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What is the different between leadership and management?
Adapted from "The Wall Street Journal Guide to Management" by Alan Murray, published by Harper Business.Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.Still, much ink has been spent delineating the differences. The manager's job is to plan, organize and coordinate. The leader's job is to inspire and motivate. In his 1989 book "On Becoming a Leader," Warren Bennis composed a list of the differences:- The manager administers; the leader innovates.- The manager is a copy; the leader is an original.- The manager maintains; the leader develops.- The manager focuses on systems and structure; the leader focuses on people.- The manager relies on control; the leader inspires trust.- The manager has a short-range view; the leader has a long-range perspective.- The manager asks how and when; the leader asks what and why.- The manager has his or her eye always on the bottom line; the leader's eye is on the horizon.- The manager imitates; the leader originates.- The manager accepts the status quo; the leader challenges it.- The manager is the classic good soldier; the leader is his or her own person.- The manager does things right; the leader does the right thing.Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn't have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the "knowledge worker," and the profound differences that would cause in the way business was organized.With the rise of the knowledge worker, "one does not 'manage' people," Mr. Drucker wrote. "The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual."
Does anyone know of any good schools for business management?
Schools with a good graduate level education for business management, would include harper college and wgu. those are highly recommended school with business degrees.
What is the importance of mckinsey's 7s approach in today's scenario?
The 7-S-Model is better known as McKinsey 7-S. This is because the two persons who developed this model, Tom Peters and Robert Waterman, have been consultants at McKinsey & Co at that time. Thy published their 7-S-Model in their article "Structure Is Not Organization" (1980) and in their books "The Art of Japanese Management" (1981) and "In Search of Excellence" (1982). The model starts on the premise that an organization is not just Structure, but consists of seven elements: Those seven elements are distinguished in so called hard S's and soft S's. The hard elements (green circles) are feasible and easy to identify. They can be found in strategy statements, corporate plans, organizational charts and other documentations. The four soft S's however, are hardly feasible. They are difficult to describe since capabilities, values and elements of corporate culture are continuously developing and changing. They are highly determined by the people at work in the organization. Therefore it is much more difficult to plan or to influence the characteristics of the soft elements. Although the soft factors are below the surface, they can have a great impact of the hard Structures, Strategies and Systems of the organization. Description The Hard S'sStrategy Actions a company plans in response to or anticipation of changes in its external environment. Structure Basis for specialization and co-ordination influenced primarily by strategy and by organization size and diversity. Systems Formal and informal procedures that support the strategy and structure. (Systems are more powerful than they are given credit) The Soft S's Style / CultureThe culture of the organization, consisting of two components: · Organizational Culture: the dominant values and beliefs, and norms, which develop over time and become relatively enduring features of organizational life. · Management Style: more a matter of what managers do than what they say; How do a company's managers spend their time? What are they focusing attention on? Symbolism - the creation and maintenance (or sometimes deconstruction) of meaning is a fundamental responsibility of managers. Staff The people/human resource management - processes used to develop managers, socialization processes, ways of shaping basic values of management cadre, ways of introducing young recruits to the company, ways of helping to manage the careers of employees Skills The distinctive competences - what the company does best, ways of expanding or shifting competences Shared Values / Superordinate Goals Guiding concepts, fundamental ideas around which a business is built - must be simple, usually stated at abstract level, have great meaning inside the organization even though outsiders may not see or understand them. Effective organizations achieve a fit between these seven elements. This criterion is the origin of the other name of the model: Diagnostic Model for Organizational Effectiveness. If one element changes then this will affect all the others. For example, a change in HR-systems like internal career plans and management training will have an impact on organizational culture (management style) and thus will affect structures, processes, and finally characteristic competences of the organization. In change processes, many organizations focus their efforts on the hard S's, Strategy, Structure and Systems. They care less for the soft S's, Skills, Staff, Style and Shared Values. Peters and Waterman in "In Search of Excellence" commented however, that most successful companies work hard at these soft S's. The soft factors can make or break a successful change process, since new structures and strategies are difficult to build upon inappropriate cultures and values. These problems often come up in the dissatisfying results of spectacular mega-mergers. The lack of success and synergies in such mergers is often based in a clash of completely different cultures, values, and styles, which make it difficult to establish effective common systems and structures. The 7-S Model is a valuable tool to initiate change processes and to give them direction. A helpful application is to determine the current state of each element and to compare this with the ideal state. Based in this it is possible to develop action plans to achieve the intended state. (c) Dagmar Recklies Literature: Waterman, R. Jr., Peters, T. and Phillips, J.R. "Structure Is Not Organisation" in Business Horizons, 23,3 June 1980. 14-26. Pascale, R., Athos, A. (1981) "The Art of Japanese Management", London: Penguin Books; Peters, T., Waterman, R. (1982) "In Search of Excellence", New York, London: Harper & Row.
Was Robert Palmer and UB40's former manager David Harper married and for how long I always thought that he did a great job for his clients?
David Harper really did do a great job for his clients. As their manager, both Robert Palmer and UB40 reached the pinnacle of their successes. A lot of that had to do with Harpers expertise and professionalism and hard work. David Harper was also very good looking and attracted a lot of female attention, almost as much as his clients. His marital history is that he had been married to Josephine Florent since the mid-seventies. Robert Palmer introduced the two, as he was friends with Florent. They hit it off, and were soon married. They remain married to this day. A ripple appeared in their marriage when a administrative assistant at Island Records developed a crush on Harper who's name was Kathy and her last name started with a K. I will not spell out her entire name for legal reasons. Harper was at Island's offices frequently on his client Robert Palmer's behalf and this woman decided that she and Harper were in some kind of relationship although they were not. He was simply polite to her as he was to everyone. She started telling her co-workers and others that she was in a relationship with Harper and that he would be leaving Florent for her. Harper had never so much as socialized with this woman, let alone date her. The rumor got back to his wife, who inquired as to what was going on. Harper was innocent of all charges. Soon people started calling Kathy the administrative assistant "Evelyn Draper" behind her back. You will recognize that as the name of the fixated fan in "Play Misty for me." Even into the two thousands this woman held on to her fantasy that she and Harper were dating. She went so far as to leave a blog on robertpalmer.com outlining a double date with Palmer and herself and Harper, incorporating a picture that she scanned from People magazine of Robert Palmer and Billy Bob Thornton to bolster her story. But the truth is that Harper was never involved with this woman in any personal way and he definitely did not go out with her anywhere. David Harper and Josephine Florent have now been together since 1974. Florent was a singer prior to her marriage to Harper.
Is Alvin Harper married to Pam Oliver?
No. Pam is married to Alvin Whitney, not Alvin Harper.
Is Harper hill married?
NO :)
Is easton Harper married?
No
When did Harper Seven Beckham get married?
Harper Seven Beckham married to Victoria Beckham in 4 July 1999
Is Harper Seven Beckham married?
Yes, Harper Seven Beckham married to Victoria Beckham in 4 July 1999
Is Stephen Harper married?
yes
Who is hill Harper married to?
Hill Harper is not married to anyone. He does however, have a girlfriend named Chloe Flower who happens to be a classic pianist.
Is hill Harper married to a white woman?
No. He's not married yet.
Is billy banks married?
Yes he is married to Allison "Francis" Harper
Is Bob Harper on Biggest Loser married?
No
Was Mick Carter the manager of UB40?
Yes, he was. He replaced David Harper as their manager in the late nineties. Prior to that he was their co-manager. He no longer represents UB40.
