Leadership is the procedure of act uponing and back uping others to work towards the accomplishment of group ends. It is the procedure of act uponing others to accomplish group or organisational ends.
DEFINITION OF LEADERSHIP: –
Harmonizing to Koontz and O’Donnell, “ Leadership is the ability of a director to bring on subsidiaries ( followings ) to work with assurance and ardor. ”
Harmonizing to George Terry, “ Leadership is the activity of act uponing people to endeavor for common aims. “ QUALITIES AND CHARACTERISTICS OF LEADERSHIP: –
Personal Trait
MANAGERIAL TRAITS
Assurance
Initiative and Innovative
Charisma
Emotional Adulthood
Intelligence
Decisiveness
Effective Communication
Dynamic Personality
Vision and Foresight
10. Flexibility
Credence of Responsibility
Knowledge Of Human Skill
Administrative Ability
Technical Knowledge
Ability to Cover with Peoples
Ability to Judge and Decide Quickly
THEORIES OF LEADERSHIP: –
Traitist Leadership Theory
Situational Theory
Group Theory
Behavioural Theory of Leadership
Composite Leadership Theory
CONTIGENCY LEADERSHIP THEORY: –
Fielder ‘s Contingency Theory:
Leadership as being more flexible – different leading manners used at different times depending on the circumstance.
Suggests leading is non a fixed series of features that can be transposed into different contexts.
Path-Goal Theory:
The advocators of this theory accent that directors need to trust on four different leading manners:
Participating
Supportive
Directive
Achievement-Oriented
Effective Leaderships can increase low-level motive.
TYPES OF LEADERSHIP STYLES: –
Autocratic Style
Democratic Style
Laissez-Faire or Free – Rein Style
Functional/Intellectual Style
Bureaucratic Manner
Situational Style
Oil & A ; Natural Gas Corporation
The Oil and Natural Gas Corporation Limited ( ONGC ) was the largest oil geographic expedition and production ( E & A ; P ) company in India. The company enjoyed a dominant place in the state ‘s hydrocarbon sector with 84 per cent market portion of petroleum oil & A ; gas production. Around 57 per cent crude oil geographic expedition licenses in India for over 588 thousand sq. km belonged to ONGC.
The company was the first to accomplish Rs 100 bn net net incomes in the Indian corporate history. ONGC ‘s major merchandises included crude oil, rough natural gas, liquefied crude oil gas ( LPG ) , kerosene and petrochemical feedstock. For the financial twelvemonth ended 2002-03, the company reported gross grosss of Rs 353.872 bn and net net income of Rs 105.293 bn. With market capitalisation of US $ 15 bn, ONGC was ranked 260 in BusinessWeek ‘s Global 1000 list of the universe ‘s top companies by market value, for 2003-04. Since the mid 1990s, ONGC had faced the job of worsening rough oil and gas production. The company made attempts to consolidate its place in the concern by geting foreign oil equity through its entirely owned subordinate, ONGC Videsh Limited ( OVL ) .
OVL was formed to assist ONGC procure a strong bridgehead in the international oil market. With the acquisition of Mangalore Refinery and Petrochemicals Limited ( MRPL ) , ONGC became the first integrated oil company in India.
With ONGC ‘s nucleus concern demoing marks of stagnancy, the company chalked out a monolithic variegation program to travel into downstream activities such as LNG selling, Diesel, naphtha and kerosine. ONGC was besides contemplating frontward integrating chances in gas, petrochemicals and the power sector.
The company besides announced its purposes of come ining the insurance and transportation concern in the following twosome of old ages. However, ONGC ‘s variegation plans received a major reverse when the Government of India ( GoI ) announced that the company should lodge to its nucleus concern instead than embarking into ‘unrelated ‘ countries.
Profile:
ONGC which was incorporated on June 23, 1993 is a public sector crude oil company in India. It is the most valuable state in India by market capitalisation lending 77 % of India ‘s rough oil production and 81 % of India ‘s natural gas production. It is the highest net income doing corporation in India. It was set up as a committee on August 14, 1956. It is involved in researching and working hydrocarbons in 26 sedimentary basins of India. It produces approximately 30 % of India ‘s petroleum oil.
Gross saless $ 9.78 one million millions
Net incomes $ 2.16 one million millions
Assetss $ 19.18 one million millions
Market Value $ 27.86 one million millions
Employees 38,033
ONGC has a alone differentiation of being a company with in-house service capablenesss in all the activity countries of geographic expedition and production of oil & A ; gas and related oil field services. Needless to stress, this was made possible by the work forces & A ; adult females behind the machine. Over 18,000 experient and technically competent executives largely scientists and applied scientists from distinguished Universities / Institutions of India and abroad organize the nucleus of our work force. They include geologists, geophysicists, geochemists, boring applied scientists, reservoir applied scientists, crude oil applied scientists, production applied scientists, technology & A ; proficient service suppliers, fiscal and human resource experts, IT professionals and so on.
Vision:
To be a first Oil and Gas Company integrated in energy concern with dominant Indian leading and planetary presence.
Mission:
1. World Class
Dedicated to excellence by leveraging competitory advantages in R & A ; D and engineering with involved people.
Imbibe high criterions of concern moralss and organisational values.
Biding committedness to safety, wellness and environment to enrich quality of community life.
Strive for client delectation through quality merchandises and services.
2. Integrated In Energy Business
Focus on domestic and international oil and gas geographic expedition and production concern chances.
Provide value linkages in other sectors of energy concern.
Create growing chances and maximise stockholder value.
3. Dominant Indian Leadership
Retain dominant place in Indian crude oil sector and heighten India ‘s energy handiness.
THE LEADER
MR. SUBIR RAHA ( CHAIRMAN & A ; MD-ONGC )
Mr. Subir Raha Receives CHEMTECH-CEW ‘s Achiever Of The Year Award
Mr. Subir Raha bags SCOPE Individual Excellence Award for his outstanding part to Public Sector Management.
Mr. Subir Raha has been awarded as the “ CEO Business Leader of the Year ” in acknowledgment of his Leadership Excellence at Indian Leadership Summit.
Was awarded the “ Grid Leadership Award ” for his outstanding part in the filed of Corporate Management from Dr. P.N. Singh Foundation.
Assumed badge-of-office of the President of the International Federation of Training & A ; Development Organizations, Lisbon, Portugal, May 03, 2003.
Mr. Raha secured the single award for “ Excellence in Creativity & A ; Innovation ” in 2002.
Golden Peacock Award for Excellence in Corporate Governance was received by Mr. Raha on behalf of ONGC from Lord Swaraj Paul on 2nd in acknowledgment to the part towards Corporate Governance, and assisting in giving back to the society the best services and merchandises with transparence and answerability.
LEADERSHIP STYLES
The Following Leadership Qualities and Style followed by Mr. Subir Raha as per my survey are as follows:
Advanced and Creative: –
Professionals like Mr. Subir Raha think beyond the obvious and promote their people to make the same. They guarantee that employees have a peen cape for geographic expedition and maintain an unfastened head. It helps the organisation to ever be ready to look at chances for improvement and the hunt for new thoughts, new patterns, new merchandises and new ways of making things better goes on continuously.
Customer Orientation: –
Every professional has two sets of clients whom he must seek to fulfill to the fullest possible extent viz. , the external client ( the buyers, the society at big ) and the internal client ( the employees, his subsidiaries, equals and foremans ) . Professionals like Mr. Raha have ensured that the internal clients are given their due and takes attention of the demands, desires and jobs. Therefore he has build up a client orientation within the administration excessively which is rather infective and pervades the full administration.
3. Stop managing, get down taking and cultivate directors: –
He disliked the impression of direction. Most directors in his position over- managed. Those who over managed helped to make a bureaucratic environment, which harmonizing to Mr. Subir Raha kills big companies. He decided that ONGC ‘s leaders had to alter their direction manners i.e. excessively much controlling and monitoring.The merely manner to last at ONGC was to acquire on board, to go a thin leader, to accommodate oneself to the company ‘s value and civilization.
ORGANISATIONAL CHART OF ONGC
DEPARTMENTAL LEADERSHIP
1. Public RELATIONS: –
Public Relations is every bit old as human civilization. It has existed in one signifier or the other. There are umteen illustrations of its varied signifier, content and terminal usage. ONGC is committed to supply the best criterions of Corporate Governance to all the stake-holders. The Corporate Governance procedure in ONGC is focused on the key concern aims:
Making Value
Strengthening Oil Security
Maximizing Return to Investors
Guaranting best executable HSE patterns
Blending prudence of a State Enterprise with legerity of a Trans-national
The direction must hold the operational freedom to prosecute the Business Goals within a unequivocal model of answerability. The pattern of Corporate Governance, hence, is based on these rules:
Independent confirmation of fiscal coverage and militias accounting
Protection of stockholders ‘ rights and proactive investor dealingss
Transparent and timely revelation of all material facets of the Company ‘s
operations and public presentation.
In acknowledgment of excellence in Corporate Governance, the Institute of Company Secretaries of India conferred the ‘ICSI National Award for Excellence in Corporate Governance ‘ , in the populace sector, for the twelvemonth 2003 to ONGC.
2. Selling: –
Oil and Natural Gas Corporation Ltd ( ONGC ) may travel back to selling all its value-added merchandises, particularly naphtha, merely through public sector selling companies. ONGC has been selling, even exporting, naphtha on its ain for the last two old ages after the failure of the PSU companies in efficaciously marketing its merchandises.
ONGC had begun selling naphtha on its ain after holds in raising its merchandise by PSU selling companies, Indian Oil Corporation ( IOC ) and Hindustan Petroleum Corporation Ltd ( HPCL ) .
Naphtha being a deregulated trade good, ONGC ‘s merchandise has remained low on the precedence list of PSUs seeking to force their ain stocks, go forthing the company with no other pick but to export. As a consequence, the company set up its ain selling cell which carried out independent sale and exports of naphtha for ONGC.
But with renewed focal point on beef uping its place as an geographic expedition and production company, ONGC may travel off.
3. Human RESOURCES: –
HR Vision: –
“ To achieve organisational excellence by developing and animating the true potency of company ‘s human capital and supplying chances for growing, well being and enrichment ” .
HR Mission: –
“ To make a value and knowledge based organisation by instilling a civilization of acquisition, invention & A ; squad working and alining concern precedences with aspiration of employees taking to development of an sceptered, antiphonal and competent human capital ” .
HR Aims: –
To develop and prolong nucleus values
To develop concern leaders for tomorrow
To supply occupation contentment through authorization, answerability and duty
To construct and upgrade competences through practical acquisition, chances for growing and providing challenges in the occupation
To further a clime of creativeness, invention and enthusiasm
To heighten the quality of life of employees and their household
To instill high apprehension of ‘Service ‘ to a greater cause A HR Vision, Mission & A ; Aims
HR Strategy: –
To run into ambitious demands of the concern environment, focal point of the HR Strategy is on alteration of the employees ‘ ‘mindset ‘
Building quality civilization and resources
Re-engineering and redisposition for maximising use of resources
To construct and upgrade competences through practical acquisition, chances for growing and providing challenges in the occupation
Re-strengthening common religion, trust and regard
Inculcating a spirit of larning & A ; basking challenges
Developing Human Resource through practical acquisition, supplying chances for growing, instilling engagement and exposure to benchmarking in public presentation
Role Of HR: –
Alliance of HR vision with corporate vision
Shift from support group to strategic spouse in concern operations
HR as a alteration agent
Enhance productiveness and public presentation by developing employee competence and potency
Developing professional attitude and attack
Developing ‘Global Managers ‘ for tomorrow to guarantee the function of planetary participants
Measuring HR Performance: –
HR Parameters have been incorporated in the MOU by ONGC since 1994-95, to consistently and scientifically evaluate effectivity of HR Systems, which enables and facilitates clip bound enterprises.
Transformation of ONGC-HR as facilitator and Change Agent for Pilot Implementation at WRBC
ERP for HR-Project SHRAMIK
Training and development
Action Plan and Implementation for accomplishing HR mission and aims
Roll out of Succession Planning Model for identified cardinal places
HR audit
IR for heightening efficiency and productiveness
Introducing the constructs of mentoring and cognition direction
Conducting a Climate Survey to place countries for OD intercessions
Motivated Team: –
HR policies at ONGC revolve around the basic dogma of making a extremely motivated, vivacious & amp ; self-driven squad. The Company cares for each & A ; every employee and has in-built systems to recognize & amp ; honor them sporadically. Motivation plays an of import function in HR Development. In order to maintain its employees motivated the company has incorporated strategies such as Reward and Recognition Scheme, Grievance Handling Scheme and Suggestion Scheme.
Incentive Schemes to Enhance Productivity
Productivity Honorarium Scheme
Job Incentive
Quarterly Incentive
Reserve Establishment Honorarium
Roll out of Succession Planning Model for identified cardinal places
Group Incentives for cohesive squad working, with a position to heighten productiveness
Overview
After traveling through so much of natural informations and statistics about the company, I came to the decision that it is one of the best managed company ‘s of India. Bing a PSU has its ain advantages every bit good as disadvantages but the craftsmen of the company have set aside the disadvantages and have conquered the Oil and Natural Gas sector. Mr. Subir Raha has made certain that the company has ever remained the ‘Numero Uno ‘ in the Oil and Natural Gas sector and by his commanding leading he has helped the company out of its ‘Gestation ‘ period every bit good as through its ‘teething problems ‘ with easiness. The company has gone through several losingss like for case when a complete OIL RIG at the Bombay High platform was destroyed in major fire due to a ship hit, but he has made certain that the company ne’er went into losingss. Mr. Raha has seen that the company non merely performs good in Operation but besides at the Stock Market which has made all its investors really happy and turned ONGC into one of the top trading companies at the BSE every bit good as the NSE.
Mr. Raha has inculcates the manner of “ Democratic Leadership ” which has helped cut his work out in such a big organisation. The religion he showed in his directors every bit good as other employees has paid off truly good. He used many employee actuating tactics to maintain his employees satisfied with their occupations. Even though ONGC is a PSU, due to the leading of Mr. Raha the company has ne’er faced jobs of labour brotherhoods every bit good as work stoppages and other issues.
Mr. Raha is genuinely a great leader and he has proved his worth to the authorities functionaries who instilled religion in him and gave him the chance to take the organisation. Whoever carries the bequest of Mr. Raha might happen it really easy to take the organisation in whatever stage it might be or will be traveling through. The organisation is strongly built on the rules of Leadership, Motivation and Faith.
