Management an Leadership

MANAGEMENT AND LEADESHIP

Management and Leadership

Dawn Singleton

MGT/330 Management: Theory, Practice, and Application

Roxanne Cox

October 3, 2005

Abstract

This paper discusses the differentiation between management and leadership and examines the roles and responsibilities of leaders and managers in creating and maintaining a healthy organizational culture.

Management and Leadership

Take a moment to name some managers or leaders. One may think of people like Winston Churchill, George Washington, Robert E. Lee, Abraham Lincoln, and Mother Theresa or, maybe the names of your bosses, teachers, or family members come to mind. But, would one think of his or her own name? Probably not. Usually, when we think of managers or leaders, we consider larger-than-life historical figures or important people who shaped our own lives, and we do not include ourselves. One may not be leading large armies or nations, but one is leading organization, project, and crews. The real question is how can one differentiate between management and leadership? What can help both managers and leaders to maintain a healthy organizational culture?

Management is the creative and systematic pursuit of practical results, (including the result of more knowledge), by identifying and using available human and knowledge resources in a concerted and reinforcing way.

One's own integrity determines a person's character, wisdom, knowledge, time, temperament, words, and acts. The first and paramount responsibility is to manage one's self. It is a complex, incredibly difficult and oft-shunned task. Managing ones self takes up at least a third of the time, ability and energy. As for the second responsibility, it is to manage those who have authority over employees such as bosses, directors, investors, and regulators. Without their consent or support, how can one follow conviction, exercise judgment or create an environment in which others can achieve? Managing superiors takes up at least a quarter of ones time ability and energy. The third responsibility is to manage one's peers; those who have power over us can make our lives miserable and ruin our attempts to achieve. In this category, one must include associates, competitors, customers and suppliers, the entire environment if you will. Managing peers should require no less than another quarter of our efforts. The fourth responsibility is then obvious, for there is nothing else left. It is to manage those whom one has authority over. This responsibility takes up most of one's time with managing self, superiors and peers, and leaving no time to control subordinates. A concept of this is to employ good people and introduce them to the company. If properly managed, everyone will be successful and replicate properly what is to be recognized.

Properly managing and recognition of responsibility fits into management roles. There are three kinds of management roles, and each one has its own set of responsibilities and expectations.

Interpersonal Roles are actually expectations of managers by others. These roles are divided into specific categories of expected behavior. The roles are extensions of others' values and anticipations, and interpersonal roles stem from position and authority. Managers play out various roles on a daily basis and must "wear different hats" in order to carry out their various roles. Informational roles are the informational category of roles, which deal with managerial information, and dissemination of that information. Informational roles are monitor, disseminator, and spokesperson. With decisional roles managers make managerial choices. Managers also influence the choices of others. The activities of problem solving and decision-making are inherent in this role.

Overall, management's primary responsibilities and roles include the day-to-day operation of the company's business, strategic planning, budgeting, and financial reporting and risk management; and in fulfilling those responsibilities, management must balance the unique relationships between and among the system of employees, franchisees, suppliers and customers. "Management defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles" (Bateman &Snell, 2004, p.26).

The next question is obvious. How can one manage bosses, competitors and associates? The answer is equally obvious. One cannot. But can one understand them, persuade them, motivate