By S Balasubramanian
This super attention-grabbing e-book proposes a brand new examine the complicated international and features of Indian company management. it really is in accordance with the writer s own interplay and painstaking examine on a few of India s best businessmen and businesswomen, who've been very profitable in remodeling the agencies and the folk they lead, into brilliant and transforming into entities. proposing a distinct notion and imaginative and prescient of industrial management in India, the ebook explores this advanced topic and its dynamics in this present day s demanding worldwide company setting. Key good points presents an knowing of character adjustments utilizing the Myers-Briggs variety Indicator (MBTI) deals an outline of Indian tradition and the original features of Indian enterprise offers an in-depth research of Indian company management Explores the idea that of carrier management provides transcripts of interviews with key company leaders in India Examines classes for destiny examine and proposed versions of management
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Additional info for The Art of Business Leadership: Indian Experiences
6. Plan for and Create Short Term Wins: Plan for visible performance improvements; create those improvements; recognise and reward employees involved in the improvements. 7. Consolidate Improvements and Produce Still More Change: Use increased credibility to change systems, structures and policies that do not fit the vision; hire, promote and develop employees who can implement the vision; reinvigorate the process with new projects, themes and change agents. 8. Institutionalise New Approaches: Articulate the connections between the new behaviours and organisational success; develop the means to ensure leadership development and succession.
R. Narayana Murthy of Infosys and Kiran Mazumdar of Biocon come to mind instantly when we think of charismatic leaders. Where else in the world (with the exception of Bill Gates’ Microsoft and Page’s Google, perhaps) have we come across an individual, either alone or in collaboration with a closely-knit group of friends, create business empires of gigantic proportions out of practically nothing in less than two decades? 54 According to him, ‘when we are continually growing, we have an internal sense of meaning and impact.
27 Leadership styles were plotted on a grid with one axis of the grid representing ‘concern for people’ (employee-centredness) and the other axis representing ‘concern for production’ (task-centredness). This model identifies five different leadership styles based on the concern for people and the concern for production. These are (a) the impoverished style (managers have low concern for both people and production and use this style to avoid getting into trouble); (b) the country club style (managers have a high concern for people and a low concern for production and pay more attention to the security and comfort of the employees in the hope that this would increase performance); (c) the task master style (managers have a high concern for production and a low concern for people and use this style to pressure employees through rules and punishments); (d) the team leader style (managers have maximum concern for production and maximum concern for people and use this style to balance the needs of the organisation with the needs of the employees); and (e) the middle-of-the-road style (managers have a reasonable concern for production and a reasonable concern for people).