Managers can be developed, barely leaders are born, not made. Table of contents Table of contentsii 1INTRODUCTION1 2BODY OF ARGUEMENT1 2.1THE ROLE OF THE MANAGER1 2.2THE ROLE OF THE loss leader1 2.3 point of intersection BETWEEN THE ROLES OF MANAGER AND LEADER2 2.4CAN THE ROLES OF THE MANAGER AND LEADER BE DEVELOPED?2 2.5CAN GREAT LEADERS BE DEVELOPED, OR ARE THEY BORN?3 3CONCLUSION4 4REFERENCES4 1INTRODUCTION To debate the statement managers can be developed, but leaders are born, not made we first fate to gain an understanding of the employments played by managers and leaders, outlining the perceived differences and how these allow evolved all over time. This will provide the context for discussion of whether wariness and leadership can be developed, and whether there are token attributes people are born with that allow for the achievement of greatness. 2BODY OF ARGUEMENT 2.1THE ROLE OF THE MANAGER Historical perceptions regarding the role of the manager focussed on implementation of processes to achieve set objectives, where final outcomes confirm the means (El-Meligi, 2005). The position demanded tangible skills such as budgeting, formulation and the organisation of staff (Angelucci, 2005).

Zaleznik (1977) even inferred a robotic nature to the role when focussing on the importance of control, give earring to systemic selection and development of goals with a management aim of reducing choices. Whilst he did refer to motivation and reward in his research, it was with little emphasis or importance. Drucker (1993) provided a contextual view, implying the definition of a manager has evolved over time. Moving from simply being responsible for subordinates shortly afterwards World War II, to being responsible for the performance of others in the 1950s, and now, in its broadest form, of being responsible for the application of performance and knowledge. Whilst the wrong may differ between expert opinions, the common theme... If you pauperism to get a full essay, order it on our website:
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