This document talks about the theories of management and leadership, from a practical point of view, addressing the topics of Types of Management and Types of Leadership.
Throughout most of our existence we belong to an organization, millions of men or women around the world spend their lives working in different organizations, facing countless challenges as they struggle to fulfill their daily tasks.
In addition, all organizations have a program or method to achieve their goals, for this it is of great importance and very necessary that the "administration" be included in its program, since it consists of giving it shape, consciously and constantly, to organizations.
The organization is the main activity that makes a difference in the degree that organizations serve the people they affect. The success that the organization can have in achieving its objectives and also in meeting its social obligations depends, to a large extent, on the management performance of the organization.
This statement that management is responsible for the success or not of a company tells us why management is necessary, however, it does not indicate when it is required, and the requirement occurs whenever there is a group of individuals with specific objectives..
The people who assume the managerial performance of an organization are called “managers”, and they are responsible for directing the activities that help organizations to achieve their goals.
The fundamental basis of a good manager is the measure of efficiency and effectiveness that he has to achieve the goals of the organization. It is the ability you have to minimize the resources used to achieve the objectives of the organization (do things right) and the ability to determine the appropriate objectives (do what needs to be done).
It should be said that no degree of efficiency can compensate for the lack of effectiveness, so that an ineffective manager can not achieve the goals of the organization, effectiveness is the key to the success of organizations. But being a manager is not only directing activities, being a manager also implies being a good leader, it is knowing the process of how to penetrate those activities carried out by the members of the group with which you work. The manager to be able to achieve his objectives must know how to use the different forms of power to influence the behavior of his followers, in different ways, without forgetting what he wants to achieve and where he is going.
So managing and leading are elements that must be combined to achieve their common goal, which allow the learning of different techniques that allow the person to have their personal development, indispensable so that everyone understands forms of cooperation effectively and efficiently to obtain the lexicon. common.
CHAPTER I
MANAGEMENT.
Management is a position occupied by the director of a company which has within its multiple functions, representing society against third parties and coordinating all resources through the process of planning, organization, direction and control in order to achieve established objectives.
Henry, Sisk and Mario Sverdlik (1979) state that:
… The term (management) is difficult to define: it means different things to different people. Some identify it with functions performed by entrepreneurs, managers or supervisors, others refer to a particular group of people. For the workers; Management is synonymous with exercising authority over their working lives…
Hence, in many cases, management fulfills various functions because the person who performs the management role has to function as an administrator, supervisor, delegator, etc. Hence the difficulty of establishing a concrete definition of that term.
TYPES OF MANAGEMENT
In management there are four types which are:
The Patrimonial Management
This type of management is one that in the property, the main positions of formulation of principles of action and a significant proportion of other positions higher in the hierarchy are retained by members of an extended family.
Political Management
Political management is less common and, like wealth management, its chances of survival are weak in modern industrializing societies, it exists when ownership, in high decisive positions and key administrative positions are assigned on the basis. of political affiliation and loyalties.
In a company there is always the need for good management and for this we need to formulate two types of key questions such as why and when is management necessary?
The answer to this question defines, in part, one aspect of the nature of management: Management is responsible for the success or failure of a business. The claim that management is responsible for the success or failure of a business tells us why we need management, but it does not tell us when it is required.
Whenever some individuals form a group, which by definition consists of more than one person, and such a group has a goal, it becomes necessary for the group to work together to achieve that goal.
Group members must subordinate, to some extent, their individual desires to achieve group goals, and management must provide leadership, direction, and coordination of efforts for group action.
In this way, the question when is answered by establishing that management is required whenever there is a group of individuals with specific objectives.
THE FUNCTIONS OF THE MANAGEMENT
When we study Management as an academic discipline, it is necessary to consider it as a process. When management is viewed as a process, it can be analyzed and described in terms of several fundamental functions. However, some caution is needed. When discussing the management process it is convenient, and even necessary, to describe and study each function of the process separately. As a result, it might appear that the management process is a series of separate functions, each one tightly fitting into a separate compartment. This is not so, although the process, to be well understood, must be subdivided, and each component part discussed separately. In practice, a manager can (and often does) execute simultaneously, or at least continuously,all or some of the following four functions: Planning, organization, direction and control.
Planning:When management is viewed as a process, planning is the first function to be performed. Once the objectives have been determined, the means necessary to achieve these objectives are presented as plans. An organization's plans determine its course and provide a basis for estimating the degree of likely success in meeting its objectives. Plans are prepared for activities that take little time, sometimes years, to complete, as well as are necessary for short-term projects. Examples of long-range plans can be found in product development programs and financial projections of a company. At the other end of the time scale, a production supervisor plans the performance of his work unit for a work day or week.These examples represent extremes in the length of time covered by the planning process, and each of them is necessary to achieve the objectives set by the company.
Organization: In order to put into practice and execute the plans, once they have been prepared, it is necessary to create an organization. It is the function of management to determine the type of organization required to carry out the plans that have been prepared. The kind of organization that has been established determines, to a large extent, whether the plans are appropriately and integrally appropriate. In turn, the objectives of a company and the respective plans that allow its realization, exert a direct influence on the characteristics and structure of the organization. A company whose objective is to provide shelter and food for the traveling public needs a completely different organization from that of a firm whose objective is to transport natural gas through a gas pipeline.
Direction: This third managerial function involves the concepts of motivation, leadership, guidance, encouragement and action. Despite the fact that each of these terms has a different connotation, they all clearly indicate that this managerial function has to do with the human factors of an organization. It is as a result of the efforts of each member of an organization that it manages to fulfill its purposes, hence directing the organization so that its objectives are achieved in the most optimal way possible is a fundamental function of the management process.
Control: The last phase of the management process is the control function. Its immediate purpose is to measure, qualitatively and quantitatively, performance in relation to performance patterns and, as a result of this comparison, determine whether it is necessary to take corrective or remedial action that channels performance in line with established standards. The control function is continuously exercised, and although related to the organizational and management functions, it is more closely associated with the planning function.
Corrective control action almost invariably leads to a rethinking of plans; For this reason, many students of the management process consider both functions as part of a continuous cycle of planning-control-planning.
MANAGEMENT OBJECTIVES
Naming some of the management objectives we have the following:
- Market positionInnovationProductivityPhysical and financial resources Profitability (profit yields) Management performance and development Worker performance and attitude Social responsibility
MANAGEMENT BY OBJECTIVES
The setting of objectives, the use of these in the management process and the measurement of performance, both individual and of the organization as a whole, compared to these objectives are known as management by objectives (GPO). The GPO also implies that the objectives are jointly or participatory set by superiors and subordinates and that the performance of subordinates is appreciated or measured in terms of the degree of fulfillment or achievement of such objectives.
To understand the basics of GPO, you need to define a goal and emphasize its importance precisely and concisely.
Definition:Running a business without predetermined goals is as frustrating and pointless as navigating a ship without a destination. For management there is no direction for their efforts or effective coordination of resources, nor can there be the necessary direction and effective coordination until there is an established goal or purpose. Thus, an objective can be defined as the end point (or goal) towards which management directs its efforts. Goal setting is, in effect, purpose determination, and when applied to a business organization, it becomes setting the reason for its existence. To achieve maximum effectiveness in setting objectives, an organization must determine them before starting the managerial process of setting, organizing, directing, and controlling.Setting a goal may require intensive research, but it is not part of the planning process. The planning function is carried out jointly with the three managerial processes, with the purpose of meeting predetermined objectives.
TYPES OF OBJECTIVES
There is no single or particular objective for a business organization. Some objectives are primarily of interest to individuals and organizations, and not a part of the organization itself. Other objectives are of special interest to the organization and concern only those who are members or owners of the firm. It is not, however, a question of determining which objectives are more important - external or internal to the company - but rather, how to achieve each set of objectives to the maximum degree.
External Objectives: The company Ómnibus Nacional declares that its objective is to make a profit and, judging by the action taken, the implication is profit at all costs. However, a group of citizens who rebel against them requesting that the license or permit by which the National Omnibus operated the El Paso Transportation Company be revoked. The request is made not because the group objects to the National Omnibus making a profit, but because it has ignored its primary function, which is to provide adequate service to users. Therefore, it would seem that this time the service to users is the main objective, and the obtaining of profit is a secondary or subsidiary objective. It must be admitted, of course, that a passenger transport company is a special case, since it is a public service.
The question then arises whether, if it is a firm whose activity is not to provide a public service but to produce articles for public consumption, it applies the same criterion; In other words, the service (in this case the product that is made available to you) prevails over the profit objective. The answer, we estimate, is the same as in the case of a public service, although the problem may not be so really defined. No commercial or industrial organization can exist unless a part of the public acquires its services or products. The old manufacturer of fly swatters serves as an example: What good is it to produce a good fly swatter if no one is interested in buying it? The reader may, perhaps, object that this is a somewhat extreme example. It is true, however,that the same concept is applicable to the distribution of products and services currently consumed, and, therefore, demanded by the public. As a product or service is not comparable, in terms of price, quality and utility, to competitive products and services, it will not be verified in sufficient quantities to generate a sufficient profit that allows the production company to remain in the market.
The desire for profit and the hope of sharing it motivates all employees, particularly managers; But to create a profit an organization must be good to its customers. Hence, the primary objective of any organization is a service objective. Satisfy customer needs.
Another implication that we can extract from the case of the El Paso Transportation Company is that commerce and industry are sanctioned by the society in which they exist and operate. Indeed, in the present case, this is perfectly clear, since the city granted the concession to the Company, and in the same way the city can revoke such permission when they fail to comply with their obligations. In many types of businesses that are prohibited by law; for example, most countries or political subdivisions prohibit banking or gambling, as well as legislate to restrict the practice of businesses that violate the public interest, such as: Consortia and monopolies. Consequently, another business objective is to provide a service controlled and sanctioned by society.
The objectives of an organization must be in accordance with the wishes of the society, otherwise that organization is not allowed to continue operating.
Internal objectives: The two objectives, customer services and community services, with external objectives of the company. At the same time that these objectives are met, an organization needs to satisfy certain objectives that are of particular interest. These are internal goals. The first of these is the correct position of the company in relation to its competitors; A company may wish to be the most important, the most lucrative, the fastest growing, producing the most new products.
Secondly; there are objectives that relate to the staff of the firm. Just as it may want to attract and retain the type of employee with the best possible qualifications or, depending on the nature of the business and managerial objectives, it may seek staff with minimal qualifications. In turn, groups of employees may obtain sub-objectives of their own, such as the desire for certain levels of wages and fringe benefits.
A third group of objectives is directed towards the satisfaction of the shareholders, and they are considered internal since the shareholders, as such, are part of the company and not necessarily the clients or representatives of the society that sanctions it. These objectives usually define profit as a goal, so that shareholders can receive a dividend on their investments in the company. Profit is also necessary to provide the financial funds that allow the achievement of the first of the internal objectives, the desired relative position of the company with respect to its competitors.
In summary, the objectives of a firm can be classified into external and internal. The former are service objectives; commercial companies must, if they are to remain in the market, provide a product or service acceptable to customers and sanctioned by society. Internal objectives define the position of a firm with respect to its competitors and indicate specific goals for different employees, individually or collectively as a group. There are also internal objectives aimed at satisfying shareholders or investor owners. Profit, the vital nerve of a commercial organization, acts as an objective and as a motivation, but it is not achievable or achievable unless the needs of consumers and users are adequately satisfied and its objectives are sanctioned by society.
CHAPTER II
THE LEADERSHIP.
The vision that the workers of their boss have in general is that they order, command, decide, say what should be done, impose criteria, distribute the work, control and supervise the tasks.
The concern of managers and command should be focused on creating an image such that his subordinates classified him as another collaborator, guide, listener to his people, generator of trust; naturally accepted by the group, good communicator, person who supports and helps, who transmits security.
The command that is a leader works to be accepted for his charisma and his service to a team that buys help and guidance to meet the predetermined goals that have been previously negotiated.
The leader is the support of the team, the one who empowers people to develop their concerns, initiatives and creativity. It fosters responsibility, team spirit, personal development, and, especially, it is the craftsman of creating a spirit of belonging that unites employees to decide the measures to be taken.
It is really easy to understand the advantages of leadership and how by inverting the pyramid as K. Blachard (1991) says:
"Greater profitability, productivity, quality and team climate are achieved. Is it enough for a command to read these lines or a book on leadership to automatically be a team leader?"
Unfortunately, the answer is no. There is an insurmountable double problem, but it is essential to take into account. The first is cultural and can be solved with adequate training; managers do not think that with a 15 or 20 hour seminar their managers will become leaders but like any study or career with method, system, training and time, people they can effectively learn and put into practice leadership principles.
The second is attitudinal, a little more complicated but not impossible to solve. Many seminars should contemplate the change of skills within their objectives, allow people to get to know each other, analyze the origin of their character, temperament and relationships, to be able to make change decisions that help a more harmonious, satisfactory coexistence, thus, healthy personally and in relationships.
There are natural leaders; people look for leaders who represent, guide and support them; it is also possible to learn to do it. Would you like to be recognized as a leader of your team? If your answer is yes, I congratulate you. Get started because time is short and the survival of the organization and your position is at stake.
DEFINITION OF LEADERSHIP
Rallph M. Stogdill, in his summary of leadership theories and research, notes that “there are almost as many definitions of leadership as there are people who have tried to define the concept. Here, managerial leadership will be understood as the process of directing the work activities of group members and influencing them. This definition has four important implications.
First of all, leadership involves other people; to employees or followers. The members of the group; given their willingness to accept the leader's orders, they help define the leader's position and allow the leadership process to proceed; If there were no one to command, the leadership qualities would be irrelevant.
Second, leadership involves an unequal distribution of power between leaders and group members. Group members are not without power; they can and do shape group activities in different ways. However, as a general rule, the leader will have more power.
The third aspect of leadership is the ability to use different forms of power to influence the behavior of followers, in different ways. In fact some leaders have influenced soldiers to kill and some leaders have influenced employees to make personal sacrifices for the benefit of the company. The power to influence brings us to the fourth aspect of leadership.
The fourth aspect is a combination of the first three, but recognizes that leadership is a matter of values. James MC Gregor Burns argues that the leader who overlooks the moral components of leadership will go down in history as a scoundrel or worse. Moral leadership is about values and requires that followers be given enough information about alternatives so that when the time comes to respond to a leader's leadership proposal, they can choose wisely.
Chiavenato, Idalberto (1993), highlights the following:
"Leadership is the interpersonal influence exerted in a situation, directed through the process of human communication to the achievement of one or several specific objectives"
It should be noted that although leadership is closely related to administrative activities and the former is very important to the latter, the concept of leadership is not the same as that of administration. Warren Bennis, writing about leadership, in order to exaggerate the difference, has said that most organizations are over-managed and under-led. A person may be an effective manager (good planner and administrator) who is fair and organized - but lacks the leadership skills to motivate. Other people may be effective leaders - with the ability to unleash enthusiasm and devotion - but lacking the managerial skills to channel the energy they unleash in others. Faced with the challenges of dynamic engagement in today's world of organizations,many of them are more appreciative of managers who also have leadership skills.
IMPORTANCE OF LEADERSHIP
- It is important because it is the ability of a boss to guide and direct. An organization can have adequate planning, control and organizational procedure and not survive the lack of an appropriate leader. It is vital for the survival of any business or organization. otherwise, many organizations with poor planning and poor organization and control techniques have survived due to the presence of dynamic leadership.
LEADERSHIP TRENDS
As conditions and people change, leadership styles change. Today people are looking for new types of leaders to help them achieve their goals. Historically there have been five ages of leadership (and we are currently in a transition period to the sixth). They are:
1.- Age of conquest leadership.
During this period the main threat was the conquest. People were looking for the omnipotent boss; the despotic and domineering leader who promised people security in exchange for their loyalty and taxes.
2.- Age of commercial leadership.
At the beginning of the industrial age, safety was no longer the main leadership function, people began to look for those who could tell them how to raise their standard of living.
3.- Age of organizational leadership.
Living standards were raised and easier to achieve. People began looking for a place to "belong". The measure of leadership became the ability to organize.
4.- Age of leadership and innovation.
As the rate of innovation increased, products and methods often became obsolete before leaving the planning board. The leaders of the day were those who were extremely innovative and could handle the problems of the increasing speed of obsolescence.
5.- Age of information leadership.
The last three ages have developed extremely fast (it started in the 1920s). It has become clear that no company can survive without leaders who understand or know how information is handled. The modern information leader is the person who processes it the best, the one who interprets it most intelligently and uses it in the most modern and creative way.
6.- Leadership in the “New Age”.
The characteristics of leadership that we will describe have remained almost constant throughout the past century. But in the greatest honesty, we cannot predict what special skills our leaders will need in the future. We can only make probable conjectures. Leaders need to know how new technologies are used, they will need to know how to think in order to effectively analyze and synthesize the information they are receiving, despite the new technology, their dedication must remain focused on the individual. They will know that leaders direct people, not things, numbers or projects. They will have to be able to supply what people want in order to motivate those they are leading. They will need to develop their listening skills to describe what people want.And they will have to develop their ability to project, both short and long term, to preserve a margin of competition.
TYPES OF LEADERSHIP
Below are some cases in which situations with a particular leadership style are presented:
CASE 1
In the company Mayfes, CA, which is responsible for the manufacture of intimate apparel for women, there are several friendship groups.
Marta, Sofía, Elena, Teresa, Carolina and Paula are a group of friends who have worked together since they joined the company five years ago. They all get along very well but the leader of the group is Paula, a strong girl of character, intelligent and expert in her work.
On one occasion, one of the other employees quit and the company hired another girl, her name was Melisa. The supervisor of the swimsuit manufacturing area entrusted Sofía with the training of the new worker and the two spent several weeks together until the training was completed.
On one occasion at lunchtime, Melisa hears that the aforementioned friends are planning their weekend trip. Later in the day, Melisa calls Sofía and tells her: at lunchtime I accidentally overheard that you are planning a trip and she would like to know if I could accompany her. And it is that I feel a little lonely since my parents live in the interior and I would like to have a little fun. Sofía replies that she thinks there is no problem, but that she will consult her friends.
Sofía gathers her friends and informs him what happened. After a few moments Paula replied: that girl is not going with us, of course! They all stared at each other, and Sofia pointed out: but I told her she could go.
Also, I don't think there is a problem. Paula answered: I said it is not going, period! Sofía remained silent and with great sorrow informed Melisa that she could not go with them.
Leadership Type: Autocrat
CASE 2
In the company Mc. Pollo, CA, a fast food outlet presents the following situation:
Mr. González is the manager of the aforementioned premises and is making a decision regarding one of his employees.
In the dispatch area, in hours of greatest influx of clients. The worker Martínez is very slow despite the fact that he has been in the company for a long time and his slowness causes inconvenience.
Early on Friday, González calls Martínez at his office:
Martinez, good morning!
I have called you to inform you that from Monday you will not work in the dispatch area.
Martínez asks why.
I have made this decision because lately I have observed that you are a bit slow in the hours of greatest influx of customers and this causes complaints from them. I know that you are a hard-working person, punctual, responsible, that is why you work in internal areas so that you gain a little more experience and then we will talk about the matter again. I want to know what you think about it?
Mr. González really seems like a good idea to me, so we will better serve our clients and after he gains more experience we will talk again when he is ready. Thank you, Mr. González!
Leadership Type: Democrat
CHAPTER III
MANAGER
Person, with full legal capacity, who runs a company on behalf of the employer. This person is entrusted with the task of caring for, supervising, controlling, planning, the people under his command.
TYPES OF MANAGERS
The term manager has been used to refer to whoever is responsible for fulfilling the four basic activities of administration in the development of their relationships. One way to capture the complexity of management is to understand that managers can work at different levels of an organization and from different ranges of activities within them. After analyzing the level and scope of various types of managers, you will also see that different types of management reinforce different capacities and roles.
LEVELS OF ADMINISTRATION
Front Line Managers
The people responsible for the work of others, who occupy the lowest level of an organization, are called first-line or first-level managers. First-line managers manage employees who are not managers; they do not supervise other managers. Examples of a front-line manager would be the production manager or supervisor of a manufacturing plant, the technical supervisor of a research department, and the supervisor of a large office. Frequently; front-line managers are called "supervisors . " The principal of a school is also a first-rate manager, much like a manager of a major league baseball team.
Middle Managers
The term middle management includes various levels of an organization. Middle-level managers direct the activities of lower-level managers and, on occasion, operations employees. The overall responsibility of middle management is to direct the activities that serve to implement the policies of their organization and balance the demands of their managers and the capabilities of their employers. Natalie Anderson is a middle manager; some managers report to her, for example production editors, and in turn, she reports to Vladimir.
Top management
Senior management is made up of a comparatively small number of people and is responsible for managing the entire organization. These people are called executives. They establish the policies of the operations and direct the interaction of the organization with its environment. Typical senior management positions are "CEO," "Director," and "Deputy Director."
CONCLUSION
According to all the aspects studied here, an important fact that the management of organizations underlines is that the extent of its commitment to its goals and purposes is, to a large extent, the result of the clarity and way in which the objectives are established. Without objectives there is no need for an organization; and when it is possible to create an organization without an established purpose, it rapidly deteriorates and ends up dissolving.
Likewise, an existing organization that no longer has a goal to address must reshape its goals if it is to survive. It is axiomatic that without an organization there is no need for managers or managerial process. Hence, the objectives are considered fundamental to the management process.
It must be admitted that there is a difference of opinion in relation to the setting of objectives, it must be considered as part of planning, point out that sometimes planning activities are necessary to clearly define an objective, and established objects are often modified, as a result of undertaking the development of plans to achieve previously established goals. What they see goal setting as a separate activity preceding the planning function, they do to emphasize the importance of goal setting and stress the need for a defined, clear and precise goal before undertaking any activity; further, the objectives say, they may result from individual wants or needs that are not related to or dependent on planning.Regardless of the inclusion or not of setting objectives as part of planning, there is unanimous agreement that they are basic and important in the management process.
On the other hand, it should be said that, since the concept of systems is used as a way of describing the managerial process, it is important to mention two aspects of systems theory that are of particular value to managers. First, the recognition that there is no single system but rather a wide range of variations in the complexity of the systems, which resulted in them being considered as part of a hierarchy.
The second aspect of this theory for managers is an understanding of the characteristics of open systems, since managers deal primarily with the management of social systems, a form of open systems.
BIBLIOGRAPHY
- CAMPILLO CUATTI, Héctor. 100,000 Encyclopedic Academic Dictionary. Ediciones Fernández, México 1998, 830 pages.
- BOOK CLUB. Great Illustrated Encyclopedia Circle. Plaza & Janés Editores, Barcelona, 1984, 2080 pages.
- FREEMAN, Edward. Administration. Prentice Hall Hispanoamericana, Mexico, 1995, 686 pp.
- SISK L., Henry, and Mario Sverdlik. Business Administration and Management. SOUTH-WESTEWRN PUBLISHING CO. USA, 1979, 638 pp.
- SENLLE, Andres. Quality and Leadership. Ediciones Gestion 2000 SA Barcelona, 1992, 191 Pages ZAMBRANO ALTUVE, Magaly. Rules for the Presentation of a Monographic Work. Fe y Alegria, Caracas, 1980.
