MGT 330 WK 5 - (Assignment) Management and Leadership
MGT 330 WK 5 - (Assignment) Management and Leadership
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Management and Leadership 1 Management and Leadership MGT 330 Management and Leadership 2 Introduction: When an organization is successive there are numerous factors and aspects involved in it. This paper entails the difference and importance of management and leadership over an organization. Among numerous factors that affect an organization internally and externally such as market health, culture, globalization, outsourcing, and technology the most vital are efficiency of its leaders and mangers over the organizational performance. A manger or a leader should be a generalist and not just a specialist of his field. He should have a sound knowledge about the factors and aspects that can have an impact over the organization. An organization and in turn a team gains a lot from radical and motivating leader or a determined transactional manager Difference between Management and Leadership “Effective managers are not necessarily true leaders. Many administrators, supervisors, and even top executives perform their responsibilities successfully without being great leaders. But these positions afford an opportunity for leadership. The ability to lead effectively, then, will set the excellent managers apart from the average ones (Thomas S. Bateman, 2009).” Generally both of these are termed as alike whereas in actuality both “management” and “leadership” are different in many aspects and factors and also the impact they create on an organization and its employee are vastly different in nature.The major difference among the two lay on managerial style. Leader: Leader is someone who inspires you to follow rather then just asking to be led. Leaders possess a captivating alluring personality that motivate and energize one to follow rather then controlling them. Mostly a transformational strategy is utilized by them that is where the disciple not gains Management and Leadership 3 in terms of monetary benefits but also get chance of personal development which ultimately would benefit the organization. Thus, leaders motivate to achieve certain objectives. Manager: Mangers mostly follow a transactional style of management while leading a time. They are given certain objectives to be achieved within set time and under the allocated budgets. They are more focused on the means of job done and less attentive towards team performing it. Generally a manger would ask an employee ‘to do the job” wherein a leader inspires him to perform. However this doesn’t entail that transactional style is not yielding and proficient style of management. “Transactional leaders view management as a series of transactions in which they use their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. Unlike transformational leadership, transactional leadership is dispassionate; it does not excite, transform, empower, or inspire people to focus on the interests of the group or organization (Thomas S. Bateman, 2009).” For instance here if we observe the organizational structure at Sikorsky Aircraft, a leading aircraft manufacturer to better understand the difference between leaders and managers. The organization has numerous departments led by numerous mangers but out of those only few can be termed as leaders. Impact on Organizational Culture Leaders and mangers have an important impact over the development and progress organizational culture but in different aspects. For instance incase of Sikorsky Aircraft Test Laboratory a manger of engineering group would lead through traditional style managers adopt to achieve proficiency. The team will be communicated the project goals, budget, available resources and also the time required for completion of the task by the manager. However it Management and Leadership 4 would be mangers responsibility to supervise and control the task so as to complete within time and budget. He would do so by involving control factor and not motivational factor for the team. Generally the mangers at lower level or frontline levels are involved in leading teams for day to day operations and short term goals. They achieve the given deadlines by a democratic style of management that focus mainly on getting the task done within time and allocated resources. They do so employing power and authority over the employees and not through motivational factors. Employees do as they are told to do. Even for managers following transactional style it is necessary to take into account the employee morale which they do so through developing a work environment that regards respect for each other and simple and clear line of communication. Leaders on the other hand have a distinct importance for organizational culture as they formulate strategy. They provide the organization and employees with a vision and objectives which are achieved through the day to day directions of a manger. “Strategic leadership gives purpose and meaning to organizations. Strategic leadership involves anticipating and envisioning a viable future for the organization, and working with others to initiate changes that create such a future (Thomas S. Bateman, 2009).” For instance the President and CEO of Sikorsky Aircraft Corporation, Jeffry Pino is leading his organization. Being a leader he should have a keen eye on all the factors that have an impact over the organization. This will help him and his organization to adaptability in changing economies and markets. Having an enigmatic and alluring personality he uses his charms and leadership skills to constantly motivate his employees, energize them with a passion to give their best toward employee performance. He is the one who decides for expansion into new markets, employee developments, operations specializations and other organizational changes that will bring profits and healthy business for Sikorsky Aircraft. Management and Leadership 5 Strategic Implementation In order to make the organizational structure successful and proficient the leaders and mangers constantly think and apply new strategies. These strategies must align with the overall goal of an organization and must also be doable, practical and assessable. Here we’ll discuss two types of strategies. 1. Control: “Control is defined as any process that directs the activities of individuals toward the achievement of organizational goals. It is how effective managers make sure that activities are going as planned (Thomas S. Bateman, 2009).” This strategy involves increasing the organizational control. For instance a manager following a transactional management style might opt for clan control mechanism for a specific division of the company. Under clan control employees are given delegation of task and motivating them to make decisions on their own without constant supervision and involvement of a manger. Mangers empower his employees and encourage them to handle day to day operations and decisions on his behalf. He communicates with them via emails and meetings and thus develops a positive work environment at the organization. However it doesn’t involve that manger’s authority is somehow being challenged “does not mean giving up control. It means creating a strong culture of high standards and integrity so that employees will exercise effective control on their own (Thomas S. Bateman, 2009).” 2. Benchmarking: The other strategy that can be employed as useful is benchmarking. Benchmarking involves study of world class or standard internal and external processes and operations by the mangers and then adapting those processes at their own organization. This way you are benefiting from other businesses research and experience. This strategy is useable for almost all industries as the basic functions and operations in each industry are same for instance the hiring and recruitment Management and Leadership 6 process is same for NASA as is for American Express. Similarly the requirements of customer services are same for British Telecom as for Brooklyn Union Gas. “These processes, albeit from different industries, are all common and can be benchmarked very effectively (Authenticity Consulting, LLC, 2010).” Benchmarking supports use of out of the box thinking, creativity and successful processes of others to be applied at the own organization to achieve growth. For instance in case of Sikorsky Aircraft regards strategy of benchmarking plays a vital role. The assembly line of aircraft was faced with the issue of enhancing TAKT time of an airframe. The management at Sikorsky benchmarked the processes at the sister company Pratt and Whitney through use of tools for lifting and applying large fixtures. This helped in enhancing the cycle time of air frame and supported the management through benchmarking strategy. Organizational culture and The Four Functions The four functions of management play a vital role within an organization as they lay the foundation of principles and objectives that make up an organization. The leaders employ the four functions of management i.e. planning, organizing, leading and controlling to drive the organizations towards success and making business a profitable venture. If the organization has formulated and executed systems and processes through utilizing four management functions then it is very less likely to face failure. For the organizational culture to be successive two major aspects are efficacy of management and process health. Hence all the four functions of management play a vital role for development of vigorous organizational culture. Conclusion: Employees play a vital role in the success and goal achievement for an organization. Effective leaders help in align the organization and employees towards success and well being. Leaders visualize a dream a vision and work along the team to achieve those goals. The above discussion Management and Leadership 7 highlighted the factor that leaders are by born gifted with skills of leadership whereas management skills can be taught and polished in an individual. Bibliography Authenticity Consulting, LLC. (2010). Overview of Benchmarking. Retrieved March 1, 2010, from Free Management Library: http://managementhelp.org/quality/bnchmrkg/bnchmrkg.htm Sikorsky Aircraft. (2010). Sikorsky Aircraft Main Website. Retrieved March 1, 2010, from Sikorsky Aircraft Main Website: www.sikorskyaircraft.com Thomas S. Bateman, S. A. (2009). Management: Leading & Collaborating in a Competitive World, Eighth Edition. McGraw-Hill, a business unit of the McGraw-Hill Companies, Inc. Management and Leadership 8
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