FINANCIAL MANAGEMENT

Organisational Behaviour
NMIMS GLOBAL ACCESS SCHOOL FOR CONTINUING
EDUCATION (NGA-SCE) COURSE: ORGANISATIONAL
BEHAVIOUR ASSIGNMENT INTERNAL ASSIGNMENT
APPLICABLE FOR DECEMBER 2019 EXAMINATION

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QUESTION NUMBER 1

The term Reinforce means to Strengthen, and is used in

psychology to refer to anything stimulus which strengthens or
increases the probability of a specific response.

Let’s just say if you want your dog to sit on command, you may
give him a treat every time he sits for you. The dog will
eventually come to understand that sitting when told to will
result in a treat. This treat is reinforcing because he likes it and
will result in him sitting when instructed to do so.

This is a simple description of a reinforcer, the treat, which

increases the response, sitting.  We all apply reinforcers
everyday, most of the time without even realising we are doing
it. You may tell your child “good job” after he or she cleans their
room; perhaps you tell your partner how good he or she look
when they dress up; or maybe you got a raise at work after
doing a great job on a project. All of these things increase the
probability that the same response will be repeated.

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• Time and attendance is one the most important aspect of an

organisation, apart from how a employee performs, it is very
important for him to take part in the meetings and business
decision making and certainly Mr. Arjan is missing that
because of his behaviour of late coming. Regardless of how
an employee performs, be it the best employee but what
good is he doing when he is not disciplined and punctual,
which are called the basic elements of work ethics.
• There is a 100% need for his manager to use the elements
of reinforcement so that this behaviour of Mr. Arjan shall not
be promoted.
• There is a very good chance of other people/employees
getting influenced by the acts of one employee, here in this
case Mr. Arjan, and doing the exact same or maybe worse
habits in the organisation.
• The company cannot survive with such unprofessional
habits of the employees in the organisation.
• The manager has to apply some reinforcement techniques
so that his this behaviour shall not be promoted rather he
stops doing this at all and starts to be on time for work and
punctual for meetings.
• Regarding the element of reinforcement which the manager
should select in order to make sure Mr. Arjan shall not

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repeat his this unprofessional habits should be Positive

Reinforcement.

What actually is Positive Reinforcement ?

Positive Reinforcement :
Positive reinforcement refers to the introduction of a desirable
or pleasant stimulus after a behaviour. The desirable stimulus
reinforces the behaviour, making it more likely that the
behaviour will reoccur.
It’s a positive parenting method used for a variety of purposes
and in a wide range of contexts, as it capitalises on the good
behaviours that are already being displayed, rewarding the
natural tendencies towards good behaviour in the individual
you are working to train.
Think of it as adding something in order to increase a
response. For example, adding praise will increase the
chances of your child cleaning his or her room. The most
common types of positive reinforcement or praise and rewards,
and most of us have experienced this as both the giver and
receive

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Note: Research has found Positive Reinforcement is the

most powerful of any of these. Adding a positive to increase a
response not only works better, but allows both parties to focus
on the positive aspects of the situation. Punishment, when
applied immediately following the negative behaviour can be
effective, but results in extinction when it is not applied
consistently. Punishment can also invoke other negative
responses such as anger and resentment.

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WHY POSITIVE REINFORCEMENT IS THE

BEST SUITED?

Positive reinforcement is the reward for doing something good.

It works the same way in business like it used to work in
childhood, just like the way when we used to be kids and we
used to get reward, be it any materialistic or it could be
anything for every time scoring better marks/grades in
academics.
It works the same way in business organisations.
Here employees get rewarded for their better performance in
the company.
But, this is not it. If an employee does not follow rules or does
not performs sufficient, there are some other elements of
reinforcement that the manager can take into consideration in
order to make things right in the organisation.

1. First of all, it is the duty of the manager to assess the traits

of the environment means weather the organisation is a
positive workspace and a positive workspace are those in
which :-
• Managers communicate with employees often and willingly,
keeping them informed and providing feedback. The

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company promotes honest and ethical behavior in word and

deed. 
• Employees are treated fairly and consistently. Employees
know that disrespect, harassment and other undesirable
human behaviours will not be tolerated. ‘Problem’
employees are dealt with swiftly and appropriately.
• Employee morale is high enough to be palpable to others,
especially customers.

2. Employees express how they feel.

Combined, these characteristics create a culture in which
employees feel good about themselves, their jobs, their
coworkers and their supervisors. In fact, if you “listen hard,” a
positive workplace is reflected in the way they:
• Speak highly of their coworkers to others.* Demonstrate
gratitude and appreciation.
• Support and root for for their coworkers, especially when the
chips are down. They innately understand the importance
of positive reinforcement and step up to offer it. 
• Come to each other's aid without being asked. 

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• Easily forgive mistakes and avoid “the blame game. Keep

minor setbacks in perspective and let minor irritations roll off
their backs. 
• Encourage each other to stay focused and motivated.

3. Positive workplaces spawn positive

outcomes.
Research consistently shows that employees flourish in
positive workplaces. And for the small-business owner, this
dynamic can pay recursive dividends in that:
• Positive employees are confident employees who are also
productive. Productive employees take greater pride in their
work and accomplish more. Greater accomplishments often
lead to higher business revenues.* Satisfied employees are
more loyal to the boss and tend to stay in their jobs longer,
even resisting offers of higher-paying jobs. In this way, a
positive workplace can be positioned as the ultimate
employee “perk.
• Happy employees make their feelings known to others,
especially customers, who research shows prefer friendly
transactions and gravitate to businesses with positive
environments.

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4. Positive Reinforcement Packs a Workplace Punch

Proponents of positive reinforcement say that people are

“hard-wired” to respond better to positive feedback than
negative feedback. Negative words may sting, but positive
words and positive reinforcement are much more likely to spur
people to replicate behaviour.

5. Positive Reinforcement in the Workplace Serves

Two Purposes

Positive reinforcement in the workplace should achieve two

basic goals:
▪ To acknowledge someone's action or behaviour.
▪ To encourage the person to repeat the behaviour.

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The second goal is somewhat dependent on the reinforcement

taking place as soon as possible after the original action or
behaviour. Time is of the essence, and a delay in response
makes it less likely that a person will repeat the desired action
or behaviour. It is almost as though the delay itself breeds
uncertainty or confusion.

OUTLINE

• Arjan’s this behaviour of coming late for work and not being
punctual about the office meetings shall be a effect of him
not being praised for how good he is when it comes to
getting the work done.

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• People usually feel very demotivated and left out when the
are stood uncredited or unrewarded.
• This might be the case with this employee Mr.Arjan. He is a
very valuable employee of the organisation but due to him
not getting rewarded for how effective he is, May be the
possibility of his action which includes him not caring about
the meetings and punctuality.
• Positive Reinforcement is the best way his manager can
tackle this situation. Above already mentioned 5 Positive
Reinforcement ways by which his manager can actually get
the things back on tracks. People usually respond better to
positive reinforcement than to any other element of
reinforcement be it negative reinforcement, or Positive or
negative punishment etc.
• As soon as the employee Mr.Arjan sees himself getting
rewarded to the things he deserve to be, the irregularity he
was doing must will stop. He’ll then be motivated more than
anything.
• And this in turn will be implied to all the employees not just
one which again result in the whole work place to work even
with more concentration and due to the greed of getting
rewarded every body there shall be competing with each
other creating a healthy competitive environment and hence
creating the solution to the problem.

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QUESTION NUMBER 2

For asian country we have chosen India and for one European
country Denmark will be our matter of discussion.
• The study of cross-cultural analysis incorporates the fields of
anthropology, sociology, psychology, and communication.
The combination of cross-cultural analysis and business is a
new and evolving field; it’s not a static understanding but
changes as the world changes. Within cross-cultural
analysis, two names dominate our understanding of culture
—Geert Hofstede and Edward T. Hall. Although new ideas
are continually presented, Hofstede remains the leading
thinker on how we see cultures.
• This section will review both the thinkers and the main
components of how they define culture and the impact on
communications and business. At first glance, it may seem
irrelevant to daily business management to learn about
these approaches. In reality, despite the evolution of
cultures, these methods provide a comprehensive and
enduring understanding of the key factors that shape a
culture, which in turn impact every aspect of doing business
globally. Additionally, these methods enable us to compare
and contrast cultures more objectively. By understanding the
key researchers, you’ll be able to formulate your own

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analysis of the different cultures and the impact on

international business.
• Most of us understand that values are our own culture’s or
society’s ideas about what is good, bad, acceptable, or
unacceptable. Hofstede developed a framework for
understanding how these values underlie organisational
behaviour. Through his database research, he identified five
key value dimensions that analyse and interpret the
behaviours, values, and attitudes of a national
culture:“Dimensions of National Cultures,” Geert Hofstede,
accessed February 22, 2011,

POWER DISTANCE
INDIVIDUALISM
MASCULINITY
UNCERTAINTY AVOIDANCE
LONG-TERM ORIENTATION

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Power Distance
This dimension deals with the fact that all individuals in
societies are not equal – it expresses the attitude of the culture
towards these inequalities amongst us. Power Distance is
defined as the extent to which the less powerful members of
institutions and organisations within a country expect and
accept that power is distributed unequally.

INDIA
India scores high on this dimension, 77, indicating an
appreciation for hierarchy and a top-down structure in society
and organisations. If one were to encapsulate the Indian
attitude, one could use the following words and phrases :
dependent on the boss or the power holder for direction,
acceptance of un-equal rights between the power-privileged
and those who are lesser down in the pecking order,
immediate superiors accessible but one layer above less so,
paternalistic leader, management directs, gives reason /
meaning to ones work life and rewards in exchange for loyalty
from employees.
Real Power is centralised even though it may not appear to be
and managers count on the obedience of their team members.
Employees expect to be directed clearly as to their functions

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and what is expected of them. Control is familiar, even a

psychological security, and attitude towards managers are
formal even if one is on first name basis. Communication is top
down and directive in its style and often feedback which is
negative is never offered up the ladder.

DENMARK
With a score of 18 points, Denmark is at the very low end of
this dimension compared to other countries. This matches
perfectly with what many foreigners in Denmark express:
Danes do not lead, they coach and employee autonomy is
required. In fact, Denmark ranks highest amongst the EU27
countries in terms of employee autonomy. With a very
egalitarian mind-set the Danes believe in independency, equal
rights, accessible superiors and that management facilitates
and empowers. Power is decentralised and managers count
on the experience of their team members. Respect among the
Danes is something, which you earn by proving your hands-on
expertise. Workplaces have a very informal atmosphere with
direct and involving communication and works on a first name
basis. Employees expect to be consulted.

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Individualism

The fundamental issue addressed by this dimension is the

degree of interdependence a society maintains among its
members. It has to do with whether people's self-image is
defined in terms of “I” or “We”. In Individualist societies people
are supposed to look after themselves and their direct family
only. In Collectivist societies people belong to ‘in groups’ that
take care of them in exchange for loyalty.

INDIA
India, with a rather intermediate score of 48, is a society with
both collectivistic and Individualist traits. The collectivist side
means that there is a high preference for belonging to a larger
social framework in which individuals are expected to act in
accordance to the greater good of one’s defi ned in-group(s). In
such situations, the actions of the individual are infl uenced by
various concepts such as the opinion of one’s family, extended
family, neighbours, work group and other such wider social
networks that one has some affi liation toward. For a
collectivist, to be rejected by one’s peers or to be thought lowly
of by one’s extended and immediate in-groups, leaves him or
her rudderless and with a sense of intense emptiness. The

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employer/employee relationship is one of expectations based

on expectations – Loyalty by the employee and almost familial
protection by the Employer. Hiring and promotion decisions are
often made based on relationships which are the key to
everything in a Collectivist society.
The Individualist aspect of Indian society is seen as a result of
its dominant religion/philosophy – Hinduism. The Hindus
believe in a cycle of death and rebirth, with the manner of each
rebirth being dependent upon how the individual lived the
preceding life. People are, therefore, individually responsible
for the way they lead their lives and the impact it will have
upon their rebirth. This focus on individualism interacts with the
otherwise collectivist tendencies of the Indian society which
leads to its intermediate score on this dimension.

DENMARK
Denmark, with a score of 74 is an Individualist society. This
means there is a high preference for a loosely-knit social
framework in which individuals are expected to take care of
themselves and their immediate families only. It is relatively
easy to start doing business with the Danes. Small talk is kept
at a minimum and you do not need to create relationships fi rst.
Danes are also known for using a very direct form of
communication.

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MASCULINITY
A high score (Masculine) on this dimension indicates that the
society will be driven by competition, achievement and
success, with success being defined by the winner / best in
field – a value system that starts in school and continues
throughout organisational life.
A low score (Feminine) on the dimension means that the
dominant values in society are caring for others and quality of
life. A Feminine society is one where quality of life is the sign of
success and standing out from the crowd is not admirable. The
fundamental issue here is what motivates people, wanting to
be the best (Masculine) or liking what you do.
DENMARK
Denmark scores 16 on this dimension and is therefore
considered a Feminine society. In Feminine countries. It is
important to keep the life/work balance and you make sure that
all are included. An effective manager is supportive to his/her
people, and decision making is achieved through involvement.
Managers strive for consensus and people value equality,
solidarity and quality in their working lives. Confl icts are
resolved by compromise and negotiation and Danes are
known for their long discussions until consensus has been
reached. Incentives such as free time and fl exible work hours
and place are favoured.

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INDIA
India scores 56 on this dimension and is thus considered a
Masculine society. India is actually very Masculine in terms of
visual display of success and power. The designer brand label,
the fl ash and ostentation that goes with advertising one’s
success, is widely practiced. However, India is also a spiritual
country with millions of deities and various religious
philosophies. It is also an ancient country with one of the
longest surviving cultures which gives it ample lessons in the
value of humility and abstinence. This often reigns in people
from indulging in Masculine displays to the extent that they
might be naturally inclined to. In more Masculine countries the
focus is on success and achievements, validated by material
gains. Work is the centre of one’s life and visible symbols of
success in the work place are very important.

UNCERTAINTY AVOIDANCE
The dimension Uncertainty Avoidance has to do with the way
that a society deals with the fact that the future can never be
known: should we try to control the future or just let it happen?
This ambiguity brings with it anxiety and different cultures have
learnt to deal with this anxiety in different ways. The extent to
which the members of a culture feel threatened by ambiguous

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or unknown situations and have created beliefs and institutions

that try to avoid these is reflected in the score on Uncertainty
Avoidance.

DENMARK
With a score of 23 Denmark scores low on this dimension.
This means that that Danes do not need a lot of structure and
predictability in their work life. Plans can change overnight,
new things pop up and the Danes are fine with it. It is a natural
part of their work life. Curiosity is natural and is encouraged
from a very young age. This combination of a highly
Individualist and curious nation is also the driving force for
Denmark’s reputation within innovation and design. What is
different is attractive! This also emerges throughout the society
in both its humour, heavy consumerism for new and innovative
products and the fast highly creative industries it thrives in –
advertising, marketing, financial engineering.
At the workplace, the low score on Uncertainty Avoidance is
also reflected in the fact that the Danes tell you if you are in
doubt or do not know something. It is ok to say “I do not know”
and the Danes are comfortable in ambiguous situations in the
workplace.

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INDIA
India scores 40 on this dimension and thus has a medium low
preference for avoiding uncertainty. In India, there is
acceptance of imperfection; nothing has to be perfect nor has
to go exactly as planned. India is traditionally a patient country
where tolerance for the unexpected is high ; even welcomed
as a break from monotony. People generally do not feel driven
and compelled to take action-initiatives and comfortably settle
into established rolls and routines without questioning. Rules
are often in place just to be circumvented and one relies on
innovative methods to “bypass the system”. A word used often
is “adjust” and means a wide range of things, from turning a
blind eye to rules being fl outed to fi nding a unique and
inventive solution to a seemingly insurmountable problem. It is
this attitude that is both the cause of misery as well as the
most empowering aspect of the country. There is a saying that
“nothing is impossible” in India, so long as one knows how to
“adjust”.

LONG TERM ORIENTATION

This dimension describes how every society has to maintain
some links with its own past while dealing with the challenges

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of the present and future, and societies prioritise these two

existential goals differently. Normative societies, which score
low on this dimension, for example, prefer to maintain time-
honoured traditions and norms while viewing societal change
with suspicion. Those with a culture, which scores high, on the
other hand, take a more pragmatic approach: they encourage
thrift and efforts in modern education as a way to prepare for
the future.

DENMARK
A low score of 35 indicates that Danish culture is normative.
People in such societies have a strong concern with
establishing the absolute Truth; they are normative in their
thinking. They exhibit great respect for traditions, a relatively
small propensity to save for the future, and a focus on
achieving quick results.

INDIA
With an intermediate score of 51 in this dimension, a dominant
preference in Indian culture cannot be determined. In India the
concept of “karma” dominates religious and philosophical
thought. Time is not linear, and thus is not as important as to
western societies which typically score low on this dimension.
Countries like India have a great tolerance for religious views

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from all over the world. Hinduism is often considered a

philosophy more than even a religion; an amalgamation of
ideas, views, practices and esoteric beliefs. In India there is an
acceptance that there are many truths and often depends on
the seeker. Societies that have a high score on pragmatism
typically forgive a lack of punctuality, a changing game-plan
based on changing reality and a general comfort with
discovering the fated path as one goes along rather than
playing to an exact plan.

INDULGENCE
One challenge that confronts humanity, now and in the past, is
the degree to which small children are socialised. Without
socialisation, we do not become “human”. This dimension is
defined as the extent to which people try to control their
desires and impulses, based on the way they were raised.
Relatively weak control is called “Indulgence” and relatively
strong control is called “Restraint”. Cultures can, therefore, be
described as Indulgent or Restrained.

DENMARK
Denmark has a high score of 70 in this dimension, meaning
that Denmark is an Indulgent country. People in societies

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classifi ed by a high score in Indulgence generally exhibit a

willingness to realise their impulses and desires with regard to
enjoying life and having fun. They possess a positive attitude
and have a tendency towards optimism. In addition, they place
a higher degree of importance on leisure time, act as they
please and spend money as they wish.

INDIA
India receives a low score of 26 in this dimension, meaning
that it is a culture of Restraint. Societies with a low score in this
dimension have a tendency to cynicism and pessimism. Also,
in contrast to Indulgent societies, Restrained societies do not
put much emphasis on leisure time and control the gratifi cation
of their desires. People with this orientation have the
perception that their actions are Restrained by social norms
and feel that indulging themselves is somewhat wrong.

QUESTION NUMBER 3 (A)

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As mentioned in the question Krabi Textiles are going to shift

from Offline business module to Online business module.
Firstly what is online business module. It is also called
E-Business. (Electronic Business)

E-Business

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• E-Business stands for Electronic Business or business when

done via use of electric means or precisely buying and
selling of goods or services, providing customer support,
and other services using the internet, and the transfer of
money and data to execute these transactions.

• E-Business is often used to refer to the administration of

conducting business online via the internet.

• E-Business constitutes all the required business activities

that used to happen or get done usually offline. It’s just the
difference of new technology.
• Like E-business includes buying and selling goods and
services, servicing customers, processing payments,
managing production control, collaborating with business
partners, sharing information, running automated employee
services, recruiting etc.

TAKING THIS STEP OF CONVERTING FROM OFFLINE

RETAIL TO E-BUSINESS IS PROBABLY THE BEST
DECISION KRABI TEXTILE HAS TAKEN. REASON WHY
THIS STEP IS A BLASTER OR JACKPOT ARE :

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E-business saves money

E-Business saves money when you don't have to pay for a
storefront, utilities, building maintenance, and you also save
time by not having to manage those things. If you sell
products, they no longer have to go from manufacturer to
warehouse to store to the customer’s cart, they can go from
the manufacturer to the customer’s virtual cart, which saves on
shipping costs and makes products cheaper overall.

Better communication and faster

decision making
E-business allows for conversations to happen quickly. Faster
decision-making saves time, and time is money in business. E-
business allows people to communicate in several ways that
facilitate understanding.
If someone is not comfortable on the phone or through a video
chat, there is always messaging and emailing. People who
don't speak the same language can communicate through
translation software programs

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The office can be anywhere

Any device that connects to the internet can be counted as
invaluable business tool. If you say like Laptops, Mobile
devices, Tablets devices etc. No matter wherever you are just
connect to the internet and you’re good to go.

AS THE LEADER OF KRABI TEXTILE E-BUSINESS

MODULE THERE WILL BE A LOT OF CHANGES THAT
WILL BE HAPPENING IN THE BUSINESS, LOTS OF

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ADAPTATIONS THAT NEED TO BE DONE, LOTS OF

NEW SKILLS TO BE DEVELOPED ETC.

SOME OF THE THINGS AS THE LEADER SHOULD

SUGGEST BE EFFECTIVE IN SUCH TIMES WILL BE
LISTED AND EXPLAINED BELOW :

Have a business plan

Before we begin to start our business on to the internet, we
must find out an appropriate business plan. Proper planning of
the business is essential for its success. Your business
plan should include a niche in which you are going to work, will
it just be textiles or something like that at the same time, it
must also give an insight into an idea of the possibility of the
success that you are going to achieve.

Focus on the customer and

understand the market
For transforming any business into successful trading, it is very
important to master the skills of marketing and sales. Research
all the demographics as well as psychographics of your
potential customer base and keep a check on their buying
habits. Also, watch your competitors indulge in dialogues with
similar businesses, browse the websites of your competitors

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and try to comprehend the feedback of their customers on

social media platforms. These strategies will help us to
understand the market scenario.

Pick the right product

Even after outlining the idea of the business and finding out the
niche of your business, it is very important for us to be very
particular about the type of the product that we are going to
sell.

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Domain name and site location

After we are done mapping out the business idea and
choosing the product, a good hosting provider shall come next
in the list. After this, you can proceed to set up our very own
website and begin with your online business. Domain name
and site are basically the address of an online E-Business.

Advertisement is the key

A well-planned advertising strategy will play a key role in the
overall growth and development of Krabi Textiles. Once all our
ideas and products are ready for sale, we must make way for
proper marketing as well as advertising strategies to promote

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our established business. This strategy will help us expand our

business to the next level.

The right use of social media

Marketing and advertising strategies could be well-executed by
taking help from social media. Some social media platforms
like Facebook, Twitter, and Instagram can be taken into use to
market and promote our Textile products and ideas. Using the
platform provided by social media, we can easily outreach our
target customers.

Maintain of business activity

We must continue to figure out all the ways and means using
which we can maintain our business in a sound manner.\
This process should always be a continuous process because
maintaining our business is a refreshing act that makes our
business running and evergreen.

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QUESTION NUMBER 3 (B)

Manager is a person who is responsible for a part of a

company, that is they ‘manage‘ the company. Managers may
be in charge of a department and the people who work in it. In
some cases, the manager is in charge of the whole business.
Example : A restaurant manager is in charge of the whole
restaurant.

A manager is a person who exercises managerial functions

primarily. They should have the power to hire, fire, discipline,
do performance appraisals, and monitor attendance. They
should also have the power to approve overtime, and authorise
vacations. He/she is the boss.

The Manager’s duties also include managing employees or a

section of the company on a day-to-day basis.

WHEREAS

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Leaders are the individuals who establish direction for a

working group of individuals who gain commitment from these
group of members to this direction and who then motivates
these members to achieve the direction’s outcomes.

Leaders are defined to achieve challenging targets by

motivating others for their accomplishment. He/She is able to
make immediate yet effective decisions in difficult situations.

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Or in other words, A leader by its meaning is one who goes

first and leads by example, so that others are motivated to
follow him. This is a basic requirement. To be a leader, a
person must have a deep-rooted commitment to the goal that
he will strive to achieve it even if nobody follows him.

There is not very big of a difference in between manager and a

leader, but the things that separates Managers from Leaders
are given as follows :

Leaders create a vision, managers

create goal

Leaders paint a picture of what they see as possible and

inspire and engage their people in turning that vision into
reality. They think beyond what individuals do. They
activate people to be part of something bigger. They know that
high-functioning teams can accomplish a lot more working
together than individuals working autonomously. Managers

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focus on setting, measuring and achieving goals. They control

situations to reach or exceed their objectives.

Leaders are change agents,

managers maintain the status quo

Leaders are proud disrupters. Innovation is their mantra. They

embrace change and know that even if things are working,
there could be a better way forward. And they understand and
accept the fact that changes to the system often create waves.
Managers stick with what works, refining systems, structures
and processes to make them better.

Leaders are unique, managers copy

Leaders are willing to be themselves. They are self-aware and

work actively to build their unique and differentiated personal
brand. They are comfortable in their own shoes and willing to
stand out. They’re authentic and transparent. Managers mimic
the competencies and behaviours they learn from others and
adopt their leadership style rather than defining it.

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Leaders take risks, managers

controls risks

Leaders are willing to try new things even if they may fail
miserably. They know that failure is often a step on the path to
success. Managers work to minimise risk. They seek to avoid
or control problems rather than embracing them.

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Leaders are in it for long haul,

managers think short term

Leaders have intentionality. They do what they say they are

going to do and stay motivated toward a big, often very distant
goal. They remain motivated without receiving regular rewards.
Managers work on shorter-term goals, seeking more regular
acknowledgment or accolades.

Leaders grow personally,

managers rely on existing, proven
skills

Leaders know if they aren’t learning something new every day,

they aren’t standing still, they’re falling behind. They remain
 curious and seek to remain relevant in an ever-changing world
of work. They seek out people and information that will expand
their thinking. Managers often double down on what made

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them successful, perfecting existing skills and adopting proven

behaviours.

Leaders build relationships,

managers build systems and
processes

Leaders focus on people – all the stakeholders they need to

influence in order to realise their vision. They know who their
stakeholders are and spend most of their time with them. They
build loyalty and trust by consistently delivering on their
promise. Managers focus on the structures necessary to set
and achieve goals. They focus on the analytical and ensure
systems are in place to attain desired outcomes. They work
with individuals and their goals and objectives.

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