MANAGEMENT & LEADERSHIPPeople in Organizations

Objectives After viewing this series of slides,

students should be able to: define the concept of management understand the main functions of a manager Understand the role of a manager. Explain the importance of good management

to the success of a business Analyse the differences between McGregor’s

Theory X and Theory Y Explain the different leadership styles and

emotional intelligence.

Management

Definition Management is defined as a process of

attaining goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources.

A manager is responsible for setting objectives, organizing resources and motivating staff so that the organizational goals are achieved.

The functions of management Functions:

1. Planning and setting objectives2. Organizing resources 3. Directing and motivating staff4. Coordinating activities5. Controlling and measuring performance

Planning

Planning is a management function concerned with defining goals, objectives, and strategies and resources use needed to attain the organizational goals.

Planning is a function which is the largely the responsibility of top managers. They set the strategic objectives, which are then translated into tactical plans and objectives by the middle managers.

Organizing

Organizing is that management function concerned with assigning tasks, grouping tasks into departments and allocating resources to departments.

Top managers in performing the function of organizing determine the structure the organization should take to work towards the organization’s objectives.

Directing

Directing is a management function which involves leadership skills. In performing this function managers influence and motivate employees to achieve the organizational objectives.

Coordinating

Coordinating is ensuring that all departments in the organization are working towards the same objectives, that is creating a synergy which says that every one is focused in the same direction.

Controlling

Controlling speaks to the monitoring of employees’ activities and making corrections as the employees deviate. The basic functions of control are:1. establishing standards2. Measuring performance against

standards3. Taking corrective actions where

appropriate

Henry Mintzberg (1973)

Management roles

Managerial roles

Henry Mintzberg identified ten managerial roles managers perform in executing their duties. He divided these ten roles into three groups, namely: Interpersonal roles - pertain to relationship

with staff and motivating them. Informational – acting as a source of

information, receiving and transmitting information, developing information networks.

Decisional roles – making decisions and allocating resources to meet the organizational objectives

Interpersonal role

Role title Activities

Interpersonal

Figurehead Performing ceremonial and symbolic duties of a social and legal nature, such as greeting people and signing legal documents.

Leader Motivating subordinates, training managers/staff, and communicating with subordinates.

Liaison Maintaining information links with managers of other divisions through email, phones and meeting

Informational role

Role title Activities

Informational

Monitor Collecting data relevant to business operations, maintain personal contacts

Disseminator Sending information collected to external and internal sources

Spokesman Communicating information about the organization to outsiders through speeches, reports, media

Decisional role

Role title Activity

Decisional role

Entrepreneur Looking for new opportunities to develop business

Disturbance handler Taking corrective action during disputes or crises; resolving conflict , responding to changing situations that may put the business at risk

Resource allocator Deciding who gets resources, deciding on expenditure

Negotiator Representing the organization during negotiations with unions, government, purchasing agreements.

The art of influencing and motivation people towards achieving an common objective

Leadership

Qualities of a good leader desire to succeed and natural self

confidence ability to think, to be creative and to

encourage other to do the same. Incisive mind

Leadership styles

Theorists believe that effective leadership depends on the way in which people are lead. There are different ways of leadership or

leadership styles:a) Autocratic b) Democraticc) Paternalisticd) Laissez-faire

Leadership styles Autocratic leadership – keeps all

decision-making at the centre of the organization

Democratic leadership – allow workforce participation in the decision-making process.

Paternalistic leadership – the managers knows what is best for the organization

Laissez-faire leadership – decision-making is left to the workforce.

Autocratic leaders

Main features Drawbacks

Leader take all decisions

Gives little information to staff

Supervise workers closely

One-way communication

Demotivates staff Decisions do not

benefit from staff

Democratic leadership styleMain features Drawbacks

Participation encourage

Two-way communication, which allows feedback

Consultation with staff can be time consuming

Some issues too sensitive for staff involvement

Paternalistic

Main features Drawbacks

Managers do what they think is best for workers

Managers want workers to enjoy their jobs

Likelihood of managers emphasizing ‘ I know best’ and not allowing for employee initiative.

Laissez-faire leadership styleMain features Drawbacks

Managers delegate all authority and decision-making powers

Not all workers can perform on their own initiative

Lack of feedback can lead to demotivation

Leadership styles

The best leadership style depends on: Attitude and skills of the employees Employee training the nature of the tasks The degree of risk involved The group norms The supervisor’s tolerance for ambiguity The time horizon

Douglas McGregor

McGregor’s Theory X and Theory Y

McGregor’s theory X and Theory Y

Theory X managers believe that workers

Theory Y manager believe that workers

Dislike work and avoid it if they can

Avoid responsibility Employee prefer to be

directed Employees must be

coerced, controlled and threatened

Think work is as natural as play

Employees will accept responsibility

Employee will exercise self-direction and self-control

Employees are generally quite creative

Daniel Goleman

Emotional intelligence

Emotional intelligence (EI) The ability of managers to

understand their own emotions, and those of the people they work with, to achieve better business performance.

Daniel Goleman component of EI : Self-awareness Self-management Social awareness Social skills

Components of emotional intelligence

Self-awareness - being aware of what one is feeling

Self-management – the ability to control disruptive or harmful emotions and balance one’s mood so that stress does not hinder one’s thinking.

Social awareness – sensing how others are feeling.

Social skills –handing emotions in relationships well and understand the various social situations; using social skills to persuade, negotiate and lead.