Running Head: INTRO.


Introduction to Management: Management and Leadership Trident University International Kevin S. Varner Principles of Management BHS 312 Case Study Module Number 1 Coordinator Professor: Dr. Mickey Shachar Core Faculty: Ms. Monica Vargas 25 APR 2011



INTRODUCTION Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Theories of management don’t much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds. – Colin Powell Management and leadership are not interchangeable words, nor are they interchangeable functions. It is possible to be either a strong leader or successful manager, while simultaneously being weak or unsuccessful in the other function. According to Peter Drucker, in his 1999 book Management Challenges of the 21st century, “One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual” (Geldart 1999). This sums up the basic principle that defines the difference in leadership and management; you lead people and manage work. When you can do both well, without allowing either to suffer, your company, small business, or management “team” will be very successful. When you combine the best of both functions you have “Management Leadership”, rather than leadership or management. MANAGEMENT AND LEADERSHIP According to Henri Fayol in his 1916 book Administration Industrielle et Generale, the five functions of Management include; Planning, Organizing, Commanding, Coordinating, and Controlling (Helms2006). Each function is further broken down to explain how all encompassing they can be in the daily duties of managers. Since Fayol’s time there has been criticism of this “functional-system” of management, citing that it did not properly explain how difficult the task of managing truly is, and how a manager’s job can be “chaotic”. However, Fayol’s approach shows how a truly organized and well functioning manager can operate.



The basic functions of leadership, as laid out by one of the worlds foremost experts on the subject John Adair, include; Defining the task, Planning the task, Briefing, Controlling, Evaluating, Motivating, Organizing, and Providing an example (Sweeney2009). As you can see, based on two recognized experts’ opinions, there is a large crossover in functional assignments. The implementation and target of these functions is what sets them apart, as well as the source of “power” of the individual. A manager is appointed and has his position backed up by the organization he works for. A leader is in place because of the people who follow them; the power is given rather than mandated. As an example of the difference, when discussing Leadership’s function of “Organizing” you speak about organizing people. Getting everyone together on “the same page” to accomplish a specific goal is the function of a leader. From a Management perspective Organization is providing structure to whatever the activity being planned entails. Organizing things or ideas, rather than individuals, is the function of a manager. That is what sets these two overlapping functions apart; Leaders lead people and Managers manage work. MANAGEMENT LEADERSHIP STRATEGIES AND VALUES The confluence of Leadership and Management functions creates the “Management Leadership” idea. This is a person or group that can utilize both ideas in syncronicity. Using the strategies and values of leadership and management that have the most meaning creates a better whole. A Management Leader values both individuals and the organization. They must be able to take the broad view when looking at their purpose in the organization, and still see how the people that work for them affect that purpose, and how it affects the organization as a whole. Utilize the strengths and weaknesses of individuals that only a leader could properly understand,



with the assigning, coordinating and organizing skills of a manager to create a successful, functioning group. That is why the “Management Leader” can get the best performance; this level of strategy cannot be achieved by the leader or manager alone. It takes someone that understands people, as well as someone that looks to the good of the organization, when making decisions. Knowing what makes people tick, what motivates them, and how to get them to perform are some of the most meaningful abilities a leader has. However, without understanding the purpose of the group within the corporate structure, or how to utilize the available resources to achieve the assigned goal, a leader would not succeed. These are the most important abilities of a good manager. When you put them together you can get people to work for you toward a common goal, and they will be motivated to perform on their own with only minimal direction and oversight. CONCLUSION Leadership: The art of getting someone else to do something you want done because he wants to do it. – Dwight D. Eisenhower For any organization to be successful it takes good people that know what they are attempting to do. They have to have a clear understanding of their purpose and direction, as well as the final goal or product. They must be organized and placed in positions that can utilize their talents for the greater good of the company, and have the motivation to work toward that final goal or product. Engendering a high level of trust with co-workers and subordinates alike, as well as giving a clear picture of how each department, team, and individual fits in working toward the “greater good”, inspires and motivates employees. Seeing all of this, and bringing the concepts down to a basic level of understanding for each individual is the function of management leadership.



REFERENCES Anonymous (2011) Management Functions. Reference for Business, Encyclopedia of Business, 2nd Edition. Retrieved from on 21 Apr 11 Darling, J & Heller, V. (2009) Organizational development in an era of socioeconomic changes: a focus on the key to successful management leadership. Organizational Development Journal; Summer 2009; 27, 2; ABI/INFORM Global pg 9 Geldart, Walter J (1999) Management Challenges for the 21st Century, by Peter F Drucker - A Review. Retrieved from: on 23 Apr 2011 Helms, Marilyn; Cengage, Gale (2006) Management Functions. Encyclopedia of Management. Ed. Retrieved from: on 22 Apr 11 Sweeney, John (2009) Leadership Skills Basic Theory. Retrieved from: on 23 Apr 11

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