Final Presentation xmgt 230
Management and Leadership
Xmgt-230
By Gregory Lewis
Manager vs. Leader
“When you’re a manager, you work for your company. When you’re a leader, your company works for you.”
-Stan Slap
Manager
Leader
System and Structure
People
Plans
Directions
Stability
Change
Maintenance
Development
Techniques
Strategies
Control
Inspiration
Formal
Personal
Short-Term Goals
Vision
How / When?
What / Why?
Results
Processes
Following
Leading
Management
Translating and analyzing strategic plan
Establishing short-term goals
Creating course of actions
Aligning activities and recourses
Determining financial needs and limits
Establishing time lines
Selecting staff for the projects
Establishing standard performance and techniques
Promoting company rules and standards
Coordinating responsibilities and authority
Communicating goals and necessary processes to subordinates in the formal approach. Controlling information flow
Monitoring ongoing processes Keeping records and analyses
Measuring success and Making decisions
Correcting and Rewording according to measurable results
Follows company rules, regulations and commands of upper authorities
Leadership
Providing team with directions
Focusing on long-term perspectives
Creating strong relationships with a team by building trust and respect:
knowing team and its individuals
presenting yourself as a member of the team
demonstrating integrity, personal involvement and drive
demonstrating high level of expertise and self-confidence
Motivating subordinates to effort voluntary commitment and teamwork:
Clarifying the big picture
Translating company success to individual benefits and potentials
Setting examples
Creating challenges
Introducing useful changes and creative ideas
Encouraging learning and growing by presenting expertise and personal commitment in the training process.
Acknowledging individuals achievements and Rewording for success
Xmgt-230
By Gregory Lewis
Manager vs. Leader
“When you’re a manager, you work for your company. When you’re a leader, your company works for you.”
-Stan Slap
Manager
Leader
System and Structure
People
Plans
Directions
Stability
Change
Maintenance
Development
Techniques
Strategies
Control
Inspiration
Formal
Personal
Short-Term Goals
Vision
How / When?
What / Why?
Results
Processes
Following
Leading
Management
Translating and analyzing strategic plan
Establishing short-term goals
Creating course of actions
Aligning activities and recourses
Determining financial needs and limits
Establishing time lines
Selecting staff for the projects
Establishing standard performance and techniques
Promoting company rules and standards
Coordinating responsibilities and authority
Communicating goals and necessary processes to subordinates in the formal approach. Controlling information flow
Monitoring ongoing processes Keeping records and analyses
Measuring success and Making decisions
Correcting and Rewording according to measurable results
Follows company rules, regulations and commands of upper authorities
Leadership
Providing team with directions
Focusing on long-term perspectives
Creating strong relationships with a team by building trust and respect:
knowing team and its individuals
presenting yourself as a member of the team
demonstrating integrity, personal involvement and drive
demonstrating high level of expertise and self-confidence
Motivating subordinates to effort voluntary commitment and teamwork:
Clarifying the big picture
Translating company success to individual benefits and potentials
Setting examples
Creating challenges
Introducing useful changes and creative ideas
Encouraging learning and growing by presenting expertise and personal commitment in the training process.
Acknowledging individuals achievements and Rewording for success
References: Bateman, T. S., & Snell, S.A. (2011) Management: Leading & collaborating in a