Values
Every organization has a set of values. Sometimes they are written down and sometimes not. Written values help anorganization define its culture and belief. Organizations that believe and pledge to a common set of values are unitedwhile dealing with issues internal or external. An organization’s values can be defined as the moral guide for its business practices. Core Values Every company, big or small, has its core values which forms the basis over which the members of a company makedecisions, plan strategies, and interact with each other and their stakeholders. Core values reflect the core behaviors orguiding principles that guide the actions of employees as they execute plans to achieve the mission and vision. Core values reflect what is important to the organization and its members. Core values are intrinsic - they come from leaders inside of the company. Core values are not necessarily dependent on the type of company or industry and…
Role Played by Mission and Vision
Organization mission and vision are critical elements of a company's organizational strategy and serves as thefoundation for the establishment of company objectives. Mission and vision statements play critical roles, such as: They provide unanimity of purpose to organizations and spell out the context in which the organizationoperates. They communicate the purpose of the organization to stakeholders. They specify the direction in which the organization must move to realize the goals in the vision andmission statements. They provide the employees with a sense of belonging and identity.
Management – Mission, Vision, & Values
Every organization to be successful needs to be guided by a clear strategy. Vision, mission, and values form the ground for building the strategic foundation of the organization. They direct and guide the purpose, principles and values that govern the activities of the organization and communicate this purpose of the organization internally and externally. Successful organizations ensure that their goals and objectives are always in synergy with their vision, mission and values and consider this as the basis for all strategic planning and decision making. By developing clear and meaningful mission and vision statements, organizations can powerfully communicate their intentions and inspire people within and outside the organization to ensure that they understand the objectives of the organization, and align their expectations and goals toward a common sense of purpose. Importance of Mission, Vision, and Values Vision and mission statements play an important role in strategy development by: Providing means to create and weigh various strategic plans and alternatives. Laying down the fundamentals of an organization’s identity and defining its purpose for existence. Providing an understanding of its business directions.…
Systems of Management
Professor Rensis Likert of Michigan University studied the patterns and styles of managers and leaders for three decades. He suggests four styles of management, which are the following: Exploitative-authoritative management: - Managers are highly autocratic, showing little trust in subordinates. - The prime drivers are motivating people through fear and punishment. - Managers engage in downward communication and limit decision making to the top. Benevolent-authoritative management: - The manager has condescending confidence and trust in subordinates (master-servant relationship). - Management uses rewards and upward communication is censored or restricted.…
Leadership Styles in Managerial Grid
Developed by Robert Blake and Jane Mouton, this approach as shown in the following grid, has two dimensions: Concern for people which includes such elements as provision of good working conditions, placement of responsibility on the basis of trust rather than concern for production. Concern for production includes the attitudes of a supervisor toward a wide variety of things, such as quality of staff services, work efficiency, volume and quality of output, etc. The bi-dimensional managerial grid identifies a range of management behavior based on the various ways that task-oriented and employee-oriented styles (each expressed as a continuum on a scale of 1 to 9) can interact with each other. Management Style 1,1: - Impoverished management with low concern for both people and production.…
Leadership Continuum
Propounded by Robert Tannenbaum and Warren H. Schmidt, according to the Leadership Continuum, leadership style depends on three forces: the manager, employees and the situation. Thus, instead of suggesting a choice between the two styles of leadership, democratic or autocratic, this approach offers a range of styles depicting the adaptation of different leadership styles to different contingencies (situations), ranging from one that is highly subordinate-centered to one that is highly boss-centered. Features of Leadership Continuum The characteristics of individual subordinates must be considered before managers…
Is Management an Art or a Science?
Like any other discipline such as law, medicine or engineering, managing is an art – at least that is what most people assume. Management concepts need to be artistically approached and practiced for its success. It is understood that managing is doing things artistically in the light of the realities of a situation. If we take a closer look at it, Management, when practiced, is definitely an art but its underlying applications, methods and principles are a science. It is also opined that management is an art struggling to become a science. Management as an Art The personal ingenious and imaginative power of the manager lends management the approach of an art. This creative power of the manager enriches his performance skill. In…
Leadership Styles
Leadership can be stated as the ability to influence others. We may also define leadership as the process of directing and influencing people so that they will strive willingly and enthusiastically towards the achievement of group objectives. Ideally, people should be encouraged to develop not only willingness to work but also willingness to work with confidence and zeal. A leader acts to help a group achieve objectives through the exploitation of its maximum capabilities. In the course of his survey of leadership theories and research, Management theorist, Ralph Stogdill, came across innumerable definitions of leadership. Qualities/Ingredients of Leadership Every group of people that perform satisfactorily has somebody among them who is more skilled than any of them in the art of leadership. Skill is a compound of at least four major…
The Many Aspects of Leadership
The character of top executives and their philosophy have an important influence…
Leadership Styles
Management philosophy is the manager's set of personal beliefs and values about people and work. It is something that the manager can control. Eminent social psychologist and management researcher, Douglas McGregor, emphasized that a manager's philosophy Creates a self‐fulfilling prophecy. Theory X managers treat employees almost as children Who need constant direction, while Theory Y managers treat employees as competent Adults capable of participating in work‐related decisions. These managerial philosophies then have a subsequent effect on employee behavior, Leading to the self‐fulfilling prophecy. As a result, organizational and managerial Philosophies need to be in harmony.
