Leading & Motivating a Team Effectively

1. Leading & Motivating a Team
Effectively
Setting Clear Goals and Objectives
Day 1
Learning By Practice
2013

3. Khaled Alanzi
- Quality Specialist in Supreme Council of Environment.
- Member of Charted Quality Institute - UK.
- 6 Sigma Green belt Holder- Quality Council of Indiana US.
- Founder of ITQAN Leadership Model.
Khaled-alanzi@live.com
Specialist in Field

4. Table of Content
Section 1
4
Vision and Mission
Framework of
value
Organization
Culture
Linking
objective
Part 1 Part 2 Part 3 Part 4

5. Classification
• Red : Head line within section
• Bold: Important Word
• Blue :New Topics – External Reading
Book Activities

6. Assessment Task
1.Explain the importance of the team having a common sense of purpose that supports
the overall vision and strategy of the organisation (16 marks)
2.Explain the role that communication plays in establishing a common sense of purpose
(16 marks)
3.Assess the effectiveness of own communication skills on the basis of the above (12
marks)
4.Describe the main motivational factors in a work context and how these may apply to
different situations, teams and individuals (16 marks)
5.Explain the importance of a leader being able to motivate teams and individuals and
gain their commitment to objectives (20 marks)
6.Explain the role that the leader plays in supporting and developing the team and its
members and give practical examples of when this will be necessary (20 marks)

7. Vocabulary’s
• Infer
• Worded
• Strategic
• Value
• Portray
• Idealistic
• Ideologies
• Organization Culture
• Dilemma

8. Efficiency is restricted to the present state whereas effectiveness
involves thinking long term
Effectiveness measures the degree to which a goal has been achieved
whereas Efficiency compares resources (costs) needed to achieve the
goal against what was actually achieved (benefits).
Effectiveness and Efficiency

9. Vision, Mission and strategy
“Performance without strategy is Function of luck; strategy without
performance is result of incompetence”
What is the benefits of using Vision and
Mission statements?
Learning by practice

10. Mission
Mission: in its simplest form the mission statement Describe the overall purpose of
the organization.
Defines the primary objectives. Its prime
function of internal – to define the key
measure or measures of the organization's
success.
Nissan: provides unique and
innovative automotive products
and services that deliver superior,
measurable values to all
stakeholders"
United Concrete Products

11. Mission
• Mission develop by senior management team and also
involvement of staff.
• When developing Mission statement we should take
consideration the following:
1. Product Service.
2. Market.
3. Value.
4. Public image.

12. Mission
Steps
Three steps in developing an effective mission
statement: craft it, communicate it, and
incorporate it into the business's environment

13. Craft a Mission
• The first thing an entrepreneur should do to write a mission statement is
to gather a team.
• Creating a mission statement on your own is dangerous; use employees,
managers, and even customers to help develop the statement.
• Next, you and your team must establish the needs and opportunities that
your business has. which then becomes its primary purpose.
• how your company will meet these needs.
• describe the activities that your business participates in on a daily basis.
• discuss the company's values,
• Finally, combine all of these key elements together to create the perfect
mission statement.
A mission statement should be a few sentences long that even people outside of the
industry would be able to understand.

14. Communicate it
1. Communicate It. In order to have an effective mission statement, it must
be communicated daily throughout the business.
2. Every employee should thoroughly understand the mission statement and
the individual role that they possess in making it a reality.
3. Communicate throughout training, or printing it on employee
newsletters.

15. Incorporate it
1. Incorporating your mission statement into the business
environment goes hand-in-hand with communicating it to employees.
2. The mission statement needs to be proactively integrated into systems
and processes that shape the company's culture (this includes goal-setting,
marketing plans, even hiring).
3. Encourage the consistency of the mission statement throughout the day
until it becomes a habit for all employees to abide by it.

16. Vision
• The vision statement set out where the
organization is seeking to be in the future, the
vision statement has become a motivational
tool.
• Vision statement are found highly idealistic
ideologies.

17. Human Rights Campaign: Equality for everyone.
San Diego Zoo: To become a world leader at connecting people to wildlife and
conservation.
Ford: To become the world's leading Consumer Company for automotive products
and services.
Nike: To be the number one athletic company in the world.
Vision

18. Organization Values
1. The principles you stand for personally - for example, integrity,
innovation, respect, passion
2. The beliefs and attitudes you and your staff have in common in the
workplace - how people should behave, the way managers should act,
how work should be done, how staff should treat each other at work
3. Your organization's standards of behavior - what is acceptable
business practice. From a customer viewpoint, values are the kind of
service they can expect to get when they deal with your business.
Values: represent the core priorities in the organization’s culture, including
what drives members’ priorities and how they truly act in the organization
Business Dilemma

19. Organizational culture: is the behavior
of humans who are part of an organization
and the meanings that the people attach to
their actions. Culture includes the
organization values, visions, norms,
working language, systems, symbols,
beliefs and habits. And even thinking and
feeling. Organizational culture affects the
way people and groups interact with each
other, with clients.

20. Organization Culture
Societal Culture
“Who we are”
Organizational Culture
“The way we do things here”
Team Norms
What’s (un)acceptable; “This is
what we do”
Individual Personality
Values, beliefs, habits;
“Who I am”

23. Linking Objectives
The corporate ‘strategic’ plan
Departmental objectives
Team Goals/ Results /Objective/ to be achieved
Make a plan to achieve
objectives
Communicate the
objectives and plan to
the team
Put the plan into action
Provide feedback to
the team and
individual members
Assess and monitor
results
Supervise – walk the
job communicate,
delegate

24. Plan
DoCheck
Act
Deming Shewhart cycle
William Edwards Deming
(October 14, 1900 –
December 20, 1993) was an
American statistician,
professor, author, lecturer.

25. External Reading and Exercise
1. Case study about Cocoa Cola
2. External Exercise framework of Value
3. Difference between Vision and Mission
Exercise Page 3

26. Conclusion

27. “Performance without strategy is Function
of luck; strategy without performance is
result of incompetence”
End of Section 1