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 from the work of leaders‚ and whether they are in fact different roles at all. Of course the meaning of such ambiguous words will depend on the definition people choose to give those words‚ and there are many authors who use management and leadership interchangeably while
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AU/ACSC/061/1999-04 AIR COMMAND AND STAFF COLLEGE AIR UNIVERSITY LEADERSHIP EFFECTIVENESS AND GENDER By Christine R. Gedney‚ Major‚ USAF A Research Report Submitted to the Faculty In Partial Fulfillment of the Graduation Requirements Advisor: Lt Col Sharon A. Branch Maxwell Air Force Base‚ Alabama April 1999 Distribution A: Approved for public release; distribution is unlimited Disclaimer The views expressed in this academic research paper are those of the
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A leader can be a manager‚ but a manager is not necessarily a leader. The leader of the work group may emerge informally as the choice of the group. If a manager is able to influence people to achieve the goals of the organization‚ without using his or her formal authority to do so‚ then the manager is demonstrating leadership (Allen‚ 1998). Great organizations are managed by people who have the necessary skills and attributes which allow them to connect with the organization and the people
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1. What qualities should an effective leader possess? “I suppose leadership at one time meant muscles; but today it means getting along with people.” The pre-eminent spiritual leader of India‚ Mohandas K. Gandhi‚ tells us what leadership really is – being a people person. Leaders are not those who achieve success by underhand methods‚ but they are the ones that understand his followers before undertaking the difficult job of leadership. Certain qualities are necessary to help effective leaders understand
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GMO WHITE PAPER March 2012 What Goes Up Must Come Down! James Montier A Little Detour into My Murky Past Nearly a quarter of a century ago‚ I was a young‚ naïve‚ and foolish believer in an economic concept known as rational expectations – an elegant‚ mathematically beautiful theory with no practical use. In Star Wars parlance‚ I had effectively been seduced by the dark side. Thankfully‚ several of my university lecturers were determined to save me from this terrible fate. They insisted on teaching
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when in doubt or when having a hard time deciding. It allowed for me as person to think outside the box and not only go with what I think‚ having a team is a way where an individual to be exposed to other ideas and opinions that can you your argument be stronger. For me‚ my group benefited my point of view which allowed for me to have a stronger argument‚ and being able to have a good group that was able to communicate in a correct and efficient manner also ameliorate me. I learned a lot through my
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Restaurant manager A restaurant manager is someone who is the ’face’ of a restaurant and whose main responsibilities are to deal with customer service issues‚ as well as to ensure that the food quality coming out of the kitchen is the best it can be. He or she also deals with staffing issues and ensures that everything runs as smoothly and profitably as possible. The Duties and Responsibilities 1.Supervision The managers have to oversee the activities of the kitchen and dining room. Supervisory
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leadership There is no unanimity among scholars about the origin of leadership. Whether leadership is a natural trait‚ a developable competency or a combination of both‚ it is reported by executives that a great part of what leaders use to lead effectively comes from experience‚ more than from formal training. A key question is then how do we need to modify training interventions in order to represent a source of leadership learning? Learning is understood as a transformational effect on the
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TABLE OF CONTENTS 1. OPERATION MANAGEMENT 3 1.1. DEFINITION OF OPERATION MANAGEMENT 3 1.2. THE ROLE OF OPERATION MANAGER 3 1.3. RELATIONSHIP OF OPERATION MANAGEMENT WITH OTHER CORE FUNCTIONS 3 2. CASE STUDIES 3 2.1. HEATHROW INTERNATIONAL AIRPORT 3 2.2. NESTLÉ UK CHOCOLATE FACTORY 3 3. MAJOR UNDERSTANDINGS OF THE STUDY 3 4. CONCLUSIONS 3 REFERENCES 3 1. Operation Management For the success of an organization‚ the management crew plays a major role. An organizational structure is based on different
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considered to be a prime task of management. Managers‚ increasingly‚ have to act as coaches and guides in order to align the strategic goals of the organization with the demands and needs of individual employees. At the core of this aligning process is the manager’s skill to understand what does ‘motivate’ an individual to reliably and consistently commit their energy and talent to the organizational goal. Motivation theories are routinely drawn on to understand what makes people ‘tick’ and to then be able
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