9. Management And Leadership

Leadership Course 9 : Management and Leadership

Faculty : Brata T. Hardjosubroto Semester : 4/ 2009

Management and Leadership 

Leadership versus Management

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A Compelling Vision

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The Ability to Inspire

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Initiative, Focus on Results, Courage, and Tenacity

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Persistence

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The Evolution of Leadership from Scientific Management

Management 

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Defined as the coordination of human , material, technological, and financial resources needed for an organization to reach its goal. Is “a multipurpose organ that manages a busines and manages managers and manages workers and work” Top level managers spend most of the time in 2 functions of planning and organizing. They oversee the big picture. 1st line managers are typically doing the nittygritty of daily operation, which is leading and controlling.

Traditional Functions of Management

Distinction of Management and Leadership

Management vs Leadership

Distinctions between Managers and Leaders

Leadership vs Management 

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Leadership and management share some characteristics, but each is also separate and distinct The leader communicates direction by words and deed to create effective team. Then the team is free to create strategies to accomplish task Managers do things right and leaders do the right things Manager expected to balance efficiency and the ability to accomplish goals

Eleven Managerial Practices: 1. Informing 2. Consulting And Delegating 3. Planning And Organizing 4. Problem Solving And Crisis Management 5. Clarifying Roles And Objectives 6. Monitoring Operations And Environment 7. Motivating 8. Recognizing And Rewarding 9. Supporting And Mentoring 10.Managing Conflict And Team Building 11. Networking

Definition of the Eleven Managerial Practices 1. INFORMING: Disseminating relevant information about decisions, plans,

and activities to people who need it to do their work, answering requests for technical information, and telling people about the organizational unit to promote its reputation.

2. CONSULTING AND DELEGATING: Checking with people before making changes that affect them, encouraging suggestions for improvement, inviting participation in decision making, incorporating the ideas and suggestions of others in decisions, and allowing others to have substantial responsibility and discretion in carrying out work activities and making decisions.

3. PLANNING AND ORGANIZING: Determining long-term objectives and

strategies for adapting to environmental change, determining how to use personnel and allocate resources to accomplish objectives, determining how to improve the efficiency of operations, and determining how to achieve coordination with other parts of the organization.

4. PROBLEM SOLVING AND CRISIS MANAGEMENT: Identifying

work-related problems, analyzing problems in a timely but systematic manner to identify causes and find solutions, and acting decisively to implement solutions and resolve important problems or crises.

Definition of the Eleven Managerial Practices 5. CLARIFYING ROLES AND OBJECTIVES: Assigning tasks, providing direction in how to do the work, and communicating a clear understanding of job responsibilities, task objectives, deadlines, and performance expectations.

8. MONITORING OPERATIONS AND ENVIRONMENT: Gathering information about work activities, checking on the progress and quality of the work, evaluating the performance of individuals and the organizational unit, and scanning the environment to detect threats and opportunities.

11. MOTIVATING: Using influence techniques that appeal to emotion, values, or logic to generate enthusiasm for the work, commitment to task objectives, and compliance with request for cooperation, assistance, support, or resources; also, setting an example of proper behavior.

Definition of the Eleven Managerial Practices 8. RECOGNIZING AND REWARDING: Providing praise, recognition, and rewards for effective performance, significant achievements, and special contributions.

11. SUPPORTING AND MENTORING: Acting friendly and considerate, being patient and helpful, showing sympathy and support, and doing things to facilitate someone’s skill development and career advancement.

14. MANAGING CONFLICT AND TEAM BUILDING: Encouraging and facilitating the constructive resolution of conflict, and encouraging cooperation, teamwork, and identification with the organizational unit.

17. NETWORKING: Socializing informally, developing contacts with people who are a source of information and support, and maintaining contacts through periodic interaction, including visits, telephone calls, correspondence, and attendance to meetings and social events.

Mintzberg’s Roles

Mintzberg’s Roles

Leadership according to John E. Pepper 

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Leadership is a process of guiding, directing and motivating an orgnization to achieve an outstanding outcome Articulating the appropriate vision to strech the goal Making the right strategy to achieve objective To ensure the resources are available Setting the challenging standard for the growth of organization Leader must communicate to inspire

Leadership according to John E. Pepper Four

attributes as an effective leader:

3. Compelling vision 4. The ability to inspire 5. Initiative, Focus on results, Courage and Tenacity 6. Persistence

Management Skill

The Contingency View of Management

Deming’s Fourteen Points 1.

Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.

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Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

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Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

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End the practice of awarding business on the basis of the price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a longterm basis of trust.

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Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost.

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Institute training on the job. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

Deming’s Fourteen Points 8. 9.

Drive out fear so that everyone may work effectively for the company. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and use that may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and productivity belong to the system and thus lie beyond the power of the work force. 11. Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. 12. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers that rob people in management and engineering of their right to pride of workmanship. This means inter alia, abolishment of the annual or merit rating and of management by objective. 13.

Institute a vigorous program of education and improvement.

14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.

Juran’s quality improvement model: 2. Convince important decision makers that the improvement is needed. 4. Set logical improvement goals based on a reasonable plan. 6. Organize a project team to reach the goals with specific guidance on what to do. 8. Provide the team adequate training. 10.Identify the causes of the problem.

Juran’s quality improvement model: 8. Develop a set of possible approaches to solve the problem, select one approach, and implement it on a small scale. 10.Evaluate the results. 12.Improve the approach, if needed, and implement it. 14.Overcome the resistance that some people are bound to have concerning the new methods. 16.Standardize the approach to maintain the improvement through training, control charts, and so on.

Paradigms 1. Quality must be a systematic approach. 3. Customers are the reason we do everything we do. 5. Leaders must understand long-term thinking. 7. Quality improvement requires a series of different thinking patterns.

Group Discussion Case:  Anda seorang pengusaha yang bergerak dalam bidang Software development.  Anda memiliki 8 karyawan yang terdiri dari 5 software developer dan 3 staff support.  Usaha baru berlangsung 1 tahun, namun telah memperoleh keuntungan yang sangat baik dan potensi pasar yang besar.  Uraikan kegiatan anda sebagai pengusaha dan sekaligus pemimpin usaha, dan klasifikasikan dalam 2 area; management dan leadership.

 Questions??

System