LEADERSHIP’S IMPACT ON PRODUCTION 1

8/8/2019 LEADERSHIPS IMPACT ON PRODUCTION 1

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LEADERSHIPS IMPACT ONLEADERSHIPS IMPACT ON

PRODUCTIONPRODUCTION

Presented ByPresented By

SachinSachin SrivastavaSrivastava


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Introduction:Introduction:

Management is a field that covers organization theoryManagement is a field that covers organization theoryand behavior, planning, decision making, variousand behavior, planning, decision making, varioustechniques of management science, e.g. pathtechniques of management science, e.g. pathanalysis, personnel administration, leadership,analysis, personnel administration, leadership,motivation, communication, management informationmotivation, communication, management informationsystem, budgeting, auditing, productivity andsystem, budgeting, auditing, productivity andoccasionally, marketing.occasionally, marketing.

Organized activity isOrganized activity is given directiongiven direction and channel zedand channel zedby means of effective leadership. Misdirected orby means of effective leadership. Misdirected ordirectiondirection--less activity ends up being a purposeless oneless activity ends up being a purposeless onetoo. Since administration and organization are alltoo. Since administration and organization are allpurposepurpose--bound activities, an agency needs to be set upbound activities, an agency needs to be set up

to ensure it does not go astray. Leadership serves asto ensure it does not go astray. Leadership serves as


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Heresy and Blanchard define leadership as a function of the leader,Heresy and Blanchard define leadership as a function of the leader,followers and situation, which can be depicted as:followers and situation, which can be depicted as: --

L = f (l, f, s)L = f (l, f, s)

Where L denotes the function of leadership, l of leader, f of followersWhere L denotes the function of leadership, l of leader, f of followers

and s of situation; f stands for function.and s of situation; f stands for function.

Leadership at different times involves:Leadership at different times involves:

1.1. InfluencingInfluencing

2.2. PersuadingPersuading

3.3. DirectingDirecting

4.4. EnergizingEnergizing

5.5. GuidingGuiding

6.6. IntegratingIntegrating


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Influencing:Influencing: which lays an indirect and often imperceptible impact on the subject,which lays an indirect and often imperceptible impact on the subject,

so as to get him around to ones view;so as to get him around to ones view;

Persuading,Persuading, which is understood as a skillful act involving pressing suggestionswhich is understood as a skillful act involving pressing suggestions

which is used for obviating /settling conflict or proffering a point of view.which is used for obviating /settling conflict or proffering a point of view.

Directing,Directing, which is an objective/practical methodology of demanding more thanwhich is an objective/practical methodology of demanding more than

commanding compliance.commanding compliance.

Energizing,Energizing, which involves motivating, which in turn includes injecting a sense ofwhich involves motivating, which in turn includes injecting a sense of

optimism and heightened valence and expectation;optimism and heightened valence and expectation;

Guiding,Guiding, to ensure minimum of aberrations and smooth operation of business.to ensure minimum of aberrations and smooth operation of business.

Integrating,Integrating, which is explained in terms of structuralwhich is explained in terms of structural-- functional coordination andfunctional coordination and

also the fusion process partaking inside organizations, which comprises of the twinalso the fusion process partaking inside organizations, which comprises of the twinprocesses of personalization and socialization. The two have to be integratedprocesses of personalization and socialization. The two have to be integrated

/managed./managed.

There forces should be synergized in a manner that the productivity is optimized.There forces should be synergized in a manner that the productivity is optimized.

The organization requires a leader, who should motivate the teams and theirThe organization requires a leader, who should motivate the teams and their

members. The smartness of the leader should be such that he/she motivates everymembers. The smartness of the leader should be such that he/she motivates every

individual of every team to work with their best of ability. The leadership personindividual of every team to work with their best of ability. The leadership person

value of such a man is estimated highest. There may be another situation that everyvalue of such a man is estimated highest. There may be another situation that every

team works independently and casually. The productivity of such working culture isteam works independently and casually. The productivity of such working culture is

poor and the value of leadership is lowest. For the purpose of study this value canpoor and the value of leadership is lowest. For the purpose of study this value can

bebe

assumed to be zeroassumed to be zero representing a poor or even working without leader in therepresenting a poor or even working without leader in the

organization.organization.


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A mathematical model is develop for the leadership inA mathematical model is develop for the leadership inan organization.an organization.

Where there are M teams each headed byWhere there are M teams each headed by an inan in--chargechargeof the team. It is further assumed that there are Pof the team. It is further assumed that there are Pworkers in each team. It is assumed that the input rawworkers in each team. It is assumed that the input rawmaterial is of quality and is fully utilized. For such modelsmaterial is of quality and is fully utilized. For such modelsKaufman carried out a studyKaufman carried out a study in 1987.in 1987.

NK model developed by Kauffman and Levin (1987) forNK model developed by Kauffman and Levin (1987) forstudying genome evolution,studying genome evolution, Solow et at.(2002)Solow et at.(2002) appliedapplied

the model to the process of replacing members of athe model to the process of replacing members of ateam. In the paper of Solow andteam. In the paper of Solow and LeenaworngLeenaworng theytheystudied the role of a leader in achieving cooperationstudied the role of a leader in achieving cooperationamong the team members. Leader shows the impact onamong the team members. Leader shows the impact onthe teams performance.the teams performance.


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Organization measures the various roles of a leader inOrganization measures the various roles of a leader indifferent situations. It is obvious that the most important roledifferent situations. It is obvious that the most important roleis that of motivation. Organization tries to compare betweenis that of motivation. Organization tries to compare between

the performance of team, with and without the leadershipthe performance of team, with and without the leadership aamodel includes controllable parameters, whose values reflect themodel includes controllable parameters, whose values reflect the

amount of interdependence among team members as well as the skillamount of interdependence among team members as well as the skill

of the leader and variability. The mathematical model was developedof the leader and variability. The mathematical model was developed

on the basison the basis

The mathematical model was developed on the basis ofThe mathematical model was developed on the basis offollowing variables.following variables.

1.1. Improvement of output with the skill of leader.Improvement of output with the skill of leader.2.2. Leaders with motivational skill improve interdependenceLeaders with motivational skill improve interdependence

amongst workers, and this improves performance.amongst workers, and this improves performance.

3.3. For better output, leader should have skill andFor better output, leader should have skill andavailability.availability.

4.4. Important ability of leader is to prepare PERT for all theImportant ability of leader is to prepare PERT for all theteams.teams.For the completion of the chart and then sequence themFor the completion of the chart and then sequence themfor execution, this role thus may come important asfor execution, this role thus may come important as

working scenario imagined and prepare in advance. Thisworking scenario imagined and prepare in advance. Thiscan be met only by an intelligent and experienced leader.can be met only by an intelligent and experienced leader.


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Leaders role and workLeaders role and work

As per NK model, he/she should haveAs per NK model, he/she should haveappreciation for the work of each team, theirappreciation for the work of each team, theirability to work and he/she should know the timeability to work and he/she should know the timeof production in each quanta time.of production in each quanta time.

A skillA skill--full leader prepares chart for PERT whilefull leader prepares chart for PERT while

allotting the job to teams. He has to meditativeallotting the job to teams. He has to meditativepeople to its highest level. So that thepeople to its highest level. So that theassignment will be completed in the prescribeassignment will be completed in the prescribetime.time.

A very important factor is generation of theA very important factor is generation of the

motivation by rumors among the workers. Hencemotivation by rumors among the workers. Henceone of the very important roles of leader is not toone of the very important roles of leader is not toallow any rumor to spread in.allow any rumor to spread in.


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FigureFigure--1 Relationship between Leader and teams1 Relationship between Leader and teams

Leader

T1 T2 T3TN


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he/she is an important member of thehe/she is an important member of the

organization and has to participate inorganization and has to participate in

Human response management.Human response management.

Motivating the teams.Motivating the teams.

Networking the team work.Networking the team work.

Activate traditional activities.Activate traditional activities.


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Working ability of leaderWorking ability of leader

Different kinds of working abilities are required forDifferent kinds of working abilities are required fordifferent types of production.different types of production.

The PIPEThe PIPE--LINE technique is such that parallel workingLINE technique is such that parallel workingis arranged amongst the teamis arranged amongst the team

The system may be such that every member of allThe system may be such that every member of all

teams is involved or it is such that a few are sparedteams is involved or it is such that a few are sparednot to participate in the work. If second system isnot to participate in the work. If second system isobserved then, the team member those are sparedobserved then, the team member those are sparedare stand by and are used for reinforced motivation.are stand by and are used for reinforced motivation.

The second one is better working system. If the firstThe second one is better working system. If the first

team starts the job and pass on to next afterteam starts the job and pass on to next aftercompletion to second working team place after thecompletion to second working team place after thecompletion the job of secondcompletion the job of second --the job moves to thirdthe job moves to thirdand so on.and so on.

Thus we see that after one cycle every team is busyThus we see that after one cycle every team is busy

on the job.on the job.


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TimeTTimeT33TT22TT11

MM11 MM22 MM33 MMNNTeamTeam

Fig. 2 Pipe line works on ParallelFig. 2 Pipe line works on Parallel

This generated work schedule is called PIPELINE andThis generated work schedule is called PIPELINE and

works on parallel.works on parallel.


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The busy timingsThe busy timings--------

T1=M1T1=M1T2=M1+M2T2=M1+M2

T3=M1+M2+M3T3=M1+M2+M3

TTNN=M1+M2+MN=M1+M2+MN

Where T1 = Time & M1+M2+MN = Work forceWhere T1 = Time & M1+M2+MN = Work force

And the first model of the product will be in the marketAnd the first model of the product will be in the market

after time of Tafter time of TNN. then the model will come at the end of. then the model will come at the end of

each quanta time of T working after Teach quanta time of T working after TNN time.time.

Let total working period is,Let total working period is,

Then the number of production =Then the number of production =

Where TWhere TNN = time at nth minutes= time at nth minutes

? A

T

TN

X

X


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If presumed the motivational value good. In case there isIf presumed the motivational value good. In case there is

lacking in motivational value, the working quanta time willlacking in motivational value, the working quanta time will

be enhanced.be enhanced.The motivation value is quantified1.*The motivation value is quantified1.*

Mot. =Mot. =

Where, p = joint impact ofWhere, p = joint impact of NbNb,, PbPb ANDAND RbRb..

If there is a slack in parameters of motivationIf there is a slack in parameters of motivation -- Mot. will beMot. will be

reduced, causing enhancement in time T to (T+ T),reduced, causing enhancement in time T to (T+ T),

This makes the over all increase in time for someThis makes the over all increase in time for some

production as given belowproduction as given below ------------

This leads to a loss of productsThis leads to a loss of products

Production lossProduction loss

T

tTN (! XJ

t

T

TN (

! .

X

pp log

(


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The present fall in ability of the leader, if it is assumed to beThe present fall in ability of the leader, if it is assumed to be

oneone------------

Ability fall of LeaderAbility fall of Leader

The working ability of leader if motivation is not paidThe working ability of leader if motivation is not paidattention.attention.

Fall in abilityFall in ability

TT

TTt

N

N

!

2

T

t(!

T

t(!

(!T

t1


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Compari onof l ader abilit :Compari onof leader abilit :

In the previous section it is assumed thatIn the previous section it is assumed thatthe ability value is one for a good leader.the ability value is one for a good leader.If the leader has not paid in any output isIf the leader has not paid in any output isaffected and it falls down. Actually theaffected and it falls down. Actually the

ability factor may not be unity in most ofability factor may not be unity in most ofcases of leaders. Otherwise it varies in daycases of leaders. Otherwise it varies in dayto day working .hence it is important toto day working .hence it is important todefine it quantitatively and assign the unitdefine it quantitatively and assign the unit

if possible. let the work of someif possible. let the work of someorganization are x(1),x(2),x(365).onorganization are x(1),x(2),x(365).onfirst day, second day to 365th day.first day, second day to 365th day.


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The yearly outputThe yearly output

The average outputThe average output

If the output is enhanced if leader is changed and the response becomesIf the output is enhanced if leader is changed and the response becomes

There are three possible conditionsThere are three possible conditions ---- If,If,

1)1)

Then both leaders have same abilityThen both leaders have same ability

2)2) >>

Then earlier is better leaderThen earlier is better leader

3)3)


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The ability term can be estimated from the roles of leaders performingThe ability term can be estimated from the roles of leaders performing

as a leader, and becoming failure in some activities of the constituents,as a leader, and becoming failure in some activities of the constituents,

let the probability of failure is f, and then the ability can be expressedlet the probability of failure is f, and then the ability can be expressed

as.as.

WhereWhere AAbb ==Ability of a LeaderAbility of a Leader

(By L Hospitals rule)(By L Hospitals rule)

At limiting case when f tends to zero,At limiting case when f tends to zero,

, And its unit is (1, And its unit is (1--entropy)entropy)

ffAb log1!

0log !ff

1!bA


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Circumstantial impact on leader:Circumstantial impact on leader:

If the work is for long duration, then there are chances forIf the work is for long duration, then there are chances forcatastrophe for the system to be forced. These unexpectedcatastrophe for the system to be forced. These unexpectedsituation causes damage in the output. The output of suchsituation causes damage in the output. The output of suchphenomena used to be impulsephenomena used to be impulse,,while the damage impactwhile the damage impact

usedused to be either linear or negative exponential as shownto be either linear or negative exponential as shown

in the figure.in the figure.

Fig: Impact of unexpected catastrophe input.Fig: Impact of unexpected catastrophe input.

Here, the CatHere, the Cat--tropical input used to be impulsive and, thistropical input used to be impulsive and, thiswill have negative exponentwill have negative exponent--ional or linear drop in theional or linear drop in the

outputoutput..

Input Output


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After some time, there is recovery in the output. TheAfter some time, there is recovery in the output. The

recovery may linear or exponent ional. In fig 4,recovery may linear or exponent ional. In fig 4,

envisage the damage occurs due to incompetentenvisage the damage occurs due to incompetentimpact of the leadership. There are two parts in theimpact of the leadership. There are two parts in the

graph where the first part decreases exponentially ingraph where the first part decreases exponentially in

the production. When the value of the productionthe production. When the value of the production

reaches to Rreaches to RKK, the recovery in production starts and, the recovery in production starts and

obviously the rise follows positive exponentialobviously the rise follows positive exponentialgrowth. The mathematical model for the fall and risegrowth. The mathematical model for the fall and rise

for such cases are describes.for such cases are describes.

If the production goes down from RIf the production goes down from RKK it occur crisis.it occur crisis.

The graph describes others situation to where fall ofThe graph describes others situation to where fall ofproduction is linear (such type case rarely occurs). Itproduction is linear (such type case rarely occurs). It

is most unnatural but need to be studies. When theis most unnatural but need to be studies. When the

production reaches to Rproduction reaches to RKK value there is a suddenvalue there is a sudden

change in recovery which also follow linear rise.change in recovery which also follow linear rise.


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Exponential recoveryExponential recovery

Linear FallLinear Fall

NegativeNegativeExponential fallExponential fall

Linear RecoveryLinear Recovery

RRNN

RRKK

Fall Period Recovery PeriodFall Period Recovery Period

Fig.4. Exponential and Recovery Fall and Recovery graphFig.4. Exponential and Recovery Fall and Recovery graph


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1. Damage in exponential fall:1. Damage in exponential fall:

If the normal output is expressed as RN AndIf the normal output is expressed as RN And

the fall component isthe fall component is

Then the product or output of a leader after timeThen the product or output of a leader after time

The damage due to leader during fall time =The damage due to leader during fall time =

2. Damage in exponential recovery:2. Damage in exponential recovery:

This is an area covered by the rising curveThis is an area covered by the rising curve

EFt

NFeRt

E

! .

F

F

t

t

NdteR

0

E

dteR tt

t

N

R

f

.1E!


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The total damage due to catastrophic impulseThe total damage due to catastrophic impulse

=R=RNN

= R= RNN

=R=RNN

=R=RNN

=R=RNN

=R=RNN

-

F R

F

t t

t

tt

dtedte0

)1( EE

R

F

FF

F

t

t

t

R

t

t ete

-

-

0

.1

R

F

FRF

t

t

tt

FR

tee

tte

-

-

))( EEEE

EEE

-

EEEE

EEEFRF tt

FR

tee

tte1

-

)()(

EEEE

EEE FFR ttt

FR

eeett

-

)(

11FFRttt

FReeett

EEE

EE


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Total DamageTotal Damage

=R=RNN

RRNN

Total Damage or Output due to LeadersTotal Damage or Output due to Leaders

Effect:Effect:

=R=RNN

Ability Factor (AF)Ability Factor (AF)

of the Leader =of the Leader =

AFAF ==

)(FRtt

-

))

2

(2(11 FF

R

tt

t

FR

eeett

EEE

EE

-

)sin21(

1

2 Ft

F tet

R

EE

E

WorkExpected

DamageOfAmount

)(

)sin21(1

2

RF

F

t

F

tt

tet R

-


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Similarly Amount OF Linear Damage:Similarly Amount OF Linear Damage:

FRKN

F

KN

RN tt

RR

t

RR

tR

-

! .2.2)(

Damage ? ARRNF

KNttRt

RR.)1.(

2

.

!

Where Ucot

.FNKtRR

!

Where ! Fall Angle

Catastrophic impact is beyond and simplycircumstantial and it has taken place and beyond

control.The leader has to maintain encourage environmentwith worker on such situation.


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Conclusion:Conclusion:

The job of leader is to define reality and giveThe job of leader is to define reality and givehopehope-- so said a chief business advisor to so said a chief business advisor to

President George Bush while thanking him forPresident George Bush while thanking him forhis astute handling of post September 11his astute handling of post September 11situation in America. It is being strongly felt insituation in America. It is being strongly felt in

America that President Bush is very much in theAmerica that President Bush is very much in theprocess of redefining leadership. He has provedprocess of redefining leadership. He has provedto be the man for the occasion and it should notto be the man for the occasion and it should notbe forgotten that he is the same man who wasbe forgotten that he is the same man who was

dismissed for lack of charisma just some timedismissed for lack of charisma just some timeago. What then is leadership? The answer mayago. What then is leadership? The answer maynot be readily forthcoming.not be readily forthcoming.


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A leader is not a superman, nor is he expected toA leader is not a superman, nor is he expected to

be one. He is neither a layman. So whatbe one. He is neither a layman. So what

makes a leader? Vedanta talks of amakes a leader? Vedanta talks of aKshatritya who is a born leader. He isKshatritya who is a born leader. He is

healthily endowed with Sattvohealthily endowed with Sattvo--Rajas qualitiesRajas qualities

and is born to determine destinies of ordinaryand is born to determine destinies of ordinary

mortals. The male archetype is Arjuna whomortals. The male archetype is Arjuna whofights on behalf of good against evil. Does thefights on behalf of good against evil. Does the

Gita then subscribe to the traitist theory ofGita then subscribe to the traitist theory of

leadership? The question demands anleadership? The question demands an

answer. Given the veracity of ancientanswer. Given the veracity of ancientwisdom, as proven from time to time, thewisdom, as proven from time to time, the

issue needs to be investigated in allissue needs to be investigated in all

seriousnessseriousness


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The above study gives the picture of theThe above study gives the picture of the

impact in the production of the involvement of theimpact in the production of the involvement of the

leader who is managing the organization. A minorleader who is managing the organization. A minorlaxity on the duty or a little slackness in executionlaxity on the duty or a little slackness in execution

of order causes fall in the output. His/her alertnessof order causes fall in the output. His/her alertness

gains the normality in working.gains the normality in working.

Due to this phenomenon there is damage inDue to this phenomenon there is damage in

production. Study has been carried out forproduction. Study has been carried out for

evaluating the loss when loss and gain curves areevaluating the loss when loss and gain curves are

exponentially distributed. The study has been alsoexponentially distributed. The study has been alsocarried out for the linear distribution of the loss andcarried out for the linear distribution of the loss and

gain. The over all study provides guidelines for thegain. The over all study provides guidelines for the

manager of some organizations that are busy inmanager of some organizations that are busy in

productionproduction


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Thank youThank you

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LEADERSHIP’S IMPACT ON PRODUCTION 1

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