Functions of management1


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Functions of management1

  1. 1. Leadership versus Management? The 3 dimensions of debatable differences <ul><li>Qualities </li></ul><ul><ul><li>There are two types of people – some are born leaders, others are managers – down to type of personality …it’s a case of how different are these two types of people? </li></ul></ul><ul><li>Roles / Processes </li></ul><ul><ul><li>The function of leadership is different from the function of management ….two different roles with two different purposes ….or is one just a subheading of the other…it’s a case of how different?? </li></ul></ul><ul><li>Relationship with followers </li></ul><ul><ul><li>To be a ‘leader’ requires recognition by followers – the difference is determined by the nature of the relationship with followers </li></ul></ul>
  2. 2. Development of Leadership Theory <ul><li>What we ARE (Qualities) </li></ul><ul><li>What we Know (Skills) </li></ul><ul><li>What we DO (Style / Functioning / Behaviour) </li></ul>
  3. 3. “ Functions of Management” An Introduction
  4. 4. Fayol’s 5 (or 6 or 7 or 8?) Functions of Management <ul><li>PLANNING </li></ul><ul><li>  </li></ul><ul><li>2. ORGANISING </li></ul><ul><li>  </li></ul><ul><li>3. COMMANDING </li></ul><ul><li>  </li></ul><ul><li>4. COORDINATING </li></ul><ul><li>  </li></ul><ul><li>5. CONTROLLING </li></ul><ul><li>Some suggest it should have been 6 – with a function before planning… </li></ul><ul><li>FORECASTING </li></ul><ul><li>Later others added </li></ul><ul><li>REPORTING (Staffing) </li></ul><ul><li>BUDGETING (Monitoring) </li></ul>
  5. 5. Adair’s 6 Functions <ul><li>Planning </li></ul><ul><li>Implementing </li></ul><ul><li>Controlling </li></ul><ul><li>Supporting </li></ul><ul><li>Informing </li></ul><ul><li>Evaluating </li></ul><ul><li>PICSIE </li></ul>
  6. 6. Mintzberg 10 “Managerial” Roles (of functions) <ul><li>FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organisation; </li></ul><ul><li>LIASION: develops and maintains a network of external contacts to gather information; </li></ul><ul><li>MONITOR : gathers internal and external information relevant to the organisation; </li></ul><ul><li>DISSEMINATOR : transmits factual and value based information to subordinates; </li></ul><ul><li>SPOKESPERSON : communicates to the outside world on performance and policies. </li></ul><ul><li>ENTREPRENEUR : designs and initiates change in the organisation; </li></ul><ul><li>DISTURBANCE HANDLER : deals with unexpected events and operational breakdowns; </li></ul><ul><li>RESOURCE ALLOCATOR : controls and authorises the use of organisational resources; </li></ul><ul><li>NEGOTIATOR : participates in negotiation activities with other organisations and individuals. </li></ul><ul><li>LEADER : fosters a proper work atmosphere and motivates and develops subordinates; </li></ul>
  7. 7. Management <ul><li>Because organizations can be viewed as systems, management can be defined as human action, including design, to facilitate the production of useful outcomes from a system. “ This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others”.(Keep this in mind when you read Adair!!) </li></ul><ul><li>Management can also refer to the person or people who perform the act(s) of management </li></ul><ul><li>(source : </li></ul>
  8. 8. Mary Parker Follett <ul><li>Be aware of who she was </li></ul><ul><li>“ mother” of Scientific Management. </li></ul><ul><li>She defined management as “The Art of getting things done through people” </li></ul><ul><li>one of the first women ever invited to address the London School of Economics - spoke on cutting-edge management issues. </li></ul><ul><li>sought out by President Theodore Roosevelt as his personal consultant on managing not-for-profit, non-governmental, and voluntary organizations. </li></ul><ul><li>as a management theorist, pioneered understanding of lateral processes within hierarchical organizations (which recognition led directly to the formation of matrix-style organizations, the first of which was DuPont, in the 1920s), the importance of informal processes within organizations, and the idea of the &quot;authority of expertise“ </li></ul><ul><li>(source: wikipedia) </li></ul>
  9. 9. Kotter’s Functions of Management VERSUS Leadership Kotter – quoted in Northouse – Leadership Theory & Practice <ul><li>Motivating and Inspiring </li></ul><ul><li>Inspire and energize </li></ul><ul><li>Empower subordinates </li></ul><ul><li>Satisfy unmet needs </li></ul><ul><li>Controlling & Problem solving </li></ul><ul><li>Develop incentives </li></ul><ul><li>Generate creative solutions </li></ul><ul><li>Take corrective action </li></ul><ul><li>Aligning People </li></ul><ul><li>Communicate goals </li></ul><ul><li>Seek Commitment </li></ul><ul><li>Build teams and Coalitions </li></ul><ul><li>Organizing and Staffing </li></ul><ul><li>Provide structure </li></ul><ul><li>Make Job placements </li></ul><ul><li>Establish rules and procedures </li></ul><ul><li>Establishing Direction </li></ul><ul><li>Create a vision </li></ul><ul><li>Clarify big picture </li></ul><ul><li>Set strategies </li></ul><ul><li>Planning & Budgeting </li></ul><ul><li>Establish agenda </li></ul><ul><li>Set timetables </li></ul><ul><li>Allocate resources </li></ul>Leadership Produces Change and Movement Management Produces Order and Consistency