Institute of Advanced Leadership-Uganda

GgabaRoad ,Nsambya(Opposite the US Embassy).

P.O.Box10962Kampala-
Campus.
Tel:+256-41-4-266474/0752619177/0772591720
Website:www.ialuganda.ac.ugEmail:info@ialuganda.ac.ug

NAME : KOANG TENY BIET THONY

PROGRAMMES : DPPM

COURSE NAME : PRINCIPLES OF MANAGEMENT

COURSE CODE : DPPM 1204

YEAR : ONE

SEMESTER : ONE
PRINCIPLES OF MANAGEMENT COURSEWORKS
1.) (i) Use examples to differentiate between the following;
(a) Charismatic Leader and Functional Leader
(b) Appointed Leaders and Situational Leader
(c) Informal Leader and Transformational Leader
(d) Task oriented and Employee oriented leadership styles
(ii) Give the factors that influence the leadership style used in any given organization.
2. (a) Write short notes on the following types of conflict;
(i) Interpersonal Conflict
(ii) Intra-personal Conflict
(iii) Intergroup conflict
(b) Give some of the causes of conflicts in an organization.
(c) Give and explain the effects of conflicts to an organization.

3. (i) Define management control.

(ii) Give and explain the characteristics of an effective control system.
(iii) Describe some of the control techniques that can be used in an organization.

4. (a) Describe the importance of planning in an organization.

(b) Write short notes on the following as commonly used in planning;
(i) Tactical Plans
(ii) Strategic Plans
(ii) Operational Plans
5. (a) Give the features of an effective team.
(b) Use examples to explain the stages of team development.
(c) What are the attributes to an effective team?
(d) What factors can render a team ineffective?

6. (a) As the branch manager of MTN-Uganda, use examples to show how you would
implement the basic functions of management in the same organization.
(b) Leaders are born but not made. Discuss.
Question 1
i)
(a) Charismatic Leader and Functional Leader
Charismatic leadership is defined by a leader who uses his or her communication skills,
persuasiveness, and charm to influence others. Functional leader , given their ability to connect
with people on a deep level, are especially valuable within organizations that are facing a crisis
or are struggling to move forward while any member of a group, whether a designated leader or
not, who performs the activities associated with a leadership role, including developing and
maintaining communication; recruiting members and satisfying their interpersonal needs;
defining purposes, objectives, and goals; and assigning task roles to improve team ...

(b) Appointed Leaders and Situational Leader

An elected leader is chosen by a vote of the public, while an appointed leader is selected by
another leader or a body of officials without the public directly participating. Both types of
leaders have been important in American history, particularly in how they exercise their
authority while Situational leaders tend to stay in close communication with team members.
They assess and adjust their approach to provide what's needed to support success.

(c) Informal Leader and Transformational Leader

Informal leadership refers to an individual's ability to be perceived as a leader because of their
reputation, credibility and influence in the workplace. While a transformational leader is
someone who: Encourages the motivation and positive development of followers. Exemplifies
moral standards within the organization and encourages the same of others. Fosters an ethical
work environment with clear values, priorities and standards.21 Feb 2018

(d) Task oriented and Employee oriented leadership styles

Perhaps the most concise definition of task-oriented leadership is “doing whatever it takes to get
the job done.” The approach tends to be autocratic and emphasizes completing tasks required to
meet organizational goals while employee-oriented leadership style leads to a work environment
where the leader acts like a sports coach, helping identify strengths and weaknesses and
developing strategies for improvement. Participative leaders seek input from team members
before taking action, which is a democratic way to run an organization.

ii) Factors that influence the leadership style used in any given organization
 Personality
One factor determining leadership style that cannot be ignored is the personality of the individual
who is in charge of a group of employees. Aligning an individual's basic nature with a particular
method of management is most often successful, because the leader will be comfortable with it.
For example, if the manager possesses a charming demeanor that draws people to her, she likely
will adopt a charismatic style that develops a faithful staff desiring to please their leader. On the
other hand, a person who is most comfortable following set protocols is likely to adopt a more
traditional authoritative style in which she trains employees to carry out their duties in strict
accordance with company policy.

 Belief System

A manager's professional ethics is often a factor that influences his method of leadership. For
example, the person who believes strongly in teamwork as the most successful approach to work
often adopts a democratic leadership style. This style requires the manager to participate with
employees in solving problems together. Other people who wish to instill the importance of
employees learning self-management work well as transformational leaders. This type of
management involves ascertaining what employees need to work on, guiding them in how to
accomplish these changes and persuading their followers to commit to the process of
transforming themselves as workers and the organization in general.

 Company Culture

The nature of a company's culture will influence the style of leadership used in the establishment.
If there is a strong culture of motivated and well-trained employees, the managers can adopt a
laissez faire style. This leadership method is basically hands-off, as the manager believes her
staff is capable of handling their work without an abundance of guidance. The leader is there to
inspire but not to micromanage or even to spend much time overseeing projects. Other
companies are dedicated to creativity as a significant factor in their success. This culture requires
a creative leader who challenges employees to think in innovative ways, express their opinions
and experiment with different work methods.

 Employee Diversity

Small businesses are hiring a more diverse workforce than in the past. A company is likely to
employ people of different races, gender, ages and cultures. Leaders must respond to this
diversity with a vision for their staff and by developing a multi-cultural approach to their work.
The styles of management most compatible with a diverse set of workers include a participatory
method, in which the leader works closely with employees to help them assimilate and succeed.
Another successful style that works with individuals of different backgrounds is servant
leadership, where the manager dedicates his efforts to providing the employees with everything
they need so that, in principle, these workers mature and pass along the servant attitude to other
employees and to their customers.

Question 2

(a)

i) Interpersonal Conflict
Interpersonal conflict refers to any type of conflict involving two or more people. Itis different
from an intrapersonal conflict, which refers to an internal conflict with yourself. When you work
or interact with someone who doesn't share your opinions or goals, conflict can result.

An interpersonal conflict is a disagreement in some manner which can be emotional, physical,

personal, or professional between two or more people.
Examples of interpersonal conflicts include a married couple fighting over finances or two
employees fighting over who gets a promotion.
Types of interpersonal conflicts

 Policy Conflicts. Policy conflicts are disagreements about how to deal with a situation
that affects both parties.
 Value Conflicts.
 Ego Conflicts.
 Frustration and Stress.
 Misunderstandings.
 Lack of Planning.
 Bad Staff Selection.
 Poor Communication.

ii) Intra-personal Conflict

Intrapersonal conflict is conflict we experience within ourselves. While it involves only the
individual it can often lead to interpersonal conflict if the internal conflict is not identified or
mitigated. An example may be an individual who is asked to go out to dinner when they would
rather just stay home and take a nap. No one else is involved in making the decision except for
the person who is faced with making the choice.

Some examples:

 “You always nod along, but you never actually hear what I'm saying!”
 “That's so unfair. That's not what we're talking about at all.”
 “You're too worked up. I can't deal with you when you're like this

Types of interpersonal conflicts

 Inter-role conflict: Occurs when person experiences conflict among the multiple roles in his
her life.
 Intra-role conflict: Conflict within a single role. It often arises when person receives
conflicting messages from role senders about how to perform a certain role.
 Person-role conflict: Occurs when an individual is a particular role is expected to perform
behaviours that clash with his/her personal values

iii) Intergroup conflict

Intergroup conflict usually involves disagreements between two opposing forces over goals or
the sharing of resources. For example, we often see conflict between the marketing and
production units within a corporation as each vies for more resources to accomplish its sub-
goals.
It involves disagreement or confrontation between two or more groups and their members, such
as between work departments, entire companies, political parties, or nations. This may involve
interpersonal discord, psychological tension, or physical violence.

An example of intragroup conflict would be members of a marketing group debating about the
best way to launch a new product. Intragroup conflict is marked by verbal disagreements
between group members that could result ultimately in the fracturing of the group into distinct
and opposing parts.

b) Causes of Conflict in Organizations

 Task Interdependencies. The first antecedent can be found in the nature of task
interdependencies.
 Status Inconsistencies.
 Jurisdictional Ambiguities.
 Communication Problems.
 Dependence on Common Resource Pool.
 Lack of Common Performance Standards.
 Individual Differences.

c) Employee Turnover Impacts

Organization members who are increasingly frustrated with the level of conflict within an
organization may decide to end their membership. This is especially detrimental when members
are a part of the executive board or heads of committees. Once members begin to leave, the
organization has to recruit new members and appoint acting board members. In extreme cases,
where several members leave or an executive board steps down, organizations risk dissolution.

o Conflict Escalation and Violence

When conflict escalates without mediation, intense situations may arise between organization
members. It’s unfortunate, but organizational conflicts may cause violence among members,
resulting in legal problems for members and possibly the organization.

o Inspire Creativity to Solve Problems

Fortunately, some organization members view conflict as an opportunity for finding creative
solutions to solve problems. Conflict can inspire members to brainstorm ideas, while examining
problems from various perspectives.

o Share and Respect Opinions

As organization members work together to solve conflict, they are more willing to share their
opinions with the group. Conflict can also cause members to actively listen to each as they work
to accomplish the organizations’ goals.

o Improve Future Communication

Conflict can bring group members together and help them learn more about each other. From
learning each others’ opinions on topics relevant to the organization’s growth to understanding
each member’s preferred communication style, conflict within an organization can give members
the tools necessary to easily solve conflicts in the future.

o Identify New Members

Within organizations members actively participate in each meeting, enjoy serving on multiple
committees and have an opinion on each topic the group discusses. There are also members who
seemingly contribute little to the group and observe more than talk. Conflict within an
organization can inspire typically silent members to step up and demonstrate their leadership
skills by offering meaningful solutions to the problem the group is facing.
QUESTION 3

(i) Management control

This is defined as a process that helps to achieve organizational goals. The teams or an individual
within a business entity is forced to perform specific actions and avoid another set of particular
actions so that they can reach their destined target.

(ii) Characteristics of an effective control system

 Accuracy:

Effective controls generate accurate data and information. Accurate information is essential for
effective managerial decisions. Inaccurate controls would divert management efforts and
energies on problems that do not exist or have a low priority and would fail to alert managers to
serious problems that do require attention.

 Timeliness:
There are many problems that require immediate attention. If information about such problems
does not reach management in a timely manner, then such information may become useless and
damage may occur. Accordingly controls must ensure that information reaches the decision
makers when they need it so that a meaningful response can follow.

 Flexibility:
The business and economic environment is highly dynamic in nature. Technological changes
occur very fast. A rigid control system would not be suitable for a changing environment. These
changes highlight the need for flexibility in planning as well as in control.

 Acceptability:
Controls should be such that all people who are affected by it are able to understand them fully
and accept them. A control system that is difficult to understand can cause unnecessary mistakes
and frustration and may be resented by workers.
Accordingly, employees must agree that such controls are necessary and appropriate and will not
have any negative effects on their efforts to achieve their personal as well as organizational
goals.

 Integration:
When the controls are consistent with corporate values and culture, they work in harmony with
organizational policies and hence are easier to enforce. These controls become an integrated part
of the organizational environment and thus become effective.

 Economic feasibility:
The cost of a control system must be balanced against its benefits. The system must be
economically feasible and reasonable to operate. For example, a high security system to
safeguard nuclear secrets may be justified but the same system to safeguard office supplies in a
store would not be economically justified.

 Strategic placement:
Effective controls should be placed and emphasized at such critical and strategic control points
where failures cannot be tolerated and where time and money costs of failures are greatest.

The objective is to apply controls to the essential aspect of a business where a deviation from the
expected standards will do the greatest harm. These control areas include production, sales,
finance and customer service.

 Corrective action:
An effective control system not only checks for and identifies deviation but also is programmed
to suggest solutions to correct such a deviation.

 Emphasis on exception:
A good system of control should work on the exception principle, so that only important
deviations are brought to the attention of management, In other words, management does not
have to bother with activities that are running smoothly.

(iii) Control techniques that can be used in an organization

Control techniques provide managers with the type and amount of information they need to
measure and monitor performance. The information from various controls must be tailored to a
specific management level, department, unit, or operation.

To ensure complete and consistent information, organizations often use standardized documents
such as financial, status, and project reports. Each area within an organization, however, uses its
own specific control techniques, described in the following sections.

After the organization has strategies in place to reach its goals, funds are set aside for the
necessary resources and labor. As money is spent, statements are updated to reflect how much
was spent, how it was spent, and what it obtained. Managers use these financial statements, such
as an income statement or balance sheet, to monitor the progress of programs and plans.
Financial statements provide management with information to monitor financial resources and
activities. The income statement shows the results of the organization's operations over a period
of time, such as revenues, expenses, and profit or loss. The balance sheet shows what the
organization is worth (assets) at a single point in time, and the extent to which those assets were
financed through debt (liabilities) or owner's investment (equity).

Financial audits, or formal investigations, are regularly conducted to ensure that financial
management practices follow generally accepted procedures, policies, laws, and ethical
guidelines. Audits may be conducted internally or externally. Financial ratio analysis examines
the relationship between specific figures on the financial statements and helps explain the
significance of those figures:

Budget controls

A budget depicts how much an organization expects to spend (expenses) and earn (revenues)
over a time period. Amounts are categorized according to the type of business activity or
account, such as telephone costs or sales of catalogs. Budgets not only help managers plan their
finances, but also help them keep track of their overall spending.
A budget, in reality, is both a planning tool and a control mechanism. Budget development
processes vary among organizations according to who does the budgeting and how the financial
resources are allocated.

Marketing controls

Marketing controls help monitor progress toward goals for customer satisfaction with products
and services, prices, and delivery. The following are examples of controls used to evaluate an
organization's marketing functions:

Market research gathers data to assess customer needs, information critical to an organization's
success. Ongoing market research reflects how well an organization is meeting customers'
expectations and helps anticipate customer needs. It also helps identify competitors.

Test marketing is small‐scale product marketing to assess customer acceptance. Using surveys
and focus groups, test marketing goes beyond identifying general requirements and looks at what
actually influences buying decisions.

Marketing statistics measure performance by compiling data and analyzing results. In most
cases, competency with a computer spreadsheet program is all a manager needs.

Human resource controls

Human resource controls help managers regulate the quality of newly hired personnel, as well as
monitor current employees' developments and daily performances.

Computers and information controls

Almost all organizations have confidential and sensitive information that they don't want to
become general knowledge. Controlling access to computer databases is the key to this area.
Increasingly, computers are being used to collect and store information for control purposes.
Many organizations privately monitor each employee's computer usage to measure employee
performance, among other things.

QUESTION 4
(a) Importance of planning in an organization.
Efficient Use of Resources
All organizations, large and small, have limited resources. The planning process provides the
information top management needs to make effective decisions about how to allocate the
resources in a way that will enable the organization to reach its objectives. Productivity is
maximized and resources are not wasted on projects with little chance of success.

Establishing Organizational Goals

Setting goals that challenge everyone in the organization to strive for better performance is one
of the key aspects of the planning process. Goals must be aggressive, but realistic. Organizations
cannot allow themselves to become too satisfied with how they are currently doing or they are
likely to lose ground to competitors.

Managing Risk and Uncertainty

Managing risk is essential to an organization’s success. Even the largest corporations cannot
control the economic and competitive environment around them. Unforeseen events occur that
must be dealt with quickly, before negative financial consequences from these events become
severe.

Planning encourages the development of “what-if” scenarios, where managers attempt to

envision possible risk factors and develop contingency plans to deal with them. The pace of
change in business is rapid, and organizations must be able to rapidly adjust their strategies to
these changing conditions.
Team Building and Cooperation
Planning promotes team building and a spirit of cooperation. When the plan is completed and
communicated to members of the organization, everyone knows what their responsibilities are,
and how other areas of the organization need their assistance and expertise in order to complete
assigned tasks. They see how their work contributes to the success of the organization as a whole
and can take pride in their contributions.

Potential conflict can be reduced when top management solicits department or division
managers’ input during the goal setting process. Individuals are less likely to resent budgetary
targets when they had a say in their creation.Creating Competitive Advantages

Planning helps organizations get a realistic view of their current strengths and weaknesses
relative to major competitors. The management team sees areas where competitors may be
vulnerable and then crafts marketing strategies to take advantage of these weaknesses.

(b) Write short notes on the following as commonly used in planning;

(i) Tactical Plans
Tactical planning is the step taken after a business or team creates a strategic plan to break that
plan into smaller objectives and goals. A tactical plan is used to define goals and determine how
they will be achieved through actions and steps.

Tactical Planning refers to a strategy that helps in creating short-term and distinct plans that help
fulfil the long-term plans of a business, organization, or individual. Strategic planning helps
companies to determine and lay out a long-term plan according to the business objectives.

A tactical plan outlines the necessary steps required to fulfill strategic business plans. These are
short-term steps and actions designed to help companies achieve long-term goals. Tactical plans
may change according to events that occur in the workplace and a company's specific needs.

(ii) Strategic Plans

A strategic plan is a document used to communicate with the organization the organizations
goals, the actions needed to achieve those goals and all of the other critical elements developed
during the planning.

Objectives include baseline performance, targeted performance, and an established date for
achieving the objective. Any example of a strategic plan must include objectives, as they are the
foundation for planning.

Steps of the strategic planning process

1. Determine your strategic position.

2. Prioritize your objectives.
3. Develop a strategic plan.
4. Execute and manage your plan.
5. Review and revise the plan.

(iii) Operational Plans

An operational plan is a practical document which outlines the key activities and targets an
organisation will undertake during a period of time, usually one year. It is often linked to funding
agreements as well as being linked overall to the organization’s strategic plan. An operational
plan covers a one-year period.How to create an operations plan for your small business

1. Examine your organization's vision.

2. Define the goals and strategy.
3. Plan out activities.
4. Assign roles and responsibilities.
5. Monitor and adjust.

There are five major components to focus on: Preparation, marketing, logistics, human resources
(HR) and financial limits.

QUESTION 5
 3. (a) Give the features of an effective team.
(b) Use examples to explain the stages of team development.
(c) What are the attributes to an effective team?
(d) What factors can render a team ineffective?

(a) Features of an effective team.

 They have strong leadership.

 Members fulfill their own tasks and also help one another.
 Members communicate openly with the team.
 Members resolve conflict constructively.
 Members feel they directly contribute to the company's success.
 A clear mission.
 Informal atmosphere.
 Lots of discussion.
 Active listening.
 Trust and openness.
 Disagreement is OK.
 Criticism is issue-oriented, never personal.
 Consensus is the norm

(b) Examples to explain the stages of team development.

i. Forming 
The first stage is forming, which is when the members within the team first come together to
meet. It can be considered the period of orientation when everyone is getting to know one
another and becoming acquainted.

For example; think of the forming stage like the first day of school or the first day at a new job.
There’s excitement in the air and everyone is ready to roll up their sleeves and get started on the
project. Usually, group dynamics and roles have yet to be established, a team leader will
typically emerge and take charge and direct the individual members. 
The forming stage is also where team members discuss things like:

 Team goals
 Individual roles
 Strategy
 Ground rules

ii. Storming
Next up is storming. Stage two of five is considered the most critical but also the most difficult
to go through. It can be riddled with conflict as the individual personalities and work styles clash
within the team. It’s also common for team performance to dip a bit in the storming stage as
members can sometimes disagree on goals, strategy, responsibilities, and roles.

In order to not get bottlenecked in the storming stage, members have to work together and play
to each other’s strengths to overcome obstacles and stay on pace. Also, take the time to address
and overcome conflicts early on so they don’t stay an issue throughout the other phases.

For example; when you move in with a friend you’ve never lived with before, and you slowly
start to notice the little things about them that get on your nerves. The same is likely to happen
with members of your team. While some teams think they can skip this stage, it’s important to
dive into it with the expectation that there may be some conflict. 

iii. Norming 
Once you have weathered the storm, pun intended, your team can move into norming. Here,
team members have figured out how to work together and there’s no more conflict or internal
competitions lingering.

Unity is upon everyone and a consensus develops around who the leaders are, what everyone’s
role is, and what comes next. There is also a sense of bonding between the team and is more
familiar with each other’s personalities and sense of humor. There should also be a sense of
comfort in the norming stage when giving constructive feedback or asking for help as you work
through various tasks.
 iv. Performing 
Next up is the performing stage, which tends to be where there is the most cohesive work
environment, people are happy and excited, and team performance is at an all-time high. There is
a clear and stable structure in place throughout the group and everyone is fully committed to
achieving the goals put in place.  In the performing stage, there’s a sense of focus, purpose, and
alignment from everyone on the team, no matter their role. 

v. Adjourning 
Last but not least is the adjourning stage. Sometimes also called the termination, mourning, or
ending stage, most, if not all, of the goals of the team have been accomplished. The project as a
whole is being wrapped up and final tasks and documentation are completed. As the workload
becomes smaller, it’s common for team members to be taken off the assignment and delegated to
a new project. The team members also usually debrief and discuss what went well and what
could be improved on for projects in the future.

(c) Key attributes of an effective team

 clear understanding of individual roles.

 awareness of shared goals.
 ability to display resilience under stress.
 ability to cooperate on a personal and professional level.
 flexibility to handle whatever comes their way.

(d) Reasons your team is ineffective

 Lack of trust.
 Fear of Conflict.
 Lack of Commitment
 Avoidance of Accountability
 Inattention to Results.

 Lack of trust
This is a team building basic. People need to get to know each other to build trust. Additionally,
there is a need to encourage sharing and connection. Arrange some social time after work where
people can talk about their lives and get to know each other better. They may very well discover
that they have more in common with each other than they originally thought.

Finally, develop shared team goals. These are important, as they create opportunities for people
to work together and depend on each other’s expertise to fully deliver. They also help your team
members better understand each other’s skills and preferences.

 Fear of Conflict
Effective teams recognise that disagreements and differences of opinion are healthy and they
deal with it in a safe and supportive manner. After all, conflict isn’t necessarily scary. It is the
behaviour people usually associate with conflict and the resulting outcomes that people fear.
 
 Lack of Commitment
Keep referring to the shared purpose and vision that unites the team and continually clarify team
outcomes. Then, translate that common purpose into team expectations and performance goals
that are specific and measurable. Also, build consensus on overarching goals and approaches.

By doing this, you create a sense of urgency and rationale for the purpose/vision you developed
and also help your team members to understand how it transfers into practical actions that are
achievable. These actions allow your employees to feel like their work has significance in the
bigger picture, which has been known to increase job satisfaction and boost morale.

 Avoidance of Accountability

Implement and maintain a growth mindset in the workplace. No one wants to feel stagnant, not
even in the office. Most employees want to up-level themselves and continue developing their
skills.Create accountability and coach those who fall behind on delivering on-time. Formally
give and receive feedback to all members of the team, offering them insights and resources that
will help them to improve upon themselves. Finally, take risks by setting performance goals that
stretch team members.
 Inattention to Results
Make it a habit to evaluate team against team performance goals and celebrate success, share
rewards, and recognise both team and individual achievements.

QUESTION 6

(a) Implementation the basic functions of management in the same organization

All managers perform the four basic functions of planning, organizing, leading and controlling,
though some will spend more time on some functions than others depending on their managerial
role in an organization.
Managers must first plan, then organize according to that plan, lead others to work towards the
plan, and finally evaluate the effectiveness of the plan. These four functions must be performed
properly and, when done well, become the reason for organizational success.

Management involves far more than just telling others what to do. Before any of you decide that
you think you can do your boss's job.

The major functions that a manager completes can be categorized into four different functions
known as planning, organizing, leading, and controlling. For some of us, we only see the final
two, leading and controlling - but you should know that for every managerial behavior you do
see, there is an equal amount that you do not. Behind the manager's closed door, he or she spends
a good deal of his or her time planning and organizing, so that he or she can effectively carry out
the functions of leading and controlling.

Now, before you think your boss is different, you should also know that the four functions of
management are standard across industries, whether that be in a manufacturing plant, a home
office, a grocery store, a retail store, a restaurant, a hotel, or even an amusement park. Effective
managers understand how planning, organizing, leading, and controlling are used to achieve
organizational success. Unfortunately, I do not have a rebuttal for those of you who have
ineffective managers, but perhaps learning a little more about the four functions of management
will help to identify what steps your ineffective manager needs to take to become an effective
one.

Managers must first plan, then organize according to that plan, lead others to work towards the
plan, and finally evaluate the effectiveness of the plan. These four functions must be performed
properly and, when done well, become the reason for organizational success.

Planning
The first of the managerial functions is planning. In this step, the manager will create a detailed
action plan aimed at some organizational goal.

For example, let us say Melissa the marketing manager has a goal of increasing sales during the
month of February. Melissa needs to first spend time mapping out the necessary steps she and
her team of sales representatives must take so that they can increase sales numbers. These steps
might include things like increasing advertisements in a particular region, placing some items on
sale, increasing the amount of required customer-to-sales rep contact, or contacting prior
customers to see if they are interested in purchasing additional products. The steps are then
organized into a logical pattern so that Melissa and her team can follow them.

Planning is an ongoing step, and can be highly specialized based on organizational goals,
division goals, departmental goals, and team goals. It is up to the manager to recognize which
goals need to be planned within his or her individual area.

Organizing

The second of the managerial functions is organizing. This step requires Melissa to determine
how she will distribute resources and organize her employees according to the plan. Melissa will
need to identify different roles and ensure that she assigns the right amount of employees to carry
out her plan. She will also need to delegate authority, assign work, and provide direction so that
her team of sales representatives can work towards higher sales numbers without having barriers
in their way.

Leading
The third function of management is leading. In this step, Melissa spends time connecting with
her employees on an interpersonal level. This goes beyond simply managing tasks; rather, it
involves communicating, motivating, inspiring, and encouraging employees towards a higher
level of productivity. Not all managers are leaders. An employee will follow the directions of a
manager because they have to, but an employee will voluntarily follow the directions of a leader
because they believe in who he or she is as a person, what he or she stands for, and for the
manner in which they are inspired by the leader.
(b) Leaders are born but not made. Discuss
The phrase “leaders are born not made” suggests that personality types, and that only, distinguish
a person that people will willingly follow and respect. The market is constantly evolving and
with it, should be your vision for the company and therefore your leadership styles should too.

Leaders are made, not born. While many leaders possess traits that come natural to them, or that
they developed early in their lives, these traits can be obtained. Leadership courses, mentorship
and experience are among the best ways to develop leadership capabilities.

It has not been proven that individuals are born as leaders. Extensive research however suggest
certain traits are found more commonly in leaders.1
What does it mean to be a born leader? Born leaders are people with an innate capacity to
effectively manage and lead groups of people to achieve collective goals. Instead of learning to
become an effective leader, they have the instinctive ability to inspire others and encourage them
to follow their vision.

Some believe that true leaders are born that way, naturally charismatic, influential, and inspiring
individual who are destined to make a mark. As legendary American football coach Vince
Lombardi once said: “Leaders aren't born, they are made.And they are made just like anything
else, through hard work.”

These do not come naturally, but are acquired through continual work and study. The best
leaders are continually working and studying to improve their leadership skills.
Some believe that true leaders are born that way, naturally charismatic, influential, and inspiring
individual who are destined to make a mark. As legendary American football coach Vince
Lombardi once said: “Leaders aren't born, they are made.And they are made just like anything
else, through hard work.

Leadership is a vital management function that helps to direct an organization's resources for
improved efficiency and the achievement of goals. Effective leaders provide clarity of purpose,
motivate and guide the organization to realize its mission.
REFERENCES:
 MLA, Kotler & Phillips on Principles of marketing
 Englo wood Cliff M.J Profile Hall 1991
 ApA Principle of Marketing
 Principles of Marketing by the University of London
 Principles of Marketing by Brassington F and Pittit
 International Journal of Markryting by BOOKs and Weatherston
 Introduction to principles of marketing by Mcmillan India