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GEARING-UP FOR DELIVERY SESSION

DPW. GEARING-UP FOR DELIVERY SESSION. 13 DECMBER 2010. 1.INTRODUCTION. SDI REPORTS SDIP BPCMEP Customer Surveys Organizational Climate Survey Learning Network BPR Reports. 2.FINDINGS. All SDI reports revealed the following findings in common: Lack of effective leadership

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GEARING-UP FOR DELIVERY SESSION

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  1. DPW GEARING-UP FOR DELIVERY SESSION 13 DECMBER 2010

  2. 1.INTRODUCTION • SDI REPORTS • SDIP • BPCMEP • Customer Surveys • Organizational Climate Survey • Learning Network • BPR Reports

  3. 2.FINDINGS • All SDI reports revealed the following findings in common: • Lack of effective leadership • Lack of communication • Lack of commitment from senior officials • Declining performance / productivity • Low staff morale

  4. 3. LOYALTY & SERVICE PERCEPTION (GRONFELDT 2006:39)

  5. 4.ENVIROMETAL FACTORS

  6. 5.WHAT NEEDS TO BE DONE • Senior Officials should do what they are supposed to do. -strategic leadership (visioning, strategies, & forming culture) -strategic plans • S. Managers should manage -Planning : operational plans /APPs -controlling, leading • Employees should implement -convert inputs into throughputs & outputs

  7. 6.SERVICE RECOVERY PROCESS (GRONFELDT 2006:155)

  8. 7. ACTION TO SATISFY CUSTOMERS (GRONFELDT 2006:157)

  9. 8.THE CAPABILITIES OF EFFECTIVE STRATEGIC LEADERSHIP 8.1 STRATEGIC THINKING • Strategic reasoning (identify, diagnose, conceive, and realizing) One needs the following competencies to engage in strategic reasoning process • Absorptive capacity: capacity to learn, ability to recognize new information, assimilates it and apply it toward new ends. • Adaptive capacity : ability to be open to and accept change • Managerial wisdom: able to perceive disparity in the environment, understand the stakeholders and their relationships and taking appropriate action at the right time.

  10. 8.THE CAPABILITIES OF EFFECTIVE STRATEGIC LEADERSHIP 8.2 Emotional intelligence and behavioural complexity • Self-awareness: being able to identify and understand one’s own emotions, values and goals and the impact of these on others. It is about knowing one’s strengths and weaknesses. • Self-regulation: being able to control our impulses and behave appropriately in a range of situations. It involves displaying honesty and integrity , taking responsibility for your own performance . • Motivation :(intrinsic motivation) passion and energy , striving for improvement, readiness to take action on opportunities and pursuing goals despite difficulties. It is also working for reasons other than financial gains and status. • In handling relationships , the following competencies are relevant: • empathy: customer focus, development of others, and valuing diversity. • Social skills: ability to listen, communicate effectively with others and building rapport and networks

  11. 8.THE CAPABILITIES OF EFFECTIVE STRATEGIC LEADERSHIP 8.3 Transformational Leadership -visionary -emphasis ethical behaviour and value based decision • Individualized influence (charismatic) • Inspirational motivation • Individualized consideration (special attention) • Intellectual stimulation (invoking innovation and creativity)

  12. 8.THE CAPABILITIES OF EFFECTIVE STRATEGIC LEADERSHIP 8.4 African Leadership -ubuntu / humanity /humaness -Collectivism -Letsema

  13. 9.THE TASK AND ROLE OF STRATEGIC LEADERSHIP 9.1 Set organizational direction

  14. 9.THE TASK AND ROLE OF STRATEGIC LEADERSHIP 9.2 Leadership to drive the strategy

  15. 9.THE TASK AND ROLE OF STRATEGIC LEADERSHIP 9.3 Staff the organization and manage social capital

  16. 9.THE TASK AND ROLE OF STRATEGIC LEADERSHIP 9.4 Build and utilize core competencies

  17. 9.THE TASK AND ROLE OF STRATEGIC LEADERSHIP 9.5 Create organizational alignment

  18. 9.THE TASK AND ROLE OF STRATEGIC LEADERSHIP 9.6 Create an organizational culture and values supportive of the strategy

  19. 9.THE TASK AND ROLE OF STRATEGIC LEADERSHIP 9.7 Lead and manage change

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