Peter F. Drucker once said, "Management is doing things right; leadership is doing the right things" (Famous-Quotes-And-Quotations.com, n. d.). Leading is a key function of management. Without leadership, valuable time spent on planning, organizing, and controlling can be lost with no productive e
An individual study on the article:
MANAGERS REALLY DO (KOTTER, 1982)
11 12 1 2 10 9 3 8 4 7 6 5
MBA Public Governance 4 Management & Organization Dynamics Hugo Hendriks April 2004 Nijenrode University
Management & Organization Dynamics
April 9, 2004
Kotter's 8-Step Change Model
Implementing change powerfully and successfully
Step One: Create Urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.
The 1990s view of leadership calls for principals to act as partners with teachers, involved in a collaborative quest to examine practices and improve schools. Principals are not expected to control teachers but to support them and to crea
H BR C L A S S I C Business leaders have much more in common with artists than they do with managers.
Managers and Leaders
Are They Different?
by Abraham Zaleznik
Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core
Book Summary – Management and Organizational Behavior
• Cook, C. W. & Hunsaker, P. L. (2001). Management and Organizational Behavior (3rd edition).
Chapter 1 – Managing People and Organizations
TOPIC: Personal Effectiveness / 7 Habits of Highly Effective People
Covey, S. (1990). The 7 Habi
Questions and Exercises prepared by Alan Saks.
I. What Are Organizations?
A. Social Inventions
Organizations are social inventions for accomplishing common goals through group effort. Their essential characteristic is the coordinated presence of people, not necessarily th
Leaders Are Made, Not Born The Critical Role of a Developmental Framework to Facilitate an Organizational Culture of Development
Catherine M. Ruvolo, Scott A. Petersen, and Joseph N. G. LeBoeuf United States Military Academy
For many organizations, leader development takes a back seat to mission
DEVELOPING SUSTAINABLE LEADERS
THROUGH COACHING AND COMPASSION
Richard E. Boyatzis, PhD., Melvin L. Smith, PhD., and Nancy Blaize, MD.1
Weatherhead School of Management
Case Western Reserve University
10900 Euclid Avenue
Cleveland, OH 44106-7235
Using examples, compare and contrast the characteristics of both managers and leaders.
There is a lot of confusion, or at least very different views, about what is meant by management and what is meant by leadership, about whether the work of managers is fundamentally different fr