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Tran Sfer Of Property Act

  2. 2. ORGANISATIONAL BEHAVIOUR Dr. T.K. Jain. AFTERSCHO☺OL Centre for social entrepreneurship Bikaner M: 9414430763 [email_address] www.afterschool.tk , www.afterschoool.tk www.afterschoool.tk AFTERSCHO☺OL's MATERIAL FOR PGPSE PARTICIPANTS
  3. 3. WHAT IS OB? <ul><li>Study of human behaviour in group setting, in organisational context </li></ul><ul><li>It looks into aspects like motivation, leadership, human aspiration, team work, personality development etc. </li></ul><ul><li>It inquires into the basic human instincts and also looks at superordinate goals acquired through interpersonal processes. </li></ul>
  4. 4. MOTIVATION…. <ul><li>Self actualisation – as the ultimate goal </li></ul><ul><li>Working for achieving </li></ul>
  5. 5. Level 5 Leadership <ul><li>Leadership at the best level </li></ul><ul><li>Motivating people to perform to the best, to be leaders, to set personal examples, to work to the best directions </li></ul><ul><li>Leadership with highest level of professional will, and leadership at highest level of commitment, humility, and down to earth </li></ul>
  6. 6. The 2 Sides of Level 5 Leadership <ul><li>Professional Will </li></ul><ul><li>Creates superb results, a clear catalyst in the transition from good to great. </li></ul><ul><li>Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. </li></ul><ul><li>Sets the standard of building an enduring great company; will settle for nothing less. </li></ul><ul><li>Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck. </li></ul><ul><li>Personal Humility </li></ul><ul><li>Demonstrates a compelling modesty, shunning public adulation; never boastful. </li></ul><ul><li>Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate. </li></ul><ul><li>Channels ambition into the company, not the self; sets up successors for even greater success in the next generation. </li></ul><ul><li>Looks out the window, not in the mirror, to apportion credit for the success of the company—to other people, external factors, and good luck. </li></ul>
  7. 7. First Who, Then What <ul><li>Good to great - Jim Collins </li></ul><ul><li>If we get the right people on the bus, the right people in the right seats and the wrong people off the bus , … p.41 </li></ul>
  8. 8. First Who, Then What <ul><li>“… if you have the wrong people, it doesn’t matter whether you discover the right direction; you still won’t have a great company. Great vision without great people is irrelevant .” P. 42 </li></ul>
  9. 9. First Who, Then What <ul><li>The right people don’t need to be tightly managed or fired up. P.42 </li></ul>
  10. 10. First Who, Then What <ul><li>“… the ‘who’ questions come before the ‘what’ questions – before vision, before strategy, before tactics, before organizational structure, before technology .” P. 45 </li></ul>
  11. 11. First Who, Then What <ul><li>In a good to great transformation, people are not your most important asset. The right people are. P.51 </li></ul>
  12. 12. First Who, Then What <ul><li>“ To be rigorous means consistently applying exacting standards at all times and at all levels, especially upper management . “ P.52 </li></ul>
  13. 13. First Who, Then What <ul><li>The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving. P.53 </li></ul>
  14. 14. First Who, Then What <ul><li>Alan Wurtzel of Circuit City in reply to the question, “At what point do I compromise?” Without hesitation said, “ You don’t compromise. We find another way to get through until we find the right person .” P. 55 </li></ul>
  15. 15. First Who, Then What <ul><li>Practical principles : </li></ul><ul><li>1. When in doubt don’t hire, keep looking. </li></ul><ul><li>2. When you know you need to make a people change, act. </li></ul><ul><li>3. Put your best people on your biggest opportunities, not on your biggest problems. </li></ul>
  16. 16. First Who, Then What <ul><li>What does this principle say to us? </li></ul><ul><li>How does this principle inform your work with certain ministries? </li></ul>
  17. 17. First Who, Then What <ul><li>How do these statements inform the work of the BOM, the Cabinet, New Church Development, Treasurer, DCM, etc.? </li></ul><ul><li>How does this principle inform nominations in the future? </li></ul><ul><li>How might you tell if someone is the right person on the bus? </li></ul>
  18. 18. Confront the Brutal Facts (Yet never lose faith) <ul><li>Be passionate about you and your goals </li></ul>
  19. 19. Confront the Brutal Facts (Yet never lose faith) <ul><li>“ You absolutely cannot make a series of good decisions without first confronting the brutal facts .” P. 70 </li></ul>
  20. 20. Confront the Brutal Facts (Yet never lose faith) <ul><li>Fred Purdue of Pitney Bowes said, “ When you turn over rocks and look at all the squiggly things underneath, you can either put the rock down, or you can say, ‘My job is to turn over rocks and look at the squiggly things,’ even if what you see can scare the (stuffens’) out of you. ” P. 72 </li></ul>
  21. 21. Confront the Brutal Facts (Yet never lose faith) <ul><li>“ Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted. There’s a huge difference between the opportunity to ‘have your say’ and the opportunity to be heard. ” P.74 </li></ul>
  22. 22. Confront the Brutal Facts (Yet never lose faith) <ul><li>Creating a climate where truth is heard: </li></ul><ul><ul><li>1. Lead with questions, not answers. </li></ul></ul><ul><ul><li>2. Engage in dialogue and debate, not coercion. </li></ul></ul><ul><ul><li>3. Conduct autopsies, without blame. </li></ul></ul><ul><ul><li>4. Build “red flag” mechanisms. </li></ul></ul>
  23. 23. Remember The Stockdale Paradox <ul><li>AND at the same time confront the most brutal facts of your current reality, whatever they might be. </li></ul><ul><li>Retain faith that you will prevail in the end, regardless of the difficulties. </li></ul>
  24. 24. Confront the Brutal Facts (Yet never lose faith) <ul><li>“ There is a sense of exhilaration that comes in facing head-on the hard truths and saying, ‘We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail .’” P.81 </li></ul>
  25. 25. Confront the Brutal Facts (Yet never lose faith) <ul><li>What are some of the brutal facts that we must face? </li></ul><ul><li>Using The Stockdale Paradox phrase a statement about one of these brutal facts? </li></ul><ul><li>What mills might we need to sell? </li></ul><ul><li>What restaurants might we need to close? </li></ul><ul><li>What “corporate raiders” need to be fought off? </li></ul>
  26. 26. The Hedgehog Concept <ul><li>“ Precisely, the Hedgehog concept is a simple, crystalline concept that flows from deep understanding about the intersection of the three circles .” P.95 </li></ul>
  27. 27. What are your three circles? <ul><li>What are you the best in the world at? </li></ul><ul><li>What drives your economic engine? </li></ul><ul><li>What are you deeply passionate about? </li></ul>
  28. 28. The Hedgehog Concept <ul><li>A Hedge Hog concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at. P. 98 </li></ul>
  29. 29. The Hedgehog Concept <ul><li>“ The only way to remain great is to keep applying the fundamental principles that made you great .” P.108 </li></ul>
  30. 30. The Hedgehog Concept <ul><li>“ We should only do those things that we can get passionate about .” P.109 </li></ul>
  31. 31. The Hedgehog Concept <ul><li>The essence of the process is to get the right people engaged in vigorous dialogue and debate, in fused with the brutal facts and guided by questions formed by the three circles. P.114 </li></ul>
  32. 32. The Hedgehog Concept <ul><li>“ Know ‘one big thing’ and stick to it .” P. 119 </li></ul>
  33. 33. The Hedgehog Concept <ul><li>Which is more important: the goal to be the best at something, or realistic understanding of what you can (and cannot) be the best at? </li></ul>
  34. 34. The Hedgehog Concept <ul><li>Can each sub-unit and each person have a hedgehog concept? </li></ul>
  35. 35. The Hedgehog Concept <ul><li>How is the Hedgehog Concept different for a church? </li></ul>
  36. 36. The Hedgehog Concept <ul><li>What are we deeply passionate about? (love to do) </li></ul><ul><li>What can we become the best in the world at? (genetic or God-given talent) </li></ul><ul><li>What drives our economic engine? </li></ul><ul><ul><ul><li>How are we going to finance what we are going to do? </li></ul></ul></ul><ul><ul><ul><li>What is our single denominator? </li></ul></ul></ul><ul><ul><ul><li>Cash flow per local church offerings. </li></ul></ul></ul><ul><ul><ul><li>We create healthy churches, we create healthy cash flow . </li></ul></ul></ul><ul><ul><ul><li>People and money flow to VISION! </li></ul></ul></ul>
  37. 37. A Culture of Discipline
  38. 38. A Culture of Discipline <ul><li>“ The purpose of bureaucracy is to compensate for incompetence and lack of discipline .” P.121 </li></ul>
  39. 39. A Culture of Discipline <ul><li>“ Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drives away the right people on the bus, which then increases the percentage of wrong people on the bus, which increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away, and so forth .” P. 121 </li></ul><ul><li>“ Avoid bureaucracy and hierarchy and instead create a culture of discipline .” P. 121 </li></ul>
  40. 40. A Culture of Discipline <ul><li>“ Set your objectives for the year, you record them in concrete. You can change your plans through the year, but you never change what you measure yourself against .” P.122 </li></ul>
  41. 41. A Culture of Discipline <ul><li>“ You focus on what you’ve accomplished relative to exactly what you said you were going to accomplish – no matter how tough the measure .” P.122 </li></ul>
  42. 42. A Culture of Discipline <ul><li>“ The point is to first get self-disciplined people who engage in very rigorous thinking, who then take disciplined action within the framework of a consistent system designed around the Hedgehog Concept .” P. 126 </li></ul>
  43. 43. A Culture of Discipline <ul><li>“ They displayed a remarkable discipline to unplug all sorts of extraneous junk .” P.139 </li></ul>
  44. 44. A Culture of Discipline <ul><li>“ They displayed a remarkable discipline to unplug all sorts of extraneous junk .” P.139 </li></ul>
  45. 45. A Culture of Discipline <ul><li>Should we have a “stop” doing list? </li></ul><ul><li>What should be on the list? </li></ul>
  46. 46. A Culture of Discipline <ul><li>If class distinctions are deeply divisive, then why do organizations persist in creating an executive class that separates itself from those who do the real work? If you ran the whole show, what would you remove to reduce class distinctions? </li></ul>
  47. 47. THE FLYWHEEL AND THE DOOM LOOP <ul><li>The Biblical Truth: Parable of the Mustard Seed (Matt. 13:31) Parable of the Leaven (Matt. 13:33) - Matt. 17:20 (faith as mustard seed) – Jesus beginning with the disciples. </li></ul>
  48. 48. THE FLYWHEEL AND THE DOOM LOOP <ul><li>“ Step by step, action by action, decision by decision, turn by turn of the flywheel – that adds up to sustained and spectacular results .” p.165 </li></ul>
  49. 49. THE FLYWHEEL AND THE DOOM LOOP <ul><li>“ There will be build up and break through .” P.165 </li></ul>
  50. 50. THE FLYWHEEL AND THE DOOM LOOP <ul><li>“ Tremendous power exists in the fact of continued improvement and the delivery of results. Point to tangible accomplishments … people see and feel the buildup of momentum, they will line up with enthusiasm .” P.174 </li></ul>
  51. 51. The Doom Loop
  52. 52. The Flywheel Effect
  53. 53. Building Vision <ul><li>Do we know what is core and what is not? </li></ul><ul><li>What is our vision? </li></ul><ul><li>Do we have a good BHAG? </li></ul><ul><li>What should be some of our base camps? </li></ul>
  54. 54. Name of the company <ul><li>Easy </li></ul><ul><li>Indicative of the objectives of the company </li></ul><ul><li>Convey the personality / ideas of the compnay </li></ul><ul><li>Should not be similar to the names of the existing company </li></ul><ul><li>Should not be one – which is prohibited for this purpose – for example: India etc. </li></ul>
  55. 55. Approval of the name of the company.. <ul><li>Registrar of Companies of the State where the company is to be incorporated. Availability of a name can be checked using the ‗Check Company Name‘ service under ‗Other Services‘ tab on homepage of MCA i.e. www.mca.gov.in. Once this is done, chances of rejection of proposed name will be much less. </li></ul>
  56. 56. About AFTERSCHO☺OL <ul><li>PGPSE - World’s most comprehensive programme on social entrepreneurship – after class 12 th </li></ul><ul><li>Flexible – fast changing to meet the requirements </li></ul><ul><li>Admission open throughout the year </li></ul><ul><li>Complete support from beginning to the end – from idea generation to making the project viable. </li></ul>
  57. 57. Branches of AFTERSCHO☺OL <ul><li>PGPSE programme is open all over the world as free online programme. </li></ul><ul><li>Those who complete PSPSE have the freedom to start branches of AFTERSCHO☺OL </li></ul><ul><li>A few branches have already started - one such branch is at KOTA (Rajasthan). </li></ul>
  58. 58. Workshop on social entrepreneurship <ul><li>We conduct workshop on social entrepreneurship – all over India and out of India also - in school, college, club, association or any such place - just send us a call and we will come to conduct the workshop on social entrepreeurship. </li></ul><ul><li>These workshops are great moments of learning, sharing, and commitments. </li></ul>
  59. 59. FREE ONLINE PROGRAMME <ul><li>AFTERSCHO☺OL is absolutely free programme available online – any person can join it. The programme has four components : </li></ul><ul><li>1. case studies – writing and analysing – using latest tools of management </li></ul><ul><li>2. articles / reports writing & presentation of them in conferences / seminars </li></ul><ul><li>3. Study material / books / ebooks / audio / audio visual material to support the study </li></ul><ul><li>4. business plan preparation and presentations of those plans in conferences / seminars </li></ul>
  60. 60. 100% placement / entrepreneurship <ul><li>AFTERSCHO☺OL has the record of 100% placement / entrepreneurship till date </li></ul><ul><li>Be assured of a bright career – if you join AFTERSCHO☺OL </li></ul>
  61. 61. Pursue professional courses along with PGPSE <ul><li>AFTERSCHO☺OL permits you to pursue distance education based professional / vocational courses and gives you support for that also. Many students are doing CA / CS/ ICWA / CMA / FRM / CFP / CFA and other courses along with PGPSE. </li></ul><ul><li>Come and join AFTERSCHO☺OL </li></ul>