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Management. Leadership
1. Do you consider management art or science?
Management is both an art and a science. It is considered as a science because it has an organized body of knowledge which contains certain universal truth. It is called an art because managing requires certain skills which are personal possessions of managers. Science provides the knowledge & art deals with the application of knowledge and skills.
F.W. Taylor - “Art of knowing what you want to do and then seeing that it is done the best and cheapest way”.
Henry Fayol – “To Manage is to forecast, to plan, to organize, to command, to co-ordinate and to control”.
Peter F. Drucker –”Management is work and as such it has its own skills, its own tools and its own techniques”.
“Management is the art of getting things done through and with people”.
2. What do you think makes a good manager?
I believe a good manager should be decisive to make quick decisions. Also, he should be logical, rational and analytical to develop strategies, precise tactics and allocating resources of people and money. Besides, he needs to be competent and know his job perfectly. Finally, he should be sociable, friendly and able to inspire and motivate people as a key to successful management is the relationship between the manager and his staff.
3. What are the main functions of a manager according to Peter Drucker?
Peter Drucker outlines five functions of a manager: planning that involves setting objectives and developing strategies; organizing when managers divide the work into manageable activities and then into individual jobs; integrating when manager practice the social skills of motivating and communicating; measuring when manager measure the performance of their staff; and developing when manager develop their subordinates and themselves
4. Why does Peter Drucker mention planning as the first function of a manager?
Planning means setting objectives and making decision how the organization can achieve them. It involves developing strategies, plans and precise tactics, and allocating resources of people and money.
5. What qualities are required for each function?
Planning – being logical, rational and analytical; being competent; having good ideas; being decisive
Organizing – being logical, rational and analytical; being competent
Communicating – being friendly and sociable; being able to communicate with people; being able to motivate, inspire and lead people
Measuring – being competent; honest; being able to judge on merit
Developing people – being able to motivate, inspire and lead people
6. How can people be motivated to perform better?
People can be motivated to perform better by pay, bonuses, perks and benefits (health insurance, paid vacation days), career prospects or personally challenging work.
Goals and deadlines often motivate people.
7. Whom do good managers develop? Why is it crucial to develop yourself?
Good man develop themselves and their subordinates because without developing themselves they can’t develop people. It’s crucial to develop yourself because the world changes every day and you need to keep up with the times. Also, personal development broadens your horizons and gives you opportunities to explore your full potential. Personal dev also gives people the sense of self fulfilment
8. Why should a manager give praise regularly?
Be cause employees need to feel recognized and valued which gives them higher motivation and job satisfaction
9. What is the difference between a manager and a leader?
a) The main difference between leaders and managers is that leaders have people follow them while managers have people who work for them.
b) Leadership is about getting people to understand and believe in your vision and to work with you to achieve your goals while managing is more about administering and making sure the day-to-day things are happening as they should.
10. Why is leadership needed at all levels of organization?
That all employees could be empowered to contribute to the prosperity of the company. A leadership at all levels approach creates a highly motivating environment when people are free to express their ideas and move the organization forward, which is essential in a competitive market environment
11. What qualities of a leader were needed in the past? What qualities of a leader are needed now? What factors have influenced change of priorities?
In the past the emphasis was on traditional management disciplines such as finance, accounting, marketing and strategy.
These days, the focus is much more on personal qualities, such as the willingness to take risks, courage, teambuilding, creativity, sensitivity to other cultures and an ability to work within ambiguity.
Factors bringing about this change include intensifying competition, globalizing markets and pressure by institutional investors to build companies that are more flexible, customer-focused and value-driven.
12. What leaders do modern businesses require? What should be done to instill these qualities?
Modern businesses seek leaders, who are open to consider the ideas and contributions of others, can lead change and have a capacity for innovative thinking. Also, modern leaders need to be quick and nimble movers, be able to make fast and accurate decisions and be capable to drive a fast-moving organization.
To instill these qualities it is necessary to take a leadership course where business cases, research studies, decision exercises and executive speakers are used to develop templates for effective leadership decisions and actions.
13. Leadership is traditionally considered to be an inborn quality. Is it possible to teach those skills? Are you a leader or follower by nature?
Some qualities displayed by leaders – tenacity, for example – are innate, while others can be learned. The best way the skills can be learned is through interaction with a wide variety of leadership styles as exemplified by particular people.
I believe I am follower by nature because I don’t possess some innate leadership qualities such as courage, persuasion and willingness to take risks. However, I am really tenacious and always attain objectives, so I think I can acquire skills needed to be a good leader.
14. What are the three modern management styles? Which of the three management styles would you prefer to use as a manager/ experience as an employee? Why?
There are three management styles – directing (managers using this style tell people what to do, how to do it and when to have it completed. They assign roles and responsibilities, set standards and define expectations), discussing (managers using this style take time to discuss relevant business issues. People prevent ideas, ask questions, listen, provide feedback and challenge certain assumptions. Managers often perform the role of facilitator, making sure the discussion stays on track and everyone has a chance to contribute) and delegating (managers using this style explain on what has to be accomplished and when it must be completed. The how-to-do-it part of the job is left up to the employee) styles. As a manager I would prefer to use delegating style because I will have a possibility to share the burden with my subordinates. I believe this style allows to get the best out of employees. As an employee I would like to experience discussing style because it is really important for me to have a chance to prevent ideas, know that my voice is heard and feel I can make a difference.
15. What types of leaders do you know? What management style is typical of a task-motivated leader/ a relationship-motivated leader?
Task-motivated leaders tell people what to do and how to do it. They run a tight ship, give clear orders and expect clear directives from their superiors. Their priority is getting the job done. Such leaders use directing style as they have tight control of employees’ movements and work schedule.
Relationship-motivated leaders are more people-oriented. They want to be admired and liked by their subordinates. Such leaders use discussing style as they encourage their subordinates to participate in decisions and make suggestions.
16. What does it mean “to delegate authority”? Does it have any benefits for the boss/ the employees? What management style is empowerment typical of?
Delegate authority means to empower employees, increase their responsibility and left up the how-to-do-it part of the job to them. It has benefits both for the employees and the boss. The employees feel they can make a difference and try out new ideas which motivate them to do their best for the prosperity of the company. The boss also has benefits, as he can concentrate on setting objectives while employees attain them. Empowerment is typical of delegating style.
17. Should a leader be good at team-building? What kind of people should be included in a team and why? What role would you prefer and why?
A leader needs to be good at team-building because a well-knit team, a sense of belonging and family within the company is a backbone of any organization.
The team should consist of three types of people: action-oriented (they implement tasks and attain objectives), people-oriented (they coordinate, monitor and measure the performance of employees) and thought-oriented (they set objectives and develop strategies).
I would prefer to be a thought-oriented person because I want to share my vision with others and try out new ideas.
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