Management Vs Leadership

Leadership is different than management. It is the art of getting people to move together toward a goal they don’t realize. Leadership and management are two concepts that are often used interchangeably. However, these words actually describe two different concepts. Managers think incrementally, as leaders think radically. Managers are trained to do things right, while leaders are qualified do the right thing. This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company.
A leader tends to be more emotional than a manager. A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed Attempts to define organizational culture have adopted a number of different approaches. Some focus on heroes and villains, rites, rituals, myths and legends that populate organizations. Culture is also socially constructed and reflects meanings that are constituted in interaction and that form commonly accepted definitions of the situation. Differences between Management and Leadership Leadership is different than management.
It is the art of getting people to move together toward a goal they don’t realize. Leadership and management are two concepts that are often used interchangeably. However, these words actually describe two different concepts. Managers think incrementally, as leaders think radically. Managers are trained to do things right, while leaders are qualified do the right thing. This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. A leader tends to be more emotional than a manager.

A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organizational skills, but his vision unites people behind him. Management usually consists of people who are experienced in their field, and who have worked their way up the company. A manager knows how each layer of the system works and may also possess a good technical knowledge.
A leader can be a new arrival to a company who has bold, fresh, new ideas but might not have experience or wisdom. Managing and leading are two different ways of organizing people. The manager uses a formal, rational method at the same time the leader uses passion and stirs emotions. Creating and Maintaining a Healthy Organizational Culture Attempts to define organizational culture have adopted a number of different approaches. Some focus on heroes and villains, rites, rituals, myths and legends that populate organizations.
Culture is also socially constructed and reflects meanings that are constituted in interaction and that form commonly accepted definitions of the situation. Culture is symbolic and is described by telling stories about how we feel about the organization. A symbol stands for something more than itself and can be many things, but the point is that a symbol is invested with meaning by us and expresses forms of understanding derived from our past shared experiences. The sociological view is that organizations exist in the minds of the members. Stories about culture show how it acts as a sense – making device.
Culture is unifying and refers to the processes that bind the organization together. Culture is then consensual and not a confliction. The idea of corporate culture reinforces the unifying strengths of central goals and creates a sense of common responsibility. Culture is holistic and refers to the reality of the organization; what it is like to work there, how people deal with each other and what behaviors are expected. All of these fundamentals are interlocking; culture is rooted deep in unconscious sources but is represented in superficial practices and behavior codes.
A healthy organization is one in which an obvious effort is made to get people with different backgrounds, skills, and abilities to work together toward the goal or purpose of the organization. While we have not accomplished this at a societal level, it is achievable at an organizational level,” says the Dean and Provost of Pennsylvania State University at Harrisburg, John Bruhn (1996). Very few organizations in the United States have become effective in incorporating culturally diverse backgrounds, skills, and abilities in their organizational culture.
In the case of Extension, this author does not know of any state that can claim to have an effective, culturally diverse Extension organization. An effective, culturally diverse organization is one whose culture is inclusive of all of the varying groups and constituencies it intends to serve, that is, in the case of the Extension Service, the people of the state. The organization’s values, vision, mission, policies, procedures, and norms constitute a culture that is manifested in multiple perspectives and adaptability to varying values, beliefs, and communication styles.

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