What are the advantages to an organisation of encouraging teamwork? teamwork? What are the differences between a task orientation and a people orientation in leadership? Explain the managerial grid. What is the best leadership style? Describe a coaching program you would implement to improve someone's leadership skills.
Laura is the Associate Director of a non-profit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding. However, they have also suffered high staff turnover. Two directors have left, as well as three key research staff, and one staff person from the finance department. Laura has a demanding schedule that requires frequent travel; however she supervises two managers, who in turn are responsible for five staff members each. Both managers have been appointed within the last six months. Manager 1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper level leadership values Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated, driven, and expects the same from her staff. Manager 2: Linda has a strong background in social science research and evaluation. She manages staff that work on different projects within the agency. She is known as problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation of family services. Linda is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming over-worked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Laura’s “glass half half empty” conversation style leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Laura said she has not received sufficient information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available. As staff become distressed, distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or problem solve without key information like the departmental budget.
1. How can Laura most effectively effectively use both management and leadership skills in her role as associate director? What combination of the two do you think would work best in this setting? 2. What steps could be taken to build staff confidence?
3. What advice would you give Laura on improving her leadership skills and to the managers on improving their management skills? 4. Which leadership style do you think a leader would need to be effective in this situation?
Amul (Case Study)
Corporate Leadership Of Dr Verghese Kurien Leadership in Organization Presented By – Aditya Vikram Cheema Kushal Karamchandani Nachiket Kulkarni Rishabh Sinha Ishan Parekh Arthava Oswal Early Years • Born on November 26, 1921 in Kozhikode, Kerala Served as Civil surgeon father in British Cochin • Graduated in Physics from Loyola College, Madras in 1940 and then did B.E. (Mech) from the College of Engineering from Madras University • After his engineering, he worked at Tata Steel Technical Institute, Jamshedpur from where he graduated in 1946 • He also went to USA on a government scholarship for his Master of Science in Metallurgical Engineering (with distinction) from Michigan State University BIRTH OF AMUL • Taken over by Dr Kurien in 1950, Amul Dairy was founded to stop exploitation of farmers by middlemen • Initially known as Kaira District Co operative Milk Producers Union began with just two village societies and 247 litres of milk headed by Tribhuvandas Patel as its founder chairman • Based in 'Anand' (Gujarat), Dr. Kurien's vision and extraordinary intelligence built the dairy development cooperative model into one of the largest and most successful institutions in India, called, AMUL Dynamic Leadership • India's first Prime Minister Jawahar Lal Nehru visited Anand to inaugrate AMUL "factory" and he embraced Kurien for his groundbreaking work • The Amul pattern of cooperatives had been so successful, that in 1965, Shri Lal Bahadur Shastri, (then Prime minister of India) created the National Dairy Development Board (NDDB) to replicate the program on a nationwide basis citing Kurien's "extraordinary and dynamic leadership" upon naming him chairman • Kurien also set up GCMMF in 1973 to sell the products produced by the dairies. Today GCMMF sells AMUL brand products not only in India but also overseas Journey In Brief Vision & Mission The man who Revolutionized White • A rare visionary who always translated his vision on mission mode • He had an astute sense of management and marketing. •
He attempted to replicate the Anand Model nationally through the launching Operation Flood Programme (OFP). The Noble Milkman • He believed that the rural development process required professional transformation. – IRMA – Institutions providing skill- oriented training – Tribhuvan Das Foundation From Milk to Management • The AMUL story – Operational flood 1,2,3 – Milk prod. Tripled – Value of the increased production of milk is Rs.2,400 Cr. – Dairying has become the largest rural employment scheme in this country. Innovation • A great believer in innovation • Development of the automatic milk bulk vending system to compete with the urban liquid milk dwellers. – It was reengineered from a similar loose (pasteurized) liquid milk supply system established by M/s Conosupo, in Mexico. – The vending system was invented originally by M/s Rowe International of USA. • The re -engineered Indian bulk vending system was established as more functional and economical than the original system! It is because of Dr. Kurien that India today contributes about 17 per cent of the total milk production in the world. Amul, with a turnover of over Rs. 13,000 crore, is Asia’s top milk-producing brand and is counted, with one of the best recall values, among the world’s leading brands in any sector. From one milk project to a larger one, the “Milkman of India” saw India emerge from a milk - deficient country into the largest milk producer in the world, overtaking even the once milk- abundant Netherlands. Year Name of Honor 1965 Padma Shree 1966 Padma Bhusan 1986 Krushi Ratna Award 1989 World food prize (USA) 1993 International Person of the year award (dairy expo) 1999 Padma Vibhushan 3 Tier Structure Achievements & Anecdotes Anecdotes • Fiery, Blunt & Controversial – Prime Minister Lal Bahadur Shatri’s visit to Anand, Gujarat. • Fearless & Wicked Sense of Humor • Solving the bigger Problems of society. • He dint enjoy drinking milk, but sold it all of us. Architected a platform that enabled people to build/sell on top of it. • Beyond the definitions of traditional v/s incremental innovation. • Created the farmer -owned & controlled business. • Built an insular system. On Request from Shyam Benegal, Mr. Kurien agreed to fund a movie to portray human stories surrounding cooperative dairy movement. • The film won national awards and continues to be considered as the best tool to educate farmers about cooperative movements. • Amul Group created some of the best documentaries and literature.
Critical Evaluation of his role Social Entrepreneur Sent on a scholarship and returned in 1948 and joined the Dairy Department of the Government of India Posted as dairy engineer to the Government Research Creamery, a small milk powder factory, in Anand Used his skills for no personal profit One of the first social entrepreneur India was to ever see Kaira Union made a strong lobby, which contended that buffalo milk could not be turned into milk powder Buffaloes give double the milk in winter than in summer Bombay was lone consuming centre and didn’t want irregular milk flow into the city Bombay Milk Scheme preferred to import milk powder from New Zealand to meet the city's demand prompting Kurien to ask: "Mr Khurody, are you the Milk Commissioner of Bombay or New Zealand?“ Another problem during that time was compettion from "Polson" brand Before the independence British Government pushed Pestonjee to supply milk from Kaira to Bombay. Scheme helped everyone but the farmers who struggled to get a fair price for their milk against the middlemen working for the Polson Dairy
Solution • In 1949 Mr Kurien took charge and bought a pasteurising machine for 60,000 rupee • Investment paid off; the milk could now reach Mumbai without spoiling; and the co-op idea grew apace • Credit of creating the country's best known brand and that too for a product of rural India turned out by co- operatives • Pride in seeing an Amul fronting every shop shelf with Nestle and the rest making the rear Empowering the poor “Socialism” never described what he was doing Empowerment of the rural poor was his real aim, and milk merely the best tool available His dairies taught poor farmers to value cleanliness, discipline and hard work Liberalisation in 1991 came as an appalling shock and he had no intention of letting private companies back into the dairy business
Courage of his conviction Chief Minister of Rajasthan, Barkutallah Khan, did not agree to autonomy being given to the milk cooperatives Rajasthan’s farmers were not as capable of managing their businesses as Gujarat’s farmers Kurien then said that if the CM’s constituency, Jodhpur (rural), was capable of electing him, surely they could manage their own little milk businesses Indira Gandhi also questioned Kurien on the capacities of farmers to manage big business Kurien is then reported to have told her that ‘you are now talking like the British who said we will give you freedom when you are ready’
Innovator Inception of a nationwide cooperative sector Invented the process of making skim milk powder and condensed milk from buffalo milk instead of from cow milk Amul girl was created Dr Kurien suggested a mischievous little girl as a mascot with two requirements i.e easy to draw and memorable Range of products
Nation Builder Taken India from milk deficient to milk surplus nation Built a whole family of institutions around NDDB to realise his dream of a strong Indian dairy industry founded on cooperative lines Founded the Institute of Rural Management at Anand (IRMA) and over 30 years, IRMA graduates have made a mark in the cooperative, agri-business and non-profit sectors of the Indian economy Believed in preventing MNCs eating into Indian companies
Berian is a bakery manager
Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivity could be maintained. Berian’s approach produced a positive outcome and increased team motivation. Tesco’s leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco’s programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business.
