Management as a Science -
Everything used to classify a field as science is
involved.
- Science establishes the relations of cause and
effect between variables.
- Universal acceptance of scientific principles.
- relationship between cause and effect.
Management as an Art
- both share similar characteristics Art
- structured body of knowledge that requires
imagination and expertise which an artist often
needs constant practice in order to become
faultless or to achieve a degree of perfection
that is considered acceptable. ‘
- Taught and put to use. - While studying this,
one can learn and gain theoretical knowledge.
1. The first line managers
Usually called supervisors or in manufacturing
they maybe called foremen
2. The middle level managers - compromise all
management levels - Called functional
managers, heads of plants and managers of
projects
3. The top managers - Ones responsible for
making organizational decisions and setting
policies and strategies - Named vice- president,
managing director, chief executive officer or
board chairmans. etc .
Examples of workplace value:
1. Being accountable
2. Making a difference
3. Focusing on detail
4. Delivering quality
5. Being completely honest
6. Keeping promises
7. Being reliable
8. Being positive
9. Meeting deadlines
10. Helping others
11. Being a great team member
12. Respecting company policy and rules, and
respecting others
13. Showing tolerance
Planning- necessary to set goals and to develop
strategies for organizing activities
ANTECEDENT STRATEGIES
● Used in an attempt to discourage or provoke a
behavior before a behavior occurs.
Motivation - Values will work inside you to
awaken your secret talents. With bravery and
confidence, you have it in you to go ahead and
realize yourfull potential.
Self- leadership
- It allows leaders or senior officers, (who
undergo very little or no supervision) to prepare
and set targets on their own and control
themselves to execute such plans.
1. This means that, being your own leader, your
purpose or vision will be the foundation upon
which you will build self-leadership.
a. Leading by example
b. Clarity of example
c. Clarity of purpose
d. Aiming for purpose
2 . It was considered as the first level or stage
of leadership.
a. Autocratic leadership
b. Democratic leadership
c. Participative leadership
d. Self-leadership
Clarity of purpose
● Having a vision and being able to set it up.
● Vision or purpose- foundation upon which
you will build self leadership
● Without clearly planned expectations or
intent in your life, you will be at risk and will be
lost if you attempt to fulfill everything without
clarity of purpose
Training- structured lesson designed to give
people the knowledge and skills to perform a
task
Know yourself and seek self-improvement.
● Seek self improvement- continually reinforce
your attributes through self study, formal
classes, reflection and interaction with others.
○ Evaluate themselves and know their strengths
and weaknesses.
○ Understand their ‘be’, ‘know’ and ‘do’
attributes
○ Work to improve weaknesses and utilize
strengths.
○ Know themselves and their experiences.
● Strong and hard stand- may be most
successful with leaders.
● “Big brother” approach- may work better.
○ Leaders could ask colleagues and superiors
for an honest appraisal of their ability to lead
which will help 3 them identify their strengths
and weaknesses.
Followers
Different people expect different leadership
styles. A newly-employed deserves more
supervision than an accomplished subordinate
does. An individual without motivation needs a
different approach than one with a high
motivation level.
Situation
Every situation is different. Everything you do in
one situation isn't automatically going to work
in another. You have to use your discretion to
determine the best course of action and the
style of leadership needed for each situation.
Empathy
As Leaders, empathy with your followers will
grow. Don't adopt a dictatorial style, and utterly
lack empathy. You'll fail to connect more
directly with your followers. Knowing the
followers' issues, and experiencing their pain, is
the first step towards becoming effective
leaders.
Coercive Power - power that is based on fear. A
person with coercive power can make things
hard for humans. These are the people you wish
to avoid being angry with. Employees who work
under a coercive boss are unlikely to commit
themselves, and are more likely to resist the
manager.
Reward Power- might give people special
benefits or incentives.
Legitimate Power- the power a person receives
in an organization's formal hierarchy as a
consequence of his or her role. The person has
the right to expect you to comply with valid
demands, given his or her status and your job
responsibilities
Referent Power
- influence based on individual or desirable
possession of wealth or personal traits.
- seen as beauty, elegance, or appreciation. You
like the individual and you want to do things for
him or her
Accountability
"A good leader takes little more than his share
of the blame and little less than his share of the
credit."
Arnold H. Glasow
Make sure each of the subordinate is
responsible for what they do. Give them a pat
on the back if they do well but when they fail
make them realize their mistakes and work
together to improve. Holding them to account
for their actions will create a sense of duty
among your subordinates and they will be more
serious about the organization.
AUTOCRATIC LEADERSHIP
On the contrary to democratic
leadership there is autocratic leadership. You
might think of that as an alternative to "my way
or the highway." Autocratic leaders see
themselves as having absolute power and
making decisions on their subordinates' behalf.
They decide not just what needs to be done, but
how to accomplish certain tasks too.
BUREAUCRATIC LEADERSHIP
To put it another way, bureaucratic
leadership goes "by the book." With this style of
leadership, there is a specified collection of
boxes to check to be a true leader. Bureaucratic
officials, for example, possess hierarchical
authority.
TRANSFORMATIONAL LEADERSHIP
With this style of leadership, by empowering
their workers to change, leaders are trying to
enhance or transform the individual or group
into which they lead.
DEMOCRATIC LEADERSHIP
You could also hear this style of leadership
referred to as "participatory leadership."
Members manage organizations and programs
as well, a democracy.
Democratic leaders respect other people's ideas
and feedback, and encourage discussion of
those inputs. We don't carry on orders from
above, but take a much more inclusive
approach to doing things.
Management as a process
- Began with the sole purpose of
attaining an objective. Purpose:
1. Rise clients’ satisfaction with the
services the company provides.
2. Develop personal experience,
abilities and capacity or
3. Accomplish a particular goal.

SERVANT LEADERSHIP
Leaders are the ones who are willing to
give up something of their own for us. Their
time, their energy, their money, maybe even the
food off their plate. When it matters, leaders
choose to eat last. ( Simon Sinek)
Servant leaders work with this traditional motto
"Serve first and lead." Instead of thinking about
how to inspire people to follow their lead, they
channel most of their energies into seeking
ways to help others.

Management
- set of principles relating to the roles of
planning, coordinating, directing and regulating
and the implementation of those principles in
the efficient and effective use of physical,
financial, human and information capital to
achieve organizational objectives.

LAISSEZ-FAIRE LEADERSHIP
This is a French word that translates to
"leave it be" which sums up this hands-off
leadership approach accurately. But then they
step back and let their team members make
decisions, solve problems and get their work
done without having to worry about their every
move being obsessively watched by the leader.
You're really only focused on two key
points in most events and projects: the
beginning and the end.