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Management vs Leadership Session 2 Sem1 Assignment

Management vs Leadership Session 2 Sem1 Assignment

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Management Vs Leadership
M
M
F
B
F
I
A
M
,
I
O
T
 Role of Leadership in an Organization : ..............................................................................................................13 Leadership cycles : ...............................................................................................................................................14What makes Effective Leadership : ......................................................................................................................15Suggested qualities of leadership .........................................................................................................................16  Leadership "styles" (per House and Podsakoff) ...................................................................................................19 Leadership and vision ...........................................................................................................................................21 Leadership's relation with management ...............................................................................................................22 Leadership by a group ..........................................................................................................................................25Co-leadership ......................................................................................................................................................26  Divided leadership ................................................................................................................................................26 
H
L
EADERSHIP
M
ODELS
.....................................................................................................................................................30
T
HE
P
ROCESS
 
OF
G
REAT
L
EADERSHIP
...............................................................................................................................35
M
ANAGERS
 
HAVE
 
SUBORDINATES
.......................................................................................................................................35
 Authoritarian, transactional style.........................................................................................................................35Work focus............................................................................................................................................................36 Seek comfort.........................................................................................................................................................36 
L
EADERS
 
HAVE
 
FOLLOWERS
..............................................................................................................................................36
Charismatic, transformational style.....................................................................................................................36  People focus..........................................................................................................................................................37 Seek risk................................................................................................................................................................37 
I
 N
 
SUMMARY
..................................................................................................................................................................37
Group C Assignment
 
1
 
Management Vs Leadership
Management Vs Leadership:
As far as the management is concerned, it has to do with the power by position where as leadershipinvolves power by influence. So we would discuss accordingly what are the similarities and differencesbetween them.
Management :
The verb manage comes from theItalian 
maneggiare
(to handle — especially a horse), which in turnderives from theLatin 
manus
(hand). The French word
mesnagement
(later
ménagement
) influenced thedevelopment in meaning of the English word
management
in the 17th and 18th centuries.Management comprises of directing and controlling a group of one or more people or entities for thepurpose of coordinating and harmonizing them towards accomplishing a goal. Management oftenencompasses the deployment and manipulation ofhuman resources,financialresources,technological  resources, andnatural resources. Management can also refer to the person or people who perform theact(s) of management.
Historical development
Difficulties arise in tracing the history of management. Some see it (by definition) as a late modern (in thesense of latemodernity) conceptualization. On those terms it cannot have a pre-modern history, onlyharbingers (such asstewards). Others, however, detect management-like activities in the pre-modernpast. Some writers
[
]
trace the development of management-thought back toSumeriantraders and tothe builders of the pyramids ofancient Egypt. Slave-owners through the centuries faced the problems ofexploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but manypre-industrialenterprises, given their small scale, did not feel compelled to face the issues ofGroup C Assignment
 
2
 
Management Vs Leadershipmanagement systematically. However, innovations such as the spread ofHindu-Arabic numerals(5th to15th centuries) and the codification ofdouble-entry book-keeping(1494) providedtoolsfor management assessment, planning and control.Given the scale of most commercial operations and the lack of mechanized record-keeping and recordingbefore theindustrial revolution, it made sense for mostownersof enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations,the split between owners (individuals, industrial dynasties or groups ofshareholders) and day-to-daymanagers (independent specialists in planning and control) gradually became more common.
19th century
Some argue
[
]
that modern management as a discipline began as an off-shoot ofeconomicsin the19th century. Classical economists such as Adam Smith (1723 - 1790) and John Stuart Mill(1806 - 1873)provided a theoretical background toresource-allocation, production,andpricingissues. About the same time, innovators likeEli Whitney(1765 - 1825), James Watt(1736 - 1819), andMatthew Boulton  (1728 - 1809) developed elements of technical production such asstandardization,quality-control  procedures,cost-accounting, interchangeability of parts, andwork-planning. Many of these aspects of management existed in the pre-1861 slave-based sector of theUSeconomy. That environment saw 4million people, as the contemporary usages had it, "managed" in profitable quasi-mass production.By the late 19th century,marginal economistsAlfred Marshall(1842 - 1924) andLéon Walras(1834 - 1910) and others introduced a new layer of complexity to the theoretical underpinnings of management. Joseph Whartonoffered the first tertiary-level course in management in1881.
20th century
By about1900one finds managers trying to place their theories on what they regarded as a thoroughlyscientific basis (seescientismfor perceived limitations of this belief). Examples includeHenry R. Towne's
Science of management
(1911),FrankandLillian Gilbreth's
 Applied motion study
(1917), andHenry L. Gantt's charts (1910s). J. Duncan wrote theGroup C Assignment
 
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