Question discussion q11 & q21

204 views

Published on

Published in: Business, Health & Medicine
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
204
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Question discussion q11 & q21

  1. 1. Q11. What are the Six Common Leadership Styles?1) Visionary: inspired by articulating a heartfelt, shared goals; routinely giveperformance feedback and suggestions for improvement of that goal2) Coaching: take people aside for a talk to learn their personal aspiration;routinely give performance feedback in those terms and stretchesassignments to move toward those goals3) Democratic: Knows when to listen and ask for input; gets buy-in anddraws on what others know to make better decisions4) Affiliative : Realizes that having fun together is not a waste of time, butbuild emotional capital and harmony5) Pacesetting: Leads by hard driving example and expects others to meet thesame pace and high performance standards6) Commanding: Gives orders and demand immediate compliance; tends tobe coercive
  2. 2. Q21. Describe theDescribe the Basic Function of Leader and Manager
  3. 3. Function of a Leader1. AN EXECUTIVE         The leader has a very important function of co-coordinating the activities of the group. So a leader in his executive capacity does not carry out work or activities but assigns it to other group members, as well as sees the proper execution of the policies.         For instance, the leader of a political party makes it a point to see that the policies of the party are being executed. He also assigns the work of party propaganda to some persons, secretarial work to some others while the election work to some other members. He organizes discussions for the execution of the plan and acts as a guide during the discussion.
  4. 4. 2. A PLANNER:         The leader decides what ways and means are to be adopted to achieve the objective of the group.         He plans the work of the grouping such a manner that the goal of the group may be achieved through proper steps being undertaken at the present and also in future. Thus, his planning may be for short term.          Every group has many problems pertaining to it, social, political, religious and economic aspects. The leaders also plan out the ways and means to fight with the enemies of the group.Function of a Leader
  5. 5. 3. A POLICY MAKER: An important function of the leader of any social groupis to plan out the group goals, objectives and policies.The leaders may themselves plan the policies orobjectives or they may get the policies or objectivesfrom other sources and then may try to establish thenin the group.4. AN EXPERTISE Leaders are generally viewed as the sources ofreadily available information and skills or expertise.The leader must be quite a capable individual. In manyinformal groups, often the person demonstrating, thegreatest technical knowledge and skills becomes theleaders.Function of a Leader
  6. 6. 5. AN EXTERNAL GROUP REPRESENTATIVE: In case of large groups it is not possible for allmembers to directly deal with other groups. Thus, theleader assumes the role of representative of the group in itsexternal relations. All communications outgoing andincoming are channeled through the leader. Also, the group’s unity is enhanced when the leaderfunctions as the symbol of the group.6. A CONTROLLER OF INTERNAL RELATIONSHIP: The leader has also to function as the controller ofinternal inter-personal relations, among the members of thegroup. He makes efforts to raise the moral standard of hisgroup. He wishes that the group may progress and thereare established good relations among its members.Function of a Leader
  7. 7. 7. A PURVEYOR OF REWARD AND PUNISHMENT : The group members perceive the leader as havingpower to apply rewards and also punishments. Thisenables the leader to exercise control over group members.Rewards and punishments may relate to being promoted toa higher position, giving special honors, or taking away theresponsibility assigned or lowering of the status as the casemay be.8. AN ARBITRATOR AND MEDIATOR: If there are certain conflicts and discussions in thegroup, the leader acts an arbitrator and mediator. He actsas a judge and gives his judgment regarding the ways inwhich the conflict can be resolved. But his task is not merely that of a judge. His importantfunction is to establish good inter-group relationships. Theleader can reduce tensions in the group and establishharmony.Function of a Leader
  8. 8. 9. AN EXAMPLAR: The leader should serve as a model of behavior to themembers of the group. He should by his own example,stimulate them to do such activities with which the group’sobjective can be realized. The commanding officer in thearmed forces that leads his troops into the battlefield servesas an exemplar. Sometimes the leader provides theideology of the group. He serves as the source of thebeliefs, values and norms of the individual members.10. THE FATHER FIGURE: The leader may also play the emotional role of thefather figure for the individual members of the group. Theleader is the ideal object for identification, for transferringfeelings and providing a focus for positive thinking. TheFunction of a Leader
  9. 9. 1. Planning Planning is the logical thinking through goals andmaking the decision as to what needs to beaccomplished in order to reach the organizations’objectives. This step involves mapping out exactlyhow to achieve a particular goal. The manager firstneeds to decide which steps are necessary toaccomplish that goal. These steps may includeincreasing advertising, inventory, and sales staff.These necessary steps are developed into a plan.When the plan is in place, the manager can followit to accomplish the goal of improving companysales.Function of a Manager
  10. 10. 2. Organising After a plan is in place, a manager needs toorganize his team and materials according to hisplan. Assigning work and granting authority are twoimportant elements of organizing. Managementmust organize all its resources well before in handto put into practice the course of action to decidethat has been planned in the base function.Through this process, management will nowdetermine the inside directorial configuration;establish and maintain relationships, and alsoassign required resources.Function of a Manager
  11. 11. 3. Staffing After a manager discerns his areas needs, he maydecide to beef up his staffing by recruiting, selecting,training, and developing employees. A manager in alarge organization often works with the companyshuman resources department to accomplish this goal.4. Leading A manager needs to do more than just plan, organize,and staff his team to achieve a goal. He must alsolead. Leading involves motivating, communicating,guiding, and encouraging. It requires the manager tocoach, assist, and problem solve with employees.Function of a Manager
  12. 12. 4. Directing It involves the implementation of plans bymobilising individuals and group effort throughmotivation, communication, leadership andsupervision. Directing may be defined as theprocess of activating the efforts of employeestowards the achievement of organisationalobjectives.Function of a Manager
  13. 13. 5. Controlling It is the process of regulating the on going activitiesof the organisation to ensure that they are inconformity with the established plans and producethe desired results. Through the controllingfunction, management can keep the organisation oits chosen track. It involves:* Establishing standards of performance* Measuring current performance* Comparing actual results with the establishedstandards* Detecting deviations from the standards*Taking corrective actions for significant deviations.Function of a Manager
  14. 14. Managers focus on the moment to moment organizationalperformance.Leaders think of the long- term goals of the organizationManagers are primarily concerned with process, and Leaders areprimarily concerned with substanceThe process versus substance distinction is useful in understandingthe contrast between management and leadershipMost Managers must also be good leaders and most leaders must begood managersTypically, Good leaders scarifies micromanagement of the bottomline in favor of macroscopic understanding of its enterprise, itsassociate and its strategic directionLeaders are less likely to be deemed “Workaholic”, or “taskmaster”by their associates

×