Other set/recurring tasks – meetings, staff appraisal, etc.
Informational role/communication tasks
Decision-making role/planning tasks
Fayol’s Theory
Management plans, organizes, commands, coordinates, and controls business activities
Need for division of labor, specialization, military-like structure, authoritarian management, unity in command, equity, and morale
Charles Handy’s Theory
Managers are intelligent, have initiative and are self-assured
Theory of Management
Managers as general practitioners (deal with health of business)
Managers as confronters of dilemmas
Managers as balancers of cultural mixes
Helicopter factor – need to rise and see the bigger picture
Drucker’s Theory
Encouragement of decentralization
Managers have to:
Set organizational objectives
Organizing tasks and people
Communicating and motivating
Measuring performance
Developing people
Leadership vs. management
Leadership
Process of influencing and inspiring others to achieve goals (usually with broad goals and no time frame)
Management
Process of problem solving and decision making as well as planning, organizing, budgeting, and controlling (usually with specific goals and definite timeframe)
Time and devotion – leadership is a 24 hour job
Roles and responsibilities – leaders innovate, managers administer
Influence on others – leaders uses emotion, managers rationalize
Vision – leaders have them
Leadership styles
Autocratic (authoritarian)
Makes all decisions, doesn’t delegate tasks or responsibility
Appropriate when workers are unskilled, unmotivated
No feedback from subordinates as their opinions/suggestions are ignored (alienates workforce)
Democratic
Involves subordinates in decision-making process
Better morale and motivation among employees, better decisions
Appropriate when manager can’t always be around, employees are competent
Not suitable for very large workforce
Decision-making may take a long time
Laissez-faire
Decision-making and authority is delegated
Causes high morale/motivation among subordinates
Appropriate for situations where creative ideas are important, subordinates are competent, skilled, and motivated
Decision making and time taken to accomplish tasks may take long due to lack of supervision
Situational leadership (contingency management)
Not based on single approach
Using right person and the right style for the right situation
CLOTS – factors that affect situational leadership
Culture – culture/group norms in organization
Leader – how experienced/trusted are leaders
Organization – tall or flat hierarchical structure
Task – to what extent is task difficult/urgent/important?
Subordinates – what is level of skill/motivation/unity of members? how many employees are there?
Comments 1
great notes!!!