Nathan Irving 078847

Music Industry Management 1

Outcomes 1/2/3 assessment

Thursday 29th March 2018

1. Discriminate between management and leadership.

The difference between management and leadership are Management is the art of getting
things done through and with people in formally organised group, management also is the
process involving planning, organizing, staffing, directing and control human efforts to
achieve objectives while leadership is setting a new direction or vision for a group that they
follow, i.e. A leader is the spearhead for that new direction, the difference between
leadership and management can be illustrated by considering what happens when you have
one without the other.

2. Identify functions of management.

Management is a dynamic process consisting of various elements and activities, these

activities are different from operative functions like marketing there are 5 main functions of
management they are Planning, Organising, Staffing, Directing/leading and Controlling.
Though for theatrical purposes, it may be convenient to separate the functions of
management, but there’s functions are overlapping in nature, each function blends into the
other and each affects the performance of the others

3. Summarise the development of management theories.

To develop a science for each operation to replace opinion. To determine accurately from
the science, the correct time and methods for each job (time and motion studies). Set up a
suitable organisation to take all responsibility from the workers except that of the actual job
performance. Select and train the workers. Accept that management itself be governed by
the science deployed for each operation

4. Categorise approaches to management into theories and/or styles.

Frederick Taylor – Scientific Management (1856 – 1915) USA

Taylor was in the scientific management school, based on efficiency and productivity, but he
ignored many human aspects of employments, Workers do not naturally enjoy work and so
need close supervision and control. Workers should be given appropriate training and tools
to work efficiently as possible on one set task.

Henri Fayol – Administrative Managements (1841 – 1925) France

Fayol was the first person to actually give a definition of management. This is generally
familiar today namely ‘forecast and plan, to organise, to command, to coordinate and to
control’ Fayol also gave much basic terminology and concepts which can be elaborated
upon by further researchers e.g. division of labour, supply chain, unity of command and
centralisation, From Authority, Discipline, Unity of direction, Order, Equity, Scalar Chain and
Remuneration.

Douglas McGregor XY Theory (1906 – 1964) USA

Douglas proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise’
Theory X and theory Y are still referred to commonly in the field of management and motivation
Management's role is to coerce and control employees:
People have an inherent dislike for work and will avoid it whenever possible
People must be coerced, controlled, directed, or threatened with punishment in order to get them
to achieve the organizational objectives

THEORY X

People prefer to be directed, do not want responsibility, and have little or no ambition, People seek
security above all else

THEORY Y

Management's role is to develop the potential in employees and help them to release that potential
towards common goals:
Work is as natural as play and rest
People will exercise self-direction if they are committed to the objectives (they are NOT lazy)
Commitment to objectives is a function of the rewards associated with their achievement

Peter Drucker – Functions of Management (1909 – 2005) Austria

Hailed as the father of modern management. In the early 1950s, nobody had a tool kit to
manage incredibly complex organisations that had gone out of control. Drucker was the first
person to give us a handbook. It was Drucker who introduced the idea of decentralisation
(dispersing of decision making) which became a bedrock principle for virtually every large
organisation in the world. In the 1950’s he was the first to assert that workers should be
treated as assets, not as liabilities to be eliminated. He originated the view of the
corporation as a human community built on trust and respect for the worker and not just a
profit-making machine, a perspective that won Drucker an almost godlike reverence among
the Japanese

5. Compare and contrast theories of leadership and leadership styles.

There are 4 types of leadership styles there are Autocratic This a classic leadership
style with the following characteristics such as manager seeks to make as many
decisions as possible and manager seeks to have the most authority and control in
decision making, Paternalistic leadership style is concerned with employees welfare,
listen to employee feedback and is interested in employee social and mental
situations, Democratic is all the problems and decisions making are made by the
group leadership acts like a chairperson and Laissez Faire Employees given
maximum possible freedom. No direction from manager or leader. Employees
determine aims, make decisions and resolve problems.

6. Illustrate personal and social skills required for successful leadership.

I think to be a successful leader you need to have the right personal and social skills such as
you need to be approachable that your team can come to you if they have any problems but
also have that leadership that tasks will be followed without coming off as to hard on the
staff, I think the other social skills needed in a successful leadership is that you have a
creative background that clear heading on where you want to go and passing that on to the
team also setting out clear goals that need to be followed and achieved,

7. Judge which approach to leadership to adopt in a given situation, in this case think
about managing an event.

I would go for the Democratic approach as all problems and decisions making are made by
the group, leader acts like a chairperson, not influencing the group or the decision as there
are many advantages such as a positive work environment, successful indicatives such as
the process of consolation and feedback naturally results in better decision making and
more effective operations, there is a flow of creative thinking and a reduced employee
turnover when a employee feels impowered through leadership development be less
employee turnover those this approach has disadvantages such as lengthy and ‘boring’
decision making and the danger of pseudo participation

8. Explain the concepts of reward and reinforcement.

There are two types of reinforcement they are Positive Reinforcement and Negative
Reinforcement,

Positive Reinforcement is a behaviour is followed by a rewarding stimulus the reward

system attempts to regulate and control behaviour by introducing pleasurable efforts like
some examples of rewards are monetary bonuses, promotions, praise, paid holiday leave
and attention, while getting rewards may not result in the desired effect or behaviour, but
the reward must stimulate the person to produce the desired behaviour in positive
reinforcement.

Negative Reinforcement uses the reward system that a person is rewarded for the desired
behaviour by having something unpleasant removed, this removal is the reward, e.g. in the
workplace a person may find it undesirable to be monitored closely if a person is doing their
job well, they will not be monitored as closely anymore also a manager can inform a
member of staff that if he remain disruptive, the manager will tell him that he will not
receive his yearly pay rise, another form of negative punishment could be the removal of his
desk from his co-workers into a more undesirable location.

9. Discriminate (explain the differences) between intrinsic and extrinsic motivation.

Intrinsic Motivation refers to motivation that comes from inside an individual rather than
from any external or outside rewards such as money and academic results, the motivation
that one can get from the task itself or from the sense of satisfaction in completing or even
working on a task, Intrinsic motivation does not mean, however, that a person will not seek
rewards. It just means that such external rewards are not enough to keep a person
motivated.

Extrinsic Motivation often refers to the motivation that comes the outside an individual.
The motivation factors are external or outside such as money or good academic results.
These rewards provide satisfaction and pleasure that the task itself may not provide, an
extrinsically motivated person will work on a task even when they have little interest in it
because of the anticipated satisfaction they will get from some reward. Some of the rewards
that Extrinsic person be satisfied can be something minor such as a smiley face to something
major to a large sum of money and fame.

10. Identify theories of motivation.

There are many theories of motivation shown in the X and Y theory while on X theory
motivation is seen as we are motivated mainly by Money and fears about job security while
on the Y theory under the right conditions we are motivated by the desire of our own
potential. Motivation can generate new ideas, new goals, focuses on your dreams lead to
motivation. Two theories to motivation are

Rational Economic Man (Fredrick Taylor)

Hierarchy of Needs (Abraham Maslow)

Maslow did come up a triangle of the Hierarchy of Need starting at the top was Self-
Actualization, then Esteem, Love/belonging, Safety then Physiological.

11. Select strategies to motivate others to achieve identified goals.

There are many goals that identify motivation such as to motivate people you offer them
opportunity to satisfy their current level of need such as Maslow theorised that we go
through life seeking to satisfy these needs, starting at the bottom and working our way up,
while FW Taylor believed workers would be motivated by obtaining the highest possible
wages through working in the most efficient / productive way. In short terms, the more
money you offer the worker the more motivated they will be to work