文本教程成果management vs leadership pre lecture

1、ACFI3213 Week 17 LectureDarren SparkesManagement and LeadershipL. J. Mullins(2005, 7th Edition) Management and Organisational Behaviour, Part 3 pp187-234, 280-329Could use other editionsLearning esEvaluate the differences and similarities between management and leadershipPosition AuditMission & Obje

2、ctivesEnvironmental AnalysisCorporate AppraisalStrategic Option GenerationStrategy Evaluation & ChoiceStrategy Implemen -tationReview & ControlThe Rational Planning ModelManagerial work is enormously complex, far more so than a reading of traditional literature would suggest. There is a need to stud

3、y it systematically and to avoid the temptation to seek simple prescriptions for its difficulties. (Henry Mintzberg, The Nature of Managerial Work, 1973)While the nature of managerial work changes constantly, the fundamental truth remains unchanged: management continues to represent a huge challenge

4、 to those who put it into practice every day throughout the world. (Stuart Crainer, Key Management Ideas, 1998)PLEASE READ MEPLEASE READ METhe Role of a ManagerWhat Managers DoThe Qualities Needed to ManageHow To Measure the Effectiveness of ManagersHow the Role of the Manager may ChangeThe Qualitie

5、s of LeadershipThe Differences and Similarities Between Management and LeadershipEffectiveOrganisationalManagementSome issues to be thought aboutWhat is the role of a manager?The Role of the ManagerMaking things happen It is about changing behaviour and making things happen. It is about developing p

6、eople, working with them, reaching objectives and achieving results. Indeed, all the research into how managers spend their time reveals that they are creatures of the moment, perpetually immersed in the nitty-gritty of making things happen (S. Crainer, 1998)Making things happenCorporate StrategyBus

7、iness StrategyFunctional or Operational StrategySBUSBUSBUSBUITMarketingHRFinanceOperationsSalesWhat do managers do?The infant school head teacher as a managerSchool improvement managerManagement of school resourcesDelegationStaffing structureAction plansMonitoring performanceSetting targetsConsider

8、Govt/OFSTED/GovernorsMaintain staff morale & motivationCollection and analysis of dataManage school budgetPromotion of schools reputationAttract pupilsPersonnel managerPromote teamworkProvide quality educationFayol versus DruckerIt is difficult to think of any aspect of the organisation, or behaviou

9、r of people, which does not concern, or relate back to, management in some way. (Mullins, 2005)IBMThe manager gets work done through other people.The qualities needed to manageTask versus PeopleFayol versus Drucker?Mary Kay Cosmetics -Golden Rule ManagementDo unto others as you would have them do un

10、to youPeople come first at Mary Kay Cosmetics our beauty consultants, sales directors and employees, our customers and our suppliers. We pride ourselves as a company known for the people it keeps. Our belief in caring for people, however, does not conflict with our need as a corporation to generate

11、profit.(Mary K. Ash, 1985)Mary Kay Cosmetics -Golden Rule ManagementTreat people fairly but according to meritMake the other person feel importantMotivate people through giving praiseEncourage feedbackSandwich every bit of criticism between two layers of heavy praiseAn open-door philosophyHelp other

12、 people to get what they wantNever hide behind policy and pomposity(Mary K. Ash, 1985)The Virgin Factor Virgin AtlanticMake all staff part of the management teamVirgin pays some of the lowest salaries in the industry yet its staff are very talented and loyalThe companys success is down to Sir Richar

13、ds management philosophy where all staff feel valued and Branson is just as interested in a flight stewardesss opinion as he is in his Marketing Directors.Successful people management is about inclusion and Branson works on making all his staff like a team where each is valued not only for fulfillin

14、g their job remit but for contributing to the development of the business as a wholeManagement Today, May 2000What are the differences between:Efficient managersEffective managersSuccessful managersHow can you measure the effectiveness of a manager?Measures of managerial effectivenessMotivation and

15、morale of staffStaff turnoverStaff absenteeismStaff time-keepingAccidents at workSuccess of staff training and developmentConducive organisational environmentMeeting deadlinesAccuracy of workComplaints from stakeholdersWaste levelsProductivityKeeping within budgetary limitsAchievement of objectives(

16、Mullins, 2005)LeadershipThink of a leader you admire and use it to.Compile a master list of the qualities of great leadersCompare your list of leadership qualities to the qualities of managers identified earlierWhat are the differences and similarities?Are leaders born or made?GREAT LEADERS?Manageme

17、nt and Leadership(C. M. Watson, Business Horizons, 1983)Management and Leadership(M. J. Hollingsworth (Squadron Leader), 1999)LeadershipYou have to look at leadership through the eyes of the followers and you have to live the message.What I have learned is that people e motivated when you guide them

18、 to the source of their own power and when you make heroes out of employees who personify what you want to see in the organisation. (Anita Roddick, 1991)Great Leaders create Loyal FollowersThe Interrelationship of Management and LeadershipTo be an effective manager it is necessary to exercise the ro

19、le of leadership (Mullins, 2005)Increasingly, management and leadership are being seen as inextricably linked. It is one thing for a leader to propound a great vision, but this is redundant unless the vision is managed so it es real achievement. (D. Dearlove, 2001)In a competitive economy, above all, the quality and pe