Innocente Carena

HNC Music Business

14002411

1. Management is the art of getting things done through and with people in formally organised
groups while leadership is setting a new direction or vision for a group that they follow. The
difference between leadership and management can be illustrated by considering what
happens when you have one without the other. Leadership without management sets a
direction or vision that others can follow, without considering too much how the new
direction is going to be achieved. Management without leadership controls resources to
maintain the status quo or ensure things happen accordingly t already established plans.
The leader’s job is to inspire and motivate while the manager’s job is to plan, organise and
co-ordinate.

2. The manager may be below the leader in the ‘position hierarchy’ however this does not
mean they are any less important to the business. A manager must have multiple skills to
fully meet the potential of the company/business. The manager must be able to cope with
complexity, to work with the status quo, organize the staff employed, to administrate and to
control as well as upholding and following the vision of the company. The manager must be
a role model to all other employees.

3. Frederick Taylor was in the scientific management school and he came up with one of the
first management theories. His theory was based on efficiency and productivity however he
ignored many of the human aspects of employment. Workers do not naturally enjoy work
and therefor need close supervision and control. Therefore managers should break down
production into a series of small tasks. Workers should then be given appropriate training
and tools so they can work as efficiently as possible on one set task. The most notable
advocate of this was Henry Ford who used the theory to create and build the first line of
Ford cars. This was the start of the era of mass production. The advantages of this theory
were increased productivity and business efficiency as well as greater profit however
workers soon came to dislike Taylor’s approach as they were only given boring, repetitive
tasks to carry out while being treated little better than human machines. This ultimately led
to an increase in strikes and other forms of action by dissatisfied workers.

Henri Fayol was the first person to actually give a definition of management saying ‘forecast
and plan, to organise, to command, to co-ordinate and to control.’ His 14 principles are still
considered to be common sense however at the time they were revolutionary concepts for
organisational management.

Douglas Macgregor’s ‘X’ and ‘Y’ theory is still referred to commonly in today’s field of
management and motivation. Theory ‘X’ being the role of management is to coerce and
control employees as people have an inherited dislike for work and must be coerced,
controlled, directed or threatened with punishment in order to achieve the organizational
objectives.
 While theory ‘Y’ dictates that management’s role is to develop the potential in employees
and help them to release that potential towards common goals. Meaning people will
exercise self-direction if they are committed to the objectives. This is a function of the
rewards associated with their achievement. An example of this is (Theory X): We dislike
work, find it boring and will avoid it if we can. Meaning the manager must coerce this
employee to come to work with harsher methods. (Theory Y): We need to work and want to
take interest in it. Under the right conditions we can enjoy it. As the employee is a lot more
motivated to work, the employer does not need to involve harsh motivational methods,
instead it is to further encourage and support their employee in what they are already
emjoying.

By the 1950’s Peter Drucker became the first person to assert that workers should be
treated as assets and not as liabilities or to be eliminated. He originated the view of the
corporation as a human community built on trust and respect for the worker and not just a
profit-making machine. He first made clear that there is “no business without a customer”, a
simple notion that ushered in a new marketing mind set. The man also introduced work
handbooks and equipment for all employees as he introduced the idea of decentralisation
(dispersing of decision making) which soon became a bedrock principle for virtually every
large organisation in the world.

4. We can categorise management into five categories which are; Planning which deals with a
future course of action and deciding in advance the most appropriate course of actions for
achievement of pre-determined goals; Organising is the process of bringing together
physical, financial and human resources to develop productive relationships amongst
themselves for achievement of organisational goals; Staffing, which involves manpower
planning (estimating man/woman-power in terms of searching for suitable employees),
recruitment and selection. The training and development of new employees as well career
progression, performance appraisal and pay benefits; Directing (made up of 4 sub
categories). Supervision which implies overseeing the work of subordinates by their
superiors. The act of watching and directing work and workers. Motivation which means
inspiring, stimulating or encouraging sub-ordinates. Positive and non-monetary incentives
may be used for this purpose. Leadership which may be defined as a process by which the
manager guides and influences the work of sub ordinates in desired direction.
Communications which is the process of passing on information, experience and/or opinion
from one person to another. This is referred to a ‘bridge of understanding’; Controlling is to
ensure that everything conforms to the standards and to predict deviations before they
actually occur. According to O’Donnell “Controlling is the measurement and correction of
performance activities of workers in order to make sure that the enterprise objectives and
goals are accomplished.

5. There are four main leadership styles that are commonly referred to in our world today.
There is Autocratic leadership which is a classical leadership style in which the manager
seeks to make most of if not all business decisions, seeks to have the most authority as well
retaining all responsibility instead of delegating it to other, trusted employees. Decision
making is therefore a solitary process. The advantages of this style of leader ship are
reduced stress due to increased control, faster decision making and a more productive
group while the leader is ‘watching’. The disadvantages of this approach show that there is a
 short term approach to management, employer is unpopular with workers and seen as ‘old
fashioned’. The Paternalistic leadership style is concerned with employee’s welfare. The
advantages of this style of leadership are that employees have their feedback heard and
listened to. Employers show an interest in their employee’s social and mental situation,
showing that the employer actually does care and take an interest in his workers. A
disadvantage of this is, if you are a large company, solving all the problems of your
employees may become too overwhelming or not all employees can be satisfied with what
help and attention they are given, leading to problems later down the line. Democratic
leadership is when all problems and decision making is made by the group. The leader acts
as a chairperson, not influencing the group or decision. This was developed from the 1980-
90’s rejection of autocratic style. The advantages of this are that everyone in the business
has the option to express thoughts and feelings on a matter, showing that they too can have
a say in how they work however a major disadvantage is that because nobody has assumed
control, decision making may take a lot longer depending on the attitude and co-
cooperativeness of your co-workers in the group. Laissez-Faire is known as a ‘hands off style’
of leadership in which the employees are given the maximum possible freedom. This
includes no direction from the manager or leader. Employees determine aims, make
decisions and resolve problems. This can also have its advantages and disadvantages as
workers do not feel as if they have not got a say in their work place and have more than the
right to establish improvements for themselves, leading to a more efficient and better
running work environment due to the positivity of freedom. However disadvantages could
be that the true vision of the company is not fulfilled or followed as well as there not being a
natural leader to have the final say on situations that need a definitive answer.

6. To be a successful leader you must have certain, skills, qualities and personal traits to help
you to succeed and achieve. The theory goes that people are born with certain
characteristics and qualities. These help to make it much easier identifying a natural born
leader. A leader must be able to adapt to situations and cop with change. They must also be
ambitious and challenge the status quo. Leaders have to be able to plan for long term
scenarios as well as motivating those around them while still being able to look to the future
for the company and everyone attached to it. Leaders must be assertive in their goals and
company outlook as well as being diplomatic in the work place if confronted with
heated/testing situations.

7. For managing an event, the best use of leadership style would be democratic as it means
everyone in the group can have a say in what is going on inside and outside of the group.
Even if you do not have a delegated chairperson to oversee decision making and debates, it
is still a useful leadership style to use when working in a group (in this case managing an
event) as it means that a more overall decision can be reached instead of one person
deciding and everyone else just going along with that one person’s ideas and decisions.

8. Reinforcemnt (Theory by R.F.Skinner) is based on the “law of effect” (individuals behaviour

with positive consequences tends to be repeated). Negative consequences tend to not be
repeated. His theory shows why we do what we do and this is known as behaviourism.
Stimuli are used to shape behaviours. This can be show in four categories; Positive
Reinforcement: Behaviour followed by a rewarding stimulus – like giving a student merit;
Positive Punishment: Behaviour followed by an adverse stimulus – telling student off to
 express disproval; Negative reinforcement – Behaviour followed by taking away an adverse
stimulus – allowing a student to skip the dinner queue; Negative Punishment; Behaviour
followed by taking away a rewarding stimulus – confiscating a mobile. Reinforcement
increases the frequency of desirable behaviour and punishment decreases the frequency of
undesirable behaviour.

9. Intrinsic motivation comes from inside an individual and the satisfaction or pleasure they get
from completing a task well or just completing a task in general. It is not influenced by
money or a physical reward. The challenge is the pleasure more often than not. Extrinsic
motivation is external/outside rewards, such as money or academic results. These provide
pleasure unlike the task itself for these types’ people as they are physically gaining from the
task they are completing. This is known as anticipated reward satisfaction.

10. There are many competing theories which attempt to explain the nature of motivation.
These theories are all at least partially true and help explain the behaviour of certain people
at certain times. F.W. Taylor believed workers would be motivated by obtaining the highest
wages possible through working in the most efficient and productive way possible. More
money offered the more motivated the worker will be. Maximum output for worker brings
maximum input for the employer/business.

Maslow however states that humans have a hierarchy of needs. These are self-actualisation,
Esteem, love/belonging, safety and physiological. The satisfaction of needs starts at the
‘bottom’ i.e safety and then builds further up the list of needs as we are constantly striving
for better and for more. We are always seeking to fulfil these needs and it can be compared
to the drive we have in our daily lives.

11. Any form of punishment or reinforcement can help shape or drive a person to achieve the
goals outlined for them. An increase in wage or being delegated new tasks to learn can help
motivate those that work around you or are employed by you. An example of this is positive
reinforcement as you can reward an employee for completing a task well or using initiative
well etc.