Leadership.pdf

LEADERSHIP Involves strong promises of change for the better future. (from one point to another). change involves a vision for the long-term goals to be achieved. leaders have a good oration for winning trust of people. leaders have the strong commitment to their...

LEADERSHIP Involves strong promises of change for the better future. (from one point to another). change involves a vision for the long-term goals to be achieved. leaders have a good oration for winning trust of people. leaders have the strong commitment to their goal even endangering their lives or imprisonment leaders have followers to which they make strong bonds in the past there was only one individual. and now the leadership is more dispersed. Due to democracy, sharing of responsibility, specialization and consultation MANAGEMENT this is about achieving the goals of the org. Where there is implementation of policies main objectives in management are planning budgeting directing there is also use of resources both human and material to ensure efficiency (using few resources to achieve a goal). This is against a wasteful background. privatization. management is concerned with short-term goals there is more efficiency in management Higher Middle- teachers Lower- MANAGEMENT BY OBJECTIVES Fredrik Taylor principles predicting what will happen and how a person can be paid  in management they use the principle of assembly line (at every stage there is someone worth on the activity) to achieve the goal FINDINGS Scientific management increase productivity But at some time, it started decreasing due to: small repetitive type of work hence: getting bored of the workers which brings People are dehumanized, used like machine, objects ADMINISTRATION This is the highest body that is concerned with policies. This is concerned with the smooth running of an org. It involves lubrication, routine and procedures ORGANIZATION AND THEORIES Ex; save the children, world vision, rise for phoka, clubs, hospital, technical college, finca, vision fund, family, church (society), university The org is composed of specific number of people with a good structure, this aim at achieving the goal for the productivity (how much has been achieved) CLASSICAL THEORIES OF ORGANISATION These are concerned with the best approach to management Fredrik W. Taylor, the org must use scientific idea leading to the rise of scientific management theories ensuring efficiency of the org. (pure resources to do the work which involves selection of trends and develop them) Division of work Managers and workers ensuring everyone is doing the work he or she must do. scientific principals should be involved this makes sure everyone should benefit with good renumeration after work Minding the welfare of the workers HUMAN RELATION THEORY by Elton Mayo His experiment based on Hawthorne experiment; He did this exp at electrical company. his conclusion after doing the exp was that man has social and psychological needs to be addressed to improve performance people value their membership to groups there is informal org (loose but hold people together) within the org that're critically important for org for the best management one must be an intermediary between informal groups and the highest management To deal with all things observed to check the needs of people the formed suggestion box. promoting social interaction e.g., lunch, tea time promoting sports activities evening functions e.g. parties MANAGEMENT PRINCIPLES: Henry fayo administrative theorist 1. DIVISION OF LABOUR specialization 2. AUTHORITY / responsibility ability to issues order and be complied to your position 3. UNITY OF COMMAND an employee can get orders or commands or instructions from only one person 4. UNITY OF DIRECTION related activities must fall under one office 5. SCALAR CHAIN-HIERARCHY shows positions of authority and communication 6. CENTRALISATION there should be an office higher up the hierarchy for making decisions 7. PRECEDENCE OF ORG.NAL OBJECTIVES OVER PERSONAL OBJECTIVES (conflict of interest) 8. TENURE OF PERSONNEL deals with the duration of working at a certain place as much as possible maintain the same employees with resignations 9. DECIPLINE in relation to rules and regulations 10. ESPRIT de CORPS must keep the worker in good relationships to ensure energy and enthusiasm 11. RENUMERATION people should be paid good salaries. Pay workers a living wage 12. EQUITY this deals with fairness and justice. Treat people the same not differently 13. ORDER everything in its right place. 14. DELEGATION A new management principle BUREAUCRACY max weber goals that management should have he used the idea of using the files, paper work to have the proper goals so that there should be rationality too much insistence leads to red tape leading to slowing down of activities hence bureaucracy has a bad name 5 CHARACTERISTICS OR FEATURES OF BUREAUCRACY 1. Rules and regulations procedures these are very much important up to the certain point after that they cannot apply (an end not a means) to standardized behavior to achieve orderliness rules are needed as the means and not an end In practicing rules and regulations are need as end and not means Challenges of Rules and regulations procedures rules may lead to goal displacement 2. Hierarchy defines level of authority and shows path way for communication. this provides only downward communication hence no improvement since people at the lower levels don't participate in decision making no matter how valid their views are. Making no horizontal communications 3. Impartiality summarize as Bureaucracy has human face insist on uniform treatment for issues of individuals this maintains social distance there should be positive discrimination 4. Technical qualifications a requirement for getting employed and sometimes even promotion intended to increase efficiency however, loyalty and seniority are favored more than technical competencies which creates conflicts among individuals 5. Division of labor this leads to specialization (concentration in a small area but in details) where everyone is assigned a task there is efficiency performance this leaves a person ignorant of other things happen in the same organization this becomes a barrier to communication SYSTEM THEORY  This is a whole made up of interdependent parts interdependence suggest that the pts interact in a dynamic way. a whole is much more than the sum of individual parts the whole suggests a holistic approach to get a bigger picture system is interdisciplinary in its application e.g. social science, biological system, physical, digital there is circular configuration System is connected to another system in a dynamic way. subsystem, systems, supra system which are interactive there is cybernation which involves information and communication Within the system there are surrounding which allow something to come in and go out  What goes in the out will feed or will be a material to other systems environment is very important for the system hence there is need of adaptability and adjust to the environment when one part of the system in the environment is affected then all the other systems are also affected there are interactive ideas circulating in the environment to achieve the goal EQUIFIINALITY suggest that the system theory allows innovation SUBSYSTEMS IN AN ORG. Adaptive system Responds to changes in the environment. e.g. competitions, economy production(transportation) concerned with coming up with the products e.g. personnel, qualifications, actual raw materials, technology to ensure efficiency maintenance system building, numbers, motivation, communication, boundary spanning management in system recruitment, planning for the future boundary spanning management out system management system overlooks at all activities in other particular subgroups this is the highest sub system in the system ADVANTAGES OF THE CLOSED SYSTEM less interfered by the outside  ensure stability e.g. budget ADVANTAGES OF THE OPEN SYSTEM able to grasp what comes from outside e.g. administration DISADVANTAGES OF THE CLOSED SYSTEM Limits the exploration DISADVANTAGES OF THE OPEN SYSTEM CONTINGENCY THEORY: approach to management This is how a situation my turn out there is no one best way of managing the org. I will depend on circumstances (proper fit of variables) e.g. stalk, Lorch etc. EXTREME TYPES OF AN ORGANISATION There are two polar which includes; Mechanical organic These are connected by an intermediate MECHANICAL ORG this involves a top-down hierarchy structure there is vertical communication there is loyalty to an org authority is respected  instructions given to be obeyed for a stable environment ORGANIC ORG Dispersed point of control No clear hierarchy that's there is vertical and horizontal communication (matrix) personnel are highly specialized with loyalty to the jog and not the boss This is ideal for a dynamic environment DELEGATION An important management principle it benefits both the delegator and delegatee DELEGATOR it reduces his or her work load it saves time to concentrate on more important pertinent issues  reducing stress for healthy benefits DELEGETEE It builds trust in delegetee produce training opportunity promotes sense of responsibility provide some job satisfaction REASONS OF AVOIDING DELEGATION Lack of trust For selfish reasons PROCEDURES OF DELEGATION identify a right or responsible person who is trustworthy with some prerequisite give clear instructions about the task: The nature of work Appropriate authority time frame make a public announcement e.g. at the assembly allow time for supervision, coaching BAD DELEGATION assigned a boring tedious task river banking -the delegator just observes without providing support Swim or sink situation not clear instructions  no resources and appropriate authority given sniffing over shoulders with the delegator too close hence not confident you chose the wrong person LEADERSHIP This is about leading others 1. THE GREAT MAN THEORY: Carlyle it stipulates that leaders are born not made with an inert or inherent qualities. They wait for the right occasion to demonstrate their abilities such leaders have made history defining the destiny of the nation (related to military leadership) e.g. Lincoln and Alexander the Great, Napoleon 2. THE TRADE THEORY leaders have particularly characteristics distinct from other people these traits are both inherited and acquired. This deal with the personality of the person (mental, physical, social) WHY ARE THE LEADERSHIP STYLES CHANGED? 3. BEHAVIOUR THEORY This stipulate that leadership is based much on behavior (autocratic, democratic laissez-faire type) 4. CONTINGENCY THEORY: approach to management This is how a situation my turn out there is no one best way of managing the org. I will depend on circumstances (proper fit of variables) e.g. stalk, Lorch etc. the leadership you employe depends on the situation and how you use the circumstances to find the right fit or mix 5. PROCESS LEADERSHIP THEORIES  servant leadership, charismatic, organization learning (focus on mission, vision of an organization) this is about empowering people or followers autonomy: everyone should benefit at the end altruism 6. TRANSACTIONAL LEADERSHIP This is about an agreement between two parties principle comes from Maslow theory of needs the needs of the org are fulfilled by playing around the needs of the individual and what org can offer e.g. rewards and punishment wages, bonuses, praise etc. There are two types 1. Management by exception positive- this is active and leaders follow and advise there is support and feedback is given. negative- there is no monitoring therefore it's is not active it's is passive 7. TRANSFORMATION LEADERSHIP this is transforming the employee the employer addresses the needs of the employee (according to Maslow higher need) Motivation: this deals with issues of morality, ethics, sense of belonging (common good) etc. individual influence- modelling yourself inspirational motivation- focus on the mission and the vision of an organization intellectual stimulation- addressing challenges, finding making decisions and solutions  individual consideration- addressing the needs of the employee PERFORMANCE MANAGEMENT