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Leadership vs Management

Leadership vs Management

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Published by: barraqh on Mar 07, 2010
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11/22/2010

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“The art of managing an enterprise”

Strategic Level (B.O.D) Tactical Level (Managers) Operational Level (Workers)

Managerial Hierarchy

Management Theories Fayol’s Classical Organization Theory
Management as having five functions: Planning organizing Commanding Coordinating Controlling. Omission of Motivation & Communication.

Taylor’s Scientific Management,
Traditions should be replaced by precise procedures after extensive research and careful study. People are as though they are machines or functions. Robbing the worker of any sense of contribution to the total product.

Hawthorne Experiment Approach
Consider human behavior. Emphasize importance of human attitudes, values and relationships for the effective and efficient working of Org.

The Manager & The Supervisor

Managers are ultimately responsible for the efficient use of their
organization's resources, and are accountable to the organization's owners or directors. To carry out the tasks ;the managers appoint supervisors to take charge of the operational staff to ensure work is carried out satisfactorily. Supervisor is an interface between management and workforce. The supervisor is in the front line of management, making sure that others fulfill their duties, resolving problems first-hand, directing the work of others and directly enforcing discipline. They must have direct knowledge of health, safety and employment legislation, and have authority for negotiation and employee relations within their department. In particular, the supervisor must understand the nature, sources and limitations of authority, responsibility and delegation – all fundamental management skills.

• • •

Supervisor/Manager
RELATIONSHIP.

Responsibility
Responsibility is the liability of a person to be called to account for their actions, and is therefore an obligation. Unlike authority, responsibility cannot be delegated. Managers are always ultimately responsible for the actions of their subordinates.

Fundamentals Delegation
To delegate is to give someone else the discretion to make decisions within a certain defined sphere of influence although, of course, the manager must first possess the authority to delegate.

Authority
Authority is the scope and amount of discretion given to a person to make decisions according to the position they hold within the organization. The authority and power structure of an organization defines the role each member of the organization is expected to perform, and also the relationship between the organization's members.

• Contemporary definitions most often reject the idea that leadership revolves around the leader's ability, behaviors, styles or charisma. Today, scholars discuss the basic nature of leadership in terms of the "interaction" among the people involved in the process: both leaders and followers. Thus, leadership is not the work of a single person, rather it can be explained and defined as a "collaborative endeavor" among group members. Therefore, the essence of leadership is not the leader, but the relationship (Rost, 1993).

Leadership Styles

Authoritative

Political

Symbolic

Collaborative

Principle-centered

Servant Democratic Trait-based Task-focused Rules

Leadership Theories

Trait Theories
The Traits Approach attempted to identify the qualities of great leaders on the basis that leaders are born, not made The traits include: achievement, motivation, energy, initiative, honesty, integrity and self confidence

Style Theories

Contingency Theories

The Ashrige model

Situational Leadership

Likert;s Style

Best Fit Model.

Blake’s Grid

Leadership vs Management
• Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. • Management is doing things right; leadership is doing the right things. • Leadership sets the path and Management sets the pace

Conclusion:
• • Leadership and management would appear to be separate notions, within a corporate environment one cannot be truly effective without the other. Management without leadership uses status and power to control the workforce and its resources. This power without leadership skills is overt and can often prompt resistance. It does not invoke voluntary loyalty and commitment Management’s primary goal is to ensure that the task is accomplished. Leadership without management relies upon the trust and respect of the workforce through influence. It can inspire others to accomplish a task, but without management neglects to provide the necessary resources to do so. Managerial leadership must be flexible in its approach It must have the capacity to adapt to varying situations, tasks and employees. It must be focused on the task at hand, but must invoke loyalty and commitment through influence.

• • •

CAT

Managing People and Systems
09-Leadership,Management & Supervision Submitted to: ***********

T5

References:
CAT Advanced Paper 5 Textbook BPP Publications. Wikipedia- The free Encyclopaedia Understanding Organisation By Handy Charles Management and organisational Behaviour By L J Mullins Organisation: A guide to problem and practice By Child J

Presenters:
Hashim Barraq Jawad Ahmed Shahbaaz Khan Uzair Manzoor Malik Ubaid Khalil

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