Chapter 11 leading and managing people Qiang Jiang

Chapter 11 leading and managing people Qiang Jiang School of Business Sichuan University, China jiang. qiang@outlook. com

Topic list 1 The purpose and process of management 2 Writers on management 3 Management and supervision 4 What is leadership? 5 Leadership skills and styles

1 The purpose and process of management • Management may be defined , most simply , as getting things done through other people. • The need for management – Objectives of organisations – Monitor progress and results – Corporate values – Organisation’s owners and stakeholders

1 The purpose and process of management • Organisational authority is the scope and amount of discretion given to a person to decisions , by virtue of the position he /she holds in the organisation. – The part which each member of the organisation is expected to perform – The relationship between the members

1 The purpose and process of management • Responsibility is the liability of a person to discharge duties. – Managers are accountable to their superiors for their actions and are obliged to report to their superiors.

1 The purpose and process of management • Delegation authority occurs in an organisation where a superior gives to a subordinate the discretion to make decisions within a certain sphere of influence • Benefits of delegation – Training: experience of problems and responsibility – Motivation: important factor in job satisfaction and motivation – Assessment: measure of need for training and experience and promotion – decisions

1 The purpose and process of management • Authority is the right to do something • Power is distinct from authority , whereas authority is the right to do something, power is the ability to do it. • Three ways acquiring legitimate power or authority (Weber) – Charismatic authority – Traditional authority – Rational-legal authority

1 The purpose and process of management • Types of power – Physical power – Resource power – Coercive power – Reward power – Position power or legitimate power – Expert power – Referent power – Negative power

1 The purpose and process of management • Power centers – Senior management: have coercive and reward powers , take decisions relating to personnel – Middle managers : reward power , expert power and negative power – Interest groups: trade unions and occupational and professional groups – Departmental power: exercised by individual department vary

1 The purpose and process of management • Manager's role in organising work – Work planning – Assessing where resources allocated – Project management

2 Writers on management • Classical writers – Henri Fayol: five functions of management – F W Taylor: scientific management – Elton Mayo : human relations • Modern writers – Peter Drucker : the management process – Mintzberg: the manager` s role

2 Writers on management • Henri Fayol ‘five functions of management – Planning: future – Organising: roles/tasks/jobs – Commanding: ordering – Co-ordinating: talking – Controlling: checking

2 Writers on management • F W Taylor: scientific management • Principles of scientific management – The development of a true science of work – Scientific selection and progressive development of workers – Application of techniques to plan , measure and control work for maximum – Constant and intimate co-operation between management and workers

2 Writers on management • Key elements of scientific management techniques – Work study techniques used to analyse tasks and establish the most efficient methods to use. – Planning and doing were separated – Jobs were micro-designed – Workers were paid incentives on basis of new methods and output norms

2 Writers on management • Elton Mayo : human relations • Hawthorne studies • Neo-human relation (later writer): – theories of motivation and job satisfaction – Enable practising managers to satisfy and motivate employees and to obtain the benefits of improved productivity

2 Writers on management • Peter Drucker : the management process – Manager has one basic function –economic performance – Management tasks • Managing business: purposes is to create a customer and innovation • Managing managers • Managing workers and work: organised knowledge and systematic self-assessment

2 Writers on management • Management processes – Setting objectives for the organisation – Organising the work – Motivating employees and communication information – The job of measurement • Establish objectives of performance • Analyse actual performance • Communicate the findings and explain their significance – Developing people

2 Writers on management • Mintzberg: the manager's role – Interpersonal – Informational – Decisional

3 Management and supervision • Supervision is the interface between the operational core and management. • Key features of supervision – Supervisor is a front-line manager – Not spend all time on managerial aspects , much time spent on doing technical /operational work – A gatekeeper or filter for communication – Monitors and controls work by day-to day, frequent and detailed information

4 What is leadership? • Leadership can be defined as: – The activity of influencing people to strive willingly for group objectives. – Interpersonal influence exercised in a situation and directed, through the communication process, toward the attainment of a specialised goal or goals.

4 What is leadership? • Management is about coping with complexity , its functions are to do with logic , structure, analysis and control , and are aimed at producing order, consistency and predictability. Be exercised over resources, activities, projects and other essential non -personal things. • Leadership is about coping with change, its activities include creating a sense of direction, communicating strategy, and energising, inspiring and motivation others to translate the vision into action. Be exercised over people.

4 What is leadership? • Key leadership skills – Entrepreneurship – Interpersonal skills – Decision-making and problem-solving skills – Time-management and personal organisation – Self-development skills

4 What is leadership? • Theories of leadership – Trait theories – Style theories – Contingency theories

5 Leadership skills and styles • Trait or qualities theories – Judgement Drive Fairness Energy Initiative – Human relations skill ambition Emotional stability – Integrity Decisiveness Dedication Co-operation – Foresight Dependability objectivity

5 Leadership skills and styles • Style theories of leadership – Leadership styles are cluster of leadership behaviour that are used in different ways in different situations. – Key style models : • The Ashiridge Model • Blake and Mouton's Grid

5 Leadership skills and styles • The Ashridge Model – Tells (order) – Sells (order +explain why) – Consults (ask workers + make decision) – Joins (joint decision)

5 Leadership skills and styles • Blake and Mouton` s Grid – Two basic dimensions of leadership: concern for production and concern for people – Two concerns not correlate positively or negatively – Modelled the permutations as a grid – used as a means of analysing individuals managerial styles and areas of weakness

5 Leadership skills and styles • Evaluating the managerial grid – Benefits • Offers a number of useful insights for the identification of management training and development needs • Shows a lack of balance between the dimensions – Limitations • 9. 9 is the desirable model , • oversimplification • Not just two dimensions influence the manager` s style of leadership • Any managerial theory is useful in so far as it is useable in practice by managers

5 Leadership skills and styles • Limitations of style approaches – Manager` s personality may not be flexible enough to utilise different styles – Demands of the task , technology, organisation culture and other managers constrain the leader in the range of styles effectively – Consistency is important to subordinates.

5 Leadership skills and styles • Contingency approaches to leadership – Leaders need to adapt their style to the needs of the team and situation – Fiedler`'s psychologically close and psychologically distant styles – John Adair's action-centred leadership model

5 Leadership skills and styles • F E Fiedler: Two types of leader – Psychologically distant managers – Psychologically close managers • Effectiveness of a work group made up of three key variables – Relationship between the leader and the group – The extent to which the task is defined and structured – The power of the leader in relation to the group

5 Leadership skills and styles • Situation favourable to leader – Leader is liked and trusted by the group – The tasks of the group are clearly defined – The position power of the leader is high

5 Leadership skills and styles • John Adair `s action-centred leadership model – Leadership process made up of : task needs, individual needs of group members , needs of group – Action-centred leadership model • • Defining the task Planning Briefing Controlling Evaluating Motivating Organising Setting an example

5 Leadership skills and styles • Bennis: the distinction between management and leadership – Differences between the role of the manager and the leader • Manager administers and maintains • Leader innovates – Common competencies by leaders • • Management of attention Management of meaning Management of trust Management of self

5 Leadership skills and styles • Heifetz: dispersed leadership – Individuals at all organisational levels can exert a leadership influence – Leader only be identified by examining relationships with the followers in the group

5 Leadership skills and styles • Appraisal of contingency theory • Factors affecting the choice of leadership style (Schein) – Key variables as task structure, power and relationships difficult to measure – Contingency theories not always take into account the need for the leader have technical competence relevant to task