“The art of managing

an enterprise”

Strategic Level (B.O.D)

Tactical Level (Managers)

Operational Level (Workers)

Managerial Hierarchy
 Management
Theories

Fayol’s Taylor’s Hawthorne

Classical Scientific Experiment
Organization Theory Management, Approach

Management as Traditions should be

having five functions: replaced by precise Consider human
procedures after behavior.
Planning extensive research and Emphasize importance
organizing careful study. of human attitudes,
Commanding values and
Coordinating People are as though relationships for the
Controlling. they are machines or effective and efficient
functions. working of Org.
Omission of Motivation Robbing the worker of
& any sense of
Communication. contribution to the total
product.
 The Manager & The Supervisor
• Managers are ultimately responsible for the efficient use of their
organization's resources, and are accountable to the organization's
owners or directors.
• To carry out the tasks ;the managers appoint supervisors to take
charge of the operational staff to ensure work is carried out satisfactorily.
• Supervisor is an interface between management and workforce.
• The supervisor is in the front line of management, making sure that
others fulfill their duties, resolving problems first-hand, directing the work
of others and directly enforcing discipline.
• They must have direct knowledge of health, safety and employment
legislation, and have authority for negotiation and employee relations
within their department.
• In particular, the supervisor must understand the nature, sources and
limitations of authority, responsibility and delegation – all fundamental
management skills.
 Supervisor/Manager
Fundamentals
Responsibility
Responsibility is the liability of
a person to be called to
account for their actions, and
is therefore an obligation.
Unlike authority, responsibility
cannot be delegated.
Managers are always
ultimately responsible for the
actions of their subordinates.
RELATIONSHIP.
Authority
Authority is the scope and
Delegation amount of discretion given to
a person to make decisions
To delegate is to according to the position they
give someone else hold within the organization.
the discretion to
make decisions
The authority and power
within a certain
defined sphere of structure of an organization
influence although, of defines the role each member
course, the manager of the organization is
must first possess expected to perform, and also
the authority to the relationship between the
delegate. organization's members.
• Contemporary definitions most often reject the
idea that leadership revolves around the leader's
ability, behaviors, styles or charisma. Today,
scholars discuss the basic nature of leadership in
terms of the "interaction" among the people
involved in the process: both leaders and
followers. Thus, leadership is not the work of a
single person, rather it can be explained and
defined as a "collaborative endeavor" among
group members. Therefore, the essence of
leadership is not the leader, but the relationship
(Rost, 1993).
 Leadership Styles

Authoritative Political Symbolic Collaborative Principle-centered

Servant Democratic Trait-based Task-focused Rules

 Leadership Theories

Trait Theories Style Theories Contingency Theories

The Traits Approach

attempted to identify the Situational
The Ashrige model
qualities of great leaders Leadership
on the basis that leaders
are born, not made

The traits include: Likert;s Style Best Fit Model.

achievement, motivation,
energy, initiative,
honesty, integrity and self
confidence

Blake’s Grid
 Leadership vs Management
• Management is efficiency in climbing
the ladder of success; leadership
determines whether the ladder is
leaning against the right wall.
• Management is doing things right;
leadership is doing the right things.
• Leadership sets the path and
Management sets the pace
Conclusion:
• Leadership and management would appear to be separate notions, within
a corporate environment one cannot be truly effective without the other.
• Management without leadership uses status and power to control the
workforce and its resources. This power without leadership skills is overt
and can often prompt resistance. It does not invoke voluntary loyalty and
commitment
• Management’s primary goal is to ensure that the task is accomplished.
Leadership without management relies upon the trust and respect of the
workforce through influence. It can inspire others to accomplish a task, but
without management neglects to provide the necessary resources to do so.
• Managerial leadership must be flexible in its approach
• It must have the capacity to adapt to varying situations, tasks and
employees.
• It must be focused on the task at hand, but must invoke loyalty and
commitment through influence.
CAT T5
Managing People and
Systems
09-Leadership,Management & Supervision
Submitted to: ***********

References:
CAT Advanced Paper 5 Textbook
BPP Publications.
Wikipedia- The free Encyclopaedia Presenters:
Understanding Organisation Hashim Barraq
By Handy Charles
Jawad Ahmed
Management and organisational Behaviour
By L J Mullins Shahbaaz Khan
Organisation: A guide to problem and practice Uzair Manzoor Malik
By Child J Ubaid Khalil