There are several differences between a business manager and a non-business director. A business manager and a non-manager have different objectives while running and coordinating activities. A business manager will prioritize achieving the strategic goals and objectives with the primary purpose of creating value and growth for the business. A non-business manager supervises the structure of the organization and the efforts of the workforce to control the costs of the activities.
A manager also makes critical decisions and coordinates and handles the employees so that the organization can meet the projected targets in the strategic plan. The non-managers work by inspiring the employees towards success rather than using bureaucratic strategies to ensure performance. Managers are willing to take risks so that the organization attains growth. Non-business managers seek to meet the targets and strategic plan of the organization; therefore, avoid taking risks that may result in overhead costs. Managers have the task of supervising and coordinating the systems and structures as well as the workforce in an organization. By learning management, individuals can gain access to knowledge of how to use the limited resources to create value and growth for the business. Learning management also familiarizes an individual with the challenges in practical situations and how to deal with them. Study of management also creates managers who can execute business processes effectively and with integrity. These managers have an idea of the expectations of the society as well as the shareholders of a company.
Question 7. Leadership
A leader has to inspire and motivate people to accomplish shared objectives. A leader has to have several qualities that help them perform their duties effectively. A leader has sufficient, confident and charisma to direct and influence others to perform a particular task. Leaders have emotional and strategic intelligence. A leader has to be responsible and dependable and express good character in their activities. The activities of a leader should be ethical and moral to build the trust of the subordinates. Leaders have to display interest and dedication in what they are doing lest those following will not perform as expected. Leadership is a natural talent obtained at birth; nevertheless, people can acquire leadership skills through hard work and going through numerous experiences. There are numerous challenges in leadership. One common challenge in leadership becomes complacent after succeeding and, as a result, they lay emphasis in developing their status quo. Another great challenge in management is developing the relevant skills like time management, prioritization, emotional and strategic intelligence; making decisions. The best way to deal with such challenges is being proactive in setting goals, and with setting a reasonable timeframe for the strategic goals.
Question 8. Strategies in Management
Management is a crucial aspect of the activities of an organization; therefore, managers have to make sure that all the activities and transactions proceed as planned. Managers use control as a strategy of developing effectiveness in the operations of the business. I would convince a manager to shift focus from control to leadership by influence in conjunction to control where the manager uses both control and influence to boost performance within the organization. I would familiarize the manager with the difference between management and leadership. I would use this knowledge to show the manager the benefits of bureaucratic and leadership strategies as well as their limitations. After learning about these two aspects of leadership, I would show the manager how to balance both aspects in pragmatic situations to create effective leadership. The best type of control for management is a concurrent control that is more of hands-on management supervision during a project. It involves monitoring and adjusting ongoing activities and processes as a proactive form of management. Concurrent control is effective because it allows the manager to interact with the employees and in the process influence them to increase performance.
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