Leadership
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Leadership, managership, success, and effectiveness were discussed. Leadership involves influencing others regardless of goals, while managership focuses on organizational goals using planning, organizing, staffing, directing, and controlling. A strong leader may be a weak manager due to lack of management skills. Success emphasizes short-term influence through position and power, while effectiveness relies on general supervision and long-term productivity. The concepts describe evaluating specific behaviors rather than sustained performance.
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Managementppt unit 1
Management involves planning, organizing, staffing, directing, and controlling organizational activities to achieve goals. Managers play an activating role and are responsible for the success of an organization. A manager is defined as the person responsible for planning and directing the work of individuals, monitoring their work, and taking corrective actions. There are typically three levels of management in a large organization: senior/top management who make strategic decisions, middle management who carry out top-level decisions, and lower management who ensure plans are carried out. The key functions of a manager include planning work, making decisions, delegating tasks, solving problems, coordinating activities, setting targets, guiding subordinates, and controlling deviations from plans.
Management
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The main functions of a manager are planning, organizing, directing, coordinating, and controlling. Good management is important for business success. Leadership styles vary and include autocratic, democratic, paternalistic, and laissez-faire approaches. Emotional intelligence, as defined by Daniel Goleman, comprises self-awareness, self-management, social awareness, and social skills that help managers understand their own and others' emotions to improve performance.
Direting
Directing involves functions like issuing instructions, inspiring subordinates, and supervising work. It aims to achieve organizational goals through coordinated efforts. Key principles include maximizing individual contribution and maintaining harmony between objectives. Directing also relies on elements like supervision, leadership, motivation, and communication. Supervision specifically refers to overseeing employees' productivity and providing guidance. Motivation can be intrinsic, relating to the work itself, or extrinsic involving incentives. Leadership styles should match tasks and influence goal achievement. Effective communication is important for role clarity, coordination, and building morale.
Functions of management
Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. There are three levels of management - senior, middle, and lower. Senior managers focus on strategic decisions and long-term planning. Middle managers carry out senior management decisions and ensure lower-level managers implement plans. Lower managers focus on short-term decisions to execute plans. Managers perform functions like planning work, problem-solving, guiding subordinates, and controlling deviations from plans to achieve objectives.
Management
The document outlines key concepts related to management including:
- The definition of management as "getting things done through others" and coordinating the activities of others to achieve objectives.
- The traditional management process of planning, organizing, leading, and controlling. Planning involves selecting the best course of action, organizing assigns tasks and allocates resources, leading motivates employees, and controlling monitors progress and makes corrections.
- Different levels of management including operative managers close to operations, middle managers who coordinate units, and top managers who focus on strategic planning.
- Important competencies for managers including conceptual skills, human skills, and technical skills.
- The differences between leadership which produces change, and management which focuses
Principles of co ordination
This document outlines principles of coordination in management. It defines coordination as different people or things working together to achieve goals. Some key principles discussed include:
- Follett's four principles of early stage, continuity, direct contact, and reciprocal relations.
- Additional principles of effective communication, mutual respect between managers and employees, clarity of objectives, and following the scalar chain of command.
Coordination is said to be essential for management as it leads to efficiency, unity of direction, good relations, and organizational effectiveness. A good coordinator who follows these principles is considered a good leader and manager.
Management styles
The document discusses five main management styles: autocratic, persuasive, consultative, participative, and laissez-faire. The autocratic style involves strict top-down control where the manager makes all decisions without input from employees. The persuasive style is similar but managers attempt to convince employees of decisions. The consultative style involves managers consulting with employees but making the final decision. The participative style allows employees to be part of the decision-making process. Finally, the laissez-faire style gives employees full control over decisions with little guidance from managers.
Management Functions
The document discusses the key concepts and functions of management. It describes management as getting work done through people organized in groups. It also outlines the three levels of management - top, middle, and lower. The key functions of management are then defined, including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. These functions help ensure effective allocation of resources and coordination across organizational divisions to achieve goals.
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Managementppt unit 1
Management involves planning, organizing, staffing, directing, and controlling organizational activities to achieve goals. Managers play an activating role and are responsible for the success of an organization. A manager is defined as the person responsible for planning and directing the work of individuals, monitoring their work, and taking corrective actions. There are typically three levels of management in a large organization: senior/top management who make strategic decisions, middle management who carry out top-level decisions, and lower management who ensure plans are carried out. The key functions of a manager include planning work, making decisions, delegating tasks, solving problems, coordinating activities, setting targets, guiding subordinates, and controlling deviations from plans.
Management
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The main functions of a manager are planning, organizing, directing, coordinating, and controlling. Good management is important for business success. Leadership styles vary and include autocratic, democratic, paternalistic, and laissez-faire approaches. Emotional intelligence, as defined by Daniel Goleman, comprises self-awareness, self-management, social awareness, and social skills that help managers understand their own and others' emotions to improve performance.
Direting
Directing involves functions like issuing instructions, inspiring subordinates, and supervising work. It aims to achieve organizational goals through coordinated efforts. Key principles include maximizing individual contribution and maintaining harmony between objectives. Directing also relies on elements like supervision, leadership, motivation, and communication. Supervision specifically refers to overseeing employees' productivity and providing guidance. Motivation can be intrinsic, relating to the work itself, or extrinsic involving incentives. Leadership styles should match tasks and influence goal achievement. Effective communication is important for role clarity, coordination, and building morale.
Functions of management
Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. There are three levels of management - senior, middle, and lower. Senior managers focus on strategic decisions and long-term planning. Middle managers carry out senior management decisions and ensure lower-level managers implement plans. Lower managers focus on short-term decisions to execute plans. Managers perform functions like planning work, problem-solving, guiding subordinates, and controlling deviations from plans to achieve objectives.
Management
The document outlines key concepts related to management including:
- The definition of management as "getting things done through others" and coordinating the activities of others to achieve objectives.
- The traditional management process of planning, organizing, leading, and controlling. Planning involves selecting the best course of action, organizing assigns tasks and allocates resources, leading motivates employees, and controlling monitors progress and makes corrections.
- Different levels of management including operative managers close to operations, middle managers who coordinate units, and top managers who focus on strategic planning.
- Important competencies for managers including conceptual skills, human skills, and technical skills.
- The differences between leadership which produces change, and management which focuses
Principles of co ordination
This document outlines principles of coordination in management. It defines coordination as different people or things working together to achieve goals. Some key principles discussed include:
- Follett's four principles of early stage, continuity, direct contact, and reciprocal relations.
- Additional principles of effective communication, mutual respect between managers and employees, clarity of objectives, and following the scalar chain of command.
Coordination is said to be essential for management as it leads to efficiency, unity of direction, good relations, and organizational effectiveness. A good coordinator who follows these principles is considered a good leader and manager.
Management styles
The document discusses five main management styles: autocratic, persuasive, consultative, participative, and laissez-faire. The autocratic style involves strict top-down control where the manager makes all decisions without input from employees. The persuasive style is similar but managers attempt to convince employees of decisions. The consultative style involves managers consulting with employees but making the final decision. The participative style allows employees to be part of the decision-making process. Finally, the laissez-faire style gives employees full control over decisions with little guidance from managers.
Management Functions
The document discusses the key concepts and functions of management. It describes management as getting work done through people organized in groups. It also outlines the three levels of management - top, middle, and lower. The key functions of management are then defined, including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. These functions help ensure effective allocation of resources and coordination across organizational divisions to achieve goals.
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This document discusses concepts related to responsibility, authority, and delegation in organizations. It provides definitions and explanations of key terms:
- Responsibility is the obligation to perform assigned activities or duties.
- Authority is the right to perform or command others.
- Delegation is the process of assigning job activities and authority to specific individuals.
Effective delegation requires authority to be commensurate with responsibility, where subordinates have sufficient authority to perform their responsibilities without excessive supervision. Ultimate responsibility cannot be fully delegated.
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This document provides an overview of directing as the heart of the managerial process. It discusses the meaning and importance of directing, elements of direction including supervision, motivation, leadership, and communication. Supervision involves assuring work is done as planned and instructing subordinates. Motivation encourages employees to work toward goals. Leadership influences people to achieve objectives willingly. Effective communication is also essential. The document contrasts management and leadership, describing managers as focusing on planning and controlling while leaders inspire and influence people. Different styles of leadership are discussed like autocratic, democratic, and laissez-faire.
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The document discusses coordination as the essence of management. It states that coordination involves synchronizing the diverse groups within an organization towards a common goal. Coordination is implicit in all managerial functions like planning, organizing, leading, and controlling. It ensures harmony among individual efforts and the orderly arrangement of activities needed to achieve organizational objectives. The process of coordination begins during planning and continues through execution and control to facilitate unity of action across the organization.
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Directing and coordinating are important management functions. Directing involves guiding subordinates towards organizational goals through communication, leadership, and motivation. It is an ongoing process performed by all managers. Coordinating links together interdependent departments by establishing relationships between their activities to ensure they collectively work towards common goals. Both directing and coordinating are essential to achieving unity of action and integrating employee efforts across an organization.
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This document discusses coordination and delegation. It defines coordination as the integrating process of group efforts towards a common objective. Coordination requires group effort, unity of action, and is a continuous and pervasive function that is the responsibility of all managers. Delegation is defined as transferring responsibility to subordinates. The key characteristics of delegation are that only higher authorities can delegate, delegation does not involve a transfer of final authority or power, and delegation can be full, half, conditional, formal or informal. Principles of effective delegation include assignments being written, specific, having equal authority and responsibility, being properly planned, choosing the right person, and having a good reporting system.
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Management involves coordinating the efforts of people to achieve goals using available resources efficiently. The basic functions of management include planning activities and setting goals, organizing job responsibilities and relationships, staffing roles with appropriate employees, leading and directing employees to complete tasks, and monitoring progress and providing motivation. Effective management balances these functions to coordinate worker efforts.
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The document discusses coordination as the essence of management. It states that coordination involves synchronizing the diverse groups within an organization towards a common goal. Coordination is implicit in all managerial functions like planning, organizing, leading, and controlling. It ensures harmony among individual efforts and the orderly arrangement of activities needed to achieve organizational objectives. The process of coordination begins during planning and continues through execution and control to facilitate unity of action across the organization.
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Directing is an important managerial process that ensures employees understand what tasks need to be done, how to do them, and when. Effective directing initiates organizational activities, integrates employee efforts, motivates subordinates, provides stability and balance in the organization, and facilitates changes. Directing gives instructions and guidance, coordinates individual and organizational goals, and leads employees to accomplish objectives and adapt to changing conditions.
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This document discusses the importance of management in physical education and sports programs. It outlines several key aspects and principles of management, including planning strategies and objectives, developing an organizational structure with defined roles, recruiting and selecting team members, directing and motivating individuals, and monitoring progress and evaluating outcomes. Effective management is essential for cooperation, accomplishing goals, and the long-term success of any physical education or sports program.
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This document discusses coordination and delegation. It defines coordination as the integrating process of group efforts towards a common objective. Coordination requires group effort, unity of action, and is a continuous and pervasive function that is the responsibility of all managers. Delegation is defined as transferring responsibility to subordinates. The key characteristics of delegation are that only higher authorities can delegate, delegation does not involve a transfer of final authority or power, and delegation can be full, half, conditional, formal or informal. Principles of effective delegation include assignments being written, specific, having equal authority and responsibility, being properly planned, choosing the right person, and having a good reporting system.
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Management involves coordinating the efforts of people to achieve goals using available resources efficiently. The basic functions of management include planning activities and setting goals, organizing job responsibilities and relationships, staffing roles with appropriate employees, leading and directing employees to complete tasks, and monitoring progress and providing motivation. Effective management balances these functions to coordinate worker efforts.
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Directing
Directing is an important function of management that involves communicating with and providing leadership to subordinates to motivate them to contribute their best efforts toward achieving organizational objectives. It is concerned with influencing human resources to accomplish goals. Directing requires telling people what to do and how to do it, issuing instructions, inspiring contribution toward objectives, supervising activities, and providing leadership and motivation.
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This document discusses leadership and defines it as the ability to influence others towards achieving a common goal. It provides definitions of leadership from various sources and describes the characteristics of a leader. A leader is seen as someone who lays out a vision and path for their group. Key factors of leadership discussed include the leader, followers, communication, and adapting to different situations. The relationship between leadership and management is explored, noting that both are important but distinct roles, with leadership focusing more on inspiring and motivating followers. The importance, characteristics, and roles of leadership in organizations are summarized.
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Leadership concept – characteristics – leadership theories – leadership styles – managerial grid- leadership continuum – leadership effectiveness. Motivation – concept and importance – motivators – financial and non-financial – theories of motivation.
LEADERSHIP (1).pptx
Leadership is important for organizations to function effectively. A leader is someone who guides and governs others towards achieving common goals. Leadership requires visioning the future, communicating goals to followers, and inspiring others to overcome challenges. There are many theories about what makes an effective leader, including that certain traits or characteristics are innate. A leader's style is influenced by their personality, experience, how much control they want, and the organizational structure. Effective leadership depends on followers and achieving shared objectives through active relationships and a practical approach.
The functions, roles and skills of a Manager
Managers play important roles in organizations and have responsibilities like supervising employees, leading teams, and making decisions. Effective managers exhibit key qualities such as leadership, communication skills, organization, and respect for their employees and company culture. The document outlines the functions, roles, and necessary skills of managers at different levels in an organization.
Leadership
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
Leadership styles A Presentation By Mr. Allah dad Khan Visiting Professor the...
Leadership styles A Presentation By Mr. Allah dad Khan Visiting Professor the University of Agriculture Peshawar allahdad52@gmail.com
Explain whether Okonkwo was remaining truthful to himself by killi.docx
Explain whether Okonkwo was remaining truthful to himself by killing himself
Please make sure that you answer this question with 4 pages in length, it has to be MLA format, double space.
LDR/531 – WEEK 2
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WDWLLW?DISC AssessmentLeadershipPersonality
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ObjectivesTheories of Leadership Compare and contrast leadership theories.Evaluate the strengths and weaknesses of established leadership styles.
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Leadership is:
Are leader’s born or made?
Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people.
Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.
Leadership motivation – great leaders not only have drive, they want to lead.
Integrity is the correspondence between actions and words. Honesty and credibility are especially important.
Self-confidence is important because the leadership role is challenging, and setbacks are inevitable.
Knowledge of the business, industry, company, and technical matters.
The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly.
B. Leader Behaviors
1. Leadership behaviors – the behavioral approach attempts to identify what good leaders do. Three general categories of leadership behavior are: (Figure 12.2)
a. Task performance behaviors are the leader’s efforts to insure that the work unit or organization reaches its goals.
i. This dimension is sometimes referred to as:
concern for production
directive leadership
initiating structure or closeness of supervision.
ii. It includes a focus on:
work speed
quality and accuracy
quantity of output
following the rules.
b. Group maintenance behaviors is where leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.
i. This dimension is sometimes referred to as:
(1) concern for people
(2) supportive leadership
(3) consideration.
ii. Leader-Member Exchange (LMX) theory highlights the importance of leader behaviors not just toward the group as a whole but also toward individuals
The ability to influence a group toward the achievement of a vision or set of goals.
OR
The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives
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Types of leadershipLeadership involves influencing others (who influences? What type of influence?)to collaborate and agree (purpose of influence?) ...
Leadership vs Management.pptx
Management involves overseeing individuals or groups to accomplish goals through planning, organizing, monitoring, and directing. It is a goal-oriented process that is pervasive in all organizations. Management has three dimensions - work management, management of people, and management of operations. The five primary functions of management are planning, organizing, staffing, directing, and controlling. Leadership differs from management in that leaders inspire and motivate people through vision, alignment, and questioning to achieve organizational success, rather than focusing on processes and implementation like managers.
Unit 1 Leadership.pptx
This document defines leadership and distinguishes it from management. It states that leadership involves influencing others to achieve goals, while management focuses on planning, organizing, leading, and controlling. The document also lists key qualities of effective leaders, such as having vision, honesty, inspiration, communication skills, and challenging the status quo. Leaders are described as change agents who take risks and build relationships, while managers focus on goals, rules, and systems.
Leadership
Leadership is a process of directing, guiding, and influencing subordinates to work with confidence and zeal towards accomplishing organizational goals through developing future visions and motivating employees, and it involves shaping employee behavior through intelligence, maturity, personality, and communication skills. Leadership is situation-dependent and leaders gain authority through followers rather than position. Effective leadership styles vary based on follower competence and commitment levels.
LEADERSHIP SKILLS ||Most Important Skill for Success || You can be a Leader ||
This document discusses leadership, including definitions, characteristics, importance, and qualities of good leaders. It defines leadership as a process where executives can direct and influence others' behavior to achieve goals. Key points made include that leadership is important at all levels of management, as leaders initiate action, motivate employees, provide guidance, and create confidence to achieve organizational goals. Qualities of good leaders mentioned are physical appearance, vision, communication skills, knowledge of work, sense of responsibility, self-confidence, empathy, and being objective and humanistic.
SAP 3 LEADERSHIP-REV Paradigma Ilmu Administrasi
The document discusses various dimensions and theories of leadership. It describes the Great Man theory which posits that great leaders are born with exceptional qualities. It also discusses the behavioral theory that leaders are made through preparation and education rather than born with innate traits. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, and paternalistic styles. It further analyzes leadership dimensions from the University of Michigan and Blake-Mouton studies. Overall, the document provides an overview of the key dimensions studied in leadership.
SAP 3 LEADERSHIP-REV Paradigma Ilmu Administrasi
The document discusses various dimensions and theories of leadership. It describes the Great Man theory which posits that great leaders are born with exceptional qualities. It also discusses the behavioral theory that leaders are made through preparation and education rather than born with innate traits. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, and paternalistic styles. It further analyzes leadership dimensions from the University of Michigan and Blake-Mouton studies. Overall, the document provides an overview of the key dimensions studied in leadership.
Leadership
Leadership can be defined in several ways but generally refers to influencing and guiding others towards achieving group goals. An effective leader develops responsibility in subordinates, motivates employees, makes and implements decisions, uses authority for good of the organization, and handles groups well. There are different leadership styles such as autocratic, where the leader centralizes decision-making; participative, where the leader consults subordinates; and laissez-faire, where the leader delegates all authority. The most appropriate leadership style depends on forces within the manager, subordinates, and the situation.
Leadership
This document discusses several leadership theories and models:
- Task-oriented and relationship-oriented leadership styles focus on tasks or relationships. The contingency model examines situational factors like trust in the leader.
- Path-goal theory states effective leaders positively impact follower motivation, ability, and satisfaction.
- Hersey-Blanchard's situational leadership theory examines follower readiness and pairs leadership styles accordingly, from telling to delegating.
- Leader-member exchange theory suggests leaders classify followers into in-groups they trust more and out-groups.
- Vroom-Yetton's revised model focuses on leadership style suiting each problem/situation without constraint.
- Transactional leadership helps followers achieve goals. Transformational
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LEADERSHIP SKILLS ||Most Important Skill for Success || You can be a Leader ||
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Leadership
- 1. Leadership There can be leaders of completely unorganized group Leadership may be viewed as the process of influencing behaviour of an individual or groups regardless of reasons. It may be for once one goal or a friends goal or may or may not be congruent with organisations goals Leadership function come under directing through which behaviour is directed to get maximum use of subordinates ability Strong leader can be a weak manager that he may lack power of planning or some other managerial duty. Managership Managers can be selected completely as organised groups Managership is mainly concerned with for organizational goals Managers have performed all the five functions-planning, organizing, staffing, directing, and controlling. Subordinates are guided by rules and requirements enforced by managers Through managership subordinates work about 60-65 percent of their capacity just in a to satisfy the requirements for holding the jobs. Strong managers can be a weak leader because it is the acceptance by the groups of subordinates. Successful Success has to do with how the individual or group behave. An individual interested only in success tends to emphasize his position, power and uses close supervision So the managers can be successful but ineffective in having only a short term influence over the behaviour of others. On the other hands, if manager is both successful and effective, his influence tends to lead to long run productivity. Effectiveness Effectiveness describes the internal shape and pre-disposition of an individual or a group. So it is attitudinal in nature, individual intends to be effective , he will depend upon on his personal power characterized by more general supervision However it should be emphasized that successful and effectiveness framework is a way of evaluating a response to a specific behavioural result and not of evaluating performance over time.