PENDEKATAN KEPEMIMPINAN DAN PENGURUSAN: BINCANGKAN PERBEZAANYA APP A

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PENDEKATAN KEPEMIMPINAN DAN PENGURUSAN
BINCANGKAN PERBEZAANYAAPP A LEADERSHIP IS
MOVING WHERE YOUR ORGANIZATION IS HEADING
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• FUNCTIONS OF MANAGEMENT (SEQUENCE)
• PLAN
• ORGANIZE
• STAFF
• DIRECT
• CONTROL
• CONTINUOUS FUNCTIONS
• ANALYSE PROBLEM
• MAKING DECISIONS
• COMMUNICATING

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• MANAGEMENT RELATED TO THREE IDEAS
• Ideas Conceptual thinking Planning
• Things Administration
• People Leadership
• Management Achieve objective through other
• Administration Managing the details of
  executive affair
• Leadership Influencing people to
  accomplish desired objective.

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• Planning A predetermine a course of
  action.
• Organizing Determine the way in which the
  works is to be broken down into manageable
  units.
• Staffing Selecting qualified people to do
  the work.
• Directing Bringing about purposeful
  action toward desired objectives.
• Controlling Measurement of results against
  the plan.
• Rewarding people according to
  their performance

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• PLAN
• Forecast Where are we going?
• Set objectives Determine desire end
  results.
• Dev. Strategies How, when, who to
  achieve the goals.
• Program Establish priority, sequence,
  timing step.
• Budget Allocate resources.
• Set procedures Standardize method.
• Dev. Policies Makes standing decisions
  on important matters.

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• ORGANIZE
• Establish organization structure (draw
  organization chart)
• Delineate relationship (coordination)
• Create position descriptions (responsibility and
  authority)
• Establish position qualification

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• STAFF
• Select Qualified and competent only.
• Orient Familiarize new people with new
  situation.
• Train Make proficient by instruction
  and practice
• Develop Help improve knowledge, attitude
  and skills.

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• DIRECT
• Delegate
• Motivate
• Coordinate
• Manage differences
• Manage change
• CONTROL
• Establish reporting system
• Develop performance standard
• Measure results
• Take corrective action
• Reward

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• COMPARISION BETWEEN MANAGEMENT AND
• LEADERSHIP.
• CATEGORY MANAGEMENT LEADERSHIP.
• Thinking - Initiates Originates
• Process - Focuses on Focuses on
• things people
• - Looks inward Looks outward
• - Accepts reality Investigates reality
• Direction - Operational Vision
• setting plan
• - Improve the Create the future
• present
• - Immediate New markets
• financial
• - Sees trees Sees forest
• Employee - Tight control Empower
• Relation - Subordinates Associates
• - Instructs Learns
• - Directs and Trust and develop

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• Mode of - Efficiency Effectiveness
• operating
• (do things right)
• - Asks how and Asks what and
• when why
• - Deals with Embraces
• complexity complexity
• - Manage change Creates change
• Decisions - Polices, rules Values and
  and methods principles
• procedures
• - Relies on Relies on ideas and
• process and people
• system
• - achieve whats Strives to excel
• expected
• - serves top Serves clients and
• manager customer

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• Leadership Aptitudes and Profiles differ
• (read app B)
• Leader as manager
• Leader as supervisor
• Leader as entrepreneur
• Leader as technician

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Leadership aptitudes and profiles differ

• Four types of Leadership and the Characteristics

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Manager (Administrator, Director)
Leadership style Leads by defining goals and organising systems and resources for achieving them.
Looks for Ways to get the best input mix of manpower, methods, machines, materials, and money so as to produce the desired output as cost-effectively as possible.
Places high value on Conformity, order, control, paper-work, system, accountability.
Driven by a desire for Fail-safe systems and procedures, stability.
Creates conditions for Lower risk, predictability.
Time frame Present Strong influenced by. Past Weve always done it this way or Weve never done anything like that before
Negative consequences Bureaucracy, paralysis by analysis, unnecessary rules and regulations and paper work.
Slogan Getting things done smarter rather than harder (Doing things right)
Orientation Inward/Outward.. A balance of the right input mix to achieve the desired outputs (the management cycle)
Proactive / Reactive Proactive and reactive
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Supervisor (Overseer, Coach)
Leadership style Leads by caching, motivating and rewarding others to perform.
Looks for Ways to maintain motivation and to eliminate problems that keep employees from getting the work out.
Places high value on Loyalty, teamwork, self-discipline, commitment, co-operation.
Driven by a desire for Motivated employees and teamwork.
Creates conditions for Motivated employees and teamwork.
Time frame Present Heres how were going to do it or How can we best meet our goals
Negative consequences Under pressure may revert to doing the work instead of getting work done through others.
Slogan Getting things done through others. (Doing everything through teamwork)
Orientation Outward, oriented toward producing products and services at predetermined levels of quantity and quality.
Proactive / Reactive Reactive
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Entrepreneur (Visionary, Leader)
Leadership style Leads by providing a vision of how things might be in the future.
Looks for Opportunity that havent been seen or realised to their fullest.. Ways to make life easier or the world a better place.
Places high value on Self-realisation, inspiration, striving, change.
Driven by a desire for Ideas, change, innovation, excitement.
Creates conditions for High-risk, flux, uncertainty.
Time frame Present What if we were to.. or Ive got an idea as how we might.. Future Influenced by the imperfect.
Negative consequences Threat to stability of organisation and job security of employees.
Slogan Getting things done right is not as important as getting the right things done. (Doing the right things)
Orientation Outward, oriented toward customers and their future needs and present frustrations with things as they are.
Proactive / Reactive Proactive.
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Technician (Specialist, Professional)
Leadership style Leads by example and personal experience in chosen field of expertise.
Looks for More time and fewer interruptions and crises so as to devote full energies to the work at hand.
Places high value on Personal ability and individual excellence.
Driven by a desire for Freedom to apply ones talent without hassle from others.
Creates conditions for Job satisfaction for self.. Control of ones destiny.
Time frame Present Theres work to be done.. Lets stop talking and get it done. How can we ever get all this work done
Negative consequences Does it all personally becomes bottleneck organisation becomes too dependent the indespensible person
Slogan Getting everything done.. If you want a job done right, do it yourself. (Doing everything personally)
Orientation Inward, using best inputs of which one is capable.. Primarily personal energy and expertise.
Proactive / Reactive Active