most important question of mgt503

Management vs. Leadership

The differences between Managers and Leaders are often subtle. The "best" learn to use management skills when appropriate and leadership skills when appropriate. Management skills are not limited to people with job title of "managers" nor are leadership skills limited to people with job title of "leaders." And, some portion of people who do carry those titles, do not have the skills implied by the title. Readers of the Dilbert comic series are very familiar with his poking fun at managers and corporate culture.
Many people in everyday circumstances use management skills, leadership skills or a combination of both. Learning the differences and how to use the skills appropriately is an art, as noted by Craig Hickman in his book Mind of a Manager, Soul of a Leader.

 Managers and Leaders - Comparison of Traits

Definition:
Managers . . .	Leaders . . .
are analytical, structured, controlled, deliberate and orderly	are experimental, visionary, flexible, unfettered and creative
Primary Problem-Solving Method:
Managers . . .	Leaders . . .
use the power of the logical mind	use the power of intuition
Competitive Strategy/Advantage Focus:
Managers . . .	Leaders . . .
Concentrate on Strategy	Nurture Culture
Consider Dangers	Sense Opportunity
Follow Versions	Pursue Visions
Isolate	Correlate
Determine Scope of Problems	Search for Alternative Solutions
Seek Markets	Serve People
Think Rivals / Competition	Think Partners / Cooperation
Design Incremental Strategies	Lay Out Sweeping Strategies
Correct Strategic Weaknesses	Build on Strategic Strengths
Organizational Culture/Capability:
Managers . . .	Leaders . . .
Wield Authority	Apply Influence
Seek Uniformity	Pursue Unity
Administer Programs	Develop People
Formulate Policy	Set Examples
Instruct	Inspire
Manage by Goals / Objectives	Manage by Interaction
Control	Empower
Easily Release Employees	Would Rather Enhance Employees
Employ Consistency	Elicit Creativity
External/Internal Change:
Managers . . .	Leaders . . .
Yearn for Stability	Thrive on Crisis
Duplicate	Originate
Fasten Things Down	Unfasten Them
Drive Toward Compromise	Work to Polarize
See Complexity	See Simplicity
React	Proactive
Plan	Experiment
Reorganize	Redevelop
Refine	Revolutionize
Individual Effectiveness Style:
Managers . . .	Leaders . . .
Ask How (Seek Methods)	Wonder Why (Seek Motives)
Think Logically	Think Laterally
Perpetuate Hierarchies	Strive for Equality
Are Skeptical	Are Optimistic
Plan Around	Confront
Take Charge	Encourage Delegation
Like Formality	Prefer Informality
Venerate Science	Revere Art
Perform Duties	Pursue Dreams
Bottom-Line Performance/Results:
Managers . . .	Leaders . . .
Scrutinize Performance	Search for Potential
Are Dependent	Are Independent
Compensate People	Satisfy Them
Conserve Assets	Risk Them
Pursue the Tangible	Seek the Intangible
Inhabit the Present	Reside in the Future
Concentrate on Short-term Results	Seek Long-term Results
Want Good	Demand Better
Examples:
Managers . . .	Leaders . . .
Henry Ford, Ford Motor Company	Ray Kroc, McDonald's
Harold Geneen, ITT	Walt Disney, Disney Studios
John Akers, IBM	Ross Perot, EDS and Perot Systems
Tom Landry, Dallas Cowboys	Ted Turner, Turner Broadcasting
Charles Knight, Emerson Electric	Steven Jobs, Apple Computer
George Bush, President of the U.S.	Bill Clinton, President of the U.S.

[ adapted from Mind of a Manager, Soul of a Leader by Craig Hickman, John Wiley & Sons ]

 Executive Sponsorship and Business Process Re-engineering

Business Process Re-engineering is a hot topic in large companies today. Every list of "keys for success" advises "have an executive sponsor." What is often missing are instructions to the executive who find themselves in that role. Many project sponsors are unprepared it assume the role of Executive Sponsorship of a critical project. And, since they are "expected" to know what to do, they rarely ask for clarification.
As the Information Technology industry tries to keep up with Business Re-Engineering and the extremely high pace of technology integration into the fabric of our society, the pressure grows to bring in projects on-time and within budget - an almost impossible expectation, given the track record of most IT projects.
This article provides some tips for those IT folks to use as starting point in discussion with potential executive sponsors.
[Following is an excerpt from an article to be published in 1997 in Methods & Tools (the global newsletter for information systems Apple iPod touch 32 GB (4th Generation) NEWEST MODEL