Difference between Management & Leadership

The philosophy of an organisation affects every aspect with the output with the group, and is usually a thing of concern once management's philosophy differs significantly within the workers' philosophy (Pache 88).

Organisational culture also includes the rules by which workers are expected to abide. Management can also be affected by these rules. At the simplest level, rules are imposed by management on employees, and relate to attendance, work habits and procedures. The rules of the business help set the organisational culture in the quantity of freedom they give to person workers, and the roles how the rules set up between workers and managers (Kabanoff & Daly 590).

These characteristics contribute to an additional organisational factor, that of organisational climate. The organisational climate is not a concrete item, but describes how the business as a whole views individuals, that the people view the company, and what kind of atmosphere or environment the company is successful in creating. Dissatisfaction of the organisational climate is a single from the principal causes that workers leave their modern day place of employment (Boden 29).

Organisational culture can thus be described as the philosophies, norms, values and rules witnessed inside a company (Briner 34). These are not necessarily written down, but the individuals in the company have codified the culture nonetheless.

Given that leadership is really a part of the manager's role, it's significant to understand the various varieties of leadership that is observed in organisations. Transactional leadership suggests that leaders respond to lower level subordinate uncomplicated and security needs. Leaders and subordinates are viewed as bargaining agents where relative power regulates an exchange program as advantages are issued and received. You can find two forms of behavioural patterns used in transactional leadership: passive and active. The passive style is described as management by exception in which employees do not receive notice for their positive contributions for the organisation, but instead are paid attention by their manager only as soon as an error or difficulty arises. Punishment or disciplinary action is usually the medium employed in this approach. Active transactional leadership uses contingent rewards. With this approach, employees are praised for their performance and may be eligible for pay increases or other incentives (Kanji & Moura 705).

The fundamental role of managers has not changed significantly more than the course of the twentieth century--managers plan, direct and manage subordinates, although serving as liaison among lower and upper levels of an organisation (MacLennan 20). Managers have to usually be in a position to perform at least some of the tasks of their subordinates, and are always promoted from inside the workgroup to the managerial position. However, the role of manager goes beyond supervisor.

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