AboutLeo Lingham Expertise In Managing a business, I can cover all aspects of running
a business--business planning, business development, business auditing, business communication, operation management, human
resources management , training, etc.
Experience 18 years of working management experience covering such areas
as business planning, business development, strategic planning,
marketing, management services, personnel administration.
PLUS
24 years of management consulting which includes business planning, strategic planning, marketing, product management, training, business coaching etc.
Question Pl. Answer to these questions
Q. 1: In what way does Neelman demonstrate an understanding of human resource approach to management?
Q. 2: To reduce the trade deficit, and to slow the outsourcing (or offshoring) of U.S. jobs, many people encourage Americans to insist on purchasing consumer goods made in the United States. What are the advantage and disadvantage of a buy American policy?
Q. 3: Small and medium-sized companies are often eager to hire people with about five years of experience working in a large, successful bureaucratic firm such as IBM or general Electric. What might be the reason behind the demand for these workers with experience in a bureaucracy?
Q. 4: A manufacturing supervisor changed his sex from male to female, and took a medical leave of absence during the final stages of the transformation. Upon her return, she wanted her old job back. The company offered her a technician’s job but refused to reappoint her as supervisor, saying she would create too many distractions. Describe whether you think this situation is a question of job discrimination?
Q. 5: For what type of leadership situation might a transformational leader be inappropriate?
Q .6: Think back to the executive who recognized employees with motivational stickers, such as “Dynamite.” What impact might such a sticker have on your job performance and satisfaction?
Q. 7: How might understanding the steps in the communication process help managers and staff professionals do a better job?
Q. 8: In what way is participating on a spots team, in a musical band, or in an orchestra good participation for being a member of a work group on the job?
Q. 9: Why don’t managers who are great controllers generally receive as much publicity as managers who are great leaders?
Q. 10: Why should management be willing to rehabilitate employees through an employee assistance program when so many workers have been downsized in recent years?
Business Communication (Asked to leo) mail
1. a. Explain how the art of giving receiving feed back helps the process of communication to become more effective.
b. Name various forms of communication and bringing out the difference among them.
2. a. Explain any three function of upward communication.
b. Discuss the powerful influence of perception on communication.
3 .a. Briefly explain how silence communicates, giving few specific examples.
b. Define the term “Leadership”. What communication skills does a leader of group require?
4. a. What skills are required to develop overall ability to communicate?
b. Briefly explain important components for building a solid communication relationship.
5. a. What are the barriers to interpersonal communication and how can we overcome them?
b. Write a note on the visual aids that can be used for a presentation.
6 .a. Explain in brief the importance of public images & public relation?
b. What are the main recommendations of the Talwar committee on customer service?
c. Describe briefly the nature of future marketing possibilities for commercial banks.
Thank you
Answer PURU,
HERE IS THE ANSWERS FOR 4 Qs.[ 1.2,3,5]
OTHERS WILL FOLLOW STEADILY.
REGARDS
LEO LINGHAM
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Q. 1: In what way does Neelman demonstrate an understanding of human resource approach to management?
Neelman treated every customer as a human being.
He built the company's brand on the values
of the people.
– The values of their brand (Safety, caring, integrity, fun, passion
He built the business model on no-frills approach,
that is economical but full of values for the customer.
– The business model (Designed for a recession)
He trained the staff to manage the customer
on customer care and customer benefits
and gain experience, and not on performance statistics.
– Focus on staff and crew (Chasing the experience, not the statistics)
Neelman indoctrinated these in every staff member.
Neelman presents the same presentation to new
employees that he gives to Wall Street Analysts.
Neelman finishes his new employee presentation with the
essence of the company’s service, profit chain
– “Work hard at all points of contact and get repeat customers”
– “You’ll make more money; there will be more profit sharing”
– “You’ll feel better with more work satisfaction which means you’ll
please more customers”
Neelman reinforces the company’s customer experience
positioning to every stakeholder
– For Neelman its both the stuff and the staff that make the difference
– Anyone can emulate David Neelman’s approach
Neelman made every staff understand the ability of
organization to maximize customer equity and
customer experience principles
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Q. 2: To reduce the trade deficit, and to slow the outsourcing (or offshoring) of U.S. jobs, many people encourage Americans to insist on purchasing consumer goods made in the United States. What are the advantage and disadvantage of a buy American policy?
BUY AMERICAN POLICY.
ADVANTAGES
-local production increases.
-local raw materials is consumed.
-more jobs are created.
-more jobs mean more people spend.
-more jobs means more tax collected.
-farm incomes goes up.
-it also lifts the morale of the local workers.
-it raises the patriotism.
-it reduces the exchange deficit.
etc etcs
DISADVANTAGES
-the product cost more.
-there is less variety
-the consumption level goes down.
-the country's leverage with other countries is reduced.
-the people don't enjoy foreign imports
etc etc
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Q. 3: Small and medium-sized companies are often eager to hire people with about five years of experience working in a large, successful bureaucratic firm such as IBM or general Electric. What might be the reason behind the demand for these workers with experience in a bureaucracy?
THE REASON BEHIND THE DEMANDS ARE THE EXPECTATION,
THAT THESE EMPLOYEES WILL CARRY WITH THEM
THE FOLLOWING:
-the required educational qualifications.
-the required experience.
-the required competences.
-the required knowledge level.
-the required skill level.
-the required ability.
-provide
-Teamwork/Cooperation (within and across units)
Openly shares information, knowledge and expertise with the team and co-workers;
Cooperates with other members to achieve the workgroup's goals;
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-Customer Orientation
Insists and/or provides on high quality service for internal and external customers;
Demonstrates customer focus by seeking out, understanding, and responding to the needs of both internal and external customers;
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-Commitment to Continuous Quality/Process Improvement
Identifies and implements new processes and initiatives that help the customer/department accomplish its goals;
Translates ideas into specific tasks/actions to improve operations;
-------------------------------------------------------------------------------------------------------------------------------
-Creativity/Innovation
Injects originality into daily work through research, personal knowledge, and networking relationships;
Thinks "outside the box";
-------------------------------------------------------------------------------------------------------------------
-Flexibility/Adaptability to Change
Displays flexibility and openness in daily work and encourages others to stay open to change, improvements, etc.;
Adapts own attitudes and behavior to work effectively with different people and situations;
--------------------------------------------------------------------------------
-Continuous Learning/Development
Takes the initiative to learn new skills that would benefit the position and operational objectives;
Takes ownership of own professional development;
------------------------------------------------------------------------------------------
-Displays Vision
Thinks and considers possible future change;
Helps provide a clear customer-focused sense of direction for the team and co-workers to support the department's vision;
----------------------------------------------------------------------------
-Leadership/Initiative
Views him/herself as part of the team, not above it;
Builds positive working relationships with all staff;
----------------------------------------------------------------------------------------
-Interpersonal Skills
Attentive to and understands the views of others;
Demonstrates an awareness of own style and how it affects others, and makes adjustments as necessary;
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-Supports Diversity and Understands Related Issues
Establishes and maintains effective working relationships with people from diverse backgrounds;
Realizes differences in people as opportunities to learn;
Contributes to an environment where differences are valued and encouraged.
-----------------------------------------------------------------------------------------
-Recognizes Others' Achievements/Contributions
Promotes systems and processes that encourage and reward the development of people at all levels of the organization;
Says "Thank you" and "Great job" on a regular basis;
Recognizes and/or rewards others for their contributions and commitment in a manner that corresponds with the employee's values.
----------------------------------------------------------------------------------
-Positive Attitude
Creates a "can-do" climate;
Approaches others in a pleasant, happy and upbeat manner;
-----------------------------------------------------------------------------------------
-Planning/Organization
Establishes priorities that address the details and timelines needed to achieve the intended results;
Focuses on end result;
Is flexible and utilizes resources;
-------------------------------------------------------------------
-Problem Solving/Judgement
Analyzes and solves problems by dealing with facts and not by blaming others;
Strikes a balance between being participative, i.e., involving team members in decisions and being directive, depending on the needs of the team and the situation;
Seeks involvement from diverse perspectives and areas of the department and /or University to solve problems;
-------------------------------------------------------------------------------
-Makes Effective Decisions
Gathers information on an issue, impartially considering all sides and makes logical decisions that are clear;
Evaluates positive and negative alternatives within time and resource constraints;
Uses agreed upon criteria for decision-making rather than hidden agendas;
------------------------------------------------------------------------------------
-Takes Responsibility
Follows-through on commitments;
Only makes promises that can be kept;
-------------------------------------------------------------------------
-Achieves Results
Gets the job done by doing whatever it takes, within an appropriate time frame;
Handles and delivers multiple projects simultaneously;
Implements plans and makes mid-course changes when necessary to achieve goals;
--------------------------------------------------------------------
-Communicates Effectively
Communicates in an open, candid and consistent manner;
Explains concepts and procedures clearly and completely while maintaining attention and interest;
---------------------------------------------------------------------------------
-Job/Organizational Knowledge
Understands how to get things done in the organization;
Possesses knowledge and skills necessary to perform job;
------------------------------------------------------------------------------------------
-Leads Change/Achieves Support of Objectives
Helps employees quickly and effectively understand and adjust to new roles, challenges and changes in the University environment and in their jobs;
Stays up-to-date on key trends, and opportunities;
Initiates change instead of reacting to external pressures for change;
Makes sure technical/functional decisions are based on department priorities;
Uses available resources (people, funds, time, material, support) and coordinates/manages these components, including those outside the organization.
------------------------------------------------------------------------------
Understands Diversity Issues and Creates Supportive Environment for Diverse Employees
Actively supports the development of others regardless of differences;
Respects the talent and unique contributions of every individual, culture and ethnic group to increase effectiveness of the unit;
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Q. 5: For what type of leadership situation might a transformational leader be inappropriate?
THE FOLLOWING SITUATIONS, WHERE THE
TRANSFORMATIONAL LEADERSHIP BE
IN APPROPRIATE.
SITUATION - ASSUMPTIONS
Charm and grace are all that is needed to create followers.
Self-belief is a fundamental need of leaders.
People follow others that they personally admire.
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SITUATION - Assumptions
Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions.
People are more committed to actions where they have involved in the relevant decision-making.
People are less competitive and more collaborative when they are working on joint goals.
When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision.
Several people deciding together make better decisions than one person alone.
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SITUATION - Assumptions
The best action of the leader depends on a range of situational factors.
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SITUATION - Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.
The prime purpose of a subordinate is to do what their manager tells them to do.
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SITUATION -Assumptions
The actions of a leader speak louder than his or her words.
People are motivated when you give them credit rather than take it yourself.
Ego and aggression are neither necessary nor constructive.
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SITUATION - Assumptions
The leader has responsibility for the followers.
Leaders have a responsibility towards society and those who are disadvantaged.
People who want to help others best do this by leading them.
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Transformational Leadership
Assumptions
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Style
Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.
Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker.
The next step, which in fact never stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon.
In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision.
In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land.
The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will always be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way. As long as they feel progress is being made, they will be happy.
The final stage is to remain up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing.
It is their unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high level of commitment to the vision.
One of the methods the Transformational Leader uses to sustain motivation is in the use of ceremonies, rituals and other cultural symbolism. Small changes get big hurrahs, pumping up their significance as indicators of real progress.
Overall, they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and sustained commitment.
Discussion
Whilst the Transformational Leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation.
Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a believe in themselves rather than a believe in others.
One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. Just because someone believes they are right, it does not mean they are right.
Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers.
Transformational Leaders also tend to see the big picture, but not the details, where the devil often lurks. If they do not have people to take care of this level of information, then they are usually doomed to fail.
Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire companies.
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