Chapter 11 – Leadership,

managing people
Topic list:
1. The purpose and process of management
2. Management and supervision
3. Writers on management
4. What is leadership?
5. Leadership skill and styles
 1. The purpose and process of management

+ Management :
Management is responsible for using the organisation’s resources to
met its goals. It is accountable to owners
+ It is the role of the manager to take responsibility and organise people to
get things done
Involve the use of authority and power
 1. The purpose and process of management

+ Authority – the scope and amount of discretion given to a person to make

decisions
 Making decision within the scope of one’s own managerial authority
 Assigning tasks to subordinate
 Expecting and requiring satisfactory performance of these tasks by
subordinates
+ Responsibility and accountability
 Responsibility: obligation of a person to discharge duties
 Accountability: Accountable to their superiors for their actions
 1. The purpose and process of management
+ Delegation
 Superior gives to a subordinate the discretion to make decisions within a
scope
 Superior remains fully accountable to his superiors
+ Benefits:
 Training: subordinate gain experiences
 Motivation
 Assessment for the subornidate’s traing developemt needs
 Decision – closer to the situation
 1. The purpose and process of management

+ Authority and power

 Some people must have power and authority over others
 Authority is right to do something
 Power is ability to do something, but associated with authority

While authority is the right to do something,

power is the ability to do it.
FIVE TYPES OF POWER
 2. Management and supervision
+ There are different levels of management
+ Supervision is the interface between the operational core (non-managerial
workers) and management
+ Key features of supervision:
- Front-line manager: dealing with the levels of the organisation such as
staffing and health and safety at the day-to-day operational level
- A supervisor is a gatekeeper or filter for communication between
managerial and non-managerial staff
- Much of the time will be spent doing technical/operational work.
- The supervisor monitors and controls work by means of day-to-day,
frequent and detailed information
3. Writers on management
 3. Writers on management
F W Taylor (an engineer) - Scientific Management
+ Principles of scientific management include:
- The development of a true science of work.
 All knowledge which had hitherto been kept in the heads of workmen
should be gathered and recorded by management.
 Every single subject, large and small, becomes the question for
scientific investigation, for reduction to law
- The scientific selection and progressive development of workers:
 should be carefully trained and
 given jobs to which they are best suited.
- The application of techniques to plan, measure and control work for
maximum productivity.
- The constant and intimate co-operation between management and workers
 3. Writers on management
F W Taylor (an engineer) - Scientific Management
+ Scientific management techniques include:
 Work study techniques were used to analyse tasks and establish the most
efficient methods to use.
 Planning and doing were separated. Planning is the manager’s job
 Jobs were micro-designed: divided into single, simple task components
which formed a whole specialised 'job' for an individual
 Workers were paid incentives on the basis of acceptance of the new
methods and output norms;
 3. Writers on management
Fayol – The five functions of management
Function Comment
Planning Selecting objectives, and the strategies, policies, programmes and procedures for
achieving the objectives either for the organisation as a whole or for a part of it
Organising • Establishing a structure of tasks which need to be performed to achieve the goals
of the organisation;
• Grouping these tasks into jobs for an individual;
• Creating groups of jobs within sections and departments,
• Delegating authority to carry out the jobs; and
• Providing systems of information and communication, for the co-ordination of
activities.

Commanding Giving instructions to subordinates to carry out tasks over which the manager has
authority for decisions and responsibility for performance.
Co-ordinating Harmonising the activities of individuals and groups within the organisation
Controlling Measuring and correcting the activities of individuals and groups, to ensure that
their performance is in accordance with plans.
 3. Writers on management
Elton Mayo: human relations
+ Human behaviour study
 Consider the complexity of human behaviour
 Exclusive focus on technical competence had resulted in social
incompetence
 Worker attitudes and group relationships were of greater importance
in determining the levels of production condition
 3. Writers on management

Modern writers on management

 More flexible view of what managers do
 Supervisory studies and the development of specific management
techniques such as project management
 Developments in the study of motivation, group and individual behavior,
leadership and other aspects
 New writing on the nature of the manger’s task:
What it is to be a manager and what managers do?
 3. Writers on management
Perter Drucker: The management process
+ Management tasks
 Managing a business.
 Managing managers.
- Management by objectives (or performance management)
- Proper structure of managers' jobs
- Creating the right spirit (culture) in the organisation
- Making a provision for the managers of tomorrow (managerial
succession)
 Managing workers and work
 3. Writers on management
Perter Drucker: The management process
 3. Writers on management
Mintzberg – Manager’s roles: The ten skills of the manager
 4. What is leadership ?
Leadership:
• is an interpersonal influence directed toward the achievement of a goal or
goals.
• is therefore a conscious activity and is concerned with setting goals and then
inspiring people to achieve them
 4. What is leadership ?
Key leadership skills
+ Entrepreneurship:
The ability to spot business opportunities and mobilise resources to
capitalise on them
+ Interpersonal skills:
Such as networking, rapport-building, influencing, negotiating, conflict
resolution, listening, counselling, coaching and communicating assertively
+ Decision-making and problem-solving skills:
Including being able to see the big picture
+ Time-management and personal organisation
+ Self-development skills:
The ability to learn continuously from experience, to grow in self-
awareness and to exploit learning opportunities.
 4. What is leadership ?
Theories of leadership
School Comment
Trait theories Based on analysing the personality characteristics or
preferences of successful leaders
Style theories Based on the view that leadership is an interpersonal process
whereby different leader behaviours influence people in
different ways.
Contingency There is no ‘one best way’of leading, but that effective leader
theories adapt their behaviour to the specific and changing variables in
the leadership context: the nature of the task, the personalities
of team members, the organisation culture and so on.
 5. Leadership skills and styles
Style theories
Ashridge Management College
Distinguished four main management styles
• Tells (autocratic) – the manager makes all the decisions and issues
instructions which are to be obeyed without question.
• Sells (persuasive) – the manager still makes all the decisions, but believes
that team members must be motivated to accept them in order to carry them
out properly.
• Consults (participative) – the manager confers with the team and takes their
views into account, although still retains the final say.
• Joins (democratic) – the leader and the team members make the decision
together on the basis of consensus.
 5. Leadership skills and styles

Style theories of

Blake and Mouton – The managerial grid

• Robert Blake and James Mouton carried out research into managerial

behaviour and observed two basic dimensions of leadership: concern for

production (or task performance) and concern for people.

• Based on the results of staff questionnaires, managers can then be plotted

onto Blake and Mouton's grid.

 5. Leadership skills and styles
Contingency theories
F E Fiedler - The relationship between style of leadership and the effectiveness of
the work group and identified two types of leader.
 Psychologically distant managers (PDMs) maintain distance from their
subordinates.
- Formalise the roles/relationships between themselves and their
superiors/subordinates.
- Choose to be withdrawn and reserved in their inter-personal relationships
- Prefer formal consultation methods rather than seeking the opinions of their
staff
 Psychologically close managers (PCMs) are closer to their subordinates.
- Do not seek to formalise roles and relationships with superiors and
subordinates.
- More concern to maintain good human relationships at work
- Prefer informal contacts to regular formal staff meetings
 5. Leadership skills and styles
Contingency theories
Adair – Action-centered leadership
Adair suggested that any leader has to strive to balance three interrelated goals
in order to be effective.
 5. Leadership skills and styles

Bennis: The distinction between management and leadership

+ Differences between role of manager and leader
 The manager administers and maintains, by focusing on systems and
controls and the short term (who does the things right)
 The leader innovates, focuses on people and inspires trust, and holds a
long-term view (who does the right things).
 5. Leadership skills and styles

Heifetz: dispersed leadership

+ Recognises the importance of social relations:
 the need for a leader to be accepted
 Nobody will be an ideal leader in every circumstance.
+ Distinguishes between the exercise of 'leadership' and 'authority'.
 Question
1. Which of the following is not one of Fayol’s five functions of management?
a. Commanding
b. Controlling
c. Communicating
d. Co-ordinating
2. Who argued that management should be based on “well-organised, clearly
defined and fixed principles, instead of of depending on more or less hazy
ideas?
a. Fayol
b. Taylor
c. Adair
d. Fielder
3. The Howthorne studies found that individual attitudes and group
relationships help determine the level of output. True or False
 Question

4. The overriding responsibility of the management of a business, according to

Drucker, is employee development. True or False?
5. What managerial roles did Mintzberg describe and what categories did he
group them into?
6. Is the statement below true or false?
“Frederick Taylor, despite his engineering background, was primarily
concerned with the satisfaction workers obtained from their jobs”. True or
False?