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Ethiopian TVET-System

INFORMATION TECHNOLOGY
DATABASE ADMINISTRATION
LEVEL III
LEARNING GUIDE # 35

Unit of Competence: Monitor Implementation of Work plan/Activities

Module Title: Monitoring Implementation of Work plan/Activities
LG Code: ICT DBA3 M10 LO1
TTLM Code: ICT DBA3 TTLM 0917

LO 1: MONITOR AND IMPROVE WORKPLACE OPERATIONS

Information sheet
Leadership and Management Overview

Learning guide 35 Date 09-2017 Page 1 of 7

Author: IT Experts
 Training, Teaching and Learning Materials Development

Leadership
is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new
direction
Management
controls or directs people/resources in a group according to principles or values that have already
been established. Leadership and management must go hand in hand. They are not the same
thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely
to cause more problems than it solves.
Differences of Leadership and Management

Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize
and coordinate. The leader’s job is to inspire and motivate.– The manager administers; the leader
innovates.
There is a lot of overlap between leadership and management. Often the two are part of the same
role, because many leadership or management roles involve a combination of both - i.e. there is a
continual adjustment of the direction (leadership) and controlling resources to pursue that
direction (management).
If the difference between leadership and management is not clear, we can illustrate it by considering
what happens when you have one without the other.

Leadership without management

...sets a direction or vision that others follow, without considering too much how the new direction
is going to be achieved. Other people then have to work hard in the trail that is left behind, picking
up the pieces and making it work.
Management without leadership
...controls resources to maintain the status quo or ensure things happen according to already-established
plans.

Some potential confusions...

The absence of leadership should not be confused with the type of leadership that calls for 'no
action' to be taken. For example, when Gandhi went on hunger strike and called for protests to stop,
during the negotiations for India's independence, he demonstrated great leadership - because taking
no action was a new direction for the Indian people at that time.

Also, what is often referred to as "participative management" can be a very effective form of
leadership. In this approach, a new direction may seem to emerge from the group rather than the
leader. However, the leader has facilitated that new direction whilst also engendering ownership

Learning guide 35 Date 09-2017 Page 2 of 7

Author: IT Experts
 Training, Teaching and Learning Materials Development

within the group - i.e., it is an advanced form of leadership.

Sometimes, an individual may act as a figure head for change and be viewed as a leader even though
he/she hasn't set any new direction. This can arise when a group sets a new direction of its own
accord, and needs to express that new direction in the form of a symbolic leader.

Four Primary Leadership Roles and Responsibilities

A leader’s specific roles are determined through the four basic leadership responsibilities of
directing, coaching, supporting and delegating. Specific responsibilities will fall into one of these
four categories. In leadership practice, one must master skills in all areas in order to effectively lead
others under their direction.
Effective leadership is not happenstance; it follows specific rules revolving around these four basic
areas of responsibility. Leadership skills can be learned and developed, even if an individual does
not have a natural tendency toward leadership. More importantly, once learned and applied, these
rules make a leader more effective and productive as he or she learns to work, direct and guide
others toward the mutual accomplishment of goals and objectives.
Developing strengths in each of the four leadership roles allows a leader to read specific situations
accurately and know what communication style is best applied.
1. Directing
Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is
what makes or breaks problem solving as well as determines the effectiveness of an approach to an
assignment or task, the maintaining of momentum until its completion, and whether it is done by
deadline. There are several ways to generate good direction techniques. These include:
Explain things completely and include the ‘why’s’
Leaders learn early on that the best way to gain support and trust from their employees is to explain
all things in their entirety. Once people understand why something is important or necessary, they
generally rally to the call of that which needs to be done or addressed.
Remain visible
Leaders understand the power of their presence at all times. Nothing deflates the workforce’s
motivation and desire to achieve more than to be left on their own with no visible means of support or
direction.
Objectively consider opposing points of view
Leaders consider situations, problems and solutions from various viewpoints, as the input from as
many individuals as possible expands their capabilities to effectively frame their direction.
2. Coaching

Learning guide 35 Date 09-2017 Page 3 of 7

Author: IT Experts
 Training, Teaching and Learning Materials Development

Coaching refers to when a leader knows where he or she wants to go and remains in control of the
task but needs to lead others in developing a mutual support network. Coaching instills the desire to
achieve and builds a dialogue bridge between the leader and those under his or her charge. This
motivates employees and positively changes attitudes toward the work assignment. To do this
effectively a leader must make an effort to:
Incorporate the word ‘we’ into all conversations
Effective leaders eliminate the word “I” because it denotes a singular rather than cooperative effort.
The very meaning of the term “coaching” implies a team effort.
Listen for objections and areas of misunderstanding
Effective leaders who coach well develop the skill of eliminating objections by developing an
effective dialogue and creating clear and concise responses.
Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand
Good coaching depends upon complete understanding. Motivation and confidence comes from
understanding the expectations a leader has of those involved in a given task, assignment or
problem solving situation.
3. Supporting
Managers cannot be effective leaders unless they actively hone their supporting skills. People look
warmly on leaders who actively work to support them emotionally as well as physically. When
leaders actively work to support the people under their charge they:
Acknowledge individual efforts with comments of praise and positive support
Leaders are not afraid to say “thank you,” or “you’re doing a great job,” or whatever it takes to instill
confidence in an individual.

Disclose their own feelings openly and honestly

Leaders are not afraid to reveal their “inner self.” Trust and loyalty are built on disclosing inward
feelings, concerns and desires. Readily and honestly opening up builds encouragement and
perseverance on both sides.
Never hesitate to ask, ‘What’s wrong?’
Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision
making responsibility, but know when to relinquish control in order to gain extra participation and
involvement.

Delegating

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Author: IT Experts
 Training, Teaching and Learning Materials Development

Leaders know and understand their people. They know their strengths and weaknesses as well as
what motivates and frustrates them. Effective delegating relies on the ability to select the proper
person for the specific task or role. Leaders develop good delegation skills by:

Briefing the delegate

Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly
what expectations the leader has of the delegated individual.
Having confidence in the person they select
Leaders do not select individuals for an assignment according to their job descriptions or the salaries
they command, they look for people with the skills, abilities, perseverance and motivation to get the
job done and done well.
Not abdicating responsibility, but allowing individuals to decide a best course of action for
themselves
Leaders monitor and weigh these individual decisions, but never advance their own leadership
position for a particular course of action unless they assess it to be the best one.
Quality Assurance
Quality assurance (QA) is a process-centered approach to ensuring that a company or organization is
providing the best possible products or services. It is related to quality control, which focuses on the
end result, such as testing a sample of items from a batch after production. Although these terms are
sometimes used interchangeably, quality assurance focuses on enhancing and improving the process
that is used to create the end result, rather than focusing on the result itself. Among the parts of the
process that are considered in QA are planning, design, development, production and service.
Two principles included in QA are: "Fit for purpose", the product should be suitable for the
intended purpose; and "Right first time", mistakes should be eliminated. QA includes management
of the quality of raw materials, assemblies, products and components, services related to production,
and management, production and inspection processes.
Suitable quality is determined by product users, clients or customers, not by society in general. It is
not related to cost and adjectives or descriptors such "high" and "poor" are not applicable. For
example, a low priced product may be viewed as having high quality because it is disposable where
another may be viewed as having poor quality because it is not disposable.
The 8 principles of quality assurance training
The Quality Assurance principles are based on the ISO 9001 standard and are intended to be used by
senior Quality Managers to run a business based on continual improvement and quality assurance.
1. Customer focus. The customer is always the most important factor for any business,
which is why organizations need to understand current and future customer needs and

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Author: IT Experts
 Training, Teaching and Learning Materials Development

aim to surpass expectations. Quality assurance relies on researching and understanding

the customer’s needs and ensuring that the organizations objectives are in line with
those expectations. A quality management system needs to be in place to manage
customer relationships and communicate those needs across the organization.
2. Leadership Quality assurance principles also suggest that an organization needs
leadership in order to have purpose and direction. Quality assurance relies on a business
having a clear vision of the future – a vision which should consider the needs of all
relevant parties including customers, directions, employees, local community etc. Good
leadership within an organization should establish trust and remove fear, whilst
encouraging and recognizing employee’s contributions.

3. Involvement of people An organization needs to be able to put quality management training

into practice. People at all levels of the business need to be motivated, committed and fully
involved in the organization. This principle of quality assurance involves people evaluating
their own performance and identifying their constraints, as well as actively seeking
opportunities.

4. Process approach ISO 9001 training encourages that in order to achieve a desired result,
resources and activities should be managed as a process. The process should focus on
resources, methods and materials which affect the key activities within a business. In
order to maintain quality assurance within a service or product, risks, consequences, the
impact on customers and suppliers and other relevant parties should be continuously
evaluated.
5. System approach to management Quality assurance training demonstrates how to create
a structured system which is designed to achieve the organizations aims and objectives
using the most effective and efficient methods. Quality management system training
should provide a better understanding of the roles and responsibilities necessary for
achieving those objectives and should be continually improved by evaluating and
measuring its performance.
6. Continual improvement Another quality assurance principle is that continual
improvement should always be an objective for any business. To maintain quality
assurance, it is essential to provide people with the necessary tools and knowledge for
continual improvement. Continual improvement of products, processes and systems
should be promoted as an objective for every employee throughout all levels in the
organization.
7. Factual approach to decision making This quality assurance principle simply ensures
that decisions are based on analyzed data and information. To comply with this quality
management standard, data and information should be accurate and reliable, accessible to
those who need it and analyzed using valid methods.

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Author: IT Experts
 Training, Teaching and Learning Materials Development

8. Mutually beneficial supplier relationships The Quality management standard ISO

9001 encourages organizations to create mutually beneficial relationships with its
suppliers. These mutually beneficial relationships allow the organization to benefit
from optimized costs and resources, clear and open communication and being able to
share knowledge and plans on market changes and consumer expectations.

Learning guide 35 Date 09-2017 Page 7 of 7

Author: IT Experts