Management and Leadership

Management and Leadership Paper
Danielle Resseguet
University of Phoenix
MGT 330
Charlotte Molony
February 6, 2008

Being a leader is not necessarily being a manager and being a manager is not always being a leader. Being able to distinguish the differences between a leader and manager is not always simple. Today's demanding business unquestionably adds to the level of difficulty in determining, who is what. This paper will be illustrating the differences that separate a leader from a manager and vise versa. This paper will also review the duties and roles of a leader and what is needed to create and sustain a strong organization.
Today's offices are a demanding environment. Outcomes are needed more rapidly than ever before and usually these results are accomplished by far fewer employees than expected. Companies strive to remain competitive by implementing new technology so information can be converted into useable data at a quicker pace than ever thought of. Bristol-Myers Squibb employs several employees who serve in this activity as their frontline managers. These supervisors will directly impact the companies that they labor for. Their management style influences retention, career satisfaction, and costs. Webster's online dictionary’s definition of manager is a person whom controls resources and expenditures. It goes on to characterize management as "the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources, like human, financial, material, intellectual or intangible (Webster-online-dictionary). Managers direct a business, generate guidelines, and supply the needed support to perform the business objectives of the upper management or owners. Goals are set by managers and then controlled by providing directions and expecting progress. Bristol Myers Squibb employs over 43,000 people therefore; finding strong managers and leaders is a must for such a large diverse company.... [continues]

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