The document discusses the nature of management and leadership in organizations. It defines management as planning, directing resources, and accomplishing goals. Key management functions include identifying objectives, developing plans, organizing work, motivating employees, and controlling results. The document also examines different managerial roles including interpersonal roles of figurehead, leader, and liaison. Informational roles involve monitoring and communicating information. Decisional roles include making decisions as an entrepreneur, conflict handler, and resource allocator. Different leadership styles are also discussed, including transformational leadership focused on change and emotional leadership that engages employees' emotions.

1. NATURE OF MANAGEMENT
AND LEADERSHIP IN AN
ORGANIZATION

2. Organization is the structural framework of duties and
responsibilities required of personnel in performing
various functions with a view to achieve business goals
through organization. Management tries to combine
various business activities to accomplish
predetermined goals.

3. According to Stephen P Robins,
"Organizational behaviour is the systematic
study of the actions and attitudes that people
exhibit within the organizations."

4. Organizational Management
Management
_ it is the planning and directing of effort and the organizing and employing of
resources (both human and material) to accomplished some of the
predetermined objective.

5.  Identifying goals and objectives
 Stating premises and
assumptions
 Developing specific, detailed
plans
• Breaking work done into components
• Grouping related work activities and units
• Defining authority relationship
• Developing organization chart
• Developing position descriptions
Actuating/motivating
• Communicating objectives to members
• Leading members to objectives
• Training and supervising
• Integrating individuals into organizations
Controlling
• Measuring accomplishments
Against stated goals
• Correcting deviation from goals
• Developing feedback
mechanisms
Concept of Organizational Management

6. Managerial Roles of Managers
Interpersonal Roles - these are the roles in which managers spend lots of time with others within and outside the
organization like colleagues, peers , customers, etc.
- Managers perform different roles of Figure, Leadership and Liaison role.
- Figure role, managers need to complete legal and social obligations
- leadership role, managers need to coordinate with their colleagues and subordinates in a unit or an organization
- liaison role, manager needs to keep in touch both within and outside organization so as to be aware of the
competitive external environment and market (Stephen P, 1992).
Informational Roles
Managers: source of information in various issues in an organization
manager performs the monitor, disseminator and spokesperson
Decisional Roles
Managers: can act as the decision maker so as to sort out the organizational problems
In this capacity, manager can play the role of entrepreneur, conflict handler, resource allocator
and negotiator role

7. Education leadership is possibly the most important single determinant of an effective learning
environment. Change leaders must understand procedures and processes that create the
conditions necessary for organizational improvement. Skilled leaders correctly envision future
needs and empower others to share and implement that vision. Building principals must be able
to assess and evaluate the impact and perceptions of their leadership styles.Fullan (2002) points
out that "Only principals who are equipped to handle a complex, rapidly changing environment
can implement the reforms that lead to sustained improvement in student achievement" (p. 16).
Indeed, principals must deal with the various levels of skills and abilities of their faculty and a
continuity of divergent situations within today's complex school environment.
leadership style is the way a person uses power to lead other people. Research has identified a
variety of leadership styles based on the number of followers. The most appropriate leadership
style depends on the function of the leader, the followers and the situation.

8. Transactional leadership.
Unlike the multi-faceted transformational leadership, transactional leadership is
described as the one-dimensional exchange between leader and follower that serves to
preserve the status quo. A transactional leader's role is in organizational maintenance,
ensuring that the various units in the organization or department function in an integrated
and coordinated manner. This style is less likely to be found in the context of effective
school improvement (Leithwood et al., 1999).
Emotional leadership.
Transformational leadership affects feelings of trust, loyalty and enthusiasm in
followers. This ability to engage members of a staff and bring them on board would be
what Goleman, Boyatzis, and McKee (2002) call emotional intelligence. An emotionally
intelligent leader cannot only "empathize with... emotions, but also expresses them for
the group" (Goleman et al., p. 20). Effective emotional leadership engages followers'
emotional centers, creating a mindset prepared for creative problem solving, optimism,
flexibility and productivity.

9. Types of Leadership:
Transformational leadership
The philosophical foundation for this study is based in
Leithwood, Jantzi and
Steinbach's (1999) model of transformational
leadership. From "setting direction" to
"developing people" to "redesigning the organization“.

10. Maslow's Theory
According to the Maslow theory of motivation, five essential needs are important for the
motivation of human beings. A pyramid known as hierarchy of needs has been formed
demonstrating the five essential needs (Maslow, 1949).
Bottomof the pyramid shows basic needs like food and shelter that motivate people to work
hard. People get the salaries and these needs are met. After these needs are satisfied, people
look for their safety and security through good and safe job. Then comes the social needs like the
need to belong to a group. Self esteemis the next need after social needs. Self-esteem is the
need that can be satisfied with the recognition or the promotion. And the topmost need is the
self-fulfilment. Self fulfilment means personal development, creativity and interests. If a person
gets his need satisfied for one level then he gets motivated to the next level (Maslow, 1949).