chapter 11 leading and managing people qiang jiang school of business sichuan university, china...

Chapter 11 leading and managing people

Qiang JiangSchool of Business

Sichuan University, [email protected]

Topic list

1 The purpose and process of management2 Writers on management3 Management and supervision4 What is leadership?5 Leadership skills and styles

1 The purpose and process of management

• Management may be defined ,most simply ,as getting things done through other people.

• The need for management– Objectives of organisations– Monitor progress and results– Corporate values– Organisation’s owners and stakeholders


• Organisational authority is the scope and amount of discretion given to a person to decisions , by virtue of the position he /she holds in the organisation.– The part which each member of the organisation

is expected to perform– The relationship between the members


• Responsibility is the liability of a person to discharge duties.– Managers are accountable to their superiors for

their actions and are obliged to report to their superiors.


• Delegation authority occurs in an organisation where a superior gives to a subordinate the discretion to make decisions within a certain sphere of influence

• Benefits of delegation– Training: experience of problems and responsibility– Motivation: important factor in job satisfaction and

motivation– Assessment: measure of need for training and

experience and promotion– decisions


• Authority is the right to do something • Power is distinct from authority ,whereas

authority is the right to do something, power is the ability to do it.

• Three ways acquiring legitimate power or authority (Weber)– Charismatic authority– Traditional authority– Rational-legal authority


• Types of power– Physical power– Resource power– Coercive power– Reward power– Position power or legitimate power– Expert power– Referent power– Negative power


• Power centers– Senior management: have coercive and reward

powers ,take decisions relating to personnel– Middle managers :reward power , expert power

and negative power– Interest groups: trade unions and occupational

and professional groups– Departmental power: exercised by individual

department vary


• Manager's role in organising work– Work planning– Assessing where resources allocated– Project management

2 Writers on management

• Classical writers– Henri Fayol: five functions of management– F W Taylor: scientific management– Elton Mayo : human relations

• Modern writers– Peter Drucker :the management process– Mintzberg: the manager` s role


• Henri Fayol ‘five functions of management– Planning: future– Organising: roles/tasks/jobs– Commanding: ordering– Co-ordinating: talking– Controlling: checking


• F W Taylor: scientific management• Principles of scientific management – The development of a true science of work– Scientific selection and progressive development

of workers– Application of techniques to plan , measure and

control work for maximum– Constant and intimate co-operation between

management and workers


• Key elements of scientific management techniques– Work study techniques used to analyse tasks and

establish the most efficient methods to use.– Planning and doing were separated– Jobs were micro-designed– Workers were paid incentives on basis of new

methods and output norms


• Elton Mayo : human relations• Hawthorne studies• Neo-human relation (later writer): – theories of motivation and job satisfaction– Enable practising managers to satisfy and

motivate employees and to obtain the benefits of improved productivity


• Peter Drucker :the management process– Manager has one basic function –economic

performance– Management tasks• Managing business: purposes is to create a customer

and innovation• Managing managers• Managing workers and work: organised knowledge and

systematic self-assessment


• Management processes– Setting objectives for the organisation– Organising the work– Motivating employees and communication

information – The job of measurement

• Establish objectives of performance• Analyse actual performance• Communicate the findings and explain their significance

– Developing people


• Mintzberg: the manager's role – Interpersonal– Informational– Decisional

3 Management and supervision

• Supervision is the interface between the operational core and management.

• Key features of supervision – Supervisor is a front-line manager– Not spend all time on managerial aspects , much

time spent on doing technical /operational work– A gatekeeper or filter for communication– Monitors and controls work by day-to day,

frequent and detailed information

4 What is leadership?

• Leadership can be defined as:– The activity of influencing people to strive willingly

for group objectives.– Interpersonal influence exercised in a situation

and directed, through the communication process, toward the attainment of a specialised goal or goals.


• Management is about coping with complexity ,its functions are to do with logic , structure, analysis and control , and are aimed at producing order, consistency and predictability. Be exercised over resources, activities, projects and other essential non-personal things.

• Leadership is about coping with change, its activities include creating a sense of direction, communicating strategy, and energising, inspiring and motivation others to translate the vision into action. Be exercised over people.


• Key leadership skills– Entrepreneurship– Interpersonal skills– Decision-making and problem-solving skills– Time-management and personal organisation– Self-development skills


• Theories of leadership – Trait theories– Style theories– Contingency theories

5 Leadership skills and styles

• Trait or qualities theories– Judgement Drive Fairness Energy Initiative– Human relations skill ambition Emotional

stability– Integrity Decisiveness Dedication Co-operation– Foresight Dependability objectivity


• Style theories of leadership– Leadership styles are cluster of leadership

behaviour that are used in different ways in different situations.

– Key style models :• The Ashiridge Model• Blake and Mouton's Grid


• The Ashridge Model – Tells (order)– Sells (order +explain why)– Consults (ask workers + make decision)– Joins (joint decision)


• Blake and Mouton` s Grid– Two basic dimensions of leadership: concern for

production and concern for people– Two concerns not correlate positively or

negatively – Modelled the permutations as a grid – used as a means of analysing individuals

managerial styles and areas of weakness


• Evaluating the managerial grid– Benefits

• Offers a number of useful insights for the identification of management training and development needs

• Shows a lack of balance between the dimensions

– Limitations• 9.9 is the desirable model ,• oversimplification• Not just two dimensions influence the manager` s style of

leadership• Any managerial theory is useful in so far as it is useable in practice

by managers


• Limitations of style approaches– Manager` s personality may not be flexible

enough to utilise different styles – Demands of the task , technology, organisation

culture and other managers constrain the leader in the range of styles effectively

– Consistency is important to subordinates.


• Contingency approaches to leadership– Leaders need to adapt their style to the needs of

the team and situation– Fiedler`'s psychologically close and psychologically

distant styles– John Adair's action-centred leadership model


• F E Fiedler:Two types of leader– Psychologically distant managers – Psychologically close managers

• Effectiveness of a work group made up of three key variables– Relationship between the leader and the group– The extent to which the task is defined and

structured– The power of the leader in relation to the group


• Situation favourable to leader – Leader is liked and trusted by the group– The tasks of the group are clearly defined– The position power of the leader is high


• John Adair `s action-centred leadership model– Leadership process made up of : task needs,

individual needs of group members , needs of group– Action-centred leadership model

• Defining the task• Planning• Briefing• Controlling• Evaluating• Motivating• Organising• Setting an example


• Bennis: the distinction between management and leadership– Differences between the role of the manager and the

leader• Manager administers and maintains• Leader innovates

– Common competencies by leaders• Management of attention• Management of meaning• Management of trust• Management of self


• Heifetz: dispersed leadership– Individuals at all organisational levels can exert a

leadership influence– Leader only be identified by examining

relationships with the followers in the group


• Appraisal of contingency theory• Factors affecting the choice of leadership style

(Schein)– Key variables as task structure, power and

relationships difficult to measure– Contingency theories not always take into account

the need for the leader have technical competence relevant to task

chapter 11 leading and managing people qiang jiang school of business sichuan university, china...

Documents

project management slide

management process mintzberg

management henri fayol

stakeholders slide

promotion decisions

s role slide

organising work work

reward powers