MGT 330: Management And Leadership

Management and Leadership MGT 330
September 6, 2010
University of Phoenix

Management and Leadership Management and leadership differentiation between the two methods of employee direction utilized in today’s organizations. Management and leadership have the team-based work environment in common. Certainly, both styles associate with teamwork; however, the messages they send to teams are different from each other. Management influences teams through intimidation, rigorous systems and defined roles within the organization allow a few individuals to control the company’s operations. Management lacks either the knowledge or the desire to encourage employees’ personal growth as it puts emphasis on rehiring resources rather
Today’s organizations are developing as a reaction to their external environment; it seems as though changes are not merely technological but cultural as well. The role and responsibilities of the leader and manager are crucial but hold different views. Managers provide supervisory leadership and give employees direction for daily organizational complexities. A manager instructs employee’s throughout the day by utilizing his or her authority to reach the directive of the organization. The leader’s role and responsibilities are to supervise cultural changes in a way that the organizations they work for are more receptive and effective to their environmental challenges and opportunities.
Organizational leaders should uphold their unique responsibilities by utilizing strategic leadership. “Strategic leadership gives purpose and meaning to organizations. Strategic leadership involves anticipating and envisioning a viable future for the organization, and working with others to initiate changes that create such a future (Bateman, 2009).” If the responsibility of a manager is to make sure goals are met, organizational leader are responsible to foresee and executing goals that will bring value to the
Benchmarking is a business tool that allows managers to identify internal or external processes are best used by other companies and apply those best practices to their own, allows them to achieve better results and lower cost. Benchmarking has helped numerous of companies such as Ford, Hewlett Packer, and Anheuser-Busch to make great strides in eliminating inefficiencies and improving competition (Bateman & Snell, 2009). A hospital in London has used benchmarking to improve their procedures for patient transfer times. A group of doctors benchmarked their transfer time with an organization that excelled in complicated procedures. Italy’s Formula One racing team learned that the pit crew carefully choreographed all of their moves based on information from a human factors engineer that focused on minor mistakes that wouldn’t be obvious. The pit crew knew who was in charge, had detailed responsibilities, worked in silence and trained for every possible contingency. The doctors at Great Ormond hospital developed way to apply these techniques to their cardiac surgery team and their technical errors dropped by 42% (Bateman & Snell,