INTRODUCTION TO MANAGEMENT

. . . management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. STEPHEN R. COVEY

. . . no executive has ever suffered because his subordinates were strong and effective. PETER DRUCKER

The relationship between leadership and management continues to prompt some debate, although there clearly is a need for both. Leadership is viewed by some as one of managements many functions; others maintain that leadership requires more complex skills than management and that management is only one role of leadership; still others delineate between the two. Others argue that management emphasizes controlcontrol of hours, costs, salaries, overtime, use of sick leave, inventory, and supplies whereas leadership increases productivity by maximizing workforce effectiveness.

Encarta World English Dictionary defines management as the act of handling or controlling something successfully or the skillful handling or use of something such as resources. Both definitions imply that management is the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources. The act, manner, or practice of managing, handling, supervision, or control is another description of management.

Managers typically: have an assigned position within the formal organization have a legitimate source of power due to the delegated authority that accompanies their position are expected to carry out specific functions, duties, and responsibilities emphasize control, decision making, decision analysis, and results manipulate people, the environment, money, time, and other resources to achieve organizational goals have a greater formal responsibility and accountability for rationality and control than leaders direct willing and unwilling subordinates

Management is the process of leading and directing all or part of an organization through the deployment and manipulation of resources.

Leadership Roles

Ten Fatal Leadership Flaws

A lack of energy and enthusiasm

Acceptance of their own mediocre performance

Lack of a clear vision and direction Having poor judgment Not collaborating Not walking the talk Resisting new ideas Not learning from mistakes A lack of interpersonal skills Failing to develop others

The Management Process

During the 1920s, worker unrest developed. The Industrial Revolution had resulted in great numbers of relatively unskilled laborers working in large factories on specialized tasks. Thus, management scientists and organizational theorists began to look at the role of worker satisfaction in production. This human relations era developed the concepts of participatory and humanistic management, emphasizing people rather than machines.

Management Theory Development 1900-1970

During the human relations era, many behavioral and social scientists studying management also studied leadership. For example, McGregors (1960) theories had as much influence on leadership research as they did on management science. As leadership theory developed, researchers moved away from studying what traits the leader had and placed emphasis on what he or she didthe leaders style of leadership.

Democratic leadership, appropriate for groups who work together for extended periods, promotes autonomy and growth in individual workers. This type of leadership is particularly effective when cooperation and coordination between groups are necessary.

Characteristics Associated with Leadership

Authoritarian leadership results in welldefined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. Productivity is usually high, but creativity, self-motivation, and autonomy are reduced. Authoritarian leadership is frequently found in very large bureaucracies such as the armed forces.

The laissez-faire style can be frustrating; group apathy and disinterest can occur. However, when all group members are highly motivated and selfdirected, this leadership style can result in much creativity and productivity. Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions.

Transactional leaders focus on tasks and getting the work done. Transformational leaders focus on vision and empowerment.

Nine Factors of Full Range Leadership Theory

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