Management and Leadership Cmi Level 5
Leadership Practice Assignment
During my research a lot of leadership and management theories I have read, watched and listened to in various fields have lead me to believe most come to the same conclusion. I have taken a wide range of examples which I feel to be the most relevant to me and my role.
What is Management? This is in itself is open to debate in various cultures and practices as there are a number of different managers across all areas of life from a shift manager, upper, lower and middle management to a football club manager. To me a manager is an individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her, but can also just be held responsible for managing a process.
As an example, a restaurant will often have a front-of-house manager who helps the patrons, and supervises the hosts; or a specific office project can have a manager, known simply as the project manager. Certain departments within a company designate their managers to be line managers, while others are known as staff managers, depending upon the function of the department.
Hannagan (2002) emphasises that “Managers achieve organisational objectives by arranging for other people to perform whatever tasks are required, and do no not necessarily carry out these tasks themselves.” This however can be argued for some manager’s roles but not for roles such as one-Person Businesses or accounts managers etc.
I found it better to describe a manager by a list of responsibilities rather than a specific quote. The following list I found cited on a business educational website “businessballs”, I found to be the most informative in describing the roles of a manager;
1. Implementing tactical actions
2. Detailed budgeting
3. Measuring and reporting performance
4. Applying rules and policies
5. Implementing disciplinary rules
6. Organizing people and tasks within structures
7. Recruiting people for
During my research a lot of leadership and management theories I have read, watched and listened to in various fields have lead me to believe most come to the same conclusion. I have taken a wide range of examples which I feel to be the most relevant to me and my role.
What is Management? This is in itself is open to debate in various cultures and practices as there are a number of different managers across all areas of life from a shift manager, upper, lower and middle management to a football club manager. To me a manager is an individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her, but can also just be held responsible for managing a process.
As an example, a restaurant will often have a front-of-house manager who helps the patrons, and supervises the hosts; or a specific office project can have a manager, known simply as the project manager. Certain departments within a company designate their managers to be line managers, while others are known as staff managers, depending upon the function of the department.
Hannagan (2002) emphasises that “Managers achieve organisational objectives by arranging for other people to perform whatever tasks are required, and do no not necessarily carry out these tasks themselves.” This however can be argued for some manager’s roles but not for roles such as one-Person Businesses or accounts managers etc.
I found it better to describe a manager by a list of responsibilities rather than a specific quote. The following list I found cited on a business educational website “businessballs”, I found to be the most informative in describing the roles of a manager;
1. Implementing tactical actions
2. Detailed budgeting
3. Measuring and reporting performance
4. Applying rules and policies
5. Implementing disciplinary rules
6. Organizing people and tasks within structures
7. Recruiting people for
Cited: in CLARK, K.E.; CLARK, M.B.,1990. Measures of leadership (pp. 281-295). West Orange, NJ: Leadership Library of America. KERMALLY, S., 2004. Developing and Managing Talent. London: Thorogood Publishing. LAMB, L. F.; McKEE, K. B., 2004. Applied Public Relations: Cases in Stakeholder Management. New Jersey: Lawrence Erlbaum Associates. Routledge. SCOULLER, J., 2011. The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill. Cirencester: Management Books 2000. SIMS, R. R., 2002. Managing Organizational Behavior. USA: Greenwood Press. SNEE, R. D.; HOERL, R. W., 2004. Statistical leadership. Quality Progress, 37(10), 83-86. TAFFINDER, P., 2006. Leadership Crash Course : How to Create Personal Leadership Value, 2nd Edition. London: Kogan Page Ltd.