Chapter 9.

“ Leadership and
management ”
9.1 Introduction
Manager. A manager can be
defined as a person who can
stimulate and direct the
behaviour of other people within
an organisation. A manager is
usually responsible for the
(financial) results of a division or
department through the direction
they provide to groups of
employees. Studies have shown
that managers invest even more
of their energy on their work –
even when not working or
emailing, they are still occupied
with their job, for example
mentally reviewing activities or
problems to be resolved.
Leadership is defined as the
specific ability to make others
follow.

9.2 Management
Management is often given to
mean the collective
organisational managers tasked
with directing an organisation.
Since the group performing this
task often consists of various
individuals, another frequently
encountered term is the
'management team'. Within such
a team, there are often specialists
representing the various
functional departments of an
organisation, such as Purchasing
and Sales, Finance, Production,
Personnel and Auditing.

9.2.1 Managerial activities

Management levels
Within a growing organisation a
need may arise to separate
operational control from
leadership. The number of levels
of (hierarchical) control depends
heavily on the size of the
organisation, the degree of
specialisation, and the type of
organisational policy.
There are three main
management levels within an
organisation's hierarchy: top-level
management, middle
management and first line
management.
It is the responsibility of the
senior level to provide leadership
to the organisation; middle
management directs the activities
of the operational levels,
including the first line
management level (especially
within large enterprises). First line
includes heads of departments or
group managers, who are located
between the operational levels
and the middle management
level.
Those management levels have
different managerial tasks,
specifically: policy formulating
tasks end executive tasks.
Policy formulating (constituent)
tasks are tasks in the fields of
diagnosis, prediction, planning
and organising activities. The
executive (directive) tasks involve
mainly the delegating of activities
and the supervising and
motivating of employees. As
shown in Figure 9.1, top-level
management should mainly be
concerned with policy
formulating tasks. Middle
management is involved with
policy formulation and execution.
The policy formulated by the top
layer should be translated into
operational division or
department policy by the middle
layer. Any lower managerial
branch is then tasked with the
execution or implementation of
the policy set by middle
management.

Functional and general managers

There is a general distinction to
be made between the two main
management groups of functional
managers and general managers.
The responsibilities of a
functional manager relate to the
management and performance of
a single main activity within an
organisation. Employees are
coached by this manager to focus
on one task only. Purchasing
managers and marketing
managers are two examples of
functional managers.
A general manager, on the other
hand, may be responsible for all
the activities within a certain part
of the organisation, including
production, marketing, and
finance. The business unit
manager and the divisional
manager are two examples of
managers with general
managerial duties.
Within the activities performed
by management, a number of
trends has become visible:
. Organisational structures are
becoming increasingly flat
through the assimilation of
lower and middle
management levels.
Consequently, the number of
management levels and the
number of managers has
also declined.
. The task of the manager is
increasingly changing from
the classical, directive
leadership style to a style
that is more oriented
towards coaching and
guiding employees.
development of more
general managers in the
workplace. This has been
caused by the subdivision of
organisations into more
autonomous business units,
charged with, for example,
all activities aimed at a
certain product-market
combination.
. There has been a shift away
from the recruitment of
functional managers to the
development of more
general managers in
workplace.
*Dutch companies also perform
poorly with a new respect to
setting objectives - not only in
the financial terms, but also on
costumer satisfaction abs risk
management.

9.2.2 Managerial roles

The main function of the
manager is to direct to employees
and manage the resources in N
organisation.
The 3 types of managerial roles
are:
. The interpersonal roles
. The informational roles
. The decision-making roles

The interpersonal roles.

The manager directs employees
and is responsible for the
progress and results of processes
within their competence.
The main aspects of a manager's
interpersonal role are as:
● figurehead;

● leader;

● liaison officer.

The latter role includes

establishing contacts outside
one's own organisational unit.
The informational roles.
A manager needs to be informed
of any changes within the
organisation that will affect the
operational results of the division,
The manager shares this
information with both the
organisation's members and
other interested parties outside
the organisation. The ability to
react quickly within a changing
environment requires accurate
information, and thus information
becomes increasingly important.
The main aspects of a manager's
informational role are as: a
observer; b disseminator; c
spokesperson. The decision-
making roles. As the person in
charge of a business unit, a
manager Is responsible for
implementing policy. Using
gathered information and
personal contacts, the manager
translates the organisation(al
unit)'s opportunities, threats,
Strengths, and weaknesses into
decisions. A manager needs to
continually evaluate situations in
order to achieve the required
objectives. Managers need to
make optimal use of the staff and
resources