MANAGEMENT 101

Analyn N. Banto BSBA-1A Prof. Emilie Tongol

1. Define Leading 2. What is the difference between being a manager and being a leader? 3. What is an Autocratic Leadership Style? Discuss the Behaviour of the leader in an Autocratic Leadership Style. Discuss the Behaviour of the member in an Autocratic Leadership Style 4. What is Laissez-Faire Leadership Style? Discuss the Behaviour of the leader in Laissez-Faire Leadership Style. Discuss the Behaviour of the member in Laissez-Faire Leadership Style 5. What is Democratic Leadership Style? Discuss the Behaviour of the leader in Democratic Leadership Style. Discuss the Behaviour of the member in Democratic Leadership Style 6. Define Managerial Grid What are the Leadership/Managerial Styles in a Managerial Grid?

7. Define Continuum of Leadership Behaviour What are the different Leadership styles in the Continuum of Leadership Behaviour?

8. Do you think it is important for a manager to be flexible in leading? Explain

Leading Leading is the process of influencing people so they will strive willingly and enthusiastically toward the achievement of organizational goals. Leading, then, implies that there are followers. Difference between a MANAGER and a LEADER People tend to use the term manager and a leader interchangeably. However, managers and leaders differ. A manager can have this position without being a true leader. There are also good leaders who are not managers. Managers need to change from being the boss to being the leader. Everyone has the potential to become an effective leader.
Managers Viewed as: planners controllers implementers of policy resources administrators people who are results-oriented A manager is a copy administers maintains focuses on systems and structures relies on control has short-range view asks how and when has his/her eye on the bottom line accepts the status quo is the classic good soldier does things right Manager plan and budget organize and staff control and solve problems establish order Leaders viewed as: A leader Leaders set direction align people and groups motivate and inspires produce change is an original innovates develops focuses on people inspires trust has long-range perspective asks what and why has his/her eye on the horizon challenges the status quo is his/her own person does the right thing

motivators enablers mentors communicators innovators people who are energetic

AUTOCRATIC LEADERSHIP STYLE The autocratic or dictatorial, this type of leader uses his authority and title to hide certain shortcomings because he feels insecure. The autocratic leader commands and expects compliance; is dogmatic and positive; and leads by the ability to withhold or give rewards and punishment. This is the one rule type. He does not delegate, he is the one who tells the people

what to do; the leader feels he is indispensable, his position gives total authority to determine all politics. BEHAVIOUR OF LEADER AND MEMBER IN AN AUTOCRATIC STYLE LEADER He is very conscious of his or her position. He has little trust and faith in members of the work group. He believes that pay is a reward for work and the only reward that will motivate employees. Orders are issued to be carried put with no questions allowed and no expectations given.

MEMBER No responsibility is assumed for performance, with employees merely doing what they are told. Production is good when the supervisor is present, but poor in supervisors absence.

Laissez-fair Leadership Style The Laissez-fair type of leadership gives complete freedom to group or individual decisions with the minimum of leader-participation or direction. This type of leadership merely supplies materials, remain apart from the group and participated only when requested. This leader makes no attempt to evaluate or regulate the members of the group or their progress towards achieving their objectives, this is practically no leadership at all. It allows everything to run its own course. Minimum direction and maximum freedom is allowed for the group to make decisions, the leader retreats into the background and let members work out details of how the organization functions. The leader is a figure-head and concerns himself with only what he desires, or title. BEHAVIOUR OF LEADER AND MEMBER IN LAISSEZ- FAIRE STYLE LEADER The Leader has no confidence in his or her leadership ability. This leader does not set goals for the group.

MEMBERS Decisions are made by whoever in the group is willing to make them. Generally, productivity is low and work is sloppy Employees have little interest in their work Morale and teamwork are generally low.

DEMOCRATIC LEADERSHIP STYLE A democratic leader is characterized by concern for the achievement of goals set with group. This leader is sensitive to and understands the needs of the individuals and groups within the organization and helps to fulfil their needs as well as functions of the group. The democratic leader maximizes the use of communication and encourages open inquiry, discussion and disagreement. This type of leader consults with subordinates on proposed actions and decisions and encourages participation from them. This type of leader is the person who does not take action without subordinates concurrence; he consults with subordinates before doing so. He involves his subordinates in decision making so that they feel jointly responsible for the goals, purposes and projects. One weakness of this style is that when the impasse is reached, there is no authority. The only solution is to appoint a committee to study the situation which gives the false impression that action has been taken. In reality, it may just be a costly delay in taking an action. BEHAVIOUR OF LEADER AND MEMBER IN DEMOCRATIC STYLE LEADER Decision making is shared between the leader and the work group When the leader is required or forced to make a decision, his or her reasoning is explained to the group. Criticism and praise are given objective

MEMBERS new ideas and change are welcomed a feeling of responsibility is developed within the work group quality of work and productivity are generally high The group generally feels successful.

Managerial Grid
One of the most widely known approaches to dramatizing leadership is the managerial grid, developed some years ago by Robert Blake and Mouton. Building on previous research that showed the importance mangers having concern both for production and people, Blake and Mouton devised a clever device to dramatize this concern. The grid has two dimensions, concern for people, and concern for productions. As Blake and Mouton have emphasized, their use of the word concern for is meant to convey how managers are concerned about people, and not such things like how much production they are concerned about getting out of a group. The purpose of the grid is to compare management styles in terms of how each deals with organizational needs for productions and profit, and human needs for mature and healthy work relationships.

Each style is described and given a numeral, the first number in the numeral always indicates the managers concern for production, however, the second number indicates his concern for people. The Task Manager (9,1) The task manager has nine degrees of concern for production and only one degree of concern for people. In other words, the manager who has a 9,1 style is primarily concerned with output and sees his central responsibility as that of achieving production objectives. Similar to machines, people are seen as tools of production. They are paid to do what they are told, when they are told, and how they are told and not to ask too many questions in between. When Interpersonal conflicts arise, the task manager handles it through disciplinary action. Under task management, if people do not comply after a certain amount of control has been applied, they will be replaced.

Country Club Manager In contrast with the task manager, the country club manager has only one degree of concern for production but nine degrees of concern for people. His assumption is that if people are kept happy and harmony is maintained, a reasonable amount of productivity will be achieved. In short, people are pretty much like cows, if you keep them contended, they will produce. If human problems arise, they are glossed over or ignored

. Impoverished Manager The manager in this position de-emphasizes concern for production with just enough being done to get by. He also disregards the importance of human relationships. More directly, the impoverished manager is going nowhere trying to take everybody with him. For all practical purposes, he has retired although he may be around for several more years. An impoverished management orientation may be found in circumstances where a person has been repeatedly passed over the promotion or feels he has otherwise been unjustly treated. Rather looking elsewhere, he adjusts by giving minimal performance. Obviously, if the organization had too many impoverished managers, it would disappear. Middle of the Road Management Push enough to get acceptable but yield to the degree necessary to develop morale is the theory behind middle of the road management. The 5,5 manager constantly shifts between his emphasis and concern for production of people. It represents a live and let live approach under which the real issues are muted. Most of these managers are basically task managers at heart, but they read a book or went to a training seminar and learned that one cannot ride roughshod over people, so they have adopted a compromise approach. The point is, however, they have missed the real issue. Team Manager The team manager believes that a situation can be created whereby people can best satisfy their needs and objectives by working toward the objectives of the organization. He seeks to integrate people around production. When a problem arises, the team manager will meet with his group, present the situation, encourage discussion, and get ideas and commitment. He will delegate responsibility and give his people some freedom to operate. When emotional problems arise in working relationships, the team will confront them directly and work through the differences.

CONTINUUM OF LEADERSHIP BEHAVIOUR STYLE The developers of the leadership continuum concept were Robert Tannenbaum and Warren H. Schmidt (1979). The continuum theory recognizes that the style of leadership that is appropriate depends, to a large extent, on the leader, the followers, and the situation.

Laissez-fair At the lower left corner of the figure a leadership style known as lasses fair, or hands off leadership is represented. In a pure laissez fair system the leader would exercise no direct influence over group behaviour. He or she simply allow followers to pursue their own goals in whatever ways they considered desirable. Democratic The democratic leader, on the other hand, would be one who makes ultimate decisions on goals and methods of goal accomplishment but allow group members to participate in both processes. Group members are treated with respect, and value of their input is objectively analyzed. Autocratic The Autocratic leader exercises complete control over the followers. This type of leader not only makes the ultimate decisions and sets goals in the group but also discourages participation by the membership. An interesting variation of the authoritarian position has been called the benevolent autocrat. This is a high status, powerful individual who makes the decisions but who is accessible to group members and genuinely concerned for their welfare.

Managers should be Flexible in Leading

It is important for a manager to be flexible in leading, being a manager somehow requires leadership skills. Having leadership skills can help you penetrate information further more to the organization. Through leadership skills people in the organization are more looking forward to you as a model, which they can portray, and they will align their perspective depending on what the organizations mission and vision. Leadership has something to do in communicating and influencing your people, you can guide your people to the path you want them to walk through. For your organization to be more highly effective in achieving goals and objectives, Leadership is the key to success in most company. No matter how effectively a manager plans, organizes, staffs, and controls, he or she must supplement those activities by giving people guidance, communicating well, and leading. Leading must be based on an understanding of what motivates people and what brings them satisfaction as they contribute to organizational goals.

Reference: W. Jack Duncan, Essentials of Management, Dryden Press, 1975. David Chering, The Management of Individual & Organized performance, Ailyn Bacon Advesion of Simon & Schuster Inc., 1989. Robert N. Luisser, Management of fundamentals, Southwestern College Publishing, 2000. Fud Cuthans, Organizational Behavior, Mc Graw Hill Inc., 1995. Cliff Rickets, Leadership of personal Development & career success, Delmar Publishers, 1997. Richard Plunkett, Supervisions: Diversity & Teams in the Workplace, 1994. Ernesto Zulueta and Franco De Lara, Management Theories Lawrence M. Miller, Management to Leadership, NLP-General Book(ref. 378. 1010941, M123H 2010). Rafael Rodriguez and Erlinda Echanis, Fundamentals of Management, Diwata Publishing, 1990.