Management and LeadershipManagement and Leadership

VATL MeetingVATL Meeting

ManagementManagement What is Management?What is Management? McLaughlin (1994) says that:McLaughlin (1994) says that: ““Management can be defined as the effective utilization of Management can be defined as the effective utilization of

resources (both human and material) to achieve an resources (both human and material) to achieve an organization’s objectives”. (p.3)organization’s objectives”. (p.3)

Hunter (1991) Hunter (1991) “In some ways the task of supervising is “In some ways the task of supervising is more demanding than that of more senior management. more demanding than that of more senior management. The managing role can be described under five headings The managing role can be described under five headings […]. These are:[…]. These are:

PlanningPlanning OrganisingOrganising DirectingDirecting ControllingControlling Staffing.”Staffing.”

The Management ProcessThe Management ProcessManagement seen as a set of circles of Influence

Managing External Relationships

Manage Self

Manage the Team

Managing the Organizational interface

Management TheoriesManagement Theories Weber: Bureaucratic Model of Management: Chain Weber: Bureaucratic Model of Management: Chain

of Commandof Command Taylor: Scientific management: time and motionTaylor: Scientific management: time and motion Mayo: Norms powerful control over workersMayo: Norms powerful control over workers Maslow: Needs Hierarchy Maslow: Needs Hierarchy McGregor: Theory X and Theory YMcGregor: Theory X and Theory Y Hertzberg: Hygiene or Motivation theoriesHertzberg: Hygiene or Motivation theories Likert: Human behavior/motivation and leadership Likert: Human behavior/motivation and leadership

style associations. style associations.

Leadership: A Facet of ManagementLeadership: A Facet of Management

Managers think incrementallyManagers think incrementally Leaders think radically “Leaders think radically “ Managers do things right, while Managers do things right, while Leaders do the right thing” (Pascale)Leaders do the right thing” (Pascale) Managers follow the rules; Leaders follow their intuitionManagers follow the rules; Leaders follow their intuition Leaders stand out by being different. Leaders stand out by being different. They question assumptions and are suspicious of tradition.They question assumptions and are suspicious of tradition. They seek out truth and make decisions based on fact not They seek out truth and make decisions based on fact not

prejudiceprejudice Leaders are observant and sensitive people. They know Leaders are observant and sensitive people. They know

their team and develop mutual confidence within it (Fenton)their team and develop mutual confidence within it (Fenton)

Management Vs LeadershipManagement Vs LeadershipManagement Vs Leadership

Coping with Complexity Coping with change

Planning and Budgeting Setting a Direction

Organizing and Staffing Aligning People

Controlling and Problem solving Motivating People

Replacement Planning

Career Development of Potential leaders

SubjectSubject LeaderLeader ManagerManager

EssenceEssence ChangeChange StabilityStability

FocusFocus Leading peopleLeading people Managing workManaging work

HaveHave FollowersFollowers SubordinatesSubordinates

HorizonHorizon Long-termLong-term Short-termShort-term

SeeksSeeks VisionVision ObjectivesObjectives

ApproachApproach Sets directionSets direction Plans detailPlans detail

DecisionDecision FacilitatesFacilitates MakesMakes

PowerPower Personal charismaPersonal charisma Formal authorityFormal authority

Appeal to Appeal to HeartHeart HeadHead

EnergyEnergy PassionPassion ControlControl

DynamicDynamic ProactiveProactive ReactiveReactive

PersuasionPersuasion SellSell TellTell

Rules Rules BreaksBreaks MakesMakes

LikesLikes StrivingStriving ActionAction

RisksRisks TakesTakes MinimizesMinimizes

ConflictConflict UsesUses AvoidsAvoids

DirectionDirection New roadsNew roads Existing roadsExisting roads

CreditCredit GivesGives TakesTakes

BlameBlame TakesTakes BlamesBlames

Comparison of three leadership styles Boss-centered Subordinate-centered Leadership leadership

Use of authority

By the manager

Area of freedom For subordinates

Manager makes decision and announces it

Manager “sells” decision

Manager presents ideas and invites questions

Manager presents tentative decision subject to change

Manager presents problem, get suggestions, makes decision

Manager defines limits, asks groups to make decision

Manager permits subordinates to function within limits defined by superior

Range of behaviour

Change Change

External/Environment

Past Future

Exploration

Denial Commitment

Resistance

Factors Needed for Successful Factors Needed for Successful ChangeChange

What happens if some or one of the steps are missing? 1. No Pressure for Change= Bottom of the box 2. No Shared Vision=A quick start that fizzles

Pressure for Change

Clear shared Vision

Capacity for Change

Capacity for Change

Actionable first steps

Actionable first steps

Model the way

Model the way

Reinforce & Solidify Change

Reinforce & Solidify Change

Evaluate & Improve

Evaluate & Improve

Bottom of the Box

Quick start that fizzles

3. No Capacity for Change= Anxiety and frustration

Pressure for Change

Clear shared Vision

Actionable first steps

Model the way

Reinforce & Solidify Change

Evaluate & Improve

Anxiety & frustration

4. No Actionable first steps, plans, etc.= Haphazard efforts, false starts 5. No modeling or leading the way= Cynicism and distress 6. Lack of Reinforcing and solidification of change= Staff go back to old ways 7. No evaluation or improvement of products or processes Skepticism and stagnation (Adapted from the HR Monthly March 1998 p. 22)

Pressure for change

Pressure for Change

Pressure for Change

Pressure for Change

Clear shared Vision

Clear shared Vision

Clear shared Vision

Clear shared Vision

Capacity for Change

Capacity for Change

Capacity for Change

Capacity for Change

Actionable first steps

Actionable first steps

Actionable first steps

Model the way

Model the way

Model the way

Reinforce & Solidify Change

Reinforce & Solidify Change

Reinforce & Solidify Change

Evaluate & Improve

Evaluate & Improve

Evaluate & Improve

Haphazard efforts, false starts

Cynicism & Distrust

Back to old ways

Skeptical & Cynical

Quotes: Quotes: Heraclities 535‑475 BC notes that there is nothing permanent except Heraclities 535‑475 BC notes that there is nothing permanent except

change. change. Anatole France all changes, even longed for change have their Anatole France all changes, even longed for change have their

melancholy, for what we leave behind us is part of ourselves; we must melancholy, for what we leave behind us is part of ourselves; we must die one life before we can enter another die one life before we can enter another

Alfred North Whitehead Accept change and get stability ‑‑ resistance Alfred North Whitehead Accept change and get stability ‑‑ resistance produces chaos. He suggests that the art of progress is to preserve produces chaos. He suggests that the art of progress is to preserve order amid change and to pressure change among order.order amid change and to pressure change among order.

"The past is gone; the present is full of confusion; and the future scares "The past is gone; the present is full of confusion; and the future scares the hell out of me" (D.L. Stein).the hell out of me" (D.L. Stein).

Advanced Library and Cultural Studies Project2008.docAdvanced Library and Cultural Studies Project2008.doc

Adoption of ChangeAdoption of ChangeChange is adopted at different rates: # of People Bell curve

Innovators Early Early Late Late Die Adopters Majority Majority Adopters Hards Time

Rate of ChangeRate of Change Percentage of people adopting a change 20% unstoppable 5% embedded

Time

When 5% of the people adopt the change it is said to be embedded. When 20% of staff adopt the change it is said to be unstoppable.

Self Help Exercise 24 Change Leadership indicators Instructions: Tick or cross the Yes or No boxes to the following statements Yes No Change Leadership indicators □ □ More employee involvement at all levels of decision making? □ □ Increased emphasis on meaningful work? □ □ More responsibility and accountability for individual employees? □ □ Fewer managers and more participation in the form of self-managing teams? □ □ A flatter organisational structure? □ □ People responsible for their own skill development. □ □ A focus on human capital demonstrated by increases in training, retraining □ □ An atmosphere that encourages mutual respect and trust □ □ A need for continuous learning □ □ An increase in the protection of employee rights. □ □ Programs that support balancing work and family life. □ □ Increased encouragement of learning and creativity away from the workplace □ □ Better recognition and reward for superior performance? . □ □ Smaller managerial groups □ □ Greater diversity in the workplace □ □ Continuous need for workers with specialised skills.(Adapted from Scott, p. 7).

Tick the following checklist to identify problems which arose from your manager/you! Problem 1 Ignoring Resistance Yes No Solution Ignoring or resisting resistance: □ □ Invite comments; Denying resistance makes it go deeper. □ □ Listening and good communication Blame, everyone wants to blame you. □ □ Everyone is angry at you. Problem 2 Jumping Ahead Yes No Solution Jumping to team building: □ □ The group needs a chance to complain when a group is in denial, and assess their loss before beginning resistance or early moments of exploration to rebuild trust and co-operation Problem 3. Pushing Productivity Yes No Solution The Draino approach: pushing productivity □ □ Work on team building and support too soon. If you demand it you will get it. Try to give team a chance to rebuild Employees respond in the short term skills, trial and test new products or but plateau and then decrease their productivity. procedures The danger is of a clogged organisation where everything breaks down. Problem 4. Scroogs-itis. Yes No Solution focus is primarily on economic factors; □ □Within your ability as a manager people hear through their wallets provide direct incentives not through their ears. ensure financial security * increase earning potential * provide cost/benefit analysis

Problem 5: Buried Treasures: Yes No Solution Here the benefits are not spelled out. □ □ Within your ability as a manager Those affected are not involved. clarify specific and personal benefits * involve those affected in planning

Problem 6: Ugly Baby syndrome: Yes No Solution Here people have worked hard to develop □ □ Avoid negative comments their way of doing something and feel like Recognize the past you are criticizing their little baby. Focus on enhancements * Get direct involvement

Problem 7: Defensive fence building: Yes No Solution Characteristics, people put up a fence □ □ Stroke egos around their egos because they feel incompetent. Demonstrate how direct * involvement is necessary * ask for advice and help from staff

Problem 8: Comfortable habits: Yes No Solution Characteristics, people feel safe, secure □ □ Find good in the past and present ways and comfortable in what they do. focus on enhancement They take on the attitude "not to upset provide a taste-test to loosen attitudes the apple cart". evaluate impacts relate change to organisational goals (Adapted from Chang, p. 95-99).

BibliographyBibliography McGowan, John, Miller, Paul, Management vs Leadership in the School Adnimistrator, 2001 McGowan, John, Miller, Paul, Management vs Leadership in the School Adnimistrator, 2001

http://www.aasa.org/publications/saarticledetail.cfm?mnitemnumber=&tnitemnumber=1995&itemnumhttp://www.aasa.org/publications/saarticledetail.cfm?mnitemnumber=&tnitemnumber=1995&itemnumber=3225&unitemnumber=&pf=1&snitemnumber=950ber=3225&unitemnumber=&pf=1&snitemnumber=950

The difference between management and leadership The difference between management and leadership http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html#Topic5http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html#Topic5

Leadership vs management in Leadership vs management in http://changingminds.org/disciplines/leadership/articles/manager_leader.htmhttp://changingminds.org/disciplines/leadership/articles/manager_leader.htm

The difference between leadership and management http://www.teamtechnology.co.uk/leadership-The difference between leadership and management http://www.teamtechnology.co.uk/leadership-basics.htmlbasics.html