BACHELOR BUSINESS ADMINISTRATION 4th YEAR

ACADEMIC YEAR 2010 2011

Research topic

MANAGEMENT AND LEADERSHIP

BUSINESS ENGLISH

STUDENTS: Hugues Stanislas ADOU Assane KARAMOKO Nadialika KARAMOKO Cheick Ousmane KEITA Donald yves BIAKA Kodjo Mona Rassa

INSTRUCTORS:

Ms. LATA

CONTENTS
INTRODUCTION .................................................................................. 1 PARTIE I : MANAGEMENT ................................................................. 2 1.Definition of management. 2.management functions 3.management roles. 4.management activities 5.levels of management ...................................................... 3 PART II :LEADERSHIP 1.Definition of leadership.7 2.factors of leadership .8 3.styles of leadership 10 PART III : DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT CONCLUSION ............................................................................... 14

INTRODUCTION

Leadership and management are fields of study and practice concerned with the operation of organizations. It defines educational management as an executive function for carrying out agreed policy and also differentiates it from educational management and leadership. Moreover, management is a set of activities directed towards efficient and effective utilization of organizational resources in order to achieve organizational goals. Generally speaking ,Management can refer to the person or people who perform the act of management and According to Ken "SKC" Ogbonnia, "effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational or societal goals. The two subject is concerned with the development of the art of management. However , more people may be confused and dont put difference between management and leadership . In our document , we will present to you as first part the management and leadership and in second part make the difference between them .

PART I : MANAGEMENT

I-

MANAGEMENT PROCESS

1- Definition of Management In the dictionary the term management is define as the control and organizing of a business or other organization. However to be more specific about what management is, we can define management as being the process of getting things done, effectively and efficiently, through and with other people. This second definition of management allows us to identify that besides controlling and organizing, management aspiration is to achieve a purpose through and with other people in an effective and efficient manner. Here, being efficient means doing the task right, at a lower cost to the organization in terms of resources needed to complete or to achieve the specific goal. Whereas, being effective, is doing the right thing, in order to attain objective on time. Now this is some quotes from some writers about what management is: According to Rosemary Stewart, management is about deciding what should be done, and getting other people to do it; Next is Henry Fayol who stated that management is to forecast and plan, to organize, to command, to co-ordinate and to control.

2- Management Functions It has been identified that the process of managing involves four (04) main functions that are planning, organizing, leading, and controlling. Planning: The planning function encompasses defining an organizations goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plan to integrate and coordinate activities. Setting goals will then keep the work be done in its proper focus and will help members of the organization keeping their attention on what is most important.

One of the keys of this process is to also understand where the organization is coming from and what the future of the organization may be like.

Organizing Organizing take account of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where the decision are to be made. Leading The leading function of management consists of motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving any conflict that will eventually arise among members of the organization.

Controlling The final function of management will then be controlling. Controlling is the measuring and correcting of activities of subordinates, to ensure that events conform to plans. It measures performance against goals and plans, shows where negative deviations exist, and, by putting in motion actions to correct deviations, helps ensure accomplishment of plans. Although planning must precede controlling, plans are not self-achieving. The plan guides managers in the use of resources to accomplish specific goals. Then activities are checked to determine whether they conform to plans. Control activities generally relate to the measurement of achievement. Some means of controlling, like the budget for expense, inspection records, and the record of labor hours lost, are generally familiar. Each measures and shows whether plans are working out. If deviations persist, correction should be indicated.

All managers carry out the functions of planning, organizing, leading, and controlling, although the time spent in each function will differ and the skills required by managers at different organizational levels vary. Still, all managers are engaged in getting things done through people; however the practices and methods must be adapted to the particular tasks, enterprises, and situation.

3- Management Role Mintzberg, in1980, has conducted a study on managers work. Mintzbergs research indicated that all managers had a similar range of roles, irrespective of their position in the management hierarchy. From its study, he has identified three (03) general roles of management. These roles are as follow: Interpersonal concerned with dealing with the maintenance of relationships with others within and outside the organization. This may involve motivating, communicating, and coaching staff; contacts with others outside work unit, for assistance, information, etc. Informational involves dealing with the gathering and provision of information within and outside the organization. Management is to ensure acquisition of information necessary for the work, and distribute information throughout organization and outside. Decisional concerned with dealing with organizational and operational problems and difficulties. This may involve initiating, developing and facilitating change and innovation; distributing and arranging the use of the organizations resources ( staff, finance, materials, time); representing organization in negotiations within area of responsibility. 4- Management activities Another approach to explaining management is to look at the various activities carried out by managers and attempt to classify them in some way. The traditional approach to this is to break down the main functions into their component parts, and Mullins provides an interesting framework for the reviewing this, drawing the activities together and stressing their independence. We can summarise the activities as follows and it is easy to see how these link with the processes of planning, organizing, directing and controlling. 5- Levels of Management The various different processes, roles and activities of management apply to management throughout the organization. Whilst there may be different emphases in different parts of the total management structure, broadly speaking, all managers are involved in carrying out the same functions. Most analyses of management structure identify three broad hierarchical levels, which are: Supervision Middle management

Top or senior management a. Supervision

The first line management or supervision taking place at the lowest level in the hierarchy and directly responsible for the operation of discrete tasks and non managerial personnel .This level is sometimes referred to as the technical level, being concerned s primarily with the undertaking of actual work processes. b. Middle management Middle management is responsible for the work of managers at a lower level (supervisors or possibly other middle managers) and/or a range of more senior operational staff such as specialist technicians and professionals. c. Top or senior management Top management is where responsibility for the entire organization, or significant large parts of it, is located .Such management is also responsible for the middle tier of management. This level is often referred to as the institutional or corporate level, being concerned more with the organization as a whole ,its goals and its relationship with its environment.

PART II: LEADERSHIP

Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.

1- Definition of Leadership Before we get started, let us define leadership. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership can also be a process whereby an individual influences a group of individuals to achieve a common goal.

From our research we came across various meaning and interpretation of leadership, but the simplest meaning and interpretation of leadership we found is leadership is getting others to follow or else getting people to do things willingly. Leaders carry out the process described above by applying their leadership knowledge and skills. This is called Process Leadership. However, we know that we have traits that can influence our actions. This is called Trait Leadership, in that it was once common to believe that leaders were born rather than made.

While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.

2-Factors of Leadership
There are four major factors in leadership;

Leader Followers Communication Situation

a. Leader You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed b. Followers Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes. c. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example, that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. d. Situation All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.

Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership. Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized.

3-Leadership Styles Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. It is the way in which the functions derived from the definition of leadership are carried out; the way in which the manager typically behaves towards member of the group.

Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The three major styles of leadership are as follow: Authoritarian or Autocratic Style Participative or Democratic Style Delegative or Free Reign Style also known as Laissez-Faire

a) Authoritarian (autocratic) This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated. Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leader's repertoire. The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style b) Participative (democratic) This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; rather it is a sign of strength that your employees will respect. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions.

c) Delegative (free reign) In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely! This style is also known as laissez faire (or laisser faire), which is the noninterference in the affairs of others.

PART III: DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT

What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too. Managers have subordinates By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.

Leaders have followers Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity. This table summarizes the above (and more) and gives a sense of the differences between being a leader and being a manager. This is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.

Subject Essence Focus Have Horizon Seeks Approach Decision Power Appeal to Energy

Leader Change Leading people Followers Long-term Vision Sets direction Facilitates Personal charisma Heart Passion

Manager Stability Managing work Subordinates Short-term Objectives Plans detail Makes Formal authority Head Control

Culture Dynamic Persuasion Style Exchange Likes Wants Risk Rules Conflict Direction Truth Concern Credit Blame

Shapes Proactive Sell Transformational Excitement for work Striving Achievement Takes Breaks Uses New roads Seeks What is right Gives Takes

Enacts Reactive Tell Transactional Money for work Action Results Minimizes Makes Avoids Existing roads Establishes Being right Takes Blames

CONCLUSION In conclusion management and leadership in all business and organizational activities are the act of getting people together to accomplish desired goals and objectives efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization( a group of one or more people or entities) or effort for the purpose of accomplishing a goal .Resourcing encompasses the deployment and manipulation of Human Resources, Financial resources ,Technological resources and natural resources.