1.

MANAGEMENT CONCEPTS
2. Examine different management models and propose how they affect management practice and
recommend management models which you think are relevant for your organization.

• Management models and theories associated with motivation, leadership and change management,
and their application to practical situations and problems.

• Management takes place within a structured organizational setting with prescribed roles. It is
directed towards the achievement of aims and objectives through influencing the efforts of others.

• From Fayol was the first person to actually give a definition of management which is generally
familiar today namely 'forecast and plan, to organize, to command, to co-ordinate and to control'.

• Fayol also gave much of the basic terminology and concepts, which would be elaborated upon by
future researchers, such as division of labor, scalar chain, unity of command and centralization.so, fayol
idea from one organization objective and goal effectively assistance is relevant.

Division of work reduces the span of attention or effort for any one person or group. Develops
practice and familiarity

Authority The right to give an order. Should not be considered without reference to responsibility

 Discipline Outward marks of respect in accordance with formal or informal agreements

between firm and its employees
 Unity of direction one head and one plan for group of activities with the same objective
 Subordination of individual interests to the general interest e interests of one individual or one
group should not prevail over the general good. This is a difficult area of management
 Centralizations Is always present to a greater or less extent, depending on the size of the
company and quality of its managers
 Stability of tenure of personnel Employees need to be given time to settle into their jobs, even
though this may be a lengthy period in the case of the managers
 Esprit de corps Harmony is a great strength to an organization; teamwork should be
encouraged
 From Fayol was the first person to actually give a definition of management which is generally
familiar today namely 'forecast and plan, to organize, to command, to co-ordinate and to
control'. Fayol also gave much of the basic terminology and concepts, which would be
elaborated upon by future researchers, such as division of labor, scalar chain, unity of
command and centralization.so, fayol idea from one organization objective and goal effectively
assistance is relevant.

Scientific management theory

This was a scientific system where every task became discrete and specialized. Specialized services are
provided and these management techniques could prove useful in these areas, to review productivity.
The benefits arising from scientific management from one organization can be summarized as follows:

Improving work methods brought enormous increases in productivity

Its rational approach to the organizational work enables tasks and procedures to be measured with a
considerable degree of accuracy

Measurement of paths and processes provide useful information on which to base improvements in
working methods, plant design, etc.

It enabled employees to be paid by results and to take advantage of incentive payments

It stimulated management into adopting a more positive role in leadership at shop floor level

It contributed to major improvements in physical working conditions for employees

It provided the formation for modern work studies.

Max Weber

Weber described bureaucracy as the most efficient way of working.

Bureaucracy in this context is the organizational form of certain dominant characteristics such as a
hierarchy of authority and a system of rules.

Bureaucracy in a sense of red tape or officialdom should not be used as these meanings are value-
ridden and only emphasize very negative aspects of the original Max Weber model.

 The main features of bureaucracy according to Weber were:

• A continuous organization or functions bounded by rules

• That individuals functioned within the limits of the specialization of the work, the degree of
authority allocated and the rules governing the exercise of authority

• A hierarchical structure of offices

• Appointment to offices made on the grounds of technical competence only

• The separation of officials from the ownership of the organization

• The authority was vested in the official positions and not in the personalities that held these posts.
Rules, decisions and actions were formulated and recorded in writing.

It is no coincidence that Weber's writings were at a time of the major industrial revolutions and the
growth of large complex organizations out of the cottage industries and/or entrepreneurial businesses.

The efficiency of this rational and logistical organization shares a considerable amount of common
ground with the thinking of Fayol. In particular, features such as scalar chain, specialization, authority
and the definition of jobs which were as essential to successful management as described by Fayol, are
typical of bureaucracy. There is also little doubt that Weber's ideas concerning specific spheres of
competence and employment based on technical competence would have considerable appeal for
Taylor's scientific managers.

Advantages of the Organization

• Appointment, promotion and authority were dependent on technical competence and reinforced by
written rules and procedures of promoting those most able to manage rather than those flavored to
manage. We take a lot of this for granted in the UK today. Anything else is regarded as nepotism and
corruption.

• The adoption of bureaucratic type of management systems allow organizations to grow into large
complex organized systems that are focused towards formalized explicit goals.

3. Evaluate a given model of leadership and/or management for its usefulness in guiding effective
decision making

Organizational life today is often a complex social environment of confrontation, miscommunication,

manipulation, hostility, and conflict. Does that sound like an exaggeration to you? If so, take a good
look at most organizations. So much of what takes place in virtually all organizations is grounded in the
interrelationships of its members, and all human relationships have problems. These interactions
involve the work that is done, the goals that are set, and the decisions that are made. Without effective
leadership, members of an organization often quickly degenerate into argument and conflict, because
they each see things in different ways and lean toward different solutions. In any situation in which
someone is trying to influence the behavior of another individual or group, leadership is occurring.
Thus, everyone attempts leadership at one time or another, whether his or her activities are centered
on a business, educational institution, political organization, economic development organization, or
family

The most effective means of influencing people is through communication. A leader communicates to
his or her followers a direction that they should move toward and tries to influence their attitude so
that they will be ready to move in that direction. This requires vision on the part of a leader and the
ability to guide people toward a common goal. Clearly, the capability of the organization’s leadership to
channel the energy of the members of the organization to act on what needs to be done determines
the effectiveness of those leaders and the potential impact of the organization. Obviously, a leader can
only exercise influence if people are willing to be influenced. It is also likely that the followers will not
totally share the same thinking of the leader. Despite this, they may go along with the desires of a
particular leader in order to achieve a particular outcome. Ideally, everyone should share the same
vision so that they can be working toward accomplishing the same goals. If not, leaders can often exert
their influence to refocus people’s energy through an appropriate group process so that they more
comfortably move toward what needs to be done.15 The core problem for leaders in any organization
involves getting others to do what is required to accomplish the organization’s goals.16 Leaders today
work in socially intricate organizations where they need the assistance not only of subordinates but
also of peers, superiors, and stakeholders to accomplish their goals. Accomplishing goals that impact
the organization positively clearly requires effective leadership. The test of a leader lies in the reaction
and response of his followers. He should not have to impose authority. Bossiness in itself never made a
leader. He must make his influence felt by example and the instilling of confidence in his followers. The
greatness of a leader is measured by the achievements of the led. This is the ultimate test of his
effectiveness

4. Explain why the choice of technology is such an important strategic decision for an organization (mention its
contribution in increasing productivity, efficiency, profitability, quality decision, managing corporate
undertaking, service quality)

 Technological Management – Uses efficient and cost-effective approaches to integrate

technology into the workplace and improve product effectiveness. Develops strategies using
new technology to enhance decision making. Understands the impact of technological changes
on the organization.
 The use of advanced technologies, skilled labor, best practices, and education has helped to
increase the efficiencies in many major organizations and firms
 Use Technology

Technological tools play an essential role in the efficiency and effectiveness of a company. Make use of
computers, tablets or smartphones to improve the efficiency of the company. Use software or sharing
tools to keep different members of a team up-to-date with the state of a project, even when they are
not actively working on a specific portion of the project.

Work with technological professionals to determine the best ways to protect the business and client
information without exceeding a set budget. Use software programs designed specifically to improve
efficiency or effectiveness in the office. For example, use spreadsheets for better organization or set up
an office-wide system for sharing information among team members or different professionals in the
business.

Organizational effectiveness is a business strategy designed to improve the efficiency of the company
without reducing the quality of the products or services. By working with professionals in different
fields or at different educational levels, a leader obtains new ideas to help reduce costs, improve the
product and provide quality customer service.

5. Provide examples demonstrating how ensuring sustainability work practices contribute to

sustainability in business and growth.
  The survival of corporate industries is dependent on maximizing profits from existing
capabilities, while recognizing and adjusting to the fact that what may work today may not
necessarily work in the future.
 To make or maintain their companies’ profitability, leaders of companies must work hard to
engage employees. However, leaders may sometimes struggle to adapt their organization in
response to change if they limit their focus to existing products and processes. Understanding
how to manage the balance between employee relations, adopting innovation, and maximizing
short-term profits is critical to business leaders ensuring a viable future for their corporations.
The use of advanced technologies, skilled labor, best practices, and education has helped to
increase the efficiencies in many major organizations and firms. Improved employee
productivity had a positive effect on organizational financial performance. Organizational
productivity is determined by employees’ efforts and engagement. Leaders have begun to
monitor how different interpersonal behaviors influence productivity. Negative effects on
productivity could be caused by negative interpersonal behaviors that lower employee
engagement. Leaders of E.C.W.C corporations who in corporate strategic employee
engagement behaviors may experience higher employee productivity. Communication
business leaders use to engage their employees to increase profits.

II. Management thought

1. Provide a note on various management thoughts and approaches which are mainly applicable or
appropriate in present context.

1 THE MANAGEMENT SCIENCE SCHOOL:

2 The classic School

3 .The Contingency Theory School

1 THE MANAGEMENT SCIENCE SCHOOL:

It is also known as Mathematical or Quantitative Measurement Approach.

FEATURES:

1. Management is regarded as "a system of mathematical models and processes" and problem-solving
mechanism with the help of mathematical tools and techniques.

2. Management problems can be described in terms of mathematical symbols and data. Thus every
managerial activity can be quantified.

3. This approach covers decision-making, systems analysis and some aspects of human behavior.

4. Operations research, mathematical tools, simulation, models etc. are the basic methodologies to
solve managerial problems.
 USES:

1. It has contributed significantly in developing orderly thinking in management which has provided
exactness in management discipline.

2.Various Mathematical tools like sampling, linear programming, games theory, time series analysis,
simulation, waiting line theory etc. have provided more exactness in solving managerial problems.

3. This approach is a fast developing area in analyzing and understanding management.

LIMITATIONS:

1. It is very difficult to call a separate school of management because it does not provide the answer for
total managerial problems.

2. Managerial activities are not really capable of being quantified because of involvement of human
beings who are governed by many irrational factors also.

3. More expertise and technical skills are required to formulate mathematical models.

3 THECONTINGENCYTHEORYSCHOOL:

It is the most recent development in the field of management.

It builds on major premises of the systems theory that organizations are organic and open systems, and there is a
relationship of interdependence between an organization and its environment, as well as within and between its
various subsystems.

FEATURES:
1. Management action is contingent on certain action outside the system or subsystem as the case may be.
2. Organizational action should be based on the behavior of action outside the system so that organization should
be integrated with the environment.

3. Because of the specific organization – environment relationship, no action can be universal.

4. The contingency approach rejects the universality of management thesis. It emphasizes that there is no one
best way to design organizations and manage them.

LIMITATIONSOFCLASSICALTHEORIES

1. They view organization as a machine subject to certain immutable laws.

2. They assume that employees can be motivated by financial incentives alone, and ignore their social
and psychological needs.
3. They are based on the assumption that productivity is the only criterion of efficiency.
4. The overall approach is mechanistic.

2. Critically examine and explain how political; social; economic; and technological forces
contributed to evolved lessons in management thoughts.
 Recent political and economic developments and associated changes in the practice and
delivery of health and social care have led managers and professionals to recognize the importance and
links between problem solving and decision-making skills. In particular, assessing the impact of political,
economic, socio-cultural, environmental and other external influences upon health care policy,
proposals and organizational programmers is becoming a recognizable stage of health service strategic
development and planning mechanisms. Undertaking this form of strategic analysis therefore is to
diagnose the key issues that the organization needs to address.

This form of analysis can be undertaken by reviewing the organizational (external) environment
using the PEST-analysis (sometimes known as STEP-analysis), extended to the PESTELI checklist
described below. PESTELI Analysis is a useful tool for understanding the “big picture” of the
environment, in which you are operating, and the opportunities and threats that lie within it. By
understanding your environment, you can take advantage of the opportunities and minimize the
threats.

 Interpersonal Skill

Is aware of ECWC, responds to, and considers the needs, feelings, and capabilities of others. Deals with
conflicts, confrontations, disagreements in a positive manner, which minimizes personal impact, to
include controlling one’s feelings and reactions. Deals effectively with others in both favorable and
unfavorable situations regardless of status of position. Accepts interpersonal and cultural diversity.

 Team Skill

Establishes effective working relationships among team members. Participates in solving problems and
making decisions.

 Communications

Presents and expresses ideas and information clearly and concisely in a manner appropriate to the
audience, whether oral or written. Actively listens to what others are saying to achieve understanding.
Shares information with others and facilitates the open exchange of ideas and information. Is open,
honest, and straightforward with others.

 Planning and Organizing

Establishes courses of action for self to accomplish specific goals [e.g., establishes action plans].
Identifies need, arranges for, and obtains resources needed to accomplish own goals and objectives.
Develops and uses tracking systems for monitoring own work progress. Effectively uses resources such
as time and information.

 Organizational Knowledge and Competence

Acquires accurate information concerning the agency components, the mission[s] of each relevant
organizational unit, and the principal programs in the agency. Interprets and utilizes information about
the formal and informal organization, including the organizational structure, functioning, and
relationships among units. Correctly identifies and draws upon source[s] of information for support.

 Problem Solving and Analytical Ability Identifies existing and potential problems/issues.
Obtains relevant information about the problem/issue, including recognizing whether or not
more information is needed. Objectively evaluates relevant information about the
problem/issue. Identifies the specific cause of the problem/issue. Develops recommendations,
develops and evaluates alternative course of action, selects courses of action, and follows up.
 Judgment

Makes well-reasoned and timely decisions based on careful, objective review and informed analysis of
available considerations and factors. Supports decisions or recommendations with accurate
information or reasoning.

 Direction and Motivation

Sets a good example of how to do the job; demonstrates personal integrity, responsibility, and
accountability. Provides advice and assistance to help others accomplish their work. Directs/motivates
self.

 Decisiveness

Identifies when immediate action is needed, is willing to make decisions, render judgments, and take
action. Accepts responsibility for the decision, including sustaining effort in spite of obstacles.

 Self-Development

Accurately evaluates own performance and identifies skills and abilities as targets of training and
development activities related to current and future job requirements. Analyzes present career status.
Sets goals [short and/or long term]. Identifies available resources and methods for self-improvement.
Sets realistic time frames for goals and follows up.

 Flexibility

Modifies own behavior and work activities in response to new information, changing conditions, or
unexpected obstacles. Views issues/problems from different perspectives. Considers a wide range of
alternatives, including innovative or creative approaches. Strives to take actions that are acceptable to
others having differing views.

3. Weber’s ideal bureaucracy suggested strict adherence to rules and regulations, this lead to red
tapism in the organization. Discuss how strict adherence to rules and regulations causes poor work
environment.

Bureaucracy in this context is the organizational form of certain dominant characteristics such as a
hierarchy of authority and a system of rules.
Bureaucracy in a sense of red tape or officialdom should not be used as these meanings are value-
ridden and only emphasize very negative aspects of the original Max Weber model.

Authority is distinguished from power by Weber. Power is a unilateral thing - it enables a person to
force another to behave in a certain way, whether by means of strength or by rewards. Authority, on
the other hand, implies acceptance of the rules by those over whom it is to be exercised within limits
agreeable to the subordinates that Weber refers to in discussing legitimate authority.

Weber presented three types of legitimate authority (also discussed in Section 5a):

Traditional authority: where acceptance of those in authority arose from tradition and custom.

Charismatic authority: where acceptance arises from loyalty to, and confidence in, the personal
qualities of the ruler.

Rational-legal authority: where acceptance arises out of the office, or position, of the person in
authority as bounded by the rules and procedures of the organization.

It is the rational-legal authority form that exists in most organizations today and this is the form to
which Weber ascribed the term 'bureaucracy'.

The main features of bureaucracy according to Weber were:

• a continuous organization or functions bounded by rules

• that individuals functioned within the limits of the specialization of the work, the degree of authority
allocated and the rules governing the exercise of authority

• a hierarchical structure of offices

• appointment to offices made on the grounds of technical competence only

• the separation of officials from the ownership of the organization

• the authority was vested in the official positions and not in the personalities that held these posts.
Rules, decisions and actions were formulated and recorded in writing.

It is no coincidence that Weber's writings were at a time of the major industrial revolutions and the
growth of large complex organizations out of the cottage industries and/or entrepreneurial businesses.

The efficiency of this rational and logistical organization shares a considerable amount of common
ground with the thinking of Fayol. In particular, features such as scalar chain, specialization, authority
and the definition of jobs which were so essential to successful management as described by Fayol, are
typical of bureaucracy. There is also little doubt that Weber's ideas concerning specific spheres of
competence and employment based on technical competence would have considerable appeal for
Taylor's scientific managers.

Advantages
•Appointment, promotion and authority were dependent on technical competence and reinforced by
written rules and procedures of promoting those most able to manage rather than those favoured to
manage. We take a lot of this for granted in the UK today. Anything else is regarded as nepotism and
corruption.

• The adoption of bureaucratic type of management systems allow organisations to grow into large
complex organised systems that are focused towards formalised explicit goals.

• It cannot be stated strongly enough that the Weber theory has the advantage of being used as a 'gold
standard' on which to compare and develop other modern theories.

4. Classical theory viewed organization as closed system in which environmental dynamics and their
effect on management have been discounted. Provide your professional critics on this view and justify
why it is relevant or irrelevant in the contemporary world.

5. Why is it important for every manager to understand the many different management theories
that have been develop? Describe various School of Thoughts prevalent from time to time. Which
school of management thoughts makes the most sense to you? Why?

Schools of Management Thought:

1. Management Process School or the Operational Approach

This school regards management as a process of getting things done with people operating in
organized groups. Henry Fayol is known as the father of this school. According to this, school
management can best be studied in terms of the process that it involves.

Those subscribing to this school are of the view that management principles are of universal
application.

2. The Empirical School or the Management by Customs School

This approach to management is taken by scholars who identify management as the study of
experience, followed by efforts to learn from the experience and then transfer the knowledge to
practitioners and students. Typically, this is done through a case study approach or through the
study of decision-making.

This school of thought believes that by analyzing the experience of successful managers or the
mistakes of poor managers, we somehow can learn about applying the most effective
management techniques.

3. The Human Relations Approach (or) the Human Behavior School

This school takes note of the psychological factors causing a change in human behavior in
organized groups under a given situation. It is based upon the fact that management involves
getting things done through people and therefore management must be centered on interpersonal
relations.

This approach has been called the human relations, leadership, or behavioral science approach.
Exponents of this school of thought seek to apply existing and newly developed theories,
methods, and techniques of the relevant social science to the study of intra and interpersonal
relations, which varies from personality dynamics to relations of cultures. This school stresses
the people part of management and the understanding aspects.

The motivation of the individual and adherents of this school is heavily oriented towards
psychology and sociology. The range of thought in this school ore (a) The study of human
relations and how managers can understand and use these relations; (b) The role of manager as a
leader and how he should lead others; (c) The study of group dynamics and interpersonal
relationships.

4. The Social Systems School

This school of thought is closely related to human behavior or the human relations school of
thought. It looks upon management as a social system, which refers to a system of cultural inter
relationships. These can be formal organizational relationships or any kind of human
relationship. This approach to management being heavily sociological in nature does what the
study of sociology does.

Iv. Leading function

1. Evaluate abilities of your leader’s at work place using the following leadership competencies:

 Interpersonal Skill

Is aware of ECWC, responds to, and considers the needs, feelings, and capabilities of others. Deals with
conflicts, confrontations, disagreements in a positive manner, which minimizes personal impact, to
include controlling one’s feelings and reactions. Deals effectively with others in both favorable and
unfavorable situations regardless of status of position. Accepts interpersonal and cultural diversity.

 Team Skill

Establishes effective working relationships among team members. Participates in solving problems and
making decisions.

 Communications

Presents and expresses ideas and information clearly and concisely in a manner appropriate to the
audience, whether oral or written. Actively listens to what others are saying to achieve understanding.
Shares information with others and facilitates the open exchange of ideas and information. Is open,
honest, and straightforward with others.
  Planning and Organizing

Establishes courses of action for self to accomplish specific goals [e.g., establishes action plans].
Identifies need, arranges for, and obtains resources needed to accomplish own goals and objectives.
Develops and uses tracking systems for monitoring own work progress. Effectively uses resources such
as time and information.

 Organizational Knowledge and Competence

Acquires accurate information concerning the agency components, the mission[s] of each relevant
organizational unit, and the principal programs in the agency. Interprets and utilizes information about
the formal and informal organization, including the organizational structure, functioning, and
relationships among units. Correctly identifies and draws upon source[s] of information for support.

 Problem Solving and Analytical Ability Identifies existing and potential problems/issues.
Obtains relevant information about the problem/issue, including recognizing whether
or not more information is needed. Objectively evaluates relevant information about
the problem/issue. Identifies the specific cause of the problem/issue. Develops
recommendations, develops and evaluates alternative course of action, selects courses
of action, and follows up.
Judgment

Makes well-reasoned and timely decisions based on careful, objective review and informed analysis of
available considerations and factors. Supports decisions or recommendations with accurate
information or reasoning.

Direction and Motivation

Sets a good example of how to do the job; demonstrates personal integrity, responsibility, and accountability.
Provides advice and assistance to help others accomplish their work. Directs/motivates self.

Decisiveness

Identifies when immediate action is needed, is willing to make decisions, render judgments, and take
action. Accepts responsibility for the decision, including sustaining effort in spite of obstacles.

 Self-Development

Accurately evaluates own performance and identifies skills and abilities as targets of training and
development activities related to current and future job requirements. Analyzes present career status.
Sets goals [short and/or long term]. Identifies available resources and methods for self-improvement.
Sets realistic time frames for goals and follows up.

 Flexibility

Modifies own behavior and work activities in response to new information, changing conditions, or
unexpected obstacles. Views issues/problems from different perspectives. Considers a wide range of
alternatives, including innovative or creative approaches. Strives to take actions that are acceptable to
others having differing views.

 Leadership

Ability to make right decisions based on perceptive and analytical processes. Practices good judgment
in gray areas. Acts decisively.

3. Critically evaluate leadership styles which are predominantly applicable in your organization/work
place (Autocratic leadership; Laissez-faire leadership; Transactional Leadership; Transformational
leadership). Write your work place experiences about styles you selected.

 Autocratic Style of Leadership

This is often considered the classical approach. It is one in which the manager retains as much power
and decision-making authority as possible. The manager does not consult employees, nor are they
allowed to give any input. Employees are expected to obey orders without receiving any explanations.
The motivation environment is produced by creating a structured set of rewards and punishments.

This leadership style has been greatly criticized during the past 30 years. Some studies say that
organizations with many autocratic leaders have higher turnover and absenteeism than other
organizations.

Certainly Gen X employees have proven to be highly resistant to this management style. These studies
say that autocratic leaders:

 Rely on threats and punishment to influence employees

 Do not trust employees
 Do not allow for employee input
 Autocratic leadership is not bad. Sometimes it is the most effective style to use.
 New, untrained employees who do not know which tasks to perform or which
procedures to follow.
 Effective supervision can be provided only through detailed orders and instructions.
 Employees do not respond to any other leadership style
 There are high-volume production needs on a daily basis
 There is limited time in which to make a decision
 A manager's power is challenged by an employee
 Authoritarian Style of Leadership

Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to
be done, when it should be done, and how it should be done. There is also a clear division between the
leader and the followers. Authoritarian leaders make decisions independently with little or no input
from the rest of the group.
Researchers found that decision-making was less creative under authoritarian leadership. Lewin also
found that it

is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of this
style is usually viewed as controlling, bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little time for group decision-
making or where the leader is the most knowledgeable member of the group. Lewin’s study found that
participative leadership, also known as democratic leadership, is generally the most effective leadership
style.

Democratic leaders offer guidance to group members, but they also participate in the group and allow
input from other group members. In Lewin’s study, children in this group were less productive than the
members of the authoritarian group, but their contributions were of a much higher quality.
Participative leaders encourage group members to participate, but retain the final say over the
decision-making process. Group members feel engaged in the process and are more motivated and
creative.( google.com)

 Democratic Style of Leadership

The democratic leadership style is also called the participative style as it encourages employees to be a
part of the decision making. The democratic manager keeps his or her employees informed about
everything that affects their work and shares decision making and problem solving responsibilities. This
style requires the leader to be a coach who has the final say, but gathers information from staff
members before making a decision.

Democratic leadership can produce high quality and high quantity work for long periods of time. Many
employees like the trust they receive and respond with cooperation, team spirit, and high morale.
Typically the democratic leader:

 Develops plans to help employees evaluate their own performance

 Allows employees to establish goals
 Encourages employees to grow on the job and be promoted
 Recognizes and encourages achievement.
 Participative /Democratic Style of Leadership

Lewin’s study found that participative leadership, also known as democratic leadership, is generally the
most Effective leadership style. Democratic leaders offer guidance to group members, but they also
participate in the

Group and allow input from other group members. In Lewin’s study, children in this group were less
productive

Than the members of the authoritarian group, but their contributions were of a much higher quality.
Participative leaders encourage group members to participate, but retain the final say over the
decision-making process. Group members feel engaged in the process and are more motivated and
creative.

2.5 Laissez-Faire style of Leadership

The laissez-faire leadership style is also known as the "hands-off ¨style. It is one in which the manager
provides little or no direction and gives employees as much freedom as possible. All authority or power
is given to the Employees and they must determine goals, make decisions, and resolve problems on
their own.

This is an effective style to use when:

 Employees are highly skilled, experienced, and educated.

 Employees have pride in their work and the drive to do it successfully on their own.
 Outside experts, such as staff specialists or consultants are being used
 Employees are trustworthy and experienced.

This style should not be used when:

 It makes employees feel insecure at the unavailability of a manager.

 The manager cannot provide regular feedback to let employees know how well they are doing.
 Managers are unable to thank employees for their good work.
 The manager doesn't understand his or her responsibilities and is hoping the employees can
cover for him or her.

4. Trust and employee engagement go hand-in-hand; empowered workers are more likely to take
initiative on their own. Critically examine how leadership styles and communication skills influence
employee organizational commitment and performance.

Employee engagement is critical to any organization. Expanded on early work by differentiating

between intrinsic and extrinsic motivation. Competence, autonomy, and psychological relatedness
which are psychological needs, motivate the individual to initiate behavior essential for psychological
health and well-being of an individual and if satisfied may lead to optimal function. Dedicated and
meaningful work enables employees to realize how valuable they are within the organization and
makes them engaged furthermore, employees can influence those around them. This influence
transcends to the benefits of intrinsic rewards. Meaningful work will allow for an increase in
employees’ participation; however, it does not guarantee that the employee will be engaged. The need
for autonomy, intrinsic rewards, and influence are required to achieve employee. Using potentials and
commitment can influence an individual’s value, behavior, and goals, which are healthy factors for an
individual’s identity Organizations that have highly engaged employees, have greater profits than those
that do not. Organizations with highly engaged employees experience increased customer satisfaction,
profits, and employee productivity.
5. What are the essential differences between being an effective manager & an effective leader?
Support with practical examples basing your work place experiences

Management’s responsibility, on the other hand, is to execute on the leader’s vision. Once the
destination has been set, managers are the one who oversee the series of tactics that will get them to
where they need to be. This involves assigning tasks to team members, making sure everyone is
collaborating harmoniously, and ensuring they hit the appropriate deadlines to reach their short-term
goals

Managers Leaders

Focus on goals Focus on vision

Ask “how” and “when” Ask “what” and “why”

Provide tasks Provide direction

Create stability Create change

Think of the short-term Think of the long-term

Playing both roles

While there’s a clear distinction between the two roles, there are times that the lines will either overlap
or be blurred. In other words, certain situations will require managers to step up into more of a
leadership role while others will need leaders to take on more of a managerial role. Below are a few
examples of when this may be required.

Managers as leaders:

• When overseeing a very large team

• In the absence of or during a transition of a team leader

• While providing mentorship to team members or employees

Leaders as Managers:

• When taking on a direct report

• In the absence of or during a transition of a key manager.

• While working with managers or direct reports who need additional support or more specific
guidance

Why the Distinction is Important

Both leadership and management are important to have at every organization. Without leadership,
teams would be directionless and not be united on a vision. Without management, teams wouldn’t be
able to take actionable steps or complete the goals they need to achieve their vision. Let’s take a look
at some real-life scenarios to see what these roles look like in action.
Types of Organization Charts:

There are three ways in which organization charts can be shown:

(i) Vertical

(ii) Horizontal

(iii) Circular

(i) Vertical or Top to Bottom:

In this chart major functions are shown at the top and subordinate functions in successive lower
positions. In this chart scalar levels run horizontally and functions run vertically. The supreme
authority is shown at the top while lowest authority at the bottom.The vertical chart is shown in
the following diagram. In this diagram Board of Directors is at the top of the organization. The
chief executive controls various functional managers, who in turn have downward staff as the
requirement of respective departments.

1.Analyze and evaluate organizational design of your company/organization in which you

work and determine its conveniences for the current management issues.

Types of Organization Charts:

There are three ways in which organization charts can be shown:

(i) Vertical

(ii) Horizontal

(iii) Circular

(i) Vertical or Top to Bottom:E.C.W.C organizational design

In this chart major functions are shown at the top and subordinate functions in successive lower
positions. In this chart scalar levels run horizontally and functions run vertically. The supreme authority
is shown at the top while lowest authority at the bottom.

The vertical chart is shown in the following diagram. In this diagram Board of Directors is at the top of
the organization. The chief executive controls various functional managers, who in turn have downward
staff as the requirement of respective departments.