Video Transcript: The Leading Function

Welcome to the leading function business management for every enterprise.  Today, we're going to be talking about the need for leading in the leading stage,  the senior management, managers, department heads, and any other person  who is authorized to direct. Right? This is who leaders are. This is who our  supervisory personnel consist of establish we need to establish good  communication to facilitate the exchange of information and feedback regarding  work. We need to do this easily and simply right. We need to make sure that we  keep it simple. Assign work to subordinates or groups, right? The leader makes  a decision. The manager, the supervisor, supervisor makes this decision, right?  They assign, they assign the work. They allocate the work. The resources out is  necessary, review and monitor the performance and the results of the work  done. Checks and balances, right? We come back. We follow up, we make sure  the work is done correctly. We want to make sure that it's done accurately,  efficiently, effectively, so that we can output maximize so the leading function  can be termed as a maximum utilization of the existing manpower and the most  effective manner for achievement of the goals and objectives. So again,  maximization utilization of the existing manpower. We want to maximize our  output, right? We want to utilize our manpower effectively and get the most for it. Do more with less, right? We want to make sure that we're being efficient and  the organizational structure, which follows a hierarchical pattern, each employee is part of the leading function, where each employee in a higher position directs  those who are in subordinate positions. I think we spoke about that in the last  video. In the staffing function video, you're going to have subordinates are  always going to report to another subordinate, right? You're going to have a  team leader, you're going to have a floor leader. You're going to have somebody  that's always over, something that reports back to somebody else higher in the  hierarchy of leading, right? So the employees are made to realize their own  benefits and helping the organization will grow. So as they help the organization  grow, they are going to increase their skills, they're going to be more effective,  more efficient at their job, which is going to make them more likely candidate for  promotion. So they want to benefit themselves by benefiting the organization.  Employees are able to recognize their own contributions and the successful  completion of tasks, and thus they develop a sense of pride in their  achievements, like we just spoke about. As they grow in their position and they  develop skills and knowledge and their skill set expands, then they'll start to  have a sense of pride in their achievements and their job, so they feel  responsible toward their own job and are motivated to perform better. They see  the opportunity for them in the future if they continue to work hard, the person  leading subordinates should give equal importance to all those working under  them, without giving anybody the sense of being ignored. So we want to make  sure that everybody has an equal opportunity to advance. Not everybody will  advance, but let the cream rise to the top, and that way we'll know through 

competition who is ready to be promoted and who's not. So let's discuss the aim and magnitude of leading so there are two important dimensions of the leading  or directing function. One is the aim. The person directing the subordinates does so with the aim of achieving objectives and business goals. Our aim should  always be to promote the welfare of the business while we're at work. Whatever  their objectives and their goals are, magnitude is the area or boundary of  directing or leading. This area covers the whole organization, all its functions,  units, processes, departments and their human elements. Human elements are  the employees at various levels, their directing skills, their knowledge and  competencies, their attitudes towards work, towards personal beliefs, social  behavior, interpersonal skills, etc. So let's talk about what makes a good leader.  A successful leader must possess leadership qualities along with other abilities  to be able to lead employees toward successful completion of the assigned  tasks. Right? We want to make sure that we can give them the tools they need  to complete these tasks and complete the goals and objectives set forth by the  organization in an effective, effective and efficient manner. Possessing  leadership qualities is just an asset and is not essential, because some self  motivated groups of teams and not need a leader to motivate them. So if you  have a group of driven individuals that can work together and harness their  resources, their intellectual capital, their sweat equity together to drive forward  to the goal, and they all can do it individually and pull their own weight. They  may not need a leader, but a lot of times, people don't function efficiently or  effective without a leader. So the leading function requires a leader to focus and  motivate employees, to enable them to complete their tasks and achieve  organizational objectives effectively and efficient, efficiently optimizing output.  This also means that a good leader will take accountability and responsibility for  the failures and errors and guides employees in resolving issues. You don't want to be a leader that always cast blame on somebody else you want to accept the  blame if it's under your watch and you're the leader, accept responsibility for the  failures, correct them and move forward. Somebody that can accept  responsibility and accountability, more than likely will get respect from their  employees. A good leader will facili facilitate an environment of continuity and  momentum, and there is flexibility in allowing change. We need to be flexible.  Market conditions and work environments are never fixed. They're never the  same. They always change. So with changing times, managers need to be  flexible in their management style. So let's talk about the aspect of delegating  that is a crucial part of being a leader. Anybody that doesn't delegate that any  manager that doesn't delegate, they're ultimately putting more stress on  themselves. Somebody that is a manager that doesn't delegate effectively will  find themselves stressed out, overwhelmed, downtrodden, right? Not happy with life. That's why you have to learn to effectively delegate that way you can, one,  give other people experience to broaden their organizational skills and sharpen 

the skills that they're currently developing. One, because you can train them to  be better employees. And two, maybe, maybe even give them an opportunity for advancement. Next, delegating allows you to actually get your job done more  effectively, because there may be more important things that you have to deal  with for senior management that doesn't necessarily involve the organizational  operations. So now it'll give you time to focus on things that senior management  wants done for them. So we've got to make sure that we are delegating  effectively and understanding who our resources are, how to use them  effectively, and make sure that we are taking the pressure off ourselves and  delegating in the right fashion.