Management:
Getting things
done through
other people.(stewart)
Organisation:
The definition below states what organisations have in common
“An organisation is a social arrangement which pursues collective goals,
which controls its own performance
and which has a boundary separating it form environment.”
Peter Drucker’s says organization has Multiple Objectives;
Organization
structure
Formal structure of an organization is designed to provide a framework for the controlled performance of collective goals. It is the grouping of the people into the department or section and the allocation of responsibility and authority.
Classical writers such as Taylor ,Fayol ,Urwick ,Weber and Gantt.The main conclusions of their scientific approach were that a set of rules or conditions ,if met,would satisfy the organizational needs of most companies. These rules ,however, concentrated only on the company and work requirements and omitted to study in detail the motivational needs, personal aspirations, and potential of the employee. Man was regarded as a tool to get the work done to company standards and was often referred to as “economic man”. The principles expounded by these writers have given a framework for the organization design ,and many of the rules still retain their value in the today’s business environment.
Some of the main features of this approach are as follows.
-
Belief in one central control
authority.
-
Clear division between line and
staff functions.
-
Use of optimum span of control
.(maximum hierarchy)
-
Responsibility and authority
clearly specified.
-
Use of delegation.
-
Specialization of tasks.
-
Unity of direction and command.
-
Fair pay and good working
conditions,decided by
management.
-
Decentralisation to implement ed
where needed.
- Authority is derived from the position held in the formal organization.
Modern writers such as Henry Mintzberg , Elton Mayo ,Rosemary Stewart , WG Ouchi , R.Moss Kanter much emphasis on the motivational aspects of the people in doing the work, social relationship established between the people at the work, taking the aspiration of the people .The structure of the organization was shrinking into a flatter (Moving layers of communication and decision making) And Horizontal structures: functional versatility (matrix, multi-skilling) crossing vertical barriers. The concept of leadership was built in this period. The manager needs to require interpersonal skill (motivation, negotiating , team building ,leadership) in order to achieve their organizational goals.
Elton Mayo: Human Relations Says
‘Although significant technological advances were made …
the serious weakness of the scientific approach to management
was that it de-humanised the organization member ,
who became .. an impersonal cog in the machine of production. ’(Hicks)
Mayo: managerial training must include knowledge of relevant technical skills, of the systematic ordering of operations , and of the organization of co-operation.
According to Fayol managers perform the following five functions :Planning ,Organising , Commanding ,Co-Ordinating, Controlling.
But Henry Mintzberg Said
"managers are not reflective, systematic planners: managerial work,
in practice, is disjointed and discontinuous, and involves verbal/informal
communication , intuition and judgement."
In their daily working managers played three types of managerial role:
1 Interpersonal Roles * Figure head
* Leader
* Liaison
2 Informational Roles * Monitor
*
Spokesperson
* Disseminator
3 Decisional Roles * Entrepreneur
* Disturbance handler
* Resource allocator
* Negotiator
In practice organization display a combination of structure. For example in the production department , with its need for uniformity and certainty could remain as traditional hierarchy structure. The marketing department require less formality and exist in a more uncertain environment ,thus a matrix organization, based in teams and products, might be more appropriate.
Leadership
Leadership is the process of influence other to work willingly towards goals.
· Leadership is an interpersonal process :it depends on relationships, communication and influence – not organizational authority.
· The essence of leadership is follower ship (Koontz, O’Donnell, Weihrich) The leader power depends on the perception of the others: it is conferred from below, not delegated from above.
· Leadership is an influential increment over and above mechanical compliance with routine directives of the organization. (Katz and Kahn).
Distinguish Management and leadership activities
Management
can be exercised over resources ,
activities, projects and other and other
essentially non-personal things. Management
involves activities concerned with structure , analysis and control ,
aimed at producing predictable outputs from planned inputs :for example , planning
and budgeting , organization and staffing , controlling and
problem-solving .
Leadership can only be exercised over people . Leadership , on the other hand , requires a completely
different set of activities aimed at
influencing , persuading , enthusing and guiding people.
There are different style of leadership: Dictatorial, Autocratic, Democratic, Laisse-faire.
“It came to be recognized that a ‘style’ of leadership – a strategic pattern of attitudes and behaviours - could be adopted , and that different styles appeared to be effective in different contexts , according to such variables as the relationship between the leader and the group, the nature of the task and the power of the leader in relation to the group” (Fiedler)
“It therefore seemed desirable for a would be leader to select and adopt a style for ‘best fit’(Handy) .
Choosing an appropriate style is one of the most important skills of an effective manager. Style theorists agree that choosing an appropriate style is the key to effective management. Fiedler, for example,
concluded that ‘group
performance will be contingent upon the appropriate matching of leadership
styles and the degree of favorableness
of the group situation for the
leader.’