"Year of the Bicentennial of Peru: 200 years of Independence"
METHODOLOGICAL DESIGN FOR LEARNING BUSINESS MANAGEMENT SL -5TH
DMPA 11: LEADERSHIP AND MANAGEMENT
I. WE GET IN TOUCH AND FACE CHALLENGES
Learning Activities Evidence
Purpose Identify and Activity #1 Look, reflect In groups of 5 or 6 members Assessment distinguish the and give your point of perform one stakeholder scene of rubrics relevant aspects of view. Activity #2 Read a TV interview about its reason leadership types and and for apply it in a Sketch. answer the Inquiring resistance to change in the Questions. workplace: Activity #3 Read and answer the TOK Question. Activity #4 Read the texts. Activity #5 Foster the learning
Concepts Contexts Contents
Change Hypothetic Cases 1. Management and Leadership
2. Leadership Styles
Activity #1 Look, reflect and give your point of view.
https://www.linkedin.com/pulse/4-tactics-transform-from-manager-leader-rick-conlow Activity #2 Answer these inquiring questions:
1. What do understand for Leadership?
2. ¿Do you think that Management is essential for the success of a business? Why?
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Activity #3 Read and answer the TOK Question:
¿What types of knowledge, skills and attitudes might future business leaders and employees need? II.
WE INVESTIGATE AND BUILD THE LEARNINGS . Activity #4 Read the texts and highlight the
key parts.
Leadership vs. Management
Management and Leadership are two sides of the same coin and, many times, the difficulty in differentiating these concepts arises from the fact that they can be exercised by the same person, although this does not mean that all leaders are managers or that all managers are leaders. Of course, both complement each other. Let's read the following definitions to better understand these concepts (Source: "The difference between Leadership and Management”, https://torch.io/blog/the-difference-between-leadership-and-management/ Understanding Leadership vs. Management When it comes to understanding the difference between leadership and management, it may be helpful to think of a map. A leader is responsible for choosing a destination and the overall direction, while a manager shares the specific turns you need to make to get from Point A to Point B. Let’s explore this idea more in depth.
Leadership As you may have deduced from the example above, leadership is about providing a high-level vision for a team – with the goal of innovating in a way that will help an organization in the long run by asking what needs to change and why. From there, leaders guide people in the right direction by providing support, inspiration, and motivation. Along the way, leaders check in to make sure everyone is aligned and on the right track, but they rarely get involved in the tactical decisions.
Management Management’s responsibility, on the other hand, is to execute on the leader’s vision. Once the destination has been set, managers are the one who oversee the series of tactics that will get them to where they need to be. This involves assigning tasks to team members, making sure everyone is collaborating harmoniously, and ensuring they hit the appropriate deadlines to reach their short-term goals. In other words, Management refers to actions to carry out an initiative or project based on the administration of resources and the direction of staff. Management in organizations is made up of the people responsible for ensuring that the work, large or small, is carried out; they are people with a special set of responsibilities who ensure that the work of the company is carried out. Those who have a managerial function have a supervisory role. Senior management includes the CEO and the various people in charge of each of the main business functions (human resources, accounting and finance, marketing and operations management) Key Management Functions: Henry Fayol outlined five main Management functions based on his experiences as a manager at a large French coal mine: 1. Planning Set strategic objectives, tactical objectives, even operational objectives.
2. Organization Verify that you have sufficient resources to achieve your goals.
"Year of the Bicentennial of Peru: 200 years of Independence"
3. Direction Managers must ensure that all employees know what tasks they have to perform and how they should perform them
4. Coordination Managers must pool the various resources to achieve the goals. Managers must coordinate all activities, ensuring that they are carried out in the established time and as appropriate.
5. Control Managers have the power over a given situation to achieve goals. If any process does not meet quality standards, it can change them.
On the other hand, Leadership refers to a more emotional role, the art of inspiring and motivating people to achieve common goals. A leader focuses on doing the right thing about people; it must show that it cares for its workforce when circumstances require it and be willing to accept blame for poor results if it means protecting its employees from excessive and unjustified criticism. Leaders guide organizations to an ethical end and focus ethical considerations on people. Manager Leader Time: 09:00am – 5:00pm Time: 24 hours
● Your responsibility is to answer the how?
● Its function is to answer the what? and why? and when? ● Inspires and motivates your followers ● They give instructions and orders that must through action be executed ● They take risks many times challenging ● They take risks by aligning them with the status quo of the organization the organization's policies and standards ● Shine during moments of change ● They do very well when the business is in ● stable condition
Autocratic The leader Centralizes control It works well for Discourages
style maintains One-way communication employees who contributors who strict control Control of information want clear and want their opinions to over decision High control over precise be considered making, employees instructions. Skilled and information Very useful in crisis experienced workers and workers situations may react badly Loses Useful for solving the valuable problems that contribution of demand quick workers in decisions decisions. Not useful for long-term strategic decisions
Paternalistic The leader Acts as the leader of a Encourage worker Demotivators of
style has a "large family" loyalty employees who wish controlling Plaintiff but controlling Motivate to be part of decision presence that presence employees Clear making cares for and Leader cares about instructions are Lack of necessary watches over employees provided. guidance in difficult his Some decisions are situations employees. consulted and communication is two-way Employees are not involved in the decision making process
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Bureaucra The manager Well-structured Can be effective Likely to be tic style refers to the management when the operating counterproductive in a rule book A formal hierarchical environment is situation when when making structure very stable or very creativity and rapid decisions Task oriented definite decision making is since procedures need to needed. procedures or be followed policy dictate because the what should consequences of a be done. mistake may be very high.
Democratic It involves There is greater Engaging Employee
style decentralized employee involvement employees involvement slows management in decision making increases down the process where Decentralized motivation Not effective in employees management Valuable difficult situations receive Two-way contribution of Sharing information decision-maki communication employees to widely can cause ng positions. Employees very decision-making problems in informed of the Two-way sensitive management of the communication situations company facilitates the flow Some employees Employee empowerment. of information only want clear Suitable for long indications. term decisions
LAISSEZ-FA Approach Delegates most of Effective when Companies can lose
IRE style involving the decisions that employees need control over delegation of are made on a little supervision employees Weak day-to-day day-to-day basis and work decisions can be decision-making Freedom for employees independently made because of lack to work in the way they Reduces of consultation think is best management Motivationis lost if Can be used with time and cost. employees feel that employees with they are not being experienced and looked after developed skills
Situational Leadership Leaders need to be Managers adopt Demand for high
style depends on flexible. the most activities and the task, The style adapts to appropriate flexible managers. situation the various leadership style May be inconsistent and situations. according to the with business collaborators. It requires high skills of situation they management styles the leader to handle face. It reflects It can be difficult to situations. the develop. dynamic nature of the business round. Useful in companies with cultural diversity.
Which leadership style is best?
It could not be said that one style of leadership
is better than another, as the results depend on many factors; consequently, leaders must take into account these factors and the goals they wish to achieve in order to define an appropriate leadership style.
The effectiveness of the Leadership Style is likely to be
influenced by:
– Subordinates (skills, age, level of education, expectations and level of motivation).
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– The decision (if it is urgent, important or as a result of an error).
– The Leader (character, values, experience and expectations).
– The Work Environment (creative, repressive, democratic or complicated)
– Culture and Ethics
– There are cultural norms that lead you to carry one style of leadership or
another. – This is based a lot on the ethics, values and morals of the leader.
Currently the leaders must take care of their actions since these are the ones that will help us to motivate and improve the production of the company. Currently, leadership is tending to move from an autocratic to a democratic one, with empowerment and being micro managers of our work more common.
Although leadership has progressively acquired great importance in business organizations, it is not something new; throughout history, from Julius Cesar and Ghandi to Hitler, we can find multiple examples of great leaders who have left their mark on history, sometimes commendable and sometimes deplorable. The impact of the leader on his followers can transcend even the activity they perform or the objectives they pursue; that is why it is important for organizations, and even to personal level, to define what characteristics or qualities a leader must gather so that he can properly promote his followers to achieve the objectives set. Leadership choice and leadership style has become an important part of Human Capital management.
WE FOSTER THE LEARNING .
Activity # 5 Answer the questions:
- Difference what is Management and what is Leadership
- What role does the leader play and what is his role in the organization? - Are managers generally good leaders and can leaders be good managers? - Can a person be a leader and manager at the same time? What problems or difficulties might you face? - Can cultural differences influence leadership and management?
III. WE TRANSFER AND SELF ASSESS . Activity # 6
The students are divided into 5 teams and each team will randomly receive a type of Leadership. In 5 minutes, they must represent a sketch that demonstrates the type of leadership they have had. To do so, they will incorporate at least 5 characteristics of that leader (choose three of the characteristics that are in bold): motivating the team, communication, evidence of emotional intelligence, ability to solve problems, respect for others, prioritize personal and professional development, promote strategic thinking, team development, drive growth, invest in people, active listening, passion, etc
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IV. WE REFLECT ABOUT OUR LEARNINGs . 1. ¿How did you feel with the today’s learning
session?
2. ¿What did know before that you know now?
3. ¿Were the pedagogical resources useful for the comprehension of the worked concepts? ¿Why?
V. BIBLIOGRAPHY AND RESOURCE .
‐ International Baccalaureate Organization (2014). Business Management Guide. First evaluation 2016. Cardiff: IBO ‐ Lee, S. (2020) The difference between leadership and management. Retrieved on June 2, 2021 from Torch website: https://torch.io/blog/the-difference-between-leadership-and-management/ ‐ Lominé, L., Muchena, M., and Pierce, R. (2014) Business Management. Oxford ‐ Stimpson, P. & Smit, A. (2015). Business and Management for the IB Diploma (2a Ed.). Polonia: Opolgraf.
VI. AUTHORSHIP . Alfonso Esteban Urteaga Gago, Silvia Amelia Allauca Donayre y Brigdist Zoila Angelo Moscoso (2024). Methodological design for learning #11. Leadership and Management. 4
