Managing & Leading

8/3/2019 Managing & Leading

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GROUP MEMBERS

HUSNAIN SHAHID

ALI NAWAZ DAR

JAVAIRIA DAUD

MR.RIZWAN

ASMA TARIQ


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Topic: Leading and Managing

Content

y

Managementy Management theories

y Leadership

y

Leadership theoriesy Conclusion


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Management

y Is a process of coordinating work activities

so that they are completed Efficiently andEffectively with and through other people.


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Purpose and process of management:

y Planning

y Management purpose that involves the process of

defining goals establishing strategies for achieving

those goals, and developing plans to integrate andcoordinate activities.

y Organizing

y Management function that involves the process of

determining what tasks are to be done, who is to dothem, how the tasks are to be grouped.


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y Leadingy Management function that involves motivating

subordinates, influencing team work. selecting the

most effective communication channels.

y Controlling

y Management function that involves monitoring actual

performance comparing actual to standard and taking

action if necessary.


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y Managers

y Managers someone who work with and

through other people by coordinatingtheir work activities in order to

accomplish organizational goals.

Top managers

Middle managers

First line manager


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Management theories by different

writers

y Max Weber

y Weber explains the six principals.

1)A formal hierarchical structureEach levels controls the level below and is

controlled by the level above. A Formal hierarchy is

the basis of central planning and centralized

decision.

2) Management by rules

Controlling by rules allows decision made at high

levels to executed consistently by all lower levels.


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3) Organization by functional specialty

Work is done by specialists, and people areorganized into units based on the type of

work they do or skill they have.4)An up-focused or in-focused mission

If the mission is described as up-focused,then the organizations purpose is to serve

the stockholders, the board, or whateveragency empowered it. If mission is to servethe organization itself, and those within it.


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5) Purposely impersonal

The idea is to treat all employees equally and

customers equally, and not be influenced by

individual differences.

6) Employment based on qualifications

Training Is required to run the machinery.


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PETER DRUCKER: the management

process:

The ideology of PETER DRUCKER theory

is that Economic Effectiveness is the maintask of a manger.


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Henri Fayol (1841-1945)

He was a French industrialist and popularizedthe concept of the university of managementprincipals


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Five functions of

management Planning

Organizing

Commanding Coordinating

controlling


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FW Taylor(1856-1915)

scientific management

Taylor was a engineer and sought the

most efficient methods. He aimed to

reduce in-efficiency.

Studying and recording performance at

work.


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How to improve efficiency Taylor's

approach:

Select workers to perform a task.

Observe them performing the task and

note the key elements of it.

Record the time taken for each task.

Identify the quickest method adopted

and do not allow any change in it.


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Supervise workers to ensure that the best

way is being carried out and to time themto check that the set time is not being

exceeded.

Pay workers on the bases of result basedon theory of economic man

Price should be given by the output.


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Results from tylor work

The emphasis on increasing effciency

and production was greeted by many

industrialists.


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Elton moyo(1880-1949)

Human Relation Theory

y Is best known for his Hawthorne effect

yAssumptions:

y Lightening heating does not effect the

productivity.


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The Hawthorne effect:

Changing in working conditions and

financial rewards have little or no effect on

productivity.

Management should consult with workers

Working in team and developing a teamspirit can improve productivity.


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Workers should have control over their

own lives

Groups can establish their own targets or

norms and these can be greatly influencedbu the informal leaders of the group.


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Management tasks

Managing a business

Managing managers

y Management by objectives

y Proper structure of managers job

y Creating the right spirit in the organization

y Making a provision for the managers of

tomorrowyArriving at sound principles of organization

structure

Managing workers and works


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Management process

Setting objectives for the organization

Organizing the work

Motivating The job of measurement

1) Objectives

2) Actual performance

3) Communicate

Developing people


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Mintzberg: The managers role

According to Mintzberg management is a

disjointed, non systematic activity.


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Types of Managerial Role1. INTERPERSONAL

Figurehead (A manager should have aquality to represent the organization)

Leader (A person who gives instruction tothe staff)

Liaison (Who makes contacts outside thevertical chain of command)

2. INFORMATIONAL

Monitor (The managers monitors the

environment and receives information fromthe other departments workers)

Spokes person (The manager providesinformation on behalf of the unit to interestedparties)

Disseminator (The managers disseminates


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3. Decisional

Entrepreneur (A manager must have thespirit, attitudes and qualities of anentrepreneur)

Disturbance Handler (A manager musthave the ability to handle any kind ofunexpected pressure)

Resource allocator (A manager should

have a quality to take decisions forachieving the objectives)

Negotiator (Dealing within or outside theorganization)


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Leadership

What is leadership?

Is leaders are born not made?

Leade

rship

skills

Difference between leadership &

management

Leadership theories


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Leadership

y The activity of influencing people to strive

willing for group objective

y Simple definition

y leadership is art of motivating to act

towards achieving a common goal

y Leaders are born not made

y Naturally abilities


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Leadership skills

y Entrepreneurship skill

y Spot business opportunities and resources

y

Interpersonaly Coaching, counseling, listening, clarity

y Decision making

y Quick Decision maker, not follow any

other

y Self development


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Difference between management

and leadership

y Leadership

Focus leading

people

Concerned withvision

Horizon long run

Leadership have

followers

Rules can breaken

y Management

Focus on manage

work

Concernedimplementation

Horizon for short term

Have subordinates

Rules are made


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Leadership theories Trait or

qualities theory Judgment

Fairness

Foresight Integrity

Humain relation

skill

Drive

Co-operation

Energy

Emotional stability

Initiative


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Style theories

y There two models

1) Archide model

Four concepts(a) Tell

All decision and instructions which must obey

without question

Strengths

Weakness


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b) Sell

Manger make all decision but believe onmembers

Strengths

Weakness

c) ConsultManager exchange views and takes theirviews into account

Strengths

Weakness


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d) Joins

The leaders and team members make

the decision together on the basis ofconsensus

Strengths

Weaknesses

Blake and MoutonsManagerial grid

The extreme cases shown on grid are;

1.1 Impoverished

The manager is lazy, showing little


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1.9 Country club

The manager is attentive to staff needs.

However there is little attention paid toachieving results.

9.1 Task management

Almost total concentration on achievingresults. People needs are virtually ignored.

5.5 middle of the road

Adequate performance through

balancing.


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Contingency approaches to leadership

Fiedlers psychological close and

psychological distance style

John adairs action centred leadership

model


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F E Fiedler

Fiedler is leading advocate of

contigency theory he identify the two

types of leaders.

Psychologically distance managers

(PDMs)

Create distance

Formal

Task oriented


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Psychologically close managers (PCMs)

Informal

Maintain human relation


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John adair

action centred leadership

It is based on three interrelated

variables.

Task need

Group need

Individual need


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CONCLUSION

y HOW USEFUL THE MOTIVATION THEORIES

ARE:

y Starting point of company objective.

y Decision making can be easy.

y Improves efficiency of the business.


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Leadership and management

y Leadership is an important part of being asuccessful manager. A poor leader will often

fail to win over staff and have problems with

communicating and organizing themeffectively.


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What makes the good leader is

concluded that

y Leaders are naturally formed and they have

some attraction that find people appealing,

Or

y Leaders can be adopt by the training

y Desire to succeed

y Creative

y Multi talented


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yyQuestions PleaseQuestions Please..........??

Managing & Leading

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