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Management
- 1. The Manager Prepared and presented by: Jahmaie R. Arban Leader as a
- 2. Main Topics 01 02 03 04 Management Style Models Leadership and Job Experience Style and the School Manager Characteristics of the School Managers
- 3. What is a Leader?
- 4. Remember the difference between a boss and a leader: a boss says ‘Go!’--- a leader says ‘Let’s Go! -E.M. Kelly “ “ What is a Leader?
- 6. Leadership is a process of influencing others to achieve a goal -Dickman and Stanford Blair (2002) “ “ What is a Leadership?
- 7. Different Features of Leadership according to researchers: The process by which an agent induces a subordinate to beha ve in a desired manner 01 02 05 06 07 Directing and coordinating the work of group members 03 04 An interpersonal relation in wh ich others comply because they w ant to not because they have t oThe process on influencing an organized group toward acco mplishing the goals Getting results through others, and by ability to build cohesive, goal-oriented teams (the mean s of leadership)Actions that focus resources t o create desirable opportunities A complex form of social probl em solving
- 9. What is a management style? Management consists of the planning, prioritizin g, and organizing work efforts to accomplish objectives within a business organization. A management style is th e particular way managers go about accomplishi ng these objectives.
- 10. Two Main Bases for Management Style Models: A manager is “task-oriented” A manager is “people-oriented”. For relationships To achieve results
- 11. 2 Types of Management Style Models Blake and Mouton’s Two- Dimensional Management Style Model Add Contents Title Tannenbaum and Schmidt’s Management Style Models Add Contents Title 1. Assertive 2. Solicitous 3. Motivational Problem- Solving 4. Passive/Political 5. Administrative 1.Autocratic 2.Paternalistic 3.Consultative 4.Democratic
- 12. A. Tannenbaum and Schmidt’s Management Style Models Insert the title of your subtitle Here The two main concern were illustrated as opposed to each other AUTOCRATIC PATERNALISTIC CONSULTATIVE DEMOCRAT IC (Tell) (Sell) (Involve) (Codetermin e)
- 13. Portfolio Designed You can simply impress your audience and add a unique zing and appeal to your Presentations. The grid above shows the five management styles based on the degree of : -concern for relationships -concern for results 1/1 Passive/Politi cal 1/9 Solicitous 5/5 Administrative 9/9 Motivational/ Problem-S olving 9/1 Assertive High Low Low High Concern for relationship s Concern for res ults a.k.a. Blake Grid B. BLAKE AND MOUTON’S TWO-DIMENSIONAL MANAGEMENT STYLE MO DEL
- 14. • wants things done his/her ways • tells rather than 'listens' • doesn't worry too much about other people's feelings or opinions • is aggressive if challenged • 'drives' things 1. Assertive • cares about people • wants to be liked • avoids open- conflict • if the school is 'happy' that is all that matters • praises achievement to the point of flattering • glosses over slackness or poor performance 2. Solicitous •agrees goals and expects achievement •monitors performance against goals •helps staff members to find solutions to poor performance •faces up to conflict calmly •agrees and monitors action plans •involves staff in 3. Motivational/ Problem- solving Verbal Style Descriptions/ Attributions of the 5 named positions:
- 15. •Passive -does no more than is required -resists change -becomes slack if not checked -blames other people for intolerable conditions •Political Behavior -is very concerned about status -is quick to criticize -draws attention to the faults of others4. Passive/Politi cal •Administrative -goes 'by the book' -maintains the existing system -is conscientious rathe r than creative or innov ative is steady 5. Administrati ve
- 17. II. LEADERSHIP and JOB EXPERIENCE
- 18. Leadership and Job Experience Stage 1 Stage 2 Stage 3 Years of Experience Employees tend to look for high task behavior from the boss Overt motivational behavior may be called for by the employees Leadership Style may vary according to how long the subordinates have been in the job. (Hersey, Blanchard and Johnson, 1996) Self-motivated employees wherein they could be left on their job
- 19. III. STYLE and the SCHOOL MANAGER
- 20. Style and the School Manager Basic style orientation of the individual will be modified to a greater or lesser extent, deliberately or unthinkingly, in response to the situation with which he/she finds him/her confronted. Experience over the years helps us to respond more effectively to the situations which we are faced-to control our instinctive reactions so as better to achieve desired results. 01 02 An understanding of management style should reopen the options, cause to challenge our assumptions and consequent behaviors, as a result, make us effective leaders. 03
- 21. IV. CHARACTERISTICS of a SCHOOL MANAGER
- 22. Manager as a Leader Difference between a manager and a leader according to WestBurnham (1997) 50% 50% Manager = Leader = Successful Organization Leading is concerned with: -vision -strategic issues -transformation -ends -people -doing the right thing s Managing is concerned with: -implementation -operational issues -transaction -means -systems -doing things right
- 23. Two Main Categories of Leadership Transformational leadership- ability of an individual to envisage some new social condition and to communicate this vision to followers. Transformational Transactional Transactional leadership- is based on the exchange relationships between the leader and the follower.
- 24. Characteristics of a School Administrator A school administrator … Is an analytical thinker 1. Has challenge and support 2. Is confident 3. Has potential 4. Has a drive for improvement 5. Holds people accountable 6. Has impact and influence 7. Is information seeker 8.
- 25. Characteristics of a School Administrator A school administrator … Has initiative 9. Has integrity 10. Has personal convictions 11. Has respect for others 12. Is strategic thinker 13. Can induce teamwork 14. Is a transformational leader 15. Understanding to his/her people and environment 16.
- 26. Thank you
Editor's Notes
- A management style is the method of leadership used by a manager. There’s no one-size-fits-all approach to management—it’s all situational. But understanding the difference between the many different types of management styles, and how certain employees respond to them, will make you a more effective leader. Conflict resolution, for example, can be approached in many ways. A manager might make a decision that he believes will quell the conflict without including the employees in conflict. Or, in another scenario, a manager could act as mediator, bringing the two employees together to help them come to a resolution on their own. Each approach is wholly dependent on who you are as a manager, what your management style is and the employees you are working with.
- Autocratic -it is good if the right decisions are made, faster decision making, but drives away employees who are looking for autonomy Paternalistic -persuasive in nature, makes choices based on the persuasion of subordinates Consultative -decisions attempt to take the best interest of the employees in account but also focus in the business Democratic -this means all decisions are agreed upon -communications go from both the manager down to employees and vice versa Laissez-faire -complete opposite of autocracy -employees are allowed to make majority of decisions, with management as the guidance
- Produce or Perish-High results/ low people -a.k.a authoritarian or authority-compliance managers -the team needs are always secondary to its productivity The manager is autocratic, has strict work rules, policies, procedures, and can view punishment as an effective way of motivating team members -adheres to theory X approach to motivation -can result to impressive production results but low team morale and motivation 1/9 Country club Management (Solicitous) -the country club or accommodating style of manager is most concerned about her team members’ needs and feelings -She assumes that as long as they are happy and secure, they will work hard. -relaxed and fun environment but productivity suffers Team Management-High Production/High people (Motivational/Problem-Solving) -it is the most effective leadership management style. -It reflects a leader who is passionate about his work and does the best he can for the people he works with -team managers commit to their organizations’ goals and mission, motivate the people who report to them, and works hard to get great results
- Passive/administrative are the people whose concern is neither for results nor for people, are often frustrated, delusioned or feel under pressure 1/1 Impoverished Management (Passive/Political) -a.k.a. Indifferent manager is mostly ineffective -with a low regard for creating systems that get the job done, and with little interest in creating systems that get the job done, and with little interest in creating a satisfying or motivating team environment. -his results are inevitably disorganization, dissatisfaction and disharmony. Middle-of-the-Road Management/Medium Result/Medium People (administrative) -a.k.a status quo manager tries to balance results and people but this strategy is not as effective as it may sound -through continual compromise, he fails to inspire high performance and also meet people’s needs
- Stage 1- waits for the boss to tell them what is expected and teach them how to do it in detail Stage 2- Agreeing what is expected but leaving the subordinates more freedom to decide how to carry it out and gives them feedbacks on results Stage 3- They have ‘total’ freedom in doing their specified tasks
- Basic Style Orientation, sometimes known as ‘management approach’. The way in which a person most naturally behaves or wants to behave (dominant style) e.g assertive style, solicitous etc.