1. Key Principles of Management & Leadership
Introduction
1.1
The NCC level 3 Management series has been designed to provide those working or
aspiring to work in management with an understanding of the key principles of
management and leadership.
1.2
1.3
Management can be defined as the process of dealing with or controlling things or
people. This is a very broad definition and consequently the responsibilities of managers
will be varied. For example, a manager may have key responsibility of maintaining and
improving customer services or for maintaining financial control of the business.
However, all managers will have control over staff and will need to be able to develop
working relationships with their team and develop the individuals. In an ever changing
world managers need to manage change within their organisations and be aware of the
ethical issues that confront business in today’s world.
1.4
1.5
1.6
1.7
Leadership and management must go hand in hand. They are not the same thing.
However, they are linked, and complementary. The manager administers and maintains
and the leader innovates and develops. This interaction is considered throughout this
series.
1.8
1.9
Management involves getting things done through or by other people. This can only be
undertaken successfully by planning the use of people and resources and developing
the skills necessary to control any businesses’ main resource, its employees.
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2. Key Principles of Management & Leadership
1.1
This series of books consists of 10 titles:
1.2
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1.3
1.4
1.5
1.6
Each book provides detailed under pinning knowledge of the topic covered and
concludes with an activities section. The activities require learners to demonstrate their
understanding of the subjects covered by undertaking a range of practical activities.
1.7
1.8
In this book, we consider the key principles of management and leadership.
1.9
Leadership and management must go hand in hand. They are not the same thing.
However, they are linked, and complementary
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Key principles of management and leadership
Improving your own management and leadership skills
Managing the delivery of customer services
Supporting organisational change initiatives
Principles of budgeting and financial information
Principles of project management
Developing working relationships with team members
Coaching skills in team leading and management
Ethical issues in management
Managing physical resources
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3. Key Principles of Management & Leadership
The manager’s job is to:
• Plan
• Organise, and
• Coordinate.
1.1
1.2
1.3
The leader’s job is to:
• Inspire, and
• Motivate.
1.4
1.5
On completion of this book, you will:
1.6
1. Know differences between leadership and management
Be able to:
1.1
Outline the functions of management
1.2
Describe the skills associated with leadership
1.3
Describe the differences between leadership and management
1.7
1.8
2. Understand key issues of leadership
Be able to:
2.1
Describe methods of allocating work to others
2.2
Compare ways of managing conflict
2.3
Analyse the links between leadership skills and motivation
1.9
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4. Key Principles of Management & Leadership
1.1
3. Understand the implications of delegating work to others
Be able to:
3.1
Describe the purpose of delegation
3.2
Describe ways of co-ordinating delegated work
3.3
Analyse possible psychological barriers to delegation
1.2
1.3
4. Understand the purpose of setting work objectives with team members
Be able to:
4.1
Describe the value of setting agreed work objectives with team members
4.2
Compare ways of providing support to meet work objectives with team
members
1.4
1.5
1.6
5. Know the importance of promoting quality in the workplace
Be able to:
5.1
Outline ways of developing a quality culture in the workplace
5.2
Describe possible barriers to promoting quality in the workplace
1.7
1.8
1.9
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5. Key Principles of Management & Leadership
Leadership and management
1.1
Warren Bennis, an American scholar, organisational consultant and author and has
described the difference between management and leadership as:
1.2
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1.3
1.4
1.5
1.6
The manager administers; the leader innovates
The manager maintains; the leader develops
The manager focuses on systems and structure; the leader focuses on people
The manager relies on control; the leader inspires trust
The manager has a short-range view; the leader has a long-range perspective
The manager asks how and when; the leader asks what and why
The manager has his or her eye always on the bottom line; the leader’s eye is on the
horizon
The manager imitates; the leader originates
The manager accepts the status quo; the leader challenges it
The manager is the classic good soldier; the leader is his or her own person
The manager does things right; the leader does the right thing.
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1.7
1.8
1.9
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6. Key Principles of Management & Leadership
Management
1.1
Management involves getting things done through or by other people. This is often
where managers make their first mistake. ‘It’s quicker to do it myself’ is sometimes said
or ‘The only way to make sure something is done correctly is to do it myself’. This is not
what management is about.
If you insist on doing things yourself, this is what happens:
• You fill your days doing activities which should be done by someone else
• You waste your organisation’s money. Work out the rate per hour you are being paid
and the rate for your employee who should be doing the job. Subtract the difference.
This is how much your company is losing!
• You have less time to do the job you are paid to do. This may be deliberate – you
may be too unsure of your ability to operate at the higher level and therefore prefer
to spend time on jobs you know you can do.
• Your staff does not have enough work to do and have to find other things to occupy
them, e.g. office politics.
• Your staff do not have the opportunity to develop new skills
• Morale and motivation drop
• Your stress levels rise
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
The answer, of course, is management through people: achieving your targets through
their contribution, their work.
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7. Key Principles of Management & Leadership
Functions of management
1.1
Management encompasses:
1.2
Planning: generating plans of action for immediate, short term, medium term and long
term periods. For example, that the goal may be to improve company production. The
manager first needs to decide which steps are necessary to accomplish that goal.
These steps may include reallocating work or changing methods of working. These
necessary steps are developed into a plan. When the plan is in place, the manager can
follow it to accomplish the goal of improving production.
1.3
1.4
1.5
Organising: organising resources, particularly human resources, in the best possible
manner. After a plan is in place, a manager needs to organise their team and materials
according to the plan. Assigning work and granting authority are two important elements
of organising.
1.6
1.7
Staffing: positioning the right people, in the right jobs at the right time. After a manager
decides on their staffing needs, they may decide they need to recruit, train or develop
staff. A manager in a large organisation often works with the company's human
resources department to accomplish this goal.
1.8
1.9
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8. Key Principles of Management & Leadership
Directing: (includes leading, motivating, communicating and coordinating):
Communicate and coordinate with people to lead and enthuse them to work effectively
together to achieve the plans of the organisation.
1.1
1.2
Controlling: (includes review and monitoring): evaluating the progress against the plans
and making corrections either in plans or in execution. After the other elements are in
place, a manager's job is not finished.
He needs to continuously check results against goals and take any corrective actions
necessary to make sure that his area's plans remain on track.
1.3
1.4
1.5
It is with directing and controlling that management and the skills of leadership come
together.
1.6
1.8
A manager needs to do more than just plan and organise, and staff their team to achieve
their
goals.
They
must
also
lead.
Leading
involves
motivating, communicating, guiding, and encouraging. It requires the manager to
coach, assist, and problem solve with employees.
1.9
A good manager will also need to be a good team leader.
1.7
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9. Key Principles of Management & Leadership
Leadership
1.1
In most organisations, work is organised such that it is performed by teams of people.
Each team will have its own team leader who will have agreed with his or her manager a
set of objectives.
1.2
1.3
Put simply, it is the team leader's role to achieve these objectives. Since the team
leader will not be able to achieve these objectives on his or her own, the team leader will
be required to lead or manage a team to achieve these objectives using the skills of the
team and the resources available to it, in the most effective and efficient manner.
1.4
1.5
The team's objectives will be those of the team leader. These objectives will be broken
down into specific objectives for each team member. Each team member's objectives
will be agreed with the team leader. They will vary from one team member to another
and be based on each individual's particular skills, knowledge and expertise.
1.6
1.7
The team will therefore consist of a number of individuals each working to achieve their
own objectives, which in turn will contribute to the overall achievement of the objectives
of the team.
1.8
1.9
It is generally agreed that some of the following traits are found in the team leader who
has proved to be effective:
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10. Key Principles of Management & Leadership
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1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
They know their staff and their staff know them
They communicate well with their staff both individually and through team meetings
They involve staff, wherever practical, in their decision making processes
They have the respect of their staff because of their consistent approach
They consider their staff at all times
They deal with conflict situations as they arise and don’t try and ignore them
They are consistent in using discipline procedures
They are perceived to be fair in distributing work tasks to their staff
The staff have a clear picture of what is expected from them
They are flexible in their approach
They don’t have favourites
They treat their staff with respect
They thank staff at appropriate times and let them know when they have done well
They respond quickly to staff requests and don’t ignore them
They feed back to staff members the results of enquiries carried out on their behalf
They communicate with other departments to ensure that their own staff are kept
informed of company developments
They organise training for staff as a need is identified
They allow members of their staff to exercise an element of authority when doing
their job
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1.9
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11. Key Principles of Management & Leadership
While there is no doubt other items could be added to the above list, it does provide a
basis for identifying factors that make a good team leader, who is able to impact
effectively on the success of his or her team.
1.1
1.2
A study undertaken a few years ago identified the following key skills of effective
leadership.
1.3
1.4
Communication and social skills
Being able to explain things clearly, ask questions, listen well, and be aware of what
people really think and feel (not what they may say).
1.5
Personal drive, a sense of purpose and motivation
Knowing where they are going, and why, and not needing to be supervised and
controlled to make sure they do what is needed.
1.6
1.7
Dependability, conscientious and persistence
Being trusted to do things and not giving up at the first hurdle.
1.8
1.9
Ability to motivate others
Getting people to do things because they want to and not because they are told to.
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12. Key Principles of Management & Leadership
Innovation and vision
Welcoming new tasks and new ways of doing things.
1.1
1.2
Self-confidence, willingness to accept challenges and take risks, emotional
maturity
Someone people respect and trust, who knows their own capabilities and who is willing
to try out new ideas.
1.3
1.4
Ability to inspire trust
By doing what they say they will do, a leader will inspire trust.
1.5
Intelligence
Being interested in what is going on and why it is happening, being willing to learn and
solve problems.
1.6
1.7
Knowledge about the organisation
Knowing the aims of the organisation, how it is structured and what happens across the
organisation.
1.8
1.9
Genuine interest in others
Being interested in what people think and feel and by showing them the respect and
trust they want to be shown.
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13. Key Principles of Management & Leadership
1.1
1.2
A team orientation
They enjoy working as part of a team.
There are always three elements involving leadership in order to get a task done:
The leader – qualities of personality and character
The situation – partly constant, partly varying
The group – the followers: their needs and values.
1.3
1.4
What all these share is needs which are related to the task, group maintenance and the
individual.
1.5
1.6
1.7
1.8
1.9
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14. Key Principles of Management & Leadership
1.1
1.2
Task
The reason a group of people come together to perform a task is because a range of
knowledge and skills are required and these will not all be found in one person.
Team maintenance
1.3
Many of the written or unwritten rules of the group are designed to promote unity and to
maintain cohesiveness at all costs. Those who rock the boat or infringe group standards
may expect reactions varying from friendly indulgence to outright anger. There is
instinctively a ‘united we stand, divided we fall’ feeling that good relationships are
essential towards a shared goal. This need to create and promote group cohesiveness
is called maintenance need.
1.4
1.5
1.6
Individual needs
1.7
Individuals bring their own need to a group and this is where Maslow’s Hierarchy of
Needs demonstrates the order in which our needs become satisfied so that we can
move on to higher level needs.
1.8
1.9
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