Barclays Bank Europe, America, Africa and Asia is a vast presence, both for individuals and businesses provides a wide range of services. Barclays has a long history that covers three hundred years, and its head office from London, that this operation fifty countries and 155,000 employees to offer more care.
Barclays Bank lends, investment and more than 48 million people around the world for money does.
Earliest roots of Barclays 1690, when Thomas Gold and silversmith John Freame Central London working as a bank to go back to start. Seventy years later, the goldsmith bankers went into a major banking house, and later with nineteen other private banking concerns, the name Barclays and Company Limited, which reserves a set of 182 branches thus a major £ 26 with funds provided under the Bank joined the million. Barclays and the company is so often used Quaker Bank; At this point in time, Barclays and company family and religious links with the community was involved.
Turn of the twentieth century, Barclays and the company started expanding rapidly, such as Bolithos Bank and United Counties Bank mdlyndz England South West taking a significant banks. By 1918, Barclays Bank and Company in London South West Bank and Provincial Bank in the UK with one in five largest banks had to be.
Barclays Bank of Japan until 1925, the Anglo Egyptian Bank and National Bank of South Africa with the merger had become a truly international organization. Through a business deal that resulted in major Middle East, Africa and West Indies.
Barclays Bank has always been an innovative company. Barclays in 1966 before serving a UK credit card bank has become. Next year in this world was the first bank of its users and to provide cash machines by 1972, her first TV ad was trying to become bank. Barclays Bank UK end of the twentieth first century Tokyo and New York stock exchanges are listed bank shares has become, and it resulted in 2006 in which a high speed currency profits were 50% complete is being moved outside the UK.
LEADERSHIP
Leadership to achieve a desired goal all about harnessing people power and so the idea of leadership for organizational context can not be restricted. This society through all the realms pervades, whether politics, religion or in corporate.
Definition of leadership
• define leadership as we can:
• ï€ George R. Terry "to impress people for the purposes of the Working Group. Live happily."
• ï€ "interpersonal then use it and receive special purposes in the direction of guidance through the process of dialogue is the effect." - Robert Tannenbaum.
• ï€ "leadership of the affected people to achieve a common goal is to follow them" - Koontz O'Donnell.
• ï€ "leadership is a process under which a person influences others praised the success of group or organization's goals by members of the group." - Baron and Greenberg
• clear definition as above all of Western ideas is concerned. This is because, with a structured course of study and analysis as a formal sector leadership has been established yet in India because it is in Western countries.
LEADERSHIP THEORIES
Great man theory
Great man is the duty of principles including leadership ability - that great leaders are born not made. Their most daring ideas, mythic and leadership needed to increase the fixed bynqab is as great leaders. The term "great man" used because, at that time, leadership quality as a man thought about basic military leadership, especially in terms of, was.
TRAIT THEORY
Some ways similar "great man" theory, theory assumed that symptoms of some features and attributes that lead them to better Validating inheritance. Symptoms often view a particular personality or behavior by leaders identified common features. But important features of specific leadership traits, how we who owns these properties but do not utter a leader? This question led symptoms using theories to explain the difficulties are one. Many researchers have demonstrated successful leadership traits like leadership, but not always sure they are doing is a place of high honor, sir. It was observed that more than 100 researchers recorded symptoms such hardly10% 5 or more study is published. Written test or tests near symptoms by priority to the selection procedure is taken. This notion is the biggest problem that we led ordinary or global attributes can not.
CONTINGENCY THEORY
Environment, especially that particular style of leadership which best situation is probably better for variables related attraction leadership contingency theories. According to this theory, no leadership style is best in all circumstances. Variable success of leadership style and followers of various aspects of the situation, including the large number of features depends on. Unexpected behavior rule is a rule that has no better claim to organize a corporation, to lead a company, or to decide is a kind of way. Instead, the process maximum course contingent on internal and external situation (depending) is. Many unexpected approach being developed concurrently in the late 1960s. He suggested that bureaucracy is as Weber and Taylor's management theories in the past failed because they ignored his management style and organizational structure of the environment was affected by different aspects: unexpected element . Or organization for leadership there "one best way" can not.Historically, contingency theory that formal structures are usually associated with, or better able to use different techniques to develop about broad generalizations have tried. View the work of Joan Woodward (1958), which says that technology directly control period, authority centralization, and formalization of rules and procedures as an organization to determine the different properties began with Feedback conditions.
SITUATIONAL THEORY
Circumstances change theories suggest that leaders on the situation the best way of action is selected. Different style of leadership decision-making for specific types may be more appropriate. This approach features the specific circumstances or environment is operating more on a guide emphasizes. Leadership qualities vary from status or circumstances, and that any traits or leadership skills in the right conditions can become a standard.
BEHAVIORAL THEORY
Behavioral theories of leadership is the belief that great leaders made, not born but are based. Build its leadership in behaviorism theory, not leaders on mental qualities or internal states focuses on the works. According to this theory, people become leaders through education and monitoring can learn.
PARTICIPATIVE THEORY
Participative leadership theories suggest that the ideal leadership style one that takes account of other people's input. Their leaders by group members encourage and support participation and contribution of members of the group decision-making process more relevant and committed to do. participative theories, however, the leader retains the right to allow others input
MANAGEMENT THEORY
Management ideas (as well as "Transactional theories" is said) organization and group supervision focusing on the role of performance. Rewards and punishment system based on principles of leadership. Management concepts often used in business and when employees are successful, they are rewarded when they fail, they are reprimanded or punished.
RELATIONSHIP THEORY
Related concepts (as well as "ideological change" is said) establish relations between leaders and followers focus on. Transformational leaders encourage and help members of the group the importance of encouraging people and seeing more good work. The leaders of the group members are focused on performance, but also want each person to fulfill his or her potential with the style leader often has high moral and ethical standards.
LEADERSHIP STYLE
Leadership style to provide direction, planning process, and how to inspire people and have vision. U.S. Army book,
1973 led to identify three ways:
• push aside the dictatorial or Member
Participative or democratic
• Delegative or Free State
Although good leaders with one of these three styles are used, usually dominate, bad leaders want to stay with a style. Barclay's Bank is using all these three kind of leadership styles.
In this regard, the following different approach can be classified under the head.
• Charismatic leadership
• Participative leadership
• Situational leadership
• Transitional leadership
• Transformational leadership
• a quiet leadership
• Servant leadership
Circumstances under which the organization decided to implement the change
Organization change in the environment is like to face different challenges
Absence of group skills
Lack of enthusiasm and encouragement
Conflict Management
Power and politics
Rapid changes
Diverse workforce
Globalization
General barriers in an organization
Organization requires a different kind of talent, but sometimes it happens that the organization has expertise but still not working as it should. In many cases, the administration is not sensitive to change. Best use of creative enough potential employees are not put. The main obstacle is lack of vision to prevent the company to complete use of resources is one. One to identify problems and potential solutions should be. If manager for success is the ability to identify opportunities for the development of this will be a barrier. If creative solutions if administration is not able to identify the long term this will be a problem for the organization. Another problem that hinders organizational development, not all members are able to deal with the changing environment. Some rules and values of each organization and its members have to follow the rules and values. All members would be sensitive to change in this business that change is constant everywhere should be the member must change.
Effective management
Effective management is about:
 candidates with complete knowledge and create space.
, more opportunities should be encouraged.
In his current role of the workers to staff growth performance
. The best staff performance
 To increase productivity
Employee empowerment is very popular term, its growth and change for any organization is important. Empowering employees for the organization leads to the best results. Business generally agree that empower employees and increase productivity of the organization and its employees are loyal to the organization.
Empowered employees provide better products and services
When employees have a right to feel that he is powerful and is more confident. The trust then leads to better products and services. Organization for the development and empowerment programs to deal with the changing nature is critical. Improve its performance and employees are the property of their jobs and products and services for our customers will take delivery. He is the organization where customer interface is the customer service level.
Empowered employees are loyal
Whatever situation, more employee business owners, do not like the selection, and training is very expensive. If employees during organizational change based on organizational development and its commitment to ensure loyalty of employees are right there. Empowered employees take ownership and pride in their jobs when they know that they needed to exercise independent judge can.
Empowered employees are productive
When employees feel valued and that they considered their decision and management want to hear their ideas, they work harder to prove yourself right.Organizational development programs to help employees to implement measures included calls for. And this will increase productivity.
Empowered employees create good ideas
With every employee got some ideas. They have different skills can be. If they share their views and their right to manage development and change management decisions can provide important insight. He regularly using modern methods can get different products. Really effective organization development and organization change programs are interested, they acknowledge and reward their employees and give feedback on a regular basis.
Empowered employees spread the word
Organizational pride if they increased staff development and change program will be strong. The more empowered employees are more satisfied and more likely that the word is how the company will for others are spread. We Barclays and Lehman Brothers statement further from unity will discuss.
AS A CHANGE AGENT
Effective handling of problems
The first step to solve this problem is to identify the cause of the problem. Sometimes the problem with employees by talking common behavior problems such minor or occasional tardiness, etc. There is a problem coaching manager or with the other employees directly between them work to resolve the issue with employees What is an agreement by which a solution can be. With this opinion for employees to improve their performance to provide is the responsibility of leaders. Coaching requires time and patience and his behavior was a result of employees will.
Poor performance
Sometimes an employee's expertise but still he does not perform well. The reason he is upset or unsystematic can or is reckless. This one can be removed through proper guidance. But if lack of expertise because of poor performance by additional training can be corrected.
Job incompatibility
Sometimes this happens due to poor performance of the employees that work according to their abilities was not found. Their skills are not synchronized or assigned to work with are not compatible. This problem can be resolved through additional training or set them different work.
Sloppy work
Whenever you feel some of the mistakes that employee errors, point made and closely monitoring their work. It still they have made a mistake, talk to them and being careless or because they do not work properly due to or try to find out. But all this one must be positive and know how important it is that the company should have employees.
Create an effective message
Consider the needs of everyone in the organization and design according to your message so that they understand what you are saying can. Employee performance depends more on your message. An effective message will have a great effect on the performance of employees. A face to face talks will be more appropriate to accept change and support staff can do.
Listen to your employees
Change management is vital to employee feedback. Encourage your employees by e-mail or the Internet can provide information. Successful management of change communication on the basis of stone. You and your initial conversation with most employees need to understand their message.
Stakeholders involved in the change process
Investors and business partners and suppliers
This change management process influenced by investors to gain their capital investment, but with the old policy did not get that much benefit. So to achieve their goals for change management process include.
Bank employees
Bank staff involved in change management process and against the change process because by the old policy is used to work on.
Customer
Customers included in the change process and change is in favor because they want immediate results and innovation in the organization, they want this change process to be affected.
Government and NGO
Government and non-governmental organizations and the way government organizations from more taxes and profit in an organization is not, then how they take more taxes and duties if other obligations expected to have affected. On the other hand non-governmental organizations ask for help from organizations. If they are not in a good position with the lot will affect their departments for the betterment of the organization want the process of change.
Change Method
KOTTER's 8 STEP CHANGE MODEL
Change is the only constant.
- Heraclitus, Greek philosopher
what was true more than two thousand years ago is just as true today. We live in a world where "business as usual" IS change. New initiatives, project-based working, technology improvements, staying ahead of the competition - these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a systemwide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
You know that the change needs to happen, but you don't really know how to go about doing delivering it. Where do you start? Whom do you involve? How do you see it through to the end?
There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.
Step One: Create Urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.
This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.
What you can do:
• Identify potential threats, and develop scenarios showing what could happen in the future.
• Examine opportunities that should be, or could be, exploited.
• Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
• Request support from customers, outside stakeholders and industry people to strengthen your argument.
Step Two: Form a Powerful Coalition
Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough - you have to lead it.
You can find effective change leaders throughout your organization - they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.
Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.
What you can do:
• Identify the true leaders in your organization.
• Ask for an emotional commitment from these key people.
• Work on team building within your change coalition.
• Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company
Step Three: Create a Vision for Change
When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.
A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.
What you can do:
• Determine the values that are central to the change.
• Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.
• Create a strategy to execute that vision.
• Ensure that your change coalition can describe the vision in five minutes or less.
• Practice your "vision speech" often.
Step Four: Communicate the Vision
What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do.
Don't just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone's minds, they'll remember it and respond to it.
It's also important to "walk the talk." What you do is far more important - and believable - than what you say. Demonstrate the kind of behavior that you want from others.
What you can do:
• Talk often about your change vision.
• Openly and honestly address peoples' concerns and anxieties.
• Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision.
• Lead by example.
Step Five: Remove Obstacles
If you follow these steps and reach this point in the change process, you've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting.
But is anyone resisting the change? And are there processes or structures that are getting in its way?
Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.
What you can do:
• Identify, or hire, change leaders whose main roles are to deliver the change.
• Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.
• Recognize and reward people for making change happen.
• Identify people who are resisting the change, and help them see what's needed.
• Take action to quickly remove barriers (human or otherwise).
Step Six: Create Short-term Wins
Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have results that your staff can see. Without this, critics and negative thinkers might hurt your progress.
Create short-term targets - not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff.
What you can do:
• Look for sure-fire projects that you can implement without help from any strong critics of the change.
• Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
• Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
• Reward the people who help you meet the targets.
Step Seven: Build on the Change
Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements.
Each success provides an opportunity to build on what went right and identify what you can improve.
What you can do:
• After every win, analyze what went right and what needs improving.
• Set goals to continue building on the momentum you've achieved.
• Learn about kaizen, the idea of continuous improvement.
• Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
Step Eight: Anchor the Changes in Corporate Culture
Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.
Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture.
It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.
What you can do:
• Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.
• Include the change ideals and values when hiring and training new staff.
• Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.
• Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
