1. Chapter 11 leading and managing people Qiang Jiang School of Business Sichuan University, China jiang.qiang@outlook.com

2. Topic list 1 The purpose and process of management 2 Writers on management 3 Management and supervision 4 What is leadership? 5 Leadership skills and styles

3. 1 The purpose and process of management Management may be defined,most simply,as getting things done through other people. The need for management – Objectives of organisations – Monitor progress and results – Corporate values – Organisation’s owners and stakeholders

4. 1 The purpose and process of management Organisational authority is the scope and amount of discretion given to a person to decisions, by virtue of the position he /she holds in the organisation. – The part which each member of the organisation is expected to perform – The relationship between the members

5. 1 The purpose and process of management Responsibility is the liability of a person to discharge duties. – Managers are accountable to their superiors for their actions and are obliged to report to their superiors.

6. 1 The purpose and process of management Delegation authority occurs in an organisation where a superior gives to a subordinate the discretion to make decisions within a certain sphere of influence Benefits of delegation – Training: experience of problems and responsibility – Motivation: important factor in job satisfaction and motivation – Assessment: measure of need for training and experience and promotion – decisions

7. 1 The purpose and process of management Authority is the right to do something Power is distinct from authority,whereas authority is the right to do something, power is the ability to do it. Three ways acquiring legitimate power or authority (Weber) – Charismatic authority – Traditional authority – Rational-legal authority

8. 1 The purpose and process of management Types of power – Physical power – Resource power – Coercive power – Reward power – Position power or legitimate power – Expert power – Referent power – Negative power

9. 1 The purpose and process of management Power centers – Senior management: have coercive and reward powers,take decisions relating to personnel – Middle managers :reward power, expert power and negative power – Interest groups: trade unions and occupational and professional groups – Departmental power: exercised by individual department vary

10. 1 The purpose and process of management Manager's role in organising work – Work planning – Assessing where resources allocated – Project management

11. 2 Writers on management Classical writers – Henri Fayol: five functions of management – F W Taylor: scientific management – Elton Mayo : human relations Modern writers – Peter Drucker :the management process – Mintzberg: the manager` s role

12. 2 Writers on management Henri Fayol ‘five functions of management – Planning: future – Organising: roles/tasks/jobs – Commanding: ordering – Co-ordinating: talking – Controlling: checking

13. 2 Writers on management F W Taylor: scientific management Principles of scientific management – The development of a true science of work – Scientific selection and progressive development of workers – Application of techniques to plan, measure and control work for maximum – Constant and intimate co-operation between management and workers

14. 2 Writers on management Key elements of scientific management techniques – Work study techniques used to analyse tasks and establish the most efficient methods to use. – Planning and doing were separated – Jobs were micro-designed – Workers were paid incentives on basis of new methods and output norms

15. 2 Writers on management Elton Mayo : human relations Hawthorne studies Neo-human relation (later writer): – theories of motivation and job satisfaction – Enable practising managers to satisfy and motivate employees and to obtain the benefits of improved productivity

16. 2 Writers on management Peter Drucker :the management process – Manager has one basic function –economic performance – Management tasks Managing business: purposes is to create a customer and innovation Managing managers Managing workers and work: organised knowledge and systematic self-assessment

17. 2 Writers on management Management processes – Setting objectives for the organisation – Organising the work – Motivating employees and communication information – The job of measurement Establish objectives of performance Analyse actual performance Communicate the findings and explain their significance – Developing people

18. 2 Writers on management Mintzberg: the manager's role – Interpersonal – Informational – Decisional

19. 3 Management and supervision Supervision is the interface between the operational core and management. Key features of supervision – Supervisor is a front-line manager – Not spend all time on managerial aspects, much time spent on doing technical /operational work – A gatekeeper or filter for communication – Monitors and controls work by day-to day, frequent and detailed information

20. 4 What is leadership? Leadership can be defined as: – The activity of influencing people to strive willingly for group objectives. – Interpersonal influence exercised in a situation and directed, through the communication process, toward the attainment of a specialised goal or goals.

21. 4 What is leadership? Management is about coping with complexity,its functions are to do with logic, structure, analysis and control, and are aimed at producing order, consistency and predictability. Be exercised over resources, activities, projects and other essential non-personal things. Leadership is about coping with change, its activities include creating a sense of direction, communicating strategy, and energising, inspiring and motivation others to translate the vision into action. Be exercised over people.

22. 4 What is leadership? Key leadership skills – Entrepreneurship – Interpersonal skills – Decision-making and problem-solving skills – Time-management and personal organisation – Self-development skills

23. 4 What is leadership? Theories of leadership – Trait theories – Style theories – Contingency theories

24. 5 Leadership skills and styles Trait or qualities theories – Judgement Drive Fairness Energy Initiative – Human relations skill ambition Emotional stability – Integrity Decisiveness Dedication Co-operation – Foresight Dependability objectivity

25. 5 Leadership skills and styles Style theories of leadership – Leadership styles are cluster of leadership behaviour that are used in different ways in different situations. – Key style models : The Ashiridge Model Blake and Mouton's Grid

26. 5 Leadership skills and styles The Ashridge Model – Tells (order) – Sells (order +explain why) – Consults (ask workers + make decision) – Joins (joint decision)

27. 5 Leadership skills and styles Blake and Mouton` s Grid – Two basic dimensions of leadership: concern for production and concern for people – Two concerns not correlate positively or negatively – Modelled the permutations as a grid – used as a means of analysing individuals managerial styles and areas of weakness

28. 5 Leadership skills and styles Evaluating the managerial grid – Benefits Offers a number of useful insights for the identification of management training and development needs Shows a lack of balance between the dimensions – Limitations 9.9 is the desirable model, oversimplification Not just two dimensions influence the manager` s style of leadership Any managerial theory is useful in so far as it is useable in practice by managers

29. 5 Leadership skills and styles Limitations of style approaches – Manager` s personality may not be flexible enough to utilise different styles – Demands of the task, technology, organisation culture and other managers constrain the leader in the range of styles effectively – Consistency is important to subordinates.

30. 5 Leadership skills and styles Contingency approaches to leadership – Leaders need to adapt their style to the needs of the team and situation – Fiedler`'s psychologically close and psychologically distant styles – John Adair's action-centred leadership model

31. 5 Leadership skills and styles F E Fiedler:Two types of leader – Psychologically distant managers – Psychologically close managers Effectiveness of a work group made up of three key variables – Relationship between the leader and the group – The extent to which the task is defined and structured – The power of the leader in relation to the group

32. 5 Leadership skills and styles Situation favourable to leader – Leader is liked and trusted by the group – The tasks of the group are clearly defined – The position power of the leader is high

33. 5 Leadership skills and styles John Adair `s action-centred leadership model – Leadership process made up of : task needs, individual needs of group members, needs of group – Action-centred leadership model Defining the task Planning Briefing Controlling Evaluating Motivating Organising Setting an example

34. 5 Leadership skills and styles Bennis: the distinction between management and leadership – Differences between the role of the manager and the leader Manager administers and maintains Leader innovates – Common competencies by leaders Management of attention Management of meaning Management of trust Management of self

35. 5 Leadership skills and styles Heifetz: dispersed leadership – Individuals at all organisational levels can exert a leadership influence – Leader only be identified by examining relationships with the followers in the group

36. 5 Leadership skills and styles Appraisal of contingency theory Factors affecting the choice of leadership style (Schein) – Key variables as task structure, power and relationships difficult to measure – Contingency theories not always take into account the need for the leader have technical competence relevant to task