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Leadership, management, difference between leader and manager, simplilearn

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management article

Set short, clear, achievable goals. Establish time lines and benchmarks to measure progress. Help people understand how their careers, lives, and the world at large will profit from their contributions.
Many companies are successful at assembling productive teams based on their technical abilities, but the less quantifiable, “people-building” element often tends to get lost. With the right management skills, leaders can anticipate and alleviate some of these common risks to team success:

From one great author to the next: Dehlin cites Mintzberg in this article when discussing empowerment:

Whether it’s Steve Jobs or Robert Greenleaf, leadership role models have qualities we admire and want to possess. Here are 6 qualities that are frequently found in a leadership role model.
Not that we all aren’t busy, but managers are very busy people. We ask them hire, coach, discipline, and train employees. We ask them to do the work of managing, organizing, and directing the work. We expect managers to do all of this while demonstrating work-life balance and setting a good example for others.

Hollywood insiders have created “The Black List,” which helps surface good but often overlooked scripts. Does the wisdom of the crowd work at the box office? Research by Hong Luo. Open for comment; Comment(s) posted.
Life isn’t fair, especially in the workplace. In Edge: Turning Adversity into Advantage, Laura Huang offers a new strategy for uncovering and showcasing your unique value in the face of obstacles. Open for comment; Comment(s) posted.

Almost everyone has a manager. And, whether you love your manager or can’t stand them, research shows they have a lot of control over.
Managing your best employees should be easy—they are your best people, so that means they require the least amount of work, right? Not quite. Yes, high-performing employees are great, but they also are generally very ambitious and attractive to other organizations. If they don’t like where they are, they may find another job elsewhere. Additionally, your star.

The management balance
“The leaders who work most effectively, it seems to me,” Mr. Drucker once wrote, “never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They think ‘we’; they think ‘team.’ They understand their job is to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit. This is what creates trust, what enables you to get the task done.”

Organization management refers to the art of getting people together on a common platform to make them work towards a common predefined goal.
Employees are the backbone of any organization. They play a crucial role in controlling and also reducing the threats to organization. Lets discuss various ways in which employees can help in reducing threats to the organization.

Jack Welch has called shareholder value theory “the dumbest idea in the world.”
The video makes clear that managers in the C-suite have been acting badly. It lists four main remedial actions that need to be taken to make them act better:

The most powerful trigger by far is recognition, not money. If you’re not convinced of this, start ignoring one of your highly paid stars, and watch what happens. Most managers are aware that employees respond well to recognition. Great managers refine and extend this insight. They realize that each employee plays to a slightly different audience. To excel as a manager, you must be able to match the employee to the audience he values most. One employee’s audience might be his peers; the best way to praise him would be to stand him up in front of his coworkers and publicly celebrate his achievement. Another’s favorite audience might be you; the most powerful recognition would be a one-on-one conversation where you tell him quietly but vividly why he is such a valuable member of the team. Still another employee might define himself by his expertise; his most prized form of recognition would be some type of professional or technical award. Yet another might value feedback only from customers, in which case a picture of the employee with her best customer or a letter to her from the customer would be the best form of recognition.
Given how much personal attention it requires, tailoring praise to fit the person is mostly a manager’s responsibility. But organizations can take a cue from this, too. There’s no reason why a large company can’t take this individualized approach to recognition and apply it to every employee. Of all the companies I’ve encountered, the North American division of HSBC, a London-based bank, has done the best job of this. Each year it presents its top individual consumer-lending performers with its Dream Awards. Each winner receives a unique prize. During the year, managers ask employees to identify what they would like to receive should they win. The prize value is capped at $10,000, and it cannot be redeemed as cash, but beyond those two restrictions, each employee is free to pick the prize he wants. At the end of the year, the company holds a Dream Awards gala, during which it shows a video about the winning employee and why he selected his particular prize.

Managers build a strategic vision and break it down into a roadmap for their team to follow.
Being a manager and a leader at the same time is a viable concept. But remember, just because someone is a phenomenal leader, it does not necessarily guarantee that the person will be an exceptional manager as well, and vice versa. So, what are the standout differences between the two roles?