Week 4 Assignment Chapter 8
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves. Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate.
Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ...view middle of the document...
The follower-centric perspective injects a needed dose of suspicion with regards to leaders who exaggerate their power and recognizes the fact that leadership often equates to acting. The situational perspective provides a more nuanced approach by recognizing different effects.
Week 4 Assignment Chapter 9
Communication is a two-way process of reaching mutual understanding, in which participants not only exchange information, news, ideas and feelings but also create and share meaning. In general, communication is a means of connecting people or places. In business, it is a key function of management. An organization cannot operate without communication between levels, departments and employees.
Quite literally, organizations operate by people making decisions. A manager plans, organizes, staffs, leads, and controls her team by executing decisions. The effectiveness and quality of those decisions determine how successful a manager will be. Managers are constantly called upon to make decisions in order to solve problems. Decision making and problem solving are ongoing processes of evaluating situations or problems, considering alternatives, making choices, and following them up with the necessary actions.
The decision making process begins when a manager identifies the real problem. The accurate definition of the problem affects all the steps that follow; if the problem is inaccurately defined, every step in the decision making process will be based on an incorrect starting point. One way that a manager can help determine the true problems in a situation is by identifying the problem separately from its symptoms. According to Bethel’s Issues in Management, the three phases of decision making are; the identification phase, the development phase, and the selection phase.