9. Management and Leadership

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LeadershipLeadershipCourse 9 :Course 9 :Management and LeadershipManagement and Leadership

Faculty : Brata T. Hardjosubroto

Semester : 4/ 2009


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Management and LeadershipManagement and Leadership

Leadership versus Management

A Compelling Vision

The Ability to Inspire

Initiative, Focus on Results, Courage, andTenacity

Persistence

The Evolution of Leadership from Scientific

Management


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Defined as the coordination of human , material,technological, and financial resources needed foran organization to reach its goal.

Is a multipurpose organ that manages a busines

and manages managers and manages workersand work

Top level managers spend most of the time in 2functions of planning and organizing. Theyoversee the big picture.

1st line managers are typically doing the nitty-gritty of daily operation, which is leading andcontrolling.

ManagementManagement


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Traditional Functions of ManagementTraditional Functions of Management


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Distinction ofDistinction ofManagement and LeadershipManagement and Leadership


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Management vs LeadershipManagement vs Leadership


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Distinctions between Managers and


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Leadership and management share somecharacteristics, but each is also separate anddistinct

The leader communicates direction by words and

deed to create effective team. Then the team isfree to create strategies to accomplish task

Managers do things right and leaders do the rightthings

Manager expected to balance efficiency and theability to accomplish goals

Leadership vs ManagementLeadership vs Management


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1. Informing2. Consulting And Delegating3. Planning And Organizing4. Problem Solving And Crisis Management5. Clarifying Roles And Objectives6. Monitoring Operations And Environment7. Motivating8. Recognizing And Rewarding9. Supporting And Mentoring

10.Managing Conflict And Team Building11.Networking

Eleven Managerial Practices:


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Definition of the Eleven Managerial

1. INFORMING: Disseminating relevant information about decisions, plans,and activities to people who need it to do their work, answering requests for

technical information, and telling people about the organizational unit topromote its reputation.

2. CONSULTING AND DELEGATING: Checking with people before makingchanges that affect them, encouraging suggestions for improvement, invitingparticipation in decision making, incorporating the ideas and suggestions ofothers in decisions, and allowing others to have substantial responsibility and

discretion in carrying out work activities and making decisions.

3. PLANNING AND ORGANIZING: Determining long-term objectives andstrategies for adapting to environmental change, determining how to usepersonnel and allocate resources to accomplish objectives, determining how toimprove the efficiency of operations, and determining how to achievecoordination with other parts of the organization.

4. PROBLEM SOLVING AND CRISIS MANAGEMENT: Identifyingwork-related problems, analyzing problems in a timely but systematic mannerto identify causes and find solutions, and acting decisively to implementsolutions and resolve important problems or crises.


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5. CLARIFYING ROLES AND OBJECTIVES:

Assigning tasks, providing direction in how to do the work, andcommunicating a clear understanding of job responsibilities, task objectives,deadlines, and performance expectations.

8. MONITORING OPERATIONS AND ENVIRONMENT:

Gathering information about work activities, checking on the progress andquality of the work, evaluating the performance of individuals and the

organizational unit, and scanning the environment to detect threats andopportunities.

11. MOTIVATING:

Using influence techniques that appeal to emotion, values, or logic togenerate enthusiasm for the work, commitment to task objectives, andcompliance with request for cooperation, assistance, support, or resources;also, setting an example of proper behavior.


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8. RECOGNIZING AND REWARDING:

Providing praise, recognition, and rewards for effective performance,significant achievements, and special contributions.

11. SUPPORTING AND MENTORING:

Acting friendly and considerate, being patient and helpful, showingsympathy and support, and doing things to facilitate someones skilldevelopment and career advancement.

14. MANAGING CONFLICT AND TEAM BUILDING:

Encouraging and facilitating the constructive resolution of conflict, andencouraging cooperation, teamwork, and identification with the organizationalunit.

17. NETWORKING:

Socializing informally, developing contacts with people who are a sourceof information and support, and maintaining contacts through periodicinteraction, including visits, telephone calls, correspondence, and attendanceto meetings and social events.


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Mintzbergs Roles


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Mintzbergs Roles


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Leadership is a process of guiding, directing andmotivating an orgnization to achieve anoutstanding outcome

Articulating the appropriate vision to strech the

goal Making the right strategy to achieve objectiveTo ensure the resources are available Setting the challenging standard for the growth of

organization Leader must communicate to inspire

Leadership according to John E.Leadership according to John E.PepperPepper


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Four attributes as an effective leader:

3. Compelling vision

4. The ability to inspire5. Initiative, Focus on results, Courage andTenacity

6. Persistence

Leadership according to John E.Leadership according to John E.PepperPepper


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Management SkillManagement Skill


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The Contingency View ofThe Contingency View ofManagementManagement


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Demings Fourteen PointsDemings Fourteen Points1. Create constancy of purpose toward improvement of product and service,

with the aim to become competitive and stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Westernmanagement must awaken to the challenge, must learn their responsibilities,and take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need forinspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of the price tag. Instead,minimize total cost. Move toward a single supplier for any one item, on a long-term basis of trust.

5. Improve constantly and forever the system of production and service, toimprove quality and productivity, and thus constantly decrease cost.

6. Institute training on the job.

7. Institute leadership. The aim of supervision should be to help people andmachines and gadgets to do a better job. Supervision of management is in needof overhaul, as well as supervision of production workers.


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8. Drive out fear so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design, sales,and production must work as a team, to foresee problems of production and usethat may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zerodefects and new levels of productivity. Such exhortations only create adversarialrelationships, as the bulk of the causes of low quality and productivity belong to thesystem and thus lie beyond the power of the work force.

11. Eliminate work standards (quotas) on the factory floor. Substitute leadership.Eliminate management by objective. Eliminate management by numbers, numericalgoals. Substitute leadership.

12. Remove barriers that rob the hourly worker of his right to pride ofworkmanship. The responsibility of supervisors must be changed from sheernumbers to quality. Remove barriers that rob people in management and

engineering of their right to pride of workmanship. This means inter alia,abolishment of the annual or merit rating and of management by objective.

13. Institute a vigorous program of education and improvement.

14. Put everybody in the company to work to accomplish the transformation. Thetransformation is everybodys job.


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JuransJurans quality improvement model:quality improvement model:

2. Convince important decision makers that theimprovement is needed.

4. Set logical improvement goals based on areasonable plan.

6. Organize a project team to reach the goals withspecific guidance on what to do.

8. Provide the team adequate training.

10.Identify the causes of the problem.


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JuransJurans quality improvement model:quality improvement model:

8. Develop a set of possible approaches to solve theproblem, select one approach, and implement it on asmall scale.

10.Evaluate the results.

12.Improve the approach, if needed, and implement it.

14.Overcome the resistance that some people arebound to have concerning the new methods.

16.Standardize the approach to maintain theimprovement through training, control charts, and soon.


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ParadigmsParadigms

1. Quality must be a systematicapproach.

3. Customers are the reason we doeverything we do.

5. Leaders must understand long-term

thinking.

7. Quality improvement requires a seriesof different thinking patterns.


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Case: Anda seorang pengusaha yang bergerak dalam

bidang Software development. Anda memiliki 8 karyawan yang terdiri dari 5

software developer dan 3 staff support. Usaha baru berlangsung 1 tahun, namun telah

memperoleh keuntungan yang sangat baik danpotensi pasar yang besar.

Uraikan kegiatan anda sebagai pengusaha dansekaligus pemimpin usaha, dan klasifikasikandalam 2 area; management dan leadership.

Group DiscussionGroup Discussion


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Questions??

S


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SystemSystem

Documents

9. Management and Leadership