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Management and Leadership - Coggle Diagram
Management and Leadership
Managers
responsible for setting objectives, organising resources and motivating staff so that the organisation's aims are met
Function of management
Directing and motivating staff
Coordinating activities
Organising resources to meet the objectives
Controlling and measuring performance against targets
Setting objectives and planning
Management roles
Interpersonal roles
Dealing with and motivating staff at all levels of the organisation
Informational roles
Acting a source, receiver and transmitter of information
Decisional roles
Taking decisions and allocating resources to meet the organisation's objectives
Leadership
The art of motivating a group of people towards achieving a common objective
Possess the ability to think beyond the obvious- to be creative - and to encourage others to do the same
Multitalented, so that they can understand discussions about a wide range of issues affecting their business
Have the desire to succeed and natural self-confidence that they will succeed
Have an incisive mind that enables the heart of an issue to be identified rather than unnecessary details
Directors
Elected into office by the shareholders in a limited company.
usually head of a major functional department
responsible for delegating within their department
assisting in the recruitment of senior staff in the department
meeting the objectives for the department set by the board of directors
communicating these to their department.
Manager
have some authority over other staff below them
direct, motivate and, if necessary,discipline the staff in their section or department
Any individual responsible for people, resources or decision-making, or often all three
Supervisors
appointed by management to watch over the work of others
have responsibility for leading a team of people in working towards pre-set goals
s appointed to help staff achieve objectives in a cooperative spirit
Worker's representative
elected by the workers, either as trade union officials or as representatives on works councils
Leadership style
Autocratic
a style of leadership that keeps all decision-making at the centre of the organisation.
Democratic
a leadership style that promotes the active participation of workers in taking decisions
Paternalistic
a leadership style based on the approach that the manager is in a better position than the workers to know what is best for an organisation.
Laissez-faire
a leadership style that leaves
much of the business decision-making to the workforce – a ‘hands-of ’ approach and the reverse of the autocratic style.
McGregor’s Theory X
will avoid responsibility
are not creative
dislike work
McGregor’s Theory Y
will accept responsibility
can derive as much
enjoyment from work as from rest and play
are creative
The ‘best’ leadership style
The training and experience of the workforce and the
degree of responsibility that they are prepared to take on
The amount of time available for consultation and participation
The attitude of managers, or management culture
The importance of the issues under consideration
Informal Leadership
a person who has no formal authority but has the respect of colleagues and some power over them
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.
Self-management
Social awareness
Self-awareness
Social skills