Management: Leadership

On Management

There are things which we can’t live without. These are things which simply became parts of us that life seems to be incomplete without them. These are things where we specialize, where we gain a significant amount of knowledge, and we can easily share with others.

As a manager of my own business, I am most confident in imparting knowledge about running a business operation. I believe that everyone has a notion that a manager’s main task is to generate revenue and earn a substantial amount of profit. This statement, however, is a lot plainer than it seems. It is always easier to come up with business goals than actually establishing and executing the required strategies to achieve these objectives. Being a manager is not just being able to show profits at the end of the year but being in charge of the critical daily business processes to work for it.

Good management is indispensable to the success of any organization. The failure or success of any business institution lies in the hand of its management team as they “lay the company’s long term direction, develop competitively effective strategic moves and business approaches and implements what needs to be done internally to produce day in and day out strategy execution” (Strickland, 4). Put simply, the manager is the major driving force that directs the organization to its expected end.

In school, we are taught that manager has four primary functions—planning which refers to identifying the goals, objectives, and the business plans to achieve them; organizing which identifies and sets the necessary resources to execute the business plan; directing which includes pointing, leading, and managing employees to achieve organizational goals; and controlling which involves the evaluation process carried out by the organization to check if the actual performance of the company matches the devised business plan (Allen 2). I believe that these functions are significant in the achievement of business goals. However, all these functions are too broad to discuss together, so this paper will only tackle the leadership function of management.

Leadership is a critical and rigorous process of influencing and motivating people to achieve business goals. Though the goal of each leader is essentially the same, they craft different ways to achieve them by employing unique management and leadership styles which often leads to conflict as to whether what leadership technique is superior. Two leadership styles are often utilized in business operations—authoritarian and participative management.

Authoritarian organizations follow the military type of organization where decision making is centralized and lies at the hand of the top management. Middle managers do as they are ordered, following the chain of command implemented by their superior. Authoritarian organization essentially operates a top-down management style, where the primary role of managers is to transmit orders. Also, authoritarian organizations view that workers hate work and that they need to be compelled to the task demanded from them. This implies that the achievement of the company’s goals can only be achieved through force. Authoritarian managers do not motivate their employees to perform well in their job. Their main concern is the achievement of a certain goal at the expense of their employees. (“Role of Managers under Different Management Styles” 38-51)

In a participative management style, works are delegated to the employees and managers largely coordinate with the group work. Also, responsibilities are accepted and performed by the employees knowing they will be held accountable for the quality of their work. Work is viewed as a source of satisfaction or frustration depending on the manager’s and organization’s chosen style of leadership. People who derive satisfaction from their job will then perform the best way that they can while those who obtain frustration from it will tend to perform badly. Thus, managers highly motivate their employees and reward them according to their accomplishments. Managers are also tasked to “clear the difficulties on the path of his or her subordinate” (“Roles of Manager under Different Management Styles” 52-56). Decision making is also participated by all levels and functional areas, giving each employee a sense of participation in running the organization. Participative management also assert that people will not only accept but will seek greater responsibility if the proper motivation techniques are in place.

As the leading and driving force in my own company, I decide to employ a more participative, facilitative and more empowering democratic style leadership style .I see leadership as responsibility which is a good way to influence other people. It is an opportunity to motivate and help people, to bring out the best in each employee for the company’s utmost benefit. A broad background in management will help leaders to establish viable company goals as well as formulate and execute strategies to achieve them.

Knowledge of these management styles and their different implications in the performance of companies always lead to the best choice of the most efficient leadership strategies. In a macroeconomic viewpoint, efficient leadership in each business entities will encourage competition and boost the performance of the economy.

However, a lot of people are reluctant to take on the roles of leader due to the large risk implied by being one. As managers determine the success or failure of a company, a heavy burden is laid on their backs to ensure efficiency and profitability of a company. Risk-averse individuals are more likely to decline the opportunity of leading a business operation.

Works Cited

Allen, Gemmy. “Managerial Functions”. Management Modern.1998. 28

Sept. 2005 <http://ollie.dcccd.edu/mgmt1374/contents.html >

Davidmann, Manfred. “Roles of Manager under Different Leadership Styles”.

Solbaram.org. 1998. Solbaram.Org. 09 Sept. 2005 <http://www.solbaram.org>

Thomson, Arthur, and A. J. Strickland. Strategic Management Concepts and Cases. New

York: McGraw-Hill, 2003

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