Please enable JavaScript.
Coggle requires JavaScript to display documents.
Leadership and Management - Coggle Diagram
Leadership and Management
Difference between
Leadership
Providing direction, creating a vision and influencing others to share that vision and work towards the achievement of organizational goal
Getting other people to do things willingly which can be seen within different levels of the organisation
Management
Focuses on procedures and results
Management suggest more formality and the term managements refers to a position within a structured organisation
Process of getting things done through the efforts of other people
The Founders
Fayol:
Common features of management
Organising
Co-ordination
Planning
Commanding
Forecasting
Controlling
Mintzberg:
10 Roles managers need to fulfil
Informational
Monitor
Sort out information used to understand the structure of the business
Disseminator
Responsible for distributing information to those who need it
Spokeperson
Responsible for transmitting information to various external groups like the PR
Decisional
Entrepreneur
Continually look for problems and opportunities
Disturbance handler
Respond to pressure over which department has no control
Resource allocator
Choose from among competing demands for money, equipment etc.
Negotiator
When charge when their organisation engages in negotiations with others
Interpersonal
Leader
Manager's relationship with subordinates
Liaison
Develop a network of contacts outside the chain of command where information and favours can be traded for mutual benefit
Figurehead
Manager obliged to carry out social or ceremonial dutires
Key Management Concepts
Power
The ability to exert influence or make someone act according to your own preferences
Types of Power
Referent Power
The person in power has a charismatic personality. This power is the most extensive
Expert Power
Based upon doing what the expert says
Coercive Power
The person in power can give punishment to others such as dismisal or suspension.
Legitimate Power
Based upon an agreement that one person has power over the other
Reward Power
The person in power can give rewards such as promotions
Authority
The right to exercise power such as hiring and firing
Max Weber's three types of Authority
Traditional Authority
Authority is based upon custom and practice
Rational-Legal Authority
Authority comes from the individual's position in the organisational chart
Charismatic Authority
Individual has a special quality of personality which sets them apart
Responsibility
The
obligation
of an individual who
occupies a particular position
in the organisation to
perform certain duties
, tasks or make certain decisions
It is the obligation to use authority to see duties are performed
Types of Responsibilities
Responsibility without Authority
Managers held accountable for decisions they not responsible for
Authority without Responsibility
Managers not held accountable for their decisions
Accountability
The need for individuals to explain and justify any failure to fulfil their responsibilities to their superiors
Empowerment
Where employees are given autonomy and responsibility to undertake tasks without being directed at each and every step by management
Delegation
Is the process whereby managers assign part of their authority to a subordinate to fulfil their duties
However the responsibility cannot be assigned as the manager will still have to answer to his superior
Advantages
Allows career planning and development
Better decisions taken
Managers relieved of less important activities
Makes subordinate jobs more interesting
Motivational team aspect
What could go wrong
Lack of skill among subordinates
Over supervision
Not enough authority delegated
Under supervision
Fear of being shown up by subordinates
Delegating boring tasks
Delegating impossible tasks
Leadership
Influencing others to act in a particular way
Classical Theories
Emphasizes the technical and economic aspects of the organisation
Assumes behaviour in the organisation is rational and logical
Frederick Taylor- Scientific Management
Managers should select the best person to do the job and ensure the best training is given
Well trained employees deliver high productivity
There's one best approach to doing the job
The worker is responsible only for the actual job performance
Objectivity of management is to secure maximum prosperity for both employee and employer through principles of of scientific management
Marx Weber- Bureaucracy
Strict rules and regulations govern decision making
Based on hierarchy of authority
Characteristics
Impersonality
Appointed officials
Rules
Career officials
Hierarchy
Full-time officials
Specialisation
Public/Private division
Weber believed by creating a
standardized and formalised
organisation was the most efficient way
Specialisation in duties, segregated offices and levels
The human relations school
Herzberg
Herzberg
discovered that in order to motivate the workforce management must avoid dissatisfaction(Hygiene factors) and put in place motivators(Motivational factors)
Satisfaction
Hygiene factors
Suitable level of quality and supervision
Pleasant physical and working conditions
Policies and Procedures for staff treatment
Appropriate level of salary and status for the job
Team working
Motivation
Motivating factors
Increasing levels of responsibility
Career advancements
Recognise of good work
Attraction to the job
Sense of achievements through setting targets
Maslow's hierarchy of needs
:
If management can determine where individuals are on the hierarchy, this will help them know which next level they can use to motivate staff
The triangle
4. Ego
High Status job title
Merit pay increase
3. Social
Friendships at work
Compatible work group
5. Self Actualisation
Challenging Job
Achievement in work
2. Safety/Security
Job Security
Fringe benefits
1. Basis/Physiological
Safe working conditions
Basic salary
System Theory
An approach to organisation work design which takes into account the social aspects and technical aspects. It looks at the interaction between people and technology within an organisation
Trist and Bamforth
Communication was difficult because of geographical spread of workers
New payment schemes caused jealousy among workers
Close knit groups had been broken up
Too much specialization and individuality was built into the jobs
Although new methods had been introduced scientifically
The social and technological factors are interlinked and cannot be treated in isolation
Contingency Theory
The
Contingency
view suggests that the effectiveness of various managerial practices, styles and techniques will vary according to the particular circumstances of the situation
Burns and Stalker's
two major types of organisations
Mechanistic
Coordination and communication- a responsibility of each management level
Selectivity in the release of top-level information to subordinates
Responsibilities and Authority clearly defined
Great emphasis on organisation's hierarchy's ability to develop loyalty and obedience
High degree of task specialization
Employees are often locally recruited
The mechanistic system is seen as appropriate in fairly stable conditions where the management of changes was not seen as an important factor
Organic
Integration of efforts via lateral vertical and diagonal communication channels
Commitment to task and achievement, survival and growth more important than loyalty and obedience
Skills, experience and specialist knowledge recognized as a valuable resource
Leadership based on consultation and involvement in problem-solving
The organic system is seen to be more responsive to change and is therefore recommended for organisations moving into periods of rapid changes in technology, market orientation and tasks
Employees are recruited from various avenues
Contemporary perspective
View organisations in different ways to understand them
Scientific Management-
helpful to think of organisations as machines in which various jobs and departments are carefully designed to work smoothly together to perform certain functions effectively
Limitations
More sophisticated models which recognize the more complicated nature of the organisation may be appropriate
Limitations of
Mechanistic Perspective
on organisations
They can result in mindless and unquestioning bureaucracy
They can have unanticipated and undesirable consequences as the interest of those on top overshadow those of the company
They can create organisational forms that have great difficulty adopting to changes
Can have dehumanising effects on employees especially those at the bottom of the chain