Leadership

Course 9 :
Management and Leadership

Faculty : Brata T. Hardjosubroto

Semester : 4/ 2009
Management and Leadership

 Leadership versus Management

 A Compelling Vision

 The Ability to Inspire

 Initiative, Focus on Results, Courage, and

Tenacity

 Persistence

 The Evolution of Leadership from Scientific

Management
Management
 Defined as the coordination of human , material,
technological, and financial resources needed for
an organization to reach its goal.
 Is “a multipurpose organ that manages a busines
and manages managers and manages workers
and work”
 Top level managers spend most of the time in 2
functions of planning and organizing. They
oversee the big picture.
 1st line managers are typically doing the nitty-
gritty of daily operation, which is leading and
controlling.
Traditional Functions of Management
Distinction of Management and Leadership
Management vs Leadership
Distinctions between Managers and
Leaders
Leadership vs Management
 Leadership and management share some
characteristics, but each is also separate and
distinct
 The leader communicates direction by words and
deed to create effective team. Then the team is
free to create strategies to accomplish task
 Managers do things right and leaders do the right
things
 Manager expected to balance efficiency and the
ability to accomplish goals
Eleven Managerial Practices:

1. Informing
2. Consulting And Delegating
3. Planning And Organizing
4. Problem Solving And Crisis Management
5. Clarifying Roles And Objectives
6. Monitoring Operations And Environment
7. Motivating
8. Recognizing And Rewarding
9. Supporting And Mentoring
10.Managing Conflict And Team Building
11. Networking
Definition of the Eleven Managerial
Practices
1. INFORMING: Disseminating relevant information about decisions, plans,
and activities to people who need it to do their work, answering requests for
technical information, and telling people about the organizational unit to
promote its reputation.

2. CONSULTING AND DELEGATING: Checking with people before making

changes that affect them, encouraging suggestions for improvement, inviting
participation in decision making, incorporating the ideas and suggestions of
others in decisions, and allowing others to have substantial responsibility and
discretion in carrying out work activities and making decisions.

3. PLANNING AND ORGANIZING: Determining long-term objectives and

strategies for adapting to environmental change, determining how to use
personnel and allocate resources to accomplish objectives, determining how to
improve the efficiency of operations, and determining how to achieve
coordination with other parts of the organization.

4. PROBLEM SOLVING AND CRISIS MANAGEMENT: Identifying

work-related problems, analyzing problems in a timely but systematic manner
to identify causes and find solutions, and acting decisively to implement
solutions and resolve important problems or crises.
Definition of the Eleven Managerial
Practices
5. CLARIFYING ROLES AND OBJECTIVES:
Assigning tasks, providing direction in how to do the work, and
communicating a clear understanding of job responsibilities, task objectives,
deadlines, and performance expectations.

8. MONITORING OPERATIONS AND ENVIRONMENT:

Gathering information about work activities, checking on the progress and
quality of the work, evaluating the performance of individuals and the
organizational unit, and scanning the environment to detect threats and
opportunities.

11. MOTIVATING:
Using influence techniques that appeal to emotion, values, or logic to
generate enthusiasm for the work, commitment to task objectives, and
compliance with request for cooperation, assistance, support, or resources;
also, setting an example of proper behavior.
Definition of the Eleven Managerial
Practices
8. RECOGNIZING AND REWARDING:
Providing praise, recognition, and rewards for effective performance,
significant achievements, and special contributions.

11. SUPPORTING AND MENTORING:

Acting friendly and considerate, being patient and helpful, showing
sympathy and support, and doing things to facilitate someone’s skill
development and career advancement.

14. MANAGING CONFLICT AND TEAM BUILDING:

Encouraging and facilitating the constructive resolution of conflict, and
encouraging cooperation, teamwork, and identification with the organizational
unit.

17. NETWORKING:
Socializing informally, developing contacts with people who are a source
of information and support, and maintaining contacts through periodic
interaction, including visits, telephone calls, correspondence, and attendance
to meetings and social events.
Mintzberg’s Roles
Mintzberg’s Roles
Leadership according to John E.
Pepper
 Leadership is a process of guiding, directing and
motivating an orgnization to achieve an
outstanding outcome
 Articulating the appropriate vision to strech the
goal
 Making the right strategy to achieve objective
 To ensure the resources are available
 Setting the challenging standard for the growth of
organization
 Leader must communicate to inspire
Leadership according to John E.
Pepper
Four attributes as an effective leader:

3. Compelling vision
4. The ability to inspire
5. Initiative, Focus on results, Courage and
Tenacity
6. Persistence
Management Skill
The Contingency View of
Management
 Deming’s Fourteen Points
1. Create constancy of purpose toward improvement of product and service,
with the aim to become competitive and stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western

management must awaken to the challenge, must learn their responsibilities,
and take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for

inspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of the price tag. Instead,
minimize total cost. Move toward a single supplier for any one item, on a long-
term basis of trust.

5. Improve constantly and forever the system of production and service, to

improve quality and productivity, and thus constantly decrease cost.

6. Institute training on the job.

7. Institute leadership. The aim of supervision should be to help people and

machines and gadgets to do a better job. Supervision of management is in need
of overhaul, as well as supervision of production workers.
 Deming’s Fourteen Points
8. Drive out fear so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design, sales,

and production must work as a team, to foresee problems of production and use
that may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero
defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and productivity belong to the
system and thus lie beyond the power of the work force.

11. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
Eliminate management by objective. Eliminate management by numbers, numerical
goals. Substitute leadership.

12. Remove barriers that rob the hourly worker of his right to pride of
workmanship. The responsibility of supervisors must be changed from sheer
numbers to quality. Remove barriers that rob people in management and
engineering of their right to pride of workmanship. This means inter alia,
abolishment of the annual or merit rating and of management by objective.

13. Institute a vigorous program of education and improvement.

14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody’s job.
Juran’s quality improvement model:

2. Convince important decision makers that the

improvement is needed.

4. Set logical improvement goals based on a

reasonable plan.

6. Organize a project team to reach the goals with

specific guidance on what to do.

8. Provide the team adequate training.

10.Identify the causes of the problem.

Juran’s quality improvement model:

8. Develop a set of possible approaches to solve the

problem, select one approach, and implement it on a
small scale.

10.Evaluate the results.

12.Improve the approach, if needed, and implement it.

14.Overcome the resistance that some people are

bound to have concerning the new methods.

16.Standardize the approach to maintain the

improvement through training, control charts, and so
on.
Paradigms

1. Quality must be a systematic

approach.

3. Customers are the reason we do

everything we do.

5. Leaders must understand long-term

thinking.

7. Quality improvement requires a series

of different thinking patterns.
Group Discussion

Case:
 Anda seorang pengusaha yang bergerak dalam
bidang Software development.
 Anda memiliki 8 karyawan yang terdiri dari 5
software developer dan 3 staff support.
 Usaha baru berlangsung 1 tahun, namun telah
memperoleh keuntungan yang sangat baik dan
potensi pasar yang besar.
 Uraikan kegiatan anda sebagai pengusaha dan
sekaligus pemimpin usaha, dan klasifikasikan
dalam 2 area; management dan leadership.
 Questions??
System