Developing

Leadership &
Management
(6HR510)

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 BE ADVISED:
THIS SESSION IS BEING
RECORDED AND WILL BE
AVAILABLE ON COURSE
RESOURCES

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 Developing Leadership
& Management
(6HR510)

Session 1:

An Introduction to Leadership and Management

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 Introduction to the Module

Welcome

Module Handbook

Learning outcomes

Module content

Module assessment and submission deadlines

Keeping up to date – reading, module announcements

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 Module Learning Outcomes

On successful completion of this module students will be able to:

1. Critically evaluate the definition, roles and responsibilities of Leadership and

Management in modern contexts;

2. Assess alternative theoretical approaches to leadership and management and

their relevance within contemporary organisations;

3. Discuss different methods of leadership and management development and how

to implement and evaluate interventions effectively.

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 Assessment Requirements and Submission Date

By Friday 12th May 2023 (not later than 23:59h)

Work will be submitted electronically via Turnitin in Blackboard

You are required to write and submit a 3,300 - 3,700 words report demonstrating
your understanding of contemporary leadership and management. The report is
divided into two sections, which reflect the learning outcomes of the module.

Further details can be found in the Module Handbook and the Assessment
Guidance Handbook on Blackboard (Course Resources)

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 Helping You Through the Assessment

Assessment Guidance Handbook

Assessment Advice slides and audio

Tutors

Assignment surgeries

REVIEW, THINK, ASK . . . . . . . . . . . . . . . . . . . . . . . THEN ASK AGAIN

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 Leadership and Management

1. Two sides of the same coin, or two entirely different aspects of the business
environment?

2. Does a good manager make a good leader?

3. Does a good leader need to be a good manager?

4. What constitutes good management?

5. What constitutes good leadership?

6. How does all this add value to business operations and success?

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 Examining the Subject / Concepts

1. What is leadership?

2. Why is it necessary (if indeed it is)?

3. What is management?

4. Why is it necessary (if indeed it is)?

5. Is management just leadership in disguise?

6. Is one worth more to the business than the other?

7. Theories of Leadership and Management / role of Leaders and Managers

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 Week 1

Understanding management

and the role of the manager

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 Characteristics of an Organisation

Distinct Deliberate
Purpose Structure

People

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 What is Management?

“coordinating and overseeing the work of others so their work is completed

efficiently and effectively” (Robbins and Coulter 2017 p44)

“management is the attainment of organizational goals in an effective and efficient

manner through planning, organizing, leading and controlling organizational
resources” (Daft and Benson 2016 p6)

“management is an expression of human agency, the capacity actively to shape

and direct the world, rather than simply react to it” (Hales 2005 p2)
“management is the activity of getting things done with the aid of other people and
other resources” (Stewart 1967)

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 Inclusive or Exclusive

“management as a universal human activity occurs whenever people take

responsibility for an activity and consciously try to shape its progress and outcome”
(Boddy 2016:11)

Fayol (1949) maintains that management is not the exclusive privilege of senior

members of a business, but like most activities it is spread among all levels of the
business

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 The Evolution of Management

Systems Contingency
Classical Human Relations No one best
Integration of
Emphasis on Emphasis on design, but
previous two
purpose and social factors, recognises that
focused on
structure, group dynamics situational
creating balance, variables
hierarchy and and behaviour of
and incorporating influence
technical people at work
external influence response / action
requirements

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 Evolution of Management

Classic – see for example, Frederick Taylor’s Scientific Management, Henri Fayol’s

Bureaucratic Management

Human Relations – see for example, Elton Mayo’s Hawthorne Experiments

Systems – see for example, Ludwig von Bertalanffy’s Systems Theory

Contingency – see for example, Joan Woodward’s Contingency Theory, Gareth

Morgan’s Images of Organisation

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 The Basic Functions of Management

PLANNING ORGANISING CONTROLLING

LEADING
Establishing strategy, Determining what Monitoring activity to
Influencing behaviour
developing plans, needs to be done, how ensure plans and
to get things done
setting goals, and by who goals are met

Working
towards stated
purpose

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 The Hierarchy of Management
Executive
management
n,
tio
a
m Senior managers
f or s ce,
, In lem n
r ts rob ida
o P Middle managers u s
p G
, on
Re n i
it o est
First-line
r uc Qu
managers st
In
People doing the
work

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 Levels of Management

Conceptual
Technical

Human

Conceptual
Technical
Human

Human
Technical
Concept

Non-supervisory First-Line Manager Senior Manager

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 The Dimensions of a Manager

Personality,
Skill and
Example
Performance
and Integrity

See Drucker (1999)

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 Managing the Process

Organising
Resources Performance
Human Efficiency
Financial Effectiveness
Planning Leading
Materials Product
Technology Service
Information Goals
Controlling

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 The Roles of a Manager (Based on Mintzberg 1980)
Disturbance
Entrepreneur
Handler
Figurehead Spokesperson

Leader
The Disseminator
Manager

Liaison Monitor
Resource
Negotiator
Allocator

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 The Roles of a Manager

Interpersonal (Figurehead, Leader, Liaison) involve people, ceremony and

symbolic duty

Decisional (Entrepreneur, Disturbance Handler, Negotiator, Resource Allocator)

involve making decisions and choices (reflective / thinking and action / doing)

Informational (Monitor, Disseminator, Spokesperson) involve collecting, receiving

and disseminating information

Note: You can be more than one role at the same time

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 The Notion of Management (Drucker 1999)

It is a social function

It is embedded in values, customs and beliefs, but is also influenced by

governmental and political systems

It is culture-conditioned, but equally can shape culture

It is a practice rather than a science (because of its inexact nature)

The person who understands the skills and techniques without the fundamentals of
management (managing people) is not a manager, they are a technician

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 The Challenge of Management (Haynes and Mukherjee 2020)
Change
Location (where we work)
Government policy
Status (rights) and identity of employees
Productivity
Size and shape of the organisation
Consumer demand (what and how)
Complexity of the work (specialisation / generalisation / task management)
Social responsibility

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 Useful Reading

Boddy, D (2017) Management: An Introduction (7th edtn). Harlow, Essex: Pearson

Education

Daft, R L and Benson A (2016) Management. Andover, Hants: Cengage Learning

Drucker, P F (1999) Management: Tasks, Responsibilities, Practices. London:

Routledge

Hales, C (2005) Rooted in supervision, branching into management: Continuity and

change in the role of the first-line manager. Journal of Management Studies, 42 (3)
pp471-506

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 Useful Reading

Haynes, W and Mukherjee, S (2020) 21st Century Management. Kolkata, India: New
Central Book Agency

Mintzberg, H (1980) The Nature of Managerial Work. London: Prentice-Hall

Robbins, S P and Coulter, M K (2017) Management (14th edtn). Harlow, Essex:

Pearson Education

Stewart, R (1999) The Reality of Management (3rd edtn). Oxford: Butterworth-

Heinemann

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