Wednesday, April 09, 2008
In today's lesson, I learned about:
Ashridge Management College Model
Tells/ Autocratic: manager makes all decision and employees must obey without questions
Sells/ Persuasive: manager still makes the decision, employees have to be motivated to accept them in order to carry out properly.
Consults: manager confers with subordinates and takes their views into account but had the final say.
Joins: Leader and followers make the decisions on the basis of consensus.
Blake and Mouton's Managerial Grid
X axis: Job Concern
Y axis: People Concern
Limitations:
- Assumption that 9.9 is the most desirable but may not be applicable to some mangerial contexts.
- Oversimplification.
- Organisational context and culture, technology and other 'givens'.
- It may not be useable in pratice by managers.
- It does not consider all the variables that contribute to operation of effective leadership.
a. Manager's personality (inflexibility)
b. Demands of task, technology, organisation culture and manager's constrain
c. Consistency
Huczynski and Buchanan
Contingency Approach
Gillen (leadership) suggests using more than one style.
FE Fiedler found out that people become leaders partly because of their attributs and situation.
Psychologically Distant Managers (PDMs)
Psychologically Close Managers (PCMs)
John Adair Action-Centred Leadership
Planning, Evaluating, Briefing, Motivating, Setting an Example, Controlling and Organising.
Bennis differentiate between management and leadership. Manager administers and maintains while the leader innovates, focuses on people and inspires trust, holding a long term view.
Heifetz Dispersed Leadership distingushes between exercise of 'leadership' and exercise of 'authority'.
Ashridge Management College Model
Tells/ Autocratic: manager makes all decision and employees must obey without questions
Sells/ Persuasive: manager still makes the decision, employees have to be motivated to accept them in order to carry out properly.
Consults: manager confers with subordinates and takes their views into account but had the final say.
Joins: Leader and followers make the decisions on the basis of consensus.
Blake and Mouton's Managerial Grid
X axis: Job Concern
Y axis: People Concern
Limitations:
- Assumption that 9.9 is the most desirable but may not be applicable to some mangerial contexts.
- Oversimplification.
- Organisational context and culture, technology and other 'givens'.
- It may not be useable in pratice by managers.
- It does not consider all the variables that contribute to operation of effective leadership.
a. Manager's personality (inflexibility)
b. Demands of task, technology, organisation culture and manager's constrain
c. Consistency
Huczynski and Buchanan
Contingency Approach
Gillen (leadership) suggests using more than one style.
FE Fiedler found out that people become leaders partly because of their attributs and situation.
Psychologically Distant Managers (PDMs)
Psychologically Close Managers (PCMs)
John Adair Action-Centred Leadership
Planning, Evaluating, Briefing, Motivating, Setting an Example, Controlling and Organising.
Bennis differentiate between management and leadership. Manager administers and maintains while the leader innovates, focuses on people and inspires trust, holding a long term view.
Heifetz Dispersed Leadership distingushes between exercise of 'leadership' and exercise of 'authority'.
Labels: accountancy, accountant in business, accounting, business accounting
what we could have been, 11:05 PM.
