Good leaders are made not born .

If you have the desire

and willpower ,you can become an effective leader.good
leaders develop through a never-ending process of self
study, education, training and experience. This guide will
help you through that process. to inspire your people into
higher levels of teamwork, there are certain things you
must be, know ,and ,do. These do not come naturally, but
are acquired through continual work and study. The best
leaders are continually working and studying to improve
their leadership skills.

Before we get started, les define leadership. Leadership

is a complex process by which a person influences others
to accomplish a mission, task or objective and directs the
organization in a way that makes it more cohesive and
coherent. A person carries out this process by applying
his or her leadership attributes (belief, values, ethics,
character, knowledge, and skills). Although your position
as a manager, supervisor, lead, etc. gives you the
authority to accomplish certain tasks and objectives in
the organization, this power does not make you a
leader... it simply makes you the boss. Leadership makes
people want to achieve high goals and objectives, while,
on the other hand, bosses tell people to accomplish a
task or an objective.

Bass' (1) theory of leadership states that there are

threee basic ways to explain how people become leaders,
the first two explain the leadership development for a
small number of people. These theories are: Some

1
personality traits may lead people naturally into
leadership roles. tgis is THE TRAIT THEORY.

Crisis or important event may cause a person to rise to

the occasion, which brings extraordinary leadership
qualities in an ordinary person. This is THE GREAT EVENT
THEORY. People can choose to become leaders. People
can learn leadership skills. This is THE
TRANSFORMATIONAL LEADERSHIP THEORY. It is most
widely acceplted theory today and the premise on which
this guide is based.

When a person is deciding if he respects you as a

leader, he does not think about youe attributes. He
observes what you do so that he can know who you really
are. He uses this observation to tell if you are an
honourable and trusted leader, or a self serving person
who misuses his or her authority to look good and get
promoted. Self serving leaders are not as effective
because their employees only obey them, not follow
them. They succeed in many areas because they present
a good image to their seniors at the expense of their
people.

The basis of good leadership is honourable character

and selfless service to your organization . In your
employees' eyes, Your leadership is everything you do
that affects the organizations objectives and their well
being. A respected leader concentrates on what she is
[be] (beliefs and character), what she knows job, tasks,
human nature), and what she does (implement, motivate,
provide direction).

What makes a person follow a leader? People want to

guided by those they respect and those who have a clear
sense of direction. to gain respect, they must be ethical.
A sense of direction is achieved by conveying a strong
vision of the future.

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TWO MOST IMPORTANT KEYS OF
LEADERSHIP

Hay's study examined over 75 key components of

employee satisfaction. They found that: trust and
confidence in top leadership was the single most reliable
predictor of employee satisfaction in an organization.
Effective communication by leadership in three critical
areas was the key to win organizational trust and
confidence: helping the employees understand the
company's overall business strategy. Helping employees
understand how they contribute to achieving key
business objectives. Bring information with employees on
both how the company is doing and how an own
employee's division is doing - relative to strategic
business objectives.

So basically, you must be trustworthy and you have

to be able to communicate a vision of where you are
going. Notice how the "PRINCIPLES OF LEADERSHIP" in
the next section closely ties in with this.

HUMAN RELATIONS

The six most important words: "i admit i made a mistake."

The five most important words: "you did a good job."

The four most important words: "what is your opinion."

The three most important words: "if you please."

The two most important words: "thank you."

The one most important word: "we."

The least most important word: "i."

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 TO HELP YOU BE, KNOW, AND DO, (2) FOLLOW THESE
ELEVEN principles of leadership (later sections will
expand on gaining an insight into these principles and
providing tools to perform them): Know yourself and seek
self-improvement means continually strengthening your
attributes. This can be accomplished through reading,
self-study, classes,etc.be technically proficient. As a
leader,you must know your job and have a solid familarity
with your employees' jobs. Seek responsibility and take
responsibility of your actions. Search for ways to guide
your organisation to new heights. And when things go
wrong, they will sooner or later, do not blame others.
Analyze the situation, take corrective action, and move
on to the next challenge. Make sound and timely
decisions. Use good problem solving, decision making and
planning tools. Set the example. Be a good role model for
your employees. They must not only hear what they are
expected to do but also see. Know your people and look
out for their well-being. Know human nature and
importance of sincerely caring for your workers. Keep
your people informed. Know how to communicate with
your people within the organization.

Develop a sense of responsibility in your people.

Develop good character traits within your people that will
help them carry out their professional responsibilities.
Ensure that tasks are understood, supervised, and
accomplished. Communication is the key to this
responsibility. Train your people as a team. Although
many so called leaders call their organization,
department, section, etc. A team; they are not really
teams... they are just a group of people doing their jobs.
Use the full capabilities of your organization. By
developing a team spirit, you will be able to employ your
organization,department, section, etc. to its fullest
capabilities.

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The four major factors of leadership are .....

THE FOLLOWER: Different people require different styles

of leadership. For example, a new hire requires more
supervision than an experienced employee. A person with
a different attitude requires a different approach than
one with a high degree of motivation. You must know
your people! The fundamental starting point is having a
good understanding of human nature: needs, emotions,
and motivation. You must know your employees' be, know
and do attributes.

LEADER: You must have an honest understanding of who

you are, what you know, and what you can do. Also, note
that it is the followers, not the leader who determines if a
leader is successfull. If a follower does noit trust or lacks
confidence in his or her leader, then she will be
uninspired. To be successful you have to convince your
followers, not yourself or your supervisors, that you are
worthy of being followed.

COMMUNICATION: You lead through two way

communication.
Much of it is non-verbal. For instance, when you "set the
example," that communicates to your people that you
would not ask them to perform anything that you would
not be willing to do. What and how you communicate
either builds or harms the relationship between you and
your employees.

SITUATION: All situations are different. What you do in

one leadership situation will not always work in another
situation. You must use your judgement to decide the

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best course of action and the leadership style needed for
each situation. For example, you may need to confront an
employee for inappropriate behavior, but the
confrontation is too late or too early, too harsh or too
weak, then the results may prove ineffective .

if you are a leader that can be trusted,then the people

around you will learn to respect you. to be a good
leader,there are things tht u must be, know, and do.
these fall under the leadership framework:

BE a professional.
BE a professional who possess good character traits.
KNOW the four factors of leadership- follower, leader,
communication, situation.
KNOW yourself .
KNOW human nature
KNOW your job
KNOW your organization.
DO provide direction.
DO implement.
DO motivate.

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The road to great leadership:

Inspire a shared vision - next, share your vision in words

that can be understood by your followers.

Enable others to act - give them tools and methods to

solve the problem.

Model the way - when the process gets tough, get your
hands dirty. Boss tells others what to do... a leader shows
it can be done.

Encourage the heart - share the glory with your followers'

heart, keep the pains in your heart.

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• Have better perceptions of realtiy and are
comfortable with it.
• Accept themselves and their own natures.
• Their lack artificiality.
• They focus on problems outside themselves and
are concerned with basic issues and eternal
questions.
• They like privacy and tend to get detached.
• Rely on their own development and continued
growth.
• Appreciate the basic pleasures of life(do not take
blessings for garnted).
• Have a deep feeling of kinship with others.
• They are deeply democratic and are not really
aware of differences.
• Have strong ethical and moral standards.
• Are original and inventive, less constricted and
fresher than others.

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HYGEINE OR DISSATISFIERS:
• Working conditions.
• Policies and administrative practices.
• Salary and benefits.
• Supervision.
• Status.
• Job security.
• Fellow workers.
• Personal life.

MOTIVATORS OR SATISFIERS:
• Recognition.
• Achievement.
• Advancement
• Growth.
• Responsibility.
• Job challenge.

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 Managers are people who do things right, while leaders
are people who do the right thing. - Warren Bennis, Ph.D.
"On Becoming a Leader"

10
Introduction
NOTE: Special project teams include work
groups, cross functional teams, task forces,
problem solving teams, committees, etc.

Many organizations have working groups

that call themselves teams. But their work is
produced by a combination of individual
contributions. Teams produce work that is
based on collective effort.

Katzenbach and Smith (1) defined a team as

"A small number of people with
complementary skills who are committed to
a common purpose, performance goals, and
common approach for which they hold
themselves mutually accountable."

The small number is anywhere from 2 to

25 members, with between 5 and 9 as
manageable and optimal. It the number
goes above 9, communication tends to
become centralized because members do
not have an adequate opportunity to
speak to each other. If the group size goes
over nine, extra time and effort are
required to ensure good communication.

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 Complementary Skills provides synergy
when the team is diverse and various
ideas and multiple skills are combined. If
the team is composed of like individuals, a
congenital groupthink sets in which limits
the number of solutions for creative
problem solving.
Common Purpose is the driving force of
teams. The team must develop its own
purpose. This purpose must be meaningful
and must have ownership by everyone, as
individuals and as a group. A team
constantly revisit its purpose, making it
more relevant as the team develops. Often
called Agendas. Hidden agendas may
prevent the group from turning into a
team. This is because their emotions and
motives are hidden under the discussion
table.
Performance Goals are the acting, moving,
and energizing force of the team. Specific
performance goals are established,
tracked, met and evaluated in an ongoing
process.
Common approach is the way members
agree how they will work together. Many
teams have developed their own charter
or a set of rules that outline the expected
behaviors of members. Members often
assume roles, including the Questioner,
the Historian, the Time Keeper, the
Facilitator, to keep the team process
moving and on course.
Mutually accountable is the aspect of
teamwork that is usually the last to
develop.

Forming, Storming, Norming,

Performing, Adjourning
The Tuckman model (2) shows the five
stages that teams go through: from

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Forming to Storming to Norming to
Performing to Adjourning.

Forming

In the Forming stage, team members are

introduced. They state why they were
chosen or volunteered for the team and
what they hope to accomplish within the
team. Members cautiously explore the
boundaries of acceptable group behavior.
This is a stage of transition from individual
to member status, and of testing the
leader's guidance both formally and
informally.

Forming includes these feelings and

behaviors:

Excitement, anticipation, and optimism.

Pride in being chosen for the project
A tentative attachment to the team
Suspicion and anxiety about the job.
Defining the tasks and how they will be
accomplished.
Determining acceptable group behavior.
Deciding what information needs to be
gathered.
Abstract discussions of the concepts and
issues, and for some members,
impatience with these discussions. There
will be difficulty in identifying some of
the relevant problems.

Because there is so much going on to

distract members' attention in the
beginning, the team accomplishes little, if
anything, that concerns it's project goals.
This is perfectly normal.

Storming

During the team's transition from the "As-

Is" to the "To-Be," is called the Storming

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phase. All members have their own ideas as
to how the process should look, and
personal agendas are rampant. Storming is
probably the most difficult stage for the
team. They begin to realize the tasks that
are ahead are different and more difficult
than they imagined. Impatient about the
lack of progress, members argue about just
what actions the team should take. They
try to rely solely on their personal and
professional experience, and resist
collaborating with most of the other team
members.

Storming includes these feelings and

behaviors:

Resisting the tasks.

Resisting quality improvement
approaches suggested by other
members.
Sharp fluctuations in attitude about the
team and the project's chance of success.
Arguing among members even when they
agree on the real issues.
Defensiveness, competition, and
choosing sides.
Questioning the wisdom of those who
selected this project and appointed the
other members of the team.
Establishing unrealistic goals.
Disunity, increased tension, and jealousy.

The above pressures mean that team

members have little energy to spend on
progressing towards the team's goal. But
they are beginning to understand one
another. This phase sometimes takes 3 or 4
meetings before arriving at the Norming
phase.

Norming

The Norming phase is when the team

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reaches a consensus on the "To-Be"
process. Everyone wants to share the newly
found focus. Enthusiasm is high, and the
team is tempted to go beyond the original
scope of the process. During this stage,
members reconcile competing loyalties and
responsibilities. They accept the team,
team ground rules, their roles in the team,
and the individuality of fellow members.
Emotional conflict is reduced as previously
competitive relationships become more
cooperative.

Norming includes these feelings and

behaviors:

An ability to express criticism

constructively.
Acceptance of membership in the team.
An attempt to achieve harmony by
avoiding conflict.
More friendliness, confiding in each
other, and sharing of personal problems.
A sense of team cohesion, spirit, and
goals.
Establishing and maintaining team
ground rules and boundaries.

As team members begin to work out their

differences, they now have more time and
energy to spend on the project.

Performing

The team has now settled its relationships

and expectations. They can begin
performing by diagnosing, solving
problems, and choosing and implementing
changes. At last team members have
discovered and accepted each other's
strengths and weakness, and learned what
their roles are. Performing includes these
feelings and behaviors:
Members have insights into personal and

15
 group processes, and better
understanding of each other's strengths
and weakness.
Constructive self-change.
Ability to prevent or work through group
problems
Close attachment to the team

The team is now an effective, cohesive unit.

You can tell when your team has reached
this stage because you start getting a lot of
work done.

Adjourning

The team briefs and shares the improved

process during the this phase. When the
team finally completes that last briefing,
there is always a bittersweet sense of
accomplishment coupled with the
reluctance to say good-bye. Many
relationships formed within these teams
continue long after the team disbands.

There are several factors that separate

teams from groups.

Roles and Responsibilities

Within a group, individuals establish a set

of behaviors called roles. These roles set
expectations governing relationships. Roles
often serve as source of confusion and
conflict. While on the other hand, teams
have a shared understanding on how to
perform their role. These roles include:
leader, facilitator, timekeeper, and

16
recorder.

Identity

While teams have an identity, groups do

not. It is almost impossible to establish the
sense of cohesion that characterizes a team
without this fundamental step. A team has a
clear understanding about what constitutes
the team's 'work' and why it is important.
They can describe a picture of what the
team needs to achieve, and the norms and
values that will guide them.

Cohesion

Teams have an esprit that shows a sense of

bonding and camaraderie. Esprit is the
spirit, soul, and state of mind of the team. It
is the overall consciousness of the team
that a person identifies with and feels a
part of. Individuals begin using "we" more
than "me."

Facilitate

Groups have a tendency to get bogged

down with trivial issues. Ask yourself, "How
much time gets wasted in meetings you
attend?" Teams use facilitators to keep the
team on the right path.

Communication

While members of a group are centered

upon themselves, the team is committed to
open communication. Team members feel
they can state their opinions, thoughts, and
feelings without fear. Listening is
considered as important as speaking.
Differences of opinion is valued and
methods of managing conflict are
understood. Through honest and caring
feedback, members are aware of their
strengths and weakness as team members.

17
 There is an atmosphere of trust and
acceptance and a sense of community.

Flexibility

Most groups are extremely rigid. Teams,

however maintain a high level of flexibility,
and they perform different task and
maintenance functions as needed. The
responsibility for team development and
leadership is shared. The strengths of each
member are identified and used.

Morale

Team members are enthusiastic about the

work of the team and each person feels
pride in being a member of the team. Team
spirit is high. To be a successful team, the
group must have a strong ability to produce
results and a high degree of satisfaction in
working with one another.

<> Working With Other Team

Members
Although we are like in many ways, we are
dislike in a lot more ways. Humans have
always tried to classify things, including
themselves. This section uses a popular
categorizer by placing people into four
styles - Driver, Persuader, Analyzer,
Organizer. (note that the names will vary
widely depending upon the creator of the
chart). It does this by charting them on two
dimensions - tasks and emotions. People
gets results on tasks between two

18
 extremes - expedience and processes.
People use emotions in dealing with others
through two extremes - controlled or
responsive. In the chart below, the two
dimensions are shown under the profile
column in italics:

Potential Potential
Profile Style Key (focus)
Strengths Weaknesses

A take-
charge
person,
exerts
strong Get things In-attentative
influence to done. behavior when
get things Determine listening to
done, Driver or results and d, others.
focuses on Controll accomplishmen requiring, Dominating,
results. er ts (get it done) thorough, unsympathetic,
Emotions decisive, demanding,
are efficient, critical,
controlled direct impatient
and gets
results
through
expedience.

A social Persuad involvement Involves Hard time

specialist, er or and and works following
expresses Enthusi enthusiasm with systems or
opinions ast (positive ideas others. processes.
and and responses) Personable Opinionated,
emotions , undependable,
easily; stimulating reactionary
prefers ,
strong enthusiasti
interaction c,
with innovative
people.
Emotions
are
responsive

19
and gets
results
through
expedience.

Likes to be
well
organized
and thought
out; prefers
specific
Great at
project and Can have trouble
organizing.
activities; when action
precision and Industrious
enjoys Analyzer needs to be take
accuracy ,
putting or immediately.
(actions will be persistent,
structure to Theorist Indecisive,
documented) serious,
ideas. uncommunicativ
orderly,
Emotions e, critical
methodical
are
controlled
and gets
results
through
processes.

Adaptive Organize relationships Builds Does not want to

specialist, r or and stability relationshi change.
high Affiliato (loyal) ps. Conforming,
concern for r Cooperativ uncommitted,
good e, hides true
relationship supportive, feelings
s, seeks dependabl
stability e, helpful
and
predictabilit
y, wants to
be part of
larger
picture.
Emotions
are
responsive
and gets
results
through

20
processes.

Notice that the two dimensions, results and

emotions, are closely related to Blake and
Mouton's Managerial Grid which uses
People and Tasks as their grid. That is, we
use emotions when dealing with people and
our approach to tasks uses some sort of a
result orientation approach. When Blake
and Mouton came out with a tool that used
only two dimensions or axis, is struck a
cord with its simplicity.

There are various degrees along the two

dimensions (emotions and tasks). Each
experience that we have will call for
varying degrees of emotions and
approaches to task results.

The result (how we accomplish tasks) and

emotions (how we deal with people and
experiences) dimensions can be charted as:

There are three main flaws that must be

taken into consideration when using a tool

21
of this nature:

Everyone uses all four style depending

upon the situation, however, the chart
can be a useful tool for understanding
different viewpoints. It is based on the
theory that each person tends to have
one or two dominant styles.
The very simplicity that makes a tool like
this so popular, cannot possible
accurately predict the complexity of
human nature. However, it can help us
get a handle on the various approaches
taken by individuals.
People try to pigeon-hole the four styles
of people into certain categories. For
example, managers are drivers, human
resource personnel are persuaders,
programmers are analysis's, etc. This is
simply untrue. Where I once worked, our
human resource contact was a driver, our
manager was a persuader, one on the
employees on the bottom of the rung was
a driver, and one of our best technical
persons was an organizer. However, most
of the employees (workers in a
manufacturing plant) were organizers,
analyzers, or a combination of the two.

The goal of using such a tool in a team

setting is to realize that people look upon
things with a different viewpoint than you.
For example, the reason someone will not
hurry-up and compete a task in not
because they are slow, it might be because
they are viewing it from a process
standpoint and want to ensure that they
get it absolutely right (analyzer). Also, it
takes all types to form an effective team.
Without drivers a team will get nothing
done, without persuaders a team will fail to
get all involved, without organizers a team
will not gel together, without analyzers a
team will miss key steps. The four styles

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form a complete community, and it takes a
community to grow a team.

How Do We Arrive at a
Solution? or Encouraging
Wild and Great Ideas

All to often, creativity gets stifled when

everyone follows the rules or arriving at
solutions the same old way. Teams often
become so task- oriented that they narrow
down their focus much too soon by
choosing the first likely solution. It is time
to adequately investigated the situation
and its possibilities by:

Brainstorming
Delphi Decision Making
Dialectic Decision Making

Team Checklist
Goals
Clear mission statement _____
Measurable objectives _____
Objectives are prioritized _____
Goals are set in all key task areas _____
Roles
Individual roles, relationships, and
accountabilities are clear _____
Style of leadership is appropriate for
the team tasks _____
Each individual competent to perform
her key tasks _____

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 The mix of roles is appropriate to the
team tasks _____
Procedures
Decisions reached are effective _____
Management information is effectively
shared _____
Key activities are effectively
coordinated _____
Products and services are of a high
quality _____
Conflict is managed effectively within
the team _____
Internal Relationships
There are no areas of mistrust _____
Feedback is constructive _____
Relationships are not competitive and
unsupportive _____
External Relationships
Relationships with key external groups
are effective _____
Mechanisms are in place to integrate
with each key group _____
Time and effort is spent on identifying
building and monitoring key external
relationships _____

24
To Steve Waugh, being Australian is about "looking after
your mates, taking care of your family, being able to have
a laugh at yourself". Born in Sydney, Steve still lives in
the southern suburbs with his young family.
Steve was spotted as a talented cricketer at the young
age 17. He was selected for the New South Wales side
while playing first grade cricket in Sydney, and wore the
baggy green cap for the first time in 1985, on a tour of
South Africa. He was the new kid on the block, and was a
given a golden opportunity which led to one of Australia's
most distinguished cricketing careers.
Steve Waugh has played representative cricket for
Australia since 1985, retiring in January 2004. His
incredible career, spanning more than 18 years, has
produced some outstanding moments in Australian
sporting history. Who could forget his 200 against the
West Indies at Sabina Park in 1995, his twin centuries
against England at Old Trafford in 1997, or his daring 120
against South Africa in a must-win match at the 1999
World Cup.
Captaining the Australian Test team from 1999 to 2004
and the one-day side between 1997 / 98 and 2001 / 02,
his leadership qualities have been described as
'inspiring'. "I try and instil faith in the players and give
them self-belief and really empower them to be the best.

Although better known for his cricket prowess, he is

passionate about helping those less fortunate than
himself. His favourite personal philosophy on life is "If
you don't stand up for something, you'll fall for
everything". This philosophy was put to the test when,
during a visit to India in 1986, Steve saw children and

25
adults suffering from disease and poverty. He was struck
by those suffering from leprosy and their families and
was prompted to get involved. For the past three years
Steve has been actively assisting these families through
his support of the Udayan Home in Barrackpore, India.
The home takes children out of their leprosy environment
and provides them with education, healthcare and
opportunities in life.

When he started his work, the home catered only for

boys. In recent years, with the assistance provided by
Steve and others, the home now cares for 60 young girls
as well. He is now working towards building another
centre which will assist a further 200 girls in need of
care. Steve is also working with young people in
Australia, through his work as a patron of Camp Quality
and the conductive Education Unit for the Spastic Centre
of New South Wales.
Australians love to hear about Steve's journeys and
cricket tours and so he has become Australia's best-
selling sports' author.

"I see myself as an average guy who tries to help out my

mates and loves my sport. I think in some ways, I'm sort
of an underdog and a bit of a battler. I've always had to
fight hard for my spot and to achieve what I have, and
I've had to give 100%. I think Australians like to see that
in people and they like to recognise it."
As a cricketer Steve has broken many records. As a
person he is a great humanitarian and brings hope to
those in need. He is an inspiration, not only for sports-
loving Australians, but for many worldwide. Always
leading by example, Steve is an extraordinary Australian.

26
Henry Ford, born July 30, 1863, was the first of William
and Mary Ford's six children. He grew up on a
prosperous family farm in what is today Dearborn,
Michigan. Henry enjoyed a childhood typical of the rural
nineteenth century, spending days in a one-room school
and doing farm chores. At an early age, he showed an
interest in mechanical things and a dislike for farm
work.

In 1879, sixteen-year-old Ford left home for the nearby

city of Detroit to work as an apprentice machinist,
although he did occasionally return to help on the farm.
He remained an apprentice for three years and then
returned to Dearborn. During the next few years, Henry
divided his time between operating or repairing steam
engines, finding occasional work in a Detroit factory,
and over-hauling his father's farm implements, as well
as lending a reluctant hand with other farm work. Upon
his marriage to Clara Bryant in 1888, Henry supported
himself and his wife by running a sawmill.

27
THE ENGINEER
In 1891, Ford became an engineer with the Edison
Illuminating Company in Detroit. This event signified a
conscious decision on Ford's part to dedicate his life to
industrial pursuits. His promotion to Chief Engineer in
1893 gave him enough time and money to devote
attention to his personal experiments on internal
combustion engines.

These experiments culminated in 1896 with the

completion of his own self-propelled vehicle-the
Quadricycle. The Quadricycle had four wire wheels that
looked like heavy bicycle wheels, was steered with a
tiller like a boat, and had only two forward speeds with
no reverse.

Although Ford was not the first to build a self-propelled

vehicle with a gasoline engine, he was, however, one of
several automotive pioneers who helped this country
become a nation of motorists.

After two unsuccessful attempts to establish a company to

manufacture automobiles, the Ford Motor Company was
incorporated in 1903 with Henry Ford as vice-president and chief
engineer. The infant company produced only a few cars a day at the
Ford factory on Mack Avenue in Detroit. Groups of two or three men
worked on each car from components made to order by other
companies.

Henry Ford realized his dream of producing an automobile that was

reasonably priced, reliable, and efficient with the introduction of the
Model T in 1908. This vehicle initiated a new era in personal
transportation. It was easy to operate, maintain, and handle on
rough roads, immediately becoming a huge success.

By 1918, half of all cars in America were Model Ts. To meet the
growing demand for the Model T, the company opened a large
factory at Highland Park, Michigan, in 1910. Here, Henry Ford

28
combined precision manufacturing, standardized and
interchangeable parts, a division of labor, and, in 1913, a continuous
moving assembly line. Workers remained in place, adding one
component to each automobile as it moved past them on the line.
Delivery of parts by conveyor belt to the workers was carefully
timed to keep the assembly line moving smoothly and efficiently.
The introduction of the moving assembly line revolutionized
automobile production by significantly reducing assembly time per
vehicle, thus lowering costs. Ford's production of Model Ts made his
company the largest automobile manufacturer in the world.
The company began construction of the world's largest industrial
complex along the banks of the Rouge River in Dearborn, Michigan,
during the late 1910s and early 1920s. The massive Rouge Plant
included all the elements needed for automobile production: a steel
mill, glass factory, and automobile assembly line. Iron ore and coal
were brought in on Great Lakes steamers and by railroad, and were
used to produce both iron and steel. Rolling mills, forges, and
assembly shops transformed the steel into springs, axles, and car
bodies. Foundries converted iron into engine blocks and cylinder
heads that were assembled with other components into engines. By
September 1927, all steps in the manufacturing process from
refining raw materials to final assembly of the automobile took
place at the vast Rouge Plant, characterizing Henry Ford's idea of
mass production.

29
On November 22, 1963, when he was hardly past his first
thousand days in office, John Fitzgerald Kennedy was
killed by an assassin's bullets as his motorcade wound
through Dallas, Texas. Kennedy was the youngest man
elected President; he was the youngest to die.

Of Irish descent, he was born in Brookline,

Massachusetts, on May 29, 1917. Graduating from
Harvard in 1940, he entered the Navy. In 1943, when his
PT boat was rammed and sunk by a Japanese destroyer,
Kennedy, despite grave injuries, led the survivors
through perilous waters to safety.

Back from the war, he became a Democratic Congressman

from the Boston area, advancing in 1953 to the Senate.
He married Jacqueline Bouvier on September 12, 1953. In
1955, while recuperating from a back operation, he wrote
Profiles in Courage, which won the Pulitzer Prize in
history.

In 1956 Kennedy almost gained the Democratic

nomination for Vice President, and four years later was a
first-ballot nominee for President. Millions watched his
television debates with the Republican candidate, Richard
M. Nixon. Winning by a narrow margin in the popular
vote, Kennedy became the first Roman Catholic
President.

30
His Inaugural Address offered the memorable injunction:
"Ask not what your country can do for you--ask what you
can do for your country." As President, he set out to
redeem his campaign pledge to get America moving
again. His economic programs launched the country on its
longest sustained expansion since World War II; before
his death, he laid plans for a massive assault on
persisting pockets of privation and poverty.Responding
to ever more urgent demands, he took vigorous action in
the cause of equal rights, calling for new civil rights
legislation. His vision of America extended to the quality
of the national culture and the central role of the arts in a
vital society. He wished America to resume its old mission
as the first nation dedicated to the revolution of human
rights. With the Alliance for Progress and the Peace
Corps, he brought American idealism to the aid of
developing nations. But the hard reality of the
Communist challenge remained.

Shortly after his inauguration, Kennedy permitted a band

of Cuban exiles, already armed and trained, to invade
their homeland. The attempt to overthrow the regime of
Fidel Castro was a failure. Soon thereafter, the Soviet
Union renewed its campaign against West Berlin.
Kennedy replied by reinforcing the Berlin garrison and
increasing the Nation's military strength, including new
efforts in outer space. Confronted by this reaction,
Moscow, after the erection of the Berlin Wall, relaxed its
pressure in central Europe.

Instead, the Russians now sought to install nuclear

missiles in Cuba. When this was discovered by air
reconnaissance in October 1962, Kennedy imposed a
quarantine on all offensive weapons bound for Cuba.
While the world trembled on the brink of nuclear war, the
Russians backed down and agreed to take the missiles
away. The American response to the Cuban crisis
evidently persuaded Moscow of the futility of nuclear
blackmail.

Kennedy now contended that both sides had a vital

interest in stopping the spread of nuclear weapons and
slowing the arms race--a contention which led to the test
ban treaty of 1963. The months after the Cuban crisis
showed significant progress toward his goal of "a world
of law and free choice, banishing the world of war and

31
coercion." His administration thus saw the beginning of
new hope for both the equal rights of Americans and the
peace of the world.

Who started programming computers at the age of

thirteen? Who was the youngest person to become a
billionaire? Who co-founded the world's largest computer
software company? Who has donated more than $800
million dollars to charities? Who? Well, I'll tell you. His
name is William H. Gates III, who you most likely know as
Bill Gates.

Bill Gates was born to William and Mary Gates on October

28, 1955. Bill was born and raised in
Seattle, Washington. He attended a
private school, called Lakeside, and
there he began programming
computers at the age of thirteen.

In 1973, Bill entered Harvard

University, and invented a computer
programming language. He co-
founded Microsoft in 1975 with his
friend Paul Allen. Bill dropped out of

32
Harvard to devote all his time to the company. In 1980
Bill was asked by IBM to help the company with their
personal computer project, code named Project Chess.
Eventually asked to design the operating system for the
new machine, Bill developed the Microsoft Disk Operating
System, or MS-DOS, as it is popularly known.

Over two million copies of MS-DOS were sold by 1984. By

the early 1990s, Microsoft had sold more than 100 million
copies of MS-DOS, making the operating system the all-
time leader in software sales.

For his achievements in science and technology, Bill was

presented the Howard Vollum Award in 1984 by Reed
College. He accepted the award in Portland, Oregon.

Since Microsoft went public in 1986, Bill has contributed

more than $800 million to charities. The focus of his
philanthropy is education, world public health, non-profit
civic and arts organizations, and Puget Sound capital
campaigns. Bill Gates says on this subject: "The principle
challenge we face is to close the gap in health status
between the developed and the developing worlds."

On January 1, 1994, Bill married Melinda French. They

met at Microsoft, where she was a product manager.
Melinda grew up in Dallas and went to Duke University.
They have one daughter, Jennifer Katharine Gates, who
was born in 1996.

Most everyone knows Bill Gates is one of the richest

people in the world. Hopefully now you don't know him
just as one of the richest people in the world, but as a
very generous person who has accomplished great things

33
Jehangir Ratanji Dadabhoy Tata, JRD to the world,
remains the undisputed doyen of Indian industry, widely
respected for his contribution to the development of
Indian industry and aviation in particular. Apart from
being a businessman par excellence, he was a patron of
the sciences and the arts, a philanthropist and yet a man
with a passion for literature, fast cars, skiing and flying.
For his unparalleled excellence in business management,
he came to be referred to as chairmen's chairman.

As an industrialist, JRD is credited with placing the Tata

Group on the international map. He proved his mettle by
saving it from disintegration in an era when family
ownership and management or family rifts were ripping
apart family businesses. He was a redoubtable visionary
under whose regime the group entered into several new

34
streams of business, many of them unconventional and
produced a vast range of product. As an aviator and
pioneer flier, he brought commercial aviation to India. He
was greatly revered by artists, sculpture and performing
artistes as he generously patronised Indian art and
culture.

And as a philanthropist, he was respected for building

and keeping alive the tremendously active Tata
charitable trusts. His achievements have to be seen
through the lens of India's economic and political history.
Under British colonial rule until 1947, India was strait-
jacketed by a foreign exchange crunch for almost 40
years after Independence, which gravely limited
industrial entrepreneurship
From 1964 to 1991, stiff government control through the
licence-quota regime further curbed the growth of the
group. Despite all these bottlenecks, he expanded the
Tata empire manifold and made it India's biggest
business group. JRD Tata reigned over the Tata group for
more than three decades. He started his stint as
chairman at the tender age of 34 in 1938. Under his
leadership, the Tata assets grew from Rs 62 crore in 1939
to over Rs 10,000 crore in 1990. At the same time, the
number of companies under the group grew from 14 to 50
large manufacturing ones, besides innumerable holding,
investment, subsidiaries and associate concerns.
This chairmen's chairman was born on July 29, 1904, in
Paris. He was the second child of Ratanji Dadabhoy Tata
and his French wife Sooni. The earliest success of JRD
was in cajoling 10 rival cement companies to merge and
form the Associated Cement Companies, run by the Tatas.
And the rest, as they say, is history. JRD was also a
professional to the core and a sensible leader. As one of
his executives, Darbari Seth, once said,"Mr Tata was able
to harness a team of individualistic executive,
capitalising upon their strengths, downplaying their
differences and deficiencies; all by the sheer weight of
his leadership".

JRD's respect for his managers bound the group.

Leadership, according to him, meant motivating others.

35
"As chairman, my main responsibility is to inspire
respect," he was wont to say. Be that as it may, Tata
spotted talent easily. And once he was confident that a
manager would perform, he gave him a long rope. The
supportive climate that he built developed entrepreneurs
such as Homi Mody, Ardeshir Dalal, Jehanghir Ghandy,
Russi Mody and Darbari Seth. It was an environment
where scientists of international repute such as Homi
Bhabha, leading lawyers like J D Choksi and Nani
Palkhivala and economists such as John Matthai, A D
Shroff and D R Pendse could flourish.
A university dropout, JRD was something of a self-taught
technocract, and died long before the phrase `war for
talent' was coined. Yet, almost every senior Tata director
from the 1930s onwards, held a degree from a foreign
university. Tata willingly financed bright young boys who
wanted to go abroad for further education. He was also a
vital bridge between the scientific establishment and the
Government through his founding of the Tata Institute of
Fundamental Research and as the longest serving
member of the Atomic Energy Commission.
According to JRD, quality had to match innovation. He
disliked the laid-back Indian attitude, and much of his
fabled short temper was triggered by the carelessness of
others. He stressed: "If you want excellence, you must
aim at perfection. I know that aiming at perfection has its
drawbacks. It makes you go into detail that you can
avoid. It takes a lot of energy out of you but that's the
only way you finally actually achieve excellence. So in
that sense, being finicky is essential... A company, which
uses the name Tata shares a tradition..."
JRD was an expert in managing human resource. At his
behest, Tata Steel became one of the earliest companies
in India to have a dedicated human resource department.
Expressing his surprise that the company had functioned
for so long without one, JRD commented: "If our
operations required the employment of, say, 30,000
machine tools, we would undoubtedly have a special staff
or department to look after them, to keep them repair,
replace them when necessary, maintain their efficiency,
protect them from damage, etc. but when employing
30,000 human beings, each with a mind and soul of his
own, we seem to have assumed that they would look
after themselves and that there was no need for a
separate organisation to deal with the human problems
involved".

36
As the saying goes, all good things must come to an end,
and so did JRD's brilliant life. JRD died in Geneva on
November 29, 1993. He left behind an indelible mark on
the Indian business terrain as also a huge business
empire we all know as the House of Tatas.

'

Achievements

Dr. Avul Pakir Jainulabhudin Adbul Kalam, was born on

the 15th October, 1931, at Rameshwaram in TamilNadu.
He did his B.Sc. at the St. Joseph's College, Tiruchi, and
DMIT in Aeronautical Engineering at the MIT, Madras,
during 1954-57. He joined the DRDO in 1958. During
1963-82, he served the ISRO in various capacities.

As Project Director, SLV-3, he was responsible for

carrying out design, development, qualification and flight
testing of 44 major sub systems. In 1982, as Director,
DRDO, was entrusted with the Integrated Guided Missile
Development Programme. He conceived the programme
cnstituting 5 major projects for meeting the requirements
of the defence services and for establishing re-entry
technology. The development and successful flight test of
Prithvi, Trishul, Akash, Nag, and Agni established the
indigeneous capability towards self reliance in defence
preparedness. The successful launching of 'Agni' surface-
to-surface missile is a unique achievement which made
India a member of an exclusive club of highly developed
countries. Thus, through SLV and Guided Missile
Programme a solid foundation has been created in the

37
indigeneous testing and development of high technology
Aerospace Projects.

An Advanced Technology Research Centre, called

Research Centre Imarat has also been established by Dr.
A.P.J. Abdul Kalam as an extension of DRDL to undertake
development in futuristic missile technology areas. He
has also established a unique 3 tier management
structure to integrate and commit technologists,
academic institutions, Industries etc. As a crowing glory
to all his achievements, he was appointed Scientific
Advisor to Raksha Manthri and Secretary, Dept. of
Defence Research and Development.

He is a member of Indian National Academy of Sciences,

Astronautical Society of India and many other
professional bodies. He has published two books.

Awards
• He has been Awarded with the India's Highest civilian
Award "The Bharat Ratna" in 1997.
• Starting with Anna University's first D.Sc., Honoris
Causa, he has received many such including the one
given by IIT, Bombay, BHU and others.
• Other prestigious awards include Dr.Biren Roy Space
Award, Om Prakash Basin Award for Science and
Technology, National Nehru Award, Arya Bhatta
Award.
• Dr. Abdul kalam, is praised as a welder of people and
a Gandhian Missile Man by R.K. Laxman, in his
cartoon in "Times of India."

• As a humanitarian and with his extreme simplicity,

easy access, he has become a National Hero. He
loves Tamil poetry and is interested in carnatic
music. He has himself written poems in Tamil. He
adores his Gurus of MIT and cherishes his education
and training at MIT.

Dreams To Ignite Young Minds

38
 India has to have vision to become a developed nation. A
good dream for our young people is the vision. Can we
ignite our young minds? These are the thoughts that
frequently 'fire' the mind of India's missile man-- this year
(1998) Bharat Ratna awardee Dr. A.P.J. Abdul Kalam.

In an interview to Science Express, the man who built

biting molars and awesome muscles into India's missile
programme outlined the vision he has of India of
tomorrow. "Whenever there is a goal, the dynamics of
performance changes, Technology is the economical
strength of the nation", says soft-spoken Kalam. "India
has people of high calibre and intelligence. The only
thing required is more facilities in our labs, government
funding and good leadership in scientific areas." After a
pause, he fires another missile: "Most importantly,
determined youngsters."

No wonder he advices the youth of the country to "dream,

dream and dream and convert these into thoughts and
later into actions."

Kalam's advice to the youngsters of the nation is to

"think big" . "We are a nation of a billion people and we
must think like a nation of a billion people. Only then can
we become big."

Dr. Kalam's, Scientific Advisor to the Defence Minister

and Secretary, Defence Research and Development is the
second scientist to receive the Bharat Ratna, the highest
civilian award, after the late Dr. Homi Jehangir Baba.

This genius attributes his success to his parents and the

team which worked relentlessly to achieve the goal.

Science, according to him, is a global phenomenon. He

feels there are a few areas where India can develop its
core competence. These areas are software engineering,
computer products and design, agriculture and food,
aviation, defence research and space technology and
chemical engineering.

"This will lead to a highly beneficial economic and social

progress for the nation," says Kalam.

39
 The man who said, "Friends, you now have the fire to
torch the Agni" turns out to be extremely shy. His love for
the Bhagavad Geetha and the long mane almost gives the
missile man the halo of a saint. In fact, his views on
technology and life make him the copy book saint of
science armed with Brahmastras and the power to heal
wounds.

That is another passion of Kalam-using missiles that

maime and kill to give a fresh hope to the disabled. In a U
turn, Kalam has not shied in using the technology behind
fire-spewing missiles to build artificial limbs and spring-
like coils called stents to keep the heart vessels open.

He is one of those scientists who aims at putting

technology created by him to multiple use. He used the
light weight carbon-carbon material designed for Agni to
make calipers for the polio affected. This carbon-carbon
composite material reduced the weight of the calipers to
400 grams (from its original weight of 4kgs.) Nizam's
Institute of Medical Sciences (NIMS, Hyderabad) was the
birthplace for the defence technology spin offs from
Kalam's labs via the DRDL (Defence Research and
Development Laboratory), DMRL (Defence Metallurgical
Research Lab) and the RCI (Research Centre Imarat). "It
was a great experience to see, in the orthopaedic
Department of NIMS, how the light weight caliper could
bring happiness to the polio affected", remembers Kalam.

Another important event that took place in Hyderabad is

the development of the Cardiac stent. Cardiac stents are
used during a Balloon Angioplasty. The clogged arteries
are opened up using a balloon and stents are inserted to
prevent the vessels from collapse.

"The stent developed by us costed much less (he is

modest not to say that the cost is less than half) than the
ones imported," explains Kalam.

Kalam says there are many more avenues wherein

defence technology can be used for a social cause. The
technology used for defence imaging systems can be
used for medical imagery which is yet another value
product, he says. "We are also working on a cost-effective
lighter substitute for the Jaipur foot," he adds.

40
He is of the opinion that a mission oriented programme
should be chalked out where in medical equipments and
their maintenance should grow out of indigenous
technology, thus making us self reliant.

But personally, given a chance would he rather opt to use

technology solely for social purposes or continue with his
missile programmes? "If India has to become a developed
nation it has to have overall development. That includes
the field of medicine, defence technology and everything
else," says Kalam in a matter-of-fact tone.

Having rolled out sophisticated missiles at regular

intervals, Kalam is now striving to make the reusable
missiles dream a reality. Like the space shuttles, the
reusable missiles can carry war-heads to a pre-
determined target, deliver the fire power and return for
another run.

The reusable missile's close 'cousin' is Nishant - the

Remotely Piloted Vehicle (RPV) or a one-time-use missile
that can thumb its nose at even sophisticated radars.

Many of Kalam's pet projects like the Integrated Guided

Missile Development Programme (IGMDP) and several
other defence ventures under his command, are poised
for a quantum leap next year.

According to a status report of major ongoing projects of

the Defence Research and Development Organisation
(DRDO) headed by Kalam, the development of the five
indigenous missiles under the IGMDP is progressing as
per schedule.

"Agni" missile, the crown of the IGMDP, is being given top

priority and DRDO scientists have been able to
indigenously produce carbon-carbon composite material
which could withstand temperatures upto 3500 degrees
celsius during the flight of the missile.

UNI quoting Defence Minisry sources said production of

150-Km range "Prithvi" missile for the Army had already
commenced and two flight trials of the 250-Km range,
Indian Air Force (IAF) version, "Prithvi" had also been
completed.

41
 User trials of the other three missiles under the IGMDP -
the 9 Km short range low level quick reaction Trishul for
the three services, the 25Km medium range surface to air
missile "Akash" with multiple target handling capability,
the third generation 4Km range anti-tank "Nag" missile -
were slated to commence next year.

In many ways, the "Akash" missile is emerging as a key

weapon which is being developed by the DRDO as it
employs ram rocket propulsion to facilitate carrying of
bigger pay loads.

'Akash' is the key in the sense that ram rocket technology

is also to be employed by India for the futuristic reusable
missile systems.

As far as the current status of India's ambitious Light

Combat Aircraft (LCA) was concerned, the second LCA
was under integration along with the simultaneous
development of technology demonstrator TD-1.

Several new technologies had been established with

regard to the LCA. They included carbon fibre composite
structure, control law for unstable aircraft, digital fly-by-
wire control system and advanced computing system.

The Kaveri engine had been developed and was

undergoing evaluation. Its integration with LCA was
expected in early 1999.

No country can throttle India's missile programme

despite technology denial regimes, believes Kalam.

An important aspect of "the integrated guided missile

development programme was identification of critical
technologies and their indigenisation as the missile
technology control regime was primarily directed at
India."

Elaborating on his future plans, the senior most serving

defence scientist referred to the Technology Mission 2020
which proposes to change the national status from a
developing one to a developed one and involve 500
people from academia, industry and government. He also
spoke about working on a 10 year self-reliance
programme in defence technologies.

42
 Kalam was born into a family of modest means in
Rameshwaram, a small town in TamilNadu. It was his
father who wanted him to take up science in the college.
After graduating from St.Joseph College, Tiruchirapalli, he
joined the Madras Institute of Technology (MIT) to
specialise in Aeronautical Engg. This was indeed his
launching pad for this promising young man who was
destined to become the father of Indian missile
programme. After a brief stint in the Defence Research
and Development Organisation (DRDO), he joined the
Indian Space Research organisation (ISRO) in 1963. While
at the Vikram Sarabhai Space Centre, he developed the
Satellite Launch Vehicle (SLV-3) which put the Rohini
Satellite into orbit.

He later re-entered DRDO at the Defence Research and

Development Laboratory (DRDL), Hyderabad, as the
director and this is where most of the research and
development of his missile programmes were conceived
and created. In his hour of glory, the missile man
remembered his parents, co-workers especially at the
Vikram Sarabhai Space Centre, Thiruvananthapuram and
a Hyderabad-based defence research laboratory, besides
teachers who collectively contributed in various ways
towards this achievement.

Dale Carnegie
Do the hard jobs first. The easy jobs will take care of
themselves.

Gail Sheehy
The secret of a leader lies in the tests he has faced over

43
 the whole course of his life and the habit of action he
develops in meeting those tests.

Ray Kroc
The quality of a leader is reflected in the standards they
set for themselves.

Anna Eleanor Roosevelt

It is not fair to ask of others what you are unwilling to do
yourself.

Rosalynn Carter
A leader takes people where they want to go. A great
leader takes people where they don't necessarily want to
go, but ought to be.

Mother Teresa
Do not wait for leaders. Do it alone, person to person.

Mary D. Poole
Leadership should be more participative than directive,
more enabling than performing.

Indira Gandhi
My grandfather once told me that there were two kinds of
people: those who do the work and those who take the
credit. He told me to try to be in the first group. There is
much less competition.

Rosemary Brown
Until all of us have made it, none of us have made it.

Anais Nin
Life shrinks or expands in proportion to one’s courage

-_______________________

100% of the shots you don't take don't go in.

~ Wayne Gretzky

________________________
'Would you tell me, please, which way I ought to go
from here?'
'That depends a good deal on where you want to get
to,' said the Cat.
'I don't much care where --' said Alice.

44
'Then it doesn't matter which way you go,' said the
Cat.
'--so long as I get somewhere,' Alice added as an
explanation.
~ Lewis Carroll, Alice's Adventures in Wonderland

_________________________
An eye for eye only ends up making the whole world
blind.
~ M.K. Gandhi

_________________________
Whatever the mind can conceive and believe, the
mind can achieve.
~ Dr. Napoleon Hill

__________________________
Neither a lofty degree of intelligence nor
imagination nor both together go to the making of
genius. Love, love, love, that is the soul of genius.
~ Wolfgang Amadeus Mozart

___________________________
You can have everything in life that you want if you
just give enough other people what they want.
~ Zig Ziglar

_____________________________
Keep away from people who try to belittle your
ambitions. Small people always do that, but the
really great make you feel that you, too, can become
great.
~ Mark Twain

Great works are performed, not by strength, but by

perseverance.
~ Samuel Johnson

_______________________________
I made this letter longer than usual because I lack
the time to make it short.
~ Blaise Pascal

_______________________________
Never worry about the size of your Christmas tree.
In the eyes of children, they are all 30 feet tall.

45
 ~ Larry Wilde, The Merry Book of Christmas

_______________________________

Peace on earth will come to stay, When we live

Christmas every day.
~ Helen Steiner Rice

• Character: Be a piece of the rock

• Charisma: The first impression can seal the deal.
• Commitment: It seperates doers from dreamers
• Communication: without it you travel alone
• Competence: if you build it they will come
• Courage: one person with courage is a majority
• Discernment: put an end to unsolved mysteries
• Focus: the sharper it is, the sharper you are

46
• Generosity: your candle loses nothing when it lights
another
• Initiative: you wont leave home without it
• Listening: to connect with their hearts use your ears
• Passion: take this life and love it
• Positive attitude: if you believe you can, you can
• Problem solving: you cant let your problems be a
problem
• Relationships: if you get along they will go along
• Resposibility: if you wont carry the ball you wont
lead the team
• Security: competence never compensates for
insecurity
• Self-discipline: the first person you lead is you
• Servanthood: to get ahead, put others first
Teachability: to keep leading, keep learning
• Vision: you can seize only what you can see.

47
 Office Management.................R.K Chopra
 Inside Outside Magazine
 Internet
 John Maxwell

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