leadership and management
TRANSCRIPT
LEADERSHIP AND MANAGEMENT
MANAGEMENT IN THE PHILIPPINE SETTINGS
LEADERSHIP AND MANAGEMENT
STEPHEN COVEY
“Effective leadership is putting
first things first.”
“Effective management is
discipline carrying it out.”
LEADERSHIP
• Stogdill concluded that “there are almost as many definitions of
leaderships as there are persons who have attempted to define the
concept. While Petter Drucker sums up “the only definition of leader
is someone who has followers. To gain the followers requires
influence but doesn’t excluded the lack of integrity in achieving in
this.” (Yukl , 1989) some theorist believe that leadership is no
different from the social influence processes occurring among all
members of a group and others believe that leadership is everything
someone is doing in order to lead effective.
• “Leadership is an influence relationship among leaders and
followers who intend real changes that reflect their shared purpose.”
(Rost, 1993, p 102).
MANAGEMENT
• Some would define management is an art, while other
would define it as a science. Whether management is an
art or science isn’t what is most important. Management
is a process that is used to accomplish organizational
goals. That is used to achieve what an organization
wants to achieve.
• “Attainment of organizational goals in an effective and
efficient manner through planning, organizing, staffing,
directing and controlling organizational resource.” (Daft,
1999)
Managers and Leaders: Are they
different?
• Managers are the people whom the
management task is assigned, and it is
generally thought that they achieve the
desired goals through the key function of
planning and budgeting, organizing and
staffing, problem solving and controlling.
Leaders on the other hand, set a direction
align people, motivate and inspire (Kotter,
2001).
• Other researchers consider that a leader
has a soul, the passion and the creativity
while a manager has a mind, the rational
and the persistence. A leader is flexible,
innovative, inspiring, courageous, and
independent and the same time manager
is consulting, analytical, deliberate,
authoritative and stabilizing (Capowski,
1994).
IMPORTANT DIFFERENCE BETWEEN LEADERS AND MANAGERS
CONCERN THE WORKPLACE
PROCESS MANAGEMENT LEADERSHIPS
VISION
ESTABLISHMENT
• Plans and budget
• Develops
process and
steps and set
timelines
• Display
impersonal
attitudes about
the vision and
goals
• Set directions
and develop the
vision
• Develops
strategic plans
and achieve the
vision
• Display very
passionate about
the vision and
goals.
HUMAN DEVT AND
NETWORKING
• Organizes and
staffs
• Maintain structures
• Delegate
responsibility
• Delegate authority
• Implement the
vision
• Establishes the
policy and
procedures to
implement the
vision
• Display low emotion
limits employees
choices
• Align organization
• Communicates the
vision, mission and
direction
• Influences the
creations of
coalition, teams and
partnerships that
understand and
accept the vision
• Displays driven,
high emotions
• Increase choices
VISION EXECUTION • Control processes
• Identifies problems
• Solves problems
• Monitors results
• Takes low risk
approach to solves
the problems
• Motivates and inspires
• Energizes employees
to overcome barriers
change
• Satisfies basic human
needs
• Take high risk
approach to solve
problems
VISION OUTCOME • Managers vision in
order and
predictability
• Provides expected
results consistently to
leaderships and other
stakeholders
• Promotes useful and
dramatic changes,
such as new products
or approaches
improving the labor
relations.
KOTTER, 2006
LEADERSHIP and MANAGEMENT comparison
LEADERSHIP MANAGEMENT
DIRECTION • Creating vision and
strategy
• Keeping an eye on the
horizon
• Planning and budgeting
• Keeping an eye on the
bottom-line
ALIGNMENT • Creating shared cultures
and values
• Helping others grow
• Reduce boundaries
• Organizing and staffing
• Directing and controlling
• Creating boundaries
RELATIONSHIPS • Focusing on people-
inspiring and motivating
followers
• Based on personal
powers
• Acting as coach,
facilitator and servant
• Focusing on objectives-
producing/selling goods
and services
• Based on position of
powers
• Acting as a boss
Richard Draft (1991) building principally on the work of Kotter (1990) has produced the
following comparison between leaderships and management.
PERSONAL QUALITIES • Emotional connection
(Heart)
• Open mind
(mindfulness)
• Listening
(Communication)Non-
conformity (Courage)
• Insight into self-
integrity
• Emotional distance
• Expert mind
• Talking
• Conformity
• Insight into
organization
OUTCOMES • Creates change, often
radical changes
• Maintain stability
• Management is about the control process, which ensures
that lapses in performance are spotted and corrected
through feedback. Managerial processes therefore must
be as close as possible to fail safe and risk-free. The
leadership contribution is to motivate, inspire and energize
people by satisfying basic human needs for achievement, a
sense of belonging, recognition, self-esteem, control over
one’s own life and an ability to live up to one’s ideals.
• Good leaders motivate people by making the vision
relevant to the particular group, supporting the employee
with coaching, feedback, role-modelling and by recognizing
and rewarding success. This is no less important for a team
leader and supervisor as it is for a senior manager.
• Adair (2002) used the original word
meanings to emphasize this: Leading is
about deciding direction, coming from an
Anglo-Saxon word meaning the road or
path ahead; knowing the next step and the
n taking others with you to it. Managing is
a later concept, from Latin 'manus',
meaning hand, and more associated with
handling a system or machine of some
kind.
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
SUBJECT LEADER MANAGER
ESSENCE CHANGE STABILITY
FOCUS LEADING PEOPLE MANAGING WORK
HAVE FOLLOWERS SUBORDINATES
HORIZON LONG-TERM SHORT-TERM
SEEKS VISION OBJECTIVES
APPROACH SET DIRECTIONS PLANS DETAIL
DECISION FACILITATES MAKES
POWER PERSONAL CHARISMA FORMAL AUTHORITY
APPEAL HEART HEAD
ENERGY PASSION ENACTS
CULTURE SHAPES REACTIVE
DYNAMIC PROACTIVE TELL
PERSUASION SELL TRANSACTIONAL
STYLE TRANSFORMATIONAL MONEY FOR WORK
ECHANGE EXCITEMENT FOR WORK ACTION
LIKES STRIVING ACTIONS
WANTS ACHIEVEMENTS RESULTS
RISK TAKES MINIMIZES
RULES BREAKS MAKES
CONFLICT USES AVOIDS
DIRECTION NEW RAODS EXISTING ROADS
TRUTH SEEKS ESTABLISHES
CONCERN WHAT IS RIGHT BEING RIGHT
CREDIT GIVES TAKES
BLAME TAKES BLAME
LEADERSHIP AND MANAGEMENT
QUOTES
AUTHOR LEADERSHIPS MANAGEMENT
WARREN BENNIS “Leaders are people who do
the right thing.”
“Managers are the people
who do the things right.”
JOHN KOTTER “Leader is about copying
with change.”
“Management is about
copying with complexity.”
JAMES KOUZES AND
BARRY POSNER
“Leaderships has about it a
kinesthetic feel, a sense of
movement”
“Management is about
handling things, about
maintaining order and about
organization and control”.
ABRAHAM ZALEZNIK “…Leaders are concerned
with what things means to
people.”
“Managers are about how
things get done.”
JOHN MARIOTTI “Leaders are the architect.” “Managers are the builders.”
GEORGE WEATHERSBY “Leaders focuses on the
creation of a common
vision”
Management is about the
design of work,. It's about
controlling.”
WARREN BENNISON BECOMING A LEADER
The manager, administer;
The leader innovates.
The manager is a copy;
The leader is an original.
The manager, maintains;
The leader develops.
The manager focuses on systems
and structure;
The leader focuses on people.
The managers relies on control;
The leader inspire trust.
The manager has a short-range
view;
The leader has a long-range
perspective.
The manager asks how and when;
The leader asks what and why.
The managers have their eyes on
the bottom line;
The leaders have their eyes on the
horizon.
The manager imitates;
The leader originates.
The manager accept the status quo;
The leader challenges it.
The manager is the classic soldier;
The leader is his own person.
The manager does things right;
The leader does the right thing.
To be successful, an organization
needs both great leadership and
management, whether this comes from one
person (as in a very small organization) or
from different people working as part of a
team.
MANAGEMENT IN THE PHILIPPINE
SETTING
Definitions of Management
Management has been defined in various ways. Itdenotes both a function and the people who dischargeit. It also denotes a social position and authority, butalso a discipline and field of study (Drucker 1977).
It is a “process by which cooperatives group directsaction toward common goals” (Massie 1964).
It is the “unifying and coordinating activity whichcombines the actions of individuals into meaningfuland purposeful group endeavor (Mahoney 1961).
It is identified with the direction of individuals andfunction and to achieve ends previously determined”(Piffner et al. 1953).
• It is distinct process consisting of planning, organizing,
actuating, and controlling, performed to determine and
accomplish the objectives by the use of people and
resources (Terry 1982).
• Management is a task. Management is a discipline. But
management is also people (Drucker 1977).
• Management is to achieve certain specific ends and to
maintain or improve the ability of an organization for
effectiveness, efficiency and efficacy in achieving
predetermined objectives.
Management and Its Relation to Art and Science
• The question of whether management is an art or science
has been aptly answered by Joseph Massie (1964) as
follows:
The emphasis is any activity that is classed as an art is
on aplying skills and knowledge and accomplishing an end
through deliberate efforts. It is clear that management is an
art. Science, on the other hand, involves seeking new
knowledge through the use of rigorous method collecting
data, classifying and measuring it, setting up hypotheses,
testing those hypotheses. In the last century, management
has given increased attention to its scientific aspects.
Frederick Taylor
• Father of scientific management
stressed the “need for developing
mutuality of interests between
management and labor, a
harmonious cooperation and that in
all problems of management, the
human element is the most important
one” (Koontz et al. 1981).
Henri Fayol
• Father of modern management, who systematized the
concerns of management. His five elements of
management summarized as follows:
o To forecast and plan (examining the future and drawing
up the plan action);
o To organize (building up the structure, material and
human, of the undertaking);
o To command (maintaining activity among the personnel);
o To coordinate (binding together, unifying and
harmonizing all activities efforts; and
o To control (seeing that everything occurs in conformity
with the established rule and expressed command).
Management and Practice
• Drucker (1997) himself who stated
“management is practice rather than a
science or profession, through containing
elements of both.” Since management is
founded in performance, it becomes more
practice rather than anything else. It is the
achievements that counts.
Management and People
• Franco (1979) suggested two informal formulae:
1) MANA-AGE-MENT (al)
• Management is about man, about people, and notalone about things, system, resources, or skills.
• Management is experience. It is like wine. It mellows, as it ages.Management is practice, more than an art of science. Or to put itaccurately, practice makes it an art and science. The more onepractices, the more experienced one gets.
• Management is also mental. It is also a theory. Ithas a set of universal prepositions, valid withappropriate revisions according to particularenvironment in which it will operate.
2) MANAGE/MEN/T (act)
Management is about managing. It is a process by
which resources are identified and utilized efficiently and
effectively to achieve stated goals and objectives. It is a
science on decision making and problem-solving.
Management is about managing men. People is its
business. Its primary business. And not profits,
resources, system or outputs
Management is about managing men with tact. That is a
key word. Tact, with respect and courtesy. Treating
people with dignity and human worth.
What Managers Really Do
1. Contingency responses. Managers are
made managers because they are expected
to go into action when needed. This means
that they have ability to cope with potentials
or actual means threats of business. They
must respond quickly to risks with
contingency or standyby plans or quick
action borne from experience or right
hunches. They are quick to respond on
alternative solutions.
2. Uncertainty reduction. Managers are also
made managers because they are expected
to reduce uncertainties risks, or threats to
the business. They can ward off such
threats form the market, competition or
government through the use of controls and
efficient management information systems
or business intelligence.
Patterns of Management Analysis
• The empirical school
• The decision theory school
• Mathematical school
• The systems school
• The human behavior school
• The social systems school
• The socio-technical systems school
• The situational school
• Management roles school
• The operational school
The Manager and His
Environment • If the central element in organization is
management, the central character in
management is the manager. Drucker
(1956) has considered the managers as
the dynamic element in every business
organization. He is regarded as the giver
of life in an organization through his
control of the decision making structure in
the corporate organization.
Project Management
• A project is a one-shot, time limited set of activities
calculated to complete a specific output or result with
technical specifications within a defined budget and
timetable. It is the most concrete means of translating
plans and policies into specific courses of action. It is
temporary management activity that breaks up the
completion of defined outputs. It ensures tight up
planning and controlling and is brought about by the
efficient and harmonious coordination of the skills and
energies of different specialist working in it.
Project Management Cycle
I.PROJECT PREDEVELOPMENT
AND SCREENING
II. PROJECT DEVELOPMENT AND
DESIGN
III. PROJECT APPRAISAL,
NEGOTIATIONS AND APPROVAL
IV. PROJECT IMPLEMENTATION
V. PROJECT EVALUATION AND
RECYCLING
A. People/Parties involved in identifying
project opportunity or venture idea
B. Source of project ideas
C. Detailing project definition
D. Screening
E. Preliminary concept paper
F. Initial Promotions
A. Project
Formulation
B. Preparation
of full-blown
project
feasibility
study
C. Detailed
project
design
A. Project appraisal
B. Loan negotiations
C. Project approval
D. Project authorization
A. Project activation and
organization
B. Managing project
implementation
C. Project monitoring and
control
D. Project interfacing
E. Project completion and
commissioning
A. Project
evaluation
B. Project
recycling
SOURCE: FRANCO, TOKYO 1986
Management Process
• Management process is working with the people. The
people are the organized in formal groups to achieve
desired goals necessary to maximize the utilization of
the available resources of the organizations. On the
other hand, it requires the manager to be systematic in
undertaking his managerial functions and exercising
his organizational authority. Hence, he should be
primarily concerned with the management process,
represented by the symbol POSDCORB, as
recommended by Luther Gulick, an American
management consultant.
PLANNING
“Ano man ang gawa’t pag dinali-dali, Ay hindi iigi
pagkakayari”
(“Anything done with haste, Never gets done well”)
• Planning is the most basic of all management functions.
• Deciding in advance of what to do, how to do it, when to od
it, and how to measure performance (Hick and Gullet
1976).
• It bridges the gap from where we are to where we want to
go.
• Without planning, we leave the events to chance. Planning
is intellectual process to determine the courses of action t o
achieve certain goals. Such decisions may be based on
purpose, knowledge, calculated risk, or even intuition of
guesswork.
• It involves in defining objectives and developing policies,
programs, projects, and system, and procedures for
achieving them.
Nature of Planning
• All managers perform planning, whether formally or in
writing or informally through habit or style
1. Goal directed. Planning contributes to purpose and
objectives.
2. Primacy of planning. Planning precedes the execution
of all other managerial functions such as organizing,
directing and controlling.
3. Pervasiveness of planning. Planning is function of all
managers. Whether their responsibility or level of
authority, whether with a big or small corporation, all do
planning. planning covers all the entire management
functions.
Importance of planning
1. To offset uncertainty and change
2. To focus attention an objectives
3. To gain economical and efficient
operations
4. To facilitate control
Kinds of Planning
• In general, Robert Anthony defines three kinds ofplanning:
1. Strategic planning- the process of deciding on theobjectives of the organization, and on policies that areto govern the acquisition, use, and disposition ofthese resources.
2. Management control- the process by which managersassure that resources are obtained and usedeffectively and efficiently in the accomplishment of theorganization’s objectives.
3. Operational planning- the process of assuring thatspecific projects or activities are carried out effectivelyand efficiently.
Planning and Decision Making
• Planning and decision making are closely
related. A decision is a resolution of alternatives
choices, choosing among options. But it is not
necessarily a plan in that it need not involve
action or the future; rather, a decision may
influence future behavior or results.
• Decision-making is the heart of planning. It is
selecting among alternatives solutions. A plan
cannot exist unless a decision is made.
ORGANIZING
“Habang maiksi ang kumot, Magtiis na mamaluktot”
“As long as the blanket’s too small, sacrifice and curl up
your legs”
• The word “organizing: stems from the word “organism”,
which means to create a structure with parts fully
integrated. In other words, the parts’ relation to each
other is governed by their relation to the whole. Thus,
organism or the results of organizing can be said to
consist of two basic ingredients: parts and relationships.
• The parts can be viewed as “work-person” units”.
• Organizing is also grouping of activities necessary to
attain objectives; the assignment of each grouping to a
manager with adequate authority and proper
coordination in the organizational structure.
Theories of Organizing
• The classical theory. This theory emphasize rationale,
efficiency, work accomplishment, and balance in the size
of the various departments.
• The neoclassical theory. This theory strives correct the
shortcomings of the classical theory.
• The fusion theory. As implied by its name, this approach
to organizing connotes that a fusion process is involved
in organizing.
• The systems theory. Organizing is viewed as a system of
mutually dependent variables.
• The quantitative theory. Covers only a portion of the
consideration that affect organizing work.
STAFFING
“Ang kasipaga’y kapatid ng kayamanan. Ang
katamaran’y kapatid ng kagutuman”
(“The industrious gets wealthy, the lazy mired in
poverty.)
• Is the process of supplying the
organization with the need people to
achieve the purpose for which it has
been established. It makes the
organizational structure alive by
assigning real people in them, hired and
maintained through proper and effective
ways of recruitment, selection,
placement, training and development.
Three Parts Of Staffing
1. PLANNING- for the performance of the staffingfunction to be effective, it has to be aided by certainanalytical studies guided by the policies, procedures,regulations, and standards. The main product of thisstage is the human resource policies and programs.
2. EXECUTION- the implementation or administration ofall policies and programs directly related toacquisition and development of personnel will befocus of execution.
3. MAINTAINANCE- involves activities that serve asmechanism that will help sustain the overall staffingefforts by providing the manager with a continuoussupply of information gathered from execution ofactivities.
Distinguishing Policies, Programs and Projects
• Policies and programs are a kind of plan, a plan
being guide to thinking action. The difference is
that policies are broad guidelines applied to
recurring situations. Programs are designed to
meet particular objectives of the organization
and are carried out through a host of projects or
related activities with more specific objectives
and targets. Upon accomplishment of the
objectives, the project is ended.
DIRECTING
“Anuman ang gawin ng tao, Nararamay pati inapo”
(“Whatever a man does, inevitably involves his
grandsons.”)
• Directing means encouraging subordinates to work
toward achieving company objectives (Reinecke and
Scchoell 1980). It is the human, people-to-people aspect
managing by which subordinates are motivated,
persuaded, and led to effectively and efficiently
contribute towards realizing the very reasons for which
the enterprise or the company has been established.
This management function sometimes referred to as
influencing, actuating, guiding, or simply leading or
motivating.
Douglas McGregor (The Human Side of Enterprise 1957)
• Theory X and Y
• Theory X manager who vies the average man as
the basically lazy; who avoids work if possible; is
selfish, and dishonest; and cannot be trusted or
relied upon to carry on responsibilities.
• Theory Y is the reverse of theory X. it believes
that man is basically possessing self-direction
and self-control; can be trusted and relied upon;
and is seeking responsibility and self fulfillment.
William G. Ouchi of University of California
(Theory Z 1981)
• Theory Z is an approach to management
where the key to increased productivity is
participation; interdependence, and
involvement of all members of the
organization. It founded on trust, subtlety
of the supervisor to know his people; and
intimacy through close social relations
among members of the company.
Maslow of Hierarchy Needs
Self-Actualization
Esteem
Social
Safety and Security
Physiological
Herzberg’s Two Factor Theory
• Two distinct factors influenced motivation:
1. Hygiene or maintenance factor. These are elements or
conditions in work (such as better working conditions,
salary, effective supervision) that make the employees
neutrally satisfied, meaning, they are satisfied but not
necessarily motivated.
2. Motivator or job content factor. These are real
motivators such as achievement, recognition,
responsibility. When continuously paid attention to (like
providing more opportunities for employees to
experience them) these factors can be lead to
employee motivaton.
John Atkinson: Needs Achievement Theory
• The theory argued that “need to achieve: is a personality
trait of an individual.
• Dessler (1981) explains the theory;
“People who are high in need achievement are
highly motivated to strive for the satisfaction that is derived
from accomplishing (or achieving) some challenging task or
goals. They prefer tasks for which there is reasonable
chance for success and avoid those that are either too
easy or too difficult. Relatedly, such people prefer obtaining
specific, timely criticism and feedback about their
performance.”
Skinner’s Operant Theory
• Theory that human needs are determinant of human
behavior.
• Skinner’s believed (1953) environments the individual
(behavior) even when he alters the environment” he
contended that employees can be motivated by properly
creating work environment and providing reward or
stimulus for desirable employee performance.
• In psychology “operant” or (operant conditioning)
describes a behavior that is repeated as a consequence
of its being rewarded, or as behaviorists call it,
“reinforced”
Expectancy Theory
• Motivation with the product of Valence (i.e., how much
one desires something), and expectancy (i.e., the
probability that a particular action will lead to that desired
thing).
• In generals, the assumptions of these models is that
desire is the start of any effort to reach recognizable
success. Desire is not enough though. The person must
possess the needed abilities and skills. And he must
have a clear perception of his role, understanding what
requirements and expectations of job to be able to
devolve himself whole heartedly to the task. (Terry and
Franklin 1982)
Victor H. Vroom 1964
• Vroom Formula is:
• Levels of Motivation = (EP) x (PO) x (Valence)
• Where EP = Effort Performance Expectancy (i.e., the manger may believe that increased marketing effort may yield increases in company levels).
• PO = Performance Outcome Expectancy (i.e., the manager may believe that increased sales may result in his promotion
• Valence = Value or preference placed on outcome (i.e., the manger may place great value on promotion, hence, assign a high positive value to it
Expectancy refers to the degree a person believes that his specific action will
end in a particular result or outcome.
Management Filipino Styles
• Manager “by kayod”. Kayod is a Filipino term which means to sweat
it out or to give oneself to hard work.
• Manager “by lusot”. Lusot is another Filipino word which means
capitalizing on loophole.
• Manager “by libro”. Libro, in English, is book. This type of manager
operates by the dictates of the book- what the manuals and other
formal documents say. He is systematic, though, and analytical.
• Manager “by oido”. This manager learns his managerial skills by
oido or by ear. He is the opposite of libro manager.
• Manager “by ugnayan”. He is a hybrid of all types of managers.
Hence, he is one type of manager now, and different in another
time, depending on the situation.
Leadership
• Another essential part of directing is leadership. To be a
good manager, one has to have a leadership
capabilities. A good leader, though, need not to be a
good manager. There is difference between a leader and
manager. Leader is measured by how much influence he
has in stimulating people to strive towards an objectives.
The manager is measured by how much he has attained
an objective using not only human resource but
nonhuman resources (money, materials, methods,
machines, moment, or time, etc.).
Communication
“NO MAN IS AN ISLAND”
• Communication is part of directing. It is the “fluid”
whereby leading and motivating flow.
• Summer (1961) defined it is an “exchange of intercourse
by words, letters, symbols, or message.”
• Terry Franklin (1982) defined it is as “art of developing
and attaining understanding between people; a more
people.”
• Certo (1980) said it is even more concisely: “process of
sharing information with other individuals, regardless if
the sharing does not lead to mutual understanding,
confidence, or good human relation.”
CONTROLLING
“Ang hipong tulog, tinatangay ng agos”
(“The shrimps who sleeps, gets swept away”)
• Controlling compares the events of the accomplishments
with the original plans and makes necessary corrections
when the events differ from the plans. It is the process
by which management sees if what happened was what
was supposed to happen.
• The word control has several meanings (1) to check or to
verify; (2) to regulate; (3) to compare with a given
standard; (4) to exercise authority over someone or a
group; and (5) to curb or restrain.
• Control, therefore, has three distinctions definitions: (1)
curbing or restraining(; (2) directing or commanding; and
(3) checking or verifying.
Basic Control Process
• Establishment of Standard. The first step of control
process is to establish plans.
• Measurement of performance. The measurement of
performance against standard should be on a forward-
looking basis.
• Corrections Deviations. Deviations can be corrected if
the managers know exactly where the corrective
measures must be applied. Ways of correcting
deviations are by withdrawing entire plans; modifying
objectives; changing organizational functions; clarifying
duties; adding staff; or firing old personnel (Stonner
1978).
Types of Control
• Budget Control
• Coordinating the estimates into well-
balanced program
• Comparing actual results with the program
estimates indicated in step two