BTECH EXTENDED DIPLOMA IN STRATEGIC CHANGE MANAGEMENT AND LEADERSHIP
PROFESSIONAL DEVELOPMENT FOR STRATEGIC MANAGERS (UNIT 2)
EDEXCEL BTECH LEVEL 7
ZOHAIB HUSSAIN KAZI
LCAM / PB / 10454
PRESENTED AS A PART OF THE REQUIREMENT FOR THE AWARD OF
ADVANCE PROFESSIONAL DIPLOMA IN MANAGEMENT
TASK – 1
Identify the skills required for strategic management and leadership with supporting examples from your own experience and academic literature on management and leadership. Prepare a list of the skills that you have identified.
MANAGEMENT: - According to Bannok et al (2002: pg. 202) the meaning of management is “A method of coordinating and motivating a firm’s, workforce by dividing the organization’s goal into specific objectives for each section, department and individual”.
LEARDERSHIP: - Bannok et al (2002: pp. 193) state that leadership is “the ability to influence a group of people towards the achievement of goals”.
In an organization management and leadership are very important. An effective management can only be done by proper leadership skills. Only a manager who has leadership skills can conquer the objectives of the organization. A manager is the key person who can increase and decrease the value of organization because he is the person who is neither in administration nor in public but a proper person from administrative side and workable person from public side.
According to Industrial Society (1990: pp 2) “the basis of manager’s job can be divided into three skills:
3. Achieving Results through people”.
Technical: - a manager should have enough technical knowledge to understand the work and distribute accordingly.
2. Administration: - a manager should have a full control of his team as administrative and can make public to do the work.
3. Achieving Results through people: - a manager should have a sufficient quality and quantity to qualify for achieving results to grow the company.
ROLE OF A MANAGER
According to widely referenced studies by Henry Mintzberg, there are three roles of manager:
➢ Interpersonal Roles
➢ Informational Roles
➢ Decisional Roles
A brief description on each point is given below:
1. Interpersonal Roles: - According to Lewis et al (1995: pp. 8) “The three interpersonal roles played by the manager are:
b. Leader and
A manager should be a figurehead who is a people’s person and he should be involved in all community functions and he should be a well known public person. He should be a leader who can lead his group / team and can be successful. A manager can be a liaison.
2. Informational Roles: - As said by Lewis et al (1995: pp. 8) “The second set of managerial roles identified by Mintzberg is informational roles”. According to same author it is classified into three roles:
b. Disseminator and
c. Spoke person”.
A manager when given a certain task must work in a group or individual to carry out the work. When the manager delegates or carryout the assignment given to him he should monitor the progress and give the feedback to the organization for action.
3. Decisional Roles: - Lewis et al (1995: pp. 8) stated that “Finally managers also play the role of decision maker. In their decisional roles, managers process informational and reach conclusion”. He also classified these into four parts:
b. Disturbance Handler
c. Resource Allocator and
A manager should have the skills of entrepreneur (business skills), he should have this skill for new opportunities and new ideas for the growth of the company. He should also be a conflict / disturbance handler. He should also be a very good resource allocator.
References: □ Armstrong, M. 2009. Armstrong handbook of human resource management practice. London: Kogan Page.
□ BANNOK, G. et al. 2002. the new Penguin Dictionary of Business: ENGLAND: Penguin Books.
□ BOVEE, L.C et al. 1993. Management: International Edition. ISBN 0-07-112944-8. USA: McGraw – Hill.
□ FOWLER, E and GRAVES, P. 1995. Management an effective operation The Institute of Management. ISBN 0-7506-2031-5 OXFORD: Butterworth-Heinemann.
□ LEWIS, P.S, Goodman, S.H & Fandt, P.M. 1995. Management challenges in the 21st century: Annotated Instructor’s Edition. ISBN 0-314-04569-4. USA: West Publishing.
□ MINTZBERG, H et al. 2010. Management it’s not what you think: ISBN 978-0-273-71967-0. Great Britain: Pearson Education Limited.
□ NAHAVANDI, A. 1997 The art and science of leadership: ISBN 0-13-381534-X. UK: Prentice – Hall International.
□ The International Society, 1990. the industrial society handbook of management skills. ISBN 0-85290-903-9. LONDON: Industrial Society Press.
□ THOMPSON, N. 2009. People Skills Third Edition: ISBN-10 0-230-22112-2. UK: Palgrave Macmillan.
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