KC: Management
Management is a broad term that is applied to a range of people in different types of organization and in dif-ferent contexts. In essence, management is the balancing of external and internal influences, the coordination of activities and of people to achieve the goals of the organization. There is often some discrepancy between definitions of management in theory and management practice.
Types of power:
- position power
- reward power
- charisma power
- political power
- expertise power
Activities of managers:
- forecasting* planning* commanding* organizing* coordinating* communicating* motivating* controlling
Models of management:
- rational goal models* internal process models administrative management * human relations models motivation models* open systems models* responsive management models* fashions, fads and gurus.
Core management tasks for administrative management:
- planning
- organising
- commanding
- coordinating
- controlling
Informational roles
- monitor
- disseminator
- spokesperson
Interpersonal roles
Figurehead
Leader
Liaison
Decisional roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Luthans meaning of success and effectiveness
Success was measured in terms of whether managers had been promoted. Effectiveness was measured by reference to the team’s performance and their level of satisfaction.
Luthans four types of activity
- communicating
- traditional management seen in terms of planning, decision making, controlling and so on
- networking, especially outside the organization and engaging in organizational politics
- human resource management in terms of staffing, motivating, handling conflict and so on.
KC: Leadership
Whereas management focuses on coordination, leadership is concerned with influencing the performance of individuals and groups and inspiring them to higher levels of performance. There are links between leadership and innovative thinking, and leadership is currently thought by many to be the determining factor in the success of the organization.
Six traits that differentiate leaders from non-leaders
- ambition and energy* desire to lead* honesty and integrity* self-confidence* intelligence* job relevant knowledge.
Core skills of leadership
- technical skills (internal and external)
- conceptual skills
- people skills
The Ohio studies two leadership styles
- considerate style
- initiating structure
Michigan studies two leadership styles
- employee or relationship oriented
- task oriented
Four systems of management/leadership
- exploitative autocratic
- benevolent autocratic
- participative
- democratic
Blake and mouton on the Ohio studies
Leaders have one dominant stye but that style could be varied, most had a backup plan
Fiedler’s contingency theory
- leaders preferred style
- leader-member relations
- task structure
- leader position power
Path goal model
- directive
- supportive
- achievement oriented
- participative
Transformational leadership:
is suited to conditions of uncertainty and change. Burns intro-duced the concept of transformational leadership, which he summed up as occurring when, ‘. . . one of more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality’ (Burns, 1978, p. 26). It is associated with charisma, vision and inspiring the group to change and achieve exceptional performance
Transactional leadership
s seen as the standard management approach. It is an exchange process. Employees are told what is expected of them and what rewards will follow if they meet these expec-tations and what punishments will follow if they do not
Charismatic leadership
is about inspiring others to follow and focuses on the characteristics and behaviour of the leader.
