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Summary book Management and Organisational Behaviour
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This summary contains the following chapters: 9, 10, 11, 13, 15, 16 and is written in English.
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InternationalSUMMARY Business
MANAGEMENT AND
ORGANISATIONAL Parttime
BEHAVIOUR Year II
Module: Management & Organization
,Table of Contents:
Chapter 9: Leadership in organisations..................................................................................................2
Chapter 10 Understanding management.............................................................................................18
Chapter 11 Organization structure and design.....................................................................................31
Chapter 13 Organizational control and power.....................................................................................47
Chapter 15 Organizational culture and change....................................................................................62
Chapter 16 Organizational performance and development.................................................................80
1
, Chapter 9: Leadership in organisations
The significance of leadership:
The leader – follower relationship is reciprocal, and effective leadership is
a two – way process that influences both individual and organisational
performance. Leadership is related to motivation and interpersonal
behaviour.
Leadership and management:
The differences between leadership and management
Management Leadership
Adopt impersonal or passive Leaders adopt a more personal and
attitudes towards goals. active attitude towards goals.
In order to get people to accept The leader creates excitement in
solutions, the manager continually work and develops choices that
needs to co-ordinate and balance gives substance to images that
in order to compromise conflicting excite people.
values.
In their relationships with others, They have empathy with other
they maintain a low level of people and give attention to what
emotional involvement. events and actions mean.
See themselves more as Work in, but do not belong to, the
conservators and regulators of the organisation. Their sences of
existing order of affairs with which identity does not depend upon
they identify and from which they membership or work roles and they
gain rewards. search out opportunities for
change.
Kent: the different characteristics between leading and
managing:
Managers do things right. Leaders do the right things.
Managing is an authority Leading is an influence
relationship. relationship.
Managers creates stability. Leading creates change.
Theory about leadership according to Belbin:
There is a clear implication that leadership is not part of the job, but a
quality that can be brought to a job. The work dat leadership encompasses
in the context clearly is not assigned, but comes about spontaneously.
Theory about leadership according to Radcliffe:
Leadership is completely natural, plain and simple. To become a leader
one must have the desire to grow, regardless of his position in an
organisation. It’s not required to have a certain level of IQ or job title to be
a leader.
Three aspects to leading are Furture, Engage and Deliver:
2
, Future: Leading always starts in the future.
Engage: If you want the help of others to create that future, you need
to engage them.
Deliver: Make things happen.
3
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