Date of publication: 2017-07-09 03:32
A good leader also strengthens motivation and develops competence through coaching. In particular, he or she knows how to keep people focussed, recognizing that unless technical staff keep their eyes on priority goals, they will tend to drift into paths that are attractive to them, but not essential for the business.
Fadi - I, too, have seen people promoted into management who misunderstand the role of a leader and then behave in this dictatorial way.
One thing I've observed is that it's usually a lack of confidence that causes them to behave like this. So if they are promoted due to favoritism or over-reliance on an advocate as you suggest, then I can see why their confidence level might be shaky.
"Poof! You're a manager!" approaches are terribly unfair to those who are moved into those roles without proper preparation and support.
Thanks for this addition to the conversation!
And what is the manager 696 s job? Listening, informing, focussing the teams on costs (during the past 5 years, costs were cut 65 percent per year), and representing the factory to the customer and within GE.
Regardless of what word you use where I believe the internal subjective response to something going wrong will trump the external management process every time. I hope this helps a little. Interestingly the process of managing accountability is the single most important and basic tool of hierarchy and yet the management literature on the subject is a huge void. Management scientists seem to avoid the arena like the plague.
There are also different responses to certain situations which are typical of a manager and a leader. Â A manager strives to obtain results by making rules, remaining in control, and reacting to situations they may encounter. Â A leader chooses to achieve goals through passion, heart, and charisma. Â The leader is said to have better people skills than a manager, so they tend to focus on human emotion and desires. Â Managers do not incorporate human emotion or desire into their decisions they prefer to use concise, scientific methods of managing a group.
I am excited by the potential of the NGO concept being a nonprofit “business” structured as a business to conduct business, but is not driven by traditional profit motives to justify its worth — worth now being defined as service to the community instead of wealth to stockholders. And as some nonprofits clearly operate outside this business framework (such as churches), many NPOs appear in fact to be NGOs as well. So, are NGOs a subset of NPOs, or is there a substantial structural and legal difference between the two? Internal distinctions may be where clarity is realized.
I agree that I am just as confused after reading this article as I was before finding it. I still cannot tell someone the difference between and NGO and NPO
6. Being responsible is an [adjective] in it 8767 s usage, however its respective verb [ responsibly is the action I perform. One that I have control over.
7. Accountable is a means of measurement that others perceive as to whether my [actions] were performed.
However, there are four things that both strategic and operational leaders can do to make teams and organizations successful. They are: selecting talent, motivating people, coaching, and building trust.
In my work with The Responsibility Process ® I think, write, and teach every day about the difference between Responsibility and Accountability. I 8767 ve been studying individual and shared responsibility for 75 years and wrote the book 8775 Teamwork Is An Individual Skill: Getting Your Work Done When Sharing Responsibility. 8776
After reading the posts here I have come to the conclusion that the idea of bottom-up responsibilty and top-down accountability is simply backwards. Let me give you an example: