2. Fundamentals of Public Administration MPA - 406 FACILITATOR Prof. Dr. Mohammad Majid Mahmood 0333-5188677, majidbagram@yahoo.com

3. REFLECTIONS

4. 4 Effective leaders should establish relationships with all members, not just a few special individuals. Leader relationships are not limited to employees, but include customers, suppliers, and other relevant stakeholders in the broader community. Effective leaders

5. 5 Why leaders vary their behavior with different followers?

6. 6 Pygmalion Effect Occurs when selected subordinates demonstrate loyalty, commitment, dedication, and trust and as a result, win the liking of superiors who subsequently give them higher performance ratings.

7. When Great Goes Bad For leaders, success and failure comes from: Need for total control Refusing to hear no Ignoring the “experts” Single-minded

8. DEVELOPING YOUR LEADERSHIP SKILLS Lifelong Learning Journey

9. 9 1 And provide recognition when others do the same! Lead by Example

10. 10 2 with your employees, respecting their abilities & contributions, and demonstrating trust & attentiveness to their needs. Build Strong Relationships

11. 11 3 Communication is a two-way street. Communicate Effectively

12. 12 4 Encourage and reward collaboration and innovation on a regular basis. Build Team Spirit

13. 13 5 that are clear, specific and measurable. Communicate the goals to your team, in ways and words that they understand. Set Goals

14. 14 6 documenting staff progress and success – looking for ways to save the company money is always a good idea. Understand the Finances

15. 15 7 by creating an environment in which people receive recognition for work done well, where employees are motivated to work hard for the success of the organization. Encourage the Team

16. 16 8 their skills and strengths through education and on-the-job training programs. Help People Grow

17. 17 9 that will lead to confident and productive employees – their success will often lead them to become better leaders. Provide Quality Training

18. 18 10 by sharing the vision of the company with the team and then, together, putting the dream into action…every single day. Keep the Dream Alive

19. Why Motivation is important?

20. Why do some people climb mountains?

21. While others run?

22. And others just sit?

23. And why do millions of people go to work each day?

24. Motivation is the force that drives our actions

25. People vary in their ability to do an activity and in their willingness to do it. Motivation is the willingness aspect. (Hersey & Blanchard) Motivation

26. –Individual forces that account for the direction, level, and persistence of a person’s effort at work. Direction - an individual’s choice when presented with a number of possible alternatives. Level - the amount of effort a person puts forth. Persistence - the length of time a person sticks with a given action. Motivation

27. Pakistan`s Women Cricket Team Success

30. 30 1. Describe Current Performance 2. Describe Desired Performance 4. Follow Up 3. Get a Commitment to the Change. The Performance Formula The Performance Formula

32. Motivation Theories

33. Self- Actualization Esteem Social Safety Physiological Maslow’s Needs Theory

34. Goal-setting Theory SpecificGoals DifficultGoals Increase Performance Higher Performance

35. Equity Theory The Equity Theory was first discussed in early 1960's by J. S. Adams. It was a practical explanation for why employees perform the way they do. An employee compares his/her job’s inputs- outcomes ratio with that of relevant others and then corrects any inequity. Employees are motivated when their perceived inputs equal outputs

36. Mclelland’s Motivational Needs Theory ACHIEVEMENTAFFILIATIONPOWER

37. 37 Theories X and Y Little ambition Dislike work Avoid responsibility Self-directed Enjoy work Accept responsibility Theory X Theory Y

38. Designing a Motivating Environment You cannot motivate people, but you can create an environment or organizational climate in which they will feel motivated. communicate, empower employees, develop employees, show appreciation, manage ethically and impartially, and promote workplace wellness. Young suggested six points to build a positive motivational environment:

39. Controlling Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance

40. Controlling –The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness

41. Management Challenges for the 21 st Century 3 Critical Challenges GLOBALISM TECHNOLOGY CHANGE

42. 1)Notice each individual 2)Say Thank-you, even a smile can make a big difference. 3)Make employees feel respected and valued 4)Share your experience and knowledge 5)Be confident about people. 6)Be honest and trustworthy 7)Don’t take personal credit for others success 8)Create a blame-free culture 9)Set developmental goals 10)Make work fun!! TOP 10 TIPS

43. 43 Golden Rule “Don’t do anything to anyone that you would not want them to do to you.”

44. Final thoughts Any problem, big or small, always seems to start with bad communication. Someone isn't listening.

45. Thank you for your kind attention! Thank you for your kind attention! FACILITATOR Prof. Dr. Mohammad Majid Mahmood PhD (Management Sciences), MPA (QAU), TOT SEDP (LUMS & McGill Canada), Intel (Microsoft), Ex-Canadian Academic Board Member (Canada), SME COL Canada, MS Access (USA) Master Trainer: HEC, NTB, POSTAL, PMI, NCRD, STI 0333-5188677, majidbagram@yahoo.com