...Management and leadership are required for companies so that they are able to succeed. Planning, organizing, directing, and controlling are a must in order to be effective in management and leadership, as well as being able to problem solve, make decision, and have organization communication. Leadership styles are important as well and the still that is chosen can help the leader get the other people on his time to follow them. Managers should be good leaders and good leaders, should have management skills to perform well. Management Management means that you are able to plan and organize an organization or a group of people. By being successful in management, employees will be more productive and enjoy doing their work. According to Teal (1996), when a company is in trouble and employees are unhappy they will complain about management. Management must plan by setting goals and find the best way to reach them (Collins, 2014). Developing a strategic plan, the company can establish the purpose of the company and the goal and objectives that need to be reached. Creating a mission statement can help motivate employees and help them understand the purpose of the company that they work for. Once the mission statement has been developed the next thing to do is look at the company’s strengths, weaknesses, opportunities, and threats. Being able to identify the strengths of the company, workforce can be motivated, weakness can cause poor workforce (Collins, 2014). Setting...
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...THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP HND Business Level 5 21rd June 2012 THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP AC2.1: Leadership Styles Introduction Concisely, leadership refers to the process through which a person manages to influence others in a coherent and cohesive manner so that they can accomplish a certain objective. Leadership practice depends on four factors namely leader, followers, communication, and situation. To a certain extent, leadership practice is closely related to management but there are certain differences that set the two organisational necessities apart. In the traditional thinking present in all organisations, leadership separates the roles of a manager from those of a leader. The rationale behind this is that managers are people who operate under control; they administer through focusing on already existing structures and systems. However, there must be a balance between both management and leadership demands for the optimal survival of any organisation. Both leaders and managers are vital for the positive performance and success of an organisation. Leadership skills model a way forward while management skills enable arriving at a set target. This means that striking a balance between leadership and management demands in an organisation requires an effective leader to carry good management skills and similarly, an effective...
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...culture and leadership closely, we see that they are two sides of the same coin; neither can really be understood by itself. On the one hand, cultural norms define how a given nation or organizations will define leadership – who will be promoted, who will get the attention of followers. On the other hand, it can be argued that the only thing of real importance that leaders do is to create and manage culture; that the unique talent of leadership is their ability to understand and work with culture; and that it is an ultimate act of leadership to destroy culture when it is viewed as dysfunctional”. Executive Summary Many researchers have tried to explore the relationship between leadership style and organizational culture but they have not been able examine these two factors together. Hence they could not establish any relationship between the two factors. This case study tries to explore these two factors together to identify the cause and effect relation between the two variables. This case study would be trying to develop theoretical patterns from a critical literature review. Firms are focusing more on improving the organizational culture and motivational level of employees but improving the leadership that influences greatly affect both these elements. It is believed that internally satisfaction among the employees leads to better utilization of resources by the firm. This internal satisfaction in employees can only be achieved under motivating leadership of the company...
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...Leadership and business performance Assignment of “a good leader influence a group of individuals to achieve a common goal and perform well, without having to watch over them” Word count: 2,927 Introduction Leadership is always considering as an important managerial topic because a good leader does not only able to guide behaviors from followers, but also leads individuals within an organization to achieve their common objectives (Morrill, 2010). The commonly accepted definition of leadership is contributed by David and Vince (2008, p2), who defined leadership as a person has “abilities of leading a group of people, and also has abilities of supporting group of people to achieve common objectives”. More specifically, Bass (1990) defines leadership as the ability to adapt the setting so everyone feels empowered to contribute creatively to solving the problems. The primary aim of this assignment is to critically discuss the topic of “a good leader influences a group of individuals to achieve a common goal and perform well, without having to watch over them.” In order to answer this question well, the author selects Steve Jobs as the leader, and then with reference to Apple Inc to discuss why a good leader as Jobs influences group of individuals without watching them. As an essay based assignment, the author organizes this paper in three main parts, including introduction, main body and conclusion. In introduction section, the definition and importance of leadership...
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...FM in Turbulent Times Prof.dr. Jan Chr. van Dalen prof.dalen@gmail.com What is FM • Classic view: FM is focussed on real estate (buildings + environment) and related issues (e.g. cleaning, catering); • Resource view: FM is focussed on resource processes (e.g. human resources, material resources, customer resources, financial resources); FM dealing with resource markets; • Integrative view: FM is the multidiscipline based on the integration of 3 disciplinairy management fields: Resource Management, Service Management, Hospitality Management. FM resources • • • • • • • Human resources Material resources Information resources Financial resources Market resources Production & Logistics resources Development resources (Innovation) FM andHospitality Management • The art of welcoming • The conditioning of behaviour • The conditioning of navigation 3 Strategic FM Challenges • What is the dominant orientation of your organization: enabling or making (facilitating or producing)? • Did your FM make the step from supporting to enabling (from reactive to pro-active)? • Did you make the next step in positioning FM: from facility management to enabling leadership (from marching along the choosen road to marking the shining path) The strategic choices • Facility or make • Example Health care • Take hospitals: – Healing patients – Or – Enabling medical professionals to execute medical interventions Context: what is the world around FM Social Economic: a New Economy...
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...increasingly relevant aspect of workplace relationships and wider human behaviour. Descriptions and definitions of the Psychological Contract first emerged in the 1960s, notably in the work of organizational and behavioural theorists Chris Argyris and Edgar Schein. Many other experts have contributed ideas to the subject since then, and continue to do so, either specifically focusing on the the Psychological Contract, or approaching it from a particular perspective, of which there are many. The Psychological Contract is a deep and varied concept and is open to a wide range of interpretations and theoretical studies. Primarily, the Psychological Contract refers to the relationship between an employer and its employees, and specifically concerns mutual expectations of inputs and outcomes. The Psychological Contract is usually seen from the standpoint or feelings of employees, although a full appreciation requires it to be understood from both sides. Simply, in an employment context, the Psychological Contract is the fairness or balance (typically as perceived by the employee) between: how the employee is treated by the employer, and what the employee puts into the job. The words 'employees' or 'staff' or 'workforce' are equally appropriate in the above description. At a deeper level the concept becomes increasingly complex and significant in work and management - especially in change management and in large organizations. Interestingly the theory and principles...
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...IMPORTANCE OF LEADERSHIP AND MANAGEMENT IN PUBLIC HEALTH 1.1 INTRODUCTION: When it comes to the topic of leadership and management, there are questions regarding if there is any difference between leadership and management, many writers and authors have found it useful to distinguish between management and leadership; although there is some overlap, differentiating between these two key terms helps to explain some of the assumptions made and expectations of people working in complex integrated care settings. An appropriate definition can help differentiate between these key terms; management can be defined as working with and through individuals and groups and other sources to accomplish organisational goals (Hersey and Blanchard, 1988) while leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purpose (Rost and Barker, 2000); to further clarify the polemics about the difference between the terms, a look into another definition; according to Drucker (1999), management is a social discipline that deals with the behaviour of people and human institutions, while according to Jones and Jenkins (2006), leadership is a set of initiatives and responses between the people for the purpose of achieving mutual objectives intended to result in collective effectiveness and personal enrichment over time. From both definitions, it is obvious there is robust difference between both terms, although it has being deduced...
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...the role of leadership and how an organizations performance is impacted by leadership and leadership development. The paper discussed Alan Mulally’s leadership styles and gives examples of how Mulally’s actions fit those leadership styles. The paper talks of how Ford Motor Company’s performance is impacted by Alan Mulally’s goal setting. The paper speaks to how Mulally’s communication openness impacts Mulally’s message transmission, trust and agendas and leadership. The paper concludes with the author’s opinion of whether Alan Mulally should continue using the particular leadership he is currently using. Alan Mulally, CEO, Ford Motor Company Leadership is a term that is widely used in all aspects or out lives. “Leadership is the process of developing ideas and a vision, living by values that support those ideas and that vision, influencing others to embrace them in their own behaviors, and making hard decisions about human and other resources.”(Hellriegel & Slocum, 2011, p.4). Leaders must be able to lead by example, be inventive, and not be afraid to be held accountable for everything that takes place in an organization. In any organization that has a long track record of success you can find a strong leader. Leaders come up with the ideas, develop the people around them, set goals for those people, and are responsible for all of the outcomes that may arise. This paper will discuss Alan Mulally’s role as a leader of Ford Motor Company, and how leadership roles can affect...
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...Introduction Many people usually think that leadership and management are similar. You cannot say that good managers are also good leaders. Managers are usually performing their management tasks in the right way but now showing that they could be great leaders too. To be able to become a good leader will allow a good view amongst the normal managers. A managers deals with the day to day tasks of a company such as planning, organizing and controlling but when someone is a great leader they are able to make changes in the work place. Leading has the value to be set as an example and also creating a good person that their goals must always be met. Management involves organizing the structure of the company, bringing in good employees to the company and also controlling events and other business activities. While leadership keeps the employees to work hard enough to pass by other obstacles and focus on becoming better in the future. The typical manager tends to focus of usual daily performances and short term revenue towards the business. They just do things while they are on the move, which in my opinion is fine if you are only planning to manage, but if you are looking to more professionalism and long term goals then you must have more potential on becoming a leader than a manager EXAMPLE An example of an extraordinary pioneer is Mary Kay Ash. Ash molded a prospering cosmetics organization by and for ladies by utilizing a big deals force and unique motivational deals systems...
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...“Management is about arranging and telling. Leadership is about nurturing and enhancing.” The management role is ‘getting things done by other people’ (Parker Follet, 1941) So management can be described as ‘the process of optimizing human, material and financial contributions or the achievement of organizational goals’. (Pearce and Robinson, 1989) At first glance a manager’s role is to organise, supervise and control people so that there is a productive outcome to work. The managers role is not the same as that of a supervisor although it may include supervision, it is not the same as monitoring or recording although it may also include these functions, it is a wider and deeper, more creative and innovative role. The idea of ‘getting things done by other people emphasises the fact that mangers achieve organizational objectives by arranging for other people to perform whatever task is required and do not necessarily carry out the tsk themselves.. A more modern dynamic view of management would suggest that it should be based on innovation and on satisfying the customer. The emphasis is not on running the organization, although it remains an essential part of the management role, so much as on planning developing and changing it. (Hannagan, 2008) Models identify the key variables, suggest possible relationships and predict the possible outcomes of change. The more accurately the model represents the reality it is describing, the more useful it will be. Models represent...
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...Leadership Assumptions about Human Nature Why do some managers believe that the only way to manage employees is to force and coerce them to work while others adopt a more humane approach? Douglas McGregor, an MIT Sloan School of Management professor, believed that a manager’s actions toward employees were dictated by having one of two basic sets of assumptions about employee attitudes. His two contrasting categories, outlined in his 1960 book, The Human Side of Enterprise, are known as Theory X and Theory Y. According to McGregor, some managers subscribe to Theory X. The main assumptions of Theory X managers are that employees are lazy, do not enjoy working, and will avoid expending energy on work whenever possible. For a manager, this theory suggests employees need to be forced to work through any number of control mechanisms ranging from threats to actual punishments. Because of the assumptions they make about human nature, Theory X managers end up establishing rigid work environments. Theory X also assumes employees completely lack ambition. As a result, managers must take full responsibility for their subordinates’ actions, as these employees will never take initiative outside of regular job duties to accomplish tasks. In contrast, Theory Y paints a much more positive view of employees’ attitudes and behaviors. Under Theory Y, employees are not lazy, can enjoy work, and will put effort into furthering organizational goals. Because these managers can assume that employees...
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...early 1920, Disney made it their mission to seek leaders who are competent in making daily decisions. Leaders have to have “the ability to influence a group toward the achievement of a vision or set of goals (Ch. 12 pg. 376). The leaders of Walt Disney are the board of directors and the management team. The board of directors consist of ten members with Robert A. Iger being the chairman and chief executive officer. Management consists of fifth teen members with Andy Bird as the corporate chairman and Bob Chapek as the president of the business unit. Each member has their style of leadership that work for the committee. Some styles of leadership that can be found within the committee are charismatic leaders, transactional leaders, and authentic leaders. Charismatic leaders are those who have “a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities” (Ch. 12 pg.387). CEOs of a company are normally the ones who are classified as a charismatic leader. There are two sides of a charismatic leader, a good side and the dark side. The dark side of the leader may “use their powers to remake companies in their image and allow their interest and personal goals to override the goals of the organization (Ch. 12 pg. 390). This leader communicates with its members on a day-to-day basis and is more effective than the charismatic leader...
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...What is leadership? Leadership is having the ability to give guidance to those that will follow to complete the mission. Leadership is both rational and emotional. It involves both sides of human experience. It includes actions and influences based on reason and logic as well those based on inspiration and passion. Leadership is a social process shared among all members of a group. Leadership development comes through experience. We all learn from our different experiences. Whether positive or negative, they are our tools for growth and development. What is management? Management is a position of authority. Management says what need to get done and supplies the material to get it done. Management tends to be the more educated than the experienced. Managers can be trained to hold a position. Management is a position of leadership. Can leadership and management be the same? Leadership and management are not the same. Anyone can be a manager and not have any followers. Being able to manage is knowing the aspects of a mission. A leader knows the aspects, has the knowledge and the skills to accomplish the mission. But leadership and management work hand in hand with each other. The management sets the stage and the leadership makes it happen. Leadership is a human relationship process. No scientific method can be used for testing leadership. Leadership is based on human factors and no two humans are the same. Managers are not only interested in status quo, but also production, expansion...
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...Almost everyone in business is aware of Apple’s amazing product success and the extraordinary leadership of Steve Jobs. Some would say that it’s the corporate culture of the company that has allowed them to go from solely a computer company to being known for its ability to come out with path-breaking products. That culture has also been tied to the innovation created at Apple and how they became the pioneer of the “Work Hard Play Hard” ethic. When Steve Jobs returned to Apple in 1996, he totally change the whole organization. With the help from his Human Resources Director, Jay Elliot, he reorganized the hierarchy of the company from the more traditional functioning vertical organization designed by the previous CEO to a flat organization, launching open communication policies and recruiting employees who were genuinely excited about creating products for the company (Shelly, 2011). Steve Job’s leadership skills and the principles for hiring the right people and developing management policies were the basis for Apple’s start and what has helped shaped the organization and defined their corporate culture. Apple's human resource management attracts a quality workforce by attracting visionary people that think freely and can see the potential in different objects. It does this through excellent human resource planning, job specifications, recruiting and the selection process. It all begins with hiring the right people, so how does Apple go about finding the best people who...
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...08 Fall 08 Fall 7012 Organizational Change Assignment Cover Sheet Change Leader Interview (NB: Fictional Corporation) By: Due: Word count: 1975 Contents Page Heading: Page Executive Summary ii 1.0 Introduction 1 2.0 Change Leader Roles 1 2.1 Description of Context 1 2.2 Description and Analysis of Change Roles Undertaken 2 3.0 Change Leader Effectiveness 3 3.1 Assessment of Competencies Demonstrated 3 3.2 Assessment of Change Leader Effectiveness 4 4.0 Lessons Learned from the Interview 5 4.1 What Has Been Learned 5 4.2 How This Can Be Applied To Future Work Situations 5 5.0 Conclusion 6 Reference List 7 Appendix A Details of Interviewee and Questions Asked 9 i Executive Summary: With the aim of analyzing the effectiveness of a chosen change leader, the following report presents the information gained through an interview conducted with Chris Smith, Area Manager at Pacific Bank. The report begins with outlining the recent transformational changes at Pacific Bank, and explains the roles Chris played when leading his team of 30 employees through these. Relevant literature is then analyzed to reveal that Chris effectively demonstrated the competencies of communication, self-awareness and authenticity, concern for others, vision, and involvement, all necessary to successfully lead transformational change. The report goes on to highlight an increasing...
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