1. Management and Leadership
VATL Meeting

2. Management What is Management? McLaughlin (1994) says that:
“Management can be defined as the effective utilization of resources (both human and material) to achieve an organization’s objectives”. (p.3)
Hunter (1991) “In some ways the task of supervising is more demanding than that of more senior management. The managing role can be described under five headings […]. These are:
Planning
Organising
Directing
Controlling
Staffing.”

3. The Management Process
What has this to do with management theories?

4. Management Theories
Weber: Bureaucratic Model of Management: Chain of Command
Taylor: Scientific management: time and motion
Mayo: Norms powerful control over workers
Maslow: Needs Hierarchy
McGregor: Theory X and Theory Y
Hertzberg: Hygiene or Motivation theories
Likert: Human behavior/motivation and leadership style associations.
Used to Explain Human Behaviour in different contexts:

5. Leadership: A Facet of Management
Managers think incrementally
Leaders think radically “
Managers do things right, while
Leaders do the right thing” (Pascale)
Managers follow the rules; Leaders follow their intuition
Leaders stand out by being different.
They question assumptions and are suspicious of tradition.
They seek out truth and make decisions based on fact not prejudice
Leaders are observant and sensitive people. They know their team and develop mutual confidence within it (Fenton)
Are you a leader or a manager?
Many people by the way are both, they have management jobs but they realise that you cannot buy hearts, especially down difficult paths, so they act as leaders too.
Research indicates managers tend to come from stable backgrounds, led relatively normal comfortable lives, which leads them to be risk averse and seek to avoid conflict where possible that is run the happy ship
Many people by the way are both, they have management jobs but they realise that you cannot buy hearts and minds esp down difficult paths, so they act as leaders too.
Research indicates managers tend to come from stable backgrounds, lead relatively normal comfortable lives, which leads them to be risk averse and seek to avoid conflict where possible that is run the happy ship.

6. Management Vs Leadership

7. 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
Dynamic
Proactive
Reactive
Persuasion
Sell
Tell
Rules
Breaks
Likes
Striving
Action
Risks
Takes
Minimizes
Conflict
Uses
Avoids
Direction
New roads
Existing roads
Credit
Gives
Blame
Blames

9. Change

10. Factors Needed for Successful Change

12. Quotes:
Heraclities 535‑475 BC notes that there is nothing permanent except change.
Anatole France all changes, even longed for change have their melancholy, for what we leave behind us is part of ourselves; we must die one life before we can enter another
Alfred North Whitehead Accept change and get stability ‑‑ resistance produces chaos. He suggests that the art of progress is to preserve order amid change and to pressure change among order.
"The past is gone; the present is full of confusion; and the future scares the hell out of me" (D.L. Stein).
Advanced Library and Cultural Studies Project2008.doc

13. Adoption of Change

14. Rate of Change

18. Bibliography
McGowan, John, Miller, Paul, Management vs Leadership in the School Adnimistrator,
The difference between management and leadership
Leadership vs management in
The difference between leadership and management