Week 2 Terms

Rethinking Management through Leadership

  1. Management (management and stability)
  2. Efficiency and (or vs.) effectiveness
  3. Effectiveness
  4. Planning
  5. Leading
  6. Organizing
  7. Controlling
  8. Tools for planning
  9. Tools for leading
  10. Tools for organizing
  11. Tools for controlling
  12. Top Managers, Middle Managers, First line managers
  13. Henry Mintzbers's roles: Interpersonal roles, Informational roles, decisional roles
  14. Informatinal roles: Figure head, Leader, Liason
  15. Informational roles: Monitor, Disseminator, Spokesperson
  16. Decisional Roles: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
  17. Technical skills
  18. Human skills
  19. Conceptual skills
  20. Management vs. leadership

Management (management and stability)

Efficiency and (or vs.) effectiveness


"The most central of these is that more than ever before we must manage in a turbulent environment and managers must have the skills to cope. The problem of developing effective managerial skills is compounded because the skills are more diffieult to program when we have less environmental certainty. Furthermore, constant change causes rapid obsolescence; the knowledge and skills which were required for a job yesterday are not as valuable today. These faetors place a premium on managers who can grow and develop as their jobs change rather than on administrators of stadc situations. However, we assume that it is possible to develop managers to meet these needs, if certain steps are taken." (Beatty & Morgan, 2005, p.1)

Beatty, R.W., & Morgan C. P. (2005). Managerial behavior: developing skills for management effectiveness in times of economic setbacks. Human Resource Management 14(4), 1-5. Retrieved August 23, 2008, from http://web.ebscohost.com/bsi/detail?vid=3&hid=114&sid=4480429d-889c-47df-9e0e-2f0de4088567%40sessionmgr104&bdata=JnNpdGU9YnNpLWxpdmU%3d#db=bth&AN=12493338


"Organizational change is a comprehensive, collaborative, and planned process of solving problems through altering foundational assumptions and beliefs of individuals in order to improve work content, structures, and relationships in organizations. A primary belief is that people collectively define meanings of the work they do and develop ways of doing the work. Depending on how they define work, people develop a technology or coordinated series of tasks to carry it out. Organizational change is a comprehensive and interrelated process. It involves changing work through changing premises about work. Organizational change is a process in which people define a goal or direction that is more desirable than the present state of affairs; it also involves people creating conditions that will align assumptions, goals, and work." (Rusaw, 2007, p. 347)

Rusaw A. C. (2007) Changing public organizations: four approaches. International Journal of Public Administration. 30(3) 347-361. Retrueved August 22, 2008, from http://web.ebscohost.com/bsi/detail?vid=3&hid=114&sid=ffe8e4f9-9e7b-4f5d-9a66-9b67fc48fd15%40sessionmgr109&bdata=JnNpdGU9YnNpLWxpdmU%3d#db=bth&AN=24875788


“Remember: you can have five years’ experience, or one year’s experience repeated five times. Most people want the former. Additionally, the current business environment is so dynamic that constant fine-tuning is necessary to keep skills well honed and approaches up to date. Staff will often list ‘someone I learn from’ as a prime desired characteristic in their boss. It is usually good people who speak well of their managers. They want them to spend more time with them, and clearly draw benefit from the time that is spent in development (however informal). Training, counseling, everything from running effective group meetings to one-to-one working together to spark ideas and prompt the right approach; it all makes a difference. It all motivates.” (Forsyth, 2006, p. 23)

Forsyth, P. (2006). Motivating your staff. Engineering Management 16(1), 22-23. Retrieved August 22, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=a9h&AN=20330990&site=ehost-live


“One of the very first questions that company decision makers face and answer is “Do we want to do outsourcing?” Many aggressive managers make the mistake of “jumping the gun” and immediately plunge into outsourcing without adequately performing due diligence, investigation and careful planning. A company contemplating an outsourcing arrangement should not just focus on the countries, cities, vendors, or negotiating prices but also on strategy formulation and the evaluation of potential processes to be outsourced [1]. It would be better to re-phrase this question and make it more problem-centric. There is an overwhelming number of questions that will need to be addressed and analyzed prior to deciding whether or not outsourcing is the right answer for a company.” (Kumar, Aquino & Anderson, 2007, p. 329)

Kumar, S., Aquino, E. C., & Anderson, E. (2007). Application of a process methodology and a strategic decision model for business process outsourcing. Information Knowledge Systems Management 6(4), 323-342. Retrieved August 22, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=a9h&AN=28008597&site=ehost-live


“After the restitution of Lithuanian independence, most of the heads of Lithuanian enterprises considered the Internal Control (IC) to be a vestige of a socialist society and thus gave inadequate regard to it. In this situation the property of most state-owned enterprises was squandered or even plundered. In private enterprises, only after revealing the plunders and abuse, the heads of the companies would acknowledge that the activities had been controlled insufficiently. Such realities made people slowly and painfully grasp the importance of the Internal Control” (Kanapickienė, 2008, p. 47).

Kanapickienė, R. (2008). State of internal control in Lithuanian enterprises. Economics & Management, 47. Retrieved August 22, 2008, from http://web.ebscohost.com.ezproxy.liberty.edu:2048/ehost/pdf?vid=5&hid=101&sid=e8d19161-fc1b-4143-9604-ed0d0ae08896%40sessionmgr108

Tools for planning

“Some activities would necessarily have to be performed sequentially while others might be completed in parallel with other activities. Projects with similar kinds of structures in production situations have been effectively analyzed using various project management tools. The most notable among these tools are the Critical Path Method (CPM) and the Program Evaluation Review Technique (PERT). In addition to providing decision information for the planning of the project, these techniques generate information that is valuable in managing the project.” (Armacost & Jauernig, 1991, p. 115).

Armacost, R., Jauernig, R. (1991). Planning and managing a major recruiting project. Public Personnel Management, 20(2), 115-126. Retrieved August 22, 2008, from http://web.ebscohost.com.ezproxy.liberty.edu:2048/ehost/detail?vid=2&hid=114&sid=d3d82052-a43f-4f90-89b0-5cdc803848d6%40sessionmgr103&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=9604084962

Tools for leading

“Lessons learned in over a decade of work with leaders from government, business and civil society in Canada, the United States and elsewhere. He examines how scenario planning has become an important tool for leading and governing in today's new governance context, and the need to make room for real dialogue at the front end of our most important decision-making processes.” (Rosell, 2004, p43)

Rosell, S. (2004, December). A Missing Step in the Governance Process. Development, 47(4), 43-49. Retrieved November 18, 2008 from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=a9h&AN=15860546&site=ehost-live&scope=site

Tools for organizing

Tools for controlling

Top Managers, Middle Managers, First line managers

Henry Mintzbers's roles: Interpersonal roles, Informational roles, decisional roles

Informatinal roles: Figure head, Leader, Liason

Informational roles: Monitor, Disseminator, Spokesperson

Decisional Roles: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

Technical skills

Human skills

Conceptual Skills

“A conceptual model is proposed, consisting of service initiatives of the service profit chain, industry best practice, relationship marketing and service quality. Our overall aim is to introduce such initiatives to enhance customer satisfaction and loyalty, thereby enhancing growth of these small businesses.” (Maritz, 2008, p. 493)

Maritz, A. (2008). Entrepreneurial services marketing initiatives facilitating small business growth. Journal of Small Business and Entrepreneurship 21(4), 493-503. Retrieved August 23, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=31533926&site=bsi-live

Management vs. Leadership

“If leadership is anything to do with 'finding the way' in complex circumstances, then it looks likely that leadership is a shared process that is distributed across teams and organizations.” (Carroll, 2008, p. 32)

Carroll, B. (2008). Leadership comes in many different forms. New Zealand Managament supplement, 32. Retrieved August 23, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=33565656&site=bsi-live

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