Professional Documents
Culture Documents
VATL Meeting
Management
What is Management?
McLaughlin (1994) says that:
Management can be defined as the effective utilization of
resources (both human and material) to achieve an
organizations objectives. (p.3)
Hunter (1991) In some ways the task of supervising is
more demanding than that of more senior management.
The managing role can be described under five headings
[]. These are:
Planning
Organising
Directing
Controlling
Staffing.
The Management Process
Management seen as a set of circles of Influence
Manage
Self
Management Theories
Weber: Bureaucratic Model of Management: Chain
of Command
Taylor: Scientific management: time and motion
Mayo: Norms powerful control over workers
Maslow: Needs Hierarchy
McGregor: Theory X and Theory Y
Hertzberg: Hygiene or Motivation theories
Likert: Human behavior/motivation and leadership
style associations.
Leadership: A Facet of Management
Managers think incrementally
Leaders think radically
Managers do things right, while
Leaders do the right thing (Pascale)
Managers follow the rules; Leaders follow their intuition
Leaders stand out by being different.
They question assumptions and are suspicious of tradition.
They seek out truth and make decisions based on fact not
prejudice
Leaders are observant and sensitive people. They know
their team and develop mutual confidence within it (Fenton)
Management Vs Leadership
Management Vs Leadership
Coping with
Coping with change
Complexity
Planning and
Setting a Direction
Budgeting
Organizing and
Staffing Aligning People
Controlling and
Motivating People
Problem solving
Career
Replacement Development of
Planning Potential leaders
Subject Leader Manager
Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Dynamic Proactive Reactive
Persuasion Sell Tell
Rules Breaks Makes
Likes Striving Action
Risks Takes Minimizes
Conflict Uses Avoids
Direction New roads Existing roads
Credit Gives Takes
Blame Takes Blames
Comparison of three leadership styles
Boss-centered Subordinate-centered
Leadership leadership
Use of authority
By the manager
Area of freedom
For subordinates
Range of behaviour
Change
External/Environment
Denial Commitment
Past Future
Resistance Exploration
Factors Needed for Successful
Change
What happens if some or one of the steps are missing?
Evaluate Quick
Pressure for Capacity Actionable Model the Reinforce &
& start that
Change for first steps way Solidify
Improve fizzles
Change Change
Pressure for Clear shared Capacity Model the Reinforce & Evaluate Haphazard
change Vision for way Solidify & efforts, false
Change Change Improve starts
# of
People Bell curve
5% embedded
Time