Management: Leadership at Work
Management: Leadership at Work DV88 34
1. Explain and give examples of the differences between management and leadership in organisations describing appropriate behaviours and skills that should be demonstrated.
Theorists believe that Managers deal with day to day duties of the workplace; focussing on organising, planning and dealing with the resources.
Leaders are said to be more visionary; having a greater focus on inspiring and motivating staff.
Managers set targets and goals and monitor the outcome whereas Leaders develop and motivate staff to achieve the targets and goals set.
As a leader you would expect to have a role model someone who leads by example. A good leader inspires, motivates and develops team members.
According to Forster (2005) “Leadership in English Speaking countries is derived from an old Anglo Saxon word Ioedan meaning a way road path or journey while Management originates from the Latin word for hand Manus which means literally to make things by hand.
Northouse states “Management produces order and consistency whereas leadership produces change and movement.”
Managers look to retain the “status quo” whereas Leaders are looking at improvements that can be made to a process.
According to Davies (1972), cited in Weightman, 2004 pg. 142 four traits are linked with successful leaders
Management Theory X - authoritarian, repressive style. Tight control, no development. Production limited, depressed culture.
Theory X managers believe that their employees want to be managed. That they are lazy. That they do not want to improve themselves and need constant monitoring.
Management Theory Y - liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility.
Theory Y managers believe that their employees are valued, at the heart of the business. They want to improve themselves and achieve good results. Theory Y managers are supportive of their staff and include them in the decision making process.
The Faboil Ltd Case Study shows definitive managers and leaders.
The MANAGERS in Faboil Ltd are:-
Richard Cranberry - Richard has an autocratic approach to management. This is clear by his approach to driving the business he feels he doesn’t need to attend a leadership and management course as he has no issues with his leadership skills.
Richard wanted the three project teams to develop new products as quickly as possible in order to achieve targets, without considering the consequences taking this approach.
Fred Windows follows this same approach he is negative about the leadership and manager course, he felt he gained nothing from the course. Fred states that “the organisation was making good enough profits without having to do vast forward planning”. Fred showed what is seen as a typical manager approach – keeping the status quo.
The LEADERS in Faboil Ltd are:-
Dr Alfred Brownlow – Dr Brownlow “leads front the front”, when developing products. He includes his staff in decisions and is looking to develop his staff and wants them to improve their leadership and management skills, sending them on a course in order to achieve this. Dr Brownlow is aware that he is unable to retire whilst the company is in its current state. Dr Brownlow is also aware that his competitors have taken his company from a monopoly within this area and are now starting to take more of the market share.
Brenda Frame – Brenda has admitted herself that prior to attending the leadership and management course she “issued instructions’ to her staff and demanded that they carry out her orders”. Following the leadership course she now involves the staff and recognises that her staff provide valuable suggestions and...
References: Management: Leadership at Work DV8834 (Candidate Support Pack)
www.hmrc.gov.uk - HMRC Purpose, Vision & Way
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