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Naming Names... How to Name your Business
Sometimes the best inspiration comes from hearing about the deconstruction of other company's names. For you, I am happy to share how I came up with "Slice A Day :: your slice on marketing"... First the purpose and vision of my site was to have...
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Starting Out For Success!
Hello, My name is Lee Callister. This is my first ever article so forgive me if it's not quite up to scratch. I'd like to give you some insight on my progress in my new home business, which I have only very recently embarked upon .First of all...
The First 60 Minutes of Your Day
In working with clients I tend to hear from people who are unsure of what they want to do with the rest of their life, but will focus on telling me what they don’t want to do. It goes something like this, “I’ve worked it that industry before and...
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Work from Home: 8 days to get out of jail for under $100.
I'm not wasting too much time here. We have eight days to get an
exact plan in place to get you out of your own financial jail
situation. Whether it be your job, your financial situation,
need to make more money for the doctors or dentist, need...
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Leadership or Management?
Leadership or Management? by Arthur Cooper (c) Copyright 2005 http://www.arthurcooper.com/<
/a>
If you are a good manager, does that make you a good leader?
If you are a good leader, does that make you a good manager?
Does being good at one imply being good at the other? Do they
necessarily go together or are they quite different in
character? What are the characteristics of leaders and managers?
These are some of the questions I shall try to answer in this
article.
At one extreme management can mean the organisation of the
smooth running of a routine function. It can mean arranging
schedules, assigning tasks to individuals, and checking that
work is done according to the defined procedures. It may mean
nothing more than this. It may be a vital and valuable function,
but nevertheless not one requiring huge amounts of trail blazing
or leaps into the unknown.
The majority of management jobs do require much more than this
of course. When you add in the control of staff, the liasing and
negotiating, the planning and the measuring, the reviewing and
decision making, and so on and so forth, you begin to see the
complexity and difficulty of the role.
But, fundamentally, good managers get things done. Managers are
practical and analytical. They work out how to put into practice
the ambitious visions of their leaders.
Leadership by contrast has other characteristics. Leadership
means being visionary and inspirational. It means deciding what
the goal should be. It means choosing the direction to go
towards that chosen goal and convincing others to follow. It
means always being ahead of others and pointing the way. But it
doesn't mean working out the practical details of every step
along the way.
Whilst the leader inspires the team the manager organises the
team. A good leader is a master of the
What and the Why. A good
manager is a master of the How.
Neither is more important than the other and in a business
organisation they complement one another.
Naturally there is an overlap in the functions of leaders and
managers. Few managers would succeed without showing some degree
of leadership and few leaders would succeed without having some
management competence. Many people are to some extent both
leaders and managers. But the distinction is there all the same
and truly outstanding individuals are often extremes of the one
or the other.
For example the entrepreneur who builds up his business from
nothing is often a leader - inspiring, visionary, - but careless
of and uninterested in details. He knows where he wants to go
but is not interested or competent in the details of how to get
there. More importantly, once one goal has been reached he is
off aiming at the next one and is less interested in the routine
or mundane job of consolidating the gains so far.
Those who go on to become truly successful realise their
shortcomings and hire good and effective managers to look after
the smooth running of the day-to-day functions. Those who don't
are often frustrated by an inability to make the major leap
forward with their companies. This is a shame because as a
result they cannot grow their businesses beyond a certain level.
Managers can motivate their teams, cajole and encourage. They
can knit a group of individuals into an efficient working group.
They can implement the leader's vision.
Each needs characteristics of the other to some degree, but they
are fundamentally different.
About the author:
Arthur Cooper is a business consultant, writer and publisher.
For his mini-course 'Better Management' go to: h
ttp://www.barrel-publishing.com/better_management.shtml
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