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Management means directing and controlling a group of people or an organization to reach a

goal.

Continuous Process: Management is a never ending process. It will remain the part of

organization till the organization itself exists. Management is an unending process as past

decisions always carry their impact for the future course of action.

Universal in Nature: Management is universal in nature i.e. it exists everywhere in universe

wherever there is a human activity. The basic principles of management can be applied any

where whether they are business or non-business organization.

Multidisciplinary: Management is basically multidisciplinary. Though management has

developed as a separate discipline it draws knowledge and concepts of various other streams

like sociology, psychology, economics, statistics etc. Management links ideas and concepts of all

these disciplines and uses them for good-self of the organization.

Management is a group activity. Management is a vital part of group activity. As no individual

can satisfy all his needs himself, he unites with his co-workers and work together as an

organized group to achieve what he cannot achieve individually.

Management is goal oriented: Management is a goal oriented activity. It works to achieve some

predetermined objectives or goals which may be economic or social.

Dynamic: Management is dynamic in nature i.e. techniques to mange business changes itself

over a period of time.

System of authority: Authority is power to get the work done by others and compel them to

work systematically. Management cannot perform in absence of authority. Authority and

responsibility depends upon position of manager in organization.

Management is an art: Management is considered as art as both requires skills, knowledge,

experience and creativity for achievement of desired results.

Management is Science. Management is considered as science. Science tells about the causes

and effects of applications and is based on some specific principles and procedures.

Management also uses some principles and specific methods. These are formed by continuous

observations...!!

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Management can be described as a process encompassing several core functions of

management. The list of functions that constitutes total management prepared by different

authors and experts may differ to some extent from each other, but the basic the overall nature

of management implicit in these different lists remains the same. The most common

classification of management function includes the following four functions.

1.Planning

2.Organizing

3.Leading

4.Controlling

Planning covers the process of objectives and deciding on actions to be taken to achieve these

objectives. Organizing is the process of designing and developing structure of relationships

between members of the team or group assigned to carry out the planned tasks, and filling and

keeping filled the positions in the organization. Leading refers to motivating, directing and

guiding people in the organization It involves ensuring that the people in the organization are

willing and capable of performing the required tasks. Controlling involves ascertaining the

actual results and situation of the organization and taking corrective action when significant

deviations from expectations occur.

These management functions are common to all the managers irrespective of the business

activity managed by them – for example, procurement, manufacturing, marketing, finance,

human resources management, and so on, or their level in organizational. However, the total

time and effort devoted by individual managers to each of the management function as well as

the total effort spent on all the management function in proportion to other non-managerial,

technical and operational, tasks depends on many factors such as nature of business and

organizations structure.

A manager’s level within the organizational hierarchy has major influence on the proportion of

efforts spent on managerial and non-managerial activities, and the proportion of different

functions within managerial activities.

Depending on size and structure, an organization may have half a dozen or more levels in the

management hierarchy. However, for ease of understanding these are often grouped in three

levels.

1. Top-management: This refers to the top one or two hierarchical levels in the organization

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structure. Managers at these levels have responsibilities for the total organizational

performance covering multiple business activities.

2. Middle-management: These are the managers between the top- and first-level management.

They generally do not have the responsibility for more than one type of business activity, and

even within that may be responsible for only a segment of the total work in the organization.

3. First-level-management: They are at the lowest one or two levels of management hierarchy.

They are the people responsible for directly supervising the work of operational staff, and form

a link between them and the management.

As we move from top to the first-level managers, the total proportion of effort on management

work tends to decrease. Within management work, the effort spent on planning and controlling

functions tends to decrease, and on leading function tends to increase, as we move down the

organizational hierarchy. There is a drop in amount of organizing effort requirement also with

decreasing level of organization hierarchy, but much less pronounced drop in comparison to

that for planning and leading.

Nature of Management Process:

Management is a process which brings the scarce human and material resources together and

motivates people for the achievement of objectives of the organization. Management is not a

onetime act but an on-going series of interrelated activities. The sum total of these activities is

known as management process. It consists of a set of interrelated operations or functions

necessary to achieve desired organizational goals. A process is a systematic way of doing things.

It is concerned with conversion of inputs into outputs. An analysis of management process will

enable us to know the functions which managers perform.

Features of Management Process:

Management process is characterized by the following features:

1. Social Process:

The entire management process is regarded as a social process as the success of all

organizational efforts depends upon the willing co-operation of people. Managers guide, direct,

influence and control the actions of others to achieve stated goals. Even people outside the

organization are influenced by the actions of managers.

2. Continuous Process:

The process of management is on-going and continuous. Managers continuously take up one or

the other function. Management cycle is repeated over and over again, each managerial

function is viewed as a sub-process of total management process.

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3. Universal:

Management functions are universal in the sense that a manager has to perform them

irrespective of the size and nature of the organization. Each manager performs the same

functions regardless of his rank or position in the organization. Even in a non-business

organization managerial functions are the same.

4. Iterative:

Managerial functions are contained within each other the performance of the next function

does not start only when the earlier function is finished. Various functions are taken together.

For example, planning, organizing, directing and controlling may occur within staffing function.

Similarly, organizing may require planning, directing and controlling. So all functions can be

thought of as sub-functions of each other.

5. Composite:

All managerial functions are composite and integrated. There cannot be any sequence which

can be strictly followed for performing various functions. The sequential concept may be true in

a newly started business where functions may follow a particular sequence but the same will

not apply to a going concern. Any function may be taken up first or many functions may be

taken up at the same time.

Classification of Management Functions:

Different authors have given different managerial functions. Henry Fayol was the first to define

specific functions of management. In his words, “To manage is to forecast and plan, to organize,

to command, to co-ordinate and to control.”

He has given the following functions:

(i) Forecasting and planning

(ii) Organizing

(iii) Commanding

(iv) Co-ordination

(v) Control

Luther Gulick used the word POSDCORB to describe various functions.

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This initial describes the following functions: Planning (P). Organizing (O), Staffing (S), Directing

(D), Controlling (CO), Reporting (R) and Budgeting (B).

Ralph Davis gave three functions of management: Planning, Organizing and Control. He was of

the view that command and co-ordination facilitate control so these should be part of it.

Koontz and O’ Donnell have adopted the following functions:

(i) Planning

(ii) Organizing

(iii) Staffing

(iv) Directing and

(v) Controlling.

Earnest Dale has included innovation and representation to the earlier mentioned functions.

G.R. Terry classified managerial functions under four heads Planning, Organising, Actuating and

Controlling. It can be seen that there is no agreement about specific functions to be performed

by the management.

However, the following comprehensive classification can be given of various

managerial functions:

1. Planning

2. Organizing

3. Staffing

4. Directing

(a) Leadership (c) Motivation

5. Coordinating

Brief outlines of these functions are given below:

1. Planning:

Planning is a basic managerial function. Planning helps in determining the course of action to be

followed for achieving various organizational objectives. It is a decision in advance, what to do

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when to do, how to do and who will do a particular task. Planning is a process which involves

thinking before doing’. Planning is concerned with the mental state of a manager. He thinks

before undertaking a work. Other functions of management such as organizing, staffing,

directing, coordinating and controlling are also undertaken after planning.

Hart defines planning as “the determination in advance of a line of action by which certain

results are to be achieved.” According to Terry, “Planning is the selecting and relating of facts

and the making and using of assumptions regarding the future in the visualization and

formulations of proposed activities believed necessary to achieve desired results.”

Planning is a process of looking ahead. The primary object of planning is to achieve better

results. It involves the selection of organizational objectives and developing policies, procedure,

programmes, budgets and strategies. Planning is a continuous process that takes place at all

levels of management. A detailed planning is done in the beginning but the actual performance

is reviewed and suitable changes are made in plans when actual execution is done. Plans may

be of many kinds, such as short range plans, medium range plans, long range plans, standing

plans, single use plans, strategic plans, administrative plans and operational plans.

The process of Planning involves a number of steps:

(i) Gathering information;

(ii) Laying down objectives;

(iii) Developing planning premises;

(iv] Examining alternative courses of action;

(v) Evaluation of action patterns;

(vi) Reviewing limitations

(vii) Implementation of plans.

2. Organizing:

Every business enterprise needs the services of a number of persons to look after its different

aspects. The management way sets up the objectives or goals to be achieved by its personnel.

The energy of every individual is channelized to achieve the enterprise objectives.

The function of organizing is to arrange, guide, co-ordinate, direct and control the activities of

other factors of production, viz., men, material, money and machines so as to accomplish the

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objectives of the enterprise. In the words of Koontz and O ‘Donnel, “Organizing is that part of

managing that involves establishing and intentional structure of roles for people in an

enterprise to fill.” Organization provides the necessary framework within which people

associate for the attainment of business objectives.

Louis A. Allen describes organization as, “the process of identifying and grouping work to be

performed, defining and delegating responsibility and authority and establishing relationships

for the purpose of enabling people to work most effectively together in accomplishing

objectives.”

The process of organization involves the following steps:

To identifying the work to be performed;

To classify or group the work;

To assign these groups of activities or work to individuals;

To delegate authority and fix responsibility; and

To co-ordinate these authority-responsibility relationships of various activities.

The character and type of organization depends upon the size and nature of the

enterprise.

Though there are many types of organizations but generally three types of organizations are

in vogue:

Line organization

Functional organization; and

Line and staff organization

In line organization authority flows vertically from the top of the hierarchy to the bottom.

Under functional organization, the work is divided into different departments. Each department

deals in one type of work and it specializes in one work only. A workman has to work under

many superiors who specialize in different functions.

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Line and staff organization provides for specialists with line executives. It is a combination of

line and functional form of organization. A sound organization contributes greatly to the

continuity and success of the enterprise. However, an organization is not an end in itself. The

organization structure should be flexible.

3. Staffing:

The function involves manning the positions created by Concerned with human organization

process. It is concerned with human resources of resource planning an organization. In the

words of Koontz and O ‘Donnel, “staffing is filling, and keeping filled, positions in the

organization structure through defining work-force requirements, appraising, selecting,

compensating and training.”

Thus, staffing consists of the following:

Manpower planning, i.e., assessing manpower requirements in terms of quantity and

quality.

Recruitment, selection and training;

Placement of man power;

Development, promotion, transfer and appraisal;

Determination of employee remuneration.

Every manager in an organization has to perform the staffing function in one form or the other,

in order to get things done through others. But it is decidedly a difficult managerial function as

it concerns human beings whose behaviour and actions cannot be predicted, and that is why it

has become a distinct and specialized branch of management.

4. Directing:

Directing is concerned with carrying out the desired through people plans. It initiates organized

and planned action and ensures effective performance by subordinates towards the

accomplishment of group activities. Direction is called management in action. In the words of

George R. Terry, “Direction is moving to action and supplying simulative power to the group.”

After planning, organizing and staffing, the manager has to guide and supervise his

subordinates. According to Massie, “Directing concerns the total manner in which a manager

influences the actions of subordinates. It is the final action of a manager in getting others to act

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after all preparations have been completed.” Directing is a continuous function and is

performed at all levels of management.

The main activities involved in direction are as follows:

Leadership

Communication

Motivation; and

Supervision.

(a) Leadership:

A manager has to issue orders and instructions and guide and counsel his subordinates in their

work with a view to improve their performance and achieve enterprise objectives. Leadership is

‘the process by which an executive or manager imaginatively directs/guides and influences the

work of others in choosing and attaining specified goals by mediating between the individual

and organization in such a manner that both will get maximum satisfaction’.

Leadership is the ability to build up confidence and zeal among people and to create an urge in

them, to be led. To be a successful leader, a manager must possess the qualities of foresight,

drive, initiative, self-confidence and personal integrity. Different situations may demand

different types of leadership, viz., autocratic leadership, democratic leadership and free rein

leadership.

(b) Communication:

Communication constitutes a very important function of management. It is said to be the

number one problem of management, today. It is an established fact that managers spend 75

to 90 per cent of their working time in communicating with others. Communication is the

means by which the behaviour of the subordinate is modified and change is effected in their

actions.

The word ‘communication’ has been derived from the Latin word ‘communis’ which means

‘common’. Thus, communication means sharing of ideas in common. The essence of

communication is getting the receiver and the sender tuned together for a particular message.

It refers to the exchange of ideas, feelings, emotions and knowledge and information between

two or more persons. Nothing happens in management till communication takes place.

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Communication is a two-way process as it involves both information and understanding. It may

be written, oral, and gestural. Communication is said to be formal when it follows the formal

channels provided in the organization structure. It is informal communication, when it does not

follow the formal channels. Communication flows downward from a superior to subordinates

and upward from subordinates to a superior. It also flows between two or more persons

operating at the same level of authority.

Communication is essential at all levels of management for decision- making and planning. It

increases managerial capacity and facilitates control. It has been rightly said that good

managers are good communicators and poor managers are poor communicators.

(c) Motivation:

The term motivation is derived from the word ‘motive’ which means a need, or an emotion that

prompts an individual into action. Motivation is the psychological process of creating urge

among the subordinates to do certain things or behave in the desired manner. It is a very

important function of management. The importance of motivation can be realized from the fact

that performance of a worker depends upon his ability and the motivation.

There are many strategies adopted by managers for increasing the motivation of subordinates.

According to Michel Jucius, “Motivation means the act of stimulating someone or oneself to get

a desired course of action to push the right button to get a desired reaction, a compliment,

dollar raise, a smile, a promise of a rise, a new typewriter, a preferred location or a new desk.”

Thus, a manager has to provide some personal incentive to the subordinates to motivate,

persuade and inspire them for contributing their best towards the achievement of enterprise

objectives.

The incentives to be proved may be financial, such as increase in wages, or non-financial, like

better working conditions, job security, recognition, etc. A sound motivational system must be

productive, competitive, comprehensive and flexible, and it must consider the psychological,

social, safety, ego and economic needs of the workers.

(d) Supervision:

Supervision is another important element of directing function of management. After issuing

instructions, the manager or the supervisor has to see that the given instructions are carried

out. This is the aim of supervision. Supervision refers to the job of overseeing subordinates at

work to ensure maximum utilization of resources, to get the required and directed work done

and to correct the subordinates whenever they go wrong. Though supervision is performed at

all levels of management, the major responsibility for supervision lies with the first line of

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management. Sound organizational set up, effective delegation, human approach, effective

communication and management by exception make supervision effective.

5. Co-ordination:

Co-ordination is one of the most important functions of management. It is essential to

channelize the activities of various individuals in the organization for the achievement of

common goals. Every department or section is given a target to be achieved and they should

concentrate only on their work and should not bother about the work of other organs.

It is left to the management to see that the work of different segments is going according to

pre-determined targets and corrective measures have to be taken if there is any deviation. Co-

ordination creates a team spirit and helps in achieving goals through collective efforts. It is the

orderly arrangement of group effort to provide unity of action in the pursuit of common

objectives. Dalton McFarland defines co-ordination as the “process whereby an executive

develops an orderly pattern of group effort among his subordinates and secures unity of action

in the pursuit of common purposes.”

Co-ordination can be classified under two categories:

Vertical and horizontal co-ordination, and

Internal and external co-ordination.

Whereas vertical co-ordination is the co-ordination between different levels of management,

the term horizontal co-ordination is used when co-ordination has to be achieved between

departments of the same level of authority. Co-ordination is internal when it is between

different sections of the same concern and external when it is required with persons outside

the organization.

Co-ordination is regarded as the very essence of management as in order to co-ordinate the

activities of his subordinates, a manager has to perform all the other functions of management,

viz., planning, organizing, staffing, directing and controlling. It must also be noted by the

readers that co-ordination and co-operation do not mean the same thing.

6. Co-ordination and Co-operation:

Co-ordination is much wider term than co-operation. Co-operation indicates the willingness of

individuals to help each other. It is an attitude of a group of people and is largely the result of

voluntary action. Co-ordination, on the other hand, is a conscious managerial effort which is the

result of a deliberate action. Co-operation is essential for the achievement of co-ordination but

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it is not a substitute for co-ordination. However, both co-operation and co-ordination are

essential in management.

7. Controlling:

Controlling can be defined as “determining what is being accomplished, that is evaluating the

performance, if necessary, applying corrective measures so that the performance takes place

according to plans.” Control is essential for achieving objectives of an enterprise. The planning

of various activities does not ensure automatic implementation of policies. Control is the

process which enables management to get its policies implemented and take corrective actions

if performance is not according to the pre-determined standards.

If planning is the beginning of the management process, controlling may be said to be the final

stage. If planning is looking ahead, controlling is looking back. Control is not possible without

planning and planning is meaningless without control. Control is a line function and executives

at various levels of management continuously assess the performance of their subordinates.

The main purpose of control is to see that the activity is achieving the desired results. A control

system, to be effective, must conform to the nature of activity, report deviations promptly,

reflect organization structure, assure corrective action and be economical.

The process of controlling involves the following steps:

Establishing standards of performance

Measuring actual performance

Comparing the actual performance with the standard

Finding variances or deviations, if any; and

Taking corrective action or measures.

Managerial Skills

Being a manager is a tough job, but being a great one is even tougher. Just consider the array of

knowledge and skills it takes to deal with a variety of people, tasks and business needs. Authors

James Manktelow and Julian Birkinshaw say that, ideally, managers should know between 90

and 120 individual skills. Manktelow, founder and CEO of MindTools.com, and Birkinshaw,

deputy dean for programs at London Business School, surveyed 15,242 managers worldwide to

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identify the most critical competencies, which are highlighted in their book Mind Tools for

Managers: 100 Ways to Be a Better Boss (Wiley, 2018).

Here are the highest-ranked skills, according to their survey:

Building good working relationships with people at all levels.

Recommended by 79.9% of managers surveyed.

The most important management skill, the survey found, is the ability to build good

relationships with people at all levels. For example, an approach to relationship building

described in the book focuses on creating "high-quality connections" through respectful

engagement.

Prioritizing tasks effectively for yourself and your team.

Recommended by 79.5% of managers surveyed.

"All of us have a huge number of things that we want to do or have to do," Birkinshaw

says. "The demands can often seem overwhelming, to us and the members of our team.

This is why prioritization is the second most important management skill." A particularly

useful approach to this the book recommends is called the Action Priority Matrix.

Considering many factors in decision-making.

Recommended by 77.8% of managers surveyed.

We've all seen how bad decisions can be when they're rushed or when financial

concerns are the only criteria used. This is why it pays to use a formal, structured

process to think a problem through thoroughly, including analyzing risk and exploring

ethical considerations. The ORAPAPA framework—which stands

for Opportunities, Risks, Alternatives and Improvements, Past

Experience, Analysis, People, and Alignment and Ethics—is a good example.

Knowing the key principles of good communication.

Recommended by 77.7% of managers surveyed.

"Management is about getting things done by working with people," Manktelow says.

You can do this only if you communicate effectively. This is where the 7 C's of

Communication—clear, concise, concrete, correct, coherent, complete, courteous—can

help you get your message through more clearly.

5. Understanding the needs of different stakeholders and communicating with them

appropriately.

Recommended by 75.8% of managers surveyed.

As you spearhead bigger projects, it becomes increasingly important to manage the

many different groups of people who can support or undermine the work you do. This is

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where it's important to develop good stakeholder analysis and stakeholder

management skills.

Bringing people together to solve problems.

Recommended by 75.0% of managers surveyed.

"It's often tempting to try to solve problems on your own," Birkinshaw says. "But there

are very many reasons why it pays to bring together a team of experienced people."

Gathering people for brainstorming sessions is a good start, but it also pays to

understand structured problem-solving processes, know how to facilitate meetings well

and be skilled in managing group dynamics.

Developing new ideas to solve customers' problems.

Recommended by 74.4% of managers surveyed.

A vast number of products and services now sell based on customer ratings and reviews.

To get top reviews, you need to provide something that meets the needs of customers

exceptionally well. Approaches like design thinking and ethnographic research can help

you develop highly satisfying products, and customer experience mapping can help you

deliver a satisfying customer journey.

Cultivating relationships with customers.

Recommended by 73.6% of managers surveyed.

"The way you do this depends on whether you serve consumer or business markets,"

Manktelow says. "When you're dealing with consumers, you'll get great insights into

customer groups by segmenting your market and by developing customer personas

representing these different segments."

Building trust within your team.

Recommended by 73.3% of managers surveyed.

When people don't trust one another in a team, they waste a huge amount of time

politicking. By contrast, people in trusting teams work efficiently and well, and they can

deliver wonderful results. To build trust, you need to lead by example, communicate

honestly and openly, get to know individuals as people, avoid blame, and discourage

behaviors that breach trust.

Using emotional intelligence.

Recommended by 72.1% of managers surveyed.

"All managers need emotional intelligence to be effective," Birkinshaw says. "This

means having the self-awareness, self-control, motivation, empathy and social skills

needed to behave in a mature, wise, empathetic way with the people around you.

Emotionally intelligent managers are a joy to work with, which is why they attract and

retain the best people."

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"Even if you already feel like you have some of these skills, know that there is always more to

learn, and the results will show in your improved leadership," Manktelow says. "Practice them

until they become effortless, and, in time, not only will you perform better, you'll get better

results from your team and stand out as a talented leader within your organization."

Role Of Managers

Effective managers are captains of their ship and are responsible for the entire team. This

includes staffing, managing, and owning the outcome. Ensure each team member is suitable for

their role. Effectively manage, swap, or remove unsuitable team members.

1. Figurehead Role of Manager

Managers perform the duties of a ceremonial and symbolic in nature such as welcoming official

visitors, signing legal documents etc as head of the organization or strategic business unit or

department.Duties of interpersonal roles include routine, involving little serious communication

and less important decisions. However, they are important for the smooth functioning of an

organization or department.

2. Leadership Role of Manager

All managers have a leadership role. The manager, as in charge of the organization /

department, coordinates the work of others and leads his subordinates .This role includes

hiring, training, motivating and disciplining employees. Formal authority and functional

authority provides greater potential power to exercise and get the things done.

3. Liaison Role of Manager

As the leader of the organization or unit, the manager has to perform the functions of

motivation, communication, encouraging team spirit and the like. Further, he has to coordinate

the activities of all his subordinates, which involves the activity of liaison. This role also requires

the manager to interact with other managers outside the organization to secure favours and

information. In this role, the manager represents his organization in all matters of formality.

4. Monitor Role of Manager

As a result of the network of contacts, the manager gets the information by scanning his

environment, subordinates, peers and superiors. The manager seeks and receives information

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concerning internal and external events so as to gain understanding of the organization and its

environment. Typically this is done through reading magazines and talking with others to learn

the changes in the public’s tastes, what competitors may be planning, and the like.

Managers, mostly collect information in verbal form often as gossip, hearsay, speculation and

through grapevine channels.

5. Disseminator Role of Manager

Manager disseminates the information, he collects from different sources and through various

means. He passes some of the privileged information directly to his subordinates, peers and

superiors who otherwise have no access to it. This information is gathered by him from his

environments and from his own equals in the organization. The manager will play an important

role in disseminating the information to his subordinates, when they don’t have contact with

one another.

6. Spokesman Role of Manager

Managers also perform a spokesperson role when they represent the organization to outsiders.

Manager is required to speak on behalf of the organization and transmit information on

organization’s plan, policies and actions.The manager has to keep his superior informed of

every development in his unit, who in turn inform the insiders and outsiders. Directors and

shareholders must be informed about the financial performance, customers must be informed

about the new product developments, quality maintenance, government officials about

implementation of law etc.

7. Entrepreneurial Role of Manager

As an entrepreneur, the manager is a creator and innovator. He initiates and oversee new

products that will improve their organization’s performance.He seeks to improve his

department, adapt to the changing environmental factors. The manager would like to have new

ideas, initiates new projects and initiates the developmental projects.

8. Disturbance Handler Role of Manager

As a disturbance handler, managers take corrective action to response to previously unforeseen

problems. Disturbance handler role presents the manager as the involuntarily responding to

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pressures. Pressures of the situation are severe and highly demand the attention of the

manager and as such the manager cannot ignore the situation.For example, worker strike,

declining sales, bankruptcy of a major customer etc. The manager should have enough time in

handling disturbance carefully, skillfully and effectively.

9. Resource Allocator Role of Manager

The most important resource that a manager allocates to his subordinates is his time. As a

resource allocator, managers are responsible for allocating human, physical and monetary

resources. Accordingly, setting up of a time schedule for the completion of an operation or

approval of expenditure on a particular project, etc., are the functions which the managers

perform in the role of a resource allocator. The manager should have an open-door policy and

allow the subordinates to express their opinions and share their experiences. This process helps

both the manager and his subordinates in making effective decisions. In addition, the manager

should empower his subordinates by delegating his authority and power.

10. Negotiator Role of Manager

In this role, the manager represents the organization in bargaining and negotiations with

outsiders and insiders, in order to gain advantages for his own unit. He negotiates with the

subordinates for improved commitment and loyalty, with the peers for cooperation,

coordination and integration, with workers and their unions regarding conditions of

employment, commitment, productivity, with the government about providing facilities for

business expansion etc. These negotiations are integral part of the manager’s job for only he

has authority to commit organizational resources and has nerve centre of information.

Conclusion

Though the different roles of a manager are discussed separately for convenience, they are in

fact inseparable. The manager has to perform these roles simultaneously by integrating one

with the another. Thus, the major role of the manager is integrating all the roles while playing

managerial role or performing his tasks. In fact, the manager cannot play any role isolating the

other roles. As a strategist, the manager has to integrate all the roles in decision-making and

performing his tasks.

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The Roles

Management expert and professor Henry Mintzberg recognized this, and he argued that there

are ten primary roles or behaviors that can be used to categorize a manager's different

functions.

Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management:

Inside our Strange World of Organizations," in 1990.

The ten roles are:

1. Figurehead.

2. Leader.

3. Liaison.

4. Monitor.

5. Disseminator.

6. Spokesperson.

7. Entrepreneur.

8. Disturbance Handler.

9. Resource Allocator.

10. Negotiator.

The 10 roles are then divided up into three categories, as follows:

Category Roles

Interpersonal

Figurehead

Leader

Liaison

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19

Category Roles

Informational

Monitor

Disseminator

Spokesperson

Decisional

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Let's look at each of the ten managerial roles in greater detail.

Interpersonal Category

The managerial roles in this category involve providing information and ideas.

Figurehead – As a manager, you have social, ceremonial and legal responsibilities.

You're expected to be a source of inspiration. People look up to you as a person with

authority, and as a figurehead.

Leader – This is where you provide leadership for your team, your department or

perhaps your entire organization; and it's where you manage the performance and

responsibilities of everyone in the group.

Liaison – Managers must communicate with internal and external contacts. You need to

be able to network effectively on behalf of your organization.

Informational Category

The managerial roles in this category involve processing information.

Monitor – In this role, you regularly seek out information related to your organization

and industry, looking for relevant changes in the environment. You also monitor your

team, in terms of both their productivity, and their well-being.

Disseminator – This is where you communicate potentially useful information to your

colleagues and your team.

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20

Spokesperson – Managers represent and speak for their organization. In this role, you're

responsible for transmitting information about your organization and its goals to the

people outside it.

Decisional Category

The managerial roles in this category involve using information.

Entrepreneur – As a manager, you create and control change within the organization.

This means solving problems, generating new ideas, and implementing them.

Disturbance Handler – When an organization or team hits an unexpected roadblock, it's

the manager who must take charge. You also need to help mediate disputes within it.

Resource Allocator – You'll also need to determine where organizational resources are

best applied. This involves allocating funding, as well as assigning staff and other

organizational resources.

Negotiator – You may be needed to take part in, and direct, important negotiations within

your team, department, or organization.

Scientific Management Theory (Frederick Winslow Taylor)

In simple words, scientific management implies the art of knowing exactly what is to be done

and how it is to be done. Under this approach, scientific techniques are applied in the

recruitment, selection and training of workers and are also used in tackling various industrial

problems.

Scientific management is a theory of management that analyzes and synthesizes workflows.

Its main objective is improving economic efficiency, especially labor productivity. It was one of

the earliest attempts to apply science to the engineering of processes to management. The

main aim of scientific management is to develop all men to their greatest efficiency and

prosperity.

The specific objectives are to enhance production and productivity, decrease cost of production

and maximise prosperity both for employer and employees having common interests (not

opposite to each other).

Limitations of scientific management: – a. It is based upon one best way and is applicable for

simple organizations than that for today's dynamic and complex organization. b. It focuses on

individual performance than group efforts and divides the workers into efficient and inefficient

categories.

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21

Problems faced by SM

Exploitation - Workers feel they are exploited as they are not given due share in increasing

profits which is due to their increased productivity. Wages do not rise in proportion as rise in

production. Wage payment creates uncertainty & insecurity (beyond a standard output, there is

no increase in wage rate).

Scientific management has at its heart four core principles that also apply to organizations

today. They include the following:

Look at each job or task scientifically to determine the “one best way” to perform the job.

This is a change from the previous “rule of thumb” method where workers devised their

own ways to do the job.

Hire the right workers for each job, and train them to work at maximum efficiency.

Monitor worker performance, and provide instruction and training when needed.

Divide the work between management and labor so that management can plan and train,

and workers can execute the task efficiently.

Scientific management provides the following advantages:

Reduction in the Cost of Production:

It increases production with the help of mechanisation and latest technology used in

producing the goods. On account of large scale production, per unit cost of production is

considerably reduced.

Better Quality Products:

By resorting to the measures of standardisation and effective supervision, better quality

products are ensured.

Benefits of Division of Labour:

The principle of specialisation adopted under scientific management ensures the

benefits derived from the division of labour. The work is simplified and is carried out in

most economical and efficient manner.

Avoidance of Disputes between Labour and Management:

Scientific management is instrumental in developing healthy cooperation between the

management and the labour thereby encouraging cordial and harmonious relations

between the two. This leads to reduction in industrial disputes and provides of industrial

peace. The concept of ‘Mental Revolution’ has been evolved by F.W. Taylor for

PRINCIPLES AND PRACTICE OF MANAGEMENT

22

developing close understanding, mutual trust and confidence between the labour and

management.

Increased Wages:

Scientific management aims at higher productivity and the workers get increased wages.

Taylor suggested a differential incentive plan for increased wages to efficient workers.

The higher wages are helpful in increasing the standard of living of the workers.

Gains to Owners/Investors:

Increased productivity and large scale production leads to more turnovers and

enhanced profits for the investor. The higher profits can be ploughed back for self-

financing in order to provide sound financial base to the concern.

Proper Methods of Selection and Training of Workers:

One of the main principles of scientific management is that it undertakes scientific

selection, placement and training of industrial workers. In this manner, right type of

man is selected for the right type of job.

Provision of Better Working Conditions:

Scientific management provides a proper atmosphere of work to the workers. Proper

working hours followed by rest pauses, adequate lighting, ventilation, ensuring proper

safety, provision of many other amenities etc., are ensured to workers.

Instructions to Workers:

Under scientific management work is carried out systematically in accordance with

predetermined plans. Detailed instructions and guidance is provided to workers in order

to carry out the work in accordance with the plans prepared in advance.

Lesser Production Time:

Scientific management leads to the accomplishment of the work in lesser time.

Production operations are pre-established and this results in lesser production delays.

Better Utilisation of Resources:

Scientific management techniques ensure optimum utilisation of available resources

viz., materials, machines, equipment, money and workers etc. It removes the wastage

and inefficiency of every kind.

Gains to Consumers:

Scientific management extends triple benefit to the consumer’s viz.;

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23

o Consumers get better quality products,

o Paying lesser prices and

o Attaining higher living standards.

Beneficial to the Nation:

Scientific management provides many advantages to a nation in the form industrial

peace and harmony, increased production and lesser cost of production, higher

standard of living for every section of society, higher national income, rapid industrial

development etc. It can be said that scientific management plays an important role in

building a strong nation.

Administrative Management Theory (Henri Fayol )

The father of administrative management is considered to be Henri Fayol (1841-1925), a

Frenchman who worked for a coal-mining company.

Administrative management theory attempts to find a rational way to design an organization

as a whole. The theory generally calls for a formalized administrative structure, a clear division

of labor, and delegation of power and authority to administrators relevant to their areas of

responsibilities.

The management of administration has become an important function for every successful

organisation and plays an essential role in ensuring that businesses run

smoothly. Administrative Management is the process of managing information through people.

Administrative Theory (14 Principles of Management):

Henri Fayol created Administrative Theory or 14 principles of management on the

management. His Administrative Theory or 14 principles of management following are:

1. Division of Work: This principle the same as Adam Smith’s ‘Division of labour’.

2. Authority: Manager must be able to give the order. Authority gives this right.

3. Discipline: Employees must obey and respect the rules and regulations which

governs the organization.

4. Unity of Command: Every employee should receive order or direction from only one

upward or superior.

5. Unity of Direction: Each group of the organization should be direction by one

manager using one plan.

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24

6. Subordination of Individual Interests to the General Interest: The management

must see that the aims of the businesses are always supreme.

7. Remuneration of Personnel: The labours must be paid a reasonable salary for their

work.

8. Centralization: The process of transforming assigning decision making authority to a

higher level of an organizational hierarchy, it is centralisation that should follow this.

9. Scalar Chain: Line of authority from top management to the lower ranks represents

the hierarchy or scalar chain. This chain should follow.

10. Order: people and materials should be in the right place at the right time.

11. Equity: In running a business, a combination of kindness and justice need.

12. Stability of Tenure of Personnel: Staffs work is well if job safety and career

improvement are guarantees to the team.

13. Initiative: Allowing all personnel to show their initiative in some way is a source of

stretch for the organization.

14. Esprit de Corps: Promoting team spirit will build unity and harmony within the

organization.

At the most fundamental level, management is a discipline that consists of a set of five general

functions: planning, organizing, staffing, leading and controlling. These five functions are part of

a body of practices and theories on how to be a successful manager.

Criticism of Administrative Theory (14 Principles of Management):

The administrative theory is strategic management-oriented. It is not suite for another

worker.

The administrative theory gives essential only to the formal organization structure, not for

informal organization structure.

Henri Fayol some concepts borrowed from Military Science. Such as commanding.

The administrative theory has a mechanical approach. It does not sound ideal with some

of the crucial aspects of management.

Such as motivation, communication and leading.

STRENGTH

1. It is the most comprehensive administrative management theory Henri Fayol's theory is

extremely comprehensive as a way to deal with management techniques. It is also the most

used because it has been proven to work. It’s being comprehensive as it covers just about

anything one might need to do in a management position to ensure success.

WEAKNESSES

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25

1. It is still based on human application

The weaknesses to the theory are that it is still based on humans. As humans we are naturally

going to make mistakes. The theory works on the basis of having harmony among people in

which unity forms to create a strong management team. However, when mistakes are made it

can undermine the entire strength of the team. Furthermore, if a person is found to be false

and will not admit it, more problems can ensue. This is the same weaknesses of any system that

relies on humans to be in control given various factors like personality and that mistakes can be

made. 2. Reliance on experience.

The management theory of Elton Mayo can help you build more productive

teams.

Elton Mayo was born in Australia in 1880. Mayo worked from 1926-1949 as professor of

Industrial Research at Harvard University. He is best known for his work based on the Hawthorn

Studies, as well as his book, The Human Problems of an Industrialized Civilization.

Elton Mayo's contribution to management theory helped pave the way for modern human

relations management methods.

Based on his well-known Hawthorne experiments, Mayo's management theories grew from his

observations of employee productivity levels under varying environmental conditions. His

experiments drew a number of conclusions about the real source of employee motivation,

laying the groundwork for later approaches to team building and group dynamics. Mayo

management theory states that employees are motivated far more by relational factors such as

attention and camaraderie than by monetary rewards or environmental factors such as lighting,

humidity, etc.

Elton Mayo developed a matrix which he used to illustrate the likelihood that a given team

would be successful. His matrix demonstrates the role that varying combinations of group

norms and group cohesiveness play in team effectiveness.

The following are the four combinations of Mayo theory and the effect of each on team

dynamics:

1. Groups with low norms and low cohesiveness are ineffective; they have no impact, since

none of the members are motivated to excel, according to Mayo's theory.

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26

2. Groups with low norms and high cohesiveness have a negative impact, since fellow members

encourage negative behavior (e.g., gangs).

3. Groups with high norms and low cohesiveness have some degree of positive impact through

individual member accomplishments.

4. Groups with high norms and high cohesiveness have the greatest positive impact, Mayo's

theory predicts, since group members encourage one another to excel.

The Hathorn Studies

Hawthorn was a Western Electric plant based in Cicero, Illinois. At its peak, the factory

employed close to 40,000 people. The Hawthorn Studies were a large group of productivity

studies conducted between 1927 and 1933 that collected large data sets.

The very first study that was done concerned workplace lighting. The study sought to

understand if changing lighting conditions resulted in increased or decreased productivity.

To run the experiment two groups were created. A control group and a group with improved

lighting conditions. What happened when lighting was improved for one group? Well,

productivity improved for that group. But, here’s the strange thing. Productivity also improved

in the control group! When they reduced lighting for one group productivity also increased! Not

only that, but each change (increase or decrease) also lead to increased employee satisfaction.

Many other experiments were run as part of the Hawthorn Studies. Their results also

contradicted what was expected from Scientific Management.

So, what’s going on?

This is where Mayo comes in. He was the person who was able to make sense of these results

which ran contrary to what everyone expected.He recognized that the worker isn’t a machine

and that how they are treated and their environment is important. He recognized that work is a

group activity and employees have a need for comradery and recognition. They have a need for

a sense of belonging.

In a nutshell, productivity has a psychological element to it.

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27

Mayo’s Theory of Motivation

Based on analyzing the data of the Hawthorn Studies, Mayo proposed that employees aren’t

that motivated by pay and environmental factors. Instead, positive relational factors play a

bigger role in productivity. The importance of group working cannot be overstressed. It is the

group that determines productivity, not pay and not processes.

For example, if someone is working too fast they will be ostracized from the group. Likewise, if

someone is working too slow the same thing will happen.

Mayo created this matrix to show how productivity changed in different situations.

There are four positions in the matrix:

1. Groups with low cohesiveness and low norms

These groups are simply ineffective in terms of productivity. A team like this wouldn’t last very

long. This is because nobody would be motivated to be productive in any way.

2. Groups with high cohesiveness and low norms

These types of teams have a negative impact on productivity. Here the team gets on great, but

negative behaviors are encouraged rather than positive ones. Gangs are often cited as

examples of this type of group.

3. Groups with high norms but low cohesiveness

This type of team can have a limited positive impact on productivity. This is because each team

member will be working towards their own success rather than that of the team. If one team

member does something great, then good for them, but it doesn’t really improve the

productivity of the rest of the team.

4. Groups with high norms and high cohesiveness

These are the teams that can make the greatest positive impact on productivity. In this type of

team, each team member supports each other to succeed. People are personally committed to

their success and also to the team’s success. A strong support network forms within this type of

team.

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28

The main criticism of the model is that it is seen as manipulative. This is because it encourages

companies to pretend they are interested in the well-being of their employees. The reality

might be that they are only interested in increasing productivity. The Hawthorn Effect states

that your productivity changes when someone is watching you. It increases.

Mayo not only identified the Hawthorn Effect, he was also the first to identify the importance

of the psychological element of workplace motivation. He recognized that if you treat an

employee well, they might be more productive for the organization.

Contingency Management Theory(Fred Edward Fiedler)

The contingency theory of leadership was proposed by the Austrian psychologist Fred Edward

Fiedler in his landmark 1964 article, "A Contingency Model of Leadership Effectiveness." The

contingency theory emphasizes the importance of both the leader's personality and the

situation in which that leader operates.

Fiedler believed there was a direct correlation to the traits of a leader and the effectiveness of a

leader. According to Fiedler, certain leadership traits helped in a certain crisis and so the

leadership would need to change given the new set of circumstances. Fiedler's Contingency

Theory proposes the following concepts:

1. Fiedler's Contingency Theory says there is no one best way to manage an organization.

2. Fiedler's Contingency Theory of leadership says that a leader must be able to identify which

management style will help. Achieve the organization's goals in a particular situation

3. The main component of Fiedler's Contingency Theory is the least preferred co-worker (LPC)

scale which measures a manager's leadership orientation.

The 3 variables to consider are: how well the employees accept the leader; the extent that the

employees jobs are described in detail; and the authority your leader possesses through his/her

position in your organization. Contingency theories state that leaders will be able to exert more

influence if they are able to have good relationships with the employees. In addition,

contingency theory management maintains that in organizations where the tasks are spelled

out in detail, the leader has more influence over the employees than in those organizations that

do not have structured tasks.

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29

Fiedler's Contingency Theory says that there are many internal and external factors that can

influence the optimum organizational structure. These factors include the size of the

organization, technology that is in use, leadership style, and how the organization can adapt to

changes in strategy.

Fiedler devised a least preferred co-worker (LPC) scale that can be used to measure whether

your managers are task-oriented or relationship- oriented. The test is given to each manager

and they simply rate a co-worker that they enjoyed working with the least, either in the past or

in their current position. The manager rates that co-worker and chooses between 18 to 25 sets

of adjectives on an 8 point scale between each set of values.

Spending some time each day getting to know your subordinates helps strengthen your

position in a Contingency Theory of Leadership model because you will be able to exert

more influence on the employees.

Contingency approach suffers from inadequately of literature. Therefore, it has not adequately

spelled out various types of actions which can be taken under different situations. It is not

sufficient to say that 'a managerial action depends on the situation.

The technique of management depends on complexity of the situation. 2. It is the 'if and 'then

'approach to management, 'If' represents the independent variable and 'then' represents the

dependent management variable or the technique to be adopted in that situation.

These limitations are of following nature:

1. Inadequate Literature:

Contingency approach suffers from inadequately of literature. Therefore, it has not adequately

spelled out various types of actions which can be taken under different situations. It is not

sufficient to say that ‘a managerial action depends on the situation.’

The approach should provide ‘if this is the situation, this action can be taken.’ Unless, this is

done, the approach cannot offer much assistance to the practice of management. No doubt,

researches have been conducted in this direction but, by and large, they have not satisfied the

needs of managers.

2. Complex:

The suggestion of the approach is very simple, that is, managers should do according to the

needs of the situation. However, when put into practice, this becomes very complex.

Determination of situation in which managerial action is to be taken involves analysis of a large

number of variables with multifarious dimensions. Therefore, there is a possibility that

PRINCIPLES AND PRACTICE OF MANAGEMENT

30

managers, who are always short of time, may ignore the thorough analysis of all these variables

and may resort to short-cut and easier way.

3. Difficult Empirical Testing:

Contingency approach being complex, presents problems in testing the percepts of the theory.

For empirical testing of the theory, it is necessary that some methodology is available. No

doubt, methodology is available but because of the involvement of too many factors, testing

becomes difficult.

4. Reactive not Proactive:

Contingency approach is basically reactive in nature. If nearly suggests what managers can do in

a given situation. For a given organisation, super system constitutes environment and

management can be applied to supra-system also. Therefore, managers are responsible to

manage the environment in such a way that they avoid the undesirable aspects of environment.

Although there are many strengths of contingency theory, there are also so weakness and

criticisms. The first weakness is that contingency theory doesn't fully explain why some people

are more effective leaders in some situations but not in others. Critics often use this to

challenge the theory

Advantages

Contingency approach is dynamic in nature. So, it changes according to the situations. it

allows managers to change the policies according to the situation.

Contingency approach helps the manager to enhance their leadership and decision-

making skills.

Contingency approach provides options to the employees, that helps them to grow and

share their ideas to the business.

It helps to design the organizational structure and plan the information decision

systems.

Disadvantages

Contingency approach has a complex approach. The suggestion of the approach is very

simple but when it comes to practical it becomes more complex.

Contingency approach is basically reactive in nature. Sometimes the handling the

situations become hard for the manager.

Contingency approach suffers from inadequately of literature. It is not sufficient to say

that ‘a managerial action depends on the situation.

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31

Systems Theory

The view of organizations as open social systems that must interact with their environments in

order to survive is known as the systems theory approach. Organizations depend on their

environments for several essential resources: customers who purchase the product or service,

suppliers who provide materials, employees who provide labor or management, shareholders

who invest, and governments that regulate. According to Cutlip, Center, and Broom, public

relations’ essential role is to help organizations adjust and adapt to changes in an organization’s

environment.Cutlip, Center, and Broom (2006).

The open-systems approach was first applied by Katz and Kahn, who adapted General Systems

Theory to organizational behavior.Katz and Kahn (1966); Bertalanffy (1951), pp. 303–361. This

approach identifies organizational behavior by mapping the repeated cycles of input,

throughput, output, and feedback between an organization and its external environment.

Systems receive input from the environment either as information or in the form of resources.

The systems then process the input internally, which is called throughput, and release outputs

into the environment in an attempt to restore equilibrium to the environment. The system then

seeks feedback to determine if the output was effective in restoring equilibrium. As can be

seen, the systems approach focuses on the means used to maintain organizational survival and

emphasize long-term goals rather than the short-term goals of the goal-attainment approach.

Leadership

Leadership styles are on a continuum, ranging from autocratic at one end, to laissez-faire at the

other, with a variety of styles in between. Leadership style is the manner and approach of

providing direction, implementing plans, and motivating people. As seen by the

employees, it includes the total pattern of explicit and implicit actions performed by

their leader

The seven primary leadership styles are:

1. Autocratic Style

The phrase most illustrative of an autocratic leadership style is "Do as I say." Generally, an

autocratic leader believes that he or she is the smartest person at the table and knows more

than others. They make all the decisions with little input from team members.

This command-and-control approach is typical of leadership styles of the past, but it doesn't

hold much water with today's talent.

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32

That's not to say that the style may not be appropriate in certain situations. For example, you

can dip into an autocratic leadership style when crucial decisions need to be made on the spot,

and you have the most knowledge about the situation, or when you're dealing

with inexperienced and new team members and there's no time to wait for team members to

gain familiarity with their role.

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2. Authoritative Style

The phrase most indicative of this style of leadership (also known as "visionary") is "Follow me."

The authoritative leadership style is the mark of confident leaders who map the way and set

expectations, while engaging and energizing followers along the way.

In a climate of uncertainty, these leaders lift the fog for people. They help them see where the

company is going and what's going to happen when they get there.

Unlike autocratic leaders, authoritative leaders take the time to explain their thinking: They

don't just issue orders. Most of all, they allow people choice and latitude on how to achieve

common goals.

3. Pacesetting Style

"Do as I do!" is the phrase most indicative of leaders who utilize the pacesetting style. This style

describes a very driven leader who sets the pace as in racing. Pacesetters set the bar high and

push their team members to run hard and fast to the finish line.

While the pacesetter style of leadership is effective in getting things done and driving for

results, it's a style that can hurt team members. For one thing, even the most driven employees

may become stressed working under this style of leadership in the long run.

An agile leadership style may be the ultimate leadership style required for leading today's

talent.

Should you avoid the pacesetting style altogether? Not so fast. If you're an energetic

entrepreneur working with a like-minded team on developing and announcing a new product

or service, this style may serve you well. However, this is not a style that can be kept up for the

long term. A pacesetting leader needs to let the air out of the tires once in a while to avoid

causing team burnout.

PRINCIPLES AND PRACTICE OF MANAGEMENT

33

4. Democratic Style

Democratic leaders are more likely to ask "What do you think?" They share information with

employees about anything that affects their work responsibilities. They also seek employees'

opinions before approving a final decision.

There are numerous benefits to this participative leadership style. It can engender trust and

promote team spirit and cooperation from employees. It allows for creativity and helps

employees grow and develop. A democratic leadership style gets people to do what you want

to be done but in a way that they want to do it.

5. Coaching Style

When you having a coaching leadership style, you tend to have a "Consider this" approach. A

leader who coaches views people as a reservoir of talent to be developed. The leader who uses

a coach approach seeks to unlock people's potential.

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Leaders who use a coaching style open their hearts and doors for people. They believe that

everyone has power within themselves. A coaching leader gives people a little direction to help

them tap into their ability to achieve all that they're capable of.

6. Affiliative Style

A phrase often used to describe this type of leadership is "People come first." Of all the

leadership styles, the affiliative leadership approach is one where the leader gets up close and

personal with people. A leader practicing this style pays attention to and supports

the emotional needs of team members. The leader strives to open up a pipeline that connects

him or her to the team.

Ultimately, this style is all about encouraging harmony and forming collaborative relationships

within teams. It's particularly useful, for example, in smoothing conflicts among team members

or reassuring people during times of stress.

7. Laissez-Faire Style

The laissez-faire leadership style is at the opposite end of the autocratic style. Of all the

leadership styles, this one involves the least amount of oversight. You could say that the

PRINCIPLES AND PRACTICE OF MANAGEMENT

34

autocratic style leader stands as firm as a rock on issues, while the laissez-faire leader lets

people swim with the current.

On the surface, a laissez-faire leader may appear to trust people to know what to do, but taken

to the extreme, an uninvolved leader may end up appearing aloof. While it's beneficial to give

people opportunities to spread their wings, with a total lack of direction, people may

unwittingly drift in the wrong direction—away from the critical goals of the organization.

This style can work if you're leading highly skilled, experienced employees who are self-starters

and motivated. To be most effective with this style, monitor team performance and provide

regular feedback.

Choosing Leadership Styles

Knowing which of the leadership styles works best for you is part of being a good leader.

Developing a signature style with the ability to stretch into other styles as the situation

warrants may help enhance your leadership effectiveness.

1. Know yourself.

Start by raising your awareness of your dominant leadership style. You can do this by asking

trusted colleagues to describe the strengths of your leadership style. You can also take a

leadership style assessment.

2. Understand the different styles.

Get familiar with the repertoire of leadership styles that can work best for a given situation.

What new skills do you need to develop?

3. Practice makes a leader.

Be genuine with any approach you use.Moving from a dominant leadership style to a different

one may be challenging at first. Practice the new behaviors until they become natural. In other

words, don't use a different leadership style as a "point-and-click" approach. People can smell a

fake leadership style a mile away—authenticity rules.

4. Develop your leadership agility.

Traditional leadership styles are still relevant in today's workplace, but they may need to be

combined with new approaches in line with how leadership is defined for the 21st century.

Today's business environments are fraught with challenges due to the changing demographics

and the employee expectations of a diverse workforce. This may call for a new breed of leader

who is an amalgam of most of the leadership styles

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35

Leadership Qualities That Make Good Leaders

1. Honesty and Integrity

The 34th President of United States, Dwight.D.Eisenhower once said, “The supreme quality of

leadership is unquestionably integrity. Without it, no real success is possible, no matter

whether it is on a section gang, a football field, in an army, or in an office.” Honesty and

integrity are two important ingredients which make a good leader. How can you expect your

followers to be honest when you lack these qualities yourself? Leaders succeed when they stick

to their values and core beliefs and without ethics, this will not be possible.

2. Confidence

To be an effective leader, you should be confident enough to ensure that other follow your

commands. If you are unsure about your own decisions and qualities, then your subordinates

will never follow you. As a leader, you have to be oozing with confidence, show some swagger

and assertiveness to gain the respect of your subordinates. This does not mean that you should

be overconfident, but you should at least reflect the degree of confidence required to ensure

that your followers trust you as a leader.

3. Inspire Others

Probably the most difficult job for a leader is to persuade others to follow. It can only be

possible if you inspire your followers by setting a good example. When the going gets tough,

they look up to you and see how you react to the situation. If you handle it well, they will follow

you. As a leader, should think positive and this positive approach should be visible through your

actions. Stay calm under pressure and keep the motivation level up. As John Quincy Adams puts

it, “If your actions inspire others to dream more, learn more, do more and become more, you

are a leader.” If you are successful in inspiring your subordinates, you can easily overcome any

current and future challenge easily.

4. Commitment and Passion

Your teams look up to you and if you want them to give them their all, you will have to be

passionate about it too. When your teammates see you getting your hands dirty, they will also

give their best shot. It will also help you to gain the respect of your subordinates and infuse

new energy in your team members, which helps them to perform better. If they feel that you

are not fully committed or lacks passion, then it would be an uphill task for the leader to

motivate your followers to achieve the goal.

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5. Good Communicator

Until you clearly communicate your vision to your team and tell them the strategy to achieve

the goal, it will be very difficult for you to get the results you want. Simply put, if you are unable

to communicate your message effectively to your team, you can never be a good leader. A good

communicator can be a good leader. Words have the power to motivate people and make them

do the unthinkable. If you use them effectively, you can also achieve better results.

6. Decision-Making Capabilities

Apart from having a futuristic vision, a leader should have the ability to take the right decision

at the right time. Decisions taken by leaders have a profound impact on masses. A leader

should think long and hard before taking a decision but once the decision is taken, stand by it.

Although, most leaders take decisions on their own, but it is highly recommended that

you consult key stakeholders before taking a decision. After all, they are the ones who will

benefit or suffer from your decisions.

7. Accountability

When it comes to accountability, you need to follow the approach highlighted by Arnold H

Glasow when he said, “A good leader takes little more than his share of the blame and little

less than his share of the credit.” Make sure that every one of your subordinates is accountable

for what they are doing. If they do well, give them a pat on the back but if they struggle, make

them realize their mistakes and work together to improve. Holding them accountable for their

actions will create a sense of responsibility among your subordinates and they will go about the

business more seriously.

8. Delegation and Empowerment

You cannot do everything, right. It is important for a leader to focus on key responsibilities

while leaving the rest to others. By that, I mean empowering your followers and delegating

tasks to them. If you continue to micromanage your subordinates, it will develop a lack of trust

and more importantly, you will not be able to focus on important matters, as you should be.

Delegate tasks to your subordinates and see how they perform. Provide them with all the

resources and support they need to achieve the objective and give them a chance to bear the

responsibility.

9. Creativity and Innovation

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What separates a leader from a follower? Steve Jobs, the greatest visionary of our time answers

this question this way, “Innovation distinguishes between a leader and a follower.” In order to

get ahead in today’s fast-paced world, a leader must be creative and innovative at the same

time. Creative thinking and constant innovation is what makes you and your team stand out

from the crowd. Think out of the box to come up with unique ideas and turn those ideas and

goals into reality.

10. Empathy

Last but certainly not the least, is empathy. Leaders should develop empathy with their

followers. Unfortunately, most leaders follow a dictatorial style and neglect empathy

altogether. Due to this, they fail to make a closer connection with their followers.

Understanding the problems of your followers and feeling their pain is the first step to become

an effective leader. Even that is not enough until you work hard and provide your followers

with the suitable solution to their problems.

11. Resilience

When the going gets tough, the tough gets going. You might have heard this adage many times,

but did you know that great leaders also follow this rule. They are resilient and have a positive

attitude. Irrespective of how difficult the circumstances might be, you will find them rallying

their followers. While most people are busy in complaining about the problems, great leaders

always focus on solutions, not the problems.

12. Emotional Intelligence

Good leaders always have higher influence but how do they increase their influence on the

point where people accept what they say. They do this by connecting with people emotionally.

That is where emotional intelligence comes into play.

Here are some of the reasons why a leader should be emotionally intelligent.

Manage emotions effectively

Better social awareness

Seamless communications

Conflict Resolution

With emotional intelligence, leaders can control their emotions, which prevents negative

emotions from influencing their decision-making skills. As a result, they are less likely to make

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hasty decisions. Moreover, emotionally intelligent leaders are great at understanding the

emotions and care about the feelings of others. That is not all, leaders who have this leadership

quality not only handles conflict in a better way but also play an important role in conflict

resolution.

13. Humility

“Pride makes us artificial and humility makes us real.”—Thomas Merton

How would you feel when you are promoted to leadership status? You will feel proud. A good

leader is always selfless and always think about his or her followers. That is why the leadership

styles most great leaders adopt put lots of emphasis on problem-solving and team dynamics

instead of focusing on self-promotion.

14. Transparency

One of the best ways to win the trust of your followers is by being transparent. Instead of

hiding information, you should openly share it with them. By giving visibility to your followers,

they will buy into your vision and support you with conviction in achieving the goal. More

importantly, it gives your followers clarity, autonomy and make them feel more empowered

while keeping them engaged.

15. Vision and Purpose

“Good business leaders create a vision, articulate the vision, passionately own the vision, and

relentlessly drive it to completion.”—Jack Welch

Good leaders always have a vision and purpose. They not only visualize the future themselves

but also share their vision with their followers. When their followers were able to see the big

picture, they can see where they are heading. A great leader goes above and beyond and

explain why they are moving in the direction they are moving and shares the strategy and

action plan to achieve that goal.

Conclusion

To join the elite club of good leaders, you must have all these qualities but if you lack some of

these qualities, then you might struggle to make the mark in the world of leadership. You will

have to set a good example for others to follow. That is where your commitment, passion,

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empathy, honesty and integrity come into play. Good communication skills and decision-making

capabilities also play a vital role in success and failure of a leader. Lastly, innovation and

creative thinking, as well as the futuristic vision, are a couple of leadership qualities that make

up good leaders.