Leadership & Management Style (Mohamed Ahmed's Conflicted Copy 2012-02-01)
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Transcript of Leadership & Management Style (Mohamed Ahmed's Conflicted Copy 2012-02-01)
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7/31/2019 Leadership & Management Style (Mohamed Ahmed's Conflicted Copy 2012-02-01)
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Leadership & Management Style
Knowledge Base
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Portal Team Composition
Mission
Exploration phase
Sample profiles
Comprehensive profile
Observation
1stInitiative
2ndInitiative
Scale Definition Profile Gaps
Whats Next?
We believe in each one latent potential
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Leadership is the lever through which dynamic change takesplace
Individuals, families, groups, communities, organizations
and even nations owe their leadership for success or failure,prosperity or decline
Neither individuals nor organizations deny the genuine role
of their leadership profiles in shaping their life
We believe in each one latent potential
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Mohamed Abdel-MoityLCE Industrial Director, Task force Champion.
Ayman Abdel-AalLCE Quarry manager, Task force Co-Champion
Mohamed El-SayedProcurement S.Manger, Task force Co-Champion
Ahmed AbbasMobile Equipment workshop manager, Task
force member
Ahmed El-AshkarLCE Production Manager, Task force member
Ahmed MahmoudMechanical Team Leader, Task force member
We believe in each one latent potential
Ahmed AlyMechanical Team Leader, Task force member.
Mohamed Abdel-GhaffarIT Supervisor, Task force member
Waleed Abdel-AalIndustrial Director office manager, Task forcememberandcoordinator
Ahmed El-GabryTraining Section Head, Task Force memberand
coordinator
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LEAD THE CHANGE OF LCE LEADERSHIPAND MANAGEMENT STYLE THROUGH
DEVELOPING AND IMPLEMENTING
APPLICABLE TOOLS WHICH ASSESSINGAND GUIDING THE LEADERSHIP
PERFORMANCE WITHIN THE
ORGANIZATION THAT COMPLIES WITHLAFARGE WAY
We believe in each one latent potential
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Identify different positions/jobs in the hierarchy of theorganizations (Structure)
13 levels have been identified constituting top management to foremen
Identify Lafarge leadership competency model(Lafarge Way) Review Lafarge Leadership profile
Decide on the desired leadership competency level of each
position/job (Task force judgment)
Perform gap analysis to measure current organizational
leadership profile and compare it to desired level
Identify and prioritize competencies according to its criticality
to organizational situation.
Develop .OOOOOPS
We believe in each one latent potential
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Decide on the desired leadership competency level of eachposition/job
Leadership profile rating
Sample Profiles
Comprehensive Profiles
We believe in each one latent potential
http://assessment/Leadership%20profile%20rating%20Vs%20Levels%20REV%201.xlshttp://assessment/Leadership%20profile%20rating%20Vs%20Levels%20REV%201.xls -
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We believe in each one latent potential
5.004.71 4.86 4.64
4.88
4.75
0.00
1.00
2.00
3.00
4.00
5.00
Vision and
Purpose
Leading
People
Driving For
Results
Customer
focus
Leading
Change
Integrity
and Values
Works Director Leadership Profile
3.25
4.324.14
3.35 3.353.68
0.00
1.00
2.00
3.00
4.00
5.00
Vision and
Purpose
Leading
People
Driving For
Results
Customer
focus
Leading
Change
Integrity
and Values
Team Leader Leadership Profile
1.18
3.18
2.001.70 1.77
3.00
0.00
1.00
2.00
3.00
4.00
5.00
Vision and
Purpose
Leading
People
Driving For
Results
Customer
focus
Leading
Change
Integrity
and Values
Engineer Leadership Profile
0.54
3.07
1.11 1.00 1.08
2.71
0.00
1.00
2.00
3.00
4.00
5.00
Vision and
Purpose
Leading
People
Driving For
Results
Customer
focus
Leading
Change
Integrity
and Values
Supervisor Leadership Profile
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We believe in each one latent potential
Foreman
Supervisor
GroupLeader
SectionLeader
Engineer
Se
niorEngineer
ShiftLeader
TeamLeader
SeniorTeamLeader
ProcessLeader
Sen
iorProcessLeader
WorksDirector
Director
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Foreman
Supervisor
Group Leader
Section Leader
Engineer
Senior Engineer
Shift Leader
Team Leader
Senior Team
LeaderProcess Leader
Senior Process
Leader
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We believe in each one latent potential
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Foreman
Supervisor
Group Leader
Section Leader
Engineer
Senior Engineer
Shift Leader
Team Leader
Senior Team
LeaderProcess Leader
Senior Process
Leader
One Category
One Category
One Category
One Category
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We believe in each one latent potential
Different positions and/or jobs can be classified into fewcategories which are
Top Management
Middle Management
First line managementProfessionals
Supervisory levels
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We believe in each one latent potential
Define each point of 5 point scale for each competency(inProgress and will be completed after validation of the sample)
Vision & PurposeWill be rephrased and revised after sample validation
Leading PeopleIn processDrive For Results
Sample to be validated
Customer FocusWill be rephrased and revised after sample validation
Leading ChangeIn process
Integrity & ValuesNeeds to be validated and rephrased
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Scale Definitions
Visionand
PurposeLeadingPeople
DrivingFor
ResultsCustomerFocus LeadingChange
Integrityand
Values
Interacts with Her/his team in setting, prioritizes
and formulates clear and precise objectives.
Provides support, communicates roles clearly,
inspires accountability and emphasizes two way
communication during execution of plans.
Identifies her/his business KPI's, accordingly
monitors and communicates her/his team
performance and commits her/his team to trace
performance through KPI's and EVM.
Flexible, receptive, identifies bench marks,
transfers know-how, commits her/his team to
adopt and spread best practices.
Demonstrates strong accountability, involvesher/his team formulating their own objectives,
acts as a catalyst to resolve operational
contradictions and helps individuals control their
performance.
Interacts with Her/his team in setting and
prioritizes business objectives.
Provides support, communicates roles clearly,
inspires accountability.
Identifies her/his business KPI's, accordingly
monitors and communicates her/his team
performance.
Flexible, receptive, identifies bench marks,
transfers know-how.
Involves her/his team formulating their own
objectives, acts as a catalyst to resolve operationalcontradictions and helps individuals control their
performance.
Interacts with Her/his team in setting business
objectives.
Provides support, communicates roles clearly.
Identifies her/his business KPI's, accordingly
monitors her/his team performance.
Identifies bench marks, transfers know-how.
Involves her/his team formulating their own
objectives, acts as a catalyst to resolve operational
contradictions.
Sets business objectives alone without involvement
of her/his team
Facilitates implementation but does not
communicate individual roles clearly.
Monitors her/his team performance subjectively
without visiting KPI's.
Identifies bench marks, works individually and keep
information without spreading it.
Acts as a catalyst to resolve operational
contradictions.
Business objectives, targets are set to her/him
Does not recognize KPI's and EVM relevant to
his/her business.
Works individually without involvement of
her/his team.
Follow up business performance subjectively.
Interacts with Her/his team in setting, prioritizes
and formulates clear and precise objectives.
Provides support, communicates roles clearly,
inspires accountability and emphasizes two way
communication during execution of plans.
Identifies her/his business KPI's, accordingly
monitors and communicates her/his team
performance and commits her/his team to traceperformance through KPI's and EVM.
Flexible, receptive, identifies bench marks,
transfers know-how, commits her/his team to
adopt and spread best practices.
Demonstrates strong accountability, involvesher/his team formulating their own objectives, acts
as a catalyst to resolve operational contradictions
and helps individuals control their performance.
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We believe in each one latent potential
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Vision &Purpose Leading People Driving for Results Customer Focus Manging Change Integrity & Values
Development path and best practices to move from level 3 to level 4
Development path and best practices to move from level 2 to level 3
Development path and best practices to move from level 1 to level 2
Development path and best practices to move from level 4 to level 5
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We believe in each one latent potential
Plant capacity- Huge capacity leads to more workers, hence more controlled disciplines.
Lack of outsource expertise- leads to increased manpower
Non identical design of production lines- Leads to more operations complexity
Drill knowledge in different areas in the plant- more expertise in specific field
Multiple raw material resources (Limestone, Silty Clay, Kaolin, Basalt, Iron Ore, etc, 12
types)
Physical plant layout- difficulty to troubleshoot problems through fully centralized teams
Unstable business environment- Brain drain
Finished product delivery network- Different customers, different product type, different
distribution locations and about 86% of transportation is controlled by LCE.
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We believe in each one latent potential
Top
Management
SUSTAINS
Organizational
leadership
effectiveness
Middle
Management
Inspires and
provides
guidance
First Line
Management
MENTORS,
Function
strategist
Professionals
Change expert
and improvement
officer
Supervisory
Fosters
teamwork and
safety exemplar
Visionary, set goals,
formulate strategies,
make decisions that
aligns with business
directions, is
accountable for share
holders and outside
public, change
strategists. Highly
considers ROA.,Project oriented.
Empowers
leadership.
Organizes agile inter
groups. Sets
objectives thattransforms goals.
Identifies and
monitors KPIs.
Focuses on
profitability and ROI,
Develops talents.
Fosters Delegation.
Evaluate
performance of
junior managers,
inspires lower level
managers for better
performance.
Decides on profile of
new entrants.
Asset utilization
oriented, has
projectized
mentality, mobilizespeople towards
satisfying technical
KPIs, cascade
objectives into action
planes and commit
her/his team to it.
Controls daily
activities.
Change expert,
Manager coach,
Focus on continuous
improvement,
Manage individual
performance and
monitor learning
curves.
Safety Exemplar,
team builder, task
optimizer, Employee
coach, Reliabilitykeeper.
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We believe in each one latent potential
Develop matrix defining each management category and the
desired level of leadership competency for each category
Validate six competencies scale definition January February 5th
Start testing of the matrix with selected sample regarding validity andapplicability, and fine tune it to be ready for next phaseFebruary 7th, 2012