Management And Leadership Flashcards
Manager and leader definition
A manager can be defined as someone who takes control of administering, directing and ensuring that things are happening as they should be.
A leader can be defined as somebody who creates a vision that inspires people to follow it and move forward towards achieving it.
The functions and roles of management
planning
organising
controlling
leading
coordinating
allocating resources
monitoring
communicating.
The role of management can be divided into three main categories:
-interpersonal roles, which include activities such as hiring, firing, training, motivating and organising
-information roles, which includes acting as a channel for information to flow between divisions/departments within an organisation
-decision-making roles – the access to information that managers have enables them to use their formal authority to make decisions.
The roles of leaders
creating a vision
motivating staff
empowering workers
anticipating problems
deciding on structures.
Characteristics of a leader
intellectual skills
interpersonal skills
realistic aspirations
vision
communicative skills.
MBO
Objectives are defined within an organisation so that the management and workers agree to the objectives and understand what they need to do in order to achieve them
Advantages of MBO
Improved management control of the organisation. Managers know who is doing what and what they are supposed to be achieving. Clarity of goals.
Improved financial control. Part of the setting of the objectives process is monitoring expenditure and revenues. Any changes from (variances from) budgeted amounts need to be explained and reacted to.
It allows managers to be aware of their responsibilities. Managers are aware of what they should be achieving and how their role fits in with organisational objectives.
The work of departments and managers is coordinated. Everyone is working together towards a common goal.
It can motivate the workforce.
It can improve communication systems within the organisation. The process of setting and agreeing objectives will involve communication both up and down the hierarchy.
Disadvantages of MBO
Management time is spent on the process of setting objectives rather than managing the organisation.
The ever-changing business environment or context in which the goals are set may change over time, making the objectives unrealistic.
Demotivation and breakdown of working relationships. If all levels of hierarchy are not involved in setting objectives, then they may not be committed to them.
Objectives can be seen as a form of management control.
theory X managers
The Theory X type of manager makes several assumptions about employees.
Workers must be supervised or quality and quantity of output will fall.
Workers only respect the type of manager who tells them what to do and does so with complete authority.
Money is the only motivator.
Workers do not want to be involved in the decision-making process.
Workers wish to remain faceless and unknown to management.
Workers have little ambition.
In the case of Theory X managers, the consequences for the business will be:
strict control of formal methods of communication
tasks must be designed so they are broken down into their simplest units
responsibilities must be clear and unambiguous
supervisors must maintain quality
high level of dependence on the decision-making of senior management.
theory Y managers
Workers cannot be motivated by money alone – they seek more than financial satisfaction from their jobs.
Workers are ambitious, willing to train and contribute to improve their chances of promotion.
Workers will be more efficient if they are left to their own devices – trust breeds responsibility.
Workers want to contribute to improving efficiency – they want to be seen, be noticed, rewarded and appreciated when they work well.
In the case of Theory Y managers, the consequences for the business will be:
requirement for training
use of cell working – restructuring of production and service methods
setting up of formal communication channels, with both vertical and lateral communication
promotion structures
flexible working practices.
