management and leadership

• what is management?


  management involves planning, organizing, leading, and controlling resources to achieve organizational goals efficiently and effectively
• what are key management trait?

  • hardworking
  • enthusiastic
  • empathetic
  • inspirational
• functions of management:


  • planning: setting goals and strategies
  • organizing: allocating resources and delegating tasks
  • leading: directing and motivating employees
  • controlling: monitoring performance
• roles of management:


  • interpersonal: managing relationships through hiring, training, and motivating
  • informational: acting as a communication link within the organizing
  • decision-making: using authority to make strategic decisions
• management by objectives (MBO)

  a collaborative process where managers and employees set, monitor, and achieve specific goals
• MBO advantages

  • improves goal clarity and communication
  • enhances financial control
  • empowers and motivates employees
• MBO disadvantages


  • time-consuming to implement
  • short-term focus may overshadow long-term goals
  • demotivating if not inclusive
• impact of theory x and y managers:

  • theory x: low innovation, high control
  • theory y: motivated workforce, flexible practices
• what is leadership?


  leadership involves inspiring and motivating employees, setting long-term vision, and addressing challenges

  • key traits: visionary, communicative, creative, adaptable
• autocratic leadership styles


  leader makes decisions alone; effective in emergencies but discourages creativity
• democratic leadership styles


  involves team in decision-making; promotes creativity and commitment
• paternalistic leadership styles


  makes decisions while considering employee welfare
• bureaucratic leadership styles


  focuses on rules and structure; limits innovation
• laissez-faire leadership styles


  minimal intervention; allows team autonomy but risks low productivity
• fiedlers contingency model:


  • leadership effectiveness depends on style (task- or relationship orientated) and situational control, identified through the least preferred co worker scale (LPC)
  • task-orientated leaders excel in extreme situations
  • relationship-orientated leaders perform best in moderate conditions
• wright and taylor:


  • emphasized improving leadership skills through education
  • leaders must adapt to individual and situational needs to enhance performance
  • identifies reasons for underperformance: goal clarity, ability, task difficulty, intrinsic/extrinsic motivation, feedback, resources, and working conditions
  • encourages solutions such as job redesign, training, and improving communication
• importance of leadership for businesses:

  • drives vision, innovation, and alignment with goals
  • encourages adaptability in changing markets
• importance of leadership for stakeholders:

  • enhances employee morale and customer satisfaction
  • strengthens the organizations reputation
• evaluation of leadership styles:

  • autocratic: ideal for crisis management but can lower morale
  • democratic: best for fostering innovation but time-intensive
  • laissez-faire: effective for skilled teams but risks lack of direction
  • contingency approach: adaptability ensures effectiveness across situations
• management vs leadership


  • leaders focus on long-term strategy, vision, and inspiration
  • managers oversee day-to-day operations and ensure adherence to established principles
  • successful business owners often blend strong leadership and management skills
• effective manager traits:


  • includes self awareness, which allows managers to understand their strengths and limitations
• MBO process

  1. Review corporate objectives.
  2. Set functional objectives for management.
  3. Define objectives for individual departments and workers.
  4. Monitor progress regularly.
  5. Evaluate performance and provide rewards if objectives are met.
• consequences of theory x managers

  • Strict communication control limits innovation.
  • Over-reliance on senior management for decisions.
• consequences of theory y managers:

  • Encourages cell working, where production or service processes are restructured for efficiency.
  • Flexible working practices often thrive under Theory Y management.