Chapter 10: Management encouraged to take some so that the businesses

authority and responsibility. objectives can be achieved.

and leadership
Senior management ensures 5. Controlling and measuring
Management and managers the structure of the business performance against
allows for a clear division of targets:
Managers get things done within a tasks so that everyone is management establishes
business by delegating tasks and working towards a common targets for all groups and
working with employees. goal. divisions. It is management's
Every manager has different responsibility to compare the
leadership styles, however he key 3. Directing and motivating performance against its
function of management are staff: targets.
common to all. This means guiding, leading,
and overseeing employees to Management roles:
Manager: responsible for setting ensure that organizational
objectives, organizing resources, goals are met. To carry out the functions of
and motivating staff so that the The significance of developing the manager call mom they
organizations aims are met. staff so that they are must undertake different roles.
motivated to employ all of the Henry Mintzberg has identified
The functions of management: abilities at work is now widely 10 roles common to work for
recognized. all managers. these are
1. Setting objectives: 4. Coordinating activities: divided into three groups:
Strategic objectives are
As the average units within a 1. interpersonal roles-
established by mangers for
business increase consistency dealing with and motivating
less-senior managerial staff.
and coordination between staff at all levels of the
Sufficient resources will be
different parts of each firm organization.
needed when setting
needs to improve. The goal of 2. Informational roles-
objectives.
each branch, division, region acting as a source,
and even all staff must be receiver, and transmitter of
2. Organizing resources to
welded together to achieve a information.
meet the objectives: people
common sense of purpose so 3. decisional roles- taking
throughout the business need
that no money is wasted and decisions and allocating
to be recruited carefully and
 resources to meet the Personal characteristics Department, such as
organisations objectives. identified as being common marketing. They are
amongst effective leaders: responsible for delegating
Leadership- the importance within the Department,
of it and qualities needed. they have the desire to
assisting in the recruitment
succeed and natural
of senior staff in the
Leadership is a key part of self-confidence.
Department, meeting the
being a successful manager. It They possess the ability
objectives for their
involves setting a clear to think beyond the
Department set by the
direction and vision for all of obvious, to be creative
board of directors and
an organization. Employees and to encourage others
communicating to those in
want to follow a good leader to do the same.
their Department.
that will respond to them They are multi-talented,
positively. A poor leader will so that they can  Manager
often fail to win over staff and understand discussions
will have problems An individual responsible
about a wide range of
communicating and organizing for people, resources or
issues effecting the
workers efficiently. The best decision-making. they have
business.
managers are leaders of some authority below them
They have incisive mind
people. Managers that mainly in the hierarchy. they will
that enables the heart
focus on control and allocation direct, motivate, and
of an issue to be
of people and resources can discipline staff in the
identified rather than
fail to provide a sense of Department.
unnecessary details.
purpose or focus that others  Supervisors
will understand and be Important leadership
prepared to follow up. positions in a business These are appointed by
management to watch
Leadership: the act of  Directors over the work of others.
motivating a group of people This is usually not the
These senior managers are
towards achieving a common decision-making role, but
elected to office by
goal. they will have
shareholders in a limited
company. They usually responsibility for leading a
head of a major functional team of people and
 working towards pre safe autocratic leadership: a style of Democratic leaders will engage in
goals. The modern role of leadership that keeps all decision- discussion with workers before
these members of staff is making at the center of the making decisions. Communication
less as an inspector and organization. links will establish on the two-way
much more of a work principle, with opportunity for staff to
Autocratic leaders will make
colleague who is appointed respond to and initiate discussion.
decisions on their own, with no
to help staff achieve Manage is using this approach need
discussion. They set business
objectives in a corporate good communication skills to be able
objectives themselves, issue
spirit. to explain issues clearly and to
instructions to workers and check to
understand responses from the
 workers representatives ensure that they are carried out.
workforce. Full participation in the
When workers become accustomed
These are directed by the decision-making process is
to this style, they become dependent
workers, either as trade encouraged. This may lead to better
on the leaders for all guidance and
union officials or as final decisions, as the staff have
do not show any initiative. Motivation
representatives on work much more she contributes an can
levels are low so supervision of staff
councils in order to discuss offer valuable work experience to
will be essential. Manage is using this
areas of common concern new situations.
style or likely to only use one-way
with managers.
communication when they are It improves motivation as
Leadership styles issuing instructions but will not responsibility is given. Workers
encourage any feedback from the should feel more committed to
Leadership style refers to the way in workforce. This style of management ensuring that decisions that they
which managers make decisions and can be useful in some applications. In have influenced I put into effect
communicate with their staff. There crisis, this style is used as it would be successfully.
are four distinct leadership styles. inappropriate to discuss instructions
Paternalistic leadership:
with the staff concerned before they
 Autocratic
are put into effect. Paternalistic leadership: a
 Democratic
 Paternalistic leadership style based on the
Democratic leadership:
 Laissez-faire approach that the manager is in a
Democratic leadership: a better position than the workers to
Autocratic leadership: leadership style that promotes the know what is best for an
active participation of workers in organization.
making decisions.
Paternalistic means father-like. These subordinates. This style could be Close control, close supervision, and
leaders will listen, explain issues, and particularly effective in the case of no delegation of authority.
consult with the workforce, but will research or design teams. Leaving
As a result of this approach, workers
not allow them to make decisions. workers on their own devices with
will not enjoy their jobs and will try
They decide what is best for the little direction or supervision may
and avoid it leading to them not
business in the delegation of lead to a lack of confidence, poor
contributing in any meaningful way
decision-making is unlikely. They are decisions, and poor motivation as
to the business.
less concerned with Herzberg’s they are never sure if they are doing
motivated and more directed by the the right thing.
need to satisfy the safety and
security of the worker’s needs McGregor’s Theory X and Y  Theory Y:
(Maslow). According to McGregor the most These mangers view their workers
This style is more suitable with important determinants in a as:
unskilled, untrained or newly leadership style is the attitude of
managers towards their workers. - Creative
appointed staff, but it may lead to - excepting of responsibility.
disappointment and disillusionment He determined two distinct - can drive as much
with more experienced staff. management approaches Theory X enjoyment from work as
Laissez-faire leadership: and Theory Y. from rest and play.

Laissez-faire leadership: a  Theory X: Theory Y managers believe their

leadership style that leaves much of These mangers view their workers would take active part in
the business decision-making to the workers as: contributing ideas and solutions to
workforce. It is a hands-off approach - Lazy work related problems.
and the reverse of the autocratic - Will avoid responsibility.
style. - Dislike’s work.
- Are not creative. The best leadership style - it
Laissez-faire Means let him do it- or
Theory X managers believe the depends on many factors.
allow workers to carry out tasks and
make decisions themselves within workers need to be controlled and
There is not one leadership style that
very broad limits. There's very little made to work. Managers with this
is based in all circumstances for all
input from management into the view are likely to adopt an autocratic
businesses. The style used will
work to be undertaken by style of leadership.
depend on many factors:
 The training and experience of consult and involve workers in the special knowledge. They may
the workforce and the degree process of change. People find have more influence over workers
of responsibility that they are change this threatening and more than formal leaders, especially if
prepared to take on. acceptable if involved in some they supervisors are not seen as
 The amount of time available meaningful way. leaders or motivators. Appointing
for consultation and an informal leader as a former
Many managers will still avoid
participation. leader might be a wise move,
consultation and staff
 The attitude of managers or however the person could quickly
participation, as I find it difficult to
management culture- this will lose support if they are seen to be
adapt to these ways. Others made
be influenced by the joining the other side. These
out their own ability to discuss
personality and business informal leaders should not be cut
and persuade they would rather
background of the managers. out or ignored as they have work
issue instructions that do not
 the importance of the issues supporters, if this is done there
allow for feedback from staff.
under consideration - different could be a disruption in
styles may be used in the Informal leadership production, but other types of
same business in different industrial action might be taken.
situations. If there is a great in any group of people, at work or
in a social context, it is common In an ideal business situation, we
risk to the business when a
for informal leaders to be workers and employees work
poor or slow decision is taken,
established. The impact of together in a trusting relationship,
it is more likely that
informal groups and leaders could managers should attempt to work
management will make the
be very important for business with the informal leaders to help
choice in an autocratic way.
performance. achieve the aims of the business.
Democratic leadership is This is best done by attempting to
increasingly common for a informal leader: a person who align the aims of the informal
number of reasons. Working has no formal authority but has leader and the groups that
people are better educated than the respect of colleagues and support them, with the businesses
ever before and have higher some power over them. aims.
expectations of the experience
These leaders or people who have Emotional intelligence
from work. Managers have
the ability to lead without formal
realized the technological Emotional intelligence involves:
power, perhaps because of their
advancements and other factors
experiences, personality, or
have increased the need to
 - understanding yourself, making. Having a realistic view - Lack of trust and
your goals, your behavior of our own abilities and having confidence of others and be
and your responses to self confidence in our own so stressed out that they
people. abilities. would be difficult to
- Understanding others and 2. Self-management: being able approach.
their feelings. to recover quickly from stress, - Fail to take the views of
being trustworthy and others into account when
The more managers can understand
conscientious, showing making decisions.
their feelings, it is argued, the more
initiative and self-control. - Perform poorly in social
effective they become as leaders and
3. Social awareness: same thing situations, finding it difficult
decision makers. The more
what others are feeling, being to talk and negotiate with
emotionally intelligent a person is
able to take their views into others, and lacking the
then the higher they measurable IQ
account and being able to get ability to build a team.
or emotional intelligence quota would
on with a wide range of
be. Managers with little emotional
people.
intelligence would have
Emotional intelligence: the ability 4. Social skills: handling emotions
workers with low levels of
of managers to understand their own in relationships well and
motivation, achievement, and
emotions comma and those of people accurately understanding
performance.
they work with comma to achieve different social situations,
better business performance. using social skills to persuade,
negotiate and lead.
There are four main competencies
that managers should try to develop Managers with little emotional
and improve on: intelligence would:

1. Self -awareness: knowing what - it seemed projects beyond

we know is important and there but he's but lack self
using that to guide decision- confidence that targets
would be met.