Principles of Management

LEADERSHIP

The art of influencing people so that they will strive willingly and enthusiastically toward the achievement of groups goals

The ability to influence people toward the attainment of organizational objectives

The art of influencing people by persuasion or example to follow a line of action

Interpersonal influence directed through communication toward goal attention

Principle of Leadership

People tend to follow those who offer then a means of satisfying their own personal goals

“The more managers understand what motivates their subordinates that more they are effective they are likely to be leaders”

Ingredients of Leadership

• Ability to use power effectively and in a responsible manner

• Ability to comprehend that human beings have different motivation forces at different times and in different situations

• Ability to inspire • Ability to act in a manner that will develop a

climate conducive to responding to and arousing motivations.

Leaders

Those who are able to influence others and who possess managerial authority

Autocratic style

Describes authority, dictate work methods make unilateral decisions, and limit subordinate participation

Democratic style

Describes a leader who tends to involve subordinates in decision making, delegate authority, encourage participation in deciding work methods and objectives, and use feedback as an opportunity for training.

Laissez-fair style (or free-rein)

Describes a leader who generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit

Roles of Leaders

• Figurehead• Spokesperson• Negotiator• Coach• Team builder• Team player• Technical problem solver• Entrepreneur

Types of Leaders

Transactional Leader

A leader who clarifies subordinate’s role and task requirements, initiates structure, provides rewards and displays consideration for subordinates

Charismatic Leader

A leader who has the ability to motivate subordinates to excel and surpass expected performance.

Transformational Leader

A leader distinguished by a special ability to bring about innovation and change.

Interactive Leader

A leader who is concerned with consensus building, is open and accommodating, and encourages participation

Servant Leader

A leader of works to fulfill subordinate’s needs and goals as well as to achieve the organizations larger objectives and mission

Satisfaction of Leaders

• A feeling of power and prestige • A chance to help others• High income • Respect and status • Good opportunities for advancements• Knowing “inside” information

opportunities of control money and other resources

Dissatisfaction & Frustration of Leaders

• Too much uncompensated time• Too many “headaches”• Not enough authority to carryout

responsibility • Too many “people” problems• To much organizational “politics”• Pursuit of conflicting objects( or goals)

Personality Traits of Effective Leaders

• Self confidence• Trust worthiness• Dominance• Extroversion• Assertiveness• Emotional stability• Enthusiasm• Sense of humor • Sincerity & warmth• High tolerance of frustration• Self-awareness & self -objectivity

Task – Related Personality Trait

• Initiative• Sensitivity to other & empathy • Flexibility & adaptability• Internal locus of control• Courage

– Moral– Physical

• Resiliency

Leadership vrs Management

Leadership

Deals with change, inspiration, motivation and influence

Management

Deals with planning, organizing, directing, controlling and maintaining status quo

Leadership

• Direction , vision and strategies

• Network ,influencing people, creating teams & coalitions

• Motivation ,inspiration, ideas ,dealing with needs

• Dramatic change

Management

• Plans,budgets,detailed steps&time tables

• Organization, staffing, creating structures delegates responsibilities, policies, procedure monitoring

• Controlling,solving problems,creative actions

• Predictability, order, implementing planned action meeting deadlines

Systems of Management

1. Exploitive – authoritative

2. Benevolent - authoritative

3. Conclusive

4. Participative -group

Power

The potential ability to influence behavior

Legitimate power

Power that stems from a formal management position in an organization and authority granted to it

Coercive Power

Power that stems from the authority to punish or recommend punishment

Reward Power

Power that results from the authority to reward others

Expert Power

Power that stems from special knowledge of or skill in the tasks performed by subordinates.

(In non-organization situation, by customers, clients, and those seeking professional advice)

Referent Power

Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to equal excel or imitate zealously

Leadership GridManagerial Grid

A. 1.9 Management / Country-club Management

B. 9.9 Management / Team management

C. 1.1 Management / Impoverished management

D. 9.1 Management / Task management.

E. 5.5 Management / Middle-Of-The-Road management

1.9 Management

Thoughtful attention to needs of people leads to a friendly and comfortable organization atmosphere and easy and relaxed work tempo.

Country club management

9.9 Management

work accomplished is from committed people through a common stake in organization purpose with trust and respect.

Team Management

1.1Management

exertion of minimum effort is required to get minimum work done and sustain organization morale.

Impoverished Management

9.1 Management

Efficiency result from arranging work in such a way that human elements have little effect.

Task Management

5.5 Management

satisfactory performance through balance of work requirements and maintaining satisfactory morale.

Middle of the Road Management

Committee

Is a group of person to whom, as a group, some matter is committed,

Process of Committees

• Forming

• Storming

• Norming

• Performing

• Adjourning

Forming

The first stage of process during which people join the group and a get to know each other.

Storming

The second stage of process in which members determine the objectives of the meeting. Conflicts arise.

Norming

The third stage in which members agree on norms and conflicts begin to be resolved.

Performing

The fourth stage where full functionality is achieved and conflicts are turned into agreements.

Adjourning

The final stage characterized with ending activities of committee.

TYPE OF COMMITTEES

Formal

A committee created by the organization as part of the formal organization structure with specific delegation of authority.

Informal

A committee formed without specific delegation of authority and usually in advisory capacity (without any authority to take decisions)

Vertical

A formal committee composed of a manager and his subordinates in the organization’s formal chain of command.

Horizontal

A formal committee composed of persons from about the some hierarchical level but from different areas of expertise.

Special Purpose

A committee created outside the formal organization to under take a project of specific importance or creativity.

Self Directed

An informal committee formed by persons on voluntary basis to discuss ways of improving quality, efficiency and working conditions.

Virtual

A committee that uses computer technology and groupware so that geographically distant members can interact to reach objectives

Reasons for Using Committees

• Group deliberation and judgment• Representation of interested groups • Dissipation of authority• Coordination of plans, policies &

departments • Transmission & sharing of information• Motivation through participation• Avoidance of action

Misuse of Committees

• Replacement of a manager• Research or study• Unimportant decisions• Decisions beyond authority• Consolidation of divided authority

Disadvantages of Committees

• High Cost in time and money• Compromise at the least common

denominator• Indecision• Tendency to be self destructive• Splitting of responsibility• Imposition of view by strong minority

Characteristics of Effective Committees

• Clear agenda/objectives• Relevant skills and experience.• Mutual trust• Unified commitment• Good Management/Communication• Negotiating skills• Appropriate Leadership• Internal and external support

Group

Two or more interdependent people interacting in a unified manner toward achievement of common goals

Characteristics of Groups

• Common Goal(s)• Communication• Roles• Norms and conformity• Belongingness

Functions of Groups

• Disciplining members• Decision making, negotiating and

bargaining• Effective group interaction• Motivation

Advantages of Groups

• Social satisfaction• Support for needs• Security• Promote communication• Promote self-esteem through recognition