BACHELOR OF INFORMATION TECHNOLOGY WITH HONOURS

SEMESTER 2 / JANUARY 2021

BBPP1103

PRINCIPLE OF MANAGEMENT

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CONTENTS PAGES

1.0 MANAGER VS LEADER RESPONSIBILITIES 2

2.0 DIFFERENCES ANALYSIS 2

3.0 STRATEGIC LEADERSHIP 5

4.0 LEADERSHIP METHOD TO IMPROVE QUALITIES OF

A MANAGER 9

REFFERENCES 11

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1.0 MANAGER VS LEADER RESPONSIBILITIES

Managers influence the culture of their teams and workplaces in numerous ways.
They must play both an administrative and leadership role. And they need a range of
skills to succeed. But what is a boss doing exactly? Therefore, these skills are crucial to
the success of present-day organisations and are essential for the job of a manager. Career
management remains a viable choice while, A leader is someone who sees how things
can be changed, who moves people to a better vision. Leaders will strive to achieve their
vision by first placing people. It is not enough to be able to inspire people — leaders must
be empathic and connected to people to succeed. Leaders do not need to come from or
follow the same route from the same context.

Future leaders will be more diverse and offer different viewpoints. Others would
disagree with my definition, of course. Most significantly, companies are internally
connected to their leadership concept. In every organization, the leader and director have
a major role to play in that he is the leader who inspires, encourages, and induces his men
to work willingly in achieving the goals of the organization. A manager is, however, a
significant connection between the company and its stakeholders, such as staff, clients,
suppliers, shareholders, public authorities and the company. He exercises fundamental
management roles.

2.0 DIFFERENCES ANALYSIS

Managers are responsible for handling the tasks. Future Leaders Leading.
Managers reflect on the jobs they do every day. It's all right—it must be done. However,
a leader looks at the large scene. He or she asks the hard questions, like: how does this

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mission achieve the quarter's objectives? How is that in line with the overall strategy of
the company? What makes workers plan for their potential job objectives? Managers
track individuals or duties. Individual contributors may be leaders. People and project
managers are there. Each of them has a certain set of tasks. There is sometimes no big
title for a leader, and it is just the one person to whom everybody looks to be a
contributor. This person incarnates leadership and naturally follows people. It is the sort
of person who looks after the management and promotes it.

People guide to the performance of Leader's. Managers say what to do. You
probably aren't a leader if you're a manager's checklist form. It's not bad check boxes—
not it's bad. But if you can just say that people check boxes, it's not management. A
leader inspires and helps other individuals to excel, and this also means allowing things
to grow on their own.

Members can give in. All managers set orders. If a direct report becomes too qualified,
poorly equipped managers may be sent into a frenzy. Leaders rejoice and acknowledge
that this individual is prepared to take greater responsibility and promote. Managers will
be tempted to keep their projects and tasks tight. Leaders understand and celebrate when
someone can assume new duties.

Care of the people, leaders. Care managers on numbers. Numbers are important –
everybody else is off his rocker. Numbers are important. But they're not the only thing
important. A manager may bark a slowly moving employee, but he will ask if there is a
problem and provide a solution. Both managers and leaders can eventually throw an
employee who cannot unite but a leader will attempt first to solve the problem. Managers
set expectations, but leaders set their vision. It is the responsibility of the leader to
understand the vision. Leaders think over and try to make us a better part of something.
Usually managers think short-term, but leaders think long-term. Leaders still look at the

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large picture and think about the next step towards the final objective. Managers hold the
status quo; leaders are committed to reform. Leaders should be visionary and promote
organizational change.

You always seek new ways to enhance a company's processes. Managers do not
want to get out of their comfort zone. Leaders don't fear trying new things, even though
they often crash. Leaders don't forget that failure is not the end, but the start of a new
road to success. Managers concentrate on the process, but leaders focus on individuals.
Leaders often think of their teams and offer their growth importance because a successful
leader knows that as his team expands, the company is also growing. They are controlled
by supervisors but coached by representatives. Leaders should not micro-manage their
team but direct them, if necessary, towards vision. Managers are strong but managers are
charismatic. Leaders gain respect for others and follow others with their charisma. That is
why fans are the leaders and staff are the bosses.

Managers delegate tasks but leaders foster thinking. Leaders want the entire team
to take part in the process and brainstorm new ideas or inspire people to lift their views if
they can do anything better. Managers are controls and think with their minds, but leaders
are emotional and think alongside their brains with their souls. Leaders are aware of the
significance and trust in their sixth sense of gut feeling. Managers are right, but leaders
are right. If leaders need to break and create new rules for an organization, then they do
not hesitate because leaders are prepared to alter.

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3.0 STRATEGIC LEADERSHIP

Many businesses possess the good organizational skills required to sustain the
state of affairs. However they have a vital deficit: they lack the knowledge, expertise and
trust to solve what managers call "wrong issues." They have the power positions. These
issues cannot be resolved with a single order, they have incomprehensible causes and
unpredictable solutions, and sometimes organizations need to transform their businesses
into a reality. Each organization today faces certain challenges. Strategic thought without
leadership risks being an academic pursuit, as evidenced by the countless strategic
proposals that accumulate dust on the offices' shelves. Otherwise successful leaders can
walk the wrong path or run a good plan wrongly, and leadership without a strategy risk
having little real value. The Strategic Leader understands these risks and focuses on the
credible formulation of strategy and the expected and purposeful execution of strategy.
Strategy Training — the determination of strategic intentions, including the purpose,
vision, and goals of an organization. The execution of policy — the implementation of
the strategy's actions, controls, rewards, and communication.

Training of strategies and execution of strategies. Successful strategy

preparation requires the resolution of challenges in such a way that adds value, is special
in comparison with other solutions and is time sustainable. The solution to a particular
issue is also called the 'strategy.' Strategy is the subject of much discussion and debate.
Good or wrong, straightforward, or confusing are the strategies. There is some debate
about what a tactic is even. There are three components for a kernel: a problem
diagnosis, a guiding policy that helps to provide direction to tackle the problem and a
series of coherent policies (Rumelt, 2011). For example, once the core of Apple's
business could be defined as helping higher-end consumers not technology experts
Access cutting edge technology by monitoring all of the hardware, software and services
to ensure a seamless experience with easy-to-use "all in one" items. The implementation
of the strategy includes providing the solution suggested. Successful strategy

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implementation poses a large range of additional problems, as it is connected to the third
portion of the Rumelt kernel. A rival who wanted to imitate Apple's strategy would have
to copy all their acts with a variety of challenges. It should acquire its own design skills,
create supply chain sources and manufacturing ties, construct suitable retail sites and
establish a similar reputation on a brand basis. Any such task would be a feat of its own
accord, but it represents a very difficult task in combination. To this end, while many of
the Apple rivals created similarly high-quality hardware, software, or services, none were
able to equal their operational performance. Whereas Apple's iPhone accounted for just
12.9% of all smartphone devices in the third quarter of 2013, it made greater profit than
its rivals in all their products.

Leadership and strategic thinking We concentrate on the strategic leader's

activities after taking steps to consider and appreciate strategic thinking and leadership.
The strategy training and strategy implementation are controlled by strategic leadership,
as previously mentioned They have reasonably well-known organisations, leaders, and
circumstances, because our knowledge makes them easy to understand and address. Each
story builds on the common understanding, however, as is often the case, the closer look
shows things that have been less recognized or misunderstood. The very definition of a
visionary is Walt Disney. Over a century after his death, his work and the firm he
founded continue to have an impact on entertainment, business and society. His life and
legacy are without doubt a strategic representation of both the influence and limits of
innovative leadership. While Disney's leadership of vision is evident both in his artistic
work and in his business performance, it also highlights a crucial danger frequently
involving visionary leaders. The organization and its managers also tried to sail for the
future without falling prey to its history in the following years following Disney's death.
There is a great deal written about raising a query that always influenced company
decisions: "What will Walt do?" First coined to channel the creative vision that led the
business, decisions were haunted, which were often criticized for lack of creativity or for
stopping changes needed. Visionary leadership keeps a special grip on the imagination of
the public. Therefore, both the mainstream and the business media are concerned about

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the need for vision and innovative leaders. Driven by the rapid advancement of
technology and its transformative effect on business and culture, today's entrepreneurs,
entertainers, managers, and social activists seem always to have the chance to create
change and define something fundamentally new. But we cannot entirely ignore this
propensity to mythologize visionary leaders. When we go beyond innovative superficial
qualities, leaders like Disney are certainly strategic. It is still obvious. As such, he is a
good example for us in our analysis of strategic leaders.

General electric , GE is generally considered to be one of the world's most well-

run businesses. Among the nine leaders who held the titles of CE OO or Chairperson,
GE's first President, Charles Coffin — called the largest ever Chairman of Fortune's
cover story magazine (Collins, 2003) — was amongst some of the most known leaders in
history, including CEO Jack Welch, one of today's leading CEOs and executive pundits.
Jeff Immelt, the company's current CEO, was selected by Welch in 2001 and was
mentioned three times by Barron magazine as one of the world's best CEOs. In addition
to the top job, GE is widely recognized for its future management growth. In an article
published in 2006, The Economist described GE as America's CEO Factory, a label used
even today to describe its ability to produce strong general managers that have led
companies across a wide range of industries in GE and other companies (Economist,
2006). GE is constantly at the top of the semi-annual 'Top Leaders Companies' research
project by Aon Hewitt which evaluates the efficacy and ties between leadership and
financial results in organizations. This is supported by research. GE is therefore a
valuable company for examination, acting as an advanced manager and a conduit for
many of the world's most respected leaders. However, much of its well-known executive
talent is better taught by GE not by concentrating on the legendary people who lead the
corporate giant, but instead by examining GE's best-in-class management strategies, each
of them famously. For the culture of this historical organization has been defined by
certain business processes, from prescriptive 'blue books' of the 1950s to the popular
work-out sessions of Jack Welch in the 1980s. GE purchased land north of New York
City which later became Crotonville under the watchful eye of then CEO Ralph Cordiner

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in 1956. Crotonville has since become possibly the world's most recognized business
university. It has been established to disseminate and improve the upcoming managers'
core practices. This focus on creativity is also an open part of GE branding and
marketing, which is known as "GE imagination at work." GE reinforced this message
through many major advertisement campaigns that place it as an innovator, including
"imagination" and "hygiene," which highlight the more creative products of the business.

3M, Minnesota Mining and Manufacturing—bether named 3 M—with its decades

of track record in introducing revolutionaries used for everything from household
cleaning to NASA missions, has been widely regarded as the benchmark for creativity in
global firms. Established in 1902, the company turned to producing sandpaper by two
investors seeking opportunities in local minerals deposits – a move that Silicon Valley
would popularize almost a century later as 'pivoting.' In this new market, the company
faced similar obstacles but decided to invest. This time. 3M achieved profitability in its
fifteenth year by incorporating consumer reviews, continual development, and product
creativity. Shortly thereafter, when in 1921 it secured a patent and employed its founder
Francis Okie, the company took the first step towards being a research company. This
patent leads to the launch of Wetordry, the automotive industry's special waterproof
sandpaper. The groundwork for a hundred years of innovation in products has also been
laid. Maybe the most renowned is the management of 3M which targets 30% of annual
revenues from products launched over the last five years. This measure provides
management and shareholders with a clear way of evaluating their execution in
accordance with the business model focused on innovation. The number hit 35 percent
in2013 and an aim of 40 percent in 2017 though the company has not always met the goal
- it had fallen to 25 percent in 2008. (New Year's Edition, 2011) In the case of 3M, a
central management concept tells us how 3M supports its approach, which focuses on
innovation: 15%. Fifteen percent is a well-known yet undocumented policy in the
business that makes it possible to expend on individual research interests for any
technical employee up to 15 percent of their week. As a result, new concepts and
perspectives are continually explored. Many of those experiences have contributed to

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some of the best items of the business, among them Scotch Brand Tapes and Post-It
Notes.
4.0 LEADERSHIP METHOD TO IMPROVE QUALITIES OF A MANAGER

There are many key leadership skills that are essential to help you become a
leader. You must continually work hard to strengthen your leadership ability, regardless
of whether you pursue the initiative, develop critical thinking skills, or learn how to
inspire and encourage those around you. Elegance, as a team begins trusting that the truth
is told by its leader, things begin to crumble. Why should staff be confident about their
bosses if they came to know that the individual is less than honest? In one of our previous
surveys, 61% of employees believe it is important for employee satisfaction to trust their
managers. Unfortunately, just 33 percent of these people are satisfied with their
company's level of confidence. Faculty of communication research into employee
involvement has shown that inadequate management communication is one of the
greatest pain in reducing productivity. Managers must know what must be done one
thing. It is very different for each member of their team, who are responsible for different
tasks, to clearly communicate these goals. Another of the qualities of great leaders is
outstanding communication skills. The best managers should put their team on the same
page so everyone can work for the same goal — not seven different interpretations.

Promote professional and personal growth. Action as the cheerleader of your

squad is an integral part of a productive leader. In their performance and development
should be invested. Leadership approach is designed to motivate and encourage workers
by motivating them to make their best and face new challenges," he said. "Employees
like obstacles and are able to conquer them. It is always nice when these problems are
taken up by a difficult buyer, a difficult deal, a difficult condition or whatever." If leaders
trust in their workers and offer them the opportunity to learn and develop, how much they
can achieve may be shocked. Don't be scared. Maintain an attitude which is optimistic.
As much as leaders want the daily activities of their team to run smoothly all the time,

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they will face the occasional challenge. Whether a minor misconduct or a major mistake,
your management skills are a big part of the manner you deal with a negative situation, A
more committed and prosperous workforce is more likely to develop a positive
atmosphere.

A successful leader can see the impact they can have on his work environment by
showing excitement and trust." Do not issue orders to staff. An efficient leader does not
simply say what is needed to show others. Luke Iorio, Chairman and CEO of IPEC, said
leaders should direct their team members to a more collaborative, engaged climate –
without being coaxed by them. If leaders never taught them anything, people would never
rise. Leaders must be taught to develop new leaders. Set specific priorities and goals
for employees. Fixing specific priorities and staff expectancies is vital to the team's
progress. Encourage employee questions and suggestions when setting these targets. It
can increase participation by involving them in the process. To empower, inspire and
keep your team aware of your vision, for a leader "He said. He said. "This helps workers
grasp the result as a team. When objectives are clearly defined, everyone can track
progress and tangibly recognise achievements Don't let go of static team member
objectives. To change or rearrange objectives periodically if necessary. This will remind
the team members that you are present and mindful of what they do. It is necessary to
clarify how these priorities influence the whole company. Every employee should be able
to express, irrespective of seniority rank, how the work they do allows the company to
succeed.

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REFFERENCES

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Morgan, J. (2021). What is leadership, and who is a leader?. Retrieved 20 March 2021,
from https://www.chieflearningofficer.com/2020/01/06/what-is-leadership-and-who-is-a-
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(2021). Retrieved 20 March 2021, from

https://www.business2community.com/leadership/10-differences-between-a-manager-
and-a-leader-02076805

Four Archetypes of Strategic Leadership. (2021). Retrieved 20 March 2021, from

https://medium.com/@aaronkolson/four-archetypes-of-strategic-leadership-
303dc93391db

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