Anglais Part i.docx Final

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BACHELOR BUSINESS ADMINISTRATION 4th

YEAR

ACADEMIC YEAR 2010 – 2011

Research topic

MANAGEMENT AND

LEADERSHIP

BUSINESS ENGLISH

STUDENTS: INSTRUCTORS:

Hugues Stanislas ADOU

Assane KARAMOKO

Nadialika KARAMOKO Ms. LATA

Cheick Ousmane KEITA

Donald yves BIAKA

Kodjo Moïna Raïssa



CONTENTS

INTRODUCTION ..................................................................................1

PARTIE I : MANAGEMENT ................................................................. 2

1.Definition of management……………………….

2.management functions………………………………………………

3.management roles…………………………………………………….

4.management activities…………………………………………………

5.levels of management ...................................................... 3

PART II :LEADERSHIP

1.Definition of leadership………………………………………….7

2.factors of leadership……………………………………… ….8

3.styles of leadership…………………………………………… …10

PART III : DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT

CONCLUSION ............................................................................... 14



INTRODUCTION

Leadership and management are fields of study and practice concerned with the

operation of organizations. It defines educational management as an executive

function for carrying out agreed policy‘ and also differentiates it from educational

management and leadership. Moreover, ‗management is a set of activities directed

towards efficient and effective utilization of organizational resources in order to

achieve organizational goals‘.

Generally speaking ,Management can refer to the person or people who perform the

act of management and According to Ken "SKC" Ogbonnia, "effective leadership is

the ability to successfully integrate and maximize available resources within the

internal and external environment for the attainment of organizational or societal

goals. The two subject is concerned with the development of the art of management.

However , more people may be confused and don‘t put difference between

management and leadership .

In our document , we will present to you as first part the management and

leadership and in second part make the difference between them .

PART I : MANAGEMENT



I- MANAGEMENT PROCESS

1- Definition of Management

In the dictionary the term management is define as ―the control and

organizing of a business or other organization‖.

However to be more specific about what management is, we can define

management as being the process of getting things done, effectively and

efficiently, through and with other people.

This second definition of management allows us to identify that besides

controlling and organizing, management aspiration is to achieve a purpose

through and with other people in an effective and efficient manner.

Here, being efficient means doing the task right, at a lower cost to the

organization in terms of resources needed to complete or to achieve the

specific goal. Whereas, being effective, is doing the right thing, in order to

attain objective on time.

Now this is some quotes from some writers about what management is:

According to Rosemary Stewart, management is about ―deciding what shouldbe done, and getting other people to do it‖;

Next is Henry Fayol who stated that management is ―to forecast and plan, to

organize, to command, to co-ordinate and to control‖.

2- Management Functions

It has been identified that the process of managing involves four (04) main

functions that are – planning, organizing, leading, and controlling.

Planning : The planning function encompasses defining an organization‘s goals,

establishing an overall strategy for achieving those goals, and developing a

comprehensive hierarchy of plan to integrate and coordinate activities.

Setting goals will then keep the work be done in its proper focus and will

help members of the organization keeping their attention on what is most

important.



One of the keys of this process is to also understand where the organization

is coming from and what the future of the organization may be like.

Organizing Organizing take account of determining what tasks are to be done, who is to

do them, how the tasks are to be grouped, who reports to whom, and where

the decision are to be made.

Leading The leading function of management consists of motivating employees,

directing the activities of others, selecting the most effective communication

channel, and resolving any conflict that will eventually arise among members

of the organization.

Controlling The final function of management will then be controlling. Controlling is the

measuring and correcting of activities of subordinates, to ensure that events

conform to plans. It measures performance against goals and plans, shows

where negative deviations exist, and, by putting in motion actions to correct

deviations, helps ensure accomplishment of plans. Although planning must

precede controlling, plans are not self-achieving. The plan guides managers

in the use of resources to accomplish specific goals. Then activities are

checked to determine whether they conform to plans.

Control activities generally relate to the measurement of achievement. Some

means of controlling, like the budget for expense, inspection records, and the

record of labor hours lost, are generally familiar. Each measures and shows

whether plans are working out. If deviations persist, correction should be

indicated.

All managers carry out the functions of planning, organizing, leading, and

controlling, although the time spent in each function will differ and the skills

required by managers at different organizational levels vary. Still, all

managers are engaged in getting things done through people; however the

practices and methods must be adapted to the particular tasks, enterprises,

and situation.



3- Management Role

Mintzberg, in1980, has conducted a study on managers‘ work. Mintzberg‘s

research indicated that all managers had a similar range of roles,

irrespective of their position in the management hierarchy. From its study,

he has identified three (03) general roles of management. These roles are as

follow:

Interpersonal – concerned with dealing with the maintenance of

relationships with others within and outside the organization. This

may involve motivating, communicating, and coaching staff; contacts

with others outside work unit, for assistance, information, etc.

Informational – involves dealing with the gathering and provision of

information within and outside the organization. Management is to

ensure acquisition of information necessary for the work, anddistribute information throughout organization and outside.

Decisional – concerned with dealing with organizational and

operational problems and difficulties. This may involve initiating,

developing and facilitating change and innovation; distributing and

arranging the use of the organization‘s resources ( staff, finance,

materials, time); representing organization in negotiations within area

of responsibility.

4- Management activities

Another approach to explaining management is to look at the variousactivities carried out by managers and attempt to classify them in

some way. The traditional approach to this is to break down the main

functions into their component parts, and Mullins provides an

interesting framework for the reviewing this, drawing the activities

together and stressing their independence.

We can summarise the activities as follows and it is easy to see how

these link with the processes of planning, organizing, directing and

controlling.

5- Levels of Management

The various different processes, roles and activities of management apply to

management throughout the organization. Whilst there may be different

emphases in different parts of the total management structure, broadly

speaking, all managers are involved in carrying out the same functions.

Most analyses of management structure identify three broad hierarchical

levels, which are:

Supervision

Middle management



Top or senior management

a. Supervision

The first line management or supervision taking place at the lowest level in

the hierarchy and directly responsible for the operation of discrete tasks and

non managerial personnel .This level is sometimes referred to as the

―technical‖ level, being concerned s primarily with the undertaking of actual

work processes.

b. Middle management

Middle management is responsible for the work of managers at a lower level

(supervisors or possibly other middle managers) and/or a range of more

senior operational staff such as specialist technicians and professionals.

c. Top or senior management

Top management is where responsibility for the entire organization, or

significant large parts of it, is located .Such management is also responsible

for the middle tier of management. This level is often referred to as the

―institutional‖ or ―corporate‖ level, being concerned more with the

organization as a whole ,its goals and its relationship with its environment.

PART II: LEADERSHIP

Good leaders are made not born. If you have the desire and willpower, youcan become an effective leader. Good leaders develop through a never endingprocess of self-study, education, training, and experience. To inspire yourworkers into higher levels of teamwork, there are certain things you must be ,know , and, do . These do not come naturally, but are acquired throughcontinual work and study. Good leaders are continually working andstudying to improve their leadership skills; they are NOT resting on theirlaurels.

1- Definition of Leadership

Before we get started, let us define leadership. Leadership is a process by

which a person influences others to accomplish an objective and directs the

organization in a way that makes it more cohesive and coherent. Leadership

can also be a process whereby an individual influences a group of

individuals to achieve a common goal.



From our research we came across various meaning and interpretation of

leadership, but the simplest meaning and interpretation of leadership we

found is ―leadership is getting others to follow‖ or else ―getting people to do

things willingly‖.

Leaders carry out the process described above by applying their leadership

knowledge and skills. This is called Process Leadership . However, we know

that we have traits that can influence our actions. This is called Trait

Leadership , in that it was once common to believe that leaders were born

rather than made.

While leadership is learned, the skills and knowledge processed by the

leader can be influenced by his or hers attributes or traits, such as

beliefs, values, ethics, and character. Knowledge and skills contribute

directly to the process of leadership, while the other attributes give the

leader certain characteristics that make him or her unique.

2-Factors of Leadership

There are four major factors in leadership;



Leader

Followers

Communication

Situation

a. Leader

You must have an honest understanding of who you are, what you know,

and what you can do. Also, note that it is the followers, not the leader or

someone else who determines if the leader is successful. If they do not trust

or lack confidence in their leader, then they will be uninspired. To be

successful you have to convince your followers, not yourself or yoursuperiors, that you are worthy of being followed

b. Followers

Different people require different styles of leadership. For example, a new

hire requires more supervision than an experienced employee. A person who

lacks motivation requires a different approach than one with a high degree of

motivation. You must know your people! The fundamental starting point is

having a good understanding of human nature, such as needs, emotions,and motivation. You must come to know your employees' be, know, and do

attributes.

c. Communication

You lead through two-way communication. Much of it is nonverbal. For

instance, when you ―set the example,‖ that communicates to your people

that you would not ask them to perform anything that you would not be

willing to do. What and how you communicate either builds or harms the

relationship between you and your employees.

d. Situation

All situations are different. What you do in one situation will not alwayswork in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, youmay need to confront an employee for inappropriate behavior, but if theconfrontation is too late or too early, too harsh or too weak, then the resultsmay prove ineffective.



Also note that the situation normally has a greater effect on a leader's actionthan his or her traits. This is because while traits may have an impressivestability over a period of time, they have little consistency across situations(Mischel, 1968). This is why a number of leadership scholars think theProcess Theory of Leadership is a more accurate than the Trait Theory of

Leadership .

Various forces will affect these four factors. Examples of forces are yourrelationship with your seniors, the skill of your followers, the informalleaders within your organization, and how your organization is organized.

3-Leadership Styles

Leadership style is the manner and approach of providing direction,

implementing plans, and motivating people. It is the way in which the

functions derived from the definition of leadership are carried out; the way in

which the manager typically behaves towards member of the group.



Kurt Lewin (1939) led a group of researchers to identify different styles of

leadership. This early study has been very influential and established three

major leadership styles. The three major styles of leadership are as follow:

Authoritarian or Autocratic Style

Participative or Democratic Style

Delegative or Free Reign Style also known as Laissez-Faire

a) Authoritarian (autocratic)

This style is used when leaders tell their employees what they want done and

how they want it accomplished, without getting the advice of their followers.

Some of the appropriate conditions to use it is when you have all the

information to solve the problem, you are short on time, and your employees

are well motivated.

Some people tend to think of this style as a vehicle for yelling, using

demeaning language, and leading by threats and abusing their power. This

is not the authoritarian style, rather it is an abusive, unprofessional style

called ―bossing people around.‖ It has no place in a leader's repertoire.

The authoritarian style should normally only be used on rare occasions. If

you have the time and want to gain more commitment and motivation from

your employees, then you should use the participative style

b) Participative (democratic)

This style involves the leader including one or more employees in the

decision making process (determining what to do and how to do it). However,

the leader maintains the final decision making authority. Using this style isnot a sign of weakness; rather it is a sign of strength that your employees

will respect.

This is normally used when you have part of the information, and your

employees have other parts. Note that a leader is not expected to know

everything — this is why you employ knowledgeable and skillful employees.

Using this style is of mutual benefit — it allows them to become part of the

team and allows you to make better decisions.



c) Delegative (free reign)

In this style, the leader allows the employees to make the decisions.

However, the leader is still responsible for the decisions that are made. This

is used when employees are able to analyze the situation and determinewhat needs to be done and how to do it. You cannot do everything! You must

set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go

wrong, rather this is a style to be used when you fully trust and confidence

in the people below you. Do not be afraid to use it, however, use it wisely!

This style is also known as laissez faire (or laisser faire), which is the

noninterference in the affairs of others.

PART III: DIFFERENCE BETWEEN LEADERSHIP

AND MANAGEMENT

What is the difference between management and leadership? It is a question that has been

asked more than once and also answered in different ways. The biggest difference between

managers and leaders is the way they motivate the people who work or follow them, and this

sets the tone for most other aspects of what they do.

Many people, by the way, are both. They have management jobs, but they realize that you

cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.

Managers have subordinates

By definition, managers have subordinates - unless their title is honorary and given as a mark

of seniority, in which case the title is a misnomer and their power over others is other than

formal authority.

Managers are paid to get things done (they are subordinates too), often within tight constraints

of time and money. They thus naturally pass on this work focus to their subordinates.



Leaders have followers

Leaders do not have subordinates - at least not when they are leading. Many organizational

leaders do have subordinates, but only because they are also managers. But when they want to

lead, they have to give up formal authoritarian control, because to lead is to have followers,and following is always a voluntary activity.

This table summarizes the above (and more) and gives a sense of the differences between

being a leader and being a manager. This is, of course, an illustrative characterization, and

there is a whole spectrum between either ends of these scales along which each role can

range. And many people lead and manage at the same time, and so may display a combination

of behaviors.

Subject Leader Manager

Essence Change Stability

Focus Leading people Managing work

Have Followers Subordinates

Horizon Long-term Short-term

Seeks Vision Objectives

Approach Sets direction Plans detail

Decision Facilitates Makes

Power Personal charisma Formal authority

Appeal to Heart Head

Energy Passion Control



Culture Shapes Enacts

Dynamic Proactive Reactive

Persuasion Sell Tell

Style Transformational Transactional

Exchange Excitement for work Money for work

Likes Striving Action

Wants Achievement Results

Risk Takes Minimizes

Rules Breaks Makes

Conflict Uses Avoids

Direction New roads Existing roads

Truth Seeks Establishes

Concern What is right Being right

Credit Gives Takes

Blame Takes Blames

CONCLUSION

In conclusion management and leadership in all business and organizational activities are the

act of getting people together to accomplish desired goals and objectives efficiently and

effectively. Management comprises planning, organizing, staffing, leading or directing, and

controlling an organization( a group of one or more people or entities) or effort for the

purpose of accomplishing a goal .Resourcing encompasses the deployment and manipulationof Human Resources, Financial resources ,Technological resources and natural resources.

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