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Leaders on the other hand, get organizations and people to change.
That's true, as far as it goes, but there is a more useful distinction between management and leadership: Management is a function that must be exercised in any business, leadership is a relationship between leader and led that can energize an organization.
Of course, the management function can include problem solving and facilitating meetings as well as the traditional bureaucratic tasks. However, it is not necessary for the same person in a group to exercise all these tasks. Different people can take on parts of the management function.
Someone on a team can do the planning. Another person can do the budgeting. A third teammember can monitor quality. Members of a team can take turns facilitating meetings. The team as a whole can share responsibility for meeting performance targets. In other words, you don't need managers to produce good management.
I have seen a number of cases in which teams have been able to determine for themselves which management tasks they wish to perform as a group, which ones individual team members wish to take on, and which they will delegate to a manager.
Typically, technical staff, like professionals in other fields, don't like to evaluate or discipline colleagues. They would rather hire a manager to do that kind of dirty work. There are nine teams, each with only one directive: Teams decide who does which work; they schedule training, vacations and overtime; and they deal with teammates' issues of productivity or lack of work ethic.
But this is seldom a problem. Although there are no incentives other than promotion on the basis of skills, technicians are motivated by the work itself, the drive for perfection and pride in supplying one fo the highest-thrust engines in the industry.
Teams also send members to a work council that deals with issues such as supplier problems, computer systems and human resource issues, and the like. Listening, informing, focussing the teams on costs during the past 5 years, costs were cut 10 percent per yearand representing the factory to the customer and within GE.
Perceptions of Management The Dilbert comic strip reminds us that in an age where the young may know more than their elders, technical staff may view managers as people who don't understand technology and who make life difficult for them with demands that make little sense. Perhaps technical teams with Dilbertian managers would be fed up enough to take over the management function.
The manager in the Dilbert strip is a leader only in the sense that members of the technical staff are forced to follow his directions. Of course, ideally a manager is also a leader that people want to follow. In that case, there can be a relationship that strengthens a group and focuses it on meaningful work.
The questions we should ask about a business leader who has a following are: Why do people follow this leader? What should the leader do to make teams and organizations successful? Here are some answers:SuperVision and Instructional Leadership: A Developmental Approach (10th Edition) [Carl D.
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Compare and contrast leadership theories and evaluate the strengths and weakness of established leadership styles. Great man theories. These theories assume that great leaders are born, not made, and are destined to become leaders when needed.
Autocratic leadership is based upon close supervision, clear-cut direction and commanding order of the superior. It facilitates quick decisions, prompt action and unity of direction. It . The crux of this comparison between management and leadership is one of choice.
People choose to follow and commit to a leader but a manager must be followed. We are emotional animals and the commitments we make based on our emotions are forcible.
Managers and leaders are two different animals. Leaders, like artists, tolerate chaos and lack of structure. They keep answers in suspense, preventing premature closure on important issues.
Transformational Leadership Model. Transformational leadership is a management model aimed toward encouraging employees and team members to go beyond the expected day-to-day tasks.