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Management and Leadership
Management and leadership differentiation between the two methods of employee direction utilized in today’s organizations. Management and leadership have the team-based work environment in common. Certainly, both styles associate with teamwork; however, the messages they send to teams are different from each other. Management influences teams through intimidation, rigorous systems and defined roles within the organization allow a few individuals to control the company’s operations. Management lacks either the knowledge or the desire to encourage employees’ personal growth as it puts emphasis on rehiring resources rather than providing adequate training to the employees.
Effective managers are not necessarily leaders but this position has an opportunity for leadership (Bateman, 2009).
The difference between management and leadership surprisingly requires less organizational structure and more on managerial methods. It would seem evident that many individuals with strong leadership skills will find themselves into positions of power. Management has a single delivery style of communication and control whereas leadership style has an open and honest communication style that can be prominent.
Leaders are outlined with charismatic and generally inspirational people who have passion and vision. These individuals lead using a transformational strategy where supporters are motivated not only with extrinsic rewards. A manager may in theory “lead” a particular department within the organization but often by transactional resources. Managers are placed in their role expected to produce results within a certain time period and often under budgetary restraints. “Transactional leaders view management as a series of transactions in which they used their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.
Unlike transformational leadership, transactional leadership is dispassionate; it does not excite, transform, empower, or inspire people to focus on the interest of the group or organization (Thomas S. Bateman, 2009).” The difference between leaders and managers can easily be observed within Starbuck’s Coffee Company, a world renowned coffee establishment. Several managers throughout Starbuck’s organizational structure but only a comparatively small number of mangers can be called true leaders. Leaders and Organizational Culture
Both organizational leaders and managers contribute to maintaining a strong organizational culture. Today’s organizations are developing as a reaction to their external environment; it seems as though changes are not merely technological but cultural as well. The role and responsibilities of the leader and manager are crucial but hold different views. Managers provide supervisory leadership and give employees direction for daily organizational complexities. A manager instructs employee’s throughout the day by utilizing his or her authority to reach the directive of the organization. The leader’s role and responsibilities are to supervise cultural changes in a way that the organizations they work for are more receptive and effective to their environmental challenges and opportunities. Organizational leaders should uphold their unique responsibilities by utilizing strategic leadership. “Strategic leadership gives purpose and meaning to organizations. Strategic leadership involves anticipating and envisioning a viable future for the organization, and working with others to initiate changes that create such a future (Bateman, 2009).” If the responsibility of a manager is to make sure goals are met, organizational leader are responsible to foresee and executing goals that will bring value to the organization. In business, the term culture is connected with organization. Organization culture is an important theory that the organization and its goals practice that the members of a company share (Bateman & Snell, 2009).
For example, if the employees of Starbucks dressed and interacted with the customers a certain way would help determine the culture of their organization. An organization can have a strong or weak culture depending on the employees understanding of the company’s mission. A strong culture can be determined by the employee’s knowledge of goals, practices and priorities (Bateman & Snell, 2009). Leaders may take different approaches when managing culture within their organization. For example, leaders must set examples, stay visible and recognize employees who promote new company values. The Chief Executive Officer of Starbucks Howard Schultz is knows the processes that organizational leaders must face. A leader in this position must focus on how to keep his company’s product reasonable in this unsteady and aggressive market. During unpredictable market changes a leader must challenge his employees and develop new way to compete, enter new markets and envision organizational changes that will benefit Starbuck.
Encourage communication and diversity in the workplace are two recommendation that leaders should keep in mind when making an effort to create and maintain a strong organizational culture. Organizations today are promoting diversity in the workforce. Executive leaders realize that corporate bias have slow down the growth of their businesses. Discrimination may increase between employees and other coworkers; consequently, groups can be formed within an organization and concepts such as teamwork may not work because of the require need for diversity in the workplace. Business leaders must gain knowledge of diversity to supervise a diverse workforce as if it was to increase company growth and obtain diverse groups of customers (Bateman & Snell, 2009). For instance, Starbucks is an organization that has made several efforts to promote diversity in its workplace. “We’re called partners, because it’s not just a career, it’s our passion. Together, we embrace diversity to create a place where each of us can be ourselves.
And we always treat each other with respect and dignity (Starbucks Coffee, 2010).” A second strategy would benefit the organizational culture is to utilizing benchmarking. Benchmarking is a business tool that allows managers to identify internal or external processes are best used by other companies and apply those best practices to their own, allows them to achieve better results and lower cost. Benchmarking has helped numerous of companies such as Ford, Hewlett Packer, and Anheuser-Busch to make great strides in eliminating inefficiencies and improving competition (Bateman & Snell, 2009). A hospital in London has used benchmarking to improve their procedures for patient transfer times. A group of doctors benchmarked their transfer time with an organization that excelled in complicated procedures.
Italy’s Formula One racing team learned that the pit crew carefully choreographed all of their moves based on information from a human factors engineer that focused on minor mistakes that wouldn’t be obvious. The pit crew knew who was in charge, had detailed responsibilities, worked in silence and trained for every possible contingency. The doctors at Great Ormond hospital developed way to apply these techniques to their cardiac surgery team and their technical errors dropped by 42% (Bateman & Snell, 2009).
Today’s, Organization utilizes either management or leadership as a part of their company structure. Although management and leadership have in common a team-based environment, leadership protects team members and directs their careers, the roles and responsibilities of leaders include managing cultural changes. Organizational leaders should uphold their unique responsibilities by utilizing strategic leadership. The difference between management and leadership surprisingly requires less organizational structure and more on managerial methods. Leader may take several approaches when managing culture. Organization culture is an important theory that the organization and its goals practice that the members of a company share (Bateman, 2009). Encourage communication and diversity in the workplace are two recommendations and a second strategy would benefit the organizational culture is to utilizing benchmarking.
Bateman, T. S., & Snell, S. A. (2009). Leading and Collaborating in a Competitive World 8e. Retrieved from www.ecampus.phoenix.edu.
Starbucks Coffee. (2010). Diversity. Retrieved from http://www.starbuck.com/career- center/career-diversity
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