DTU ProjectLab - User contributions [en-gb]

Leading vs Managing

2022-03-22T22:36:25Z

Chammerum:

Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most organizations nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits".<ref name="Marketing"/> In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.<ref name="LvM"/>
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.<ref name="Smarp"/>

== Annotated Bibliography ==

The paper ''''The leader's edge: the seven keys to leadership in a turbulent world'''' gives a short and exact way for leaders to stay on top of the competition. By combining different tools and aspects to be successful any leader can expand the qualities to become better.<ref name="SevenKeys"/>

The paper ''''Teaching Theory X and Theory Y in Organizational Communication'''' gives insight into the different ways companies approach handling managers and how communication is done within such organizations.<ref name="XY"/>

The article ''''Leadership vs Management'''' states the needs and advantages of the different styles. Knowing which style to choose and handle is a great asset for any organization or individual trying to change their way of working with subordinates.<ref name="LvM"/>

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T22:36:10Z

Chammerum:

Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most organizations nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits".<ref name="Marketing"/> In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.<ref name="LvM"/>
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.<ref name="Smarp"/>

== Annotated Bibliography ==

The paper ''''The leader's edge: the seven keys to leadership in a turbulent world'''' gives a short and exact way for leaders to stay on top of the competition. By combining different tools and aspects to be successful any leader can expand the qualities to become better.<ref name="SevenKeys"/>

The paper ''''Teaching Theory X and Theory Y in Organizational Communication'''' gives insight into the different ways companies approach handling managers and how communication is done within such organizations.<ref name="XY"/>

The article ''''Leadership vs Management'''' states the needs and advantages of the different styles. Knowing which style to choose and handle is a great asset for any organization or individual trying to change their way of working with subordinates.<ref name="LVM"/>

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T22:35:27Z

Chammerum:

Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most organizations nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits".<ref name="Marketing"/> In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.<ref name="LvM"/>
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.<ref name="Smarp"/>

== Annotated Bibliography ==

The paper ''''The leader's edge: the seven keys to leadership in a turbulent world'''' gives a short and exact way for leaders to stay on top of the competition. By combining different tools and aspects to be successful any leader can expand the qualities to become better.<ref name="SevenKeys"/>

The paper ''''Teaching Theory X and Theory Y in Organizational Communication'''' gives insight into the different ways companies approach handling managers and how communication is done within such organizations.<ref name="XY"/>

The article ''''Leadership vs Management'''' states the needs and advantages of the different styles. Knowing which style to choose and handle is a great asset for any organization or individual trying to change their way of working with subordinates.

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T22:32:04Z

Chammerum:

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most organizations nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.<ref name="LvM"/>
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

== Annotated Bibliography ==

The paper ''''The leader's edge: the seven keys to leadership in a turbulent world'''' gives a short and exact way for leaders to stay on top of the competition. By combining different tools and aspects to be successful any leader can expand the qualities to become better.<ref name="SevenKeys"/>

The paper ''''Teaching Theory X and Theory Y in Organizational Communication'''' gives insight into the different ways companies approach handling managers and how communication is done within such organizations.<ref name="XY"/>

The article ''''Leadership vs Management'''' states the needs and advantages of the different styles. Knowing which style to choose and handle is a great asset for any organization or individual trying to change their way of working with subordinates.

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T22:30:06Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most organizations nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.<ref name="LvM"/>
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

== Annotated Bibliography ==

The paper ''''The leader's edge: the seven keys to leadership in a turbulent world'''' gives a short and exact way for leaders to stay on top of the competition. By combining different tools and aspects to be successful any leader can expand the qualities to become better.<ref name="SevenKeys"/>

The paper ''''Teaching Theory X and Theory Y in Organizational Communication'''' gives insight into the different ways companies approach handling managers and how communication is done within such organizations.<ref name="XY"/>

The article ''''Leadership vs Management'''' states the needs and advantages of the different styles. Knowing which style to choose and handle is a great asset for any organization or individual trying to change their way of working with subordinates.

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T22:20:42Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most organizations nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

== Annotated Bibliography ==

The paper ''''The leader's edge: the seven keys to leadership in a turbulent world'''' gives a short and exact way for leaders to stay on top of the competition. By combining different tools and aspects to be successful any leader can expand the qualities to become better.

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T22:13:44Z

Chammerum: /* Employees */

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most organizations nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

== Annotated Bibliography ==

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T22:13:08Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized. Making sure to change the style accordingly to the environment of the organization , is a great way to make the vision of the company is met. It is often not the manager who gets to choose his style but more so the company and the board above him. The manager become the head of subordinates which both the manager and the organization has to choose what the best match is. Taking the individual personality into consideration as much as the subordinates and the tasks needed to complete to be successful.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most companies nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be as well, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

== Annotated Bibliography ==

<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T18:19:24Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Skill increase
|Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most companies nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be aswell, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

==Utilisation of leadership and management in APPPM==

== Bibliography ==
<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T18:18:35Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Autocratic Managing <ref name="XY"/>
!Skill
!Explanation
|-Skill increase
!Low to no skill development as the autorcratic manager hands out tasks which don't challenge the subordinates.
|
|-
!Low motivation
|As the subordinates don't have any voice and can feel suppressed do to no involvement in decision making.
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most companies nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be aswell, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

==Utilisation of leadership and management in APPPM==

== Bibliography ==
<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T18:00:52Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====

{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Democratic managing <ref name="XY"/>
!Skill
!Explanation
|-
!Motivation
|Subordinates feeling more rewarded for tasks hence motivation is higher.
|-
!Environment
|An environment which includes the subordinates in the problem solution which boosts their colleague and manager relationship.
|-
!Result
|Can bring a better result as key subordinates can help, instead of top-down solution.
|-
!Skill set
|Longer stay for subordinates as they feel more head and understood by their manager, thereby overall subordinate qualities will keep increasing.
|}

{| class="wikitable plainrowheaders"
|+ Table 1. Disadvantages of Democratic managing <ref name="XY"/>
!Skill
!Explanation
|-
!Low qualified workers
|If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
|-
!Solution creation
|Creating a solution will take longer as all subordinates want to voice their opinion.
|}

==== Autocratic Managing ====

Advantages:
{| class="wikitable plainrowheaders"
|+ Table 1. Advantages of Autocratic managing <ref name="XY"/>
!Skill
!Explanation
|-
!Clarity
|Subordinates know exactly what their task is and when it should be finished.
|-
!Stability
|When creating a product and the manager is measured how much is produced he is successful as he is stable and it is his only focus.
|-
!Working optimally
|When the only focus is create value in terms of money, then the manager often includes lean which makes sure everything that don't bring value is cut.<ref name="Lean"/>
|}

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most companies nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be aswell, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

==Utilisation of leadership and management in APPPM==

== Bibliography ==
<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
<ref name="Lean"> Helmold, M. (2020). Basics in Lean Management. Lean Management and Kaizen, 1–14. https://doi.org/10.1007/978-3-030-46981-8_1</ref>
== References ==
<references/>

Leading vs Managing

2022-03-22T17:36:47Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more a team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>
To manage using the democratic style, the subordinates often needs to be highly skilled. They need to be reassuring to the manager and make sure that the tasks at hand is completed correctly and on time.

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

=== Advantages and Disadvantages ===
The two managers have different areas of effect where one style is more advantageous than the other one.
==== Democratic Managing ====
Advantages:

- Subordinates feeling more rewarded for tasks hence motivation is higher.
- An environment which includes the subordinates in the problem solution.
- Can bring a better result as key subordinates can help, instead of top-down solution.
- Longer stay for subordinates as they feel more head and understood by their manager

Disadvantages:

- If the subordinates are not sufficiently qualified, progress may be slower as more complex and bigger tasks is given to subordinates.
- Creating a solution will take longer as all subordinates want to voice their opinion.

==== Autocratic Managing ====

Advantages:

- Subordinates know exactly what their task is and when it should be finshed.
-
== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most companies nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be aswell, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

==Utilisation of leadership and management in APPPM==

== Bibliography ==
<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
== References ==
<references/>

Leading vs Managing

2022-03-20T14:20:44Z

Chammerum:

''''

== Abstract ==
Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two classic terms which gets referred to is leading and managing. The two methods is seen as different ways of working, leading is represented as the one standing in the front and leading his people. Managing is different as the superior is seen as the one commanding from the back and giving instructions.
The two methods are often used simultaneously in companies to accomplish the visions set. The two methods are widely accepted as different, and people is acquired depending on which skill set they bring to a project. The skillset of leaders is inspiration, honesty, integrity, transparency, and communication, which all needed for people to follow and feel valuable. A manager is often described as focused, rule-bound, ability of being direct and being able to execute on a vision.
Project managers is often leading people or working with people, knowing which method of managing is needed is a must. Project managers need to be fluent in the two styles of working with people, as their work is often very broad and includes many different projects and programs. Knowing which style to use is a must as up to 70% of employee’s motivation and productivity is influenced by the different style used as noted by Smarp<ref name= "Smarp"/>. The managing style of leadership often has a bad reputation within the working industry, as it often doesn’t work with the employee, and they often feel voiceless. Managers is still a thing and needed for businesses as they get the job done. The leader takes his coworkers/employees voices into concern and work with them, which often leads to higher satisfaction within the work environment.

== Managing ==
Companies in many years has defaulted to this style of handling people and resources. This is due to the industry being very labor heavy and not having the technology to automate things. The managers are great at these things as their main tasks are to execute, follow the vision and work in the present with what they have. Managers are often hired when a lot of tasks need to be executed precisely with limited resources. The shine of managers comes from making sure things get done correctly and on time<ref name= "Smarp"/>. The managers often comes across as difficult to work with as a worker. Their focus is on the vision and thereby lack transparency. Managers often don't communicate with their employees and that often makes the employees feel voiceless and out of touch with the vision and company<ref name= "Smarp"/>. The managers often don't realize this as they are confidence that they make the voices of the employees heard.

== Managing Styles ==
When working in an environment as a manager, different styles can be used. It depends on the environment and the subordinates which is available to choose which style to go with. Coming into an environment where the subordinates is well trained and very self-sufficient one style may prioritized. Coming into a less trained and the subordinates are very needy in terms of attention from the manager or in need of help, then another form of managing is prioritized.

=== Democratic Managing ===
A democratic manager is a manager which has the employees in focus. The manager distributes the tasks in a more bottom up approach where the manager involves the subordinates.<ref name="Democratic"/> The democratic manager involves the subordinates by asking about the opinion and which subordinates can take of which task the best depended on skillsets. The manager is much more team player in this role and interacts more friendly and interacting as a colleague instead of a manager. Managing in such an environment is often categorized as using the carrot instead of the stick, which shows by decentralizing their power and is open to distribute his power to his subordinates.<ref name="XY"/>

To manage using the democratic style, the subordinates often needs to be highly skilled

=== Autocratic Managing ===
Autocratic managing is a style of managing which is seen as the absolute authority. The manager is often seen as a person on a pedestal on top of the group and thereby not really a part of the group. The manager has traits such as "hunger for power", "wanting control over their subordinates" and "centralizing their decision making". This often leads to the manager being very clear cut when interacting with the subordinates. This can be seen when communicating directly or over e-mail, as the messages will give very clear one way communication and the decision making will feel like a top-down approach. Involving the subordinates is not a priority for the manager as he often works with the higher ups or knows what the best decision is himself. <ref name="Autocratic"/>

This manager works very great in a pyramid organization with clear lines between the tiers of employees. This form of managing is often used in takeovers of companies which needs to change course or if a life threatening situation arises for either a company or a nation as a whole. The manager is very good at keeping an organized view of what needs to be done and breaks down the tasks into smaller ones which is then delegated to subordinates. This way the manager can keep up on all the tasks more easily to get an overview. The workers are often not very skilled in the tasks at hand which is the reason the manager needs to be on top of everything.

== Leading ==
The trend of leaders has expanded a lot, as the focus on employees has risen. Great leaders are known for their inspiration and influence, very contrary to the managers which is selected upon only their skills. Leadership is used as the subordinates mirror their leaders. This way if the leader is effective, on time and has other desirable traits, the subordinates often pick them up and reflect that. By picking up a leader which has attributes which fits the vision and the need for work, subordinates will often start acting a certain way without being told to act a certain way.

A leader has many attributes to master which often makes it difficult to become a great leader. Leadership is often described very specifically and has certain traits which Burt Nanus describes very well.<ref name="SevenKeys" />

{| class="wikitable plainrowheaders"
|+ Table 1. Bart Nanus - Seven Megaskills for leadership <ref name="SevenKeys"/>
!Skill
!Explanation
|-
!High Standards of Integrity
|To lead requires trust, to gain trust a leader must have integrity. The leader is accountable and shows a combination of honor, reliableness and in general someone to count on.
|-
!Mastery of Interdependence
|The leader knows how to uplift his team/subordinates and make sure they feel a sense of success as a whole. The leader will create an environment where everyone in the environment want to be and uplift each other and achieve success.
|-
!Initiative
|The leader takes on the front obstacle and leads his team. This way he shows the way and which direction to go rather than doing a possible top-down order.
|-
!Anticipatory Learning
|Always staying on the toes and learning from past experiences. This way having a rough idea how to act going forward moving into an unknown future.
|-
!Organizational Design
|Setting up an environment which includes all needs to succeed. This would include providing correct resources, evaluations and ensuring the team is in the best possible position to succeed.
|-
!Mastery of Change
|Situations will always call for change and mastering that is a key skill for a leader. Adapting and taking correct decisions will ensure the continues success of a team in a ever evolving world.
|-
!Farsightedness
|Always evaluating the current situation, what might change and what should change. Looking into the future with past experiences searching for ways to avoid problems and to work with opportunities.
|}

== Employees ==
Mental health and overall happiness has become a much bigger necessity for companies to value. Most companies nowadays don't just sell products, they sell a lifestyle or a story with the product. Marketing and atmosphere is a much more important part of consumers thoughts.<ref name="Marketing" /> When a customer walks into a shop they expect happy employees and to know that the they feel motivated and joy to go to work. Companies can very quickly get backlash if the employees don't feel like the company motivates or makes them happy to stay there. On the other hand if a companies employees don't feel like they are being used correctly or working on the wrong task, they might get unhappy as well. For companies to get the most out of their employees it is important to understand the types and how to support such employees. Categorizing people is often very difficult, but understanding your workers and their needs is essential for a company to run successfully. Belbin's team roles is a great tool for understanding the type of workers a company has<ref name="Belbin" />. Figuring out a team and maybe even designing a team around key aspects of job can be very beneficial in the long term. <ref name="BelbinLeader"/> A team having a singular leader for a group of people is more beneficial than having multiple or no leaders at all. Thus mixing both a manager and a leader for the employees does not make a great result.

== Belbin Test ==

== Industry needs ==
Companies today needs to adapt to survive, which often leads to change in vision and different styles of resource handling is needed. Analyzing a company is often a fast way to check if management or leadership is in use. The more traditional way of handling resources is managing, which goes very far back. The companies used their people as resources with very little engagement, as the workers had very single tasks as "pull that lever" or "hand peel fruits". In todays society those tasks are often automated and the need for people to do labor is more rare, but is still needed for specific and difficult processes. Managing was great back then as the workers was seen as labor/resources and the managers had to figure out how to use them efficiently. The contrast to that today is leadership which has a completely different sound and meaning to workers. Leaders are the ones leading the pack and setting a good example, this includes taking a big workload themselves and showing the rest how to do things effectively. The leaders has become a more popular way of handling resources as the world is moving more away from labor and more into a effective focused world. Managers used every drop resource to get the vision set complete, leaders use their resources more effectively and focus on how to get to the goal is more in focus. Managers focus is not on how the employees feel about the work but instead on accomplishing the vision set.
This way if a managers is inserted into an area where customer interaction is key and the satisfaction of the employees is important to their willingness to interact with customers, the result might go down as the employees don't feel like one force working together. Inserting a leader in this area, should make the employees willingness to satisfy the customers much better and give a better experience to the customer. The same problem will arise if a leader is put into a managers role. Managers are great at utilizing resources, which leaders might be aswell, but not in the same sense. Having a leader in a production facility where tasks are easy and time is minimal, there won't be time to motivate the employees or lead the pack. These facilities and situations change a lot which is the reason both roles are still in use today.

I do realize it's not long enough, please just review what is already written :)

== Bibliography ==
<ref name="Smarp">https://blog.smarp.com/leadership-vs-management [Accessed on 19.3.2022]</ref>
<ref name="LvM"> Leadership vs. management, Weathersby, George B.Management Review; New York Vol. 88, Iss. 3, (Mar 1999): 5</ref>
<ref name="Marketing"> Ball, B. (2008). Marketing for the 21st Century. Marketing for the 21st Century, 1–3. http://dechert-hampe.com/images/stories/Marketing_for_the_21st_Century.pdf</ref>
<ref name="Belbin"> BELBIN Associates. The Nine Belbin Team Roles. Belbin.Com. Retrieved February 18, 2022, from https://www.belbin.com/about/belbin-team-roles</ref>
<ref name="BelbinLeader"> Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: An empirical investigation. Journal of Systems and Software, 44(3), 241–250. https://doi.org/10.1016/s0164-1212(98)10060-2</ref>
<ref name="SevenKeys"> Agor, W. H. (1990). The leader’s edge: the seven keys to leadership in a turbulent world. Futures, 22(4), 431–433. https://doi.org/10.1016/0016-3287(90)90052-j</ref>
<ref name="Autocratic"> Ahmed, S., & Simha, A. (2021). Autocratic Leadership and Abuse. Encyclopedia of Business and Professional Ethics, 1–3. https://doi.org/10.1007/978-3-319-23514-1_1300-1</ref>
<ref name="Democratic"> Smith, T. V. (1925). Democratic Leadership. The Scientific Monthly, 21(6), 613–628. http://www.jstor.org/stable/7726</ref>
<ref name="XY"> Noland, C. (2014). Teaching Theory X and Theory Y in Organizational Communication. Communication Teacher, 28(3), 145–149. https://doi.org/10.1080/17404622.2014.911333</ref>
== References ==
<references/>

Leading vs Managing

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Leading vs Managing

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Articles Spring Term 2022

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Chammerum:

=Overview of 2022 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2022 Wiki Collections
|Group 32
|Nikoleta
|Tsolaki
|s212602
|[[The Kaizen Method in Project Management]]
|-
|-
|TAs Example
|Thomas
|Giannoulopoulos
|s192419
|[[APPM Example 2021]]
|-
|-
|Group 8
|Daniel Rohrer
|Hansen
|s173922
|[[Managing “emails”]]
|-
|-
|Group 9
|Andrea
|Sánchez Díez
|s202957
|[[Urgent vs important. The Eisenhower matrix]]
|-
|-
|Group 22
|Edgars
|Treimanis
|s213590
|[[Sustainable Project management]]
|-
|-
|Group 31
|William Taul
|Madsen
|s184956
|[[Risk Treatment in project management]]
|-
|-
|Group 12
|Pablo Leandro
|Capellari
|s213666
|[[Internal Rate of Return (IRR)]]
|-
|-
|Group 15
|Tolga
|Azgun
|s220502
|[[Pooled, Sequential & Reciprocal Interdependence]]
|-
|-
|Group 15
|Mathilde
|Dahl
|s176213
|[[Development Arena in Project Management]]
|-
|-
|Group 19
|Matias
|Earthy-Find
|s184350
|[[Stress Management]]
|-
|-
|Group 3
|Stephen Akabekire
|Azongo
|s213057
|[[The magic triangle as a project management tool]]
|-
|-
|Group 19
|Wout
|Jennissen
|s216914
|[[Porter's Five Forces Framework]]
|-
|-
|Group 4
|Sissel Albrecht
|Kahr
|s173964
|[[Work break down structure (WBS)]]
|-
|-
|Group 3
|Hazal
|Alawi
|s180408
|[[The Pre-Mortem Analysis: Anticipate failure before starting a project]]
|-
|-
|Group 15
|Teis
|Johannesen
|s213561
|[[Reflective practice]]
|-
|-
|Group 9
|Berta
|Viñas
|s202256
|[[Agile model]]
|-
|-
|Group 15
|Christina
|Qwist Frank
|s173409
|[[Staging negotiation spaces in project management]]
|-
|-
|Group 15
|Sara
|Kristine Holmskov Eberle
|s211691
|[[Wheel of change]]
|-
|-
|Group Name: TBD
|Saaransh
|PD Kattula
|s210240
|[[7 principles of Stephen covey for project mangers to tackle risks]]
|-
|-
|Group Name: 47
|Jakob Weber
|Vestermark
|s175072
|[[Kanban method]]
|-
|-
|Group Name: TBD
|Jakob
|Kehler
|s212691
|[[Post-Implementation Review (PIR)]]
|-
|-
|Group Name: 47
|Fie
|Fredshavn Nielsen
|s170396
|[[Project dashboard]]
|-
|-
|Group Name: 33
|Alvaro
|Martin Sanchez
|s220145
|[[New Hybrid Methodology: Scrumban]]
|-
|-
|Group Name: TBD
|Mathias
|Christensen
|s175382
|[[Agile (Adaptive) model]]
|-
|-
|Group Name:
|Emilie
|Haahr
|s175383
|[[Leadship vs Management Qualities]]
|-
|-
|Group 22
|Linda
|Zviedre
|s213817
|[[Matrix Organizations]]
|-
|-
|Group Name: 4
|Casper
|Stenbæk
|s183504
|[[Causes and effects of stress in project management]]
|-
|-
|Group name
|Sarah
|Naegele
|S220025
|[[Communication models based on Schulz von Thun]]
|-
|-
|Group Name:
|Sofie
|Wallin
|s173884
|[[Sources of conflict]]
|-
|-
|Group 19
|Elias
|Bobrowski
|s216056
|[[The Difference Between Leadership and Management]]
|-
|-
|Group Name:
|Luisa
|Buchta
|s216284
|[[MTA (Milestone trend analysis)]]
|-
|-
|Group Name:
|Frederik
|Østergaard Schytte
|s175075
|[[Prioritizing in Projects with Eisenhower Decision Matrix]]
|-
|-
|Group 40
|Xenofon
|Apostolou
|s202908
|[[Continuous Improvement (CI)]]
|-
|-
|Group Name: The Insifers
|Periklis
|Aprilis
|s212866
|[[FMEA as tool in Project Management]]
|-
|-
|Group Name:
|Nils
|Lehmann
|s220153
|[[Effects of Social Loafing on Team Performance]]
|-
|-
|Group Name:
|Olivia
|Mark
|s175096
|[[Self-awareness in management]]
|-
|-
|Group Name:
|Paul
|Schatt
|s210736
|[[Perception filters]]
|-
|-
|Group 8
|Lorenzo
|Incarnato
|s220426
|[[Internal rate of return (IRR)]]
|-
|-
|Group Name: 40
|Sasa
|Javorac
|s210770
|[[Agile way of working]]
|-
|-
|Group Name: 12
|Elia
|Simon
|s212700
|[[Extrinsic motivation]]
|-
|-
|Group Name: 32
|Hamzeh
|Alrijjal
|s152941
|[[Eisenhower decision matrix in project management]]
|-
|-
|Group Name:
|Swann
|Roussillon
|s212830
|[[Robust Decision Making (RDM)]]
|-
|-
|Group Name: The Insifers
|Marcus
|Randrup
|s184486
|[[Virtual War Rooms]]
|-
|-
|Group 09
|Deepthi
|Parana Liyanage Don
|s203116
|[[Net Present Value (NPV)]]
|-
|-
|Group Name: 10
|Felix
|Piepenstock
|s201828
|[[The Successive Principle for Managing Uncertainty]]
|-
|-
|Group Name: 10
|Julian
|Schmidt
|s213004
|[[Social loafing]]
|-
|-
|Group 22: MuchManage
|Gustav
|Gregersen
|s153930
|[[DMAIC Projects]]
|-
|-
|Group 42
|Simon
|Widmer
|s210449
|[[Scaled Agile Framework (SAFe)]]
|-
|-
|Group 17
|Cosmina
|Oltean
|s212409
|[[Team Cohesiveness]]
|-
|-
|Group 12
|Jasmine Riis
|Douglas
|s123367
|[[How stress management improves the effectiveness of the employees]]
|-
|-
|Group 42
|Preetham
|Obla Sampathkumar
|s213604
|[[Root cause analysis (RCA)]]
|-
|-
|Group 4
|Patrick
|Laybourn
|s144993
|[[Robust decision making]]
|-
|-
|Group 6
|Gudrun
|Gudnadottir
|s212950
|[[Risk-based Learning]]
|-
|-
|Group 17
|Andreea Bianca
|Ladaru
|s202438
|[[Lean principles in the construction industry]]
|-
|-
|Group 15
|Lærke Viuff
|Petersen
|s163830
|[[Social Loafing in Teams]]
|-
|-
|Group 15
|Stine Pagaard
|Haahr
|s152100
|[[Conflict Management using the Thomas-Kilmann Conflict Mode Instrument (TKI)]]
|-
|-
|Group 42
|Nachanan
|Wongsupakpun
|s210284
|[[Organizational context]]
|-
|-
|Group 33
|Guillermo
|Roig Pitarch
|s212754
|[[Kanban: a project management framework]]
|-
|-
|Group 29
|Magnus
|Leick
|s213818
|[[VUCA]]
|-
|-
|Group 4
|Freja Ejdrup
|Andersen
|s183631
|[[The paradox of project planning from an uncertainty perspective]]
|-
|-
|Group 9
|Nongnapat
|Suksusiang
|s213572
|[[New Product Introduction (NPI)]]
|-
|-
|Group 31
|Eigil
|Vølund
|s183887
|[[Risk Treatment]]
|-
|-
|Group 11
|Ann Sofie
|Grube Kjeldsen
|s184535
|[[Milestone trend analysis]]
|-
|-
|Group 19
|Qiushi
|Lyu
|s212543
|[[Porter's 5 Forces - A strategic planning model]]
|-
|-
|Group 9
|Qifan
|Wang
|s212500
|[[The Big Five(OCEAN) Personality Traits]]
|-
|-
|Group 12
|Hai
|Hu
|s212360
|[[Kano Model: Introduction and Application]]
|-
|-
|Group 32
|Tobias
|Nielsen
|s220719
|[[Fixed-price contracts]]
|-
|-
|Group 11
|Hannah
|Nissen
|s184497
|[[Effective teams with Belbin]]
|-
|-
|Group 11
|Emil Engstrøm
|Bruun
|S180902
|[[Adizes management styles]]
|-
|-
|Group 33
|Raquel
|Galocha
|S212745
|[[Project interdependency mapping]]
|-
|-
|Group 11
|Emilie
|Rasmussen
|S184532
|[[WBS, Work Breakdown Structure]]
|-
|-
|Group 6
|Telma Sigrún
|Torfadóttir
|S212566
|[[Stress]]
|-
|-
|-
|-
|Group 4
|Erlend Thabiso Rømyhr
|Sehube
|S212426
|[[Risk treatment for renewable energy developers]]
|-
|-
|Group 11
|Peter
|Birkholm
|S184514
|[[Gantt Chart In Construction]]
|-
|-
|Group 18
|Giacomo
|Branchini
|S212987
|[[Sources of Conflict: Guidelines for a Healthy Organizational Environment]]
|-
|-
|Group 33
|Paula
|González
|S213398
|[[The Big Five (Ocean)]]
|-
|-
|Group 33
|Fernando
|Ramiro Gonzalez
|S214134
|[[MCDA methods in decision making]]
|-
|-
|Group 20
|Magnus Stjernborg
|Koch
|S175189
|[[Project Success and Project Management Success]]
|-
|-
|Group 26
|Katarzyna
|Kukulowicz
|S213042
|[[Extrinsic and intrinsic motivation. What does the will to act depend on?]]
|-
|-
|Group 6
|Hildur Lara
|Jonsdottir
|S212410
|[[The Significance of Cohesiveness in Teams]]
|-
|-
|Group 20
|Ziwei
|Chen
|S212635
|[[Stakeholder Identification and Categorization]]
|-
|-
|Group 18
|Raül
|Ciscar
|S217122
|[[Developing a project with the Tuckman's model]]
|-
|-
|Group 18
|Giorgio
|Galasso
|S212985
|[[Risk Assessment: framework for combining CBA and MCDA]]
|-
|-
|Group 33
|Maria Elena
|Igarzabal Saborida
|S213206
|[[Intrinsic and Extrinsic motivation]]
|-
|-
|Group 32
|Aikaterini
|Deli
|s212459
|[[The Technique of Value Engineering (VE) in Architecture]]
|-
|-
|Group 08
|Jiajing
|Zhang
|s212412
|[[The Rolling-wave Planning]]
|-
|-
|Group
|Isera Sarah
|Hajaj
|s153540
|[[Standard Operating Procedures (SOPs)]]
|-
|Group 50
|Ibrahim
|Nassrallah
|s211254
|[[Brain Storming Technique]]-
|-
|-
|Group 29
|Panagiotis
|Bakas
|s216860
|[[Drexler/Sibbet Model for Team development and project management]]
|-
|-
|Group 20
|Dionysios
|Maroulis
|s212885
|[[Knowns and Unknowns]]
|-
|-
|Group 32
|Gabriela Miti
|Tsuge Costa
|s220075
|[[Social Loafing in Projects]]
|-
|-
|Group 32
|Helená Evin
|Cinar
|s164741
|[[The use of SWOT analysis]]
|-
|-
|Group 3
|Pietro
|Boschetto
|s213928
|[[Enterprise Risk Management]]
|-
|-
|Group 3
|Virginia
|Stinchi
|s213230
|[[The Blake and Mouton's Managerial (Leadership) Grid]]
|-
|-
|Group 32
|César
|Delafargue
|s212834
|[[Design validation]]
|-
|-
|Group 11
|Rune
|Andersen
|s180642
|[[Creating effective teams by means of mathematical modelling]]
|-
|-
|Group Name: 47
|Hannibal
|Danielsen
|s154283
|[[Managing SCRUM]]
|-
|Group 20
|Kunyi
|Yang
|s220027
|[[Wideband Delphi]]
|-
|Group 20
|Haeberle
|François
|s213827
|[[TOC (Theory of Constraints)]]

|-
|Group 3
|Cristiana
|Moraru
|s210219
|[[The strategy choice cascade. Where to play and how to win.]]
|-

|-
|Group 3
|Andrea
|Gatto
|s212974
|[[Emotional Intelligence in a Program, Project and Portfolio Management View]]
|-
|-
|Group 19
|Maria
|Bakali
|s220150
|[[Benefit realization management]]
|-

|-
|Group 20
|Iliana
|Dritsa
|s210373
|[[Risk management in Transport Infrastructure Projects (TIPs).]]
|-

|-
|Group 17
|Stine
|Bonne Rasmussen
|s203168
|[[Robust Decision Making under Deep Uncertainty]]
|-

|-
|Group 4
|Josep
|Comas Stokes
|s212787
|[[Management versus leadership qualities]]
|-

|-
|Group 26
|Almaelisa
|Giovannucci Fernandez
|s220007
|[[Agile in Project Management]]
|-

|-
|Group 47
|Tobias
|Stabrand
|s175082
|[[Ishikawa Diagram]]
|-

|-
|Group 47
|Maria
|Kylafi
|s212860
|[[SWOT Analysis in Construction Projects]]
|-

|-
|Group 42
|Kristoffer Zanchetta
|Klercke
|s183633
|[[Digital Communication in Project Management]]
|-

|-
|Group 26
|Julie
|Nielsen
|s163853
|[[The Eisenhower Decision Matrix]]
|-

|-
|Group 32
|Marco
|Lombardo
|s210384
|[[Agile (adaptive) model]]
|-

|-
|Group 31
|Jacob
|Worsøe
|s176466
|[[Lead, lag and CPM]]
|-

|-
|Group 40
|Chloé
|Alcalde
|s212522
|[[Waterfall model]]
|-

|-
|Group 8
|Astrid
|Rørdam
|s164080
|[[Social Loafing]]
|-

|-
|Group 17
|Chris
|Hammerum
|s174930
|[[Leading vs Managing]]
|-

Leading vs Managing

2022-03-20T11:30:46Z

Chammerum: Created page with "'''' == Abstract == Working with people as a superior, can be done in many ways and the decision to choose which one, can depend on the vision or what is needed. The two clas..."

Leading vs managing

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