August 7, 2014

Leading - Introduction - Koontz, O'Donnell, Weirich, Kannice



The managerial process of leading is defined as the process of influencing people so that they will contribute t organization and group goals.

Is the above definition comprehensive and capture all activities of leading function. According to me the definition does not capture all facets of leading function.

We have to remember we are explaining the whole process of managing in five steps. Planning, organizing, staffing (resourcing), leading and control. It is during the phase of leading that staff are actually told what is expected of them in next year, next five years or next ten years. The mission, objectives, vision and goals of the company are communicated to them.It means plans are to be communicated and many of the plans or budgets have to be clear. Resources are actually allocated and put under control of some people during the leading stage. Actions that come out of the control stage are implemented through leading function.

So the managerial function of leading is much broader than the process of leading examined in organizational behavior texts.

Koontz et al. clarify this by saying there is more to managing than just leading. Leading is an essential function of managers. Managing involves planning the result of the organization, setting up the organization structure with technology, facilities and people, acquiring various equipment and staff who are competent and controlling activity to correct deviations from the plans during the execution stage.

In the area of leading, behavioral sciences make a major contribution to managing.

Behavioral or Human Factors in Managing

The individuals who join organizations have needs and objectives that important to them and to achieve them only they join organization. Managers, in the function of leading have to ensure that each role in the organization contributes to the aim of the enterprise and also satisfies the needs and objectives of the individual who performs the role. Managers need to have an understanding of multiple roles that people play in society, the individuality of people, and the personalities of people.

Multiplicity of Roles

Both managers and people working in their organizations are members of a broad social system which has a tradition of human dignity and also membership in multiple groups with different descriptions of roles.

No Average Person

In the organization policies are designed for all persons assuming that they are alike. Even though, not all the needs of individuals can be satisfied by an organization, managers need to have latitude in making individual arrangements. There is need to fit the job to the specific person doing the job to some extent.

The importance of Personal Dignity

In an organization, the actions of managers should not violate the dignity of people. The concept of individual dignity means that people must be treated with respect, no matter what their position in the organization.

Consideration of The Whole Person

A person has knowledge, attitudes, skills and personality traits. Each person has a separate bundle. The human being is influenced by external factors and reacts to them quickly and unpredictably. People cannot come to an organization for work, forgetting many other things that are impacting them. Managers have to recognize that whole person is coming into the organization and be prepared to deal with them.


Reference
Weirich and Koontz, 10 Edition


Related topics

The Nature and Purpose of Planning
The Nature of Organizing
Resourcing - A Function of Management
Leading - Introduction
Planning and Execution - Theory and Practice
The System and Process of Controlling



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