the leadership style of palli karma-sahayak foundation (pksf)
Post on 11-Sep-2014
16 Views
Preview:
DESCRIPTION
TRANSCRIPT
WELCOME TO OUR
PRESENTATION
Our Presentation topic is
The Leadership style of Palli Karma-Sahayak Foundation
(PKSF)
Student Name Student ID No.
Md. Nadimur Rahman Sujon
09102101191
Md. Bellal Hossain Raju 09102101198
Kamrun Nahar Shila 09102101208
Md. Habibur Rahman Khan Naim
09102101217
Md. Fagly Rabbi (18th) 08092101072
GROUP MEMBERS
Farhana IslamLecturer,
Department of Management,Bangladesh University of Business &
Technology (BUBT)
PREPARED FOR
To get a overview of the Palli Karma-Sahayak Foundation.
To obtain information concerning the pattern of leadership that practices by Palli Karma-Sahayak Foundation.
To obtain general idea about leadership and its types. To obtain general idea about behavioral, path-goal,
and trait theories of leadership. To identify the leadership style of Palli Karma-
Sahayak Foundation, To identify the position of Palli Karma-Sahayak
Foundation in managerial grid.
OBJECTIVE OF THE PRESENTATION
Palli Karma-Sahayak Foundation (PKSF)
Type Government
Industry Microcredit
Founded 1990
HeadquartersPKSF Bhaban, Plot: E-4/B,
Agargaon Administrative Area, Share-E-Bangla Nagar, Dhaka-
1207, Bangladesh
Key people Dr. Qazi Kholiquzzaman Ahmad Chairman
Products Microcredit loans, finacial services etc.
Website www.pksf-bd.org
Palli Karma-Sahayak Foundation (PKSF)
PKSF was established by the Government of Bangladesh in 1990 as the apex organization with the mandate to alleviate poverty through generating employment. PKSF disburses fund to microfinance institutions (MFIs) who are its Partner Organizations (POs) to implement development programs designed for the poor of Bangladesh.
PKSF’s Partner Organizations
As shown in Figure, in fiscal year 2009 PKSF has 257 POs, giving it access to all districts in the country.
PKSF’s Vision
PKSF’s vision is to alleviate poverty and improve the quality of life of the poor – the landless and the asset less people by providing them with resources for creation of employment with a view to enhancing economic conditions.
PKSF’s Operational Activities PKSF comprises six core programs and five special
programs, amounting to eleven activities. These are:Core Programs: Rural Microcredit (RMC) Urban Microcredit (UMC) Agricultural Sector Microcredit (ASMC) Microenterprise (ME) Seasonal Loan (SL) Ultra Poor (UP)
Special programs Special Assistance for Housing of SIDR-
affected Borrowers (SAHOS) Food Security for Vulnerable Group
Development (FSVGD) Rehabilitation of SIDR-affected Coastal Fishery,
Small Business & Livestock Enterprises (RESCUE)
Rehabilitation of Non-Motorized Transport Pullers and Poor Owners (RNPPO)
Financial Services for the Overseas Employment of the Ultra Poor (FSOEUP)
Questions on leadership
What is leadership? Discuss the types of leader or different types
of leadership. Discuss the behavioral theory of leadership. Discuss the path-goal theory of leadership. Discuss the traits theory of leadership.
According to Stephen P. Robbins & Timothy A. Judge:“Leadership is the ability to influence a group toward the achievement of a vision or set of goals”.
WHAT IS LEADERSHIP?
LEADERSHIP IS THE ABILITY TO INFLUENCE A GROUP TOWARD THE ACHIEVEMENT OF GOALS.
THE SOURCE OF THIS INFLUENCE MAY BE FORMAL.
Leadership can be divided from three views such as:
On the basis of the formalities, On the basis of the use of
authority, On the basis of the nature of
people.
TYPES OF LEADERSHIP
Formal Leadership: When the leadership is created by the designation according to the formal organogram of the organization, is called formal leadership.
Informal Leadership: While people working together in a organization; their class, race, attitude, perception, personal liking and disliking etc create informal leadership.
ON THE BASIS OF FORMALITIES Two types of leadership
Autocratic Leadership: In this leadership, leaders centralize power and decision making in themselves. The leaders take full authority and assume full responsibility.
Participative or Democratic Leadership: In this leadership, leaders clearly decentralize authority. The leader and the group act as a social unit.
Laissez-faire or Free-rein Leadership: A free-rein leader does not lead, but leaves the group entirely to itself. Such a leader allows maximum freedom to subordinates; they are given a free hand in deciding their own policies and methods.
ON THE BASIS OF THE USE OF AUTHORITY Three types of leadership
Positive Leadership: If the leaders approach people to motivate emphasizes rewards (economic or otherwise) the leader uses positive leadership.
Negative Leadership: If the leaders approach people to motivate emphasizes threats, fear, harshness and penalties, the leader applying negative leadership.
ON THE BASIS OF THE NATURE OF PEOPLE Two types of leadership
Theories proposing that specific behaviors differentiate leaders from nonreaders.Relationship based behavioral theories focus on the development and maintenance of relationships – process orientated
BEHAVIORAL THEORIES
People-oriented Behaviors Showing mutual trust and respect Concern for employee needs Desire to look out for employee welfare
Task-oriented Behaviors• Assign specific tasks.• Ensure employees follow rules.• Push employees to reach peak performance.
BEHAVIOR PERSPECTIVE COND..
Ohio State University Studies that sought to identify independent dimensions of leader behavior.It has two key dimensions of leader behavior:
Initiating structure - attempts to organize work, work relationships, and goals.Consideration - concern for followers’ comfort, well-being, status, and satisfaction.
Both are important.
IMPORTANT BEHAVIORAL STUDIES
University of MichiganStudies that sought to identify the behavioral characteristics of leaders related to performance effectiveness.
Also it has two key dimensions of leader behavior:
Employee-oriented – emphasize interpersonal relationships and is the most powerful dimension
Production-oriented – emphasize the technical aspects of the job
IMPORTANT BEHAVIORAL STUDIES
A two-dimensional view of leadership style that is based on concern for
people versus concern for production.
•Style is determined by position on the graph
THE MANAGERIAL GRID
THE MANAGERIAL GRID
123456789 1 2 3 4 5 6 7 8 9
Conc
ern
for
Peop
le
Concern for Production
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
LEADERSHIP STYLES ASSOCIATED WITH MANAGERIAL GRID
Blake and Mouton recognize five extreme of styles which are:The Indifferent or Impoverished Management (1,
1)The Country Club or Accommodating
Management (1, 9)The Status Quo or Middle-of-the-Road
Management (5, 5)The Dictatorial or Task Management (9, 1)The Sound or Team Management (9, 9)
In path goal theory Leader’s job is to provide followers with the information, support or other resources necessary for them to achieve their goals.
Four leadership behaviors in path goal theory:I. Directive leader II. Supportive leader III.Participative leader IV.Achievement-oriented leader
PATH-GOAL THEORY
PATH-GOAL THEORY (CONT.)
CONTINGENCY FACTORS
The theory states that each of these styles will be effective in some situations but not in others. It further states that the relationship between a leader’s style and effectiveness is dependent on the following variables: Employee characteristics Characteristics of work environment
TRAIT THEORIES
Theories that attempt to isolate characteristics that differentiate leaders
from nonreaders.
Core traits identified are- Achievement drive: High level of effort, high
levels of ambition, energy and initiative . Honesty and integrity: trustworthy, reliable,
and open. Self-confidence: Belief in one’s self, ideas, and
ability. Leadership motivation: An intense desire to
lead others to reach shared goals
TRAIT THEORIES
Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled.
Knowledge of business: Knowledge of industry and other technical matters.
Emotional Maturity: well adjusted, does not suffer from severe psychological disorders.
Palli Karma-Sahayak Foundation
Basis of leadership model Concentrate on partnership.Management orientation toward performing specific task
Both individual and teamwork.
Employee orientation toward performing specific task
Both individual and group responsibility.
Management orientation toward achieving goal
Both production and people oriented.
Employee orientation toward achieving goal
Either individual or group responsibility.
LEADERSHIP STYLE OF PALLI-KARMA SAHAYAK FOUNDATION
Base of leadership
style
PKSF Explanation
Based on the
formality
Formal leadership Because PKSF follow the formal organogram of the organization that is designed by top authority of the organization, this provides a sequential authority of leadership.
Based on the use of authority
Participative leadership
Because decisions are taken department wise and individually together by a discussion with top level management who decentralize their power of decision making to those.
Based on the nature of people
Positive leadership Because management provide employee motivation through training or a give a chance to solve while they do mistake, they also provide rewards if they achieve specific goal perfectly.
FINDINGS AND ANALYSES
PLACE OF LEADERSHIP STYLE OF PKSF IN THE MANAGERIAL GRID
By discussing with the deputy manager of operations department of PKSF we find that Palli Karma-Sahayak Foundation follow Participative Leadership style and stay at the middle of-the-road management which also known as 5,5 of the managerial grid, which consider as fair leadership practices.Impact on employees: Employees are not really discontent nor are they happy. Good harmony within the group.Impact on organization: Average performance but satisfactory.
Over the last year, PKSF has been able to reach a wider section of society and to meet their demands by providing training in many fields; and throughout the year, PKSF has continued to deepen and scale up its mainstream programs and projects. Responding to the evolving needs of the poor PKSF has become the house for financial and programmatic innovations, where a number of new initiatives are in the process of development.
This is the ultimate result of their leadership practices and activities
CONCLUSION
Our recommendations toward their leadership style are,
They should hold their leadership practices, They should more concentrate on their
production , They should hold their positive attitude toward
their employees, They should more efficient to handle internal
conflict, They should improve their performance
appraisal process because maximum employees are not fairly satisfied with it,
They should practice informal leadership sometimes because it provides better feedback than formal leadership.
RECOMMENDATIONS
Thank YouAny Question?
top related