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2.3 LEADERSHIP AND MANAGEMENT (Functions of management (Organising…
2.3 LEADERSHIP AND MANAGEMENT
Manager is responsible for setting objectives, organising resources and motivating staff so that the organisation's aims are met
Functions of management
Organising resources to meet the objectives
Directing and motivating staff
Setting objectives and planning
Coordinating activities
Controlling and measuring performance
Mintzberg's management roles
Informational roles
Acting as a source, receiver, and transmitter of information
Interpersonal roles
Dealing with and motivating staff at all levels of the organisation
Decisional roles
Taking decisions and allocating resources to meet the organisation's objectives
Difference between leadership and management
Leadership
Creates and develops a culture of change
Innovators who encourage others to accept change
Believes in doing the right thing
Natural abilities and instincts
Motivating and inspiring others
Management
Problem solvers
Skilled and qualified to perform role
Directing and monitoring others
Accepts and conforms to the norms of the organisation
Listened to by others because of status
What makes a good leader?
Ability to think beyond the obvious
Multitalented
Desire to succeed
Incisive mind
Leadership styles
Autocratic leaders
A style of leadership that keeps all decision-making at the centre of the organisation
Paternalistic leaders
A type of fatherly style typically used by dominant males where their power is used to control and protect subordinate employees who are expected to be loyal and obedient
Democratic leaders
A leadership style that promotes the active participation of workers in taking decision
Laissez-faire leadership
A leadership style that leaves much of the business decision-making to the workforce - a hands-off approach and the reverse of the autocratic style
Situational leaders
effective leadership varies with the task in hand and situational leaders adapt their leadership style to each situation
Effectiveness of leadership styles
Training and experience of the workforce
Personality of managers
The amount of time available for consultation and participation
Management culture and business background
Ethical leadership
Encouragement of leadership in others
Making the consideration and discussion of ethics
Willingness to encourage and consider seriously feedback
Ability to ignore personal interests