http://www.wisegeek.com/what-is-a-manager.

htm

A manager is a person tasked with overseeing one or more employees or departments to ensure these employees or departments carry out assigned duties as required. Depending on the size of the company there might be a single, dual or triple management layer involved. In large companies management is basically divided into three tiers: upper or senior management, mid-management and lower management. Lower management includes managers who operate at basic levels of commerce or function. Mid-level management oversees lower-management and generates reports for senior management. Senior or upper management commonly consists of a board of directors or shareholders who own the company and are responsible for making key decisions that affect the company. In commercial franchises like fast food restaurants, a retail manager ensures the daily business functions smoothly. If an employee calls in sick, if there is a problem with stock or deliveries, or if a customer has an issue, a good manager will take care of the problem quickly by assigning someone to it or by addressing it personally. Decisions made at this level of management are normally short-term decisions that are geared towards basic operational needs. Mid-management can include supervisors that field large territories and solve problems within the lower-management tier. Mid-management is also responsible for reporting to uppermanagement, though this function has largely been replaced by technology that has automated the reporting process. A manager at this level might make tactical decisions about how to best handle challenging situations that arise. Upper management is responsible for overseeing and guiding the business to success through making strategic long-term decisions. Strategies are based on analyzing data and extrapolating plans of action that address relevant issues while improving the bottom-line whenever possible. In the case of a small, family-owned business there may be a low-level office manager that reports directly to the owner(s) of the company. The office manager might be responsible for a variety of duties commonly divided into individual departments in larger companies. These duties might include accounting, shipping and customer service, where additional employees who act under the office manager carry out most of these tasks. The officemanager might also double as accountant, head sales representative or buyer, for example. A managerial position of any kind holds more responsibility than a simple employee and generally pays a higher wage. Advanced managerial positions normally require a degree and experience, though companies differ in structure and in requirements.

http://management.about.com/od/begintomanage/a/whatismanager.htm
The Beginning Manager At the beginning, a manager may be responsible for a small team or a small project. Usually, a more senior manager will watch over his or her work. The manager will be expected to learn the

strengths and weaknesses of the team members, lay out the teams goals, assign work to each member to help to reach that goal, provide them the tools they need, and motivate them to do their part. Money Management A beginning manager usually has limited responsibility for money issues and little authority to approve or make expenditures. He or she probably must review and approve timesheets for their employees and may have authority to approve expense accounts within specific guidelines. Goals and Planning The goals typically are set for a beginning manager by someone higher up. The manager then develops the plans to achieve them. He or she provides feedback to their employees as they work to those plans. Management Skill Development Managers at all levels must continuously work to develop their skills. At a beginning level, two areas where a manager can focus their skill development are the ability to effectively manage their meetings and developing their own planning tools like a to do list that makes them more effective. Leadership Even from the very beginning, it is important to understand the differences between management and leadership. Managers who want to advance their careers will start to develop their leadership skills from the beginning. Is Management For You? Ultimately, you have to decide for yourself whether or not you want to be a manager. Here is how to tell if management is right for you and some tips from seasoned managers for new managers.

http://en.wikipedia.org/wiki/Organization
An organization (or organisation see spelling differences) is a social group which distributes tasks for a collective goal. The word itself is derived from the Greek word organon, itself derived from the better-known word ergon - as we know `organ` - and it means a compartment for a particular job.

1862 Diagram of the Federal Government and American Union.

There are a variety of legal types of organizations, including: corporations, governments, nongovernmental organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, and universities. A hybrid organization is a body that operates in both the public sector and the private sector, simultaneously fulfilling public duties and developing commercial market activities. As a result the hybrid organization becomes a mixture of a government and a corporate organization. In the social sciences, organizations are the object of analysis for a number of disciplines, such as sociology, economics, political science, psychology, management, and organizational communication. The broader analysis of organizations is commonly referred to asorganizational structure, organizational studies, organizational behavior, or organization analysis. A number of different perspectives exist, some of which are compatible: From a process-related perspective, an organization is viewed as an entity is being (re-)organized, and the focus is on the organization as a set of tasks or actions. From a functional perspective, the focus is on how entities like businesses or state authorities are used. From an institutional perspective, an organization is viewed as a purposeful structure within a social context.

In management and organizational studies

Main article: Organizational studies Management is interested in organization mainly from an instrumental point of view. For a company, organization is a means to an end to achieve its goals, which are to create value for its stakeholders (stockholders, employees, customers, suppliers, community). moreover, (Samson, p 25. 2005) describes organising as the management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments

[edit]In

sociology

Sociology can be defined as the science of the institutions of modernity; specific institutions serve a function, akin to the individual organs of a coherent body. In the social and political sciences in general, an "organization" may be more loosely understood as the planned, coordinated and purposeful action of human beings working through collective action to reach a common goal or construct a tangible product. This action is usually framed by formal membership and form (institutional rules). Sociology distinguishes the term organization into planned formal and unplanned informal (i.e. spontaneously formed) organizations. Sociology analyzes organizations in the first line from an institutional perspective. In this sense, organization is a permanent arrangement of elements. These elements and their actions are determined by rules so that a certain task can be fulfilled through a system of coordinated division of labor. An organization is defined by the elements that are part of it (who belongs to the organization and who does not?), its communication (which elements communicate and how do they communicate?), its autonomy (which changes are executed autonomously by the organization or its elements?), and its rules of action compared to outside events (what causes an organization to act as a collective actor?). By coordinated and planned cooperation of the elements, the organization is able to solve tasks that lie beyond the abilities of the single elements. The price paid by the elements is the limitation of the degrees of freedom of the elements. Advantages of organizations are enhancement (more of the same), addition (combination of different features) and extension. Disadvantages can be inertness (through co-ordination) and loss of interaction. [edit]Organizational

structures

Main article: Organizational structure The study of organizations includes a focus on optimizing organizational structure. According to management science, most humanorganizations fall roughly into four types:

Pyramids or hierarchies Committees or juries Matrix organizations

Ecologies [edit]Pyramids

or hierarchies

A hierarchy exemplifies an arrangement with a leader who leads other individual members of the organization. This arrangement is often associated with bureaucracy. These structures are formed on the basis that there are enough people under the leader to give him support. Just as one would imagine a real pyramid, if there are not enough stone blocks to hold up the higher ones, gravity would irrevocably bring down the monumental structure. So one can imagine that if the leader does not have the support of his subordinates, the entire structure will collapse. Hierarchies were satirizedin The Peter Principle (1969), a book that

introduced hierarchiology and the saying that "in a hierarchy every employee tends to rise to his level of incompetence." [edit]Committees

or juries

These consist of a group of peers who decide as a group, perhaps by voting. The difference between a jury and a committee is that the members of the committee are usually assigned to perform or lead further actions after the group comes to a decision, whereas members of a jury come to a decision. In common law countries, legal juries render decisions of guilt, liability and quantify damages; juries are also used in athletic contests, book awards and similar activities. Sometimes a selection committee functions like a jury. In the Middle Ages, juries in continental Europe were used to determine the law according to consensus amongst local notables. Committees are often the most reliable way to make decisions. Condorcet's jury theorem proved that if the average member votes better than a roll of dice, then adding more members increases the number of majorities that can come to a correct vote (however correctness is defined). The problem is that if the average member is subsequently worse than a roll of dice, the committee's decisions grow worse, not better: Staffing is crucial. Parliamentary procedure, such as Robert's Rules of Order, helps prevent committees from engaging in lengthy discussions without reaching decisions. [edit]Matrix

organization

See also: matrix management This organizational type assigns each worker two bosses in two different hierarchies. One hierarchy is "functional" and assures that each type of expert in the organization is well-trained, and measured by a boss who is super-expert in the same field. The other direction is "executive" and tries to get projects completed using the experts. Projects might be organized by products, regions, customer types, or some other schema. As an example, a company might have an individual with overall responsibility for Products X and Y, and another individual with overall responsibility for Engineering, Quality Control etc. Therefore, subordinates responsible for quality control of project X will have two reporting lines. [edit]Ecologies This organization has intense competition. Bad parts of the organization starve. Good ones get more work. Everybody is paid for what they actually do, and runs a tiny business that has to show a profit, or they are fired. Companies who utilize this organization type reflect a rather one-sided view of what goes on in ecology. It is also the case that a naturalecosystem has a natural border - ecoregions do not in general compete with one another in any way, but are very autonomous. The pharmaceutical company GlaxoSmithKline talks about functioning as this type of organization in this external article from The Guardian.

[edit]Organization

theories

Among the theories that are or have been most influential are:

Enterprise architecture, is the conceptual model that defines the coalescence of organizational structure and organizational behavior. Actor-Network Theory Agency theory (sometimes called principal - agent theory) Contingency theory Complexity theory and organizations Critical management studies Economic sociology Garbage Can Model Human Relations Studies (going back to the Hawthorne studies, Maslow and Herzberg) Labour Process Theory Marxist organization analysis Network analysis New institutionalism and new institutional economics Organizational culture Organization ecology (or demography of organizations) Scientific management (mainly following Frederick W. Taylor) Social entrepreneurship Transaction cost economics Weberian organization theory (refer to Max Weber's chapter on Bureaucracy in his book 'Economy and Society')

[edit]Leadership

in organizations

Main article: Leadership A leader in a formal, hierarchical organization, who is appointed to a managerial position, has the right to command and enforce obedience by virtue of the authority of his position. However, he must possess adequate personal attributes to match his authority, because authority is only potentially available to him. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge his role in the organization and reduce it to that of a figurehead. However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in the hierarchy, with commensurate authority.[1]

[edit]Leadership

in formal organizations

An organization that is established as a means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. [2] [edit]Leadership

in informal organizations

In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life the spontaneous emergence of groups and organizations as ends in themselves.[2] In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.[1] Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain cooperation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment.[1]

http://www.businessdictionary.com/definition/organization.html A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on acontinuing basis. All organizations have a managementstructure that determines relationships between functionsand positions, and subdivides and delegates roles,responsibilities, and authority to carry out defined tasks.

Organizations are open systems in that they affect and are affected by the environment beyond their boundaries.

http://management.about.com/od/begintomanage/a/WhatDoesManagerDo.htm

Build A Team One of the first things you have to do as a manager is to build your team. Usually, when you become a manager, your team is already in place. You may need to add a few people or replace some people. Don't be in a hurry. Learn about your team and the people on the team before you shake things up. Don't feel you have to prove you're the manager. Take the time to think things through before you make major changes. Job Interview Questions to Ask Right People in the Wrong Jobs Motivate Your People The simplest way to make your team more productive is to motivate them. Motivating people can be a real challenge for many managers because it is so different for each person. You will find that what works to motivate one person won't work for another and will actually be a demotivator for still another. As a manager, you need to find the unique motivators for each member of your team. How Do I Motivate Employees? Employee Retention Tips Team Building Run The Business While you are motivating your team, you have to stay focused on the business itself. Managers must handle many specific tasks, mostly related to personnel actions and financial transactions, to keep the company functioning. You will have to make decisions daily about the correct way to do things and to keep your team function as a part of the whole company. It doesn't matter how well your unit performs unless it is in sync with the rest of the company.

http://userwebs.cth.com.au/~gcutts/Management/1manager.html

Aim: after digesting these notes, you should be able to:

analyse a manager's job

outline the evolution of management assess the needs in your own industry or department

Definitions Management Supervision The art, or science, of achieving goals through people Literally - looking over: making sure people do what they are supposed to do

There are as many definitions of these terms as there are writers of textbooks! However, these will suffice for our needs Managers can also be supervisors; and supervisors in turn can be expected to practise management skills. Three factors are in play - goals, resources and people - and managers are often seen as not being in direct contact with the two latter, whereas supervisors are. Many "managers" don't have any staff to "supervise" other than a deputy or two. Supervisors can be seen as having the most difficult jobs in any organisation - the interface between the "workers" and the "management". Current terminology for both groups seems to be Frontline Managers - and as much of modern management practice and terminology was taken from the military, it seems appropriate. Other terms in use: boss, foreman/woman, leading hand, director, owner, team/project leader, head of department ..... Whatever the name, the task is the same - to get the job done and keep the people motivated, whilst operating against numerous restrictions time, limited resources ..... To get more done with less. These notes are written principally for those people who have to deal with other people, call them what you will. There is very little on the financial side of management, but plenty on the 'human resources' side. My aim at work was to help frontline supervisors solve difficult problems and become more effective as managers and leaders. I work on the theory that if people have to spend as much time at work as they do, daily and over the years, then it should be as enjoyable as possible. Managers have a moral responsibility to ensure that this is so - and by so doing, they should ensure greater productivity - or, as the current jargon has it, 'continuous improvement'. Have a look at a book I came across recently, called The Money or Your Life: Reuniting Work and Joy. The blurb on the back cover says: Even those who have risen to great heights in their careers often feel frustrated, insecure, trapped, bored or isolated, although they may continue to present to the world an image of contented success. They look upon their work as

an economic pursuit that offers external rewards like money and status, but little enjoyment or inner fulfilment, Such career angst is rife throughout the world of managers and professionals.

But it doesn't have to be like this. Work and joy can - indeed should - go hand in hand.
Management Theory There is a body of opinion which says that "management" evolved during and after the Second World War; certainly, it has only beenstudied in depth since then. Early Days - Egyptians, Romans and Greeks - what evidence ? Could they have built empires, roads, buildings, trade etc without these skills? Ditto for Asian empires, Central and South America, Africa - everywhere there has been any development beyond the subsistence level. Industrial Revolution: mass production, specialisation, people seen as resources, expendable. The Victorian work ethic - work was there to be done, whether you liked it or not, and you could expect it to be hard and boring, probably not well paid. You worked until you were no longer able - then enjoyed retirement [?] Turn of the 19th century Taylor - Scientific Management Time and quantity

analysed and timed movements,

worked out piece rates; increased production, and often pay, but workers felt that working harder would exhaust the number of available jobs. That is, there was a certain amount of work to be done - if you worked harder, you would cut down the extent of that finite amount. Gilbreths - motion study - efficiency eg, bricklaying, reduced 18 motions to 4; used films and micro-chronometers;

proposed each worker should be involved in doing own job, preparing for next higher level, and training their successors Fayol - functions of management One of first to believe that management was an acquired skill universal application, including in the home - 14 principles:
1.

division of labour

2. authority 3. discipline 4. unity of command 5. unity of direction 6. subordination of individual to common goal, 7. remuneration for effort 8. centralisation 9. chain of command, 10.order 11.equity 12.stability 13.initiative , and 14.team spirit Weber - bureaucracy needed to ensure stability leaders usually inherit status and authority, do not always have "charisma" - therefore, we need division of labour - hierarchy and authority - rules and regulations

Mayo and Hawthorne Studies Production increased when workers knew they were part of a project Group/peer pressure was important even in tedious work Workers not machines - growing interest in the human resource

Recent times - see the bibliography for details of works relating to these theorists Adair - especially leadership theories

Argyris - redesigning organisations to integrate individual energies, teamwork Likert - organisations are cooperative undertakings and style of management must reflect this

McGregor - management assumptions: man is basically lazy or he naturally wants to learn

Drucker - management is a practice the basic phenomena of which are qualitative

Koontz - management can be studied from different points of view - classifies the major ones

Handy - the application of behavioural science to managerial situations Belbin - the essence and value of teamwork

Evolution of theories
Classical approach + scientific management - the one best way to do the job, general theories on what managers do and what constitutes good management practice. Developed from about 1911 when Taylor's Principles of Scientific Management was published - production was highly labour

intensive. See Fayol's functional view of management, and Weber's discussions on the theories of bureaucracy.

Behavioural approach - people are good and essential therefore, to stimulate performance, management needs to consider their needs and humanise work. Emphasis on group behaviour, motivation, job satisfaction, leadership, and communication.

Quantitative approach - operations research and management science.: mathematical and statistical solutions to problems, optimisation models, computer simulations. Most effective in management decision making rather than managerial behaviour. Not many managers familiar with the necessary tools.

Situational or contingency approach - principles of management are not fixed but are affected by many variables - size, objectives, leadership styles, education and training of staff, availability of resources, nature of market, economic pressures, government policies.

Team building approach - quality circles, best practice, continuous improvement - reliance on teamwork. Flattening of management pyramid, reducing the levels of hierarchy; concensus management - involving more people at all levels in decision making. Objectives of Management

Ensuring organisation goals and targets are met - with least cost and minimum waste

Looking after health and welfare, safety of staff - the implications thereof Protecting the machinery and resources, including the human resources Traditional Functions of Management Planning Staffing Organising Leading Controlling eg, meeting goals, being ready for crises eg, recruiting, training eg, time management, team building eg, communication, motivation, discipline eg, quality control - methods, productivity, people

Communicating is a factor affecting all functions As my opening notes said, too many managers are promoted to their positions because they were technically expert in their chosen field, but now find themselves with little knowledge of the subject of management. More and more, that now involves less technical expertiseand a concentration on rapid decision making [some suggest >100 tasks/day, few >9 minutes in length] conflict resolution and conciliation

managing staff to act voluntarily towards 'best practice'

developing team performance, translating orders and instructions,

reporting to hierarchy.

Next Step Practise at work

check what you do,

what other managers/supervisors actually do consider how you and they could change. Change in itself is fraught with difficulty, and you will not change yourself or others overnight. Being aware of possibilities is the first step, for only too often we stick to what is tried and true, simply because it is 'safe'. Ask yourself why you and others are there, why you do what you do all day, is there a better way to do it, how to create an environment where people can enjoy doing what they do and get satisfaction from it.
http://www.yellowpagecollegedirectory.com/articles/what-does-a-business-managerdo

What Does A Business Manager Do?

For every type of company, personality, and job, there is a business manager there to facilitate progress. The job of the manager may include resolving problems, increasing efficiency, lowering overhead, and increasing profit. To accomplish these tasks it takes varying amount of training and skills, but the position can lead to a very rewarding and profitable career. It is important to understand what does a manager do in terms of both day to day tasks and big picture goals before entering the field. The role of a business manager depends on the type of business as well as type of position. There are warehouse and operations managers who supervise all aspects of a warehouse including distribution, production, and even sales. They will not only delegate tasks to their own team, but work in conjunction with other managers to maintain adequate inventory with minimal overhead. A sales manager will directly oversee a sales staff to develop market strategies and provide direct support to their salespeople. A service manager blends together these other managerial positions to provide a contact between mechanics and other laborers with the public. Their purpose can be to provide repair quotes, coordinate the work of their employees to the schedule of the customer, and order parts. While these are just a few of the managerial positions possible, it will require specific training and key traits to fulfill these positions adequately. In the end, the goal of a manager is to utilize a team more efficiently then if no manager was running the operation. These means that managerial training emphasizes everything from conflict resolution to work delegation. Managers must be able to reprimand as well as praise their employees in an attempt to keep them both efficient and satisfied. The role of a manager may also include technical expertise with math and computers. Developing schedules for employees or keeping records of sales and stocks could require training in various pieces of technology. Math will be an emphasis for any managers dealing directly with sales, stock, or payroll. They will need to be able to check and crosscheck profits and losses and then present them to their own supervisor. Attention to detail and an open personality are a decisive factor between management and lower level employees. Managing employees can be a very challenging career. Acquiring training in math, psychology, and basic business practices can make this a rewarding option for potential employees looking to lead a team. Answering the question of what does a manager do is the first step in entering this this well-paying and exciting career.

http://erc.msh.org/mainpage.cfm? file=2.1.1d.htm&module=leadership&language=English

Why Organizations Need Managers Who Can Both Manage and Lead Good management and leadership are critical for organizations to function and thrive. When organizations are well managed, they operate effectively and efficiently. They have clear plans, organized structures, systems, and processes. Staff are able to carry out activities efficiently and monitor and evaluate results. When organizations are well led, they adapt to changes in the environment and develop cultures that inspire commitment and innovation. Both good management and good leadership are necessary to sustain organizational performance. When an organization is managed well, managers effectively perform four essential management functions: planning, organizing, implementing, and monitoring and evaluating. They work with their staff to: plan how to achieve a set of intentional results in a work group or organization; organize resources, structures, and processes over time to facilitate operations and actions; implement plans by carrying out activities and expediting efforts so that everyone can contribute toward results; monitor and evaluate actions and results against plans and use feedback from the evaluation to adjust plans, structures, and processes for future results. Good management does not, however, ensure results in all circumstances. When conditions are variable, intricate, and interconnected, managers must do more than apply traditional management functions to a consistent process of delivering services. They must also lead their staff through a change process that enables them to face strategic challenges and focus their energy on achieving sustainable results that will satisfy clients. Managers need to support their staff in questioning assumptions, altering beliefs, and changing ways of working to overcome obstacles that would otherwise undermine the quality of the services their organization provides to clients. This issue presents key elements of effective leadership and discusses ways to develop good leaders.
http://www.writework.com/essay/management-why-organizations-needmanagement-and-why-manag

What is Management? Why organizations need management and why managers need good people skills (TQM)?
Essay by inocheating, University, Bachelor's, B-, March 2004
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WHY MANAGERS NEED GOOD "PEOPLE SKILLS" IN ORDER TO DO THEIR JOB WELL. INTRODUCTION There are three words in the question need to be understood when we start going about the question. Firstly what is a manager and secondly to what extent is good people skills and lastly what is it mean by doing a job well. From my own understanding, manager's function cannot be entirely identified, as one manager's job can be significantly or slightly different to another. But manager takes up significantly in part which deals with people and "human skill is the executive's ability to work effectively as a group member and to build cooperative effort within the team he leads (Robert L. Katz, 1974, p 98)." Managers cannot do their job well without people skills. People skills conceive many different prospective and ideas which can be practiced in real by managers, these which this essay is going to concentrate on interrelationship between leadership and it's components and motivation. These key people skills draw our attention to the importance of a manager as that an organization is build up with people and the key to a successful manager is how they manage people to help the organization to achieve it's goals and objectives efficiently and effectively. Leadership and motivation Visibility Firstly and which this essay will mostly contribute to is the leadership skill and how it could improve, develop and effect motivation. Because after all, the managers job is making sure people are at the right job and have constant improvement and enthusiasm and are devoted to their job and the well being of the organization. This part of people skills covers almost every aspect of what a manager need in order to perform their job well. The APJQM state out some extremely important qualities a leader... 5

What People Want From Work: Motivation

Every person has different motivations for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something we obtain from work impacts our morale and motivation and the quality of our lives. Here is the most recent thinking about motivation, what people want from work.

Work IS About the Money Some people work for love; others work for personal fulfillment. Others like to accomplish goals and feel as if they are contributing to something larger than themselves, something important. Some people have personal missions they accomplish through meaningful work. Others truly love what they do or the clients they serve. Some like the camaraderie and interaction with customers and coworkers. Other people like to fill their time with activity. Some workers like change, challenge, and diverse problems to solve. Motivation is individual and diverse. Whatever your personal reasons for working, the bottom line, however, is that almost everyone works for money. Whatever you call it: compensation, salary, bonuses, benefits or remuneration, money pays the bills. Money provides housing, gives children clothing and food, sends teens to college, and allows leisure activities, and eventually, retirement. To underplay the importance of money and benefits as motivation for people who work is a mistake. Fair benefits and pay are the cornerstone of a successful company that recruits and retains committed workers. If you provide a living wage for your employees, you can then work on additional motivation issues. Without the fair, living wage, however, you risk losing your best people to a better-paying employer. In fact, recent research from Watson Wyatt Worldwide in The Human Capital Edge: 21 People Management Practices Your Company Must Implement (or Avoid) to Maximize Shareholder Value, (Compare Prices) recommends, that to attract the best employees, you need to pay more than your average-paying counterparts in the marketplace. Money provides basic motivation. Got Money? What's Next for Motivation? I've read the surveys and studies dating back to the early 1980s that demonstrate people want more from work than money. An early study of thousands of workers and managers by the American Psychological Association clearly demonstrated this. While managers predicted the most important motivational aspect of work for people would be money, personal time and attention from the supervisor was cited by workers as most rewarding and motivational for them at work. In a recent Workforce article, "The Ten Ironies of Motivation," reward and recognition guru, Bob Nelson, says, "More than anything else, employees want to be valued for a job well done by those they hold in high esteem." He adds that people want to be treated as if they are adult human beings. While what people want from work is situational, depending on the person, his needs and the rewards that are meaningful to him, giving people what they want from work is really quite straight forward. People want:

Control of their work inspires motivation: including such components as the ability to impact decisions; setting clear and measurable goals; clear responsibility for a complete, or at least defined, task; job enrichment; tasks performed in the work itself; and recognition for achievement.

To belong to the in-crowd creates motivation: including items such as receiving timely information and communication; understanding management's formulas for decision making;

team and meeting participation opportunities; and visual documention and posting of work progress and accomplishments.

The opportunity for growth and development is motivational: and includes education and training; career paths; team participation; succession planning; cross-training; and field trips to successful workplaces.

Leadership is key in motivation. People want clear expectations that provide a picture of the outcomes desired with goal setting and feedback and an appropriate structure or framework.

Recognition for Performance Creates Motivation In The Human Capital Edge, authors Bruce Pfau and Ira Kay say that people want recognition for their individual performance with pay tied to their performance. Employees want people who don't perform fired; in fact, failure to discipline and fire non-performers is one of the most demotivating actions an organization can take - or fail to take. It ranks on the top of the list next to paying poor performers the same wage as non-performers in deflating motivation. Additionally, the authors found that a disconnect continues to exist between what employers think people want at work and what people say they want for motivation. "Employers far underrate the importance to employees of such things as flexible work schedules or opportunities for advancement in their decision to join or leave a company. "That means that many companies are working very hard (and using scarce resources) on the wrong tools," say Pfau and Kay. (p. 32) People want employers to pay them above market rates. They seek flexible work schedules. They want stock options, a chance to learn, and the increased sharing of rationale behind management decisions and direction. What You Can Do for Motivation and Positive Morale You have much information about what people want from work. Key to creating a work environment that fosters motivation are the wants and needs of the individual. I recommend that you ask your employees what they want from work and whether they are getting it. With this information in hand, I predict you'll be surprised at how many simple and inexpensive opportunities you have to create a motivational, desirable work environment. Pay attention to what is important to the people you employ for high motivation and positive morale. You'll achieve awesome business success.

18 Ways To Survive Your Company's Reorganization, Takeover, Downsizing, or Other Major Change.

By Morton C. Orman, M.D. Copyright 1995-2010 M.C. Orman, MD, FLP

Many companies today are under intense economic pressure. Reorganizations, takeovers, mergers, downsizings, joint ventures, and other major changes are extremely common, as companies try to grow and survive. These changes present new challenges and demands for everyone, from the C.E.O to the telephone receptionist. All members of the organization must therefore learn to cope with change or suffer consequences. When change is not handled well, additional loss of jobs can occur. In addition, demoralization of the work force; increased worker turnover; decreased cooperation and teamwork; and increased levels of stress, anxiety, absenteeism, illness, and mistakes can follow. The purpose of this Special Report is to highlight eighteen principles that are useful for coping with organizational change. While all eighteen of these principles may not apply to your situation, please read through the entire list to find those that do appeal to you. 1. BE PREPARED FOR CHANGE Change is--and always has been--an inevitable part of life. In today's business climate, however, the pace of change has definitely increased. Since most people normally hate to go through change, you can easily understand how today's pace of change can be stressful for many employees. Most of us prefer established routines. We like to feel secure, stable, and familiar with our responsibilities. The one thing we hate most is uncertainty--uncertainty about our jobs, our future, our status in the organization, the role we are expected to play, and what other changes might be coming down the pike. Unfortunately, most businesses are forced to make changes today just to survive. Global transformations require speedy adjustments. Local and national economic forces must be recognized and responded to promptly. New sources of competition and new technologies suddenly appear out of nowhere. Like successful professional athletic teams, most businesses today must continually make changes to remain competitive. Thus, instead of fearing change, resisting it, or hoping it won't ever happen to you, it's much better to prepare yourself mentally for the inevitable changes that are likely to occur. Start today by imagining how you could cope with sudden, massive change. Think about likely scenarios and then brainstorm, on your own or with others, about how you might best respond. Assume that the "rug could get pulled from beneath you" at any time. Then, if this happens, you won't be caught off guard. You'll already be psychologically and emotionally ready.

If the changes never come, you'll still be better off. Having prepared yourself in advance will enable you to feel much more confident and secure in your normal dayto-day activities. 2. EXPRESS SADNESS, LOSS, ANXIETY ABOUT THE FUTURE When change does occur, don't pretend it isn't painful. Yes, change can bring new opportunities for personal growth, accomplishment, and organizational success. But it also causes feelings of sadness, loss, and anxiety about the future. These are normal human responses. When people get laid off or fired, everybody hurts. We feel for our friends and coworkers. We empathize with their pain, anger, and sadness. In fact, we may have our own similar feelings to deal with, as new demands and responsibilities suddenly come our way. When people get promoted, when organizational relationships change, or when our own job responsibilities become altered, there is a normal reaction of sadness, anxiety, and loss. One of the worst things you can do when this happens is to pretend everything is "just fine." Even if you agree intellectually that the changes are necessary, emotionally you still may have some painful, negative reactions to deal with. Unfortunately, today's business culture has little regard for honest human emotions. Expressing or even acknowledging negative feelings is considered "inappropriate." Workers are expected to be upbeat, positive, and "team players" all the time. While this is a laudable goal, there should also be room for people to express heart-felt negativity as well. Truly enlightened business leaders know this. During times of significant change, they actively solicit negative feelings from their workers. They know that denying these feelings or trying to suppress their expression will only make things worse. 3. WATCH OUT FOR UNREALISTIC EXPECTATIONS Unrealistic expectations can be a tremendous source of stress and unnecessary suffering. Unfortunately, when organizations undergo downsizings, restructurings, or other major changes, a whole host of unhealthy, unreasonable expectations frequently arise. Upper management may expect, for example, that increased productivity will quickly occur, even though the work force has been seriously reduced. Or, management may expect they can impose any changes they want, without consider-ing how employees feel about them. Employees, on the other hand, might expect that management should always act in a caring and compassionate manner. They might expect better communication from company leaders; more sensitivity to their feelings and needs; or more respect for their health, well-being, and family responsibilities.

While all of these things may be important for good employer-employee relationships, to expect them to be forthcoming from management (without encouragement from the rank-and-file) is to invite disappointment, resentment, and low morale. 4. DON'T LET YOURSELF OR OTHERS BE ABUSED During times of change, it is common to let yourself and others be easily abused. When workers have been fired or laid off, there is a natural tendency to wonder if you might be next. This climate of fear might prevent you from speaking up forcefully when excessive or unreasonable demands are placed upon you. Anxiety quickly spreads throughout the entire workforce, making it even more difficult to obtain support for questioning unreasonable company policies. But sometimes, questioning policies is healthy and appropriate. If you feel that you or fellow workers are being unfairly abused, try to tactfully broach this subject with your immediate superiors. Try to do this in a way that isn't offensive or that doesn't make you appear to be lazy, uncooperative, or unwilling to do your share. Yes, there is always a risk when you make such a move. You could easily get fired or be branded as a troublemaker. But if you truly have your company's interests at heart, you may be able to negotiate a more fair and humane work environment for all concerned. After all, if the remaining workforce is angry and demoralized, how could this possibly be good for business? 5. ACKNOWLEDGE ANY INCREASED PRESSURES, DEMANDS, OR WORKLOADS One of the biggest mistakes most companies make when they downsize or restructure is they fail to acknowledge the increased pressures, demands, and workloads that temporarily fall upon remaining employees. Sometimes, retained workers are asked to do the work of two or three individuals with little appreciation or acknowledgement. Their salaries are not increased commensurately or perhaps even at all. The resources made available to them are often very lean or nonexistent. While at the very same time, the demands on their productivity might be significantly increased! All of this could occur without even a word of thanks or gratitude from the company leaders who ultimately benefit from such an arrangement. Whether your company realizes how short-sighted this failure of recognition is, you don't have to compound this mistake. Be sure to regularly acknowledge to yourself and to your coworkers if your responsibilities have been substantially increased. While it may take time for you to successfully readjust, always strive to acknowledge whatever is true for you at the moment. Discuss your feelings with your family, friends, and loved ones. Consider discussing them with your superiors, if you think this would be appropriate. Just don't make the mistake of suppressing your feelings, denying them, or pretending they aren't really there.

6. PROTECT YOUR LEISURE TIME When companies undergo change, there is usually plenty of extra work to be done. Suddenly, people begin working through their lunch times. They can't find time to play golf, take a vacation, or even travel to their local fitness club. They begin to come home later and later in the evening, and they often find themselves back in the office on weekends and holidays. This is a very dangerous pattern to fall into. It can easily grow into a generally accepted mentality. Remember, just because everybody else in your organization starts acting insane, you don't have to go along. Fight against this common trend by protecting your leisure time, as best you can. Realize that during times of change and increased stress, it's actually more important to get away from your job and have some time each day for yourself. That way, you'll be refreshed, energetic, and much more productive than all those people who spend all their time on the job. 7. DON'T IGNORE YOUR FAMILY In addition to maintaining time for yourself, it's also important not to forget your family. Spouses, children, and other family members can be excellent sources of emotional support when times are tough at work. But they won't be in a very loving or supportive mood, if all you do is neglect them in favor of your job. Sure work often takes priority, but you family should be elevated to an equal priority as well. If you put too much emphasis on just one of these areas, and neglect the other, you're eventually going to find yourself in trouble. 8. DON'T TURN TO ALCOHOL, DRUGS, FOOD OR OTHER CHEMICAL COPING STRATEGIES During times of increased stress, people often look for rapid and easy means of symptom relief. Headaches, muscle aches, nervousness, irritability, and sleep disturbances can all be very disturbing. Please avoid the temptation to use alcohol, drugs, or other chemical coping methods to obtain relief from these common symptoms. Also watch out for tendencies to overeat, skip meals, or drastically alter your diet in response to increased pressures or an expanded work load. While most of these coping strategies can make you feel better in the short run, they each have serious (sometimes even fatal) long-term consequences. It's always better to use natural, non-chemical coping methods. Try to exercise more, communicate more, and set time aside each day to relax. Don't deprive your body of sleep or proper nutrition. You'll need both of these to cope with the many new demands that you might face. If your symptoms don't respond to these natural measures, or if you feel yourself turning toward alcohol, drugs, or other harmful behaviors, DON'T GIVE IN. Pick up

the phone and make an appointment with your doctor or other trusted health professional. Be totally honest about your problems and listen carefully to what they recommend. If you don't have a family doctor, get one. Whatever you do, don't succumb to taking the easy way out. 9. REMAIN UPBEAT AND POSITIVE Even though you may be feeling stressed, angry, or scared about your future, you still need to remain upbeat and positive in most things you do. When organiza-tions change, the climate should remain positive, even though individual members of the organization may be having all sorts of negative or uncertain feelings. I know this sounds contradictory, but it's not. Acknowledging any negative feelings you might be harboring actually improves your ability to remain upbeat and optimistic! When you're willing to look at all sides of your company's reorganization or change, your ability to notice the positives, as well as the negatives, improves. Then you can choose to focus on the positives, rather than dwell on the negatives. Please be clear about this very important point. I am not saying you should "pretend" you are upbeat when you are really feeling down. What I am saying is that if you force yourself to tell the whole truth, you'll see both the positive and negative aspects of any major change. This expanded perspective alone will almost always help you feel more positive and upbeat, without having to deny your feelings to the contrary. You can then use your powers as a creative human being to focus on just the positives (and help others in your organization to do the same) because you know from past experiences that this is a wise thing to do. If a few key people in each organization or department take on this role as a positive emotional leader, it will quickly spread to other employees as well. If nobody steps forward to remind people of the truth, it's easy for company employees to remain stuck in a chronic state of negativity. 10. GET CREATIVE One of the best ways to cope with organizational change is to "rev up" your natural powers for creative intervention. Most problems are amenable to creative, innovative solutions. The only thing that usually keeps these solutions from arising is our own internal barriers and selfimposed restrictions. Creative problem solving always involves risks. Proposing a new idea invites criticism from others. What if the idea fails? What if business losses occur? What if things end up worse than before? You've got to be willing to accept such risks if you're going to be free to think creatively. Trust yourself and others around you to recognize any really horrible idea before it gets implemented. Then give yourself permission to swing out and think creatively--allowing any and all ideas to come to mind. Many companies have regular

"brainstorming" sessions for just this purpose. During times of reorganization and change, these creative sessions are very important. Time should be set aside to make them a common occurrence. 11. EXPAND YOUR VALUE TO THE COMPANY When times get tough and people are being laid off, remaining workers become very fearful. Instead of worrying or losing sleep over the possibility you might be let go, why don't you go into action and stack the deck in your favor. How? Very simple. Just make yourself incredibly valuable to your company. Offer to take charge of some problem or project that isn't working. Contribute creative ideas to appropriate people in the chain of command. Become very interested in the problems your boss and company owners are facing, and see how you can help them out. Stop worrying about yourself and your future and get busy helping your company grow and prosper. What's the worst that can happen? You might still might lose your job, but look at the bright side. You can take all that energy, drive, commitment, and creativity to your next place of employment. Who wouldn't be delighted to find an employee like that? It's a win-win situation for you, no matter what happens. NOTE: Give serious thought to using this strategy even if times aren't tough and your company isn't downsizing. Then, when the first wave of employee cut backs occurs, hopefully you won't be among those let go. 12. CELEBRATE YOUR ACCOMPLISHMENTS In the business world today, most people tend to focus primarily on problems, mistakes, and obstacles to future company goals. We rarely take time to celebrate our accomplishments. Sure, there's the Christmas party in December and the annual company picnic in the summer. But do we "throw a party" every time a new client is landed, a new deal is secured, or we reach one of our interim team or departmental goals? Do we take time to celebrate the tremendous effort everyone is putting in? You'd be surprised how much of a difference this can make. You don't have to spend a lot of money or hold a gala event. You can have small, spontaneous celebrations any time you choose. If you are creative, you can find all sorts of ways to acknowledge and uplift your coworkers. You could even throw a "party" every once in a while to celebrate and acknowledge your boss! 13. SEEK APPROPRIATE COMPENSATION OR RISK SHARE ARRANGEMENTS

This is a delicate subject, but it's an important one to consider. When companies downsize or reorganize, the overall payroll, including costs of employee benefits and other intangibles, are drastically reduced. At the same time, pressures on the remaining workers are significantly increased. It is very tempting for company leaders to keep all these financial savings for themselves or for the future needs of the company. In so doing, however, they may be perceived as taking unfair advantage of their employees. Employees know when they are being financially mistreated. They know they are doing the work of two or three people, yet they are only being paid as one. They know this and they tend to resent it. If you feel this way, try to negotiate a more favorable system of remuneration for yourself and other employees. See if you can come up with a creative formula to earn more money for the increased work you are doing. Consider some type of bonus arrangement, or perhaps a salary increases that gets activated if the temporary manpower shortage lasts beyond a reasonable period of time. Or consider lobbying for a company-wide incentive program, so that if everybody works hard to turn things around, they share financially in the success of the entire company. While it may be risky to propose such ideas, you should at least consider doing so. 14. IMPROVE LINES OF COMMUNICATION In general, the more "crazy" and chaotic your work situation becomes, the more you need good lines of communication. In fact, much of this "craziness" is directly caused by ineffective communication. Everyone must communicate more actively when organizations undergo change. This includes the boss, the CEO, and even the Board of Directors. It also includes middle managers, clerical staff, and other agents and employees. More meetings, not fewer, will probably be needed. When employees and managers are nervous, worried, and pressured, they have increased information needs. They deserve to know what's really going on and what is being planned for the future. If you don't supply these answers to them, they will make up ones on their own. Often, they will imagine the worst, when in fact, there may be very good reasons for hope and optimism. Evaluate your organization's communications needs and game plan. Talk to employees to see what communication needs they have. Find out what forms of communication they would find most helpful. Above all, realize how important and necessary good communication is in coping with the stress of major organizational change. But make sure communications are honest, sincere, respectful, and openended. 15. BECOME MORE EFFICIENT

In addition to increasing your value to the company, you'll need to find ways to become more efficient. As organizations change and evolve over time, improvements in efficiency almost always coincide. After all, if you're going to take a leadership role, if you're going to handle bigger responsibilities, and if, at the same time, you're going to look for added ways to increase your value to your company, you are going to have to get more efficient or suffer a nervous breakdown. Fortunately, efficiency can be learned. There's an almost endless capacity for human beings to improve upon the way they do things. Whoever said "necessity is the mother of invention" spoke the truth. When you have so much work to do that you can't handle it anymore by using your present strategies and routines, you will quickly become an innovator. 16. LEARN FROM THE EXPERIENCES OF OTHERS Two very common mistakes people make when undergoing organizational change are: 1) they try to cope on their own; and 2) they fail to benefit from the experiences of others. With the rapid pace of organizational change today, thousands of people have faced circumstances similar to yours. Some of your friends, relatives, and other acquaintances have probably struggled with similar difficulties. Talk to these experienced people. Pick their brains. Find out what other people in similar companies are doing to deal with downsizings or expansions. Read books and articles. Listen to audiotapes on coping with organizational change. Attend lectures and workshops given by prominent people locally or around the country. Get involved. Get creative. Learn from others' mistakes and successful solutions. Don't just sit there and suffer quietly. Reach out for support and you will eventually find it. 17. RISE TO THE CHALLENGE Instead of viewing your particular situation as a problem, see if you can view it as an exciting challenge instead. Remember, change is inevitable, but being stressed by change is not. It all depends on how you look at change and how you choose to respond to it. In every organization undergoing change, some people rise to the challenge, while others don't and get left behind. Which group do you want to be in? Think about it seriously. You've got the power and ability to end up in either one. 18. NEVER BECOME COMPLACENT Once you've survived and successfully adjusted to a major organizational change, avoid the trap of becoming complacent. Future changes will probably occur, and you should be prepared for them--emotionally, physically, and also financially.

Keep developing your skills and enhancing your value to the company. Learn to do as many jobs as you can. Take on a leadership role in having your company be successful. Take pride in helping others below you. And always let your superiors know you are ready and willing to help out whenever the need might arise. If you try to follow most of these 18 steps and still lose your job, so be it. You will have gained many useful skills and derived much personal satisfaction in the process. Your next employer will certainly be grateful to add someone like you to their team.
8 http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

Leadership vs. Management

Disciplines > Leadership > Leadership vs. Management Managers have subordinates | Leaders have followers | See also

What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.

Managers have subordinates

By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority.
Authoritarian, transactional style

Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.
Work focus

Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.
Seek comfort

An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.

Leaders have followers

Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.
Charismatic, transformational style

Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking. Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.
People focus

Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender. Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness. This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.
Seek risk

In the same study that showed managers as risk-averse, leaders appeared as riskseeking, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done. A surprising number of these leaders had some form of handicap in their lives which they had to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others were shorter than average. This perhaps taught them the independence of mind that is needed to go out on a limb and not worry about what others are thinking about you.

In summary
This table summarizes the above (and more) and gives a sense of the differences between being a leader and being a manager. This is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.
Subject Leader Manager

Essence Focus Have Horizon Seeks Approach Decision Power Appeal to Energy Culture Dynamic Persuasion Style Exchange Likes Wants Risk Rules Conflict Direction Truth Concern Credit

Change Leading people Followers Long-term Vision Sets direction Facilitates Personal charisma Heart Passion Shapes Proactive Sell Transformational Excitement for work Striving Achievement Takes Breaks Uses New roads Seeks What is right Gives

Stability Managing work Subordinates Short-term Objectives Plans detail Makes Formal authority Head Control Enacts Reactive Tell Transactional Money for work Action Results Minimizes Makes Avoids Existing roads Establishes Being right Takes

Blame

Takes

Blames

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Manager vs Leader While the words manager and leader may appear to mean they same thing, they do not. A manager is someone who manages and is responsible for the important aspects of a job, project, or team. A leader is someone who is influential, takes charge, and is an example for others. Managers and leaders usually obtain their title in a work, educational, or team environment through a demonstration of their management and leadership skills. In an ideal situation, a manager should possess leadership qualities, and similarly a leader should possess managerial qualities. Managers have different responsibilities based on what they do and who they are managing. They have the ability to delegate and implement plans for a business or team. Managers are necessary to keep a consistent understanding of who is in charge in a group. A leader is a person who takes the lead in a group and chooses to perform to the best of his ability and helps others do the same. In a team, school, or professional setting, a successful manager should have both managerial and leadership qualities. Some look at leaders and managers as different because a leader tends to deal with the personal issues of a group, whereas a manager manages tasks and projects, not people. Additionally it is believed that a manager, because they are considered superior, has subordinates. Subordinates are people who should follow and do what they are instructed to by their manager. A leader does not have subordinates, a leader has followers. Followers are people who believe in what the leader teaches or does because they have earned a

certain amount of reverence. A follower is not forced to follow the leader, unlike a manager and his subordinates. There are also different responses to certain situations which are typical of a manager and a leader. A manager strives to obtain results by making rules, remaining in control, and reacting to situations they may encounter. A leader chooses to achieve goals through passion, heart, and charisma. The leader is said to have better people skills than a manager, so they tend to focus on human emotion and desires. Managers do not incorporate human emotion or desire into their decisions; they prefer to use concise, scientific methods of managing a group. While a manager and leader have very different characteristics which help them succeed, it is those leadership and managerial qualities which come together to make a good manager, who should also be a leader. Summary 1. A manager manages and takes responsibility of a situation. A leader takes charge, is influential, and sets an example. 2. The manager has responsibilities and is able to delegate and implement plans. A leader is an example for others and is someone who doesnt necessarily have a large responsibility. 3. Managers have subordinates who follow their rules. Leaders have individuals who believe in what they say, otherwise known as followers. 4. Leaders focus on human emotion and charisma to lead. Managers focus on concise, scientifically proven methods to lead.

Read more: Difference Between Manager and Leader | Difference Between | Manager vs Leader http://www.differencebetween.net/language/differencebetween-manager-and-leader/#ixzz1iaxPo953

http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html

The Difference Between Management And Leadership

Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts. In this section, we shall discuss these differences and explain why both terms are thought to be similar.
Leadership is a facet of management Differences In Perspectives Subordinate As A Leader Loyalty The Leader Is Followed. The Manager Rules Management Knows How It Works Conclusion References

Leadership is a facet of management Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximise the output of the organisation through administrative implementation. To achieve this, managers must undertake the following functions: organisation planning staffing directing controlling Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority to be effective. "For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated." [1]

In some circumstances, leadership is not required. For example, self motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.
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Differences In Perspectives Managers think incrementally, whilst leaders think radically. "Managers do things right, while leaders do the right thing." [2]. This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. A leader is more emotional than a manager . "Men are governed by their emotions rather than their intelligence" [3]. This quotation illustrates why teams choose to follow leaders. "Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovation." [4]
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Subordinate As A Leader Often with small groups, it is not the manager who emerges as the leader. In many cases it is a subordinate member with specific talents who leads the group in a certain direction. "Leaders must let vision, strategies, goals, and values be the guide-post for action and behaviour rather than attempting to control others." [5] When a natural leader emerges in a group containing a manager, conflict may arise if they have different views. When a manager sees the group looking towards someone else for leadership he may feel his authority is being questioned.
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Loyalty Groups are often more loyal to a leader than a manager. This loyalty is created by the leader taking responsibility in areas such as: Taking the blame when things go wrong. Celebrating group achievements, even minor ones. Giving credit where it is due. "The leader must take a point of highlighting the successes within a team, using charts or graphs, with little presentations and fun ideas" [6] "Leaders are observant and sensitive people. They know their team and develop mutual confidence within it." [7]
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The Leader Is Followed. The Manager Rules A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organisational skills, but his vision unites people behind him.
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Management Knows How It Works Management usually consists of people who are experienced in their field, and who have worked their way up the company. A manager knows how each layer of the system works and may also possess a good technical knowledge. A leader can be a new arrival to a company who has bold, fresh, new ideas but might not have experience or wisdom.

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Conclusion Managing and leading are two different ways of organising people. The manager uses a formal, rational method whilst the leader uses passion and stirs emotions. William Wallace is one excellent example of a brilliant leader but could never be thought of as the manager of the Scots!
http://www.amnavigator.com/blog/2009/05/12/20-differences-betweenmanagement-leadership/

When comparing leadership with management, it is essential to understand that they are not mutually exclusive. In his Leadership: Theory and Practice Peter Northouse pointed out that they are similar in many ways. Both leadership and management involve influence, working with people, concern about effective goal accomplishment, and other shared characteristics, etc. Additionally, as Richard Daft wrote, leadership cannot replace management, but rather is something that is to be practiced in addition to management (see The Leadership Experience, p. 15). Per Daft, the main difference between leadership and management lies in the fact that in the classical managerial context managers are thinkers and workers are doers, while in a leadership context both leaders and workers/followers think, do, lead, expand their minds and abilities to assume responsibility for their decisions and actions. Another researcher that wrote about management as opposed to leadership was Warren Bennis. In the On Becoming a Leader volume Bennis listed the following differences: 1. The manager administers; the leader innovates. 2. The manager is a copy; the leader is an original. 3. The manager maintains; the leader develops. 4. The manager focuses on systems and structure; the leader focuses on people. 5. The manager relies on control; the leader inspires trust. 6. The manager has a short-range view; the leader has a long-range perspective. 7. The manager asks how and when; the leader asks what and why. 8. The manager has his or her eye always on the bottom line; the leaders eye is on the horizon. 9. The manager imitates; the leader originates.

10. The manager accepts the status quo; the leader challenges it. 11. The manager is the classic good soldier; the leader is his or her own person. 12. The manager does things right; the leader does the right thing. Above-quoted Richard Daft looked at the differences between management and leadership from 5 different angles: (i) that of direction, (ii) alignment, (iii) relationships, (iv) personal qualities, and (v) outcomes. From characteristics that have not been mentioned by Bennis, Daft listed: 13. The manager plans and budgets; the leader creates vision and strategy [direction] 14. The manager is generally directing and controlling; the leader allows room for others to grow, and change him/her in the process [alignment] 15. The manager creates boundaries; the leader reduces them [alignment] 16. The managers relationship with people is based on position power; the leaders relationship and influence is based on personal power [relationships] 17. The manager acts as boss; the leader acts as coach, facilitator, and servant [relationships] 18. The manager exhibits and focuses on (a) emotional distance, (b) expert mind, (c) talking, (d) conformity, and (e) insight into organization; the leader: (a) emotional connectedness, (b) open mind, (c) listening, (d) nonconformity, and (e) insight into self [personal qualities] 19. The manager maintains stability; the leader creates change [outcome] 20. The manager creates a culture of efficiency; the leader creates a culture of integrity [outcome] The area of affiliate program management provides one of the most vivid illustrations to the differences between management and leadership. You cannot manage affiliates. Leadership is the only way; sensitive, respectful, open-minded leadership, making personal connections and allowing affiliate experts to steer their way to success (as opposed to an intruding, controlling and directing management) will help you succeed in building a successful affiliate program.