By Prof. Benon Basheka

1. MANAGEMENT AND
LEADERSHIP
By
Professor Benon C Basheka (Ph.D)

2. Objectives of training
• Emerging global paradoxical challenges facing
employers & trade unions
• Union responses to Industrial, Organizational,
Technological and market changes/recessionary
• challenges.
• Economic systems and structural adjustments and
trade unions
• • New responsibilities and role of trade union in the
new industrial & business scenario;

3. • Building collaborative leadership working-together;
Enhancing information base,
communication skill;
• Positive union management relations
• • Creating awareness, leading to attitudinal
changes and providing the inputs for responsive
& responsible
• leadership
• • Working out concrete Action Plans for future

4. • Because effective leadership is at the core of
successful businesses, the understanding of
• what makes a successful leader is an issue that
has been debated for decades.
• Leadership has become even more important
due to the noticeable decline of enduring
successful leaders in the business world today

5. • The leader is the person in the group that
possesses the combination of personality and
skills that makes others want to follow his or her
direction

6. • Robbins (2003) defines leadership as, coping with
change.
• Leaders establish direction by developing a vision of
the future; then they align people by communicating
this vision and inspiring them to overcome hurdles.
• Ernsberger (2000) states that leadership involves
accomplishing group objectives, taking a diverse
group of people, bringing them together, and
finding a common thread that enables them to work
together to achieve a common goal.

7. INTRODUCTION
Everyone belongs to organizations and is
aware of what goes on in organizations
Good things take place in organizations but
also bad and evil things are committed in our
organizations
The leadership and management of
organizations have never been more
challenging than it is today.
This is because organizations are
continuously operating in very changing and
competitive environments.

8. ….
• Solutions which worked yesterday may
not work today
• Individuals also keep changing and are
becoming more complex and dishonest
•Resource are increasingly becoming
scarce and managers are required ‘to do
more with less’

9. • Problems in organizations are becoming too
many and solving them requires
sophisticated skills and multidisciplinary
competencies
• Organizations of today are increasingly being
divided on the basis of:
▫ Tribe
▫ Religion
▫ Education
▫ Gender
▫ Political ideology
▫ ETC

10. Worry to note that….
• Promotions and recruitments into
organizations which used to be on merit are
now increasingly based on some irrational
criteria
• Those who occupy offices do not want to leave
for others
• Institutions trusted with certain mandates are
simply not doing what they ought to do

11. …..
• Private interest sometimes supersede
organizational interests
• Institutional procedures are not followed and
yet;
• Such organizations are run by educated
people-not peasants
• Things seems to be ‘falling apart’ in many
organisations-organisations are sick

12. So what is the problem?
• Leadership cannot escape these
problems
• Those in management are grossly
responsible -The biggest problems
come from those charged with
Management (20/80 rule) at various
levels
• Individuals in are part of the problem
• Groups in organizations have further
increased the problem

13. Every organization has :
•Managers, but few people know what these
managers really do or are expected to do.
• Managers are supposed to have authority and
power, which implies the ability to coerce
compliance by making subordinates carry out
orders.
• Let us explore some key concepts from onset

14. Trade Union Leadership
• The trade union, through its leadership, bargains
with the employer on behalf of union members and
negotiates labour contracts (collective bargaining)
with employers.
• The most common purpose of these associations or
unions is "maintaining or improving the conditions
of their employment“.
• This may include the negotiation of wages, work
rules, complaint procedures, rules governing hiring,
firing and promotion of workers, benefits, work
• place safety and policies.

15. • One of the key challenges facing trade union
organizations today in Africa is that of leadership
structure and the politics of succession.
• In its basic form, a trade union organization is not a
democratic structure due to its methods of
succession as far as leadership is concerned.
• Trade union organizations constitute integral part of
the societies as representatives of the workers

16. Theories of Trade Union Management

17. Challenges in Trade Union Leadership
• Challenges of Democracy
• The Political Factor
• Union Government Relationship
• Aristocratic Authority and the Leadership Question
• Rank and File Question

18. An organization always has three
characteristics:
Structure
purpose, and
Activity
 The word "goals" usually implies something
that cannot be accomplished by individuals
working at it alone or in separate ways, so
in this sense, goals require synergy and
synergy requires organization.

19. The History of Organizational Management
• Management has not evolved today
• There are several examples of management that
span the history of the human race
• The history of management can be traced under the
following periods:
▫ Ancient times
▫ Medieval Times
▫ Industrial period
▫ 20th Century
▫ 21st Century

20. Interest of Managers…
• The ideal interest of every manager should be to
have an effective (as well as efficient) organization.
• Effective organizations focus on (Hersey et al,
2001). :
Quality and customer satisfaction;
Respond quickly to environmental changes
Innovate, develop and implement appropriate strategies;
Have a global mindset
Are willing to network with strategic partners
Cope with changes in management and are committed to
continuous learning

21. • It is those in management who will ensure that the
organization either achieves its objectives OR it
fails to do so.
• It is documented that it is managers who are
responsible for the collapse of many organizations
(80/20 Rule or the Pareto Principle).

22. Management is:
Both an art and a science
Is as Profession and
Is an academic discipline .

23. • Mullins (2007) while quoting Watson(1986)
considers Management from four angles:
▫ Management as a science-Successful
managers are those who have learned the
appropriate body of knowledge and have
developed an ability to apply acquired skills
and techniques

24. • Management as an art-Successful
managers are those born with
appropriate intuition, intelligence
and personality which they develop
through the practice of leadership

25. • Management as politics-Successful managers
are those who can work out the unwritten laws of
life in an organizational jungle and are able to play
the game so that they win

26. •Management as Magic-successful
managers are those who recognize that
nobody really knows what is going on and
who persuades others of their own powers by
calling up the appropriate gods and by
engaging in the expected rituals

27. Six Business Principles for every manager
• Value for customers
▫ A business exists to create value of some kind. It takes
raw materials or activities and increases their value in
some way, transforming them into products or
services that customers will buy.
▫ Value is what customers pay for- customers buy things
that they value.

28. • Organization
▫ An organization must have goals and the
resources (human, material, and financial) to
meet those goals.
▫ It must keep track of what it does and how well it
does it.
▫ Each department has to perform its function
properly.
▫ Employees must be assigned specific tasks that
move the outfit toward its goals.

29. • Competitive advantage
▫ To succeed in a particular market, a company
must do something better than other companies
in that business.
▫ Doing something better creates a competitive
advantage.
▫ That “something” may be only one aspect of the
product or service, as long as customers value it
highly.

30. • Control
▫ After management decides how to create value, organize
the business, and establish a competitive advantage, it
must control the outfit.
▫ This does not mean ruling with an iron fist (although
some managers believe it does).
▫ Rather, it means that everyone must know the company’s
goals and be assigned tasks that will move everyone
toward those goals.

31. ▫ Controls ensure that the right manager knows what’s
going on at all times.
▫ These controls are based mostly on information.
▫ For example, every company needs financial controls.
▫ Managers have budgets so they can control their
department’s spending.

32. • Profitability
▫ A business is set up to make money. The money a
business earns can be measured in various ways. But
no matter how it is measured, a business has to make
money—earn a profit—on its operations.
▫ If, during a certain period of time, a business takes in
more money for its products than it spends making
those products, it makes a profit for that period.
▫ If not, it has a loss for the period. Losses cannot
continue for long or the company will go bankrupt.

33. • The most basic goal of management is to make
money for the business owners.
• Regardless of how well they do anything else,
managers who lose money for the owners will not
keep their jobs for long.
• Whatever else a business does, its overall goal must
be profitability

34. • Ethical practices
▫ Today’s competitiveness and the drive for profits
have been blamed for an upswing in bad behavior in
business.
▫ However, dishonesty and greed have been around as
long as business itself—longer, in fact.
▫ Although the vast majority of businesspeople are
honest, managers in particular must engage in and
tolerate only completely ethical practices.

35. • This is true for three reasons:
▫ First, managers, especially senior managers, hold a
position of trust as stewards of the company for the
stockholders, employees, customers, and community.
▫ Second, managers have the most opportunity to
enrich themselves at the expense of the stockholders,
employees, customers, and community.
▫ Third, managers set the standard for the entire
company. If they are fudging their numbers, how can
they expect honest numbers from their subordinates?

36. Management and Leadership
• Leadership and management are two notions that
are often used interchangeably. However, these
words actually describe two different concepts.
• Managing and leading are two different ways of
organizing people.
• The manager uses a formal, rational method whilst
the leader uses passion and stirs emotions.

37. • Leadership is the process of directing and
influencing the task-related activities of group
members.
• Leadership involves other people and an unequal
distribution of power between leaders and group
members, and it is the ability to use different forms
of power to influence followers’ behaviour in a
number of ways.

38. • This gives three implications namely that:
▫ Leadership involves other people-subordinates or
followers
▫ Leadership involves unequal distribution of power
between leaders and group members
▫ Leadership is the ability to use the different forms of
power to influence follower’s behaviours in a number
of ways.

39. • Although leadership is highly related to
management, the two concepts are different.
Managers perform functions in organizations and
hold a particular formal title.
• Leaders on the other hand aim to influence and
guide others into pursing particular objectives or
visions of the future and to stimulate them into
wanting to follow

40. • In a nutshell, the difference between leadership
and management is:
▫ Leadership is setting a new direction or vision for a
group that they follow, ie: a leader is the spearhead
for that new direction
▫ Management controls or directs people/resources
in a group according to principles or values that
have already been established.

41. Differences summarized as….
Subject Leader Manager
Essence Change Stability
Focus Leading People Managing People
Have Followers Subordinates
Horizon Lon-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes

42. Power Personal
Charisma
Formal authority
Appeal Heart Head
Energy Passion Control
Dynamic Proactive Reactive
Persuasion sell Tell
Style Transformationa
l
Transactional
Exchange Excitement for
work
Money for work

43. Likes Striving Action
Wants Achievement Results
Risks Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New Roads Existing Roads
Truth Seeks Establishes
Concern What is right Being Right

44. Credit Gives Takes
Blame Takes Blames

45. What Do Managers Do?
• One of the first and most widely quoted analyses of
the activities of management is that given by Henry
Fayol who analyzed the activities of industry
undertaking into six groups (Mullins, 1999, p.170).
• The six groups include
▫ Technical (Production, manufacture and adaptation);
▫ Commercial (buying, selling, exchange and market
information),
▫ Financial (obtaining capital and making optimal use
of available funds);
▫ Security (safeguarding property and persons),

46. ▫ Accounting (information on the economic
positions, stock taking, balance sheet,
costs, statistics; and
▫ Managerial (management is a translation
of the French term administration).

47. • According to Fayol, the managerial activity was
divided into five elements of management which
are:
▫ Planning-translated from the French prevoyer-to
foresee and taken to include forecasting)-examining
the future, deciding what needs to be achieved and
developing a plan of action
▫ Organizing-providing the material and human
resources and building the structure to carry out the
activities of the organization
▫ Command-maintaining activity among personnel,
getting the optimum return from all employees in the
interest of the whole organization

48. • Co-ordination-unifying and harmonizing all
activities and effort of the organization to facilitate
its working and success
• Control-verifying that everything occurs in
accordance with plans, instructions, established
principles and expressed command

49. Fayol also suggested that a set of well established
principles would help concentrate general
discussion on management theory.
He emphasized that these principles must be
flexible and adaptive to the changing environment.
This was probably one of his foresighted views
about the continuous changing environment in
which managers operate.

50. 14 Principles of administration
Division of Work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Subordination of individual interest to general
interest
• Remuneration of personnel

51. • Centralization is always present to some degree
in any organization
• Scalar chain-The chain of superiors from the
ultimate authority to the lowest ranks
• Order-Material order and social order
• Equity
• Stability of tenure of personnel
• Initiative
• Esprit de corps

52. According to Mullins (1999)
• Managers
▫ manage and interact with people
▫ coach low performers to improve their work
▫ organizing job tasks
▫ settling disputes, and
▫ developing career paths for individual employees
but these are only part of the managerial activities
in which managers become heavily involved’.

53. Note
• It must be noted that management is not a
systematic process.
• The ‘real’ world of management is chaotic,
challenging and creative.
• Managers have a heavy workload comprising
predominantly current, specific and ad hoc
issues.

54. • Interpersonal roles- All managers are
required to perform duties that are
ceremonial and symbolic in nature.
• All mangers also have leadership roles-hiring,
training, motivating and disciplining
employees.

55. SKILLS OF MANAGERS
• Most people are hired by organizations to initially
perform some tasks involving technical skills.
• These skills provide an individual with expertise to
perform specialized tasks within a specific work domain
(Perterson, 2004).
• Quite often; individuals are later promoted to
managerial positions because they have shown
themselves to be technically competent (Byrd et al,
2004).

56. • It has almost become a norm in organizations that to
access managerial positions, individuals must
demonstrate some recognized degree of technical
competence in some area of specialization.
• This suggests that while they may have some
technical skills, these individuals usually lack
management skills.
• Therefore, such individuals need to have other skills
other than the technical skills

57. • While the technical skills provide knowledge on
specialized tasks, managerial skills provide expertise
on managerial activities.
• That is why some managers may not do certain tasks
of their jobs because they lack the abilities and skills
to perform them effectively-they tend to avoid some
management aspects of their jobs where they lack
expertise

58. • This ‘trick’ may not be sustainable in the era of
modern management world where managers are
required to be ‘generalists’.
• At best, the manager’s current jobs can be described
as being harshly chaotic.
• Managers now operate in turmoil and require skills to
take them through this turmoil

59. • The literature of management is full of authoritative
write ups on the managerial skills requirement.
• In 1955, the Harvard Business Review (HBR)
published an article by Katz entitled ‘Skills of an
effective administrator’.
• The framing of the title in itself suggest that there are
two types of administrators namely effective and
ineffective administrators.

60. • In that article, the author argued that what was
important was not an executive’s traits or personality
characteristics, but what that executive could
accomplish.
• He argued that it is a set of core skills which are
employed by managers in pursuit of organizational
objectives that was important.

61. • Katz noted that the core managerial skills were not
inborn personality traits but felt that these skills could
and should be developed in managers by providing
them with a set of managerial knowledge bases and
methods for accessing this information

62. • Based on the above assumptions, Katz proposed that
managers need three sets of skills namely technical,
human and conceptual skills with each broad
category having narrowly focused abilities.
• Katz also noted that there were a lot of
interrelationships among the three skills although he
had described each independently.

63. • Technical skills -defined as the understanding of, or
proficiency in, specific activities that require the use
of specialized tools, methods, processes, procedures,
techniques or knowledge
• Accordingly, Katz noted that these skills required
working with things not people

64. • Human skills-These are defined as the ability
to cooperatively work with others, to
communicate effectively, to resolve conflict, and
to be a team player.
• Human skills are primarily concerned with
people

65. • Conceptual skills-the ability to see the
organization as a whole or to have a systemic
view point.
• While technical skills focus on things and human
skills focus on people, conceptual skills focus on
ideas and concepts.

66. Ten years after Katz’s article, Mann (1965) conducted
a series of studies to test the conceptualization of
skills by Katz.
His studies found empirical support for the ideas of
Katz that different amounts of the three skills
categories are required at different levels within the
organization
The author also provided evidence that the three skills
were interrelated and that all levels of management
needed the three sets of skills

67. • In 1974, the Harvard Business Review (HBR)
republished the Katz article as an ‘HBR classic’.
• In introductory comments to the article, the
Harvard Business Review Editorial staff said ‘the
soundness of this approach is shown by enduring
popularity of the article-nearly 4,000 reprints
were sold in the first six months of 1974’.
• Many organizations have suffered because their
managers usually lack these three sets of skills.
Meanwhile, research in this area was not done

68. In 1978, Guglielmino conducted an empirical study on
managerial skills where he surveyed a random sample of
middle level managers from Fortune 500 companies,
management professors in business schools, and training
and development directors from Fortune 500 companies
All these three groups identified technical, human and
conceptual skills as being important for managers of the
future.
Also, a mix of the three skills was reported as being
necessary at each level of management.

69. From the huge volumes of literature on managerial
skills, it is clear that the message delivered by Katz in
1955 is still profound.
However, some additional skills have been added.
There are now a round ten skills which are usually
identified as critical for managerial work
According to Peterson (2004) an examination of the
seven additional skill categories suggests that each
category attempts to capture a group of specific tasks
that the manager must perform to be effective.

70. • Technical
• Analytic
• Decision making
• Human
• Communication
• Interpersonal
• Conceptual
• Diagnostic
• Flexible
• Administrative

71. CORPORATE GOVERNANCE

72. RESULTS –ORIENTED MANAGEMENT
• Trade unions are integral part of our industry
and business life. But still none or few of them
enjoy the confidence of employers.
• The vice-versa is also equally true