Description
leader ship skills
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©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Prepared by Argie Butler, Texas A&M University
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1. Describe the role of power and political behavior in the leadership process 2. Describe three legacy models of leadership: traits, Theory X/Theory Y, and behavioral 3. Explain and apply the Situational Leadership® Model 4. Explain and apply the Vroom—Jago leadership model
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.1 whole or in part.
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? Legitimate Power ? Reward Power ? Coercive Power ? Referent Power ? Expert Power
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.4 whole or in part.
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? Political behavior: attempts by individuals to influence the behaviors of others as a means to protect their self-interests, meet their own needs, and advance their own goals ? Organizational politics: actions by individuals, teams, or leaders to acquire, develop, and use power and other resources in order to obtain preferred outcomes
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.5 whole or in part.
0
Success is to be measured not so much by the position that one has reached in life as by the obstacles which the individual has overcome while trying to succeed. Booker T. Washington, Author, Up from Slavery, and Civil Rights Leader
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.6 whole or in part.
0
Taking counsel: Maneuverability:
The individual exercises great caution in seeking or giving advice The individual maintains flexibility and never completely commits to any one position or program The individual never communicates everything; Instead information is withheld and/or at times it’s released carefully
Communication:
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.7 whole or in part.
0
Compromising:
The individual accepts compromise only as a short-term tactic, while continuing to press ahead with one’s own agenda Once the individual has made a decision, he must always give the impression of knowing what he is doing, even when he does not An atmosphere of social friendship limits the power of the leader; thus, the leader always maintains a sense of distance and separation from subordinates
Confidence:
Always the boss:
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.8 whole or in part.
0
? Disagreements over goals ? Different ideas about the organization’s problems ? Different information about the situation ? Need to allocate scarce resources
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.9 whole or in part.
0
? Goals and standards that are as clear and specific as possible ? Link specific actions and performance results to rewards ? Conduct structured, professional reviews ? Offer performance feedback on an ongoing basis ? Acknowledge that appraisal politics exists
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.10 whole or in part.
0
? Intelligence ? Maturity and breadth ? Achievement drive ? Integrity
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.12 whole or in part.
0
? No consistent patterns between traits and leader effectiveness ? Physical characteristics are more likely related to situational factors ? Leadership is more complex than the trait approach assumes
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.13 whole or in part.
0
? People are inherently lazy and must therefore be motivated by incentives ? People’s natural goals run counter to those of the organization; hence, individuals must be controlled by formal rules and management to ensure they’re working toward organizational goals ? Because of irrational feelings, people are basically incapable of self-discipline and self-control ? Average person prefers to be directed, wishes to avoid responsibility, and wants security above all
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.14 whole or in part.
0
? Average human does not inherently dislike work ? Work may be a source of satisfaction ? Employees will exercise self-direction and control in the service of goals to which they are committed ? Average person learns, under proper conditions, not only to accept but to seek responsibility ? Imagination, ingenuity, and creativity in the solution to organizational problems is widely distributed in the population
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.15 whole or in part.
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? Theory Y propositions somewhat more accepted by USA managers ? Theory Y critical to leading knowledge workers ? Theory Y propositions influential in contemporary leadership ? Theory X top down approach still common
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.16 whole or in part.
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? Focuses on what leaders actually do and how they do it ? Consideration: Extent to which the leader has relationships with subordinates that are characterized by mutual trust, twoway communication, respect for employees’ ideas, and empathy ? Initiating structure: Extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish goals
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.17 whole or in part.
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? Routine tasks prevent job satisfaction ? Followers desire participative leadership ? Team members must learn something new ? Involvement in decision making affects employees’ job performance ? Followers want minimal status differences with leader
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.18 whole or in part.
0
? Output pressure is imposed by someone other than the leader ? Task satisfies employees ? Employees rely on leader for direction and information ? Employees are predisposed toward directive leadership
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.19 whole or in part.
0
?Diagnose circumstances in which consideration and initiating structure are likely to be effective
?Effective leaders may be high in both consideration and initiating structure
?Model gives little consideration to situational factors
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.20 whole or in part.
0
Task behavior:
extent to which a leader uses one way communication, spells out duties, and tells followers where, when, and how to do it extent to which a leader uses two-way communication, listens, encourages, involves followers in decision making, and gives emotional support ability to set high but attainable taskrelated goals and a willingness to accept responsibility for reaching them
Relationship behavior:
Follower readiness:
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.22 whole or in part.
0
FOLLOWER READINESS High Moderate Low
R4 Able and willing or confident
R3 Able but unwilling or insecure
R2 Unable but willing or confident
R1 Unable and unwilling or insecure
Follower Directed
Leader Directed
Source: P. Hersey, et al. Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p. 182. Copyright © 2001, Center for Leadership Studies, Escondido, CA. Used with permission.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.23 whole or in part.
0
(high)
LEADER BEHAVIORS S3 Share ideas and facilitate in decision making S2 Explain decisions and provide opportunity for clarification
Relationship Behavior (Supportive Behavior)
High Rel Low Task S4 Turn over responsibility for decisions and implementation
High Task High Rel S1 Provide specific instructions and closely supervise performance
Low Rel Low Task
High Task Low Rel
(low)
®
(low) Task Behavior (Directive Behavior) (high)
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.24 whole or in part.
0
? Participating Style
? Selling Style
Use when follower readiness is moderately high
? Delegating Style
Use when follower readiness is moderately low
? Telling Style
Use when follower readiness is high
Use when follower readiness is low
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.25 whole or in part.
0
? Easily understood model with clear recommendations
? Must constantly monitor employee’s readiness levels
? Style should be changed to fit changing situations
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.27 whole or in part.
0
? Difficulty in addressing different readiness levels in a team situation ? Follower readiness is the only contingency variable used ? Some leaders may not be able to easily adapt their styles to fit the situation ? Not strongly supported by scientific research
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.28 whole or in part.
0
? Prescribes a leader’s choice(s) among five leadership styles based on seven situational factors, recognizing the time requirements and costs associated with each style ? Decide Style ? Consult Individually Style ? Consult Group Style ? Facilitate Style ? Delegate Style
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.29 whole or in part.
0
? Decision significance ? Importance of commitment ? Leader expertise ? Likelihood of commitment ? Team support ? Team expertise ? Team competence
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.30 whole or in part.
0
Note: A dashed line (-) in a cell means the leader does not consider the situational variable a factor. Situational Variables/Questions
1? 2? 3? 4? 5? 6? 7? Decision Importanc Leader Likelihood Team Team Team Suggested Significanc e Expertise of Support Expertise Competenc Leadership e of Commitme e Styles Commitme nt nt H – – – Decide H H Delegate H L H L L – Consult Team L – – H H Facilitate H H L H L – Consult Individually L – – H L H H Facilitate L H L L – Consult Team L – –
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.31 Chapter whole or in part.
0
Situational Variables/Questions
1? 2? 3? 4? 5? 6? 7 Decision Importanc Leader Likelihood Team Team Team Suggested Significanc e Expertise of Support Expertise Competenc Leadership e of Commitme e Styles Commitme nt nt H – – – – Decide H L L – H L L H L H – L – – – – – H L – – – H L L – – – – – Decide Delegate Facilitate Decide Consult Individually Facilitate
Source: Vroom, V. H. Leadership and decision-making. Organizational Dynamics, Spring 2000, 82-94.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.32 whole or in part.
0
? Consistent with knowledge about group and team behaviors ? With correct diagnosis, leaders can more easily match their style to the demands of the situation
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.33 whole or in part.
0
? Most subordinates desire to participate in job-related decisions regardless of the model’s recommendation ? Certain leader competencies are critical for the effectiveness of different leadership styles ? Decisions are assumed to be single process rather than multiple cycle or part of a larger solution
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.34 whole or in part.
doc_948836363.odp
leader ship skills
0
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Prepared by Argie Butler, Texas A&M University
0
1. Describe the role of power and political behavior in the leadership process 2. Describe three legacy models of leadership: traits, Theory X/Theory Y, and behavioral 3. Explain and apply the Situational Leadership® Model 4. Explain and apply the Vroom—Jago leadership model
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.1 whole or in part.
0
? Legitimate Power ? Reward Power ? Coercive Power ? Referent Power ? Expert Power
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.4 whole or in part.
0
? Political behavior: attempts by individuals to influence the behaviors of others as a means to protect their self-interests, meet their own needs, and advance their own goals ? Organizational politics: actions by individuals, teams, or leaders to acquire, develop, and use power and other resources in order to obtain preferred outcomes
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.5 whole or in part.
0
Success is to be measured not so much by the position that one has reached in life as by the obstacles which the individual has overcome while trying to succeed. Booker T. Washington, Author, Up from Slavery, and Civil Rights Leader
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.6 whole or in part.
0
Taking counsel: Maneuverability:
The individual exercises great caution in seeking or giving advice The individual maintains flexibility and never completely commits to any one position or program The individual never communicates everything; Instead information is withheld and/or at times it’s released carefully
Communication:
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.7 whole or in part.
0
Compromising:
The individual accepts compromise only as a short-term tactic, while continuing to press ahead with one’s own agenda Once the individual has made a decision, he must always give the impression of knowing what he is doing, even when he does not An atmosphere of social friendship limits the power of the leader; thus, the leader always maintains a sense of distance and separation from subordinates
Confidence:
Always the boss:
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.8 whole or in part.
0
? Disagreements over goals ? Different ideas about the organization’s problems ? Different information about the situation ? Need to allocate scarce resources
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.9 whole or in part.
0
? Goals and standards that are as clear and specific as possible ? Link specific actions and performance results to rewards ? Conduct structured, professional reviews ? Offer performance feedback on an ongoing basis ? Acknowledge that appraisal politics exists
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.10 whole or in part.
0
? Intelligence ? Maturity and breadth ? Achievement drive ? Integrity
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.12 whole or in part.
0
? No consistent patterns between traits and leader effectiveness ? Physical characteristics are more likely related to situational factors ? Leadership is more complex than the trait approach assumes
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.13 whole or in part.
0
? People are inherently lazy and must therefore be motivated by incentives ? People’s natural goals run counter to those of the organization; hence, individuals must be controlled by formal rules and management to ensure they’re working toward organizational goals ? Because of irrational feelings, people are basically incapable of self-discipline and self-control ? Average person prefers to be directed, wishes to avoid responsibility, and wants security above all
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.14 whole or in part.
0
? Average human does not inherently dislike work ? Work may be a source of satisfaction ? Employees will exercise self-direction and control in the service of goals to which they are committed ? Average person learns, under proper conditions, not only to accept but to seek responsibility ? Imagination, ingenuity, and creativity in the solution to organizational problems is widely distributed in the population
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.15 whole or in part.
0
? Theory Y propositions somewhat more accepted by USA managers ? Theory Y critical to leading knowledge workers ? Theory Y propositions influential in contemporary leadership ? Theory X top down approach still common
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.16 whole or in part.
0
? Focuses on what leaders actually do and how they do it ? Consideration: Extent to which the leader has relationships with subordinates that are characterized by mutual trust, twoway communication, respect for employees’ ideas, and empathy ? Initiating structure: Extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish goals
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.17 whole or in part.
0
? Routine tasks prevent job satisfaction ? Followers desire participative leadership ? Team members must learn something new ? Involvement in decision making affects employees’ job performance ? Followers want minimal status differences with leader
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.18 whole or in part.
0
? Output pressure is imposed by someone other than the leader ? Task satisfies employees ? Employees rely on leader for direction and information ? Employees are predisposed toward directive leadership
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.19 whole or in part.
0
?Diagnose circumstances in which consideration and initiating structure are likely to be effective
?Effective leaders may be high in both consideration and initiating structure
?Model gives little consideration to situational factors
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.20 whole or in part.
0
Task behavior:
extent to which a leader uses one way communication, spells out duties, and tells followers where, when, and how to do it extent to which a leader uses two-way communication, listens, encourages, involves followers in decision making, and gives emotional support ability to set high but attainable taskrelated goals and a willingness to accept responsibility for reaching them
Relationship behavior:
Follower readiness:
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.22 whole or in part.
0
FOLLOWER READINESS High Moderate Low
R4 Able and willing or confident
R3 Able but unwilling or insecure
R2 Unable but willing or confident
R1 Unable and unwilling or insecure
Follower Directed
Leader Directed
Source: P. Hersey, et al. Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p. 182. Copyright © 2001, Center for Leadership Studies, Escondido, CA. Used with permission.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.23 whole or in part.
0
(high)
LEADER BEHAVIORS S3 Share ideas and facilitate in decision making S2 Explain decisions and provide opportunity for clarification
Relationship Behavior (Supportive Behavior)
High Rel Low Task S4 Turn over responsibility for decisions and implementation
High Task High Rel S1 Provide specific instructions and closely supervise performance
Low Rel Low Task
High Task Low Rel
(low)
®
(low) Task Behavior (Directive Behavior) (high)
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.24 whole or in part.
0
? Participating Style
? Selling Style
Use when follower readiness is moderately high
? Delegating Style
Use when follower readiness is moderately low
? Telling Style
Use when follower readiness is high
Use when follower readiness is low
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.25 whole or in part.
0
? Easily understood model with clear recommendations
? Must constantly monitor employee’s readiness levels
? Style should be changed to fit changing situations
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.27 whole or in part.
0
? Difficulty in addressing different readiness levels in a team situation ? Follower readiness is the only contingency variable used ? Some leaders may not be able to easily adapt their styles to fit the situation ? Not strongly supported by scientific research
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.28 whole or in part.
0
? Prescribes a leader’s choice(s) among five leadership styles based on seven situational factors, recognizing the time requirements and costs associated with each style ? Decide Style ? Consult Individually Style ? Consult Group Style ? Facilitate Style ? Delegate Style
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.29 whole or in part.
0
? Decision significance ? Importance of commitment ? Leader expertise ? Likelihood of commitment ? Team support ? Team expertise ? Team competence
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.30 whole or in part.
0
Note: A dashed line (-) in a cell means the leader does not consider the situational variable a factor. Situational Variables/Questions
1? 2? 3? 4? 5? 6? 7? Decision Importanc Leader Likelihood Team Team Team Suggested Significanc e Expertise of Support Expertise Competenc Leadership e of Commitme e Styles Commitme nt nt H – – – Decide H H Delegate H L H L L – Consult Team L – – H H Facilitate H H L H L – Consult Individually L – – H L H H Facilitate L H L L – Consult Team L – –
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.31 Chapter whole or in part.
0
Situational Variables/Questions
1? 2? 3? 4? 5? 6? 7 Decision Importanc Leader Likelihood Team Team Team Suggested Significanc e Expertise of Support Expertise Competenc Leadership e of Commitme e Styles Commitme nt nt H – – – – Decide H L L – H L L H L H – L – – – – – H L – – – H L L – – – – – Decide Delegate Facilitate Decide Consult Individually Facilitate
Source: Vroom, V. H. Leadership and decision-making. Organizational Dynamics, Spring 2000, 82-94.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.32 whole or in part.
0
? Consistent with knowledge about group and team behaviors ? With correct diagnosis, leaders can more easily match their style to the demands of the situation
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.33 whole or in part.
0
? Most subordinates desire to participate in job-related decisions regardless of the model’s recommendation ? Certain leader competencies are critical for the effectiveness of different leadership styles ? Decisions are assumed to be single process rather than multiple cycle or part of a larger solution
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 10: PowerPoint 10.34 whole or in part.
doc_948836363.odp