![ManagementManagement
What is Management?What is Management?
McLaughlin (1994) says that:McLaughlin (1994) says that:
““Management can be defined as the effective utilization ofManagement can be defined as the effective utilization of
resources (both human and material) to achieve anresources (both human and material) to achieve an
organization’s objectives”. (p.3)organization’s objectives”. (p.3)
Hunter (1991)Hunter (1991) “In some ways the task of supervising is“In some ways the task of supervising is
more demanding than that of more senior management.more demanding than that of more senior management.
The managing role can be described under five headingsThe managing role can be described under five headings
[…]. These are:[…]. These are:
PlanningPlanning
OrganisingOrganising
DirectingDirecting
ControllingControlling
Staffing.”Staffing.”](https://image.slidesharecdn.com/2008migmanagementandleadership2-160302072032/85/Management-and-Leadership-2-320.jpg)
Management and Leadership
- 1. Management and LeadershipManagement and Leadership VATL MeetingVATL Meeting
- 2. ManagementManagement What is Management?What is Management? McLaughlin (1994) says that:McLaughlin (1994) says that: ““Management can be defined as the effective utilization ofManagement can be defined as the effective utilization of resources (both human and material) to achieve anresources (both human and material) to achieve an organization’s objectives”. (p.3)organization’s objectives”. (p.3) Hunter (1991)Hunter (1991) “In some ways the task of supervising is“In some ways the task of supervising is more demanding than that of more senior management.more demanding than that of more senior management. The managing role can be described under five headingsThe managing role can be described under five headings […]. These are:[…]. These are: PlanningPlanning OrganisingOrganising DirectingDirecting ControllingControlling Staffing.”Staffing.”
- 3. The Management ProcessThe Management Process Management seen as a set of circles of Influence Managing External Relationships Manage Self Manage the Team Managing the Organizational interface
- 4. Management TheoriesManagement Theories Weber: Bureaucratic Model of Management: ChainWeber: Bureaucratic Model of Management: Chain of Commandof Command Taylor: Scientific management: time and motionTaylor: Scientific management: time and motion Mayo: Norms powerful control over workersMayo: Norms powerful control over workers Maslow: Needs HierarchyMaslow: Needs Hierarchy McGregor: Theory X and Theory YMcGregor: Theory X and Theory Y Hertzberg: Hygiene or Motivation theoriesHertzberg: Hygiene or Motivation theories Likert: Human behavior/motivation and leadershipLikert: Human behavior/motivation and leadership style associations.style associations.
- 5. Leadership: A Facet of ManagementLeadership: A Facet of Management Managers think incrementallyManagers think incrementally Leaders think radically “Leaders think radically “ Managers do things right, whileManagers do things right, while Leaders do the right thing” (Pascale)Leaders do the right thing” (Pascale) Managers follow the rules; Leaders follow their intuitionManagers follow the rules; Leaders follow their intuition Leaders stand out by being different.Leaders stand out by being different. They question assumptions and are suspicious of tradition.They question assumptions and are suspicious of tradition. They seek out truth and make decisions based on fact notThey seek out truth and make decisions based on fact not prejudiceprejudice Leaders are observant and sensitive people. They knowLeaders are observant and sensitive people. They know their team and develop mutual confidence within it (Fenton)their team and develop mutual confidence within it (Fenton)
- 6. Management Vs LeadershipManagement Vs Leadership Management Vs Leadership Coping with Complexity Coping with change Planning and Budgeting Setting a Direction Organizing and Staffing Aligning People Controlling and Problem solving Motivating People Replacement Planning Career Development of Potential leaders
- 7. SubjectSubject LeaderLeader ManagerManager EssenceEssence ChangeChange StabilityStability FocusFocus Leading peopleLeading people Managing workManaging work HaveHave FollowersFollowers SubordinatesSubordinates HorizonHorizon Long-termLong-term Short-termShort-term SeeksSeeks VisionVision ObjectivesObjectives ApproachApproach Sets directionSets direction Plans detailPlans detail DecisionDecision FacilitatesFacilitates MakesMakes PowerPower Personal charismaPersonal charisma Formal authorityFormal authority Appeal toAppeal to HeartHeart HeadHead EnergyEnergy PassionPassion ControlControl DynamicDynamic ProactiveProactive ReactiveReactive PersuasionPersuasion SellSell TellTell RulesRules BreaksBreaks MakesMakes LikesLikes StrivingStriving ActionAction RisksRisks TakesTakes MinimizesMinimizes ConflictConflict UsesUses AvoidsAvoids DirectionDirection New roadsNew roads Existing roadsExisting roads CreditCredit GivesGives TakesTakes BlameBlame TakesTakes BlamesBlames
- 8. Comparison of three leadership styles Boss-centered Subordinate-centered Leadership leadership Use of authority By the manager Area of freedom For subordinates Manager makes decision and announces it Manager “sells” decision Manager presents ideas and invites questions Manager presents tentative decision subject to change Manager presents problem, get suggestions, makes decision Manager defines limits, asks groups to make decision Manager permits subordinates to function within limits defined by superior Range of behaviour
- 10. Factors Needed for SuccessfulFactors Needed for Successful ChangeChange • What happens if some or one of the steps are missing? 1. No Pressure for Change= Bottom of the box 2. No Shared Vision=A quick start that fizzles Pressure for Change Clear shared Vision Capacity for Change Capacity for Change Actionable first steps Actionable first steps Model the way Model the way Reinforce & Solidify Change Reinforce & Solidify Change Evaluate & Improve Evaluate & Improve Bottom of the Box Quick start that fizzles 3. No Capacity for Change= Anxiety and frustration Pressure for Change Clear shared Vision Actionable first steps Model the way Reinforce & Solidify Change Evaluate & Improve Anxiety & frustratio n
- 11. 4. No Actionable first steps, plans, etc.= Haphazard efforts, false starts 5. No modeling or leading the way= Cynicism and distress 6. Lack of Reinforcing and solidification of change= Staff go back to old ways 7. No evaluation or improvement of products or processes Skepticism and stagnation (Adapted from the HR Monthly March 1998 p. 22) Pressure for change Pressure for Change Pressure for Change Pressure for Change Clear shared Vision Clear shared Vision Clear shared Vision Clear shared Vision Capacity for Change Capacity for Change Capacity for Change Capacity for Change Actionable first steps Actionable first steps Actionable first steps Model the way Model the way Model the way Reinforce & Solidify Change Reinforce & Solidify Change Reinforce & Solidify Change Evaluate & Improve Evaluate & Improve Evaluate & Improve Haphazard efforts, false starts Cynicism & Distrust Back to old ways Skeptical & Cynical
- 12. Quotes:Quotes: Heraclities 535 475 BC notes that there is nothing permanent except‑Heraclities 535 475 BC notes that there is nothing permanent except‑ change.change. Anatole France all changes, even longed for change have theirAnatole France all changes, even longed for change have their melancholy, for what we leave behind us is part of ourselves; we mustmelancholy, for what we leave behind us is part of ourselves; we must die one life before we can enter anotherdie one life before we can enter another Alfred North Whitehead Accept change and get stability resistance‑‑Alfred North Whitehead Accept change and get stability resistance‑‑ produces chaos. He suggests that the art of progress is to preserveproduces chaos. He suggests that the art of progress is to preserve order amid change and to pressure change among order.order amid change and to pressure change among order. "The past is gone; the present is full of confusion; and the future scares"The past is gone; the present is full of confusion; and the future scares the hell out of me" (D.L. Stein).the hell out of me" (D.L. Stein). Advanced Library and Cultural Studies Project2008.docAdvanced Library and Cultural Studies Project2008.doc
- 13. Adoption of ChangeAdoption of Change Changeisadoptedatdifferentrates: #of People Bellcurve Innovators Early Early Late Late Die Adopters MajorityMajority Adopters Hards Time
- 14. Rate of ChangeRate of Change Percentage of people adopting a change 20% unstoppable 5% embedded Time • When 5% of the people adopt the change it is said to be embedded. • When 20% of staff adopt the change it is said to be unstoppable.
- 15. Self HelpExercise24ChangeLeadershipindicators Instructions:TickorcrosstheYesorNoboxestothefollowingstatements Yes No ChangeLeadershipindicators □ □ Moreemployeeinvolvementat alllevelsof decisionmaking? □ □ Increasedemphasisonmeaningful work? □ □ Moreresponsibilityandaccountabilityforindividualemployees? □ □ Fewermanagersandmoreparticipationintheformofself-managingteams? □ □ Aflatterorganisationalstructure? □ □ Peopleresponsiblefortheirown skilldevelopment. □ □ Afocus onhumancapitaldemonstratedbyincreasesintraining,retraining □ □ Anatmospherethat encouragesmutual respectandtrust □ □ Aneedforcontinuouslearning □ □ Anincreaseintheprotectionofemployeerights. □ □ Programsthatsupportbalancingwork andfamilylife. □ □ Increasedencouragementoflearningandcreativityawayfromtheworkplace □ □ Better recognition andrewardforsuperiorperformance? . □ □ Smallermanagerial groups □ □ Greaterdiversityintheworkplace □ □ Continuousneed forworkerswithspecialisedskills.(Adaptedfrom Scott,p. 7).
- 16. Tick the following checklist to identify problems which arose from your manager/you! Problem 1 Ignoring Resistance Yes No Solution Ignoring or resisting resistance: □ □ Invite comments; Denying resistance makes it go deeper. □ □ Listening and good communication Blame, everyone wants to blame you. □ □ Everyone is angry at you. Problem 2 Jumping Ahead Yes No Solution Jumping to team building: □ □ The group needs a chance to complain when a group is in denial, and assess their loss before beginning resistance or early moments of exploration to rebuild trust and co-operation Problem 3. Pushing Productivity Yes No Solution The Draino approach: pushing productivity □ □ Work on team building and support too soon. If you demand it you will get it. Try to give team a chance to rebuild Employees respond in the short term skills, trial and test new products or but plateau and then decrease their productivity. procedures The danger is of a clogged organisation where everything breaks down. Problem 4. Scroogs-itis. Yes No Solution focus is primarily on economic factors; □ □Within your ability as a manager people hear through their wallets provide direct incentives not through their ears. ensure financial security * increase earning potential * provide cost/benefit analysis
- 17. Problem 5: Buried Treasures: Yes No Solution Here the benefits are not spelled out. □ □ Within your ability as a manager Those affected are not involved. clarify specific and personal benefits * involve those affected in planning Problem 6: Ugly Baby syndrome: Yes No Solution Here people have worked hard to develop □ □ Avoid negative comments their way of doing something and feel like Recognize the past you are criticizing their little baby. Focus on enhancements * Get direct involvement Problem 7: Defensive fence building: Yes No Solution Characteristics, people put up a fence □ □ Stroke egos around their egos because they feel incompetent. Demonstrate how direct * involvement is necessary * ask for advice and help from staff • Problem 8: Comfortable habits: Yes No Solution • Characteristics, people feel safe, secure □ □ Find good in the past and present ways • and comfortable in what they do. focus on enhancement • They take on the attitude "not to upset provide a taste-test to loosen attitudes • the apple cart". evaluate impacts • relate change to organisational goals (Adapted from Chang, p. 95-99).
- 18. BibliographyBibliography McGowan, John, Miller, Paul, Management vs Leadership in the School Adnimistrator, 2001McGowan, John, Miller, Paul, Management vs Leadership in the School Adnimistrator, 2001 http://www.aasa.org/publications/saarticledetail.cfm?http://www.aasa.org/publications/saarticledetail.cfm? mnitemnumber=&tnitemnumber=1995&itemnumber=3225&unitemnumber=&pf=1&snitemnumber=95mnitemnumber=&tnitemnumber=1995&itemnumber=3225&unitemnumber=&pf=1&snitemnumber=95 00 The difference between management and leadershipThe difference between management and leadership http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html#Topic5http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html#Topic5 Leadership vs management inLeadership vs management in http://changingminds.org/disciplines/leadership/articles/manager_leader.htmhttp://changingminds.org/disciplines/leadership/articles/manager_leader.htm The difference between leadership and management http://www.teamtechnology.co.uk/leadership-The difference between leadership and management http://www.teamtechnology.co.uk/leadership- basics.htmlbasics.html
Editor's Notes
- #4: What has this to do with management theories?
- #5: Used to Explain Human Behaviour in different contexts:
- #6: Are you a leader or a manager? Many people by the way are both, they have management jobs but they realise that you cannot buy hearts, especially down difficult paths, so they act as leaders too. Research indicates managers tend to come from stable backgrounds, led relatively normal comfortable lives, which leads them to be risk averse and seek to avoid conflict where possible that is run the happy ship Many people by the way are both, they have management jobs but they realise that you cannot buy hearts and minds esp down difficult paths, so they act as leaders too. Research indicates managers tend to come from stable backgrounds, lead relatively normal comfortable lives, which leads them to be risk averse and seek to avoid conflict where possible that is run the happy ship.