Chapter 1 Roles

CHAPTER 1: MANAGEMENT AND LEADERSHIP
THE ROLES OF MANAGERS
The purpose of an organization is to realize a certain mission and to achieve

established goals.
The mission is a value (something rare) that the organization should create for its
environment.
Goals are asks that help with the realization of the mission.
Members and their teams all contribute to the mission and goals. (leads to satisfaction)
What is organizational management?

Management is the creation and maintenance of such so that an organization
can fulfill its mission, achieve its goals, and maintain unity, which will enable
the organization to continue existing. In this sense, management points the
organization in the right direction and makes sure it remains on track.
The role of a manager has to be defined according to character and size
of the organization, as well as its range of operations.
The managers are appointed, evaluated, rewarded, and dismissed by

their principals. The principals also define the criteria and conditions that
managers must meet.
The roles of managers are usually intertwined with the roles of directors and
bosses - superiors.
Subordinates to perform the tasks to expectations, evaluating their performance.
Leaders are different from managers and directors because the

characteristics that a leader should have are difficult to find. Leadership is the
ability to inspire followers.
It has to be driven by higher motivations, such as the wish to be distinguished as an

individual and
as a group. This phenomenon is related to charisma.
Informal leaders enjoy exceptional esteem and prestige without holding a managerial or
directorial position.
Functions of management:
1. Planning - Such programs include goals to be achieved; clearly identified tasks
to be carried; and the resources needed to fulfill the tasks and the timetables.
2. Organizing- the creation of structures that enable the realization of plans.
3. Knowledge and information management - Information has to be analyzed,
interpreted, and generalized. Knowledge enables an organization to function properly for
a longer period of time and prepare for future challenges.
4. Financial management - to provide the financial basics for the organization's
functioning and development. The most important requirement is solvency
(платеждеспособность), which is the capacity to settle financial liabilities. How to
manage the financial risk, and the value of all assets, including the immaterial ones
(brand, reputation, credit standing, and human capital).
5. Operations management - A manager cannot avoid direct involvement in
operations and cannot
perform his or her role without a thorough knowledge of operations.
6. HR management -crucial for the success of the organization and requires
immediate attention defining the rules for selection, evaluation, motivation (including
remuneration), promotion and dismissal of the employees.
7. Marketing and public relations -determines its income from product sales ( for-
profit businesses),
8.Negotiations-
to reconcile conflicting interests and/or opinions. Negotiation
9 Control -
draw conclusions from this verification.
maintenance of a consistent line of action and the
fulfillment of the mission and plans. The plans are often used as a point of
reference for verification.
Charisma is the foundation of leadership.
The main activites, functons and actions that can be qualitied both to
leadersmp and to management are as follows.
1 Giving a vision of the development of the organization and a strategy that

will be used to realize the vision over a longer period of time,
Strategy
turns a vision into a reality.
2 motivate.
3power play
Power- the formal ability ot influence hte behavior of others
buying support and on the other

hand blocking undesirable actions and behaviors.
power needs control

mechanisms.
4 structural design.
5 representative of the organization.
manager is expected to know something about everything and

everything about something.
the most important skil ni this field is
the ability to communicate.
the ability to convince o t e r s through reasoning, negonaton and

discussion is part ofcommunication.
A selection of theories and beliefs

Least Preferred Co-worker Theory (LPC)
High LPC leaders tend to have close and positive relationships and tca ni a
supportive way, even prioritizing relationships over tasks.
supportive way, even prioritizing relationships over tasks.
Low LPC leaders put hte task first and wil value relationships only after
they are satisfied with the work and the results.
Adaptive leadership
Ronald .A Heifetz (1994)
A true leader should help society deal with the problem and not eliminate its
symptoms.
An adaptive leader finds it crucial to be able to see that problems can be
a v i d e d into the rodune ones the ones that can be solved using particular
knowledge) and the adaptive ones (the ones that require innovative solutions and
often alsoachange of values).
An adaptive leader helps groups to overcome these defense mechanisms
willout giving wels any authoritaave davice. fi e or she nesps the group to lind a
solution on their own and to take responsibility for it.
Differences

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CHAPTER 1: MANAGEMENT AND LEADERSHIP

THE ROLES OF MANAGERS

The purpose of an organization is to realize a certain mission and to achieve

What is organizational management?

The managers are appointed, evaluated, rewarded, and dismissed by

Subordinates to perform the tasks to expectations, evaluating their performance.

Leaders are different from managers and directors because the

It has to be driven by higher motivations, such as the wish to be distinguished as an

Charisma is the foundation of leadership.

1 Giving a vision of the development of the organization and a strategy that

Power- the formal ability ot influence hte behavior of others

buying support and on the other

power needs control

5 representative of the organization.

manager is expected to know something about everything and

the ability to convince o t e r s through reasoning, negonaton and

A selection of theories and beliefs

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