2.1.1) Management, Leadership and Decision Making
- Created by: B-raa
- Created on: 06-01-19 18:13
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- 2.1.1) Management, Leadership and Decision Making
- Managers
- Management is the process through which company resources are used and decisions made in order to meet the objectives of the firm
- Managers will set objectives and figure out how to achieve them
- Managers and leaders are often the same person
- Leaders
- Leadership is the ability to influence and direct people in order to meet their goals
- Leaders are those people that can inspire and motivate people to meet objectives
- Factors that influence your style of leadership
- Internal Factors
- The expertise and experience of the workforce
- The skills required for the work to be done
- The personal traits of the leader
- The power given to the leader
- The timeframe associated with the task to be undertaken
- External Factors
- The political and legal environment
- The Economic Environment
- The Social Environment
- The Technological Environment
- Changing nature of the industry
- Internal Factors
- Leaders
- The Role of Managers
- SETTING OBJECTIVES
- Targets to be achieved within a given time period for individuals or groups
- ANALYSING
- Targets contributing towards the achievement of objectives
- LEADING
- Communicating objectives and directing subordinates to achieve their nearest goal
- MAKING DECISIONS
- The allocation of resources and the day-to-day running of the business
- REVIEWING
- Monitoring performance against objectives and taking necessary actions
- SETTING OBJECTIVES
- Leaders
- Leadership is the ability to influence and direct people in order to meet their goals
- Leaders are those people that can inspire and motivate people to meet objectives
- Factors that influence your style of leadership
- Internal Factors
- The expertise and experience of the workforce
- The skills required for the work to be done
- The personal traits of the leader
- The power given to the leader
- The timeframe associated with the task to be undertaken
- External Factors
- The political and legal environment
- The Economic Environment
- The Social Environment
- The Technological Environment
- Changing nature of the industry
- Internal Factors
- Leadership Styles
- Autocratic
- The leader makes a decision without consultation
- Democratic
- The leader consults his team but makes the final decision
- Laissez-Faire
- The leader allows his team to make decisions
- Paternalistic
- The leader acts in a fatherly way towards the workforce
- Makes decisions based on the workforce as well as the business
- Bureaucratic
- Leaders work to rule and regulations- 'by the book'
- Theories of Management and Leadership Styles
- The Tannenbaum Schmidt Continuum
- Leadership model based on a spectrum between two extremes of manager centred and subordinate centred approaches
- Recognises that in reality leaders are unlikely to be at either extreme but somewhere along the spectrum
- 1) Manager takes and announces decisions
- 2) Manager sells decision
- 3)Manager presents decisions as ideas and invites questions
- 4) Manager suggests provisional decision and invites discussion
- 5) Manager presents the situation. receives feedback and then decides
- 6) Manager explains, defines parameters and asks team to decide
- 7) Manager allows team to develop options and decide on actions based within managers limits
- 6) Manager explains, defines parameters and asks team to decide
- 5) Manager presents the situation. receives feedback and then decides
- 4) Manager suggests provisional decision and invites discussion
- 3)Manager presents decisions as ideas and invites questions
- 2) Manager sells decision
- From this continuum there are four four categories of leadership identified
- SELLS
- TELLS
- CONSULTS
- PARTICIPAT-ES
- The approach managers adopt will depend on:
- The forces in the manager
- Personality and characteristics
- Experience
- Attitudes towards and trust in suboordinates
- The forces in the suboordinates
- Personality and characteristics
- Experience
- Attitudes and trust in leader
- The forces in the situation
- The nature of the problem or situation
- Resource constraints including time
- The culture of the organisation
- The forces in the manager
- The Blake Mouton Grid
- Leadership Model based on two behavioural dimensions of concern for people or concern for production which identifies five leadership styles
- 1,1 Impoverished Management- holds little concern for the task or workforce
- 1,9 Country Club Management- Big concern for workforce and little concern for the task
- 9,9 Team Management- Shows high concern for people and task
- 9,1 Autrhority Obedience - Big concern for task and little concern for workforce
- 5,5 Organisation man management- Compromise is made between the concern of the workforce and the task
- Leadership Model based on two behavioural dimensions of concern for people or concern for production which identifies five leadership styles
- The Tannenbaum Schmidt Continuum
- Autocratic
- Managers
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