Power
6. Informational Power
1. Coercive Power –
Power that is based on fear.
A person with coercive power can make
things hard for humans. Employees who
work under a coercive boss are unlikely to
commit themselves, and are more likely to
resist the manager.
2. Reward Power –
Compliance achieved on the basis
of the ability to distribute
rewards which others find important.
Might give people special benefits or
incentives. Trading favors with him or her
might seem beneficial.
3. Legitimate Power –
The power a person receives in an
organization's formal hierarchy as a
consequence of his or her role.
The person has the right to expect you to
comply with valid demands, given his or her
status and your job responsibilities.
4. Expert Power –
Influence based on special skills or
knowledge. Experience and knowledge give
the person respect.
5. Referent Power –
Influence based on individual or
desirable possession of wealth or personal
traits.
Sometimes this is seen as beauty,
elegance, or appreciation. You like the
individual and you want to do things for
him or her.
6. Informational Power
–
Providing information to otherswhich
leads to thinking or acting in a new
way.
LEADERSHIP TRAITS
1. HONESTY AND INTEGRITY
2. CONFIDENCE
3. INSPIRE OTHER
4. COMMITMENT AND PASSION
5. GOOD COMMUNICATOR
6. DECISION-MAKING CAPABILITIES
7. ACCOUNTABILITY
8. DELEGATION AND
EMPOWERMENT
9. CREATIVITY AND INNOVATION
10.EMPATHY
LEADERSHIP STYLES
1. TRANSACTIONAL LEADERSHIP

This strategy is strongly disciplinary, and

is often called a leadership style of "telling.“

If you often use the threat of having to stay

late when you need to inspire your team and
you are continually brainstorming clever
ways to acknowledge solid work, you
might be a transactional leader.
LEADERSHIP STYLES
2. TRANSFORMATIONAL LEADERSHIP

With this style of leadership, by

empowering their workers to change,
leaders are trying to enhance or transform
the individual or group into which they
lead. Such leaders are working at
making changes and finding new ways to
get things done.
LEADERSHIP STYLES
3. SERVANT LEADERSHIP

Servant leaders work with this

traditional motto "Serve first and lead."
Instead of thinking about how to inspire
their energies people into to follow seeking
their ways lead, to they help channel
others.
LEADERSHIP STYLES
4. DEMOCRATIC LEADERSHIP

Referred to as “participatory leadership.’’

Leaders prioritize working together and

actively engaging their colleagues in the
decision-making process. Democratic leaders
respect other people’s ideas and feedback,
and encourage discussion of those inputs.
LEADERSHIP STYLES
5. AUTOCRATIC LEADERSHIP

On the contrary to democratic leadership

there is autocratic leadership. You might
think of that as an alternative to "my way or
the highway."
Autocratic leaders see themselves as having
absolute power and making decisions on
their subordinates' behalf. They decide not just
what needs to be done, but how to accomplish
certain tasks too.
LEADERSHIP STYLES
6. BUREAUCRATIC LEADERSHIP

To put it another way, bureaucratic

leadership goes "by the book."

With this style of leadership, there is a

specified collection of boxes to check to
be a true leader.
LEADERSHIP STYLES
7. LAISSEZ-FAIRE LEADERSHIP

This is a French word that translates to

"leave it be" which sums up this
hands-off leadership approach accurately.
Leaders let their team members
make decisions, solve problems and get
their work done without having to worry
about their every move being obsessively
watched by the leader.
LEADERSHIP STYLES
8. CHARISMATIC LEADERSHIP

Such leaders use eloquent

communication and persuasion to unite a
team around a cause, instead of promoting
actions by strict instructions.
You will spell out their dream clearly and
get other people excited about the same
target.
 CHAPTER 2:
MANAGEMENT
 MANAGEMENT
Management
principles in theis a set a principles
efficient use of
relating physical,
to the roleshuman
financial of andplanning,
coordinating, directing and regulating and the
information
implementation of those
capital
achieve organizational to
objectives.
Management as a Process
Management as a process began with the sole
purpose of attaining an objective. Further, it is
specifically done in order to:

The purpose are:

1.rise clients' satisfaction with the services the company
provides.
2.develop personnel experience, abilities and capacity, or
3.accomplish a particular goal or goal.
ACTIVITY MANAGEMENT
Task management is the practice of
recording personnel's day-to-day
accomplishments in an order in which
they are done. It is a key to an
organization's success, as it helps to
monitor the organization's course and
maximize its work efficiency.
Elements of the Ideal Activity Management Label

Monitoring this recorded information on a regular

basis is essential to assure the completion and
accuracy of the record.

1.The Activity (which is a brief description of what you do)

2.Type of activity (whether it is meeting, an email, phone or
others)
3.Name of the task
4. Title of project
5.Name or category of the project
6.The time length of the activity
7.Date of the task
Importance of Activity Management
1. It gives both the employer and the employees,
information on the performance of the personnel
involved.

2.It helps to organize and emphasize

the importance or relevance of the task at hand.

3.It also helps to avoid

miscommunications and mistakes
of task repetition in the workplace.
Management as a Discipline
Management is also a discipline because it
includes learning the procedures and
values required to perform official
administrative duties.
Management is also being as with
taught,
research or discipline other at
courses, and universities around the
institutes
world. numerous
Management as an Art
Management is also known to be an art,
because both share similar characteristics.
Art is a structured body of knowledge that
requires imagination and expertise.
An artist often needs constant practice in
order to become faultless or achieve a
degree of perfection which is considered
acceptable.
Management as a Group
In any way, the concept of management
suggests that it is a group. In general,
administrative functions are not performed by
one person alone.
Management as a Science
One of the features which indicates that
science and management are the same
is the universal acceptance of scientific
laws are the same in every case and in
every part of the world.
On the other are
principles hand, management
universally has and
accepted its
fundamental
that
implemented every enterprise.
example of thatsituation
in or of Command
is the Unity An
Principle.
Management as a Profession
Management is also an occupation as
it has characteristics that allow it to be
so. A profession is called a career in which
one acquires knowledge and undergoes
training series to fit perfectly into that role.

Although anyone can assume a managerial

role in a corporation and there is no law
prohibiting that, many companies now prefer
for such positions individuals with Master's
degree.
The Manager
A manager is a person in the organization
who the activities of others. They
perform their work at different levels
and they are called by different names:

1. The First Line Managers - They are usually called

supervisors.
2. The Middle Level Managers - Such managers may be
called
functional managers, heads of plants, and managers of
projects.
3.The Top Managers - Such individuals may be
MANAGERIAL FUNCTIONS
Planning - This is necessary to set goals
and to develop strategies for organizing
activities.

Organization - It assists in deciding the tasks

to be performed, how to do them, how
to organize the tasks and where to make
decisions.
Staffing - This is important for employing different
types of people and performing different activities
such as training, growth, evaluation, compensation,
welfare etc.

Directing - This requires that subordinates be

given instructions and motivated to achieve their
goals.

Controlling - This is monitoring practices to

ensure that the workers perform the tasks as
scheduled, and to correct any major deviations.
THREE ESSENTIAL SKILLS OR
COMPETENCIES OF THE MANAGER.
(by: Robert Katz)

1.Technical
2. Human
3. Conceptual
Technical Skills
Managers must be able to work with the
resources, equipment, strategies, procedures or
the technical skills.
Human Skills
Managers musthave the ability to
work well with other people both
individually and in a group.
Conceptual Skills
Managers need to be able to integrate and
organize the different activities. Managers must
be to think of abstract ideas and to contextualize
them.
QUALITIES OF A
MANAGER
1. Educational competence
2. Intellectual quality
3. Leadership ability
4. Training
5. Technical knowledge and
skills
6. Mental Maturity
7. Positive Attitude
8. Self-confidence
9. Foresight
DEVELOPING MISSION AND VISION STATEMENTS
Creating the vision and mission statements
of an of organization action are the first two
steps in the process and planning action.

Developing a statement of vision and mission is

crucial for community initiatives to be successful.
Roles Played by Mission and Vision
Mission and vision statements play three
critical roles:
1.Communicate the organization's intent to
stakeholders
2.Inform the development of Strategy, and
3.Establish the tangible priorities and
goals by which to measure the success of
the strategy of the company.
WHAT IS A VISION STATEMENT?
Their vision is their dream.
It's what your company considers to be the ideal
conditions for your community; that is, how things
would look if you absolutely, beautifully
addressed the issue that is important to
you.
It could be a world without war, or a society
where all men, regardless of gender or racial
background, are treated as equals.
WHAT IS A MISSION STATEMENT?
The next step in the action planning process is in
practical terms to the dream of the ground
organization. It is here that a mission statement
comes in to grow.
The mission statement of an organization
explains what
the organization will do, and why it will do that.
CHAPTER 3:
DECISION-
MAKING

Red Notes

Red Horse
DECISION - MAKING CONCEPTS
Decision-making can be seen as problem-solving
process that generates a solution that is
considered to be ideal, or at least acceptable.

A significant part of decision-making involves

evaluating a finite range of alternatives that
are defined in terms of evaluative criteria so the
challenge would be to rate these alternatives in
terms of how appealing they are to the
decision-maker while considering all the criteria
at the same time.
 CHARACTERISTICS OF DECISION-MAKING
• Objectives have to be set first.
• Requirements must be graded and placed in order of
• importance. We need to build alternate acts.
• The alternatives must be measured against all targets.
• Tentative decision is the option which can
accomplish all the objectives.
• The tentative decision is evaluated for more possible
• consequences. The preliminary decision is reviewed for
• more potential implications. Decisive action is taken and
further action is taken to avoid any negative effects
from being issues and to continue all processes all over
• again.
There are usually followed could be steps used leading to
assess to any decision model that optimal production
schedule.
9 CHARACTERISTICS OF A GOOD
DECISION
1.Decisions positively impact others.
2.Decisions are replicable.
3.Decisions foster opportunity. (Empowers others
to act)
4. Decisions include others.
5.Decisions are executable.
6.Decision is systematic.
7.Decisions are accountable.
8. Decisions are pragmatic.
9.Decisions involve self-awareness.
DECISION-MAKING TECHNIQUES
Decision-making techniques can into
be separated broad two
categories:
1. Group Decision-Making Techniques
2. Individual Decision-Making Techniques

Individual decision-making
techniques can also often
be applied by a group.
GROUP DECISION-MAKING
Also known as “Collaborative Decision-Making’’, is
a situation faced when individuals collectively
make a choice from the alternatives before them.
The decision is the no longer attribute
to any single individual who is member of the
group. This is because the result applies to
certain system of individuals and social classes
such as social power.
INDIVIDUAL DECISION-MAKING
In general, any person takes prompt decisions.
When in a group, keeping any one person
responsible for a wrong decision is not easy.

Human decision taking usually saves time,

resources, and energy as individuals make
timely and rational choices. Although taking
group decision takes a lot of time, money and
energy.
DECISION MAKING APPROACHES
It is important to look at the approaches
that we follow in our individual decision-
making in the effort to take more successful
decisions.
1.RATIONAL OR ANALYTICAL APPROACH
• Exemplified by systematic decision-making.
• Defines upfront success factors
• Looks for details and objectively
explores how each solution meets each
success factor.
2. INTUITIVE DECISION-MAKING APPROACH
• Relying on emotions and feelings.
• Careful planning is not possible or not
desired.
• People will point to a "gut feeling" or
"hunch" as the cause for a choice,
reflecting that explanation is not accessible
through conscious thought.
3.RANDOM OR CHANCE APPROACH
• In this approach a decision is made on
impulse, without thought.
• Flipping a coin or using a "decision
wheel" would be representative of
• employing
It this approach.
sometime considere a styl
becauses this approach
d can dependent
promote denial
e
of responsibility.
is
The Consequences of Making the Wrong Decision
• Loss of life.
• Departmental or jurisdictional administrative
costs.
• Negative media attention and public opinion.
• Demotion in position and / or loss of job.
• Post-traumatic stress disorder (PTSD),
family problems and other psychological
concerns.
FOUR STYLES OF DECISION-MAKING
1. DIRECTIVE DECISION-MAKING

Instead of going to others for more detail, their

decisions are rooted in their own intelligence,
experience and reasoning.
The upside to this style is that decision-
making is fast, ownership is transparent, and no
extra communication be is needed.
2. ANALYTIC DECISION-MAKING

Before taking action, strategic decision-makers

analyze a lot of details. Analytic leaders, for
example, rely on direct observation, data, and facts
to back their decisions.

Like decision-makers in the guideline, however, an

analytic decision maker may seek information
and advice from others to affirm or refute their
own expertise.
3.CONCEPTUAL DECISION-MAKING

Compared with the guideline or empirical

approaches, the relational decision-making
process takes a more collaborative approach.

Conceptual decision makers promote innovative

thinking and teamwork and take a wide variety
of viewpoints into consideration. These decision
makers are based on success and want to
look well into the future when it comes to
making critical decisions.
4. BEHAVIORAL DECISION-MAKING

Behavioral decision-seek to make sure that

everyone is working together well. Like the
conceptual method, behavioral decision is
group-oriented; however, the community is
given the choices available to them, rather than
brainstorming alternative solutions.
DECISION-MAKING MODELS
1. The Universal Model.

Typically, the scientists who use this model

believe there is only a small difference in
how people from different cultures make
their choices. The findings obtained from one
party are usually related to humans.
DECISION-MAKING MODELS
2. The Dispositional Model.

The adherents of the dispositional view

recognize that decision-making differences are
cross-cultural and support the cause of cross-
cultural study.
DECISION-MAKING MODELS
3. The Dynamic Model

Adherents of this view often consider cross-

cultural variations. We also promote the
development and testing of complex models
reflecting the processes by which culture
influences decision-makers.
 CHAPTER 4:
ADMINISTRATION
What is Administration?
Administration refers to which
actions
concerned with coordinatingare and
managing an organization or
organization's work. There is also an
administration of government, charities,
and many other forms of organizations.
"Administration" the performance of
needed to tasks an
agency for
is
purpose
operate general
s.
For example, as companies change their
plan, it is the duty of administrative
personnel to make the appropriate
communication adjustments to end the
previous policy and begin enforcing the
new direction.
Typically, the administration is defined
by the person representing the
organization appointed or elected to a
position and is responsible for the
administrative functions and
policy decisions of the organization they
are appointed or elected to manage.
Administration is essential to ensure
that all departments within the
organization work effectively. It is the
link between the managers and the
workers.
The Basic Functions of
Administration
a.Planning
b.Organizin
g
c. Directing
d.Controllin
g
Principles of Administration (Henri
Fayol)
1.Planning
2.Organizing
3.Unity of Command
4. Hierarchical transmission of orders
5.Separation of powers, authority,
subordination, responsibility and control
6.Centralization
7.Discipline and Order
8. Meetings and reports
9.Accounting
WHO IS AN ADMINISTRATOR?

An administrator is a person who

makes sure an organization is running
at full capacity. Their particular roles
depend on the form of company,
organization, or agency they operate in.
An administration may be someone
assigned to oversee an organization for its
affair.
WHAT MAKES A GOOD
ADMINISTRATOR?
To be a good administrator, a person must be:
a.deadline-driven and possess a high level of organization.
b.capable of balancing multiple tasks simultaneously and delegate when
appropriate.
c. capable of planning and have the ability to think strategically.
d.an excellent communicator, both in person and in writing.
e. always looking for opportunities to improve productivity in the
organization.
Administrative Theory (Henri
Fayol)
Developed the administrative philosophy is also
known as
14 management principles.

Henri Fayol was born into a French family in the

year 1841.

He was a prolific writer on technological,

science, and management matters. The'
Financial and General Management' was his most
14 Managerial
Concepts
1. Division of Work

This principle the same as Adam Smith's 'Division of

labor’.

2. Authority

Managermust be able to give the order. Authoritygives

this right.

3.Discipline
Employeesmust obey and respect the rules and
regulations which governs the organization.
4. Unity of Command
Every employee should receive order or
direction from only one immediate superior.

5. Unity of Direction
Each group of the organization should
be direction by one manager using one plan.

6. Subordination of Individual Interests to the General Interest

The management must seethat the aims of
the business are always supreme.
7. Remuneration of Personnel
The labors must more be paid a reasonable
salary for their work.

8. Centralization
The process of transforming assigning decision
making authority to a higher level of an
organizational hierarchy, it is centralization that should
follow this.

9. Scalar Chain
Line of authority from top management to the
lower ranks represents the hierarchy or scalar chain.
 Order
10.

People and materialsshould be in the right place at

the right time.

11. Equity

People and materialsshould be in the right place at

the right time.

Stability of Tenure of Personnel

12.

Staffs work is well if job safetyand career

improvement are guarantees to the team.
13. Initiative
Allowing all personnel to show their initiative in
some way is a source of stretch for the
organization.

14. Esprit
de Corps
Promoting team spirit will build unity and
harmony within the organization.
 99 100 101 102 103

Days before the

board!