The Irony of Management
The greatest ion of the concept of management is that it is often mistaken for leadership. In most cases, successful managers are labeled leaders. Thus, if one manages his responsibilities well by adopting the right approaches, they will naturally become leaders. After all, leadership is all about managing high order things. In a nutshell, leadership focuses on setting direction or vision for an organization, which every member of the organization should follow. On the other hand, management controls, directs and coordinates people and resources in accordance with organization principles, values and established objectives. Essentially, leadership is one quality that a manager should have (Stephen & Halsey, 2001).
Our Stolen Focus
The traditional focus of the business world has been hijacked by over concentration on leadership. While the two concepts do not represent the same thing they are closely related and complementary, and, therefore, go hand in hand. With the increasing complexity of organizations, the roles of leadership and management have become integrated. Their common aim is to increase organizational efficiency by nurturing skills, developing talents and inspiring results to help organizations meet strategic business objectives. In light of this, the traditional notion of roles that differentiated leadership from management is increasingly becoming overlapped, and thus, an individual can act as both the manager and leader (Markaz, 2003).
Effectively Flexible Management
An effective manager should be able to adjust between various styles and circumstances as the business environment may dictate (Colm, 2009). Correspondingly, employees should be able to switch together with the manager so...
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...ieving certain objectives. Resourcing refers to manipulation and deployment of financial resources, human resources, natural resources and technological resources. Thus, management is the act of organizing and coordinating activities in an organization, in line with desired policies so as to achieve desired objectives or outcomes.
References
Markaz, I., (2003), Leadership and management in the information age. Cairo: Oxford University Press
Stephen, R. and Halsey, R., (2001), Organizational management: concepts and practice. New York: Intext Educational Publishers
Shamil, N., (2001). People and organizational management in construction. Boston: Thomas Telford
Colm, C., (2009) Management and Leadership Article: Leadership, Leadership, Are We All Chanting the Wrong Mantra? Retrieved from
http://www.colmmccormack.com/documents/LeadershipArticle.pdf
For this report I interviewed two managers of my choice, I investigated whether I could identify the two managers as hybrids and to what extent the following was the managerial escalator. I also identified to what extent it is possible to identify a Managerial Gap with either Manager. At the end, I discover the strategies which the employing organization has utilized in order to support these managers. Introduction This report sets the terms followed by managers. The report will be split into 3 different parts.
Leadership is the ability to influence employees to voluntarily pursue organizational goals. Leadership is vision, enthusiasm, love, trust, passion and consistency. Management is to pursue organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling organizations resources. Leadership and management are not the same. They are not interchangeable. Leadership is coping with change and management is coping with complexity (Williams 444).
The systematic and scholarly study of leadership consumed much of the twentieth century and continues to remain a vital topic of discussion today. Theories abound as to what makes one a good leader and, despite the continued efforts of many, no single operable expression of the meaning of leadership exists. In an attempt to address this issue James Kotterman wrote, “Leadership Versus Management: What’s the Difference.” The following review shall briefly summarize Kotterman’s article and follow with conclusions based on the experiences of this author.
If Beverly knew about this management styles before heading into the job at Gridlock Meadows she might have been more prepared for what was about to come. This paper might have come off a little bias but remember that each management style has its positive aspects as well as negative ones. The key is recognizing the management style and how to work with each one you may encounter.
Leadership is not a position but an action that is undertaken by an individual. Leadership is not just about giving orders, yet it is the action of serving others. According to Robert Townsend, “A leader is not an administrator who loves to run others, but someone who carries water for his people so that they can get on with their jobs” (2013). A good leader will support his or hers employees because a leader is not judged on their own actions, but they are judge on the success of those that they support. In the modern era, we look at business leaders in the same way that historians view military commanders or kings of the past.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Presently many of us have learned that managers are primarily administrators who have learned to write business plans, utilize their resources and keep track of progress. We must learn that we are not limited by job title, and that means we can utilize our management skills in any position that we are in. We must also know that we can use our leadership skills in the same situations. On the other hand we have also learned that leaders are people who have an impact on those that surround them. The main difference that separates these two roles is that management is a function that must be utilized in any type of business, and leadership is the relationship that the leader has with his followers, which in turn can motivate and energize the organization.
Gone are the days of a manager yelling and throwing a chair against a wall during a meeting. Management styles have moved to a more composed approach, one which works to enlist the employees support, rather than scare employees into achievement. Conclusion
Leaders are the individuals who help to create options and opportunities. They help in identifying the choices and solve the problems. They build commitment and coalitions. Leaders do this by inspiring others and working along with them to construct the shared vision of the possibilities and commitments of a better group, organization or community. They engage the followers in such a way that most of the followers become leaders in their own right. The variety of demands of an increasingly complex world very often require that leadership be shared by most of the members of an organization, in appropriate ways for different situations. A leader is the on...
When considering the term management, there has always been a common miss conception that this automatically makes an individual a leader. Leadership is only a single element of the management role. Many times managers are more comfortable utilizing a particular leadership style. While this may work well the majority of the time, certain employees or situations may require a different approach. Good leadership requires that the individual recognize the need for change to motivate their employees to accomplish the task at hand or to reach common goals. Understanding the importance of leadership is essential. However, the key element to focus on is what steps can be taken to improve one’s leadership capabilities. For many individuals this may be a difficult question to answer and may only be possible through self-assessment and reflection.
The concept of flexibility has permeated much of current human resources management thinking, providing justification for recent developments in more flexible and variable working patterns. Its need arises from the following:
The method of leadership is almost as similar as management, and a leader can be a manager. “Both management and leadership are seen as positions of responsibility or accountability in an organization” (Edwards, Schedlitzki, Turnbull, & Gill, 2015). Leadership and management can relate and overlap within the roles and functions and are similar within one another in meaning. Together leadership and management direct the actions of a group or individually.
Leadership and management are two words that are commonly mistaken; the relation and the differences between them are often unclear. Leadership can be defined as the ability to influence a group toward the achievement of a vision or a set of goals." Managers are there to plan, organize, lead and monitor employees' activities. Leaders also have to be able to guide an organization through change. As we will see later, vision is a crucial component in the success of this task.
Leadership and management are two fundamental concepts which are involved in the effective management of organizations. Leadership in my opinion is a complex concept, which includes association of human qualities and the result of their activities. To be a great leader means not only following own visions, but also work towards company’s goals.
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their