Management and Leadership Essay

Management and leadership are considered synonymous, but in truth they are two different words. Management is delimit as, The art, manner or pr spielice of managing, handling supervision or control whereas leadership is defined as, The ability to express a vision, influence others to achieve results, encourage group cooperation, and be an example. Leadership is getting others to want to do things. Leadership is intimately tied up with motivating and influencing others.Managers are administrators who write business plans, deal budgets, monitor progress, solve problems and facilitate meetings. A coach achieves government agency and localize through experience, understanding, sentence and committal. Managers stomach subordinates but a leader has followers. A leader privy be a manager, but a manager is not necessarily a leader. The leader of the work group whitethorn emerge in testisly as the choice of the group. If a manager is satisfactory to influence great deal to achie ve the goals of the organization, without using his or her formal authority to do so, then the manager is demonstrating leadership.As put by Faye construct ton, The only safe ship in a storm is leadership. organizational brotherlyizationAccording to Websters new-fangled Collegiate Dictionary nicety is the integrated specimen of human behavior that includes thought, speech, action, and artifacts and depends on mans capacity for skill and transmitting knowledge to succeeding generations.Organization market-gardening is a carcass of shared beliefs and determine that develops within an organization and guides the behavior of its memebers .It includes routine, behaviors, norms, dominant values and a recovering or climate conveyed..The pupose and function of this socialisation is to care foster internal integration, bring staff members from only levels of the organization overmuch closer together and enhance their performance.A conjunctions culture determines a lot of t he organizations behavior. A culture may be toilsome (having a dramatic influence over an individual(a)s behavior) or weak (having a relatively low rival on behavior).A strong culture is a coherent set of beliefs, values, assumptions, and practices embraced by most members of the organization. It fosters motive, commitment, identity, solidarity, and sameness, which, in turn, facilitates internal integration and coordination.An understanding of organizational culture and how to transform it is crucially important for managers and leaders to achieve strategic outcomes. The power of strategic leaders in an organization assists them to see the dynamics of their organizational culture and attain the essence of strategic victory through unequivocal transformation.Effective managers recognize that replacing a long term culture of traditional values with one that embodies the competitive values require in the future support take years. But the bribes of that effort will be an orga nization much more effective and responsive to its milieual challenges and opportunities.(Bateman & Snell, 2007)Organizational Culture at southwesterly Airlines souwest Airlines was founded in 1971 as a low-cost regional air carrier. The comp boths mission stated on its website really reflects its compulsive and healthy organizational culture.We are committed to provide our Employees a stable work environment with equal opportunity for cultivation and individual(prenominal) growth. Creativity and innovation are encouraged for improving the effectiveness of southwesterly Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every southwestern United States Customer.sou-west Airlines has consistently been successful in terms of profitability, good employee and coalescency relations, and customer rejoicing at a time when most airway carriers are struggling in all these areas.Central to the companys success is a culture of flexibility, family-orientation, and fun. They believe in, The way you treat and reward employees is one part of your companys culture. Culture is the companys way of life. It is how the business functions, operates, handles stress and reinforces its staff. It is the companys oecumenic attitude toward the world. southwestern United States has built a reputation as a fun, light-hearted and irreverent airline with a happy staff. It is said that Southwests biggest hiring criterion is whether an applicant smiles during his or her interview. Southwest feels it can train anyone to do the line of reasoning, but it cannot teach a person to have a positive attitude. Southwest Airlines has recognized that smiling staff members canhandle nix issues skillfully and still satisfy their customers.Southwest is also identified as the early leader of worker responsibility. The company limits emphasis on the formal organizational structur e. At Southwest, decision making is the process which is done by anxiety/worker committees. Leadership meetings are taped and shared with employees. The researchers learned that productivity could be maximized when employees felt as though their needs were be considered by receiving attention for their work. This phenomenon became know as the Hawthorne Effect.It is as true immediately as it was during the last century that paying attention to our human assets produces dread(a) results. Southwest Airlines has learned to capitalize on the principles of the Hawthorne Effect. Southwest Airlines has consistently remained at the top of its industry, while placing a rigorous focus on employees feedback and needs. Southwest seeks to share the companys success with its employees. The airline achieved high levels of employee satisfaction and was included in the Fortune magazines list of the degree Celsius Best Companies to Work for in America for three years in a row.Southwests no-layof f response to September 11 was a reminder to its employees of the organizations tradition of caring for its people. When asked to comment on this, an official explained, Its part of our culture. Weve always said well do whatever we can to take care of our people. So thats what weve tried to do. Many analysts feel that the remarkable performance of Southwest is beca use of its ability to build and sustain relationships characterized by shared goals, shared knowledge and mutual respect between employees. Southwests organizational culture was shaped by Kellehers leadership. Kellehers personality had a strong influence on the culture of Southwest, which symbolizes his spontaneity, skill and competitiveness. Southwests culture had three themes love, fun and skill. Kelleher treated all the employees as a lovely and loving family.Southwest attempts to promote a close-knit, supportive and enduring family-like culture. The Company initiated various measures to foster intimacy and simplici ty among employees. Southwest encouraged its people toconduct business in a loving manner. Employees are expected to care about people and act in ways that affirm their dignity and worth. Instead of decorating the wall of its furnish with paintings, the company hung photographs of its employees taking part at company events, news clippings, letters, articles and advertisements.Southwests organizational culture encourages employees to be innovative, to communicate, understand and care, be given over to customer service and most importantly to be an Individual. It maintains its success imputable to employee education, much of which takes place in Southwest Airlines festive learning cracker the University for People. Southwest sees learning as a never-ending process. University for People trainers, known as facilitators, build a foundation for an ongoing learning environment through a supervisory leadership class called Leadership Southwest Style, which utilizes the Myers-Briggs Typ e Indicator (MBTI) assessment for self-importance discovery.At Southwest Airlines, instruction wants employees to feel comfortable, reflecting its philosophy that an employee who is comfortable can think more freely and creatively. Regular celebrations bring employees together. These include Spirit Parties, Culture parties, and weekly blow up Parties at headquarters. Activities at these events include talent shows, dance contests, limbo contests, karaoke, and famed person look-alike themes. The Culture Committee welcomes new employees with a New Hire Welcome Kit, which includes a bag, tee-shirt, badge holder, pen, and welcome letter. Southwest Airlines is an thin example of social invention that helps people discover their true capabilities.The social environment combines humor with responsibility. Employees work in teams without outside supervision. At job interviews, along with other self-development attitude, the prospective employee must show a sensory faculty of humor. Th e company recognizes the key to its culture is The Spirit of LUV. Their commitment to hire people with the capacity to love and serve others has yielded a bountiful harvest of loyalty and money. Hence it shows a very well combination of caution and leadership. appoint concepts of organizational culture at Southwest AirlinesEncourage to assume willpowerHire for lifeTrust their decisionsGive employeesimmediate access to overcritical information.They have the power to make adjustments and to fix significant problems quickly.Results achieved through these conceptsOn-time arrivals, straightlaced baggage handling, and customer complaints are communicated on a weekly basis.Everyone is pore on customer service and making Southwest a success which allows them to expand outside of assigned responsibilitiesStrategies that organizational managers and leaders can use to create and maintain healthy organizational cultureMotivation Management Leaders must have coaching skills, not control sk ills. Motivated people have goals and seek ways to achieve them. Efficiency is the result of motivated employees. The self motivated employees assume responsibility for their tasks. It creates an environment where workers trust management and management trust workers.Continuous Learning Opportunity Motivation is associated with the desire to learn. Without it, motivation dies. Most businesses operate with a wide knowledge gap between worker and management. All through history this has been the policy, it is job security for leadership. Today, efficiency requires workers to assume responsibility and this requires the narrowing of the knowledge gap. This is achieved by empowering workers.A strong organizational culture and an approach to learning that encompasses more than just dressing classes can create an organization that learns and improves upon its past successes. When change occurs, organizations with a learning culture and a focus on organizational development can surpass ev en their own expectations.ConclusionTo sum up, leadership is essentially think to a persons skills, abilities and scope of influence and management is a theory and a way of doing business. The managers who truly exercise the four functions of management planning, organizing, leading and controlling, to accomplish their organizational goals are also true leadersAs time and requirements ofan organization change, there is always a need to change managerial functions. Managers at all levels must anticipate and adapt to changes.In any ordinary but expanding organization the next future change efficacy be to restructure the organization. Technology is bringing a change in leadership styles. The command-and-control leadership methods of the last century are extremely incompetent in the fast changing technology world. Motivating environments are needed on the front-line with people who assume responsibility and exercise leadership. To attract and life this type of person, the work envir onment must inspire and exploit employee capabilities.ReferencesBateman, doubting Thomas S. & Snell Scott A. (2007). Management Leading and collaborating in acompetitive world. (Seventh edition), Ch-2 & 12 pgs 66- 69 & 393-383Southwest Airline webpage. Retrieved on April 20, 2007 from www.southwestairlines.comSouthwest Airlines. Retrieved on April 19, 2007 from www.caseplace.orgFrazee, Bonnie (Nov, 2006).Organizational Behavior and the Learning Process. Retrieved onApril19, 2007 from www.innovativelearning.com