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Section E: Leading & managing individuals & teams E1. Leadership, management & supervision E3. Team formation, development & management E4. Motivating individuals & groups Designed to give you knowledge and application of:

E1: Leadership, management & supervision  Leadership, management & supervision and their distinction.  The nature of management i.Scientific / classical theories of management - Fayol, Taylor ii.The human relations school – Mayo iii.The functions of a manager – Mintzberg, Drucker  Areas of managerial authority & responsibility.  Qualities, situational, functional & contingency approaches to leadership Learning Outcomes

Leadership, management & supervision & distinction between these terms Refer to Examples on pages 256 & 257 LeadershipManagementSupervision The way in which one individual leads & co- ordinates the activities of the group he is a member of. Collection of individuals in an organisation responsible for a specific function or department Occurs when one individual directly oversees the work & activities of other employees on a regular basis Setting & persuading people to follow a clear direction Sets tasks & assigns resources for employees to carry out these tasks Involves coaching & mentoring of individuals Low level of involvement & interaction with people Much higher level of involvement & interaction, compared to leadership Requires the highest level of involvement & interaction

Scientific and classical theories of management Scientific theory of management – Taylor Manager has to be responsible for every aspect of his subordinate’s job Managers should scientifically study all jobs and processes and develop a standardised method for performing them Workers should be on a “piece rate pay system”

Scientific and classical theories of management Classical theory of management – Fayol Focuses on the organisation as a whole instead of the individual Specifies how management should organise large groups of employees to increase efficiency and output Outlines 14 principles of the organisation SURE SU, DAD IS CEO Remember!

14 Principles of classical management theory SURE SU, DAD IS CEO Stability of tenure of personnel Authority and responsibility Subordination of individual interest to general interest Unity of command Remuneration of personnel Equity Unity of direction Division of work Discipline Initiative Scalar chain Centralisation Esprit de corps Order O E C S I D A D U S R E U S Refer to Henri Fayol's observation on page 259

The human relations school Managers must take into account employees’ personalities as individuals and as members of a group Organisation is a complex social system of which employees are an integral part Social dynamics and group interactions affect productivity and efficiency of employees  Individuals want more than just payment from an organisation  Individuals perform better when empowered  Individual behaviour is shaped and influenced by the work group or department they belong

The functions of a manager Resource Allocator Disturbance handler Decision roles Interpersonal roles Informational roles Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Negotiator

The functions of a manager SMART Every employee should be evaluated against a set of SMART objectives Time-related Realistic Specific Achievable Measurable Refer to Example on page 261

Areas of managerial authority and responsibility Planning – deciding what objectives need to be met and what activities will meet these objectives Leading – motivating and coordinating the work efforts of employees to ensure that tasks are efficiently completed Controlling – ensuring that employee’s work and output is on track to meet objectives of the organisation Organising - deciding which employees should perform which functions

Adair – contingency approach to leadership Task needs Individual needs Group needs Need to be held together as a group Need to achieve the common task Individual needs of the various members

Fiedler – contingency model of leadership Other factors affecting effectiveness of a leader are: Leader member relations - the personal relationship the leader shares with employees Task structure – ease with which subordinates’ tasks can be monitored Leader position power – power automatically held because of the position

Distinguishes between manager and leader- Bennis Attention: ability to create a vision Meaning: ability to communicate the vision Trust: ability to win trust of employees Self: ability to learn ManagerLeader Ensures that an organisation’s policies are implemented by focussing on systems and control Focuses on innovation, development of organisation & inspiring & motivating employees Short- term viewLong- term view

RECAP  Leadership, management & supervision and their distinction.  The nature of management i.Scientific / classical theories of management - Fayol, Taylor ii.The human relations school – Mayo iii.The functions of a manager – Mintzberg, Drucker  Areas of managerial authority & responsibility.  Qualities, situational, functional & contingency approaches to leadership

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