Management and Leadership development - Essay Example

?Management and leadership development Management and leadership development Introduction Management refers toall organizational activities that are directed at attaining the organisational goals and objectives (Hindle, 2008). Some of the managerial activities include planning, leading, organizing, controlling and leading in the organisation (Daft, 2012). Both technology and globalization have impacted on management styles and leadership in modern organisations (Montana and Charnov, 2008). Griffin (2012) conquers with Daft (2012) that advances in technological innovation and computerized information systems have improved the access of markets, information and integration of the management activities. For instance, managers are able to access the global market through e-commerce platforms and internet marketing. Williams (2011) and Montana and Charnov (2008) both agree that communication networks have improved the accuracy of strategic planning process by enabling managers to access and analyses huge volumes of data and information within seconds . Implementation of technology has decreased the operating costs and improved the productivity through streamlining the business processes (Daft, 2012). Globalization refers to the integration of the economy, cultures, politics, and social systems in to one unified global economy (Koontz and Weihrich, 2010). Globalization has been facilitated by advancements in technology, deregulation of national markets and migration (Mullins, 2010). Northouse (2010) and Kreitner (2009) believe that globalization requires the managers and leaders to have a global perception in order to attain a competitive edge in business (Williams, 2011). Globalisation has increased access to a wider market through deregulation and formation of global business alliances (Williams, 2011). Kreitner (2009) is of the opinion that international employee transfers and access to expatriates requires the leaders to have knowledge of the unique culture, ethics and attitudes of the target markets across the globe (DuBrin, 2009). In addition, globalisation has led to increased competition and improvement in the organisational strategic management through continuous innovation. The leaders must also be aware of cultural differences and customs of the different countries in which the business operates (Kreitner, 2009). Management development Management refers to all activities of the managers that are geared at accomplishing the organisational goals (DuBrin, 2009. Managers are tasked with planning, organizing other resources, leading the subordinates, controlling and staffing the organisation. Management is considered as both an art and science (Lawson, 2008). Management is considered an art since managers use skills and principles in achieving the organisational goals (DuBrin, 2009). Like any other art, management requires personalized skills, judgment and continuous practice of the theoretical skills of management (Northouse, 2010). For instance, the art of management is evidenced in staffing, contract negotiations and motivating employees. On the other hand, management is considered as a science since it involves the application of systematic body of knowledge that is critical in the management (DuBrin, 2009). Northouse (2010) and DuBrin (2009) points out that the science of management requires managers to make inferences after experiments or continuous observation of the changing scenario in the markets. In addition, management entails the use of scientific methods such as budgeting techniques, risk analysis methods and rate of return on investments in order to make strategic decisions. Managers must also pre-determined guidelines in delegating the work and designing an effective organisational structure (Daft, 2012). Developing the top tier of management is important for the organisation (Hannum, Martineau & Reinelt, 2006). All organisations require the efforts of individual employees to be integrated and coordinated. In addition, organisations should ensure the individual goals of each employee are aligned with the strategic goals of the organisation (Lawson, 2008). Management is indispensable in all organisations whether government departments, hospital, non-profit organisations or corporate organisations. Both Mabey and Finch-Lees (2008) and Lawson (2008) assert that management acts as a catalyst that creates an enabling environment for success of the organisation. Hannum, Martineau & Reinelt (2006) and Daft (2012) postulate that managers are required to identify new business opportunities and allocate resources towards exploitation of the business opportunities. The importance of developing the top tier of organisation has increased over the recent years due to increase in the size of operations and complexity of the business environment (Lawson, 2008). Rickets (2011) and Daft (2012) are critical that technological changes require managers to learn new business skills while social changes require managers to keenly identify opportunities and changes in consumer tastes and preferences in the market. The top tier is responsible for creation, growth and survival of the organisation (Daft, 2012). The management must be able to deal with new business challenges that have been occasioned by increasing work specialization, growth of employee unions, and turbulent economic environment (Rickets, 2011). In addition, developing the management will improve research and development activities thus fostering innovation and new product development in the organisation. The management should be able to reconcile the conflicting interest of various stakeholders like employees, shareholders, customers and the general public (Daft, 2012). There are numerous of making the management to think strategically. Strategic awareness leads to excellent planning process that enables the attainment of the organisational mission and objectives. Lawson (2008) and Avolio (2011) assert that the managers should focus their energies and resources in strengthening the business operations and ensuring all stakeholders are involved in the decision making process. Strategic thinking entails identifying, understanding and imaging the future operating environment of the organisation (Lawson, 2008). The management must understand the mission of the organisation including the need of stakeholders and the current capabilities. In addition, the management must be committed to the vision of the organisation that identifies the future intention of the organisation. Mullins (2010) and Avolio (2011) stresses out that the management must have measurable and clear goals and objectives that will guide them in decision making. In order to think strategically, the management must scan the business environment and analyze the factors that may facilitate or hinder the attainment of the organisational objectives (Mullins, 2010). The management must also assess the current capabilities of the organisation including the core competencies, weakness and threats that will influence the attainment of strategic objectives (Avolio, 2011). The management must be committed to formulation of strategies and implementation of the strategies through allocation of adequate resources and ensuring a supportive organisational structure. Yost & Plunket (2009) and Lawson (2008) are of the opinion that the management must also evaluate the competitors and implement strategic evaluation measures such as benchmarking or even balanced scorecards in order to evaluate the attainment of the strategic goals and make a corrective action. Mullins (2010) and Lee (2003) assert that the failure to effectively develop managers will lead to a negative impact on the economy since it will lead to low skills development, high job dissatisfaction and turnover in the organisation. In addition, managers will have limited ability in environmental scanning thus hindering new product development process. The managers will lack the capacity to identify emerging opportunities in global markets and innovative technologies that can foster market expansion. Generally, the failure to develop managers will lead to low economic productivity in the economy (Mullins, 2010.). Leadership development Leadership refers to the ability of individual to influence and motivate the efforts of the followers towards achievement, performance and outcomes (Yost & Plunket, 2009). Leadership does not solely depend on formal authority, but the ability to inspire the followers towards the mission of the organisation, in some cases, the leadership style depends on the underlying situations (Lee, 2003). In addition, effective leadership is dependent on skills, attitudes and behaviours that can be learned. Leadership deals with organisational change and guiding subordinates through it (Kroon, 1995). Leadership entails overcoming the barriers to success and communicating the future vision of the organisation (Kroon, 1995). Leadership is concerned with the needs of followers and guiding them in aligning their needs with those of the organisation. Rickets (2011) and Lee (2003) agreed that leadership is not reactive, but proactive since the leader derives his authority from the followers unless a manager who derives his authority from the virtue of position in the organisation (Rickets, 2011). Leadership does not dwell on evaluating the past performance of followers, but focuses on developing the abilities and capabilities of followers in order to attain the future objectives. In addition, leadership is not concerned with directing, but guiding the followers through inspiring their efforts towards the attainment of the organisational goals (Rao and Krishna, 2002). Organisations have the capability to make effective leaders through learning. Some of the qualities of an effective leader include creativity, collaboration, sense of humor and confidence. Effective leaders require a combination of competence and good character (Tomlinson, 2004). The leader must display a sense of humility in attracting, inspiring and motivating the followers. Ryan (2012) and Northouse (2010) outline that effective leaders will be committed to the goals and objectives of the organisation and encourage timely feedback from the followers. Effective leaders have a creative vision and gain absolute trust of followers through persuasion rather than forceful commands (Rothstein and Burke, 2010). There are numerous theories of leadership that debate on whether effective leaders are born or made (Jago, 2006 p 320). The Great Man theory assumes that leaders are born. The theory was proposed after study of Great male leaders such as Moses and Buddah. Another theory that supports the assumption that leaders are born is the Trait theory that concludes that leaders have certain inherent traits (Stodgill, 1974). This theory was formulated by Stogdill (1974), and outlines some essential traits as assertiveness, self-confidence, tolerance to stress and persistence. According to Behavioral theories, effective leaders are made and not born since they must have a certain learned behavior (Northouse, 2010). The theory assumes leadership can be learned and that people are not born leaders. According to the Situational theory of leadership, there is no preferred leadership trait or behaviour since effective leadership will depend on the surrounding situation. In addition, Path-Goal theory of leadership asserts that leaders are not born but lead followers through removing the obstacles to the paths leading to higher performance (Ryan, 2012). In my opinion, leaders can be made since there supposed to display some behaviours, skills and abilities that can be learned. Charismatic leaders can be developed since they inspire commitment and excitement among the followers. The organisation can develop charismatic leaders by enabling them attain self-confidence and trust of the followers. Sindell & Hoang (2001) and Forssell (2004) suggest that the organisation should provide such leaders with greater autonomy and responsibility in order to influence the commitment of the followers towards the strategic objectives of the organisation (Forssell, 2004). There are different roles of the managers and leaders in the organisation. The managers are tasked with planning, organizing and controlling the organisation. Mumford 1997) and Sindell & Hoang (2001) conclude that the manager will establish the organisational structure and delegate authority and work to subordinates. On the other hand, the leaders will inspire the followers and communicate the vision of the organisation. Managers deal with technical matters, while leaders deal with people in the organisation. Managers will plan, staff, direct and control activities in the organisation while leaders will build teamwork, persuade followers and establish working relationships in the organisation (Sindell & Hoang, 2001). Differences of management and leadership managers Leaders administers Develops new ideas and principles Accepts status quo Innovates Focus in control structures, policies and systems Empathic and focuses on people Perceives threats and minimizes weaknesses Challenges state of affairs and develops strengths Reviews past performance Develops people Summary Globalization and technology has expanded the market share, enhanced the international transfer of employees and increased the competition in market. Management is concerned with planning, organizing, controlling, staffing and leading in the organisation. Managers establish the organisational structure and delegated authority to subordinates while leaders inspire the followers towards attainment of the organisational goals. Strategic human resource management ensures that the organisation has the required human talent to meet the organisational goals. In addition, SHRD ensures high employee productivity and retention in the organisation. Managers establish policies, structures and systems in the organisation while leaders inspire the followers towards attaining a shared vision. Leaders can be developed through learning and training since they must exhibit certain characteristics like self-confidence and empathy towards followers. Managerial roles include informational roles, interpersonal roles and decisional roles. There are four stages of management development and challenges experienced during management development. The development of managers will improve their productivity and ensure high employee retention in the organisation. Some challenges include changes in external business environemnt and different perceptions of managers towards their job. Reference List: Avolio, B. 2011. Full range leadership development. New York. Thousand Oaks. Barner, R. 2011. Accelerating your development as a leader: a guide for leaders and their managers. San Francisco. Pfeiffer. Daft, R.L. 2011. The leadership experience. Florence. Cengage Learning. Daft, R.L. 2012. Management. Mason: Cengage Learning. DuBrin, A.J. 2009. Essentials of management. Mason: Thomson. Forssell, D.C. 2004. Management and leadership: insight for effective practice. Hayward: Living Control systems publishing. Griffin, R.W. 2012. Management. Mason: Cengage Learning. Hannum, K., Martineau, J.W & Reinelt, C. (2006). The handbook of leadership development evaluation. Hoboken. John Wiley. Hindle, T. 2008. Guide to management ideas and gurus. London: Profile. Jago, A. G. (2006). “Leadership: perspectives in theory and research”. Management Science, 28(3), 315–336. Koontz, H and Weihrich, H. 2010. Essentials of management: an international perspective. New Delhi: McGraw-Hill. Kreitner, R. 2009. Management. Boston: Houghton Mifflin. Kroon, J. 1995. General management. Pretoria: Kagiso Tertiary. Lawson, K. (2008). Leadership development basics. Alexandria. ASTD Press. Lee, G. (2003). Leadership coaching: from personal insight to organisational performance. Wimbledon. CIPD. Lees, S. 1992. “Ten faces of management development”. Management Education and Development, 23, 89-105. Mabey, C and Finch-Lees, T. 2008. Management and leadership development. London: Sage. Mintzberg, H. 1973. The Nature of Managerial Work, London, Harper & Row. Montana, P.J and Charnov, B.H. 2008. Management. New York: Barron’s Educational Series. Mullins, L. J. 2010. Management and Organisational Behaviour, 9th Ed. London, Financial Times, Prentice Hall. Mumford, A and Gold, J. 2004. Management development: strategies for Action. Wimbledon: CIPD. Mumford, A. 1997. Management development: Strategies for action, 3rd ed., London: Institute of Personnel and Development. Northouse, P. G. 2010. Leadership: theory and practice. New York. SAGE Publications. Perren, L. and Burgoyne, J. 2002. Management and leadership abilities: An analysis of texts, testimony and practice. London: Council for Excellence in Management and Leadership. Rao, V.P and Krishna, H.V. 2002. Management: text and cases. New Delhi: Excel Books. Rickards, T. 2012.Dilemmas of Leadership, 2nd Ed. London, Routledge. Rickets, C. (2011). Leadership: personal development and career success. New York. Delmar. Rothstein, M.G & Burke, R.J. (2010). Self-management and leadership development. Cheltenham. Edward Elgar. Rothstein, M.G and Burke, R.J. 2010. Self-management and leadership development. Cheltenham: Edward Elgar. Ryan, R. (2012). Leadership development. New York. Routledge. Sindell, M & Hoang, T. (2001). Leadership development: management development. Alexandria. ASTD Press. Stodgill, R. M. 1974. Handbook of Leadership: A Survey of Theory and Research, New York, Free Press. Talbot, C. 1997. "Paradoxes of management development - trends and tensions", Career Development International, Vol. 2, Issue 3, pp.119 – 146. Tomlinson, H. (2004). Educational leadership: personal growth for professional development. London. Thousand Oaks. Williams, C. 2011. Management. Mason: Cengage Learning. Yost, P.R & Plunket, M.M. 2009. Real time leadership development. Malden: Blackwell. Appendices Lee’s 10 faces of management Lee (1992), identified different reasons why organisations must support management development. The first four reasons are functional and include performance, agricultural, functional-defensive and socialization (Mumford and Gold, 2004). The other reasons of management development include ceremonial, psychic defense, compensation, organisational inheritance, environmental legitimacy and political reinforcement (Mumford and Gold, 2004). According to the Agricultural perspective, organisations will grow by encouraging the development of their own managers. Both Lees (1992, p 100) and Mumford and Gold (2004) emphasize that management development acts as a ‘fertilizer’ that will assist the manager in self-development and improvement in working efficiency (Mumford and Gold, 2004). Rothstein & Burke (2010) and Mumford and Gold (2004) stress out that the manager will have an increased opportunity of holding the position and achieving personal aspirations. In addition, the manager will be able to transfer the skills and behaviours to the subordinates in the entire organisation. In this case, the manager will have enhanced ability of meeting the future organisational performance needs and motivating the subordinates (Mumford and Gold, 2004). Secondly, managers act as symbols of the organisation. Ceremonial face of management development requires that managers should have the necessary skills to interact with external stakeholders while representing the interests of the organisation. Mumford and Gold (2004) agreed with Lee (2002) that management development should be done on a routine basis in order to enhance the knowledge, skills and abilities of the management. Four stages of management development There are four distinct stages of management development. The first stage is the unplanned experiential management development stage that is based on the notion that managers emerge from previous experience (Mumford, 1997). In this stage, managers are developed through work experience and exposure to the management tasks such as planning and controlling. This is a competitive development stage since only the best managers are promoted to the top positions (Mabey and Finch-Lees, 2008). The managers are not assisted by a senior manager in their development. Mabey and Finch-Lees (2008) and Mumford (1997) provide that the second stage of management development is the unplanned reactive management development stage whereby the need for development is precipitated by the declining performance of the organisation. The development programs are initiated in response to declining sales volumes and high number of customer complaints (Talbot, 1997, p 128). The organisation is concerned about the competitive edge of the competitors and how they can handle change in the organisation (Mabey and Finch-Lees, 2008). The third stage is the planned management development whereby the organisation has established policies, structures and procedures for management development (Mumford, 1997). The management development work is considered part of the performance appraisals that aims at identifying the development needs and goals of the organisation. The organisations have internal training courses and external training arrangement. Daft (2011) agrees with Mumford (1997) that such organisations should encourage coaching and mentoring of the junior managers and mainly utilize informal learning opportunities that are available within the organisation (Mumford, 1997). The fourth and last stage of management development is the planned strategic management development that aims at aligning the organisational strategy with management development. At this stage, the management development focuses on the business needs, the business plans and long-term goals of the organisation (Mumford and Gold, 2004). For instance, the managers must be capable of handling changes in external business environment such as mergers and acquisitions (Rothstein & Burke, 2010). Managerial roles Mintzberg clarified the roles of management in the organisation in to three categories. The first category contains the interpersonal roles that include figurehead, leader and liaison role. In the figurehead role, managers represent the organisation in ceremonies and legal responsibilities (Daft, 2011). They act as source of inspiration and authority. In the leader role, the manager will inspire the subordinates in the departments. Managers also play a liaison role by communicating with both internal and external stakeholders on behalf of the organisation (Perren and Burgoyne, 2002). The second category of managerial roles is the informational roles. Mintzberg (1973) and Daft (2011) assert that the manager will play the monitor role by seeking information both within and outside the organisation. The second informational role is the disseminator role whereby the manager is expected to communicate the useful information to subordinates (Daft, 2011). The third informational role is the spokesperson role whereby the manager is expected to represent the company while providing information regarding the organisation (Mintzberg, 1973). The third categories of managerial roles are decisional roles that include entrepreneurial role, disturbance handler, negotiator and resource allocator (Daft, 2011). As entrepreneur, the manager generates new business ideas while at the same time acting as a resource allocator by ensuring efficient utilization of organisational resource. Managers directly negotiate contract with suppliers and also handle disputes and conflicts in the organisation (Mintzberg, 1973). Organizational realities toward developing management and leadership There are several realities that are faced by the organisation while developing the management. Management development is a hectic process that is more constrained since it may hinder innovation in the organisation (Avolio, 2011). The changes in the business environment such as new technology, new legislation and social changes hinder the management development process. Barner (2011) and Daft (2011) indicate that management development may also lead to fragmented work patterns due to time consumed while training the managers. In addition, management development is not universal since it varies according to the job requirements and perceptions of the individual manager towards the job (Barner, 2011). Read More