1. PENDEKATAN KEPEMIMPINAN DAN PENGURUSAN: BINCANGKAN PERBEZAANYA APP A – LEADERSHIP IS MOVING WHERE YOUR ORGANIZATION IS HEADING

2. FUNCTIONS OF MANAGEMENT (SEQUENCE)
PLAN
ORGANIZE
STAFF
DIRECT
CONTROL
CONTINUOUS FUNCTIONS
ANALYSE PROBLEM
MAKING DECISIONS
COMMUNICATING

3. MANAGEMENT RELATED TO THREE IDEAS
Ideas – Conceptual thinking – Planning
Things – Administration
People – Leadership
Management – Achieve objective through other
Administration – Managing the details of executive affair
Leadership – Influencing people to accomplish desired objective.

4. Planning – A predetermine a course of action.
Organizing – Determine the way in which the works is to be broken down into manageable units.
Staffing – Selecting qualified people to do the work.
Directing – Bringing about purposeful action toward desired objectives.
Controlling – Measurement of results against the plan.
– Rewarding people according to their performance

5. PLAN
Forecast – Where are we going?
Set objectives – Determine desire end results.
Dev. Strategies – How, when, who to achieve the goals.
Program – Establish priority, sequence, timing step.
Budget – Allocate resources.
Set procedures – Standardize method.
Dev. Policies – Makes standing decisions on important matters.

6. ORGANIZE
Establish organization structure (draw organization chart)
Delineate relationship (coordination)
Create position descriptions (responsibility and authority)
Establish position qualification

7. STAFF
Select – Qualified and competent only.
Orient – Familiarize new people with new situation.
Train – Make proficient by instruction and practice
Develop – Help improve knowledge, attitude and skills.

8. DIRECT
Delegate
Motivate
Coordinate
Manage differences
Manage change
CONTROL
Establish reporting system
Develop performance standard
Measure results
Take corrective action
Reward

9. COMPARISION BETWEEN MANAGEMENT AND
LEADERSHIP.
CATEGORY MANAGEMENT LEADERSHIP.
Thinking - Initiates Originates
Process - Focuses on Focuses on
things people
- Looks inward Looks outward
- Accepts reality Investigates reality
Direction - Operational Vision
setting plan
- Improve the Create the future
present
- Immediate New markets
financial
- Sees trees Sees forest
Employee - Tight control Empower
Relation - Subordinates Associates
- Instructs Learns
- Directs and Trust and develop
coordinates

10. Mode of - Efficiency Effectiveness
operating
(do things right)
- Asks “how” and Asks “what” and
“when” “why”
- Deals with Embraces
complexity complexity
- Manage change Creates change
Decisions - Polices, rules Values and and methods principles
procedures
- Relies on Relies on ideas and
process and people
system
- achieve what’s Strives to excel
expected
- serves top Serves clients and
manager customer

11. Leadership Aptitudes and Profiles differ
(read app B)
Leader as manager
Leader as supervisor
Leader as entrepreneur
Leader as technician

12. Leadership aptitudes and profiles differ
Four types of Leadership and the Characteristics

13. (Administrator, Director)
Manager
(Administrator, Director)
Leadership style
Leads by defining goals and organising systems and resources for achieving them.
Looks for
Ways to get the best “input mix” of manpower, methods, machines, materials, and money so as to produce the desired output as cost-effectively as possible.
Places high value on
Conformity, order, control, paper-work, system, accountability.
Driven by a desire for
Fail-safe systems and procedures, stability.
Creates conditions for
Lower risk, predictability.
Time frame
Present: Strong influenced by.
Past: “We’ve always done it this way” or “We’ve never done anything like that before”
Negative consequences
Bureaucracy, paralysis by analysis, unnecessary rules and regulations and paper work.
Slogan
“Getting things done smarter rather than harder”
(Doing things right)
Orientation
Inward/Outward.. A balance of the right “input mix” to achieve the desired “outputs” (the management cycle)
Proactive /
Reactive
Proactive and reactive

14. Supervisor
(Overseer, Coach)
Leadership style
Leads by caching, motivating and rewarding others to perform.
Looks for
Ways to maintain motivation and to eliminate problems that keep employees from getting the work out.
Places high value on
Loyalty, teamwork, self-discipline, commitment, co-operation.
Driven by a desire for
Motivated employees and teamwork.
Creates conditions for
Time frame
Present: “Here’s how we’re going to do it” or “How can we best meet our goals”
Negative consequences
Under pressure may revert to doing the work instead of getting work done through others.
Slogan
“Getting things done through others.” (Doing everything through teamwork)
Orientation
Outward, oriented toward producing products and services at predetermined levels of quantity and quality.
Proactive /
Reactive

15. Entrepreneur
(Visionary, Leader)
Leadership style
Leads by providing a vision of how things might be in the future.
Looks for
Opportunity that haven’t been seen or realised to their fullest.. Ways to make life easier or the world a better place.
Places high value on
Self-realisation, inspiration, striving, change.
Driven by a desire for
Ideas, change, innovation, excitement.
Creates conditions for
High-risk, flux, uncertainty.
Time frame
Present: “What if we were to..” or “I’ve got an idea as how we might..”
Future: Influenced by the imperfect.
Negative consequences
Threat to stability of organisation and job security of employees.
Slogan
“Getting things done right is not as important as getting the right things done.”
(Doing the right things)
Orientation
Outward, oriented toward customers and their future needs and present frustrations with things as they are.
Proactive /
Reactive
Proactive.

16. (Specialist, Professional)
Technician
(Specialist, Professional)
Leadership style
Leads by example and personal experience in chosen field of expertise.
Looks for
More time and fewer interruptions and crises so as to devote full energies to the work at hand.
Places high value on
Personal ability and individual excellence.
Driven by a desire for
Freedom to apply one’s talent without hassle from others.
Creates conditions for
Job satisfaction for self.. Control of one’s destiny.
Time frame
Present: “There’s work to be done.. Let’s stop talking and get it done.” “How can we ever get all this work done”
Negative consequences
Does it all personally – becomes bottleneck – organisation becomes too dependent – the “indespensible person”
Slogan
“Getting everything done.. If you want a job done right, do it yourself.”
(Doing everything personally)
Orientation
Inward, using best inputs of which one is capable.. Primarily personal energy and expertise.
Proactive /
Reactive
Active