MANAGEMENT &

LEADERSHIP Sittie Ayenah D. Mica

wayan
MANAGEMEN
0
T
At the end of this unit, we will be able to:

01 Understand what is Management,

02 Know the relation between Administration and Management,

03 Familiarize with the Functions and Levels of Management,

04 Know the Management Skills and Managerial Roles,

05 Explain the scope and Importance of management and

06 Familiarize with the Theories of Management.

 ETYMOLOGY OF MANAGEMENT
French verb
Mesnager (to hold in hand the reins of a horse)

Spanish word
Manejar (to rule the horses)

Italian word
Maneggiare (to handle, especially tools or a horse)

Latin word
Manus (hand) & Agere (to act)

Mesnagement (French word of Management)

 MANAGEMENT
According to the experts

Henri Fayol Mary Parker Follett Peter Drucker Joseph L. Massie

1841-1945 1868-1933 1901-2005 1921-

To manage is Management is "the Managers give direction Management is defined

* to forecast and art of getting things to their organizations, as the process by which
* to plan, done through people.” provide leadership, and a cooperative group
* to organize, decide how to use directs action towards
* to command, organizational resources
common goals.
* to coordinate and to accomplish goals.
* to control.
 DEFINITION OF MANAGEMENT
Management is both science and art of work done through efforts of
a group of people, with the satisfaction of the employer, employees an
d the public with the effective utilization of available resources such a
s financial, natural, technological, and human resources towards som
e common goal.

Planning, Organizing, Leading, and Controlling are the basic function

of management.

Management does not frame policies; it only implements the policies

laid down by the administration.
 ADMINISTRATION
Administration is above Management
Administration is a top-level function
Administration is a determinative/
decision-making (thinking) function
concern with laying down the objective,
plans and policies of an organization
It is a thinking function because plans &
policies are determined under it
Public administration & public sector
prefers the word "administration"
MANAGEMENT
while management is a middle & lower-
level function
while management is an executive
(doing) function, it is an act of putting
into practice the policies and plans
decided upon by administration
It is a doing function because managers
get the work done under their supervision
while in the private sector the word
“manager” is preferred (Aghayere,1995)
 THE FOUR MANAGEMENT
FUNCTIONS

PLANNING ORGANIZING LEADING CONTROLLING

 FUNCTIONS OF MANAGEMENT
Organization’s Goal
 Monitoring employees' activities
 Comparing and correcting the work to ensure that they
are accomplished as planned
Monitoring
 Directing
 Motivating all involved parties and resolving conflicts
 Working with and through people to accomplish goals
Leading
 Arranging and structuring work to accomplish organization’s goal
 Determining what needs to be done
 How it will be done, and who is to do it
Organizing
 Defining goals
 Establishing strategy to achieve goals
 Developing sub plans to integrate and coordinate activities
Planning
1. TOP-LEVEL MANAGEMENT
(Board of Director, Managing Director, CEO, COO, President, VP)
RESPONSIBILITIES
• Planning & Coordinating
• Provide overall direction and operations of an organization

2. MIDDLE-LEVEL MANAGEMENT
(General Managers, Branch Managers, Dept. Manager, Assistant
Manager)
RESPONSIBILITIES
• Directional & managerial function of an organization
• Implementation of policies and plans

3. LOWER-LEVEL MANAGEMENT
(Supervisor, clerical supervisor, foreman & first line managers)
RESPONSIBILITIES

LEVELS OF • Distribute jobs and responsibilities to a

variety of workers
MANAGEMENT
 CONCEPTUAL SKILLS
 The ability to think and conceptualize about abstract and
complex situations concerning the organization Top
 Conceptual skills include decision-making skills & Managers
organizational skills
HUMAN SKILLS
 The ability to work well, communicate with, Middle
understand, and motivate both individuals and groups Managers

TECHNICAL SKILLS
 Is necessary for a manager in handling methods and
 processes properly Lower-Level
 It is essential for a manager to know which technical Managers
skills should be employed in a particular work
MANAGEMENT SKILLS APPROAC By Robert L. Katz
MANAGEMENT ROLES APPROACH

By Henry Mintzberg
 SCOPE OF
MANAGEMENT
 Profit-seeking organizations
 Non profit organizations
 All organizations need the common
basic activities: planning, organizing,
leading, and controlling.
 Management is universal- uses a
systematic body of knowledge.
IMPORTANCE OF
MANAGEMENT
 No enterprise can survive without
Management.
 Maximum Utilization of the company’s
resources.
 Provide new ideas and vision.
 Provide stability to the company by
changing and modifying the resources.
 Management helps personality
development thereby raising efficiency
and productivity
 MANAGEMENT THEORY
Management Theory
 Are the collection of ideas that recommend general rules for how to manage an
organization or business.

 Management theories help organizations to focus, communicate with people we

work with, which in turn will enable us to work more efficiently.

Benefits of management theories

 Increased productivity
 Simplified decision-making
 Increased collaboration
 Increased objectivity
 EVOLUTION OF MANAGEMENT THEORY
PRE-SCIENTIFIC MANAGEMENT
Contribution made by:
 Roman Catholic and Military Organization
 Writers like Prof. Charles Babbage, Robert Owens, etc.

CLASSICAL MANAGEMENT THEORY

 Scientific Management Theory - Frederick W. Taylor's
 Principles of Administrative Management Theory - Henri Fayol
 Bureaucratic Management Theory - Max Weber

NEO-CLASSICAL MANAGEMENT THEORY

 Hawthorne Experiment
 Human Relations Theory - Elton Mayo

MODERN MANAGEMENT THEORY

 Systems Management Theory - Ludwig von Bertalanffy
 Theory X and Y Management Theory - Douglas McGregor
 Contingency Approach
LEADERSHIP
0
At the end of this unit, we will be able to:

01 Understand what is Leadership,

02 Know the importance of leadership,

03 Familiarize with leadership styles and skills

04 Know the essential qualities of a good leader and

05 Understand the leadership theories.

 LEADERSHIP
According to the experts
Barnard Key
Leadership is the process of influencing and supporting others to work
enthusiastically toward achieving objectives.

Stephon P. Robins
Leadership is the ability to influence a group towards the achieving of goals.

Tennebaum
Leadership is interpersonal influence exercised in a situation and directed through
communication process, towards the attainment of a specified goals.
 MEANING OF LEADERSHIP
Leadership is the process of
motivating/ influencing other
people and providing an environment
for them to achieve team or
organizational objectives.
Leadership is the willingness to
accept responsibility, an ability
to develop the three major skills
that can be acquired through
practice.
IMPORTANT FUNCTION OF LEADERSHI
P
  refers to mental ability to co- ordinate and
LEADERSHIP integrates all of an organization's activities
especially long-term plans and decisions
SKILLS affecting the organization.

 ability to work with and

understand and motivate

ill
sk
people as individuals or group.
l k ill
ua
s
al
t

i
ep

c
So
nc

n /  refers to the abilities

Co

a l
um al skil required from a leader
H nic
Te ch that relates to the
knowledge of the job.

By Robert L. Katz
 Autocratic Democratic Laissez Fair/
01 (authoritarian) 02 (participative) 03 Free rain leader
 requires complete  engages the employees in  takes little interest in how
obedience on the part deciding how the work is to his employees do their
of the subordinates be done. work
 leader restricts the  employees here can  does not lead, but leaves
subordinate’s ability to contribute their own ideas in the group entirely to itself
contribute their ideas the process of decision-  This type of leader
to decision-making making exercises little control over
 he leads by using  Consultative and Persuasive their actions and may
reward and punishment appear uninterested in
system to influence his their activities.
subordinates

LEADERSHIP
LEADERSHIP STYLES
01 Communication 02 Vision

03 Empathy

04 Accountability

05 Gratitude

ESSENTIAL QUALITIES OF
A GOOD LEADER
 LEADERSHIP
01 The Great Man Theory (1840s)
THEORIES
02 The Trait Theory (1930s - 1940s)

03 The Skills Theory (1940s - 1950s)

04 The Behavioral Theory (1940s - 1950s)

05 The Contingency Theory (1960s)

06 Transactional Theory (1970s)

07 Transformational Theory (1970s)

08 Charismatic Leadership Theory (1970s-1980s)

 LEADERSHIP MANAGEMENT
Leaders set the goal/ direction and Managers follow it
Leaders transfer the company’s mission, while Managers are responsible for keeping
goal and vision to the entire organization employees aligned with the core company
goals and values.
Leaders think Ideas and look for an answer Mangers think of execution and look for
to “why and what” answers to “when and how”
Leaders are concerned with ideas, relate in while Managers relate to people according
more high level. to the role they play in a decision-making
process.
Leaders form the culture Managers support it
Leaders inspire people Managers push them to their success.
Leaders are more future-focused Managers are more focused on the
present moment
Management &
Leadership
© University of Minnesota
in collaboration with USDA
Laura is the associate director of a nonprofit agency that provides assistance to
children and families. She is the head of a department that focuses on evaluating
the skill-building programs the agency provides to families. She reports directly to
the agency leadership.

As a whole, the agency has been cautious in hiring this year because of increased
competition for federal grant funding. However, they have also suffered high staff
turnover. Two directors, three key research staff, and one staff person from the
finance department have left.

Laura has a demanding schedule that requires frequent travel; however, she
supervises two managers who in turn are responsible for five staff members
each. Both managers have been appointed within the last six months.
Manager 1: Kelly has a specific background in research. She manages staff who
provide research support to another department that delivers behavioral health
services to youth. Kelly supports her staff and is very organized; however, she
often takes a very black and white view of issues. Upper level leadership values
Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated
and driven and expects the same from her staff.

Manager 2: Linda has a strong background in social science research and

evaluation. She manages staff that work on different projects within the agency.
She is known as a problem solver and is extremely supportive of her staff.
She is very organized and has a wealth of experience in evaluation of family
services. Linda is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming overworked as everyone takes
on increased responsibilities due to high staff turnover. Staff have also mentioned
that Laura’s "glass half-empty" conversation style leaves them feeling dejected.

In addition, Laura has not shared budgets with her managers, so they are having
difficulty appropriately allocating work to staff. Laura said she has not received
sufficient information from the finance department to complete the budgets. The
finance department said they have sent her all the information they have available.

As staff become distressed, the managers are becoming frustrated. They feel like
they are unable to advocate for their staff or solve problems without key information
like the departmental budget.
 QUESTIONS ANSWERS

Q1: How can Laura most effectively use both management and leadership
skills in her role as associate director? What combination of the two do
you think would work best in this setting?

Answer:
A director could be both a leader and manager. However, given that the two
mangers are very capable and directly manage all the department staff, Laura
should focus on being a leader. She should delegate managerial responsibilities
to the two managers. This strategy will build the managers’ confidence, allowing
them to solve problems for their staff. It will also free Laura to focus on building
a greater sense of staff commitment to mission and vision.
 QUESTIONS ANSWERS

Q2: What steps could be taken to build staff confidence?

Answer:
Staff seems uncertain about the future due to high turnover and Laura’s negative
conversation style. Building staff confidence could involve:
 Giving managers more autonomy and the needed information to manage their staff
 Communicating regularly with staff about changes
 Encouraging staff to pursue professional development and learning opportunities and
providing time for them to do so.
 Engaging in team-building exercises and interactions
 Incentivizing excellent performance
 Addressing Laura’s conversation style directly, explaining to her how it impacts staff
perceptions
 Involving staff in the hiring process where possible as team vacancies are filled
 Talking to staff directly and without retribution about the issues they think contribute to
high turnover
 QUESTIONS ANSWERS

Q3: What advice would you give Laura on improving her leadership skills
and to the managers on improving their management skills?
Answer:
It might help for both Laura and the managers to take a personality or leadership/
management assessment. This way the mangers can ascertain their individual skills,
learn how they can best support employees, and figure out how they can work together to
use each other's strengths to run the department. Using a style approach, Manager 1
appears to utilize a task-oriented approach and Manager 2 demonstrates a relationship-
oriented style. These two orientations could be structured to support one another.
Laura can focus on building leadership skills by building on her current strengths. In
addition, Laura may want to revisit the roles and responsibilities of each position and how
her division's work aligns with the overall organizational mission. Aligning with the overall
mission and communicating it to staff may help improve morale and provide clarity on the
department's role and direction.
 QUESTIONS ANSWERS

Q4: Which leadership style do you think a leader would need to be

effective in this situation?

Answer:
Several leadership approaches may be suited to the position described in the scenario:
• Skills: Centers on the ability to solve complex problems. The nonprofit is having several
difficulties at the organizational level, including high turnover.
• Path Goal: Motivates employees by defining goals, clarifying paths, removing obstacles,
and providing support. This type of leadership may work well in building employee morale.
• Transformational: Treats employees as complete human beings, considers emotions
and perspectives. Builds motivation by providing a clear vision, acting as a social
architect, building trust, and positive self-regard.
“THE POWER OF TEAMWORK”
 “Leaders become great, not beca
! use of their
YO U
NK power, but because of their abilit
THA
y to empower
others”.-John Maxwell