Revitalizing JBL Enterprises

Sims (2002) writes “managers motivate employees, direct the activities of others, select the most effective communication channel, or resolve conflicts among members, they are engaging in leading.”

Good management and leadership are essential for organizations to operate and additionally for the businesses to prosper. When businesses are well administered, they can function successfully and they can function effectively. Managers have exceptionally effective and strong plans, mangers have systematized structures, organizations, and they also assess effects. When businesses are appropriately directed, they acclimate to modifications in the situation and cultivate cultures that encourage obligation and improvement. Mutually good management and good leadership are essential to maintain organizational performance.

To fully explain the relationship between Leadership and Management we need to appreciate that the two go hand in hand, they are by no means the same thing but they complement each other when driving any team to perform and exceed targets within a business. The manager’s job is very task-focused. They often have to follow company

Discuss why it is important for those with management responsibilities to be able use both leadership and management skills effectively. Identify some of the behavioural and skills challenges raised by this concept.

Leadership and management are needed to convert challenges into opportunities. A manager can be seen as a ‘person who has the responsibility, control and influence over a person or group of people and their activities’. Leader = ‘being a person’s reason for doing something’

In general, we are familiar with the quote managers do things right while leaders do the right things. In essence, the analytical versus the holistic approach of leadership addresses these two separate and distinct functions within an organization. For instance, a manager focuses on the daily operations of an organization with an emphasis on team delivery, budgeting, and supervising the employees. Contrarily, leaders within an organization focus their time on improvements and innovation. In particular, leaders can perform this function since they are not culpable for routine tasks and mired in the minutia. As a result, there is a misnomer that managers are leaders and leaders remain managers, but they are not exclusive. Therefore, being a manager and a leader requires different abilities and dispositions.

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses

An effective manager is respected for the role they play but an effective leader is often remembered long after they or their people are no longer in their roles.

Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation.

JLB Enterprises has issues with falling productivity. After investigating the productivity decrease it was discovered that the only factors that changed over the period of reduced productivity were employee morale, motivation, and satisfaction. Transformational Leadership Theory proposes that employee attitude directly impacts employee productivity. Applying tenets of Transformational Leadership Theory may be the key to raising JLB's production.

Over the years, scholars and management theorists have cultivated several leadership styles that they have encouraged people to apply and try to implement. However, most of these theories have shown various short comings. Typically, none of these styles has proven to work best in diverse situations. In the late 1960’s, the Situational Leadership Model was developed. In this paper, I will discuss the details about the situational leadership model. In detail, the paper begins with a defined introduction of what the situational leadership model is about and an interpretation of its origination. An outline of the model will follow after which a discussion about the benefits and drawbacks of this model will shortly follow.

I believe you learn about leadership by acting as an example. You should be prepared to do the things you are asking others to do by getting on your hands and knees, if need be, and get your hands dirty. This engraves a picture into the mind of an employee or subordinate to what type of a manager you are. In this paper, I will cover the role a manager plays in an organization describing four functions of management: planning, organizing, leading, and controlling. I will then describe three traits: conceptual, human, and technical, which an individual must possess to become a successful manager within an organization and how they fit in with the four functions.

By directly involving and communicating with the employees, management also has an avenue for promoting a culture change. This opportunity could then be leveraged to help cultivate the ingredients needed to address the underlying causes of the morale problem. Coutts (n.d.) posits that involving employees in this way cultivates other leaders who can help to establish and maintain the desired culture. By utilizing components of the Participative Leadership theory to search for the causes of the problems along with potential solutions, JLB may see an immediate impact on morale, if only by empowering the employees.

1) The "Must-Have" managerial skills are six concepts of abilities a good manager should have in order to perform well in the workplace. The first managerial skill is teamwork because the individual should be able to contribute, negotiate and resolve conflict effectively in a team with others members and leaders. The second skills are self-management which is the ability to have a strong ethical reasoning, tolerance of others and most important to meet the obligations of the workplace. Thirdly, leadership forms part of the management skills because managers need to have the ability to influence and support people in order to make them perform multiple tasks. Similarity, the critical thinking plays an

A manager is someone who coordinates, integrates and directs the work of other members. A position as a manager requires a specific set of skills, including technical skill, human skill, conceptual skill, political skill and leadership. As the head of an organization, leadership is a responsibility that falls on the manager (Book, #). Leadership is the process of influencing the behavior and attitudes of others to achieve intended outcomes and is the key to managerial success (Ray, #).