HNC Management Management: Leadership at Work Outcome 1 DV88 34 Assessment Task Management: Leadership at Work DV88 34 (Outcomes 1) 1. Explain and give examples of the differences between management and leadership in organisations describing appropriate behaviours and skills that should be demonstrated. Theorists believe that Managers deal with day to day duties of the workplace; focussing on organising, planning and dealing with the resources. Leaders are said to be more visionary; having a greater focus on inspiring and motivating staff.
Managers set targets and goals and monitor the outcome whereas Leaders develop and motivate staff to achieve the targets and goals set. As a leader you would expect to have a role model someone who leads by example. A good leader inspires, motivates and develops team members. According to Forster (2005) “Leadership in English Speaking countries is derived from an old Anglo Saxon word Ioedan meaning a way road path or journey while Management originates from the Latin word for hand Manus which means literally to make things by hand.
Northouse states “Management produces order and consistency whereas leadership produces change and movement. ” Managers look to retain the “status quo” whereas Leaders are looking at improvements that can be made to a process. According to Davies (1972), cited in Weightman, 2004 pg. 142 four traits are linked with successful leaders Intelligence Social Maturity Achievement/Drive Human-relations attitudes Management Theory X – authoritarian, repressive style. Tight control, no development. Production limited, depressed culture. Theory X managers believe that their employees want to be managed....
That they are lazy. That they do not want to improve themselves and need constant monitoring. Management Theory Y – liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility. Theory Y managers believe that their employees are valued, at the heart of the business. They want to improve themselves and achieve good results. Theory Y managers are supportive of their staff and include them in the decision making process. The Faboil Ltd Case Study shows definitive managers and leaders.
The MANAGERS in Faboil Ltd are:- Richard Cranberry – Richard has an autocratic approach to management. This is clear by his approach to driving the business he feels he doesn’t need to attend a leadership and management course as he has no issues with his leadership skills. Richard wanted the three project teams to develop new products as quickly as possible in order to achieve targets, without considering the consequences taking this approach. And, Fred Windows follows this same approach he is negative about the leadership and manager course, he felt he gained nothing from the course.
Fred states that “the organisation was making good enough profits without having to do vast forward planning”. Fred showed what is seen as a typical manager approach – keeping the status quo. The LEADERS in Faboil Ltd are:- Dr Alfred Brownlow – Dr Brownlow “leads front the front”, when developing products. He includes his staff in decisions and is looking to develop his staff and wants them to improve their leadership and management skills, sending them on a course in order to achieve this. Dr Brownlow is aware tha
he is unable to retire whilst the company is in its current state.
Dr Brownlow is also aware that his competitors have taken his company from a monopoly within this area and are now starting to take more of the market share. Brenda Frame – Brenda has admitted herself that prior to attending the leadership and management course she “issued instructions’ to her staff and demanded that they carry out her orders”. Following the leadership course she now involves the staff and recognises that her staff provide valuable suggestions and contributions to bring to the department. Brenda now encourages her staff to bring forward their concerns and ideas”.
Brenda has learnt to deal with issues in a construction manner addressing those which can be resolved quickly and taking more time over the contentious issues”. Since attending the course and changing her leadership style the number and range of ideas had been impressive. Despite setting up working party groups these were dismissed by Richard as detracting “from their “real” jobs. ” Despite Brenda having objected to this Richard rejected the groups. And, Judith Smythe was also enthusiastic about the leadership and management course.
Her new approach had made a huge impact on her staff, the working group had made an impact on how her team where selling to their customers. The team had learnt important information from the focus groups by listening to their customers. 2. Use appropriate theorists to give examples of where the principles of management can affect a function, department or whole organisation. According to Henri Fayol (1841 -1925) five functions are used in management. These functions are:- Planning – this encompasses the direction the company needs to take and the work that needs to be carried out.
Organising – Looking at how the plans are likely to be put in place, who is responsible, what resources are needed, how the teams will be made up. Leading – This involves you as the leader to have the necessary commitment & motivation to meet the targets and objectives set out. Controlling – This function is about how you are intending monitoring performance. Co-ordinating – this covers communication, whether it be team or departmental. In order for the task to succeed coordination is imperative. As well as his management functions Fayol recognised further principles of:-
Specialisation – having the required training to do the job well, this also increases productivity. Discipline – rules & regulations need to be in place Reward – must be reasonable and fair Authority and responsibility – Authority leads to responsibility Unity of command – an employee should receive direction & instruction from one person Unity of direction – there should be one focus for the tasks carried out. Within my own organisation HM Revenue & Customs (HMRC) the management theories advocated by Fayol are used within the departments.
There is a clear chain of command each playing a part within the organisational structure and examples of the functions of Fayol’s management theories can be offered for each. Directors Office Directors Office HMRC Hierarchy Grade 6 Grade 6 Assistant Officer (Band AO) Assistant Officer (Band AO) Officer (Band O) Officer (Band O)
- Job Satisfaction
- Labor Force
- Affirmative Action
- Labour Economics
- Labour Relations
- Minimum Wage
- Occupational Safety And Health
- Performance Appraisal
- Strike Action
- Vocational School
- Working Class
- Equal opportunity
- Child Labour
- Hard Work
- Social Work
- Employment Law
- Dream Job
- Business Analysis
- Business Ethics
- Business models
- Business Plan
- Business Process Reengineering
- Chief Executive Officer
- Consumer Protection
- Convenience Store
- Corporate communication