Professional Documents
Culture Documents
in Cooperatives
PARAMJIT SHARMA
Major Issues
1. Leadership - definition
2. Attributes of Leadership
3. Cooperative Leadership
4. Professionalisation
5. Role of Board & Executives
6. Role Conflicts & Remedies
PARAMJIT SHARMA
Leadership-definition 1
ATTRIBUTES OF LEADERSHIP
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ATTRIBUTES OF LEADERSHIP 2
TRUST Communication
Transformational MOTIVATION
styles
VISION
TEAMWORK EMPOWERMENT
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TRUST
- 2
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- 2
COMMUNICATION
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MOTIVATION 2
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EMPOWERMENT
- 2
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TEAMWORK
- 2
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LEADERSHIP
- STYLES 2
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Leadership-Field Marshal Manekshaw 2
Human Touch
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COOPERATIVE LEADERSHIP
3
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Professionalism
4
Professional in Board
Professional CEO
Understanding Operation
and Markets
Growth Perspective
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Need for professionalisation
in Cooperatives 4
•VISSION
-
At •MISSION
Organizational •GOALS
Level
•OBJECTIVES
•CULTURE
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AT MANAGEMENT LEVEL
4
•Corporate Governance
•Strengthening Human Resource
•Top Level-motivated & Committed
•Board-Trustworthy & dedicated
•Harmony at all levels
•Technological Applications
PARAMJIT SHARMA
4 At Operational Level
4Diversification
2Managing Cost
•Manpower Downsizing
•Enhancing Productivity
•Financial discipline
1 FINANCIAL 3Management of Risk
Understanding Investment
Financial Recovery
Statements
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5
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Boards of Directors: Duties and Functions
5
Bhagwati Prasad
BOARD CONTROLS in 5
Laying down Code of Conduct
Overseeing Disclosures
Checking Conflicts
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Board Directs 5
Formulate &review policies/strategies
Major plans of action
Risk policy
Annual budgets & Business plans
Setting performance objectives
Monitoring performance
Overseeing major Capital Exp.
Acquisitions & Disinvestments
Compliance with applicable laws
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CORE COMPETENCIES OF BOARD 5
•Recognizing BOD’S tasks
•Integrity
•Sense of Accountability
•Track record of Achievements
•Leadership Qualities
•Ability to think Strategically
•Show Commitment to Cooperative
•Devote time for attending meetings,
• Preparation &Participation
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Executive Management-functions
5
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Contd…
5
Executive
Management- functions
•Disclosure of transactions
*personal interest
*conflict of interest
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6
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Role Conflicts-Board & Executives
6
•Governance Models
•Nomination To Board
•Bureaucratic/Deputationist
CEO
•Vested Interests
•Role Ambiguity
•Interference
•Appointments
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Governance Model - 1
6
ELECT
MGT
Elected
Management
EXECT
MGT Exect. Mgt
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Governance Models - 2 6
Elected Executive
Elected Executive
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Role Conflicts – 6
suggestive remedies
•Consensus-zone of agreement
•Objectivity in decisions
•Role clarity
•Performance Evaluation
•Transparency
•Continuous Flow of Information
•Training to All
•Model code of conduct
•Institutional Interest
•Financial Discipline
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Ethics & Values
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16 Basic Values
1. Controlled Greed
2. Pursuit of pleasure
3. Efficiency & Work Ethics
4. Truthfulness
5. Transparency & Honesty
6. Compassion & Charity
7. Piety
8. Sacrifice
9. Stoic dignity
10.Pride, Anger, Envy & Violence
11.Camaraderie & Fraternity
12.Trust & Cooperation
13.Tolerance Pluralism
14.Gratitude& Respectfulness
15.Harmony with Society, Self &SHARMA
PARAMJIT Nature
16.Evolutionary Destiny & Cooperation
COOPERATIVE DILEMMA
QUALITY
LOANS TIME
CREDIBILITY
COM,TETION
MANAGERIAL
CAPITAL INNOVATION
FINANCIAL
CHANGES
UNPROF’LISM
GRANTS PROF’LISM
POLITICS
POLICIES LESISLATION
FINANCE
SUBSIDIES CONF’TIONS
VIABILITY
I’FERENCE
PARAMJIT SHARMA
Thanks
PARAMJIT SHARMA